HomeMy WebLinkAbout1989 03 13 City Board Evaluations Mayor's LetterZ.e
ANNUAL REPORT OF THE DOWNTOWN MALL . _____ ...
ADVISORY BOARD
Submitted November 1988
In addition to performing its routine duties --reviewing numerous requests for
recommendation of special use permits, reviewing plans for permanent
encroachments, and reviewing and renewing the maintenance contract --the board
undertook some larger tasks in 1988. The board developed and implemented new
guidelines for temporary encroachments on the mall; this included developing and
implementing new procedures for reviewing applications for recommendation of
vending permits. The question of placing vendors aroused considerable controversy
in 1987 and the new procedures were designed to reduce friction between seasonal
vendors and established retailers while preserving the benefits vendors bring to the
mall. The new procedures involve assigning vendors to a limited number of
predetermined sites. The City Council altered some of the board's original vending
site choices, but in the end the new procedures functioned reasonably well and the
board found no reason to alter their basic features.
This was the second year under the revised boundaries of the special assessment
district for mall maintenance. The board received only a few complaints about the
quality of services provided within the district. One downtown merchant has
requested to be excluded from the district; this question has been tabled until the
boundaries of the district are reviewed again in January.
State of Michigan properties in the special assessment district do not now pay an
assessment. The board has requested that Tom Wilbur, special assistant to the
Mayor, raise this issue with the state government. If state properties contributed to
the assessment, from which they also benefit, it would reduce the burden on private
businesses and others located on the mall.
Another pending issue is the need to clarify procedures for enforcing compliance with
requirements for temporary encroachments. Currently, when the board receives
complaints these are called to the attention of the Parks and Recreation Department
and the Mayor's office. It is not clear, however, who is ultimately responsible for
enforcement and application of sanctions if necessary. Many who do not comply
with the requirements --such as a small number of charitable organizations which
solicit on the public right-of-way without permits --are simply uninformed and will
readily comply once the requirements are made known to them. In the event of less
tractable problems, however, clearer enforcement procedures would be useful. This
issue will have to be resolved among the Lansing Police and the Parks and
Recreation, Public Service, and Planning and Municipal Development departments.
LANSING HUMAN RELATIONS DEPARTMENT
G Equal Opportunity/Affirmative Action
504 Coordinator
7th Floor -City Hall
* Lansing, MI 48933
(517) 483-4088 (TDD/VOICE)
HUMAN RELATIONS ADVISORY BOARD
Requirement of City Charter
SECTION 5-106.4
December 1988
In accordance with responsibilities as set forth in the Lansing City
Charter, the Human Relations Board submits this evaluation of the Human
Relations Department.
A significant change in the Human Relations Department program came
from the elimination of the Field Representative Program. This program
was a unique idea that provided crowd control management by peer group
members. The Field Representative Program was a functional effort
by the Department to open lines of communications from City government
to the community. This program provided an viable resource in crowd
management for school athletic events,, community programs, as well as
neighborhood problems. The Board would be remiss not to mention this
program and its contribution to the community.
The Board continues to receive. monthly reports from the Director regarding
the activities of the department's staff. The Human Relations
Department's involvement, in conjunction with the Personnel Department
and all other City Departments, have continued in monitoring the hiring
process to ensure that minorities, females, and handicappers are given
fair and equal consideration. The Board is encouraged by the process
and views it as a positive effort to eliminate any potential hiring
discrimination.
0; "Equal Opportunity Employer"
Human Relations Board
Page 2
The Human Relations Board has concern for the increase in the number_
of compliants received. Staffs investigation of these complaints has
resulted in positive conciliatory efforts. Staff continues to provide
the Michigan Department of Civil Rights with their responses to inter-
rogatories request on complaints against the City. The Department
has documented the efficiency of the "Rapid Charge" process in resolving
complaints.
The Human Relations Board, in cooperation with staff, presented several
housing workshops, in fiscal year 1988, throughout the community in
an effort to educate individuals of the provisions of the Fair Housing
Ordinance. April is designated as Fair Housing Month. The Board
will continue to provide educational community program in the areas
within its jurisdiction.
In the area of contract compliance staff has maintained their positive
working relationship with the U.S. Department of Labor_, Housing and
Urban Development. Their monitoring efforts, on behalf of the city,
of Federal Labor Standards Provisions under Davis Bacon and Related
Acts has resulted in substantial restitution being issued to employees
of those companies found in violation of these acts.
The Human Relations staff continues to provide technical assistance
and presented a "super pre -bid" training workshop for construction
contractors who have responsibility for submitting weekly payrolls to
the department.
The Human Relations Board is encouraged and supports the Mayor's action
to have the Human Relations staff review and comment on all "Request
to Bid". The Board recognizes that the procedure established assist
to ensure that minority (MBE), women (WBE), and disadvantaged (DBE)
business enterprises are given every opportunity to participate in the
bidding process for the City of Lansing. This is a beginning in the
process of providing access to those Minority and Women Enterprise
desiring to do business with the City of Lansing.
Human Relations Board
Page 3
The Human Relations Department and Board have responsiblilty for
monitoring many areas of discriminatory practices. It has responsiblity
for Human Relations, Equal Opportunity (Contract Compliance), Affirmative
Action and 504 Coordinator (Handicapper Laws). As many city's across
the country, and institutions close to home, continue to experience
subtle incidents of racism, the Human Relations Board will continue
its vigilance in minimizing prejudice and tensions within our community.
LANSING HUMAN RELATIONS COMMITTEE
/ D, U-Y\ CA"\ ID, Li
Duncan Wyeth, Chairperson
Reniero Araoz
Lee A. Canady
Lelio A. Casola
Stuart J. Dunnings, Jr.
Willie Jenkins
Sam Johnson
Reverend Melvin Jones
JoeAnn Heard
Mary Lou Olivarez-Mason
Jacqueline Porter -Bradford
Jack Riley
MBDS, INC.
ARCHITECTS
RE ED
JAN 131989
January 6, 1989 (MAYOR'S OFFICE
CITY OF LANSING
Honorable Mayor McKane
Bernard J. Mayotte
D. S. Budzynski
Nobyn D'Haene
Richard H. Stuckman
Michael B. Mayotte
and City Council
City of Lansing
City Hall
Lansing, Michigan 48933 Re: 1988 Evaluation
Building Board of Appeals
Dear Mayor and Council Members:
During 1988 the Building Board of Appeals, with the broad
knowledge and experience of its members, has continued to
provide the City of Lansing and its citizens, wherever
possible, with acceptable alternatives to Building and
Fire Code requirements without adversely affecting public
safety.
In many of the 29 Appeals heard, the Board responded by
finding acceptable solutions to code problems or by
providing direction to the applicants as to how they
could comply with the intent of the codes.
With the excellent administrative and technical assistance
received from the Building Safety Division and the Fire
Marshal's office, the Board was able to carry on its
business in an expedient manner. We feel that this
service allowed some reduction in the cost of construction
in our community and provided a needed flexibility that
can continue to encourage future development in our City.
The assistance to the Board provided by John Gillengerten,
former Chief Building Inspector; Jack Nelson, Chief Plan
Review Analyst; who now serves as Secretary to the Board
and Bob O'Brien, Fire Marshal were exemplary and deserve
particular recognition.
Respectfully submitted,
Richard H. Stuckman, Chairman
RHS:sd
6005 W. St. Joseph, Suite 300, Lansing, MI 48917 • (517) 323-0577 • FAX (517) 323-0570
Honorable Mayor McKane and
City Council Members
City Hall
Lansing, MI. 48933
Dear Mayor & Council Members:
January 4, 1989
Re: Electrical Board Evaluation
The Electrical Board has been meeting monthly through -out this
.year in a continuation of its efforts to advise developers, contractors
and homeowners on the standards and procedures that are required by
City Ordinance and/or the National Electrical Code. These standards
pertain -to the safe installation and operation of electrical wiring
and equipment.
The Electrical Board is dedicated to its responsibilities as set
forth by the City Charter. The Board has evaluated many new materials
and wiring systems that have been installed in the City of Lansing.
The Electrical Board has been instrumental in assisting and advising
the Building Director in matters of revising the Electrical Ordinance
and Fee Schedule. The Board, however, has been working slightly short-
handed by being one member short because of the resignation of Mr. Pat
Shurtliff who transferred out of the State. We are currently trying
to recruit a new member to fill this position.
The Electrical Board will again strive to meet the needs of the
citizens of Lansing.
Sincerely,
Howard Lutz
Chairman
_eIV
ED
i
rv,w Ur�'S OFFICE
CITY OF
LANSING
January 10, 1988
Honorable Mayor Terry J. Mc Kane, and
City Council President and Members
City Hall
Lansing, MI. 48933
Re: Mechanical Board Evaluation Report
Dear Mayor and Council Members:
RECEIv�r
JAN 1 ? 1989
MAYOR'S OFFi,.,E
CITY OF LANSING
As Chairman of the Mechanical Board I would report the following:
Attendance:
William Downs -"10 meetings
Ralph Griese - 12 meetings
Ernest Fox - 9 meetings
Marcus Metoyer - 10 meetings
William Krejcik - 6 meetings
Activities:
The Board reviewed a number of issues of importance to contractors
this past year including encouraging the Mechanical Section to accept
smoke detector in place of separate furnaces in multiple living units,
and allowing existing multi-sotry venting, that at present would be a
violation of the Code, to continue to be used with other forms of
protection.
A considerable amount of time was dedicated to analyzing a service
plan that Consumers Power Company is proposing to offer to its
customers. This plan would have a negative effect on the heating and
air conditioning industry.
In the past year we entered the first phase of a code change
cycle, adopting the 1988 Edition of the Uniform Mechanial Code.
In review of the activities of the Mechanical Section we feel
we must commend them for a job well done. The Mechanical Inspectors
work well with the Board giving assistance and keeping the Board
Mechanical Board Evaluation Report
January 10, 1989
Page 2
apprised of their activities. Such activities include the fact that
they have issued 1,920 Mechanical Permits in the last year, and made
154 Resale Inspections for generated revenues of $132,400. The One
and Two Family Rental Inspection Program has added an additional
burden to their inspection time. At this point in time there are
approximately 500 active permits. The Board strongly encourages adding
a third Inspector to help relieve the tremendous amount of inspections
being made.
Respectfully submitted,
William Krejcik, hairman
Mechanical Board
LANSING FIRE BOARD
120 East Shiawassee
Lansing, Michigan 48933
(517)483-4563
Mayor Terry McKane,
1-12-89
The Lansing Fire department continues to function in
an outstanding manner under the leadership of Chief Hopkins
amid budgetary constraints.
The Board Of Fire Commissioners will work in concert
with your staff,Administratipn,City Personnel Department
and the Union in an effort to resolve the below cited concerns.
Meetings are in the process of being arranged to address these
concerns.
The areas of primary concern are as follows:
. Inadequate staffing for the departments of Prevention,Training,
Suppression, Emergency Madical Services, Administration and
Maintenance.
. Poor condition of some front line and reserve apparatus.
. Affirmative Action- much more aggression required for the
removal of barriers in the recruitment and subsequent employment
of minority women and men.
cc: Lansing Board Of Fire Commissioners
Chief Hopkins & staff
Fire Commissioners
"Equal Opportunity Employer"
~
BOARD OF FIRE COMMISSIONERS
LANSING FIRE DEPARTMENT
REPORTING PERIOD: 12/1/87 THROUGH 11/30/88
FIRE PREVENTION BUREAU
PURPOSE: To educate the general public regarding fire safety, conduct
fire safety inspections, investigate origin and cause of fires, plan and
review new and remodeled buildings, and enforcement of all codes as
adopted by City Charter.
BUREAU: Under the direction of the Fire Marshal the Bureau consists of
eight Inspectors and an Intermediate Clerk. The Bureau suffered a
manpower reduction in the last budget, therefore, increasing the
workload. This in part is manifested by Federal Legislation (S.A.R.A.)
and State Legislation (F.F.R.T.K.), which requires the Bureau to assign
an Inspector full time to plan and implement all of the requirements of
such legislation. Additional staffing is required.
FIRE CAUSES: Arson still remains the leading cause of building fires
and accounts for approximately 39% of all building fires. The Bureau
works closely with the Lansing Police Department in a team concept
approach. The team has to date, a 44% apprehension rate, which is far
above the national average. The Bureau has spent over 1,900 manhours in
the investigation of said fires. Vehicle arson fires are on the
increase. Schooling in the different aspects of building and vehicle
arsons is made available in the hope that more knowledge and technique
of investigations will lead to the reduction of this felony crime.
INSPECTIONS: Commercial building and fire district inspections totaled
1,474.
PROGRAMS: Speakers Bureau presents programs to fraternal organizations,
service clubs, P.T.A. groups, etc.
School Education - "Pluggie," the Fire Hydrant Robot, continued to be a
successful aid to teach children fire safety.
Fire Prevention Education - Programs are presented to hospitals,
industrial and mercantile businesses, as well as any civic group that
wants to learn more about fire safety. The emphasis is placed on
exiting, fire drills, and "hands on" use of fire extinguishers.
"Learn Burn" curriculum will be submitted to the Lansing School
System in the hope that in time the curriculum will be taught year round
to children in Kindergarten through Grade 12.
Children playing with fire is a concern and a rising cause of fires.
This curriculum should teach youth the importance of fire and life
safety.
Hazardous Material - This is a fast growing program that deals with
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�
firefighters "Right to Know" and community "Right to Know." This is
being done in response to State and Federal Law (S.A.R.A. Title III and
State of Michigan Act 67). This is being accomplished by surveying
facilities regarding amounts of chemicals and locations, which are
resulting in Pre -Incident Planning. A projected goal is training
firefighters on all Pre -Incident Plans and continued implementation of
State and Federal law. Continuing education and training is critical.
The Local Emergency Planning Committee (L.E.P.C.) is doing an
outstanding job with its plan being called the model for the State of
Michigan.
The Bureau is constantly looking into new programs to better serve the
community and to educate them in trying to reduce the tragedy of life
and property loss.
FIRE SUPPRESSION
Education of Fire Suppression personnel regarding Hazardous Materials is
of paramount importance. With the increasing exposure to Hazardous
Materials, it is necessary to purchase and maintain special equipment to
deal with these problems. Legislated regulations regarding Hazardous
Materials has caused the Department severe time management problems
because of the amount of paperwork being generated. The Department has
been developing procedures needed to comply with legislated regulations
for the protection of fire department employees and citizens of Lansing.
Recent personnel reductions in the Suppression Division has required the
reassignment of duties and responsibilities to maintain past operational
levels of service. Staffing budgeted for should be filled.
The department policy of firefighters assisting Paramedics on Cardiac
and C.P.R. runs has been successful, but also very controversial.
Firefighters are encouraged to enter Paramedic training. The Home
Inspection Program faltered somewhat primarily due to the lack of Fire
Prevention personnel.
Fire Suppression personnel must be furnished with the best training and
equipment. Equipment improvements and changing technology make
firefighting a complex profession as well as a hazardous one.
EMERGENCY MEDICAL SERVICES
Emergency Medical Services is staffed by one E.M.S. Instructor/
Coordinator and sixty-six (66) Paramedics and Emergency Medical
Technicians. With expanding obligations and responsibilities there is a
need for an additional Instructor/Coordinator and a fourth ambulance.
The function of this Unit is as outlined below:
- Maintain state licenses of existing personnel.
- Recruit and hire state licensed paramedics.
- Retain existing paramedics using incentives and employee
assistance plans (when applicable).
- Enhance education through use of expert instructors
(e.g. - physicians).
- Develop an E.M.S. training program, which can be
conducted in station houses.
- Continue to implement sound communicable disease protection
practices and update training as needed.
- Develop strategies and procedures for E.M.S. personnel to
use during hazardous materials operations.
- Improve quality of E.M.S. service by developing a
Quality Assurance Program.
- Provide training to new Fire Suppression officers in the
area of E.M.S. system operation.
In an effort to upgrade the level of paramedic service, improvement in
the current system is being reviewed. Also, an attempt is being made to
increase the total number of Paramedics through sound hiring practices
augmented by encouraging firefighters to enter Paramedic school.
The Paramedic program is regulated by stringent requirements set up by
both the State and Local Medical Control Director.
Paramedic service is a profession by itself, therefore, maybe
consideration should be given to making Paramedics a separate division
in the Fire Department in the future.
In the period of December 1987 through November 1988, the E.M.S. staff
responded to 8,007 ambulance calls. The highest month of calls was
August - 819 calls. The lowest month was 661 calls in February. The
monthly average for the period was 727.
The E.M.S. runs are divided into five major classifications. These are
cardiac, environmental, medical emergencies, trauma, and non -transports.
Each of these classifications is broken into sub -groupings totaling 38
service identifiers. The most frequently coded run at 1,033 was
non -transport -refused followed by 712 runs for cardiac problems. These
were followed by 637 runs for other medical problems, 616 runs for
trauma related personal injuries, and 553 respiratory emergencies.
These represent the five top volume subgroupings.
The E.M.S. staff is divided into two major classifications. Emergency
medical technicians and paramedics. The number of active staff in each
classification is subject to change monthly because of licensing periods
and training. The monthly count for EMT's ranged from 34 to 39 during
this period. The paramedics ranged, in a monthly number, from 25 to 31.
During the year the combined active staffing ranged from monthly totals
of 62 to 67. Although those numbers are relatively constant, the change
in individuals fluctuates much more.
1988 was an active year for the E.M.S. staff. In 1989 it is planned
that the E.M.S. Committee and Fire Board will play a more active role
monitoring this important community service. ' Chief Sam Hopkins has been
very supportive of the increased activity of the Committee and
responsive to information requests. Lieutenant Ken Jones, E.M.S.
Instructor/Coordinator, should be credited for his monthly reports to
the Fire Board.
TRAINING DIVISION
The Training Division is staffed by two Training Instructors and a
Drafting Aide/Clerk. Mandatory Hazardous Material Training as required
by Federal and State legislation highlights the need for additional
trainino officers. There is also a need to enhance the Officer Traininq
Program
New firefighter recruits must pass a certified F.F. II 268-Hour Course
to qualify and must be trainable as a basic E.M.T.
The Training Division conducts classes in several areas of on -going
education, i.e., Water Rescue Training, which is conducted jointly with
the Lansing Police Department, Hazardous Material Training, etc. VCR
tapes are available for almost every fire or E.M.S. situation. Placing
VCR's in each Station has allowed the opportunity to reach all personnel
on a more convenient and flexible time schedule.
Training in Pre -Fire Planning is taking on increasing importance because
of hazardous materials, increased arsons, and new commercial buildings
in the City. Computerization of Pre -Fire Planning, which would include
on -site Hazardous Materials storage and handling is critical in reducing
fire loss in the City.
DISPATCH DIVISION
The Dispatch Division could enhance their current services by utilizing
`extensive computerization. Hazardous Materials data required by State
laws can be stored much more efficiently and in the case of Hazardous
Material incidents can be extracted almost immediately. A program to
computerize the State Fire Report is being reviewed at this time.
Increased alarms have placed a burden on the Division because of added
report writing and statistical records that must be kept. Time spent in
accumulating this data and accessing it can be reduced considerably as
well as improving accuracy.
Manpower data and requirements could be more efficiently handled if
computerized. Information for Pre -Fire Planning and Hazardous Materials
for the City could be stored and immediately accessed.
The above would aid in the decisions made at firefighting and Hazardous
Materials incidents.
ALARM DIVISION
The Alarm Division maintains fire alarms, voice alarms, as well as
electrical installation, testing, maintenance and repair of all portable
electrical equipment used on fire apparatus and in all Department
buildings. Heating circulation and door motors have been taken from
Administrative Services and added to this Division. The Division
removes snow from all Fire Department Buildings including the Radio Lab
and assists Central Garage in snow removal when required.
MAINTENANCE DIVISION
Manpower reduction in the Maintenance Division as well as a steady
workload are reasons for considering consolidation with the Alarm
Division. The Alarm Division over recent years continues to remove old
alarm wiring and systems, therefore, this could be an opportunity to
better use the Department's manpower.
The Maintenance Division purchases supplies, repairs and maintains all
buildings and equipment belonging to the Fire Department. These duties
include maintaining the inventory of consumable supplies for 30 pieces
of apparatus and 5 ambulances. They also maintain supplies for 10
buildings and 240 people.
The Division is responsible for the repair of hoses and Scott Air Pacs
for outside agencies because the Maintenance staff are the only ones in
the area certified to make these repairs.
Other City departments utilize the staff in an advisory capacity
regarding the acquisition of safety related equipment.
All fire extinguishers used on City vehicles are repaired and filled in
the Maintenance Division. The staff also service all 2.5" hose utilized
by the Public Service Department. All hydrostatic testing and filling
of scuba equipment is done for all area Police Departments.
ADMINISTRATION DIVISION
The Administration Division is responsible for the overall direction of
the Fire Department including clerical duties, payroll administration,
record keeping, and reporting including inventory, annual budget
preparation, hazardous materials records and research, public relations,
and administration of the Fair Labor Standards Act where it concerns the
Department.
The Division is attempting to computerize as many of the above listed
items as possible, particularly the payroll and inventory areas. As has
been indicated for the past three years the addition of a clerk/typist
to this area would be of great value for the Department as a whole. The
additional workload created by the Hazardous Materials "Right to Know"
legislation (in the workplace, as well as on the fire ground) has made
this request even more imperative.
In addition to the functions already listed, the personnel in the
Administrative Division must maintain records for most other divisions
within the Fire Department. An additional clerk/typist would greatly
improve the performance of these functions.
`
APPARATUS
There are serious problems with some pieces of departmental apparatus
such as rust, age, body condition, maintenance costs (part
availability/repairs).
Units needing attention are Engines1, 2, 5, 9.`25, 26 and Ladders 2, 4,
and G. (See�tt-a7ched" documentation. ) Chief Hopkins proposed funding
for refur'bishing apparatus to the Finance Director in a letter `dated
8/31/88, !we continue to support and recommend its adoption`
' .
AFFIRMATIVE ACTION
During this reporting period the Personnel Committee has been working
closely with Department Administration in addressing some of the changes
that are taking place. There is a total of 233 employees working within
the Fire Department. The following is a breakdown for job categories,
profile of employees by position, ethnic background, and sex:
JOB CATEGORY
POSITIONS
ETHNIC
BACKGROUND
SEX
Administration
4
2
White
M
1
Black
[1
Clerk
Non -Professional
1
Hispanic
F
Alarm
3
2
White
M
1
Black
M
Dispatch
6
5
White
M
Dispatcher I
Non -Professional
1
White
F
Fire Prevention
10
6
White
M
1
Hispanic
M
2
Black
M
Clerk
Non -Professional
1
White
F
Maintenance
1
1
White
M
Training
4
3
White
M
Drafting Aide
Non -Professional
1
White
F
Deputy Chiefs
6
6
White
M
Captains
29
27
White
M
..
1
Black
M
Lieutenants
Engineers
Firefighters
1
Amer. Indian M
26
25
White M
1
Black M
52
51
White M
1
Black M
92
75
White M
6
Hispanic M
8
Black M
1
Hispanic F
2
White F
The information above is broken down into the following percentages and
totals:
ETHNIC AND SEX
PERCENTAGE
Black Female
0.00%
0
Black Males
6.44%
15
Hispanic Females
0.86%
2
Hispanic Males
3.00%
7
Indian Females
0.00%
0
Indian Males
0.43%
0
White Females
2.15%
5
White Males
87.12X
203
TOTALS:
100.00%
233
However, if we compare the overall picture of the Fire Department with
that of the population by race in the City of Lansing, the Department
still has a ways to go to become equal. According to the Civil Rights
Community Profile, March 15, 1988, the following comparisons can be
made:
DEPT.'S MINORITY CATEGORY
Blacks 6.44%
Hispanics 3.86%
Amer. Indian .043%
CITY POPULATION BY RACE
16.1%
8.0%
5+ %
Of the seven (7) females employed by the Department, four are working in
non-professional positions. It is the goal of the Fire Board to work
with the Fire Department Administration and City Personnel to see that
the percentages of minority employees is brought up to equal the
percentage of the City of Lansing population by race. Our goal is also
to see that more qualified females are hired in professional positions
within the Department.
During this reporting period there were a total of seven (7) new hires,
which included four (4) white males, one (1) white female, and two (2)
hispanic males. There were nineteen (19) promotions that included
sixteen (16) white males, two (2) black males, and one (1) american
indian male. There were also nine (9) retirements and one (1)
resignation.
Currently applications on file for the position of firefighter totals
427 people as of November 28, 1988, with a breakdown as follows:
FEMALES
14 Black
1 Hispanic
0 Asian
0 Indian
4 Unknown
20 White
39 Females
GRAND TOTAL = 427
MALES
90
Black
33
Hispanics
5
Asian
4
Indian
28
Unknown
228
White
388
Males
Since Affirmative Action is emphasized by both the Fire Board and the
Fire Department we will continue to join efforts with City hiring to
upgrade the weak areas.
In addressing the need to upgrade the minority composition and the
female employment category, this Board recommends that the Fire
Department Administration and City Personnel Department implement a
strong recruitment program that will reach more minorities and females.
The Board also recommends that the Fire Department Administration and
City Personnel Department evaluate its present testing methods that
might be eliminating some of the minority and female applicants. The
Board feels that its Affirmative Action goals are realistic and that
every effort must be made to reach them within our current rules for
qualifications.
DEPARTMENTAL GOALS
This Board recommends that the following long range goals to pursued:
1. Continue to upgrade training and equipment used in hazardous
materials incidents. Right to Know legislation has increased
the amount of reporting required on hazardous materials.
Computerization of this data is of the utmost importance,
therefore, a modem has been installed that will give the
Fire Department direct access to Chemtrac through the Hazardous
Information Transmission System. This system gives immediate
feedback on all types of hazardous materials.
2. Due to the increasing prevalence of AIDS and other communicable
diseases, we must continue to improve and to conduct a long
range educational program. Up-to-date and effective preventive
measures must be provided to the Department's personnel.
3. The Board recommends the acquisition of computers, which will
greatly reduce paperwork and speed up maintenance of duty
rosters, vacation schedules, and they would also be a valuable
tool in the Training Division.
4. The Board recommends acquisition of a site for a westside station
to house Engine Companies from #3 Station and #7 Station, and
Ladder Company #3. Station #1 could possibly be combined with
these to make a multiple use building.
5. Implementation of a new Paramedic Unit at #10 Station on Pleasant
Grove Road.
6. The City Personnel Department Administration and the Fire Board work
closely together regarding Affirmative Action.
7. The Apparatus and Equipment Committee of the Board work closely with
the Administration regarding apparatus and equipment readiness.
GENERAL COMMENTS
In light of the constraints on the Department, in the opinion of the
Board of Fire Commissioners, the Lansing Fire Department is outstanding
in the protection and service it affords Lansing citizens. This high
level of service can be improved by meeting the objectives cited herein.
`
APPROVED BY THE BOARD OF FIRE COMMISSIONERS ON "l'
Chairperson John Lewis
Vice Chairperson Max Zemer
Commissioner Russell Sheathelm
' Commissioner Connie Marin
Commissioner Lance Lynch
Commissioner Gordon Steinhauer
Commissioner Ronald Hatcher
Commissioner Charles Green
�_ �1= ``'� CITY of LANSING
INTEROFFICE COMMUNICATION
"'�►!CAIGPt�
TO: Jan Lazar, Acting Director of Finance
/31/88
FROM: Samuel R. Hopkins, Fire Chief
Lansing Fire Department
SUBJECT: Funding for Refurbishing Fire Equipment
Please disregard the memo dated 5-9-88• concerning a renovation for Engine
#1, Lansing Fire Department. Our conditions have changed radically since
that memo. We have found that the long term plans will probably not satisfy
our needs at this time.
I would like to instead inform you of what we are attempting to accomplish
and why.
1. Our overall apparatus conditions are "poor".
2. Our reserve fleet is on the front line without back-up every day.
3. Purchasing new equipment with the availability of funds plus the time
involved will not.meet the pressures that exist on our system.
4. Renovations a.re cheaper, faster and in some cases just as good as new
equipment.
5. We are attempting to get the front line equipment in a "good" condition,
put our reserve fleet back to being back-up for maintenance.and or repairs.
6. This is definitely cheaper and the time factor shrinks from two (2)
years to six (6) months.
7. If all of these things go as planned and we can get the support and
understanding from your office, we believe it will help reach our objectives
in a twelve month period.
The cooperation of which I indicated we need from your office is the moving
of funds to accomplish major objectives. You should know that we have
virtually created an engine to compensate for removing our request in FY
87-88. We can see where we can also forego FY 88-89 if we can access funds
to accomplish what I mentioned earlier. This is where we need your help.
Central Garage has cooperated and actively participated in developing ideals
to get our equipment back where it has to be.
I'm not requesting carte blanche, however, I would appreciate your ear from
time to time to see if what I want to do makes sound financial sense.
SRH:rm
cc: C. Boyd
....
IN
V
' 1161
CITY of LANSING
INTEROFFICE COMMUNICATION
TO: Mayor Terry J. McKane DATE: 4/29/88
FROM: Acting Fire Chief Samuel R. Hopkins -w
Lansing Fire Department
SUBJECT: Fire Truck Bid
Attached is the documentation you requested regarding the
new engine for Lansing Fire Department.
My efforts not only quantify the need for granting the request
for the new truck, ,but also provided valuable information
regarding the purchase of a new engine in the recommended
FY 88/89 Budget.'
I found that the need for us to have the new truck by April,
1989 is critical. However, we also came up with a replacement
and repair plan that I feel, as well as the Chief Mechanic,
will put our fleet in good shape at the same time.
This can be accomplished with existing budget and at an addi-
tional cost of $75,000-$80,000•in the FY 89/90 Budget. This
cost can be compared to the cost of $229,000 that was initially
requested in the FY 88/89 Budget.
I regret that my research comes so late in the process,
but I really tried to rely on some others in this instance.
SRH:rm
attachments
REFURBISH
AND REPLACEMENT
SCHEDULE
8-24-88
•&%IT NO.
YEAR
REFURBISH
PURCHASED
SCHEDULED PERFORMED
PLACED IN
SECOND
REPLACED
-"~--
ENGINES
LINE
** 1
*** 2
1969
1975
-
19811
1987
1980-
1989
**** 4
19
1986
198.3 Y
1995
1994
2000
5
1985
1980
19988
-_ 1990
2006
1995
6
7
1992
1977
1983
2000
2011
2005
8
1972
1987
1984
1981
1987
1992
1992
****10
1975
1985
1999
1987
1984
2007
-1997
2012
*
1997
1977
1994
2005
1999
*26
1966
1978
NEVER DONE
NEVER DONE
1985
2010
1990
LADDERS
1986
1991
2
3
1973
1976
1985
1989
1983
1993
4
8
1967
1971
1979
NEVER DONE
1996
1987
1998
2001
P1
****P9
1979
1983
1991
IN PROCESS
1991
1992
1985
1996
1999
1996
2004
SQUAD
--
2004
2009
1
1988
1995
1998
2003
This schedule is for planning purposes only. A
to be refurbished at 12 r f Apparatus is scheduled
-refurbishment is done accordingtoindividual apparatus
The actual
Apparatus is placed into second line service atp20ratus needs.
replaced after 25 years of service. years, and is
The matching number of * preceedin a that were Purchased at the same time fromathe satus memanufacturer.
units
cturer.
Units that were purchased at the same time have been stagered + o
1 year, according to current condition and or usage* r
to avoid the need to refurbish or replace more than 1Tpieceaofdone
apparatus per year.
RECEIVED
SEP U 1988
FIRE DEFrr
L
ITY OF LANSINQ
APPARATUS EVALUATION
UNIT NO. SQUAD 1 MANPOWER YEAR 1988
MANUFACTURER SAULSBURY MODEL'NO. CARDINAL•831 SERIAL NO. R-2669
CHASSIS MFR. SPARTAN MODEL NO. GA44-2,142 SERIAL NO..IS98TODOSCH118532
ENGINE MFR. DETROIT DIESEL MODEL NO. 6V-22TA_ - SERIAL NO. 06VF1S
PUMP MFR. NONE MODEL NO. SERIAL NO.
AGE OF UNIT NEW TOTAL HOURS ON ENGINE 250 PURCHASE PRICE $175,150
CURRENT DEPRECIATED VALUE OVER 20 YEARS
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
1984 1985
ENGINE
HOURS
ALARMS
IN SERVICE
TIME
PUMPING
TIME
.MAINT.
COST
'COST PER
HOUR
USAGE PER YEAR
1986 1987
COST PER YEAR
COST
4 YEAR AVERAGE
APPARATUS EVALUATION
WIT NO. SQUAD 1
BODY C014DITION
GOOD. Unit has an aluminum body. The free door on the
has cracked welds at the slam latch assembly. Unit is
the Saulsbury factory having all the doors rewelded,
this problem.
CHASSIS CONDITION
generator compartment
currently back at
which sould eliminate
GOOD. Unit has an air ride rear suspension, a 10 man cab with the engine
located between the engineer and officers seats.This allows for a completly
open rear enclosed canapy area. Both these features are new to the Lansing
Fire Department.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS GOOD
BODY GOOD
PUMP NONE
COMME14TS
Unit was purchased as a manpower rig. Mechanically and structurally this
unit appears to be a well constructed heavy duty piece of apparatus. At present
unit has a problem with the generator cutting out due to heat build up. The
factory is making some modifications to the generator and the compartment
it is in, which sould correct this problem.
N
APPARATUS EVALUATION
SIT NO. ENGINE
1
YEAR
1969
MANUFACTURER SEAGRAVE
MODEL -NO.
PB-24068
SERIAL
NO.
R-4565
CHASSIS MFR. SEAGRAVE
MODEL NO.
PB-24068
SERIAL
NO.
R-4565
ENGINE MFR. DETROIT DIESEL
MODEL NO.-
8V-71N -
SERIAL
NO.
8VA-86953
PUMP MFR. SEAGRAVE 1250 GPM
MODEL NO.
453939
SERIAL
NO.
139 .
AGE OF UNIT 19 TOTAL HOURS ON ENGINE
3983 PURCHASE PRICE
$32,170
CURRENT DEPRECIATED VALUE OVER 20 YEARS. $3,073
DESCRIPTION
PAST MAJOR EXPENSES SINCE 1983
DATE
OVERHAUL VOLUME PUMP 2-84
USAGE
PER YEAR
1984
1985
1986
1987
ENGINE
HOURS
425
485
525
506
ALARMS
.592
641
686
693
IN SERVICE
TIME
301
346
335
320
PUMPING
�
TI,3E
61
77
72.
78
COST
PER YEAR
' . .MAINT.
• .-COST
13,867
20,143
6,372
9,265
COST PER
..HOUR
5.68
41.53•
12.14
18.31
COST
$1,600
4 YEAR AVERAGE
485
653
326
72
12,412
19.40
UNIT :40. ENGINE I
APPARATUS EVALUATION
BODY CONDITION '
F&a to poor. Unit was. our first refurbished truck, and'was not performed
up to todays standards. Some rust repairs may need to be made in the
future.
CHASSIS CONDITION
Both axles have been retrofitted with Rockwell axles. Power plant had a
minor overhaul in 1981. At this time it is again showing -signs of wear
and some power loose.
.ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major re airs foreseen
PUMP. Imediate overhaul, and Akron gate valve conversion
PARTS AVAILABILITY
CHASSIS Drivetrain good, all others very poor
BODY Poor
PUMP Very Poor, very expensive,_poor tolerances and machining on pump Parts
COMMENTS
This unit has been consistently $1 in pumping hours since the Squrt was
installed on this unit in 1973. The volume pump will be overhauled, and
the discharge valves converted to Akron valves, which are much more
durable valves. The unit will then be put into service as E-9.
APPARATUS EVALUATION
UNIT NO. ENGINE 2
YEAR
19*75
MANUFACTURER JOYCE
MODEL -NO.
PC24068
SERIAL
NO.
7413
CHASSIS MFR. SEAGRAVE
MODEL.
NO.
PC24068
SERIAL
NO.
7413
ENGINE MFR. DETROIT DIESEL
MODEL
NO.
8V-71N
- SERIAL
NO.
PUMP MFR. SEAGRAVE
MODEL
NO.
430614
SERIAL
NO.
4-287.
AGE OF UNIT 13 TOTAL HOURS ON ENGINE
2031
PURCHASE PRICE
$47,040
CURRENT DEPRECIATED VALUE OVER 20 YEARS $16,464
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION
DATE
COST
Rebuild Volume Pump
1-84
$3,500
Refurbish Body
2-86
$22,175
Retrofit Rockwell R-170 Rear
Axle
2-86
$3,200
Repair Accident Body_Damage
6-87
$4,054
Rebuild Volume Pump
4-88
$�,500
USAGE
PER YEAR
1984 19$5
1986
1987
4 YEAR
AVERAGE
ENGINE
HOURS 175 205
250
304
234
ALARMS .548 515
465
595.
531
IN SERVICE
TIME 273 284
249
293
275
PUMPING
TIME 29 55
38.
47
42
COST PER YEAR
6,294 6,083 46,408 11,055
• . COST �'COST
COST PER 29.55 29.67 185. 63 36.37
HOUR
17,460
70.31
(NIT :40. ENGINE-2
APPARATUS EVALUATION
BODY CONDITION '
•t
Body was refurbished by Almont Fire Apparatus in early 1986. The body
is in good condition, although the cab is showing some signs of rust
around the front fender area.
CHASSIS CONDITION
Unit had a Rockwell R-170 rear axle installed at the time the body was
refurbished. This improved rear braking preformance, because this axle
has larger brake asemblies. Front suspension and axle are still Seagrave
components, and are high maintenance items. General chassis condition
remains fair.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Engine, transmission, rear axle Good. All others Very Poor
BODY Good, seagrave cab parts Very Poor
PUMP Very Poor, Very Expensive, Limited Production
COMME14TS
This unit is consistently in the top 4 of our heaviest used engines. The
pump was just overhauled (4-88) for the 3rd time during this units life.
Production of this pump was stopped 13 ago shortly after this -unit was
delivered to Lansing.Parts are very expensive and tolerances vary from part
to part because the casting used in production are worn. This adversely
affects this pumps service life. The high maintenance of the pump and
front suspension components are currently this units draw backs.
i
APPARATUS EVALUATION
UNIT NO. ENGINE
3
YEAR
1969
WUFACTURER SEAGRAVE
MODEL NO.
PB24068.
SERIAL
NO.
R4566
CHASSIS MFR. SEAGRAVE
MODEL NO.
PB24068
SERIAL
NO.
R4566
ENGINE MFR. DETROIT DIESEL
MODEL NO.,
8V-71N
SERIAL
NO.
8VA-86954
PUMP MFR. WATEROUS 1250 3STG.
MODEL NO.
CMHYBX
SERIAL
NO.
64087
AGE OF UNIT 19 TOTAL HOURS ON ENGINE
4350 PURCHASE PRICE
$32,170
CURRENT DEPRECIATED VALUE OVER 20 YEARS. $3,848
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE COST
Install Rockwell R-170 Rear Axle 5-84
ENGINE
HOURS
ALARMS
IN SERVICE
TIME
PUMPING
TINE .
MAINT.
COST
COST PER
HOUR
1984 1985
389
678
298
42
619
596
256
27
USAGE PER YEAR
1986 1987
690 735
615 687
294
44
306
49
COST PER YEAR
4,484 7,753 12,736
9.66 12.53 18.46
7,693
10.47
4•YEAR AVERAGE
611
644
289
41
8,167
12.78
LRNIT :10. ENGINE-3
APPARATUS EVALUATION
BODY CONDITION '
Body was refurbished in 1982. Cab is currently showing some rust. Rear
body is in good condition.
CHASSIS CONDITION
Front axle, and both front and rear suspension are high maintenance
items. General -chassis condition is fair.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Rust repairs to cab door posts, no major body repairs foreseen
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Seagrave components Very Poor, all others Good
BODY Cab parts Very Poor
PUMP Good
COMME14TS
General Body condition is good. Rust problems are appearing in some areas
of the cab. It -should be, noted that during a refurbish job the rear body
is completly remanufactured, where as the cab is metal patched: For this
reason the cab will generally start showing signs of rust sooner. The
Waterous fire pump was retrofitted at the time the body was done and has
given good service and this is expected to continue.
APPARATUS_ EVALUATION
UNIT NO. ENGINE 4. YEAR 19S5
.ANUFACTURER GRUMMAN (ALUM) MODEL -NO. T-12 SERIAL NO. 1724.2-TC
CHASSIS MFR. SPARTAN MODEL NO. RA20-2042 SERIAL NO S29NT6AOOFC4237'
IVGINE MFR. DETROIT DIESEL MODEL NO. 8V-71N SERIAL NO. 8VA4372$,6
PUMP MFR. WATEROUS 1250 3STG. MODEL NO. CMHYBX SERIAL NO. 66597
.;,GE OF UNIT 2 TOTAL HOURS ON ENGINE 1385 PURCHASE PRICE $149.987
CUR -RENT DEPRECIATED VALUE OVER 20 YEARS $142,487
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
T
1984 1985
USAGE PER YEAR
1986 1987
COST
4 YEAR AVERAGE
ENGINE
TOURS
N/A
N/A
544
575
560
ARMS
N/A
N/A
489
577
533
IN SERVICE
7IME
N/A
N/A
228
263
246
PUMPING
TIME
N/A
N/A
18
32
25
COST
PER YEAR
• %IAINT.
..COST
N/A
N/A
9,618
3,669
6,643
COST PER
HOUR
N/A -
N/A
17.68
6.38
12.02
APPARATUS EVALUATION
0IT ►JO. ENGINE 74 -
BODY CONDITION '
Engine 4 is a twin rig to E-10. The only.difference is E-4 has an aluminum
body, and E-10 has a steel body. At this time we are experiencing some
problems with the welds breaking on our aluminum trucks. On our Grumman
trucks it has been the welded compartment door studs breaking which hold
the inner panel on. All repairs have been covered under warranty so far.
Good.
CHASSIS CONDITION
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY
No
major
repairs
foreseen
:UMP,
No
major
repairs
foreseen
PARTS AVAILABILITY
Z*iASSIS Good, built by SEartan Motors located in Charlotte
30DY Good
M? Good
COMMENTS
Unit has been a very reliable unit since it went into service in late 1985.
the diesel gen-set motor had to be overhauled due to heat build up in -the
compartment.. The garage has installed a fan in the compartment -to' help
sower the temperature around the gen-set. These repairs along with the
compartment door -studs have been warranted by Grumman.
APPARATUS EVALUATION
UNIT NO. ENGINE
5
YEAR
19"80
:MANUFACTURER SEAGRAVE
MODEL•NO.
PB-24068
SERIAL
NO.
.j-73931.
CHASSIS MFR. SEAGRAVE
MODEL NO.
PB-24068
SERIAL
NO.
J-73931
ENGINE MFR. DETROIT DIESEL
MODEL NO.
8V-71N
SERIAL
NO.
8VA-405517
PUMP MFR. WATEROUS 1250 GPM
MODEL NO.
CMYC
SERIAL
NO.
57391
AGE OF UNIT 8 TOTAL HOURS ON ENGINE
1455 PURCHASE PRICE_
$77800
CURRENT DEPRECIATED VALUE OVER 20 YEARS $46,580
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Overhaul'Pump Transmission 3-87
1984
1.
ENGINE
HOURS
139
ALARMS
.591
IN SERVICE
TIME
290
PUMPING
TIME
30
MAINT. 3,816
' COST
COST PER
HOUR 25.96
USAGE PER YEAR
1985 1986 1987
228 232 230
513 548 517
COST
$1,174
4 YEAR AVERAGE
207
542
308
267
230
274
60
27
20
34
COST
PER YEAR
15,889
4,432
5,463
7,400
69.69
1910
23.75
34.63
APPARATUS EVALUATION
U:4IT :40. ENGINE-5
BODY CONDITION '
Unit is showing severe. rust problems. Not only is the rear body rusting,
but some of the cab components are low quality and require a lot of
maintenance to keep them in working condition.
CHASSIS CONDITION
Good.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Body refurbish in 1-2 years $40,000
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Good
BODY Poor., should improve when Golling starts stocking parts
PUMP Good
COMME14TS
The body on this unit is in bad shape. The rust damage is at a point where
it is accelerating rapidly. Although this unit is not scheduled to be
refurbished until 1992, it will have to be done within the next couple
years to keep the compartmentry in working condition.
APPARATUS
EVALUATION
UNIT NO. ."ENGINE
6
YEAR
1965
MANUFACTURER SEAGRAVE
MODEL'NO.
900-B-1250
SERIAL
•
NO.
Q-4046
T
CHASSIS MFR. SEAGRAVE
MODEL.NO.
900-B-1250
SERIAL
NO.
Q-4046
ENGINE MFR. DETROIT DIESEL
MODEL NO.'
8V-71N
_ SERIAL
NO.
8VA-399893
PUMP MFR. Seagrave 1250 GPM
MODEL NO.
P-1905
SERIAL
NO.
105-
AGE OF UNIT 23 __TOTAL HOURS ON ENGINE
_40.53 PURCHASE PRICE
$31.614
CURRENT DEPRECIATED VALUE OVER 20 YEARS $1,000
PAST MAJOR EXPENSES
SINCE 1983
DESCRIPTION
DATE
Install
Rockwell R-110 Rear Axle
12-83
Overhaul
Volume Pump
Transmission
5-85
Install
Homelite 3800
Diesel Gen -set
8-85
Rebuild
High Pressure
Pump
4-87
Rebuild
High Pressure
Pump
11-87
COST
$1,148
22,295.
$1,500
$2,031
USAGE
PER YEAR
1984
1985
1986
1987
4 YEAR AVERAGE
ENGINE
HOURS
515
582
345
390
458
ALARMS
547
221
211
292
318 ,
I1 SERVICE
TIME
290
159
110
138
174
PUMPING
TIME
41
58
22
13
34
COST
PER YEAR
_
' MAINT.
COST
13,781
16,635
9,158
13,096
13,168
COST PER
,
HOUR
24.87
28.58
26.55
33.58
28.40
W IT :40. ENGINE ' 6
APPARATUS EVALUATION
BODY CONDITION
Fair to Poor..Unit had.a basic refurbish in,1980, but is again showing
signs of rust. The garage just installed a set of repaired front fenders
on this unit. Of our 3 1965-66 Seagrave pumpers this unit is in the best
condition.
CHASSIS CONDITION
Engine and rear axle.Good, all others Poor.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
PU:iP Just retrofitted 2*1/2 Akron discharge valves $3,000
PARTS AVAILABILITY
CHASSIS Engine and rear axle Good all others Very Poor
BODY Very Poor
PU:iP Gate valves Good, pump and pumO transmission Very Poor
COMMENTS
Due to manpower this unit has been used less in the last couple of years.
The high pressure pump and the volume pump discharge valves have been
this units major maintenance problems. The installation of the Akron
discharge valves should help. The actual volume pumps in all our 1965-66
Seagrave pumpers -have been very reliable units, but it should be noted
that the volume pump and pump transmission parts have been out of
production for 19 years, and are almost impossible -to purchase. Unit is
currently running as 5-10.
APPARATUS EVALUATION
UNIT NO. ENGINE 7 YEAR 1972
MANUFACTURER WARD LAFRANCE MODEL NO. P80-125.OD-3 SERIAL NO. 80-655
CHASSIS MFR. WARD LAFRANCE MODEL NO. P80-1250D-3 SERIAL NO. 80-655
ENGINE'MFR. DETROIT DIESEL MODEL NO.* 8V-71N SERIAL NO. 8VA164392
PUMP MFR. HALE 1250 GPM MODEL NO. Q-125 SERIAL NO. 33964
AGE OF UNIT 16 TOTAL HOURS ON ENGINE 2837 PURCHASE PRICE $41,577
CURRENT DEPRECIATED VALUE OVER 20 YEARS $8,315
DESCRIPTION
PAST MAJOR EXPENSES SINCE 1983
DATE
USAGE
PER YEAR
1984
•1985
1986
1987
ENGINE
HOURS
130
267
620
578
ALARMS
.425.
346
396
477
IN SERVICE
TIME
209
166
181
218
PUMPING
TIME
23
21
22
30
COST
PER YEAR
MAINT.
COST-
3,527
13,147
12,195
20,926
COST PER
HOUR
2.66
49.24
19.67
36.27
COST
4 YEAR AVERAGE
399
411
194
24
12,448
26.88
WIT ;10. ENGINE 7
APPARATUS EVALUATION
BODY CONDITION
Body was refurbished in 1981. Although a gogd job was done at the time,
Some heavy. rust areas are developing. The most severe rust areas right
now are on the upper cab. Some rust repairs will probably have to be made
on the cab in the future. The rear compartment body is in fair condition.
CHASSIS CONDITION
Chassis is in fair condition. The garage retrofitted the rear axle out of
old E-8 into this unit'(12-87). This was a Rockwell R-170 axle and is
a heavier duty axle than the one that was originally in the truck. The
original R-140 axle had given us some problems in recent years.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Repair rust areas on cab $2,000
PUMP . No major repairs fdrese.en
PARTS AVAILABILITY
CHASSIS Fair, most can be purchased over the counter
BODY Body Good, some cab parts Poor
PUMP Fair, availible through Hale, -but delivery is slow
COMMENTS
Units usage increased signicantly in 1987. Most Hale pump parts and all
:hard LaFrance parts are ordered as needed. This is our only LaFrance
truck and.1 of 2 Hale pumps, the other. being P-1, which is also•a'low
usage unxt.For this reason stocking very many parts for this unit is
impractical. The motor in this unit is showing some signs of loosing
power. At this time no repairs are planned'.
APPARATUS EVALUATION
UNIT NO. - ENGINE 8
YEAR 1987
MANUFACTURER SEAGRAVE MODEL*NO.
HB40DF
SERIAL
NO. V-7977Q,
CHASSIS MFR. SEAGRAVE MODEL NO.
MB40DF
SERIAL
NO. V-79770
ENGINE MFR. DETROIT DIESEL MODEL NO.*
6V-92TA
- SERIAL
NO. 06V7F154152
PUMP MFR. WATEROUS 1 STAGE MODEL NO.
CS
SERIAL
NO. 12112W
AGE OF UNIT NEW TOTAL HOURS ON ENGINE
250
PURCHASE PRICE $179,042
CURRENT DEPRECIATED VALUE OVER 20 YEARS
NEW
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
1984 1985
ENGINE
HOURS
ALARMS
IN SERVICE
TINE
PUMPING
TIME ,
MAINT.
COST
COST PER
HOUR
USAGE PER YEAR
1986 1987
COST PER YEAR
COST
4-YEAR AVERAGE
APPARATUS EVALUATION
EMIT :10. ENGINE-8
BODY CONDITION
New, Stainless Steel (Our First)
CHASSIS CONDITION
New, 4 Wheel Disc Brakes (Our First)
CHASSIS
ANTICIPATED MAJOR REPAIRS
No major repairs foreseen
.t
BODY
No.major
repairs
foreseen
PUS '
No major
repairs
foreseen
CHASSIS Good
BODY Good
PUMP Good
PARTS AVAILABILITY
COMME14TS
Unit was purchased to replace old E-8 which was totaled 7-87. This unit
was bought off the line from Seagrave and was the closest unit we could
find to our specifications. Unit has a number of components considered but
not tried in Lansing. Unit is equipped with a stainless steel body, 4
wheel disc brakes, a 1250 GPM single stage pump, and a generator that is
belt driven off the rigs engine. This will give the fire department and the
garage a chance to evaluate these components for possible future use.
APPARATUS EVALUATION
UNIT NO. •ENGINE
9
YEAR'
1.9.75,
MANUFACTURER SEAGRAVE
MODEL'NO.
PC24068
SERIAL
NO.
7414
CHASSIS MFR. SEAGRAVE
MODEL NO.
PC24068
SERIAL
NO.
7414
ENGINE MFR. DETROIT DIESEL
MODEL NO.*
8V-71N
SERIAL
NO.
PUMP MFR. SEAGRAVE
MODEL NO.
430464
SERIAL
NO.
4-288
AGE OF UNIT 13 TOTAL HOURS ON ENGINE
1842 PURCHASE PRICE
$47,040
CURRENT DEPRECIATED VALUE OVER 20 YEARS.
$16,464
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Refurbish Body, Install R-170 Rear Axle 9-84
Rebuild Volume Pump 6-87
COST
$25,375
$3,500
USAGE PER YEAR
1984 1985 1986 1987 4 YEAR AVERAGE
ENGINE HOURS 166 175 205 205 188
ALARMS 496 451 430 444 455
IN SERVICE 254 238 193 219 226
TIME
PUMPING
TIME 25 28 17 30 25
COST PER YEAR
•.•MAINT.2.•: COST 26,315 8,897 8,958 13,562 15,320
• •COST PER
HOUR 165.50 50.84 43.'70 66.16 85.79
APPARATUS EVALUATION
WIT NO. ENGINE 9
BODY CONDITION '
Body was refurbished in 1984.-The cab is showing some signs of rust of
the front fender area.
CHASSIS CONDITION
A Rockwell R-170 rear axle was installed at the time the body was refurbished.
This has improved rear braking performance, due to bigger brake assemblies.
The front axle and suspension are Seagrave components and are high
maintenance items. Overall chassis condition is fair.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
PUMP! No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Engine, transmission, and rear axle Good, all_ others Poor
BODY Good, Seagrave cab parts Poor
PUMP Very Poor, Very Expensive, Limited Factory Production
COMME14TS
The volume pump was overhauled 6-87. This is the 3rd time the volume pump
has been overhauled since this rig was new.This pump has been out of
production for 13 years. Parts are manufactured on a limited basis. The
pump, pump transmission, and front suspension are all high maintenence
Seagrave components.
APPARATUS
EVALUATION
U14IT NO. ENGINE
10
YEAR
19'8 5
:1ANUFACTURER GRUMMAN. (steel)
MODEL -NO.
' F-12
SERIAL
NO.
172.43-FC
CHASSIS MFR. SPARTAN
MODEL NO.
RS20-2042
SERIAL
NO.S29T6A05FC42378
ENGINE MFR. DETROIT DIESEL
MODEL NO.
8V-71N
SERIAL
NO.
8VA437979
PU:SP MFR. WATEROUS 1250 GPM
MODEL NO.
CMHYBX
SERIAL
NO.
66598
AGE OF UNIT 2 TOTAL HOURS ON ENGINE 1250 PURCHASE PRICE
$145,981
CURRENT DEPRECIATED VALUE OVER 20 YEARS.
$131,382
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE COST
USAGE
PER YEAR
1984
1985
1986
1987
4 YEAR AVERAGE
ENGINE
HOURS
N/A
N/A
400
540
470
ALARMS
N/A
N/A
592
646
619
IN SERVICE
TIME
N/A
N/A
276
297
287
PUMPING
TIME
N/A
N/A ;
25
32
29
COST PER YEAR
MAINT.
COST N/A N/A 7,573 4,130 5,852
COST PER
HOUR N/A N/A- 18.93 7.65 .13.29
UNIT N0. ENGINE 10
APPARATUS EVALUATION
BODY CONDITION
Engine 10 is the twin truck to E-4, only it has a steel body. At this
time no problems have developed due to the steel body. It should be noted
that the compartment doors on this unit are constructed of aluminum not
steel. This unit has the same problem with the compartment door studs
breaking as does E-4 and P-9.
CHASSIS CONDITION
Chassis is in Good condition.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
- PUMP. No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Good, chassis builtlocally
BODY Good
PUMP Good
COMMENTS
engine is a very reliable unit, with the exception of the inner door studs
breaking on the compartment doors. The diesel engine on the gen-set..had
to be overhauled due to heat build up ins►ide the compartment. At the time
of the overhaul the garage installed a fan in the compartment to help
lower the temperature in that -compartment. Grumman has warranted all repairs
on this unit as well as on E-4 and P-9.
APPARATUS EVALUATION
UNIT NO. ENGINE
25
YEAR
1965
:MANUFACTURER
SEAGRAVE
MODEL
NO.
900-B-1250
SERIAL
NO.
Q4047
CHASSIS MFR.
SEAGRAVE
MODEL
NO.
900-B-1250
SERIAL
NO.
Q4047
ENGINE MFR.
DETROIT DIESEL
MODEL
NO.'
8V-71N
SERIAL
NO.
PUMP MFR.
SEAGRAVE
MODEL
NO.
P1905
SERIAL
NO.
105
AGE OF UNIT
23 TOTAL HOURS ON ENGINE
4107 PURCHASE PRICE
$31.614
CURRENT DEPRECIATED VALUE OVER 20 YEARS. $1,000
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Retrofit Rockwell R-170 Rear Axle 11-86
USAGE
PER YEAR
1984
1985
1986
1987
ENGINE
HOURS
423
581
267
257
ALARMS
• 619
N/A
N/A
N/A
IN SERVICE
TIME
324
N/A
N/A
N/A
PUMPING
TIME
27
N/A
N/A
N/A
MAINT.
COST 6,.667
COST PER
HOUR 13.55
COST PER YEAR
11,550 13,300
19.88 49.81
2,872
11.18
COST
$3,200
4 YEAR AVERAGE
382
N/A
N/A
N/A
8,597
23.61
UNIT No. ENGINE 25
APPARATUS EVALUATION
BODY CONDITION
Very Poor. Rust is a.serious problem on this -unit. Some repairs will have
to be made to keep the compartments in a usable condition.
CHASSIS CONDITION
Engine and rear axle Good, all others Poor
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Some body work as needed
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Engine and rear axle Good, all others Very Poor
BODY Very Poor
PUMP Very Poor
COMME14TS
Unit has been a reliable reserve pumper. As stated earlier some body.work
will have to be done in the near future. The Seagrave gate valves will
remain a problem throughout this units life. This rig has the -same high
pressure pump and volume pump as E-6 and E-26. A failure to either the
volume pump or the volume pump transmission would cause serious problems,
due to lack of parts production and availability.
,.'MM 1�
City of LANSING ...........,..
I N T E R 0 F F I CE C 0 M M U N I CAT 1 ON �
TO: RAY FELDPAUSCH, CENTRAL GARAGS SUPERIATEODENT
FP()M GREG KLCO, CENTRAL GARAGE LEAD MECHANIC �'� DATE: 11-2-88
SUBJECT: REPLACEMENT OF ENGINE 26
This evaluation of Engine 26, a 1966 Seagrave B model pumping
engine, is based on 3 aspects, age, body condition, and maintenance
costs for keeping this unit in a safe u3able condition.
Engine 26 is 22 years old. Seagrave B model pumpers were
discontinued in late 1966, making this unit one of the last
ones built. The physical characteristics -of this model greatly
reduce the amount of fire hose and equipment that can be carried,
falling far short of Lansing Fire Department standards. The body
condition of this unit is very poor due to rust damage. The
compartment floors have all been patched. The compartment doors
no longer seal because of the rust problem. The front fenders
are completely rusted through. Cracks are appearing in the cab
roof, indicating some weakening of the cab substructure.
The Seagrave B model pumpers that we have are all equipped
with two Seagrave water pumps, a 1250 G.P.M. volume pump and an
auxiliary high pressure pump. Both of these pumps are no longer
in production and are expensive to operate. The volume pump
has been out of production for 19 years. Parts are very hard to
find for these pumps. In July of this year the volume pump transmission
failed in this unit. We were able to rebuild it with some old
parts we had. We used all the used pump transmission parts we had
at that time. The gated ball valves are expensive and require a
lot of maintenance. The high pressure pump is a very sensitive
and non -forgiving unit. In the last five years the high pressure
pump in this unit has been rebuilt five times, at a current day
average cost of $1500 per pump. Some of these failures are no
doubt due to the fact that these pumps are rebuilt in the original
pump housings, which are worn. Replacement of these solid brass
housings are estimated at between $3000 and $5000, making this
a non -cost effective option. General maintenance costs on this
unit have been consistently higher than our other pumping engines,
even though no major improvements have been made to this unit
since 1984. This trend of high mainenance costs will.no doubt
continue if not increase.
It is for these reasons that I recommend that a new pumping
engine.be purchased to replace Engine 26.
APPARATUS EVALUATION
UNIT NO. ENGINE
26
YEAR
1966
MANUFACTURER SEAGRAVE
MODEL'NO.
.900-B-1250
SERIAL
NO.
Q4048
CHASSIS MFR. SEAGRAVE
MODEL NO.
900-B-1250
SERIAL.NO.
Q4048
ENGINE MFR. DETROIT DIESEL
MODEL NO.
. 8V-71N
SERIAL
NO.
PUMP MFR. SEAGRAVE
MODEL NO.
454008
SERIAL
NO.
107
AGE OF UNIT 22 TOTAL HOURS ON ENGINE
4303 PURCHASE PRICE
$31,614
CURRENT DEPRECIATED VALUE OVER 20 YEARS.
$1,000
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Overhaul High Pressure Pump 9-83
Retrofit Rockwell R-176 Rear Axle 8-84
Overhaul High Pressure Pump 7-87'
COST
$1,250
$3,200
$1,500
USAGE PER YEAR
1984 1985 1986 1987 4 YEAR AVERAGE
ENGINE
HOURS
406
470
250
370
374
ALARMS
473
N/A
N/A
N/A
N/A
IN SERVICE
TIME
250
N/A
N/A
N/A
N/A
PUMPING
TIME
45
N/A
N/A
111/A
N/A
COST
PER YEAR
MAINT. 10,480 7,958 8,894 13,000 10,083
COST
COST PER 22.11 16.93 35.58 35.14 27.44
HOUR
UNIT NO. ENGINE 26
APPARATUS EVALUATION
BODY COi1bITION
Very Poor. Rust is a serious problem on this unit. Some 'repairs will
have to be made on this rig to keep the compartments in a usable
condition. The extent of these repairs will be the minimum amount needed
due to the short amount of time left in this units service life.
CHASSIS CONDITION
engine and rear axle Good, all others Poor.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
3CDY Some body work as needed
PU-14P No major re airs foreseen
PARTS AVAILABILITY
CHASSIS Engine and rear axle Good, all others Poor
BODY Very Poor
PUMP Very Poor
COMME14TS
Unit has been a reliable reserve engine. The body will need some rust
repairs made. Again the volume pump and pump transmission has been out of
production for 19 years making parts availability very poor. The gate
-salves will remain a problem due to their high maintenance requirements
and cost to repair.
t
APPARATUS EVALUATION
UNIT NO. LADDER 2,
100' AERIAL
YEAR
1973
MANUFACTURER SEAGRAVE
MODEL NO.
SR20768
SERIAL
NO.
D75006
CHASSIS MFR. SEAGRAVE
MODEL NO.
SR20768
SERIAL
NO.
D75006
ENGINE MFR. DETROIT DIESEL
MODEL NU.
8V-71N -
SERIAL
NO.
8VA210829
CPK-3
PUMP MFR. WATEROUS
MODEL NO.
HIGH PRESSURE
SERIAL
NO.
AGE OF UNIT 15 TOTAL HOURS ON ENGINE
2592 PURCHASE PRICE
$85,300
CURRENT DEPRECIATED VALUE OVER 20 YEARS
$21,325
PAST MAJOR EXPENSES
SINCE 1983
DESCRIPTION
DATE
Factory
Refurbish
Aerial Ladder
10-83
Refurbish Body
10-83
Rebuild
High Pressure Pump
3-85
Install
Jacobs Engine
Brake
7-85
Factory
Repair Of
Aerial Damage
9-86
USAGE PER YEAR
1984 1985 1986 1987
ENGINE
COST
Sly.775
$g2,500
�
$1.650
$2.100
$29,009
4 YEAR AVERAGE
HOURS
200
228
292
300
263
ALARMS
•368
221
173
231
248
IN SERVICE
TIME
188
156
106
129
145
PUMPING
TIME
28
10
23.
15
19
COST PER YEAR
MAINT.
•.•COST 4,826 14,524 36,429 7,154 15,733
COST PER
.HOUR 20.53 63.70 124.76 21.68 .57.67
UNIT :10. LADDER 2
APPARATUS EVALUATION
BODY CONDITION
Body was refurbished irr-1983. Some rust is starting to appear at this
time. General body condition is FAIR.
CHASSIS CONDITION
POOR. Unit appears to have a lot o rust Setween the frame and the frame
inner liner. This condition has not been tested ultrasonicly yet, but
will be included in all our aerial tests this summer.. Unit had a crack
in the right frame rail in the rear spring area. The frame was welded
(6-87) by Lee GMC.. At that time.Seagrave was consulted and recommended
the repair.
ANTICIPATED MAJOR REPAIRS
CHASSIS Possible replacement of frame rails $85,000
BODY
NO
major
repairs
foreseen
PUMP
No
major
repairs
foreseen
. PARTS AVAILABILITY
CHASSIS Good, front axle Poor
BODY Fair, cab Poor
PUMP Good
COMMENTS
The frame condition on this unit is a major concern. It's condition will
be tested ultrasonicly along with all our,aerial this summer.If after that
test, the frame proves to be,bad a decision wheather or not to -replace it
would have to be made. Since 1981 this unit has had a new Rockwell rear
axle installed, a Jacobs engine brake installed, the aerial has been
factory updated and refurbished, and the body has been completly refurbished.
It is the opinion of the garage, that even with these major improvements
the replacement of the frame rails would be a,questionable mechanical
decision.
APPARATUS EVALUATION
UNIT NO. LADDER
3, 100'
AERIAL YEAR
1976
MANUFACTURER SEAGRAVE
MODEL -NO.
•SR20768.
SERIAL
NO. F75114
CHASSIS MFR. SEAGRAVE
MODEL
NO.
SR20768
SERIAL
NO. F75114
ENGINE MFR. DETROIT DIESEL
MODEL
NO.•
8V-710 -
SERIAL
NO.
AGE
PUMP MFR. SEAGRAVE
MODEL
NO.
HIGH PRESSURE
SERIAL
NO.
AGE OF UNIT 12 TOTAL HOURS ON ENGINE_ 2166 PURCHASE PRICE $116,622
CURRENT DEPRECIATED VALUE OVER 20 YEARS $46,649
DESCRIPTION
PAST MAJOR EXPENSES SINCE 1983
DATE
Install
Jacobs Engine
Brake
8-83
Rebuild
High Pressure
Pump
12-84
Rebuild
High Pressure
Pump
6 85
Install
Rockwell R-170 Rear Axle
1-86
Rebuild
High Pressure
Pump
2-86
Rebuild
High Pressure
Pump
2-87
ENGINE
HOURS
ALARMS
IN SERVICE
TIME
PUMPING
TIME
1984 1985
140
331
155
28
200
318
151
12
USAGE PER YEAR
1986 1987
500
326
179
22
500
347
163
11
COST PER YEAR
MAINT.
COST 7,750 7,909 12,637 15,598
COST PER
HOUR 55.43 39.55 25.27 31.20
COST
$2.395
_ $1,250
$1,500
$3,700
$1,000
$1,600
4 YEAR AVERAGE
335
331
162
18
10,976
37. 86
UNIT tio. LADDER-3
APPARATUS EVALUATION
BODY CONDITION
FAIR. Body is showing.some signs of rust. Unit is scheduled to have the
body refurbished in 1989, but may not be done that soon.
CHASSIS CONDITION
GOOD. Unit had an electronic rust control system installed on the frame
to help control the rust between the frame rails.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Schedualed to have the body refurbished in 1989 $50,000
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS Good, front axle Poor
BODY Poor, Seagrave
PUMP Poor, very expensive, not very durable
COMMENTS
Unit has been a good reliable truck. This unit has not had the factory
updates performed on the aerial.These updates may need to be done sometime
in the future.The body had some rust repairs made under warrenty*in 1981
by Young Equipment Co.. This should effect when this unit gets refurbished.
The garage has just installed an electronic rust control system on the
frame of this unit. This system is suppose to protect not only the frame
but the body as well.
APPARATUS EVALUATION
UNIT NO. LADDER 4,
85' AERIAL
YEAR
1967
MANUFACTURER SEAGRAVE
MODEL•NO. .GM359D-KA
SERIAL
NO.
Q43.15
CHASSIS MFR. SEAGRAVE
MODEL NO.
GM3590-KA
SERIAL
NO.
Q4315
E\GINE MFR. DETROIT DIESEL
MODEL NO.*
8V-71N
SERIAL
NO.
8VA58335
STAGE
PUMP MFR. SEAGRAVE
MODEL NO. HIGH PRESSURE
SERIAL
NO.
AGE OF UNIT 21 TOTAL HOURS
ON ENGINE
2446 PURCHASE PRICE
$49,771
CURRENT DEPRECIATED VALUE OVER 20 YEARS.
$2,000
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
In Chassis Engine Overhaul 4-83
Install Rockwell R-170 Rear Axle 4-84
Overhaul High Pressure Pump 5-88
USAGE PER YEAR
1984 1985 1986 1987
ENGINE
COST
$2,765
$3,200
$2,603
4 YEAR AVERAGE
HOURS
116
172
230
180
175
ARMS
192
N/A
N/A
N/A
N/A
IN SERVICE
TIME
110
N/A
N/A
N/A
N/A
PUMP ING
TIME
22
N/A
N/A
N/A
N/A
COST
PER YEAR
KkINT.
COST 11f015 12,045 3,271 4,329 7,665
COST PER
HOUR 94.96 70.03 14.22 24.05 29.20
UNIT NO. LADDER' 4
APPARATUS EVALUATION '`
BODY CONDITION '
VERY POOR. All compartments and the cab have severe rust problems.
- CHASSIS CONDITION
Drivetrain FAIR,all others POOR
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Needs all compartments patched or repaired
PUMP, No major repairs foreseen
PARTS AVAILABILITY
CHASSIS POOR
BODY VERY POOR
PUMP POOR, Very Expensive, Not Very Durable
COMMENTS
Units cab and body are completely rusted out. Panels will have to be made
and the body patched as best as possible. Units age and amount of service
time left in it's life make it impractical to have it completely refurbished.
The aerial has not had the factory updates done on it. This unit and all
our aerials will go through a complete aerial and frame test by an
independent testing facility this summer to insure their structural and
mechanical safty.
APPARATUS EVALUATION
U14IT NO. LADDER
8,100' AERIAL
YEAR
1971
MANUFACTURER
SEAGRAVE
MODEL
NO.
SR20768•
SERIAL
NO. B73120
CHASSIS MFR.
SEAGRAVE
MODEL
NO.
SR20768
SERIAL
NO. B73120
ENGINE MFR.
DETROIT DIESEL
MODEL
NO.
8V-7114
SERIAL -NO.
4 STAGE
_
PUMP MFR.
SEAGRAVE
MODEL
NO.HIGH PRESSURE
SERIAL
NO.
AGE OF UNIT
17 TOTAL HOURS ON ENGINE
3284 PURCHASE PRICE $78,500
CURRENT DEPRECIATED VALUE OVER 20 YEARS $161361
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
INSTALL ROCKWELL R-170 REAR AXLE 12-83
REBUILD HIGH PRESSURE PUMP 1-86
AERIAL REFURBISHED (FACTORY) 9-86
USAGE PER YEAR
1984 1985 1986 1987
ENGINE
HOURS
274
390
385
470
ALARMS
245
245
263
281
IN SERVICE
TIME
143
133
131
131
PUMPING
TIME
31
21
15
19
COST PER YEAR
MAINT.
COST 6,804 6,400 42,726 6,919
COST - PER
HOUR 11.41 16.41 110.98 14.72
COST
$3,250
$1,500
$30,573
4 YEAR AVERAGE
380
259
135
22
15,712
38.38
REPORT
REPORT FOR
J9elroit 6CIestinq fab oral orq,.-Inc.
8720 NORTHEND AVENUE OAK PARK, MICHIGAN 48237 (313) 398-2100
7cl-23080
ENT'S ORDER DATE REC'D. REPORT DATE
5802X 6/14/88 6/15/88
City of Lansing
Administrative Services
Central Garage
312 N. Cedar Street
Lansing, MI 48933
TEST METHOD: Ultrasonics..
DESCRIPTION & NO. OF TEST SPECIMENS: Seagrave # 8 Ladder main frame
channels.
SPECTIFICATION: None
ACCEPTANCE CRITERIA: None
z - 1
ESTA/USHED 1903
TEST DESCRIPTION: Ultrasonic investigation of possible corrosion thinning
of main frame channels. Areas investigated were starboard
side, lower flange, from driveshaft center bearing to spring
perch; starboard side web, random locations; port side lower
flange at spring perch. Areas were selected and cleaned by
City of Lansing Garage personnel. See Page 2 for tabulation
of results.
EQUIPMENT USED: Harrisonic Thickness Gauge, 1/4" 5 MHz TR Probe.
CENTRAL GARAGE
JUN 161988
RECEIVED
"Detroit Testing Laboratory, Inc., ielN e. reports and data are for the exclusive use of out customers to whom they arm addressed. Our letters and reports apply only to those
samples tested, and are not necessarily Indicalive of the qualltles of apparent Identical or similar products. Samples not destroyed In testing are retained for a maximum of
thirty (30) days. The use of the name Detroit Testing Laboratory, Inc. or Its Seal or Instgnia, are not permitted to be used by the customer on their communisations, brochures,
advertising, (sports or -other forms of media, without prior written approval.
.Pelroit Cedinq fadoralory, Inc.
Initial readings after wire brush cleaning.
STARBOARD SIDE:
At Center Bearing: .365
.385
.382
Moving Aft To Spring Perch: .322
.309
.311
.335
.294
.285
.313
.305
Web Area: .250 at center bearing
.250 '
.251 } Random
.269
AFTER PAINT REMOVAL
STARBOARD SIDE:
At Center Bearing: .349
.347
.337
.331
Moving Aft to Spring Perch: .317
.312
.309
.304
.290
.294
PORT SIDE:
At Spring Perch: .315
.319
CITY OF LANSING
Report No.: U806802X
Date: •6/15/88
Page: 2
DETROIT TESTING LABORATORY, INC.
a. �4a�
Dean Lawler
Manager,
Nondestructive Testing
-2-
-ADMINISTRATIVE SERVICES
Central Garage Divislon •
312 N. Cedar St
Lansing, Michigan 48933
(517) 483-4470
June 16, 1988
FWD Corporation
Clintonville, Wisconsin
Mr. Rollie Myers
Dear Mr. Myers,
Attached is the Ultrasonic -Test Report performed on the chassis frame
of the City of Lansing's 1971 #8 Ladder, Chassis No. B73120.
Let it be known that, all of the tests on the web part of the frame
were done on the inner frame channel and all of the tests on the flange
were done on the outer frame channel. The reason it was done this way
was due to excessability.
I would greatly appreciate a phone call with a follow.up letter telling
us if from what there is in the report whether the said frame can withstand
.an additional ten -years of service as a ladder truck.
We are presently ready to refurbish this ladder immediately and would
appreciate your answer as soon as possible.
Sincerely,
Ray Feldpausch
Garage Superintendent
/njf
"Equal Opportunity Employer"
SEAGRAVE FIRE APPARATUS, INC.
CLINTONVILLE, WISCONSIN 54929
Phone: (715) 823-3194
Telex: 26.3424
June 30, 1988
City of Lansing
Central Garage Division
312 N. Cedar St.
Lansing, Michigan 48933
Attn: Ray Feldpausch
Garage Superintendent
RE: Seagrave Aerial Frame Rails
Dear Mr. Feldpausch:
The Ultrasonic -Test Report (No. U806802X) for the frame rails of
Lansing's 1971 #8 ladder, Chassis No. B-73120, has been reviewed
by the FWD/Seagrave Engineering Department.
The data indicates the main frame rail material has eroded so that
the flange thickness has been reduced 16-23% from the original design
thickness of .375".
It is the opinion of FWD/Seagrave that a reduction in material of
this magnitude for any load bearing member, including frame rails,
necessitates the removal of the equipment from service until
appropriate repairs are completed.
Sincerely,
SEAGRAVE FIRE APPARATUS, INC.
I0/2'.
Stephen R. Smith
Manager of Product Engineering
SRS/mk
CENTRAL GARAGE
JUL -11988
RECEIVED
City of
I N T E R O F F I C E
TO:
LANSING
C O M M U N I C A T I O N
a
rr;����rh trrrh
FROM: .r RAY FELDPAUSCH, CENTRAL GARAGE SUPERINTENDENT DATE: 7/1/88
SUBJECT: NO. 8 LADDER
Per the attached letter from Seagrave and Detroit Testing
Laboratory, I recommend that No. 8 Ladder be removed from service
immediately.
This ladder should remain out of service until which time
all necessary repairs have been made. These repairs will be made
during its refurbishment.
My letter of recommendation and a Purchase Order Requisition
for the refurbishment'is currently in Purchasing.
c.c. David Purvis, Administrative Services Director
Larry Pung, Assistant Fire Chief
Vaughan McKinch, Purchasing Director
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UNIT No. LADDER-8
APPARATUS EVALUATION
BODY CONDITION '
t
Unit is currently having a new stainless steel body installed at the
Seagrave factory.
CHASSIS CONDITION
The frame is also being replaced at the factory at this time, because
of a severe rust problem between the main frame rail and the -frame
inner liner.
ANTICIPATED MAJOR REPAIRS
CHASSIS POOR. 23% of frame has deteriorated due to rust (currently being replace(
BODY POOr. currently being refurbished at factory
PUMP , • No major repairs. foreseen
PARTS AVAILABILITY
CHASSIS FAIR.
BODY GOOD. Body is being refurbished at Seagrave
PUMP POOR. Very expensive, not very durable
COMME14TS
On 6-14-88 the frame was tested ultrasonicly by the Detroit Testing Laboratory.
The results of this test were sent to the engineering department at Seagrave.
They stated that 23% of the frame had deteriorated due to rust. Their
recommendation was to replace both frame rails and linners. Unit is currently
back at the Seagrave factory having the frame replaced and the body completly
refurbished.
APPARATUS EVALUATION
UNIT NO. PLATFORM
1, 100'
YEAR
1979
MANUFACTURER CALAVAR
MODEL'NO.
H-1259
SERIAL
NO.
F8566-79
CHASSIS MFR. HENDRICKSON
MODEL NO.
187]r- LPS
SERIAL
NO.
14453-CA906
ENGINE MFR. DETROIT DIESEL
MODEL NO.
8V-71TA
SERIAL
NO.
8VA382117
PUMP MFR. HALE 1250 GPM
MODEL NO.
Q-125
SERIAL
NO.
42426
AGE OF UNIT 9 TOTAL HOURS ON ENGINE
1412 PURCHASE PRICE
$251,766
CURRENT DEPRECIATED VALUE OVER 2.0 YEARS $138,471
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Turntable epoxy replaced & aerial tested 7-83
Turntable epoxy replaced 3-85
1984 1985
ENGINE
USAGE PER YEAR
1986 1987
COST
$3,678
1,336
4 YEAR AVERAGE
HOURS
146
90
60
75
93
ALARMS
• 305
97
49
3
114
IN SERVICE
TIME
108
41
18
10
44
PUMPING
TIME
4
8
3.
0
4
MAINT.
..COST 10,357
COST PER
HOUR 66.81
COST PER YEAR
8,369 16,393
92.99 273.21
4,596 9,929
57.27 122.57
APPARATUS EVALUATION
UNIT NO. PLATFORM 1
BODY CONDITION '
FAIR. Unit has a lot of rust around the rear wheelwell areas. Because
of the way the body is constructed, any metal replacement in this area
will be a major job. "
GOOD.
CHASSIS CONDITION
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY Rust repairs around rear wheelwells $10,000 - $15.000
PUMP, No major repairs foreseen
PARTS AVAILABILITY
CHASSIS GOOD.
BODY FAIR.
PUMP FAIR. Parts are available through Hale, but are slow to deliver
COMME14TS
Unit has had a high operating cost throughout it's life. Unit is in need
of some rust repairs in the rear wheelwell area in the near future.
APPARATUS EVALUATION
UNIT NO. .PLATFORM
9, 95'
YEAR
1985
MANUFACTURER Grumman
MODEL•NO.
AC-95
SERIAL
NO.
16906-AC95
CHASSIS MFR. SPARTAN
MODEL NO.
RA23-3064
SERIAL
NO.S39VT6C05EC643658
ENGINE MFR. DETROIT DIESEL
MODEL NO.'
8V-92TA
SERIAL
NO.
BVF093597
PUMP MFR. WATEROUS
MODEL NO.
CMHYBX
SERIAL
NO.
66531
AGE OF UNIT 2 TOTAL HOURS ON ENGINE 903 PURCHASE PRICE
$360,417
CURRENT DEPRECIATED VALUE OVER 20 YEARS.
$324,376
PAST MAJOR EXPENSES SINCE 1983
DESCRIPTION DATE
Aerial was factory rebuilt after accident 7-85
Rebuild transmission 11-85
Basket modifications -at Grumman 10-86
ENGINE
HOURS
ALARMS
IN SERVICE
TIME
PUMPING
TIME
MAINT.
COST
COST PER
HOUR
COST
$72,000 (insurance)
$3,500
Warranty
USAGE PER YEAR
1984 1985 1986 1987 4 YEAR AVERAGE
N/A
N/A
350
430
390
N/A
N/A
330
342
336
N/A
N/A
144
169
157
N/A N/A 7 5 6
COST PER YEAR
N/A
N/A
N/A 7,807
N/A 22.31
17,805
41.41
12,806
31.86
APPARATUS EVALUATION `
UNIT NO. PLATFORM 9
BODY CONDITION '
GOOD. The only problem has been the compartment inner door panel studs
keep breaking. This unit has an aluminum body.
CHASSIS CONDITION
GOOD.
ANTICIPATED MAJOR REPAIRS
CHASSIS No major repairs foreseen
BODY No major repairs foreseen
PUMP No major repairs foreseen
PARTS AVAILABILITY
CHASSIS GOOD. Built in .Charlotte, Mi.
BODY GOOD.
PUMP GOOD.
COMMENTS
Unit has been a good reliable truck. It has been used heavily since it
was put into service. At this time it is not showing any signs of
developing problems. I
m
HUMAN RESOURCES ADVISORY BOARD
EVALUATION
Fiscal year 187 -'88
I. Effectiveness:
Goal A:
To improve the quality of life for residents of the city of Lansing by
providing various services to address complex and multiple human needs.
Departmental Achievement:
To accomplish this goal, the Department which consisted of eleven
professional staff and two clerks utilized the following procedures,
systems, and/or approaches: 1) To assure continued efficiency of the
operation subsequent to increased community service responsibilities
and the assumption of additional projects/programs assigned by the
Mayor, City Council and/or requested by the public; the staff were
directed to play an increased supportive role for every other facet of
the operation. 2) The role of the Department as a major problem solver,
grant -writer, and coordinator of human services increased to ensure
the development of new services, as well as, the enhancement of the
accessibility and affordability of existing human services. 3) Technical
assistance and/or support services, as well as, service on various
committees, task forces, and boards by the staff continued to be rendered.
Evaluation of the new approaches are as follows:
1. Increased Staff Support Role:
a. Beyond the Social Work service requests and clerical referrals
made for the public calls, the increasing number of citizen
calls requiring personal/professional information and referral
services, required all staff, including the Director, to function
as Social Work phone contact persons. An average of four such
calls a dday come into the Department.
b . Due to the scope of activities associated with the housing and
homeless problem, various aspects were divided among the
staff, such as: Needs analysis coordination involving task forces
and committees were the responsibility of the Director and
Program Development Coordinator; Grant assistance involved
the previously referenced staff as well as various project
coordinators; Emergency building condemnations was assigned
to a specific project coordinator with support services provided
by the Social Work Coordinator.
c. The Social Work Coordinator was, also, asked to assist the
Volunteer Project Coordinator with Beautification and the
Recreation Scholarship Program. Other staff were asked to
serve a supporting role.
-1-
d. The Social Work Specialists were asked to assume more respon-
sibility for the broad Social Work problems outside their specialty
areas to further assist the Coordinator.
e. Project coordination was redistributed due to the assignment
of the Exhibition Hall Authority to the Program Development
Coordinator, the increase of Equity Fund contracts on one of
the Project Coordinator's, and the ultimate illness of the Contract
Management Coordinator.
f. Additional contract responsibilities assumed by the Department
were:
1) Exhibition Hall Authority
2) Agencies funded through Homesless Assistance monies were:
a)
Economic Crisis Center
b)
Loaves and Fishes
c)
Salvation Army
d)
Volunteers of America
3) Physically and Otherwise Health Impaired Individuals
4) Agencies funded through Equity Funds were:
a) Lansing Community College
b) Michigan Women's Studies Association
c) Lansing School District Library
d) Arts Council (Operations and subcontracts)
1. Arts Council
2. Civic Players
3. Community Circle Players/Riverwalk Theater
4. Symphony Orchestra
5. R. E. Olds Museum
6. Opera Company
7. Boarshead Theater
8. Impression V _
9. Lansing Art Gallery
b) Black Child and Family Institute
6) Sequescentennial Committee
7) State/County High Risk "Turning Point" Contract
-2
2. Increased Role in Development or Enhancement of Human Services
a. The Department took the lead role in the development of new
programs, which included: The Health Grant for Homeless
Persons; and Independent Living Center for the Homeless; and,
a Shelter for Homeless Youth. Participation involved:
consultation, technical assistance, grant writing assistance,
advocacy, assistance in acquiring other supporting funds, as
well as, convening and staffing committees.
b. The Department also participated with other agencies in other
grant efforts, for the following: Camp Highfields, Handicapper
Grants, emergency needs grants, arts grants, grants for other
special targeted populations.
c. A Comprehensive Homeless Assistance Plan was developed
and implemented.
d. A task force of women's organizations was initiated and coor-
dinated by the Department to analyze the needs of women in
the 80's.
e. The services of the Program Development Coordinator for the
Youth Information Line was expanded, pursuant to a request
from the Lansing Police Department to receive referrals from
the Lansing police Department.
f. The Human Resources Director was asked and functioned as
Co-chair of the City's Aids Task Force.
g. The role of the Department in determining the needs of the
community continued. The questionnaire circulated throughout
the community, the public hearing, studies, agency reports,
and work with other providers throughout the year serve as
the devices for acquiring this information.
In 1987, once again questionnaires were mailed to have the
community assist the Department in determining human needs
priorities for the'88 -'89 fiscal year. There were 66 responses
received prior to the compilation of the reports. The information
provided indicated that the demand exceeded all available
resources. United Way data further substantiated this phenomena
in spite of their funding of over Six Million Dollars. The survey,
also, once again, identified all types of housing as the number
one (1) need, which included: emergency shelters, temporary
housing, low-cost housing, as well as, accessible housing for
handicappers, housing for the mentally ill, and housing for youth.
- 3-
Goal B.
The Department's Response was: 1) To apply and receive
McKinney money from H.U.D. which was allocated to four
agencies; 2) To recommend monies for housing and shelter
agencies which the Mayor increased and the Council approved;
and, 3) To assist agencies in pursuing State, federal, United
Way, and other funds. Four (4) grants were written and three
(3) were funded.
To improve coordination of all facets of City services by designing
a cohesive approach which links physical, social, and economic
programs to ensure effective and efficient use of City resources.
Departmental Achievement:
1. Physical:
a. Through the linkage established with our Department and
the Building Division, our Department is called to coordi-
nate with human service agencies when an emergency condem-
nation has occurred. Approximately 12 such situations arose
in F.Y. 187-188.
b. Because of our responsibility for the Beautification Program,
our Department assisted in coordinating Riverwalk Beautifi-
cation projects with the Museum agencies and the Parks
Department, as well as, riverfront clean-up. The Director
took charge of this project.
c. In addition, the matched beautification monies were
coordinated with individual citizens, neighborhood
associations, the Parks and Recreation Department,
organizations, and agencies.. The combined program of
Beautification, Matched Beautication, and Adopt -a -Park
involved 50 single projects and 25 groups. Some groups
involved as much as three blocks of neighbors participating.
d. For the Riverfront Clean-up Project, the Volunteer/Project
Coordinator recruited 15 volunteers from Davenport College
on Kalamazoo Street, and acquired the ladders from the
Parks and Recreation Department.
e. Another contract not previously referenced was the Popular
Arts Workshop which resulted in the repainting and/or repair
of the Riverfront Bridge Mureaus. Also, solicited donations
of food and drink came from 5 City Market vendors.
f. The Volunteer/Project Coordinator remains as a contact
person should any volunteerism be required for L.E.A.N.
g. The Volunteer/Project Coordinator, also, recruited and placed
nine (9) volunteers to staff the Riverfront Information Booths.
- 4-
h. Eric Stinson, a seasonal employee of the Parks Department,
volunteered to compile and, subsequently completed, a manual
entitled "Preparing Flower Beds in Layman's Terms."
2. Social:
a. The Volunteer/Project Coordinator trained and supervised
nine (9) different volunteers at the City Hall Information Desk.
These volunteers responded to approximately 35,369 phone
and walk-in inquiries and provided approximately 1,700 hours
of volunteer services at the desk.
b. In August of 187, three (3) additional volunteers provided
Information Desk Services for the 54-A District Court. Likewise,
information services in the sixth floor lobby continued to be
provided by volunteers.
c. Other on -going services provided by' the Volunteer /Projectt
Coordinator, with other staff providing support services, were:
1) Functioning as liaison for the City with Blue Lake Fine
Arts Council with approximately 5 groups.
2) Coordination of the United Nations Day Program. There
were 22 groups exhibiting, and about 160 people attended
the dinner.
3) Coordination of the City's Volunteer Recognition Program
for approximately 800 City Volunteers, of which 275
participated.
4) Coordination of the sale of the Michigan Festival Buttons
for the City of Lansing resulted in the sale of approximately
800 buttons.
d. Other new volunteer services, in addition to Riverfest and the
Recreation scholarships program involved:
Recruitment of volunteers to blow up balloons for the Cholesterol
Challenge.
e. The Program Development Coordinator provided services which
included:
1) Staffing the Youth Information Line which was expanded
to provide a "Status Offense" referral service for the Lansing
Police Department. The Police Department has been so
impressed with the service that they are encouraging other
local law -enforcement agencies to create a similar service.
-5-
2) Coordination, Artistic Services, and Technical Assistance
to Y.D.C.'s "Say No" Program was given a national award
by the Optimist of America, due to the co -development
of this program with the Downtown Optimist Club, City,
Y.D.C., and Lansing School District.
f. Our three social workers are licensed by the state of Michigan
and serve as advocates and consultants on barrier free issues,
handicapper parking problems, transportation, accessible
accommodations, women's issues, low-income housing, Operation
Love, Lansing A.C.T.S., Information and Referral Network,
etc. In addition, these staff, with the rest of the Department
providing a supportive role, provide direct Social Work Assistance.
The approximate number of clients benefitting from the
Department's Social Work services (excluding the Youth
Information Line, volunteer/community services and normal
phone contact clerical referrals, Christmas Basket Project,
etc.) are 1300.
g. One Social Worker coordinates with the Salvation Army,
Operation Love, and City Departments for a yearly Christmas
Basket Project which served 101 families and a total of 750
individuals.
h. One Evaluator and the Program Development Coordinator,
continue to provide artistic services to various departments
and/or agencies in need of brochures, logos, and flyers, etc.
The Evaluator also continues to teach an art class at Justice
in Mental Health.
3. Economic:
a. Continued implementation of a contract with the Greater Lansing
Urban League for operation of Minority Entrepreneur Training
Program.
b. Contracting with agencies for employment and training services.
c. Resume writing, employment counseling, and referral.
Goal C:
To develop and/or coordinate the City's financial resources with other
human service providers in both the private and public sectors.
Departmental Achievement:
Coalitions were established to brainstorm solutions to a given problem,
assist in designing a program and recommending the implementing agency.
This networking process was also used for establishing the services
of some agencies contractual components for interacting entities.
-6-
The Department, also, used other methods to coordinate the City's financial
resources with other existing resources in the private and public sector such
as: writing proposals/applications for grants; writing and/or giving technical
assistance in grant writing; helping develop survey instruments, data systems,
study designs; coordinating the use of staff and other in -kind support services
to help an agency acquire a grant or improve their services, and recommending
new or modified services to improve programs or agency operations.
To evaluate the achievement of this goal beyond the regular contracting
responsibility, the functions have been divided into the major categories:
A) Other - Networks and Coalitions and, B) Provided technical assistance,
coordination and/or grant -writing services. Examples of these functions
are as follows:
A. Other - Networks and Coalitions
1) Mayor's Handicapper Advisory Council
2) Impression Five - Minority Task Force*
3) C.A.T.A. Advisory Committee
4) Community Support Services Advisory Board
5) National Organization for Social Security Claimant
Representatives
6) Children's Trust Fund
7) Black Child and Family Institute Task Forces
8) Capital Area United Way Board
9) Operation Love
10) Lansing A.C.T.S.
11) Lansing Symphony
12) Mayor's Youth Inter -Agency Committee
13) Information and Referral Network
14) Cultural Federated Appeal
15) Habitat for Humanity
16) Women's Progress Task Force
17) Women in City Government
18) Tri-County Women's Coalition
19) Self -Help Garden Project
20) Project Aid's Advisory Committee
21) Stop Violence Committee
22) Tri-County Recipient Rights Committee
23) Transitional Living Coalition
24) Aids Task Force
25) Homeless "Youth Advisory Committee
26) Mayor's Housing Committee
- 7 -
B. Technical Assistance, Coordination and Grant Writing:
1) C.A.D.A.
2) C.S.R.C.
3) Child Prevention Services
4) Gateway Community Services/D.E.C.C.
5) Camp Highfields "First Contact"
6) American Red Cross
7) Harvest House
8) Economic Crisis Center
9) Center for Handicapper Affairs
10) Ingham County Adolescent Center
11) Ingham County Adolescent Center -High Risk
12) Youth Development Corporation
Drug Education and "Say No" Program
13) Coordination of handicapper services between Cristo Rey
and the Center of Handicapper Affairs
14) The Lansing Garden Project
15) Facilitating the merger of H.A.F. and Tenants Resource Center
16) Sixty -Plus
17) Blue Lake Fine Arts Council
18) United Nations Day Program
19) Volunteer Recognition Day Dinner
20) Michigan Festival Buttons
21) Beautification Program
22) Christmas Basket Program
23) J.I.M.H.O. Services (City's funding helped create State funding
for State-wide centers.)
24) Ingham County's Adolescent Centers
a) Teenage Pregnancy Project
b) Public Housing Adolescent Services
c) Child Abuse Treatment
d) Special Needs of Black Teenagers Assessment with Black
Child and Family Institute
e) Turning Point
25) Center for the Arts
-8-
Some examples of the outcome of these efforts, not previously referenced were:
1. The subcontractual arrangement established by the Department for
the contract of the Center For The Arts assured their role as the
coordinating agency for arts and cultural funding in the community.
It also enhanced the other organizations participation in the Federated
Appeal. Likewise, because of the two sources of funding, Outstate
Equity and City of Lansing, as well as, the sub -component mini -grants,
the Department can better assist the Arts Council in the coordination
effort and equitable distribution of resources, to other arts providers.
Z. One of the most significant examples is the role the Department has
played in addressing the problem of homelessness. Through our efforts
a comprehensive, coordinated attack on the problem, as well as, an
infusion of additional Federal and State dollars coming into the
community has resulted, such as:
a) Housing Assistance Foundation and Tenants Resources. Center merged
and created the Housing Resource Center.
b) Housing Resource Center assumed additional housing and homeless
responsibilities: 1) Serving as a housing clearinghouse; 2) Serving
as the central data source for homeless information; 3) Serving as
the control contract for emergency comdemnations.
c) Housing Resource Center and Legal Aid relocated to co -share space
in the United Way Community Services Building.
d) United Way adopted Housing Resource Center as a member agency.
e) United Way established a coordinated model working with D.S.S.,
the F.E.M.A. Board and the City of Lansing for appropriation of
their F.E.M.A. monies.
f) United Way's Planning and Admissions Committee acquired Venture
Grant funding to provide one-time, funding or start-up costs for
agencies.
g) Several new housing coalitions and or new grant monies received
for homeless programs were:
1. The Transitional Housing Coalition; Affordable Housing Task
Force; Coalition of agencies serving the mentally ill of the
shelters, Veteran's Administration, Community Mental Health,
Harvest House, C.S.R.C., and Oasis Fellowship, and J.I.M.H.O.;
and the Homeless Coalition.
2. New grants/funding were: several McKinney Grants for the
City of Lansing, C.A.D.A., Gateway Community Services, Ingham
County Health Dept./Harvest House, C.A.C.S.; Gannet Grants;
United Way; D.S.S.; and, United Way F.E.M.A., as well as,
Venture Grant funds.
SPIC
3. A major effort was also exerted to address youth problems:
a. The Youth Information Line Service, established in November of
1986, has served 187 professionals, parents, and young people.
Subsequently, the Lansing Police Department Referral System
was established between the Program Development Coordinator,
who staffs the line and the Lansing Police Department.
b. The Department helped open the Black Child and Family Institute
and further assisted in writing a D.S.S. Grant, Department of Labor
Grant, as well as, a United Way Venture Capital Grant. All of
which were funded.
C.
The Department, also, participated in the development of several
new programs such as:
1. Y.D.C.'s.- "Say No"
_ 2.. Ingham County'.s .Adolescent Center's full range of programs
and services.
3. Participated in the design and funding of a children at risk
prevention program with Ingham County D.S.S., Lansing School
District, Ingham County Probate Court, and Michigan State
University's College of Social Work.
4. Designed, operated and sub -contracted for "Turning Point,"
a high risk adolescent grant focusing on adolescent prostitution,
runaways, etc.
4. Other Achievements:
a. The Program Development Coordinator participated in the Impression
V Minority Task Force organized to help the Museum staff develop
programs and resources to improve science education and encourage
disadvantaged minority children/families to develop an interest
in science. A grant was written and funding provided for the museum
at the Black Child and Family Institute.
b. The Department, also, was involved in the development of the
State Journal's "First Contact" project which creates a voluntary
network of existing community services and uses people within
these systems in order to support and preserve what is good and
necessary in family life, community school systems, jobs, and neigh-
borhoods. A Gannett Grant was re -submitted.
c. A service initiated by the Women's Bureau Coordinator who developed
and hosted half-hour television programs produced on Channel
28 was continued.
-10-
"l
d. The Women's Progress Task Force initiated by the Director and
the Women's Bureau Coordinator to assess the needs of women
in the 80's and determine what action should be taken was continued.
A seminar was held at the Y.W.C.A. for service providers to improve
the service delivery to low-income women based on a survey, which
was administered to D.S.S. recipients.
e. The Department continued the handicapper services program/contract
with the Physically or Health Impaired Children (P.O.H.I.) agency,
to provide an opportunity for handicapped children to participate
in a summer recreation program sponsored by the Lansing Parks
and Recreation Department and Tri-County United Cerebral Palsy
Association.
f. The Department continued its coordination of substance abuse
services for adolescents through the Lansing School District to
provide substance abuse assessment, counseling, treatment,and
referrals for middle and secondary students.
g. The Department networked with a number of. departments. and.. the Mayor's office to provide support services for their activities
and projects. Some of which were:
1. Aids' Task Force
2. Youth Information Line services with Police, Courts, Lansing
School District, and Non -Profit Corporations.
3. Planning and Municipal Development on homelessness and housing,
as well as Building Division Condemnations.
4. Parks and Recreation
- 11 -
B. Describe agency achievement of the goals stated above.
The previously referenced information reflected the Department's
initiatives in the achievement of the departmental goals. Corres-
pondingly, due to the Department's involvement, the contractual
agencies facilitate and impact on goal attainment. The 1987-88
evaluations reveal that the Human Service and City -Supported
contractors were overwhelmingly successful in aiding the Department
in achieving its programmatic and project goals.
Each scope of service contractual component, as well as, the non -
identified broader agency programmatic goals reflect direct
Departmental involvement to assure qualitative and quantitative
successful delivery of services. Consequently, the City dollars
directly impact on the other funds of agencies for the services
funded by the City.
The listing of contractual agencies immediately follows which
is subsequently followed by the 187-188 evaluation and/or audit
Scope of Services data.
Contractual Agency Listing:
Housing Resource Center
Young Women's Christian Association
New Way In
Catholic Social Services
Youth Development Corporation
Voluntary Action Center (Diversion)
Ingham County Health Dept. (Health, Food Bank, and Child Care)
Legal Aid of Central Michigan
American Red Cross
Capital Area Community Services
Community Services and Referral Center
Physically Impaired Association of Michigan
Community Mental Health
Boys and Girls Club
Cristo Rey Community Center
Voluntary Action Center (R.S.V.P.)
Convention/Visitors Bureau
Lansing Area Safety Council
Capital Area Rail Council
Arts Council of Greater Lansing (General Funds)
Economic Crisis Center
Tri-County Office on Aging
Council Against Domestic Assault
Handicapper Advocacy Alliance, Inc.
Greater Lansing Urban League
Child Abuse Prevention Services
Justice In Mental Health Organization
Gateway Community Services
Hospice of Lansing, Inc.
Self -Help Garden Project
Ingham County Health Dept. (Turning Point and Child Abuse Treatment)
-12-
Physically and Otherwise Health Impaired
Ingham County Department of Social Services
National Council on Alcoholism
Loaves and Fishes
Exhibition Hall Authority
Volunteers of America
Salvation Army
Sixty -Plus Law Center
Black Child and Family Institute
Lansing Community College Foundation
Michigan Women's Studies Association
Lansing School District Library
Sequicentennial Coalition
Arts Council of Greater Lansing (Equity Funds)
Chamber of Commerce
Popular Arts Workshop
- 13 -
AGENCY
MAJOR GOAL ATTAINMENT
F.Y. 187 -'88
City of Lansing Funded Agencies and/or Portions of agencies.
1. Housing Resource Center
2. Young Women's Christian Association
3. New Way In
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide a housing counseling
program for 400 City of Lansing residents.
Provided services to 7,486 residents.
Required to provide emergency housing
assistance. Served 98 clients.
Original Contract 7/1/87 - 8/30/88
Primary Goal: MET
Required to provide after -school program
for 500 Boys and Girls. Served 599 Boys
and Girls.
Required to provide Summer Day Camp
for 300 Boys and Girls. Served 345 of which
264 participated free of charge.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide a Service Center for
275 Tri-County ex -offenders. Served 302
with 258 from Lansing.
Required to operate a male ex -offender
program for 120 ex -offenders from Tri-
County. Served 168 with 143 from Lansing.
Required to operate a female ex -offender
program for 30 females. Served 32 with
28 from Lansing.
4. Catholic Social Services Original Contract 7/l/87 - 6/30/ 88
Primary Goal: MET
Required to provide transportation for
Seniors. Served 1,040 units of transportation
to 54 seniors.
-14-
5. Youth Development Corporation
6. Voluntary'Action Center
(Diversion Program)
7. Ingham County Health Department
8. Legal Aid of Central Michigan
9. American Red Cross
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide counseling, education,
and employment services for 700 youths.
Served 1,450.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to coordinate, manage, refer,
and report on placement of 175 diversion
participants. Served 197.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide health services to
2,275 County residents. Served 2,827 with
2,262 from Lansing.
Required to coordinate Food Bank network
for a minimum of 1,200 families/individuals
per month. Served an average of 1,249
per month.
Required to maintain A Child Care
Scholarship Program for 120 low and
moderate income families. Provided 164
scholarships.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to represent 150 clients needing
initiation or defending (shelter or energy
needs). Served 657.
Required to represent 100 clients threatened
with wrongful denial/termination of public
benefits. Served 356.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to maintain inventory of household
furnishings/appliances to distribute to
650 needy persons. Served 2,135.
Required to provide CPR First Aid training
to 25 persons as referred by the Lansing
Fire Department. Served 33.
-15-
10. Capital Area Community Services
11. Community, Services and
Referral Center
12. Physically Impaired Association
of Michigan
(PAM Assistance Centre)
13. Community Mental Health
14. Boys and Girls Club
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide intake and assessment
services to 112 unemployed youth. Served
373.
Required to provide maintenance and service
to vehicles providing senior transportation.
Provided service.
Original Contract 11/1/87 - 6/30/88
Primary Goal: MET
Required to provide energy assistance
to 350 Lansing Residents. Served 616.
Required to operate an energy closet.
Served 1,140.
Required to provide a Day -time Resource
Center for 350 homeless persons. Served
730 and provided hospsitality for 5,758.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide a minimum of 20 infor-
mation/training sessions to service providers,
handicappers, seniors. Provided 37 sessions.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide mental health services
to 250 Ingham County Jail Inmates. Served
345.
Required to provide substance abuse treatment
for Ingham County Jail inmates/ex-inmates.
Served 284.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide recreational, educational,
vocational, cultural, and social activities
for 900 . boys/girls. Served 2,849.
-16-
15. Cristo Rey Community Center Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide emergency food assis-
tance for a minimum of 18,000. Served
38,977.
Required to provide emergency services
to 500 Lansing residents. Served 1,386.
Required to provide a nutritional program
to children of the child services program.
Served 5,100 meals.
Required to provide child services
(Recreation and Culture) to 500 children.
Served 655.
Required to provide basic needs and support
services to handicappers. Served 117.
16. Voluntary Action Center (R.S.V.P.) Original Contract 7/1/87 - 6130188
Primary Goal: MET
Required to place 200 senior volunteers
at volunteer stations. Placed 250.
Required to maintain and develop 103 volun-
teer. stations. Served 253 stations.
Required to provide 30,000 hours of volunteer
services. Provided 41,806 hours.
17. Convention/Visitors Bureau Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to promote, advertise, and market
Lansing as a convention/conference site
which results in . group sales for 25,000
delegates. Served 179,310. Required to
publish and distribute 7,500 copies of "Things
To Do." Provided 20,000 copies.
18. Lansing Area Safety Council Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to conduct/assist the fire and
police departments with a minimum of 20
accident awareness/safety education
programs throughout the Lansing area.
Provided 395 programs.
-17-
19.
20.
Capital Area Rail Council Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to maintain and operate Amtrak
Rail passenger station. Service provided.
Arts Council Center of Original Contract 7/1/87 - 6/30/88 General Funds
Greater Lansing
Primary Goal: MET
Required to market through Arts Box Office
for a minimum of 20 art/artists events.
Marketed 30.
Required to transport 2,000 Fourth Graders
to the Impression V Museum . for. Science
Classes and to give guided experiences with
exhibits. Transported 1,587.
Provided 67 on -hand experiments
Required to provide at the Art Gallery 3
four -week exhibitions of visual art works.
Provided 31.
Required the Lansing Symphony to provide ticket
subsidies to low income, Senior Citizens,
Children, and Handicappers for Symphony concerts.
Provided 620.
Required the Symphony to provide two Young
People's Concerts for 2,000 young people.
Provided 2,192.
Required the Symphony to provide "Music in
Our Schools Presentations" to 10 Lansing
Schools. Provided 10.
Required to provide subsidized tickets to
low-income people, seniors, and students
for one-half the normal admission fee for
12 or more groups to the R.E. Olds Museum
Provided admission to 7,938.
Required to perform 20 operatic productions
in the City of Lansing public schools.
Provided 20.
Provided 4 performances, free, for`Art in
the heart of the City."
Provided 83 ticket subsidies.
OFM
21. Economic Crisis Center
22.- Tri-County Office on Aging
Required the Center for the Arts to provide
technical assistance/planning support to
artist groups, organizations/community
groups/businesses. Provided 695.
Required the Center for the Arts to
coordinate the hanging of 15 exhibits.
Coordinated 23.
Required to make Center for the Arts available
for 100 events. Provided for 200 events.
Required to provide 300 free tickets for
low income, senior citizens, and school
children to Boarshead public performances.
Provided 1,519 free tickets and performed
2 free concerts.
Required to provide one subsidized City
of Lansing resident internship.
Intern provided.
Required to provide free admission to
Impression V Museum for 1,400 low-income
residents/classes. Served 3,686.
Original Contract 7/1/87 - 9/30/88
General Fund and McKinney
Primary Goal: MET
Required to provide emergency housing for
204 Greater Lansing residents.
Served 516.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide 120,000 congregate
meals. Served 182,134.
Required to provide 3,000 units of information
to seniors. Provided 5,863.
Required to provide 40,000 home -delivered
meals. Provided 59,508.
- 19 -
23. Council Against Domestic
Assault
24. Handicapper Advocacy
Alliance, Inc.
25. Greater Lansing Urban
League
26. Child Abuse Prevention
Services
27. Justice in Mental Health
Organization
28. Gateway Community Services
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide a protective emergency
shelter for a maximum of 30 battered women
and their children. Served 351 women and
498 children.
Original Contract 9/1/87 - 8/30/88
Primary Goal: MET
Required to assist a minimum of 300 area
handicappers and 100 handicapper serving
agencies with Independent Living Skills
Training, Public Awareness services,
Client Advocacy, Information and Referral.
Served 1,166 clients and 238 agencies.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide a 9 weeks training
program for participants related to
various business concepts. Provided 9 weeks.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to distribute monthly newsletters
on child abuse neglect issues, provide
parenting education to parents.. Distributed
23,750 newsletters and provided 128 parenting
education classes.
Original Contract 7/1/87 - 6/30/88
Required to provide a community -based
environment for 377 former mentally ill
persons. Served 560 with 435 Lansing
residents.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide substance abuse assess-
ments for 100 middle and secondary school
students. Served 137.
30.
31.
32.
Hospice of Lansing, Inc.
Self -Help Garden Project
Ingham County High -Risk
Physically and/or Otherwise
Health -Impaired Children
Required to provide in -school group
sessions to 100 secondary students.
Served 106.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide supportive service
to 85 terminally ill patients and their
families. Served 88.
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to operate a Self -Help Garden
Project for low-income Lansing residents
which shall include 600 garden
plots. Provided 641 plots.
Served 293 Lansing families.
Original Contract 10/ 1/87 - 9/30/88
Primary Goal: MET
Required to provide service to 100 Lansing
area youth deemed as high -risk youth. Served
223 and established 366 cases in total.
Required to provide a Child Abuse Psychological
Treatment referral service with private practi-
tioners at a reduced rate. Referred 53 differ-
ent youth who received 623 sessions of counseling.
Original Contract 6/1/88 - 9/30/88
Primary Goal: MET
Required to provide arts and crafts, cultural,
and recreational activities for 15 physically
or health -impaired children. Served 19.
33. Social Services Original Contract 1/1/87 - 7/31/87
Primary Goal: MET
Required to subcontract with Michigan State
University to develop and implement a
program design and evaluation tool for
dealing with predelinquent behavior. Design
was completed, data on the control group
collected. Awaiting the analysis.
-21 -
34. National Council on
Alcoholism
35. Loaves and Fishes
Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide 112 hours of alcohol
prevention classes in Lansing School
District. Provided 126 classroom hours.
Required to provide 600 individuals
with out -patient services. Provided
960 individuals with services with
555 from Lansing.
Original Contract 11/1/88 - 9/30/88
Primary Goal: MET
-- - Requ-ired-to provide 500 nights of temporary
shelter to Lansing area homeless. Provided
2,356 nights of shelter.
36. Exhibition Hall Authority This Contract required no service reporting.
A marketing plan was developed by the Board.
A marquis was purchased and installed. The
audited equity position at June 30, 1988 was
$472,050.
37. Volunteers of America Original Contract 1/1/88 - 9/30/88
Primary Goal: MET
Required to provide 2,700 units of service,
that is, shelter nights and food for Lansing
Homeless. Provided 7-,-074 meals and 2,157
nights of shelter.
38. Salvation Army Original Contract 1/1/88 - 9/30/88
Primary Goal: MET
Required to provide 10,000 meals to Lansing's
homeless. Served 10,281.
39. Sixty -Plus Law Center Original Contract 7/1/87 - 6/30/88
Primary Goal: MET
Required to provide legal services to 500
seniors sixty years of age or older. Served
705 seniors.
-22 -
40.
41.
42.
43.
44.
Black Child and Family
Institute
Lansing Community College
Foundation
Michigan Women's Studies
Association
Lansing School District
Public Library
Ingham County
Sesquicentennial Coalition
Original Contract 5/1/87 - 6/30/88
Primary Goal: MET
Required to plan and design programs for
the following areas of service: Child
and Family Services; Health and Mental
Health Services; Education and Schooling;
Employment and Economic Security; and,
Recreation/Avocation.
All programs were planned and designed.
Four of the five areas were implemented
which served a total of 3,741 Lansing
residents.
Original Contract 1/1/88 - 12/31/88
Primary Goal: . Partially MET
Required to lease/purchase computerized
equipment for 3 libraries.
Completed 2 libraries as of this date,
October 20, 1988.
Original Contract 1/1/88 - 12/31/88
Primary Goal: MET
Required to provide repairs and maintenance
to the Art Gallery.
Repairs completed as of 6/28/88.
Original Contract 1/1/88 - 12/1/88
Primary Goal: Partially MET
Required to update and/or purchase new
computer system. System ordered May 26,
1988.
Original.Contract 12/31/86 - 6/30/88
Primary Goal: MET
Required to operate an area -wide clearing-
house, disseminate information, provide
technical assistance to local groups and
provide a permanent legacy of Ingham
County Completed June 30, 1988.
- 23 -
45. Arts Council of Greater
Lansing
46. Chamber of Commerce
47. Popular Arts Workshop
Original Contract 1/1/88 - 12/31/88
Primary Goal: Partially MET
Required to subcontract with cultural
organizations to perform certain ser-
vices. Subcontracted with 8 cultural
organizations.
Never Implemented
Original Contract 5/14/88 - 5/24/88
Primary Goal: MET
Required to repaint the Murals.
Murals were repainted.
- 24-
C. Describe any significant new services provided by the agency
during the past year.
While much has been said and detailed about the 1987-88 services rendered
by the Department, some bear re -iteration and others still more elaboration.
1. Of particular note in this fiscal year is the clarity with which, the mission
of the Department has been broadened from that of a "Human Services
Department" to that of a "Community Services Department." The
impetus for this transition, actually began, when the Department was
assigned responsibility for the City -Supported Contracts for which the
number and budget size has steadily increased. The second, major
expansion* into this Dimension was with the creation of the Volunteer
Project Coordinator job and duties, which also continue to grow.
Other factors contributing to this expanded role are the interdepartmental
coordination efforts existing with City departments, such as, Police,
Fire, Parks and Recreation, as well as, Planning and Municipal
Development. The role of the Department for coordinating human
service programs with other public, quasi -public and private non-profit
organizations, while always existent has, also significantly expanded.
The Department has become a catalyst for linking services, developing
new services, and solving turf problems/issues among the human service
providing community.
The 1987-88 fiscal year's report thoroughly documents these expanded
roles. Evidence of this growth is further documented as follows:
a) The initial number of City -Supported Contracts was five (5): The
number of Arts contracts initially was for four (4) agencies: With
the move of the Arts from -Human Services to City Supported Services,
the number grew to five (5). The Department, then initiated one
prime contract with the Center for the Arts, especially when the
Council initiated the concept of providing mini -grants: With the
advent of the "Equity -Funds, in spite of the consortium arts contract,
the number of contracts grew. In 1987, there were five (5) Equity
Contracts, as well as, the Exhibition Hall and Popular Arts Workshop.
b) Similarly, while the Human Services Funding has remained constant
or declined, the number of agencies, also, increased, while
grant -writing, technical assistance, and coordination functions are
spiraling. Prior to the last Michigan recession, the Department
functioned under a policy of not funding new agencies. This policy
seriously constrained us from fulfilling the Human Service mission,
in that, we were not able to focus on the most critical needs.
- 25 -
In 1982, the Department requested and received a change in the
"No new funding policy" and launched the Needs Assessment/Public
Hearing Process. In 1983 and 1984, we focused on agencies providing
food, but the number of agencies previously funded did not decrease.
In 1985-1988, the Department's primary focus was on housing and
shelter with an emphasis on homelessness. Also, for 1986-88, a
new thrust of services for youth was established. All of these efforts
resulted in new contracts, but more importantly many new services.
c. The role of the Volunteer/Project Coordinator and consequently
the role of the Department impacting on all staff grew immeasure-
ably.
The services grew from Adopt and coordinating volunteer
services for other City departments to establishing and supervising '
the R.S.V.P. information desk, coordination of the Volunteer
Recognition Dinner, Community Beautification Match, a Diversion
Program, Riverfront Clean-up, etc.
2. In 1987, the new significant services for all of the above were as follows:
Human Services
a. A Homeless Health Grant
b. A second year grant for Turning Point -High Risk Adolescent Services
c. Expanded role and services for the Youth Information Line
d. A Comprehensive Homeless Assistance Plan and funding for
shelter agencies
e. Opening of a homeless shelter for youth
f. Opening of a larger facility for Economic Crisis Center
g. Opening of a larger facility for C.S.R.C./Daytime Resource Center
h. Implementation of several grants and programs for the Black Child
and Family Institute
i. Admission of the Center for Handicapper Affairs into United Way
j. Stabilized handicapper funding for Cristo Rey
k. Increased Funding for Red Cross' Motel shelter allowance
- 26 -
3. Inter -Departmental Coordination and/or Community Services.
a. Lansing Police Department for resolution of problems regarding
domestic violence responses and Youth Information Line services.
b. Planning and Municipal Development for coordinating housing,
homeless, and condemnation issues, problems, programs, and
services.
c. Parks and Recreation for coordinating services for beautification,
Adopt -a -Park, handicapper services, the recreation scholarship
program, riverfront clean-up, Riverfest, Cooley Gardens mainten-
ance/planting, and Riverwalk Museum Beautification.
d. Lansing Fire Department and Aids Taks Force for an Aids Education/
Prevention Program.
e. Coordination of all diversion programs for the City and District
Court.
f. Coordination of U.N. Day, City Hall Information Desk/R.S.V.P.,
Volunteer Recognition Dinner, and Michigan Festival.
H. Status: (Departmental)
A. Personnel (Adequate/Inadequate by Function and Type):
While our Department undertakes expanded areas of responsibility, we
continue to carry them out with existing professional staff and the use of
one part-time volunteer/intern slot assisting a Social Work Specialist. The
Department must continue networking with agencies and City departments
and draw upon all staff for all of the functional areas of responsibility in
order to maximize resources for efficient service provision.
B. Program (Adequate/Inadequate)
1. Contribution toward meeting agency goals.
Due to the increased demand..on the departmental and agencies services,
resources are being strained. In spite of the inadequacy of staffing
and financial resources, the Department continues to excel and exceed
its attainment of program goals due to staff cooperation and networking
functions.
2. Continuing needs in the community.
Not only is there a continuing need for the Human Service and City
Supported Services but there is an increasing need due to the inadequate
resources to address the problems. Michigan's unemployment rate exceeds
the National average; homelessness is increasing; minorities, especially,
are experiencing an expanded gap in economic, educational, and social
development. The agencies and our Department continue to experience
increased, rather than decreased, requests for service.
- 27 -
C. Suggestions for remedying inadequacies in personnel and programs.
There is a continued need to solicit information and suggestions from the
front-line service providers and the broader community regarding the
directions and human service needs as agencies continue to report increases
in service and are unable to say that economic difficulties have subsided
for our most fragile population, including the elderly, youth, unemployed,
and female heads of households.
There is an increasing need for City support of human service and commun-
ity services, functions, and programs. Likewise, there is an increased need
for the Department to network with human service agencies (regardless
of whether the City is a funding source) and City departments for program
development and service delivery. Yet, the Department and agencies,
while saturated, are increasingly pulling together to provide essential
services.
Priorities are:
A. Top Three
1. Assist in the coordination of City services to assure a linkage of all
City services.
2. Direct Services of the Department in coordination, networking, and
delivery of services.
3. Direct the human service priorities of the Department through
coordination of services with other human services providers for the
establishment of priorities which.for F.Y.'87 -'88 were: Child and
Family Services (emergency services emphasis), Health and Mental
Health, and Youth Services.)
B. Reason ng Behind Priorities
We find no evidence that any national improvement in unemployment
statistics, inflation rates, or interest rates, have created a trickle down
benefit to major segments of our community. The problems are basic:
employment, income, food, shelter, energy, and clothing. We suggest a
three- pronged attack on these problems.
1. Adequate funding of the Department and agencies in providing for
human service needs.
2. Continuing networking between the Department, other departments,
and human service providers to:
a. Assure that the full community is in complete accord and fully cooperative
in pursuing a common direction for resolution of problems.
- 28 -
b. Maintain a high level of communication with the community
human service providers, other governmental units, and other
City departments in order to quickly respond to community prob-
lems and efficiently develop necessary programs.
c. Assist agencies with fund-raising, planning, organization, and
implementation in order to gain additional contributions to
help meet needs which are beyond the resources of traditional
funding sources.
3. We, likewise, continue to believe and have documented that the
Department has a vital and critical role in stabilizing, as well as,
improving the quality of life for all Lansing residents. The functions
and services of Human Resources Department impact upon every
segment of the community. Consequently the Department's mission
as it relates to its goals are in fact being more closely aligned as
indicated by the services it is rendering.
Therefore, it is critical that the Department be involved in the
City's efforts to stabilize its tax base, improve its neighborhoods
and housing, reduce its crime rate, and improve the environment in
Lansing Schools.
IV. Conclusion:
We sincerely hope this detailed report will assist the elected officials in better
understanding the duties and role of the Human Resources Department. In addition,
we feel that an analysis of this report will clearly indicate that the Department
has excelled in its fulfillment of the Goals and Objectives of the Department.
Likewise, we have clearly and thoroughly documented our operation, as well as,
our achievements in providing service despite years of reduced, or no growth,
in staffing and constrained City funding.
-29-
HUMAN RESOURCES DEPARTMENTAL 'GOALS AND OBJECTIVES
For F.Y. '87 - '88
As the report reflects the Department has achieved its goals and
objectives.
Goals
To improve the quality of life for residents of the city of Lansing
by providing various services designed to address complex and multiple
human needs.
To improve coordination of all facets of City services by designing
a cohesive approach which links physical, social, and economic programs
to ensure -effective and efficient use of City resources.
To develop and/or coordinate the City's Financial resources with other
human service Providers in both the private and public sectors.
Objectives
1. To research and/or study problems, as well as, develop programs
designed to resolve human service needs in the community.
2. To directly and indirectly provide Human Services on a City-wide
basis.
3. To provide counseling, advocacy, as well as, Social Work services
to residents of the Greater Lansing area.
-4_ To increase coordination of human service delivery with public
and private agencies, organizations, and community groups to
avoid emergency crises and/or duplication of services.
S. To assist citizens, organizations, and agencies in developing
services, grant -writing, and fund-raising assistance, and other
forms of technical assistance.
6.' To negotiate, monitor, manage, and evaluate humah service contracts
involving outside agencies, governmental. units, and/or'governmental
agencies.
7. To develop and monitor certain other City Supported Services funded
by the city of Lansing.
December 27, 1988
Honorable Mayor Terry McKane and
Members of the City Council
Lansing, Michigan
J A N ? 3 '1989
MAYOR'S OFFICE
CITY OF LANSING
The City of Lansing Plumbing Board held nine meetings from
January through December 1988.
Following is the board members attendance record for the
year.
Meetings Attended
John Brady
Robert Burns
Thomas Eifert
Lynn Gunthorpe
Lorne Nichols
Stephen Reck
Excused Absence
3
2
1
1
The Chief Plumbing Inspector attended all meetings.
Joseph Delaney became the Chief Plumbing Inspector after the
retirement in July of Inspector Bob Van Ness. Inspector
Delaney has done an outstanding job of covering inspections
and other work, while an assistant inspector is being
selected. The number of plumbing permits issued this year,
over 1500, has substantially surpassed the amount of last
years permits.
Lansing plumbing inspectors attended meetings with Consumer's
Power officials to assure the city that permits and
inspections would be a part of the Consumer's Power job
process.
Applicants for the Drain Layer License were screened and
written examinations were given.
The Plumbing Board, with the help of James Kzeski, Building
Safety Director, updated the Lansing Plumbing Code from the
1985 Edition of the Uniform Plumbing Code to the 1988
Edition.
-page two- Mayor McKane/Plumbing Board
Permit fees were raised this year with the recommendation of
the Plumbing Board. The increase was made to cover higher
operating costs of the Plumbing Division.
Hopefully, action taken by the Lansing Plumbing Board will
result in improved plumbing systems for Lansing citizens.
Respectfully
subm'tted,
N•
City of Lansing lumbing Board
John H. Brady, Chairman
{
CITY of LANSING
INTEROFFICE COMMUNICATION
TO: Mayor Terry McKane QQ DATE: 11/29/88
FROM: Police Chief Charles Reif snvder L:�-f1
SUBJECT: BOARD EVALUATION OF THE DEPARTMENT
ti
Please find attached the Police Board's written report evaluating
the Lansing Police Department.
This report is generated in accordance with Section 5-106.4 of the
City Charter.
/pb
Attachment
RECEIVED
NOV 2 91988
MAYOR'S OFFICE
CITY OF LANSING
Board of Police Commissioners
POLICE DEPARTMENT EVALUATION
BOARD OF POLICE COMMISSIONERS
POLICE DEPARTMENT EVALUATION - 1988
For this report, data has been collected and presented for an
evaluation period of nine months (January 1, through
September 30, 1988). This evaluation report contains the
activity/level of service of each Division along with the new
programs that were implemented.
The Lansing Police Department is responsible for the delivery
of various criminal and non -criminal related services. In
order to accomplish these responsibilities, a variety of
activities must be performed. To familiarize individuals
with the function of the Police Department, the following
list of priorities has been established.
Priorities
A. Management and Control: This responsibility consists of
planning, organizing, directing, staffing, reporting and
budgeting departmental resources.
B. Field Services: The rapid response of Officers to the
scene of emergency type calls for service and crime in
progress calls; as well as, "proactive" patrol to prevent
crime and nuisances which affect quality of life. The
Department also has the responsibility to respond to
non -emergency type calls for service and provide the
appropriate service.
C. Criminal Investigations: This priority consists of
responding to selected criminal offenses and providing
follow-up investigation to apprehend and prosecute
criminal offenders.
D. Communication Services: Receiving calls from citizens
and dispatching police, fire and ambulance units to the
location is a service that must be provided for
emergency, as well as, non -emergency type calls. This
service is provided 24 hours a day, 365 days a year.
E. Radio Maintenance: Provide and maintain adequate radio
communications for all functions of the Police
Department, Fire Department and other law enforcement
agencies under service contracts.
F. Records System: Record systems throughout the Department
include the generation and/or processing, filing -and re-
trieval of all Department records and reports as they
relate to crimes, traffic accidents, non -criminal in-
vestigations, fingerprinting, data processing and firearm
permits; the timekeeping and payment of personnel;
control and processing of expenditures by Division; and
preparation of reports on crime, traffic, finance and
payroll.
G. Intra-Departmental Support Services: The distribution
and control of all types of operating supplies, storage
of evidence, processing of lost/found property, the
acquisition of warrants and the arraignment of prisoners
provide additional support services.
H. Criminal Intelligence Operations: This priority is
concerned with obtaining and disseminating information
concerning known criminals and planned criminal
activities so that field services personnel may con-
centrate on prevention and repression of crime.
I. Personnel Services: Personnel Services include the
recruitment, hiring, evaluation and training of Depart-
ment personnel. Also included is the investigation of
alleged personnel misconduct and human relations related
complaints made by the public.
J. Education Programs: various education programs include
traffic safety, pedestrian safety, crime prevention,
self-defense and the criminal justice system.
K. Court Ordered Services: Activities such as serving
District and Circuit Court subpoenas, as well as, the
arrest of persons wanted by the Court are required by law
and/or ordered by the Courts.
L. Prisoner Detention: Booking, fingerprinting, feeding and
care of those persons arrested within the City and care
and feeding of County prisoners awaiting arraignment or
sentencing comprises this priority.
- 2 -
BOARD OF POLICE COMMISSIONERS' LONG RANGE GOALS
In conjunction with the City Charter and the list of
PRIORITIES, the Board of Police Commissioners has established
the following Long Range Goals.
A. Provide general police services that protect life and
property, detect and apprehend criminals, prevent crime
and provide for neighborhood quality of life.
B. Support proven worthwhile programs and provide additional
innovative concepts and specific police services which
include, but are not limited to:
1. Directed patrol in neighborhood to suppress crime
and nuisances which affect quality of life.
2. The R.E.A.C.H. (Regional Enforcement Against Crack
Houses) Program within the Criminal Intelligence Unit.
3. The Tri-County Metro Narcotics Squad and Helicopter
Patrol Unit.
4. Motorized/Foot Patrol programs to service areas
involving high concentrations of business and
pedestrian traffic.
5. Research the feasibility of developing a "Performance
Appraisal System" to direct and evaluate officer
activity in priority areas.
6. Emphasis on traffic enforcement and accident
investigation.
7. Programs to disrupt and prevent organized crime
against property.
8. Specific and concentrated efforts to eliminate and
prevent prostitution and related crimes in
neighborhood communities.
9. Training programs to increase and improve
professional police skills with emphasis on human
relations and communications.
10. Programs to educate and inform citizens on safety
and crime prevention, and anti -drug programs.
- 3 -
C. Fully implement the Law Enforcement Management System
(LEMS) to provide computerized and fully automated com-
munication services and record systems including:
1. Calls for Service and Dispatch
2. Traffic and Criminal Case Files
3. Manpower Deployment
4. Case Screening, Preparation and Investigation
5. Administrative Planning
6. Uniform Crime Reports
7. Payroll and Budget Preparations
S. Evidence and Property Storage and Supply Inventory
9. Crime Analysis Statistics
10. Prisoner and Suspect Files
D. Achieve a minority representation within the Department
based on guidelines established by the City's Affirmative
Action Program.
E. Strive to improve community acceptance and support of
the Department and identify and resolve human/community
relation problems.
F. Support the critical need for an operationally functional
police building.
G. Plan and implement a Crime Analysis Unit that will
utilize the Law Enforcement Management System and other
information sources to analyze and disseminate data and
information throughout the Department.
- 4 -
UNIFORM DIVISION
The Management Team of the Uniform Division continues to
strive to achieve the goals set forth by the Board of Police
Commissioners, Chief of Police and staff. In addition,
Division managers are constantly reviewing procedures and
methods to insure that'Division personnel are working toward
these goals.
Highlights of the Division's accomplishments in the first
nine months of 1988, are detailed in the presentation that
follows.
District Patrol
Increased use of the Crime Analysis Unit to assist the Patrol
Bureau in planning for possible redesigning the patrol
districts, call management and realigning the manpower of all
four Platoons is underway in an effort to better utilize the
Bureau's chief resource which is manpower. Two new programs
are.also being utilized to provide up-to-date information on
people and places which should be observed for criminal
behavior. The I -Bulletin and crime report are distributed
weekly to the Patrol Officers to assist them in their goal of
stemming the increasing crime rate.
Arrests are up and calls for service remain at high levels
which keep the Patrol Bureau functioning at peak capacity.
The following activity has been recorded by District Patrol
Officers:
Calls for Service 88,386
Juvenile Contacts 7,261
Bar Checks 389
House Checks 2,857
Parking Tickets 17,876
Moving Violations 10,266
Non -Moving Violations 14,413
OUIL Arrests 361
Investigative Reports 12,501
- 5 -
Accident Reports 3,960
Accident Violations 2,680
Radar Violations 3,381
Helicopter Patrol Unit
The Helicopter Unit is up to full strength as the two new
pilots hired have completed the necessary training in order
to operate the Department's two helicopters. The Chief
Mechanic is working to keep the equipment in top shape so the
Unit can achieve an anticipated 1,200 flying hours this year.
The following activity has been recorded by Helicopter Unit
personnel:
Hours Flown
Calls for Service
Arrests
Traffic Enforcement
Suspicious Persons/Vehicles Located
Outside Agency Assists
Special Attention Checks
Canine Unit
927.1
2,544
158
29
562
6
454
The Canine Unit has expanded to nine handlers and dogs. Two
of those Officers have been trained as dog trainers and can
recognize and correct problems which may develop between the
dog and its handler. Three teams have been trained in scent
discrimination for narcotics and explosives. The dogs and
handlers are assigned to all four Platoons so that 24 hour
coverage is achieved on a seven day a week basis.
The following activity has been recorded by Canine Unit
personnel:
Calls for Service
Outside Agency Assists
2,747
m
Felony Arrests 83
Misdemeanor Arrests 54
Tracks 426
Apprehensions 20
Building Searches 513
Traffic Unit
Resetting the priorities of the Traffic Unit is one of the
goals of management. Increased use of motorcycle officers
armed with new radar guns, follow-up of fatal accidents,
handling the abundance of abandoned vehicles and the
staggering increase of hit and run accidents keeps the Unit
extremely busy. Two goals of the Unit are to target high
accident intersections and write accident causing violations
in an effort to stem the increase in motor vehicle accidents.
The following activity has been recorded by Traffic Unit
Officers:
Moving Violations 4,417
Non -Moving Violations 521
Driver License Violations 444
Accident Reports Taken 701
Hit and Run Reports 1,739
Accident Violations 467
Radar Violations 2,791
Special Events 255
Fatal Accidents 8
Abandoned Vehicles 1,777
Crime Suppression
The Suppression Unit has undergone a major change during the
past nine months. The Unit has been reduced from ten
Officers and two Sergeants to five Officers and one Sergeant
in the Uniform Suppression Unit and one Sergeant and four
- 7 -
Officers in the Plainclothes Suppression Unit which is
assigned to the Criminal Intelligence Unit. The end result
of this arrangement is a better utilization of the available
manpower to accomplish the goals of the Suppression Unit to
enhance the quality of'life in the neighborhoods, combat
crime by targeting high crime areas and to impact the drug
problem. The Suppression Unit has the flexibility to change
hours to attack specific locations or problems.
The following activity has been recorded by the Uniform
Suppression Unit Officers:
Calls for Service 590
Self -Initiated Calls 3,830
Special Assignments 681
Investigative Reports 266
Felony Arrests 201
Misdemeanor Arrests 484
Adult Contact Cards 1,034
Youth Contact Cards 141
Traffic Tickets Written 818
Park Police Unit
The Park Police Unit has been reduced from eight Officers and
one Sergeant to six Officers and one Sergeant. Two of these
Officers are assigned on horses and patrol Riverfront Park,
Downtown and other areas. Contract security services through
a private company provides a security officer to patrol
Hunter Pool, Moores Park Pool, Potter Park and the Riverwalk
throughout the summer months. This allows extra time for
sworn Parks Officers to handle service needs at City owned
golf courses, other City parks and City cemeteries.
The following activity has been recorded by Park Police
personnel:
Calls for Service
Property Checks
2,814
35,995
��
Felony Arrests 19
Misdemeanor Arrests 315
Moving Violations 118
Non -Moving Violations 186
Parking Tickets 191
Detention Unit
The Detention Unit is staffed by one Lieutenant
(Administrator), five Sergeants and fifteen Detention
Officers. The Unit is in the midst of an extensive
remodeling project which should be completed in the next two
months. Record levels of LEIN traffic and inmates received
have kept the Detention Unit extremely busy over the past
nine months.
The following activity has been recorded by the Detention
personnel:
Prisoners Booked 8,760
Prisoners Arraigned 3,344
Prisoners Transferred to Ingham County Jail 2,824
Warrants/Complaints obtained by Court Officer 5,359
LEIN Queries 71,647
LEIN Administrative Messages 7,509
LEIN Output Messages 23,917
Warrant Hits 3,246
Meals Served 14,906
START
START continued to be used for entries into drug houses
(Metro and REACH raids) and other high risk situations in
which the Teams' special skills are needed. The Team has
- 9 -
been activated more this year than in all of 1987, which was
a record year for the Team. A START Lieutenant attended a 70
hour training program at the Washtenaw County Sheriff's
Department which was put on by Atlas Corporation whose
instructors are Israeli Military officers., Two START
Sergeants attended a 44 hour training program in Savanna,
Georgia. Both schools'will enhance the commands ability to
handle different crises which may occur.
The following activity has been recorded by START personnel:
Drug Raids 127
Hostage Incidents 0
Barricade Incidents 1
Other 3
Dive Team
The Dive Team has undergone an extensive equipment check and
new items have been purchased so the equipment meets MIOSHA
standards. All Dive Team members have attended a training
program sponsored by Dive Rescue International which is the
National expert in this field.
The following activity has been recorded by the Dive Team
personnel:
Training Dives 5
Body Recovery Dives 2
Vehicle Recoveries 2
Evidence Dives 4
New Mobile Command Post
The Mobile Police Headquarters has been in service over the
summer months and was assigned to different neighborhoods.
Several Officers attended a one week driving school at CATA.
The bus was utilized on a START incident and the Dive Team
has also used it while on training days.
- 10 -
Field Training Officer Program
The Field Training Officers Program has now reached its
second birthday. This program was developed by the
Department to train a recruit Officer using the latest in
instructional methods kdith the goal of developing a better
trained Police Officer for the future. The program consists
of one Lieutenant (Coordinator), five Sergeants and sixteen
Officers who received special training at Lansing Community
College during a two week school. To date, fifteen Officers
have participated in the four month training program.
INVESTIGATIONS DIVISION
The Investigations Division is responsible for the follow-up
investigation of criminal matters that are brought to the
attention of the Lansing Police Department through formal
complaint procedures. '
The goals of the Investigations Division are to identify,
arrest, prosecute and convict persons involved in criminal
activity. The Division feels that it can accomplish those
goals by:
1. Efficient and Effective Case Management
2. Quality Follow-up Investigation
3. Increased efforts
productivity, i.e.
closures, warrant
4. Quality Control
I. Operational Changes
towards improving our
case assignments, case
arrests, etc.
A. Automated Monthly Reports
A new automated monthly report system was implemented
in June of this year. This system was developed with
the DataFlex data base management software by the Re-
search Crime Analyst with input from Investigations
Division Command. All information that was collected
manually is now entered into Data Flex on a daily
basis by Squad Sergeants. This information can be
retrieved instantly through a simple program format.
Each Squad Sergeant spent an average of approximately
eight hours at the end of each month preparing their
monthly reports. It now takes approximately fifteen
minutes for each report to be generated.
Besides general statistical information, we can now
retrieve the following:
1. Solvability Report on Assigned Cases
2. Time Spent on Investigations
- 12 -
3. Personnel Audit on Cases Assigned
4. Dispositions of cases assigned to individual
Investigators.
The new automated monthly report system is an
excellent management tool.
B. Public Affairs Officer
On Feb. 15, 1988 the Investigations Division was
given the responsibility of filling the Public
Affairs Officer position.
The 2nd Lieutenant of the Investigations Division is
doing an excellent job of providing information
regarding serious crimes, incidents, and other
newsworthy events to the news media.
C. Major Case Tip Management System
In March of 1988 a Major Case Tip Management System
went into effect. This is a computer program which
is designed to systematically manage the collection,
analysis, and dissemination of tips on a major case.
The system is implemented when a crime occurs that
generates or has the potential to*generate a large
number of tips.
To date we have used the system on two homicide
investigations.
D. Drop Off Warrant Request
In an effort to save valuable investigative time, the
Drop Off Warrant Request Program was developed.
Starting March 4, 1988, it was no longer necessary
for Investigators to meet with Prosecutors regarding
issuance of warrants if the offense was for a five
year felony or less. A form was developed which
required specific information regarding the case.
The form, combined with all reports, can be taken to
the Prosecutor's Office by the Investigator assigned
or the Court Officer. Once the warrant is issued, it
is returned to the Investigations Division by the
Court Officer. Numerous hours have been saved since
the implementation of this program.
- 13 -
E. Homicide Task Force
In April of this year the Michigan State Police
formed a "Homicide Task Force" to work on several
unsolved homicides that have occurred in the Tri-
County area. Two Lansing Police Department
Detectives have been assigned to the Task Force since
its inception. Hopefully their combined efforts will
bring good results.
F. Auto Theft Grant
The "Swipe Grant" which stands for Stolen Wheels
Invite Police Enforcement, funded by the Auto Theft
Prevention Authority, was extended until December 31,
1988. To date the goals of the grant have been met.
A continuation of the Grant has been applied for from
January 1, 1989, to December 31, 1989. Notification
from the Auto Theft Prevention Authority reference
the funding of this Grant is expected soon.
II. Ectuipment
The Division also acquired two new LEMS terminals.
Each squad now has its own terminal which should save
valuable investigative time.
III. 1988 Statistics - January 1, 1988/September 30, 1988
The following tables illustrate that the Investigations
Division has been very active in 1988. Projected figures
indicate that 1988 will be a record year for the number
of cases assigned. The percentage of cases versus case
intake will also be at a record level.
If the current trend continues we should see an
approximate 4% decrease in total case intake. The
projected figures also show a slight decrease in total
cases closed and percent of assigned cases closed.
A contributing factor for this decrease is that the
Division is operating with less manpower this year.
Since April of 1988, one Investigator has been
assigned to the Homicide Task Force which is being
coordinated by the Michigan State Police. This
assignment is indefinite.
- 14 -
TABLE I
TOTAL
NUMBER OF
TOTAL
CASE
CASES
ASSIGNMENT
CASES
YEAR
INTAKE
ASSIGNED
RATE
CLOSED
1979
13,527
5,108
37%
3,573
1980
15,727
5,673
36%
4,464
1981
15,803
5,777
37%
4,464
1982
16,441
4,285
26%
3,200
1983
15,513
4,323
27%
3,320
1984
15,173
4,822
32%
4,172
1985
15,921
5,319
33%
4,607
1986
18,641
6,687
36%
5,558
1987
17,490
7,138
41%
6,137
1988
16,795
7,165
43%
5,800
(projected)
% OF
ASSIGNED
CASES CLOSED
69 %
78 %
77%
74%
76%
86%
86%
83%
85 %
81%
The table below includes a summary on Part I Crimes from
January 1, 1988, thru September 30, 1988. In September of
1987, the overall clearance rate for Part I Crimes was 23%.
In September 1988, the rate stands at 21%. Clearances are
slightly down, but are at an acceptable level.
TABLE II
PART I CRIMES '
NUMBER
CLEARED
Murder/Manslaughter
9
78%
Rape/CSC-1&3
94
67%
Robbery
251
26%
Felonious Assault
769
65%
Burglary/Forced Entry
1,652
14%
Larceny
4,443
14%
UDAA
511
27%
Arson
81
33%
TOTAL PART I
7,823
21%
Overall the tables reflect comparable figures to 1987. This
is very commendable given the fact that there were fewer
Detectives to assign cases to from April thru September of
1988 than the same period in 1987.
The Investigations Division will make a concentrated effort
to achieve its goals. Operational changes set forth in 1988
should help in this endeavor.
- 15 -
ADMINISTRATIVE SUPPORT DIVISION
Personnel and Training Bureau
The Board of Police Commissioners has always held that the
selection and recruitment of personnel for the Police
Department shall be of the finest quality available. To
insure that these needs are met, all candidates that are
considered for employment must complete a very rigid
selection process. Not only must the candidate meet the
requirements set down by the State of Michigan through the
Michigan Law Enforcement Officers Training Council, but they
must successfully complete a psychological screening, which
indicates that the candidates possess the personality traits
that have been deemed desirous in a good Police Officer. In
addition, the candidates must undergo the very close scrutiny
of a personal interview, background investigation and a
physical examination.
Minority recruitment continues to be a problem; however, in
an attempt to locate minority applicants members of the
Personnel and Training Bureau have made on -site visits to
college and universities throughout the state. In addition,
they have attended career fairs, both on the college and high
school level, and have visited police academies throughout
the state.
From January 1, 1988, to September 30, 1988, the Police
Department hired 10 Police Officers, which includes 2
minority Officers. There have been 34 pre -employment
interviews of which three applicants were minorities and
7 were females.
Currently, the Police Department has 28 minority Officers.
Civilian hiring is also an important task performed by the
Personnel and Training Bureau. During the period January 1,
1988, thru September 30, 1988, the Police Department hired
two civilians (two white females). Currently, the Police
Department has 13 minority civilians.
During the first nine months of 1988, the Personnel and
Training Bureau has arranged the following training schools/
programs: 13 Roll Call training sessions, 60 sessions of
firearms training, 431 in-service schools/programs, 27
schools/programs at Lansing Community College, 13 out-of-
state schools/programs and 5 statewide programs. A Training
Coordinator Sergeant was assigned per agreement with the
Lansing Community College to spend 25% of his time as a
Coordinator for the Police Academy. One of the Internal
Affairs Sergeants is fulfilling this commitment.
- 16 -
Administrative Services Bureau
The Administrative Services Bureau is responsible for the
following functions:
1. Budget Preparation/Changes
2. Payroll Preparation
3. Timekeeping
4. Accounts Payable*
5. Procedure Preparation/Coordination
6. Planning
7. Staff Inspections
8. Grant Coordination**
During the period January 1, 1988, thru September 30,
1988, the following accomplishments were made in Bureau
functions:
1. Budget
The FY90.budget process has been started
with all Department Divisions/Units.
Changes made in the FY88/89 budgets 46
through the Finance Department/City
Council.
Special budget reports/memos prepared. 12
2. Payroll
Bi-weekly payrolls prepared for 345 full 20
time employees (average payroll
$430,000).
Weekly payrolls prepared for 37 25
part-time employees (average payroll
$3, 000) .
*Payroll clerk was assigned to Personnel and Training Bureau
in August 1988; however, function is supervised by the
Administrative Services Bureau.
**New function as of September 1988.
- 17 -
3.
Timekeeping
Timekeeping for 345 employees.
4.
Accounts Payable
Requisitions/Invoices Processed
1,275
5.
Procedures
Committee Meetings Conducted
9
Procedures Developed and Distributed
4
6.
Planning
Planning Documents Prepared
3
Planning Meetings Attended
14
7.
Grant Coordination
Budgets Developed
3
OPERATIONS SUPPORT DIVISION
At this time approximately 100% of all files are stored in a
fire resistant facility.
Records Unit
The following activities have been recorded during the first
nine months of 1988:
Jan. -Sept.
1988
Criminal Records
Offense Reports 16,293
Revenue
Money Received (all sources)
13,656
Traffic Records
Accident Reports Processed
5,960
Traffic Citations Processed
30,017
Quartermaster Section
Property Received
4,374
Property Disposed
3,861
Warrants Processed
10,455
Identification Section
Criminals Fingerprints Processed
3,145
Civilians Fingerprinted
1,811
Handgun Registrations
733
Permits to Purchase Issued
902
Permits to Purchase Denied
16
Applicants for Carry Concealed Weapon License
145
Applicants for Public Driver
246
Latent Prints Obtained
1,405
Identifications from Latent Prints
23
Subpoena Officers' Activities
Subpoenas Processed
12,401
Officers Served
10,108
Civilians Served
2,293
Crime Scene Investigators
Complaints Processed
514
Part I Complaints
361
Investigation and Court Time
1,256
Prints Lifted
1,318
Persons Identified by CSI Prints
12
Photographs Taken
4,007
Warrants/Summonses Served
329
Quartermaster Unit
The following activity has been recorded during the first
nine months of 1988:
1. The Quartermaster Unit has received 4,374 articles of
evidence and found property and has disposed of 3,867
articles.
2. There were 237 bicycles prepared for the City auction.
3. A total of 127 illegal guns were transferred to the State
Police for destruction.
4. Another 143 articles were shipped to the City warehouse
for auction. This would include such items as tele-
visions, radios, cameras, tape players, etc.
- 20 -
Community Services Unit
The Community Services Unit provided the following programs
and services during the first nine months.
Jan. -Sept.
1988
Speaking Engagements
107
Attendance
10,505
Security Surveys
Residential
61
Business
28
Alarm Contacts.
114
Investigations
20
Business Cards
2,561
Crime Risks
14
Armed Robbery Follow -Ups
23
Residence ME Follow -Ups
539
Business B&E Follow -Ups
111
Neighborhood Watch Contacts
1,584
Crime Victims Rights Verification
Claim Forms Prepared
59
Senior Citizen Program
Letters Sent Out
93
Persons Responding
37
Programs Presented
9
People Attended
250
Follow -Up Visits
53
Alarms
Patrol Response Forms Processed 2,029
- 21 -
School Activities
Elementary **653/21,047
Middle School **386/8,221
High School **64/1,707
Crossing Guard Assignments 36
Crossing Guard Checks 546
As of September 30, 1988, the Community Services Unit was
working with 138 Neighborhood Watch Groups serving 13,989
households.
**Number of programs/number of students in attendance.
Radio Maintenance Bureau
The following activity has been recorded during the first
nine months of 1988:
Jan. -Sept.
1988
Calls for Service 1,825
Installations
Police 46
Fire 5
Removals
Police 45
Fire 7
The Radio Maintenance Bureau also performs radio service for
three other law enforcement agencies under a service
contract. These agencies are the Ingham County Sheriff's
Department, Lansing Township Police Department and Lansing,
Community College.
Communication Center
The Communications Center performs three basic functions
which are call reception with a disposition on each call,
dispatch of calls and LEIN operation.
- 22 -
The following statistical data depicts the activity performed
in each area for the time period January
thru September 1988:
Call Reception Data
Total Requests for Service
229,629
Average Requests per Day
838.1
Average Requests per Hour
34.9
Dispatch Data
Emergency Dispatches
25,577
Non -Emergency Dispatches
70,258
Non -Participant Referrals
9,054
TOTAL DISPATCHES
104,889
LEIN Data
Traffic Warrant Hits
2,332
Miscellaneous Warrant Hits
1,069
Felony Warrant Hits
302
Other Warrant Hits
935
TOTAL WARRANT HITS
4,638
Stolen Vehicle and Plate Hits
150
Queries Made
75,910
Criminal Offense Reports Finalized
4,558
Criminal Offense Reports.Initiated
10,850
Automated Data Operations
The Automated Data Operations unit is responsible for the
following activities:
1. Creating new solutions, automated or not, to increase the
effectiveness of the Department. This is accomplished in
a number of ways. First, by.providing for the effective
- 23 -
management of information, police response can be better
directed toward apprehension of the perpetrators of
criminal acts. Second, through production and
dissemination of statistics from prior crimes, crime
opportunity can be reduced. Finally, by streamlining
operations of various Units throughout the Department,
limited personnel resources can be better utilized
through improved efficiency.
The following projtcts have been undertaken during the
first three quarters of 1988:
- The Fourth -Generation report writer POWERHOUSE has
been installed and released to users. Currently, this
product is used primarily by this Unit and by the Crime
Analyst, but is available to others as needs and
interests dictate.
- The automated Detention system (BARS) has been
enhanced in a number of ways, demonstrating the
flexibility of the design of this system to changes in
the methods of operating our Detention facility.
- An attempt is currently underway to utilize the
"Hypercube Queuing Model for Patrol Deployment",
developed by the Rand Corporation, to analyze our
current and projected beat plans. Results of this
study will be used to provide for more efficient patrol
patterns and deployment of.patrol resources.
- Enhancements have been made, and more contemplated,
in the Stolen and Pawned Property System. Completed
changes affected ease of use and entry of notices of
sale to secondhand stores. Future plans are,for
increased intelligence in the matching of stolen versus
pawned property, and for interfaces with the State's
LEIN System and property systems existing on the
computers of various local Police Departments
throughout the State.
- A system has been developed and installed for
managing the huge number of business cards managed by
the Department. This new on-line system provides for
listing of contact personnel for each, pertinent
location -specific information, storage of hazardous
materials, and incidental comments.
- Preliminary investigations have been made into the
purchase of a new Computer Aided Dispatch computer
system. The old system is ten years old and in those
years many improvements have been made in the
technology involved. The old computer has been
breaking down several times each week and is becoming
unreliable.
- 24 -
2. Managing and overseeing the procurement, maintenance and
continued operation of computer hardware and peripherals.
3. Assuring the continued integrity of software and data
maintained on the computer systems.
4. Providing for the integrity of the Unit itself, to ensure
its ability to respond to the needs of.the Department.
5. Producing ad hoc reports as requested by others
throughout the Department.
6. Assisting users of the computer systems in the
performance of their duties.
- 25 -
CRIMINAL INTELLIGENCE OPERATIONS
Criminal Intelligence Unit
The Department's Criminal Intelligence Unit is responsible
for a wide variety of specialized services. The major goal
for the Unit in 1988 has been to assist in the quality of
neighborhood life for Lansing residences. One of the major
problems facing our neighborhoods is the sale of controlled
substances. On Monday, February 22, 1988, the Department
initiated a new program aimed at the increasing problem of
"crack" cocaine. The Criminal Intelligence Unit, S.T.A.R.T.,
Crime Suppression and Uniform Division pooled resources and
initiated project R.E.A.C.H. (Regional Enforcement Against
Crack Houses). Intelligence information indicates that the
majority of obvious dope houses are only holding small
amounts of cocaine. The Tri-County Metro Squad was over-
burdened with street dealers and was unable to concentrate on
distributors. The plan entails Metro Officers concentrating
on major level dealers, while the R.E.A.C.H. Team deals with
street level dealers. A unique phase of the plan calls for
follow-up by Criminal Intelligence Unit Officers after a raid
has been conducted. The follow-up involves; reporting
building code violations to the Building Department,
notification of the home owner that he/she is allowing
illegal activities on his/her property and in some cases
notification of neglected children to Protective Services. A
newly adapted statute in April 1988, allows a civil action
against property owners who allow their property to be a
neighborhood nuisance. Conviction would allow the State the
right to seize the property for up to one year.
The R.E.A.C.H. Program has attained the following statistics
from February 22, 1988, through October 1, 1988:
78 - Raids Conducted
264 - Persons Arrested
30 - Guns Seized
$23,557.00 - Seized For Forfeiture
Narcotics
The Criminal Intelligence Unit is responsible for following
up on narcotic cases initiated by the Uniform Division.
Investigators have been assigned 356 cases, 171 cases
resulted in warrants, 10 juveniles have been referred to
Probate Court, 66 cases are pending completion, the remaining
cases were closed out through various procedures.
- 26 -
vice
Prostitution continues to be a major nuisance for
neighborhoods and private business. Officers have arrested
70 persons who were soliciting for prostitution.
Licensed Liquor
During 1988, the following liquor related activity was
handled. There were 4 licenses, 27 licenses transferred, 15
violation reports forwarded to the Liquor Control Commission,
13 Liquor Control Commission violation investigations
completed, 109 annual bar inspections (Class C), 85 rechecks
(Class C), 16 SDD-SDM annual license inspections, 2
dance/entertainment permits, 4 add space to license requests,
3 one -day outdoor service permits, 3 outdoor service
(permanent), 1 license confiscated, 1 add bar permit, 1 new
wholesale warehouse, 110 24-hour special licenses, 1
background check for Liquor Control Commission and 11
warrants for sale to minors.
Fugitive and New Way In
The State's Department of Corrections Halfway House (New Way
In) continues to be monitored. The Criminal Intelligence
Unit has obtained 23 warrants for persons who have escaped.
Fourteen fugitive warrants were obtained for felons wanted by
other States who were arrested in Lansing.
Asset Seizure Unit
On January 1, 1988, the Department was awarded a Federal
Grant for $201,000.00. These monies were designated toward
the initiation of an Asset Seizure Unit. Two Detectives, an
Assistant Prosecuting Attorney and a Secretary were given the
assignment of follow-up investigation and prosecution against
assets amassed by drug dealers. The Unit has deposited
$163,407.29 into the Forfeiture accounts. The Forfeiture
fund is the primary source of revenue for operating expenses.
This unique Unit is making drug dealers pay for a portion of
the public's expense in apprehension.
Tri-County Metro Narcotics Sctuad
The Metro Squad is a nine agency/sixteen member cooperative
force concept with the Criminal Intelligence Unit Commander
administering its operation. Three State Police Supervisors
coordinate activities within the Unit. The Unit is re-
sponsible for controlled substance investigations in the
Ingham, Eaton, Clinton (Tri-County) area.
- 27 -
Five City Officers are assigned full time to the Squad. Two
additional Detectives are assigned to an Asset Seizure Unit
established by a Federal Anti -Drug Abuse Grant to enhance the
Squad's ability to seize and forfeit the proceeds of illegal
drug trafficking. Since the Asset Seizure Unit's inception
in January of 1988, ca$h value of money and property seized
is $433,000.00. Of this figure, $233,000.00 is still pending
adjudication. Litigation of these seizures is handled by an
Ingham County Prosecutor assigned full time to the Asset
Seizure Unit and also funded under the Federal Grant.
Street value of drugs seized by the Metro Squad for the first
nine months of 1988, totaled $18,789,908.00. This figure
represents a dramatic increase over 1987. The increase
reflects efforts to target higher level traffickers, as well
as, some extraordinary investigations in terms of size of
seizure. Noteworthy among these were a fourteen kilogram
cocaine seizure at Capitol City Airport in March and a
sixteen thousand plant marijuana harvest which occurred in
August and encompassed a sixteen county area.
A total of two hundred ninety-five persons were arrested by
the Squad as of September 30, 1988. Cocaine related arrests
have increased 100% over 1987, and currently account for
almost half of all felons arrested. Marijuana arrests were
up slightly while arrests involving most other drugs were
down.
Crime Analysis Unit
During the first nine months of 1988, the Crime Analysis Unit
distributed 46 I -Bulletins. These bulletins contain
information concerning individuals who are purportedly
committing serious crimes such as burglaries, carrying
concealed weapons, narcotics trafficking, robberies and
sex -related crimes. The main objective is to educate and
focus patrol officers on these individuals. Ten individuals
who were included in these bulletins were eventually arrested
by this Department.
Analyses of crime "hot spots" were also conducted.
Thirty-two Target Area Crime Reports were conducted in 1988.
These analyses inform the Department of areas that are
experiencing an increase in criminal activity. The Uniform
Division Crime Suppression Unit uses these bulletins to
deploy their officers in various areas.
INK: =
The Crime Analysis Unit also performs research functions and
ad hoc computer training throughout the Department. Research
projects have consisted of analysis of calls for service for
the Uniform Division, a major case tip system, development of
the Lansing Police Department Annual Report, and other minor
research projects.
The Crime Analysis Unit is also a major source of knowledge
related to the Department's computerized files. Departmental
members frequently request assistance in obtaining
information from the computer system and training in the
various uses of the computer. Requests for information
from other City Departments and other Police Departments are
also handled by this Unit. In 1988, over 90 requests for
information were performed.
- 29 -
INTERNAL AFFAIRS UNIT
During the period January 1, 1988, thru September 30, 1988,
the Internal Affairs Unit received 130 formal complaints.
These complaints were investigated and given the following
dispositions.
Sustained 73
Not Sustained 17
Exonerated 6
Unfounded 24
Other Misconduct 0
Cases Pending 11
Cases Cancelled by Complainant 0
(Some cases had multiple dispositions)
The following is a breakdown of the formal complaints from
January 1, 1988, thru September 30, 1988:
Police Initiated Complaints Against 38
Police Officers (Excluding PD-PI Accidents)
Traffic Review Board Initiated Complaints 30
Civilian Initiated Complaints Against 54
Police Officers
Civilian Initiated Complaints Against 8
Civilian Employees
Supervisory Initiated Complaints Against 20
Civilian Employees
Police Employee Complaints Against 2
Civilian Employees
Civilian Employee Complaints Against 1
Police Officers
130
- 30 -
The Internal Affairs Unit received six Civil Rights
complaints. These complaints were investigated and a
disposition of each complaint was given to the Michigan Civil
Rights Commission.
Twelve Human Relations complaints were separately but
cooperatively investigated by Internal Affairs and the Human
Relations Department.
All major complaints were investigated by the Internal
Affairs Unit. These included all Civil Rights and Human
Relations complaints, Mayoral complaints, excessive force
complaints, criminal law violations and all other complaints
that the Unit or the Chief deemed necessary to investigate.
All other complaints were investigated by supervisory
personnel and monitored by the Internal Affairs Unit.
- 31 -
LEGAL ADVISOR
In addition to the regular daily activities including
research and response to legal questions in the areas of
criminal law and procedure, labor law and administrative law
and procedures, the Legal Advisor was involved in the
following major projects:
A. Drafted 16 Training Bulletins covering a broad range of
topics including new law enforcement case law; the
"Michigan Crime Bill Package" encompassing 69 new laws
in the areas of criminal statutes, criminal procedure
statutes, drug penalty and forfeiture statutes, juvenile
justice revisions and expansion of crime victims' rights
legislation; and the revision of the Miranda custody
standard in the State of Michigan.
B. Participated in the Department's Procedure Review
Committee and drafted new operational procedures on the
handling of incapacitated.persons, emergency runs and
high-speed pursuits, and the pacing of motor vehicles for
speed violations. Substantial work has also been done on
revising the administrative procedure on supplemental
employment by Police Officers.
C. Drafted responses to six Civil Rights Complaints and
represented the City at one "Resolution Conference"
conducted at the Department of Civil Rights.
D. Assisted legal counsel in federal and state court civil
actions by coordinating reports and evidence and
providing responses to civil interrogatories.
- 32 -
Q +
March 2, 1989
PUBLIC SERVICE DEPARTMENT
Honorable Mayor Terry J. McKane
9th Floor, City Hall
Lansing, Michigan
Dear Mayor McKane:
732 City Hall
124 W. Michigan Ave.
Lansing, MI 48933
(517)483-4455
RE: BOARD OF PUBLIC SERVICE EVALUATION OF PUBLIC SERVICE DEPARTMENT
In accordance with Section.5-106.4 of the Lansing City Charter, please find
attached the 1988 Evaluation of the Public Service Department as prepared
by, and approved by the Board of Public Service at a Special Meeting on
February 22, 1989.
Respectfully submitted,
Margaret H. Pollard, Sec.
Board of Public Service
mhp
RECEIVED'
LIAR 0 2 1989
MAYOR'S OFFICE
CITY OF LANSING
"Equal Opportunity Employer"
BOARD EVALUATION
OF
PUBLIC SERVICE DEPARTMENT
Advisory Board:
Name of Agency -Supervised:
Evaluation Period:
Public Service
Public Service Department
1988
I. PUBLIC SERVICE DEPARTMENT OBJECTIVES
A. SANITARY SEWAGE SYSTEM
To provide and maintain a sanitary sewer collection and disposal
program that serves and protects the public health and welfare and
meets State and Federal regulations.
B. STORMWATER SYSTEM
To continue required construction and maintenance of a stormwater
sewer system.
C. STREET SYSTEM
To provide for the construction and maintenance of the City's street
and highway system for the efficient and safe movement of pede-strian
and vehicular traffic.
D. REFUSE COLLECTION SYSTEM
To provide for a solid waste collection system to be as near
self-supporting as possible.
II. DIVISION ACTIVITIES
A. ENGINEERING DIVISION
Responsible for -the design and construction of streets and sewers
within the City, and the provision of technical support to other
divisions of the department.
During the evaluation- period, the street and sidewalk improvement
program financed by the 1987 Transportation Bonds continued. During
1988, 29.5 miles of streets were resurfaced or reconstructed, and
460,000 square feet (17.4 miles) of sidewalks were replaced. Major
street reconstructions which were substantially completed are as
follows:
Board Evaluation of Public Service Dept.
1988
Page 2
Aurelius Road - Jolly Road to I-96
Miller Road - Pennsylvania Ave. to Aurelius Rd..
Baker Street - S. Washington Ave. to Cedar St.
Pennsylvania Ave. - Shiawassee St. to Eureka St.
Total amount of bond funds in the amount of $9,303,000 were contracted
out during 1988. To date, 61.9% of the bonds funds have been expended
or encumbered for.street and sidewalk improvements.
The Engineering Division coordinated and provided the necessary
information for passage of a 15 million dollar Environmental Clean-up
Bond Proposal by the citizens of Lansing. Technical assistance was
also provided to the City of Lansing's legal consultants, resulting in
a 3.25 million dollar settlement in favor of the City of Lansing
against the previous owners of the Diamond Reo property.
The Board of Public Service has major concerns as it relates to the
adequacy of the 1987 Transportation Bond Funds being able to fund all
the projects as originally submitted in 1987. Actual costs are higher
than originally estimated for the bond issue. Several streets (Baker
and Cavanaugh) have been improved or programmed utilizing the 1987
Transportation Bond funds which were not included in the original list
of planned street improvements. Based on construction cost estimates,
to date, an additional 4 million dollars will be required to complete
all of the major street reconstruction projects as proposed within the
bond issue.
The City has not developed a program or identified a source of funds
to provide -for street resurfacing and curb and gutter repair programs
upon completion of 1987 Transportation Bond program. Current cost
estimates indicate that $3,000,000 will be needed each year for these
needs. 'We recommend that these needed funds be programmed into the
City's annual budget.
B. WASTEWATER DIVISION
Responsible for the operation, maintenance, and planning activities of
the combined sewer overflow control facilities, storm and sanitary
pump stations, wastewater treatment plant, and the administration of
the division.
During 1988, the sewage collection system transported 8.4 billion
gallons of sewage to the Wastewater Treatment Plant. The full volume
received primary treatment with disinfection and 8.2 billion gallons
Board Evaluation of Public Service Dept.
1988
Page 3
of the total also received secondary and tertiary treatment. The
annual total flow increased by 300 million gallons over 1987 for a
daily average flow of 23.0 million gallons. The liquid treatment
process generated 48.6 million gallons of sludge which was stabilized
and processed to 8,402 tons of sludge cake for disposal 'by
incineration or landfill. The plant continued to operate at high
efficiency with the following pollutant removal percentages: 97.6%
biochemical oxygen demand; 98.5% suspended solids; 89.2%.phosphorous;
and 98.1% ammonia nitrogen during its restricted season. Significant r
progress was made toward achieving 100% compliance with the effluent
limitations of the NPDES Permit. There were only four noncompliances
during the year of a total possible 2,128 for a compliance rate of
99.8%. The return of two operating Zimpro systems in late 1987
resolved the problem that resulted in 60 violations for that year.
No action was taken by the Department of Natural Resources (DNR)_
during the year on the contested items of the NPDES Permit issued in
October, 1987. The hearing to address the issues of contention,
including combined sewer overflows (CSO), has not been scheduled. The
DNR did review the Phase II portion of the 201 Facilities submitted in
April, 1980 that addressed the CSO facilities and recommended a plan
to eliminate or store and treat these flows prior to discharge to -the
Grand and Red Cedar Rivers. We have received some comments relative
to the DNR review, but must clarify the CSO language in the NPDES
Permit before proceeding.
The Industrial Pretreatment Program (IPP) continued its efforts to
monitor and control the discharge of toxic and hazardous materials
into the sewage system. In April and May of this year, a contractor
for the U.S. Environmental Protection Agency (EPA), Science
Applications International 'Corporation, inspected two electroplaters
in our system as a training exercise in -inspection practices for the
DNR District staff and Wastewater Division staff. The inspections
resulted in a few recommendations to improve the IPP. The primary
recommendation was to increase enforcement actions to assure
compliance with the IPP.
Work on Phase I of the 201 Facilities Plan proceeded in 1988 with
seven of the construction contracts being closed out. Other major
accomplishments included acceptance of the new Administration Building
in May, 1988, and the acceptance and startup of the new south plant in
June, 1988. The expanded plant was placed on line with limited
problems and performed well. The plant computer system was not,
however, completed in 1988. Major system and equipment completion and
acceptance also occurred on the north plant under contract 84-5-1
Board Evaluation of Public Service Dept.
1988
Page, 4
including: waste activated sludge thickening centrifuges, recycle -
flow pump station, chlorination/dechlorination facilities, aeration
tanks 3 and 4 and final tanks 7 - 10, primary tanks 1 - 8, grit
building #2.and scum building #4. Although considerable work remains
to be done at the Wastewater Treatment Plant, major systems 'and
equipment were accepted and placed on line in this year.
Phase I as of 12-31-88 was 95% complete. Total project cost is
$97,628,872 to date. During 1988, $9,050,500 was expended for Phase I
improvements.
Activities of Wastewater Division employees resulted in the naming of
Joseph Sessions as the Collection System Operator of the Year by 'the
Michigan Water Pollution Control Association, and Charles Leland to
the Select Society of Sanitary Sludge Shovelers, and Robert Bell to
the Quarter Century Operator's Club of the Water Pollution Control
Federation. Jimmy Spangler coauthored a paper on optimizing the
Combined Sewer Overflow system which was presented at the National
Conference of the Water Pollution Control Federation in Dallas, Texas.
The most significant changes in the Wastewater Division have occurred
in 1988 with the major startups of new facilities, addition of new
personnel, and the coordination of activities with the contractor in
the existing north plant.
Financially, the Wastewater System is continuing to operate in a
deficit condition. Total cost exceeded revenues by $921,900 during
fiscal year 1988. Based on the projected budget for fiscal year 1989,
cost will exceed revenues in excess of 2 million dollars. In fiscal
year 1989-90, a 10% increase in user fees and a curtailment of
proposed work programs will be required to avoid a deficit cash
balance in the WWTP Fund. Capitol Improvements Projects will have to
be delayed, repairs to sludge mixer (one of four mixing tanks) will
have to be deferred, and incinerator operations will have to be
suspended during fiscal year 1989-90. The Board of Public Service
does not recommend the General Fund contributed capital be reimbursed
from the Wastewater System funds during fiscal 1989 and 1990 until the
fund is in a more solvent condition.
C. OPERATIONS AND MAINTENANCE DIVISION
The Operations and Maintenance Division provides street maintenance,
sewer maintenance, vehicle maintenance, and solid waste collection
services. It consists of 143 employees (129 full time and 14
seasonal). There were 11 administrative and security employees. The
Board Evaluation of Public Service Dept.
1988
Page 5
street and sewer maintenance sections have 86 full time and 10
seasonal employees who are responsible for repairing, cleaning, and
maintaining the safe condition of the city's streets, alleys,
sidewalks, curbs, sewers, bridges, and pedestrian overpasses. Sixteen
full time and 2 seasonal employees provide weekly refuse, bulk item,
and seasonal leaf collection. Maintenance of Public service equipment
and vehicles is the responsiblity of 16 full time Service Garage
employees.
The Operations and Maintenance Division responds to all citizen
complaints concerning problems in the right-of-way. Complaint
recording began on July 1, 1982. The following is a summary of the
complaints received during the 1986, 1987, and 1988 fiscal year.
% Change
% Change
Type of Complaint
1986
1987
86 vs 87
1988
87 vs 88
Pothole
598
337
-43.65
359
+06.53
Other Street Complaints
252
151
-40.08
160
+05.96
Unpaved Streets
91
55
-39.56
47
-14.54
Street Cleaning
36
38
+05.56
40
+05.26
Sidewalk
131
103
-21.37
92
-10.68
Other Complaints
1913
1318
-31.10
1789
+35.74
Sewer Complaints
1168
939
-19.61
1019
+08.52
4189
2941
-29.79
3506
+19.21
Pothole complaints were up slightly this year compared to the previous
year. This increase was caused by freeze thaw cycles during the past
spring season. Other street complaints can be attributed to the
increased construction activity in the city. Unpaved street
complaints were down 14.54% despite dusty conditions brought on by the
drought during the spring and summer of 1988. Other complaints such
as rough road, mailbox damage, lawn damage, and debris increased
5.96%. Street cleaning complaints increased 5.26% after two years of
significant decline. Sewer complaints were up 8.52% from 1987. This
increase follows a 19.61% decline the previous year.
These crews also remove snow and ice from the city's streets,
sidewalks, and alleys. During -the 1987-88 winter, O&M crews completed
full plowing operations twice. Performed partial plowing on six
occasions. All local streets were plowed back to the curb on three
occasions.
Board Evaluation of Public Service Dept.
1988
Page 6
The following materials were used for .street maintenance. activities
conducted over .the past evaluation periods.
Item
86-87
87-88
Liquid Chloride (gallons)
75,078
65,779
2-2B Gravel (tons)
6,972
2,485
Limestone (tons)
445
117
Cold Patch (tons)
417
809
Rejuvenated Asphalt (tons)
1,647
2,093
Recycled Asphalt (tons)
1,655
1,676
Crack filling Materials (lbs.)
86,250
32,850
#1100 Asphalt (tons)
10,227
10,554
Sheet Asphalt (tons)
1,525
1,052
Salt (tons)
5,627
8,212
Chloride Sand (tons)
803
1,615
Concrete Joint Repairs (sq.ft.)
3,535
2,183
Sidewalk Repair (sq.ft.)
1,984
10,379
O&M Crews repaired 1,018 utility
cuts totaling 36,709
sq.ft. and used
1,438 tons of asphalt. This
represents a 12.1% increase
over FY 1987
utility cut repair activity.
The O&M Division resurfaced
12.7 lane miles of local
streets and
trunkline. This effort utilized
7,170 tons of asphalt.
Increased use of rejuvenated and recycled asphalt is due
to base repair
activities.
Crack filling material is used
to deter water penetration
of the pavement
and to extend pavement life.
Last Winter's increased
precipitation
reduced the amount of material
applied to the roadway. Crack filling was
performed on 29.1 lane miles of
street in FY 1988. In FY
1987, 42.9 lane
miles of roadway was repaired with this material.
11
Board Evaluation of Public Service Dept:
1988
Page 7
Sewer Maintenance - The following sewer maintenance activities were
performed during the following fiscal years.
Activity
86-87
87-88
Sanitary Sewer Repair (lineal ft.)
- 1,194-
806
Storm Sewer Repair (lineal ft.)
810
919
Manholes Repaired
128
159
Catchbasins Repaired
428
320
Installation of Wyes & Taps
'31
30
Sanitary Sewer Cleaned (miles)
57
70
Catchbasins Cleaned
3,992
2,287
River Crossings Cleaned
11
11
T.V. Inspections (miles)
18
29
Increased sanitary sewer cleaning efforts resulted in fewer catchbasins
being cleaned as the same staff perform both activities. Increased
efforts were required in storm sewer repair resulting in less sanitary
repair.
Vehicle Maintenance - The following data is derived from the F1eetTracker
Equipment Management computer reporting system.
Activity/Item
Fleet Make -Up
Number of Powered Vehicles
Number of Non -Powered
Number of Mounted Equipment
Average Work Orders/Month
Percent Work Orders Scheduled
Total Work Orders Non -Scheduled
Total Work Orders Road Calls
Average number of Road Calls/Month
Percent Work Orders Road Calls
Total number of P.M. Work Orders
Percent Work Orders/P.M.
FY 87
FY 88
201
201
58
58
110
112
341
231
20.1
15.6
64.5
77.2
.57
43
4.6
3.6
1.3.
1.6
482
155
12.0
5.6
The City of Lansing's F1eetTracker computerized equipment management
system was purchased on a four-year lease/purchase option. This system
has replaced services previously purchased from Mainstem -Inc. Thee
installation of this new system will save the Service Garage operation
$880 per year for fiscal years 1988 through 1991. The City of Lansing
will own the F1eetTracker System at the end of four years. The Service
Board Evaluation of Public Service Dept.
1988
Page 8
Garage Fund will save approximately $7,300 per year beginning in fiscal
year 1992.
Service Garage -employees were absent from work a total of 2,544 hours due
to work related and non -work related injury. As a result, fewer work
orders were processed last fiscal year. Staff shortages did not permit
proper scheduling of Preventive Maintenance activities. This resulted in
a greater percentage of non-scheduled repairs. This is the second
consecutive year the Service Garage has operated with a reduced staff.
Refuse Collection - Approximately 60% of the residences in the City of -
Lansing currently use the orange bag system. A summary of system figures
is Listed below.
REFUSE BAG COLLECTION:
Item
Revenues
Refuse Collection Expense
No. - of Pick-ups
Orange Bags Sold
Leaf Bags Collected
Total Bags Collected
Cost/Bag Sold
Cost/Bag Collected
BULK COLLECTION:
Item
Bulk Collection Expense
Bulk Pick-ups
Items Collected
Cost/Bulk-Pick-up
Cost/Bulk Item
General Fund Subsidy
Refuse Fund Balance
FY 87 FY 88
$ 1,380,840(1) $ 1,558,894
$ 1,374,049(2) $ 1,589,915
1,108,677
1,127,033
2,510,600
2,540,600
254,244
288,373
2,452,274
2,348,200
$ .547
$
.626-
$ .560
$
.677
FY 87
FY 88
$ 367,191(3)
$
324,458
18,630
17,970
27,318
25,864
$ 19.71
$
18.06
$ 13.44
$
12.54
$ 367,191
$
385,000_
$ (43,811)
$
(14,290)
(1)Does not include sale of used equipment $9,157
�3) Does.not include depreciation expense on equipment $6,580
Includes prorated cost of fringe benefits
Board Evaluation of Public Service Dept.
1988
Page 9
The Operations and Maintenance Division instituted the bulk sticker
program effective July 1, 1988. Bulk stickers are sold in many of
the orange. refuse bag outlets. Revenue generated from the sale of
these stickers provide sufficient funds to cover landfill expenses
only. General Fund continues to subsidize the bulk collection
program for all other expenses. It is estimated approximately 7,600-
items will,be collected in FY 1989.
The bulk sticker program allowed the department to improve the refuse
violation system. Residents place stickers on legal bulk while
refuse supervisors and code compliance officers place violation
stickers on illegal items. This system provides for a more efficient _
method of identification and removal of all items from the city's
R.O.W. The result is an improvement in the overall appearance of the
city.
mhp
2/27/89
Public Service Department
TRANSPORTATION DIVISION
219 N. Grand Ave.
Lansing, Michigan 48933
(517)483-4240
February 6, 1989
Honorable Terry J. McKane
and Lansing City Council
City Hall
Lansing, Michigan
Re: Annual Traffic Board Evaluation
Dear Mayor McKane:
Enclosed please find the Annual Traffic Board Evaluation for the
period of December 1, 1987 through November 30, 1988. The
Traffic Board participated in the preparation of the report and
approved it at its December 1988 meeting.
Respectfully submitted,
LANSING TRAFFIC BOARD
l
David A. Berridge, P.E.
Secretary
enclosure
cc: Howard G. McCaffery
"Equal Opportunity Employer"
ADVISORY BOARD EVALUATION
Advisory Board: TRAFFIC BOARD Date: December 2, 1988
Evaluation Period: December 1, 1987 To: November 30, 1988
I. Goals for the Evaluation Period
Goal No.
1. To install, operate and maintain traffic control devices on the city
streets in order to provide for the safe, convenient, economical and
environmentally compatible movement of people and goods.
Objectives
1-A. To reduce the volume of through traffic in residential
neighborhoods.
1-B. To increase the safety and convenience for both motorized and
pedestrian traffic using the streets.
1-C. Begin converting the old traffic regulation schedules into the new
traffic control order format.
1-D. To continue expanded use of microcomputers in the area of record
keeping and traffic engineering analysis.
1-E. To pursue grant funds to upgrade the sign inventory and convert it
to a more responsive microcomputer based system.
1-F. To continue to provide traffic engineering support for the major
capital improvement projects funded by the 1986 Street Bond Issue.
Goal No.
2. Construct, maintain and operate parking facilities to provide
adequate, safe, attractive and reasonably priced parking in the City
of Lansing.
Objectives
2-A. Operate the Parking System in a manner that is sensitive and
responsive to the needs of downtown merchants and businesses,.
2-B. Implement a program to improve the lighting in the South Grand,
North Grand and North Capitol Garages.
2-C. Complete development of a functional center cost/revenue model for
the entire parking system which will assist in future financial
analysis.
2-D. Plan and begin construction of a parking facility to support the
Embassy Hotel Project.
1
1988 TRAFFIC BOARD EVALUATION December 2, 1988
2-E. Work with the consultant and begin a multi -year major maintenance
program in the older parking garages.
2-F. Work with the consultant to begin studying alternative sites for
expansion of the Parking System south of Michigan Avenue in the
downtown area.
2-G. Expand the North Grand Garage to its maximum capacity by adding two
additional levels.
Goal No.
3. To provide continuing traffic engineering education and information
to the Traffic Board members.
Objectives
3-A. Develop an information packet for new Traffic Board members which
includes engineering principles and practices, traffic control
warrants and information about the relationships between the
Transportation Division, Traffic Board, Mayor and City Council.
3-B. Encourage all new Traffic Board members attend the Board
Participation Seminar similar to the one held in 1987.
3-C. Create a traffic board subcommittee to assist the Mayor's Office in
improved processes for selecting new members, notification of City
Council interviews, swearing in, etc.
II. Status of Goals and Objectives
Goal No.
1. This is an ongoing responsibility of the Transportation Division and
as such is a major goal of the Division. In addition to the daily
operations and maintenance of traffic control devices, the Division
continually analyzes accident records, traffic volumes and other
engineering data to recommend improvements to the traffic circulation
system. A total of 81 proposals were acted on by the Traffic Board
to improve traffic flow, safety (both vehicular and pedestrian) and
parking on the City street system.
The Transportation Division continued to assist in City Council
deliberations about the recommendation to convert Kalamazoo Street to
two-way .operation in the downtown area. This issue has been
integrated with the proposal to open the South Washington Mall to
through traffic which is still under study. Washtenaw Street was
converted to two-way operation between Logan Street and Pine Street
to support the opening of the new State Library and Museum. The
division continues to participate in the Downtown Revitalization Task
Force on the issue of developing a new Capitol Loop utilizing
existing downtown streets. Work has begun on signing the loop
streets and transfer of the streets to MDOT jurisdiction is in
process. Phases two and three of a four -phase project to add a
center turn lane on Pennsylvania Avenue was completed. The final
phase from Eureka to I-496 will be completed next year.
2
1988 TRAFFIC BOARD EVALUATION December 2, 1988
In the pavement marking work area, a private contractor continued to
paint all yellow centerlines and white lane lines, while the city
crews painted crosswalks, arrows and onlys and miscellaneous other
areas.
In the sign maintenance work area, the sign shop completed
installation of all outstanding street name sign work orders from the
1985-86 survey. A new street name sign field inventory was started
and will be completed in December 1988. 675 damaged or missing signs
were replaced. Aged and defaced stop and yield signs were also
identified as part of the survey and subsequently replaced. Routine
replacement of signs continued as part of ongoing activities.
The traffic computer continues to operate and control the traffic
signals in the Lansing/East Lansing area. The communications switch
over from AT&T to MBT was completed. This project required an
unusually high amount of staff time. However, the benefits are a
return to reliable communications with the signalized intersections
and improved traffic flow. This switch over was a result of the AT&T
breakup and transfer of lease line maintenance responsibility to MBT.
New traffic signals were installed at the following intersections:
Pennsylvania and Keystone, Grand and Ionia, Miller and Haag and Cedar
and Northrup. Modifications were made to the signal operation at
Aurelius and Jolly and at Miller and Washington. This new traffic
signal construction effort was the largest one-year program by the
division. It reduced the new traffic signal installation backlog by
50 percent.
The Transportation Division obtained a Federal Grant in the amount of
$15,736 to purchase new solid-state traffic counting equipment. The
equipment purchased included a new paper tape reader to improve
efficiency when using the existing traffic counters. Two new solid-
state turning movement boards were acquired and used to analyze 27
different intersections. This resulted in several traffic signal
timing changes being implemented. Nine new solid-state traffic
counter / classifiers were acquired. The division is just beginning
to integrate these machines into normal operation.
Objective No.
1-A. Efforts to reduce non -local traffic in residential areas include:
installation of several residential no parking zones near major
commercial activity centers such as Ingham Medical Hospital. Stop
signs were installed along Lowcroft Street at three locations in an
effort to discourage non -local traffic. Stop signs were installed
at Bogart and Ferley which reduced non -local traffic and speeds on
Ferley. After completion of construction along Pennsylvania Avenue
left turns were permitted at Michigan Avenue. This will provide
relief to the adjacent neighborhoods.
1-B. The Transportation Division began using "No Turn on Red When
Children Present" regulations at some school crossing intersections
to improve pedestrian safety. Additional signs were installed
along the hiking / biking path to control unauthorized motorized
3
1988 TRAFFIC BOARD EVALUATION
December 2, 1988
vehicles. Push button pedestrian operation was added at the
Cavanaugh / Pennsylvania intersection. New signs were purchased
and installed in the Central Business District prohibiting
skateboarding and bicycle riding on the sidewalks
1-C. The division began converting old traffic regulation schedules into
traffic control orders. Forty (40) traffic control orders were
issued as part of this work program. This activity is a major
undertaking and will be an ongoing activity for several future
years. It is estimated that it will take up to five years to
complete.
1-D. The division continued to use the microcomputer databases for
generating work orders and scheduling field activities. A new
database was developed for tabulating historical traffic counts.
Microcomputers have been successfully integrated into a majority of
the Transportation Division activities. Therefore, this specific
objective will be deleted in the upcoming year.
1-E. The division applied for a new federal grant for acquisition of a
new computerized sign inventory system to replace the existing
system. The grant request was denied due to a change in policy by
the Office of Highway Safety Planning. The division is
investigating ways to acquire the new system without assistance
from grant funds.
1-F. The division provided support on many of the major projects
completed during the past year which were part of the 1986 Street
Bond Issue. Included are Pennsylvania Avenue, Grand River Avenue,
Aurelius Road and Miller Road. Support included design review of
the new roadways, development of traffic control plans for use
during construction and on -site inspections of construction
staging and pavement marking activities.
Goal No.
2. The Parking System has continued to provide safe attractive and
reasonably priced parking. All of the surface lots are in excellent
condition due to past efforts maintenance efforts. New major
maintenance and lighting improvement activities were started in the
garages (see 2-B and 2-E). A consultant was hired to develop plans
for improving the signage in the garages. Parking rates were held
constant throughout the entire system for the first time in many
years. [However, the conversion of on -street meters to the new rates
(approved last year) was completed on June 29, 1988.]
The supply of adequate parking in the downtown area continues to be a
major concern. The opening of two new office buildings (Grandview
Plaza and Phoenix Center) have brought the parking system to near
capacity levels. The current plans call for the construction of two
additional office buildings (Victor and Grand Tower) in the next
year. Additional information about this issue can be found in
sections 2-F and 2-G.
The on-line ticket program was expanded to include warrants and
license suspensions for the District Court. Additional staff time is
4
1988 TRAFFIC BOARD EVALUATION
December 2, 1988
being utilized to deal with the increased workload caused by
processing citations, default judgments and license suspensions for
the District Court. The final phase of implementing enhancements to
the system is currently under way. It is expected that this final
phase will take up to two years.
Oblective No.
2-A. The parking system has maintained the use of the parking token and
merchant validation programs which provide capabilities to offer
shoppers free parking. The parking system is a member of the
Downtown Merchants Association. This relationship has been
expanded during the study of the merchants' proposal to offer free
parking in the Washington Mall if it is opened. $2500 worth of
free parking tokens are to be distributed to the merchants during
the holiday season. The division continues to be a major
contributor to downtown activities such as Silver Bells, Riverfest
and Downtown Art's Festival.
2-B. Funds ($186,000) were approved in the FY 89 budget for lighting
improvements in three of the parking garages. The division is
investigating installing new types of light bulbs which will
improve lighting without changing the old fixtures in the North
Grand and North Capitol garages. This will permit expedited
installation and capital cost savings. The fixtures in the South
Grand garage will have to be replaced which will take additional
time to implement. This objective should be completed during the
next evaluation period.
2-C. The division staff has been working with the parking study
consultant to complete the development of the functional cost
center / revenue model as part of the parking study. This
objective will be completed during the next evaluation period.
2-D. This objective was not begun during the evaluation period because
the project was cancelled by the private developer of the Embassy
Hotel Project. The objective will be deleted.
2-E. A four-year restoration design contract was signed with Tracy
Materials Consultant. A restoration construction contract was
awarded for repairs in the South Capitol Garage. Work is planned
for North Capitol in 1989, South Grand in 1990 and North Grand in
1991. Repair work is 20% complete in South Capitol and will be
completed next summer by Borner Restoration, Inc. Construction
work will inconvenience downtown parkers for the next few years,
but is necessary for the long term benefit of the parking system.
2-F. Barton Aschman Associates, Inc. has been retained as the consultant
to study long term parking needs in the downtown area. The study
has three components; (1) evaluation of current and future parking
supply and demand, (2) evaluation of alternative sites for
expansion of the parking system and (3) evaluation of the financial
condition of the system to determine its ability to construct
additional off-street parking. The study was begun in April 1988
and will be completed in December 1988.
6-1
1988 TRAFFIC BOARD EVALUATION
December 2, 1988
2-G. The North Grand Expansion II began July 27, 1988. It is
approximately 70% complete. One-half of the facility will be
opened this winter and the remainder in the spring. Walker
Parking Consultants is the design consultant and Vector
Construction is the general contractor. The new facility will
provide 320 new spaces to service some of the needs of the new
office buildings opening downtown.
Goal No.
3. The board members continue to receive the following publications: the
ITE JOURNAL, the PARKING PROFESSIONAL and the National Safety Council
TRAFFIC SAFETY. This allows the board members to keep abreast of
changes in traffic engineering and parking matters. Copies of the
Michigan Manual of Uniform Traffic Control Devices were issued to
each board member. This manual provides information to the members
about the various traffic engineering processes and devices used
throughout the city.
Objective No.
3-A. This objective was not met during the current evaluation period.
3-B. One new board member was added during the current evaluation
period. When the next Board Member Training Program is offered,
the new board member will be invited to participate.
3-C. This objective was not met during the current evaluation period.
III. Goals for 1989
Goal No.
1. To install, operate and maintain traffic control devices on the city
streets in order to provide for the safe, convenient, economical and
environmentally compatible movement of people and goods.
Objectives
1-A. To reduce the volume of through traffic in residential
neighborhoods.
1-B. To increase the safety and convenience for both motorized and
pedestrian traffic using the streets.
1-C. Continue converting the old traffic regulation schedules into the
new traffic control order format.
1-D. Continue to provide engineering support to the activities
associated with the Capitol Loop project.
1-E. To pursue funding for upgrading the sign inventory and convert it
to a more responsive microcomputer based system.
1-F. To continue to provide traffic engineering support for the major
capital improvement projects funded by the 1986 Street Bond Issue.
1.1
1988 TRAFFIC BOARD EVALUATION
Goal No.
December 2, 1988
2. Construct, maintain and operate parking facilities to provide
adequate, safe, attractive and reasonably priced parking in the City
of Lansing.
Objectives
2-A. Operate the Parking System in a manner that is sensitive and
responsive to the needs of the citizens of Lansing, merchants,
businesses, and the general public.
2-B. Continue and complete the program to improve the lighting in the
South Grand, North Grand and North Capitol Garages.
2-C. Complete the two -level expansion of the North Grand Garage to
support additional downtown development.
2-D. Plan and begin construction of a new parking facility to support
further downtown development based on recommendations in the
parking study.
2-E. Continue the multi -year major maintenance program in the older
parking garages.
2-F. Continue to provide for the special parking needs associated with
events at the Lansing Center, Civic Arena, Radisson Hotel, and
other major downtown activities such as Riverfest and Silver Bells.
Goal No.
3. To provide continuing traffic engineering education and information
to the Traffic Board members.
Objectives
3-A. Develop an information packet for new Traffic Board members which
includes engineering principals and practices, traffic control
warrants and information about the relationships between the
Transportation Division, Traffic Board, Mayor and City Council.
3-B. Encourage all new Traffic Board members attend the Board
Participation Seminars.
eval.88
7
3-13-89
Mayor's 1�.etter re:
Annual reports and
evaluations for City Boards
I
IAN'SING
BOARD
OF
WATER
AND
LIGHT
ANNUAL REPORT
1988
r
A PUBLIC POWER
COMMUNITY
SHARE THE SUCCESS
1
EMPLOYEE INVOLVEMENT:
'A STAKE IN OUR UTILITY'S SUCCESS
2
COMMUNITY PARTICIPATION:
A STAKE IN OUR COMMUNITY
5
ADDRESSING THE ISSUES:
A STAKE IN OUR FUTURE
6
MEASURES OF SUCCESS
7
COMMISSIONERS AND EXECUTIVE STAFF
8
FINANCIAL REPORT
9'
SHARING THE SUCCESS
the Board of Water and Light serves Lansing, Michigan, and
surrounding areas with electricity, water and steam. Founded in 1885 as the Water Board, the BWL entered the electric business
in 1892 and has provided steam to industry, state government and downtown businesses since early in the century.
The BWL is a public power utility, owned by the citizens of Lansing. Policy is set by an eight -person board of commissioners,
whose members are appointed by the mayor and confirmed by city council. Policy is carried out by a staff of 956 employees. 1988
marked the year that the BWL brought all employees of the utility into its strategic planning process.
Through a unique gain sharing program called Share the Success, BWL employees were challenged to work
toward common, tangible goals with a promise of financial reward when those goals were met or exceeded.
Program specifics and first year results are detailed inside this year's annual report.
EMPLOYEE INVOLVEMENT:
A STAKE IN OUR
UTILITY'S SUCCESS
•
�n 1988 BWL
employees inherited a tangible stake in the success
of their utility. Through implementation of a gain
sharing program, a portion of employees' pay is
flexible, and moves up or down with the success of
the utility. We call the program, Share the Success.
Employees focus on twenty-five goals, taken from
the utility's strategic business plan. These goals, or
performance standards, include four general areas:
COST OF SERVICE
QUALITY AND RELIABILITY OF SERVICE
PROMOTION OF A POSITIVE IMAGE
EMPLOYEE PRODUCTIVITY
Seven of the 25 performance standards are
direct financial measurements. The rest target
quality, service and other less tangible but equally
important issues. Bonuses range from zero to five
percent of base pay, based on the utility's final
score at the end of the fiscal year.
Although the Share the Success program
was devised by BWL management, it is a program
that depends upon consensus, not management
directive. All 956 employees participate, including
some 540 union members represented by the
International Brotherhood of Electrical Workers (IBEW).
An Employee Measures Committee reviews
proposed performance standards, rejecting some
and adding others. The committee is equally divided
between bargaining and non -bargaining
employees chosen to serve by their fellow workers.
Monthly program results are reviewed with the
committee and communicated to all employees.
Departments are encouraged to discuss with their
employees specific ways they can affect
individual performance standards.
2
each of the 25
performance standards includes a base, a goal
and a set of four scoring ranges.
The base represents a level of
performance that has been achieved in the past
or is an industry average. The goal, in most cases,
represents an improvement in the base.
A scoring system totaling 500 points
weights each performance standard according
to its relative importance. If the utility reaches
its goals in all areas, a total of 375 points results.
That translates to a 3.75 percent bonus at the end
of the fiscal year. The payment slides up or down
proportionately, to a minimum of zero and
a maximum of five percent.
A second employee committee
recommends benefits that employees can buy
with their bonus. In 1988 employees could choose
cash, more vacation time, vision or long-term
disability insurance or deferred compensation.
They could also choose to establish
a pre-tax flexible spending account to be
used for child care, health care expenses
or group insurance premiums.
Our internal program for improving
our performance has been extremely successful
and is detailed in the General Manager's report
on page 7. The ultimate goal of our program is
to serve our customer -owners better, so that
they may share the rewards of better
service and a tighter rein on utility rates.
3
v
CL
f
i
9
lei
12
COMMUNITY PARTICIPATION:
A STAKE IN OUR COMMUNITY
or the BWL,
priorities are different from
those of a private, investor -
owned utility. Because our
customers are also our owners,
we have a special incentive
to hold down rates, making only
enough net income to make
system improvements,
Our public ownership also entails
added responsibility to be active
members in our community.
In essence, sensitivity to the needs
of our community is nothing less
than good stockholder relations.
The following are some of the
community programs in which the
BWL participated during 1988.
From December through
February each year, the BWL
joins with others to solicit help for
those without funds to meet
basic needs in the critical winter
months. Customers are invited to
make tax-free donations to the
_Lansing Area Energy Bank to help
needy families pay for utility bills.
The program is administered
by the Community Service and
Referral Center with free
accounting services provided
by Clinton Bank and Trust
Company. In 1988, BWL
customers donated more than
$30,000 and helped nearly 2,000
individuals through this effort.
The BWL carried a message
of electrical safety to Lansing
area youngsters throughout the
school year. Aided by a cartoon
character called Louie the
Lightning Bug, Line Department
employees presented the
program to 106 classes and
to nearly 3,000 students.
s/he BWL and
dozens of other companies joined
hands to fight crime through
a program called "Eyes and Ears."
Participating companies feature
a distinctive logo on the sides of
company vehicles equipped
with two-way radios. Drivers
are instructed to report crimes
or suspicious activity they may
observe, and school children
are told they can look for the
Eyes and Ears logo if they
need help.
Once a month, some 45 BWL
employees give up a lunch hour
to deliver hot meals to home-
bound older citizens in the greater
Lansing area. The program is run
by the Tri-County Office on Aging.
It helps elderly people lead more
independent lives while
staying in their own homes.
In October, 1987, Lansing and
2,200 other local communities
celebrated the first annual Public
Power Week. The BWL observed
the occasion by donating a new
$100,000 floating fountain to
Lansing's citizens. The fountain is
placed in the Grand River and
has quickly become an attraction
to visitors and workers in the
downtown area. The dedication
ceremonies were followed
by an open house of the
Ottawa Station power plant.
Each month on the fourth
Tuesday, BWL commissioners meet
in public session to act upon
recommendations and establish
policy for the utility. The public is
invited to attend these meetings,
which begin at 5:30 p.m. on the
second floor of the BWL office
building, 123 West Ottawa.
5
ADDRESSING THE ISSUES
A STAKE IN OUR FUTURE
In 1989 the BWL will continue
efforts to keep costs down by
making the most effective
use of our resources.
Our Steam Utility will
investigate possibilities for
balancing load between winter
and summer seasons. Although
some of our commercial
customers use steam for cooling,
most use it for winter heating.
In 1989 we will study the feasibility
of a chilled water district in
downtown Lansing. Under this
concept, chilled water for air
conditioning would be provided
from a centralized source.
Customers would be spared
the capital costs of providing
their own air conditioning
equipment, and a single, large
steam -driven chiller would
provide air conditioning at costs
that are competitive with
other energy sources.
We plan to intensify our
efforts to provide our customers
with friendly, caring service in
all aspects of our business.
Among other things, we will ask
our employees to identify rules,
policies and procedures that
make it harder for them to serve
customer needs. We will examine
those matters and eliminate
roadblocks to quality service.
We will continue to survey
our residential customers annually
to get a feel for their opinions
about the BWL, its products and
services. For the first time in 1989,
we will also survey commercial
and industrial customers in both
our electric and water utilities.
We plan to learn more about
how these customers use water
and electricity so that we can
structure rates and services that
will best meet customer
and BWL needs.
Through our monthly
newsletter we will share with our
customers what we learn about
their opinions and usage patterns.
We will communicate with
them about important issues
affecting utility services. Things
such as the Environmental
Protection Agency's proposed
lead standards for drinking
water and the utility's plans for
protecting our water resources.
We will continue our strategic
planning process, annually
scanning our environment, our
competition, our internal strengths
and weaknesses. Through this we
will ensure that the Board of
Water and Light continues to
meet the needs of its owners and
customers — the citizens of the
Greater Lansing area.
0
MEASURES OF SUCCESS
As the Board of Water and Light
entered its second century
of service to the greater
Lansing community, new
challenges and opportunities
emerged as part of our future.
Our 101st fiscal year brought
strategic planning, as we
measured our past performance
and began to develop goals and
objectives to secure our future.
Our 102nd fiscal year saw an
evolving participative
management — a new style, and
a new culture, which sought
to involve employees in the
decisions which would affect them
and their company
And our 103rd fiscal year, which
is the subject of this report, brought
together participation from all the
employees in efforts to improve on
planned performance measures —
Share the Success.
Through this improvement
incentive program, BWL
employees more than met goals in
a number of areas, and the
benefits were shared by all.
The utility and its customers netted
savings of more than one million
dollars, after distributing bonus
payments totaling more than a
million dollars to employees.
Employees should be especially
proud of progress in reducing
our electric cost of service, and
increasing reliability for electric,
water and steam delivery. Cost
saving suggestions from employees
increased significantly, and
success included achievement of
our affirmative action goals,
The BWL can take special pride
in Share the Success in that it is a
new program. There is no model to
follow, and it is unique among
public power systems.
Although we were in our first
year, the 364 points achieved
indicate we met or exceeded two-
thirds of our program goals.
Of 24 performance measures:
11 were exceeded,
5 were within goal range,
7 were within base values,
and 1 was below base.
As we continue to monitor and
refine this program and our future
plans, we expect further
improvements based on five
essential components of a
successful organization.
QUALITY
To make our services the best
they can be requires constant
improvement, innovation,
and examination.
2
LOW COST
Which results from quality —
doing things right the first time.
3
CUSTOMER FOCUS
Understanding and fulfilling
our customer -owners' present
needs and their future concerns.
4
INVOLVED EMPLOYEES
Our most important resource.
Our long-term investment in
skilled employees is essential.
5
CONTINUOUS IMPROVEMENT
Which is the very essence of Share
the Success — striving for
perfection.
When you are among the best, the
challenge is to stay at the top for
the long term. The employees of
the BWL have to maintain the high
level of respect and responsibility
that accompanies it.
Joseph Pandy, Jr.
7
BOARD OF WATER AND LIGHT
COMMISSIONERS AND
EXECUTIVE STAFF
JUNE 30, 1988
COMMISSIONERS
Phillip E. Hassler
Chairman
Jack R. Sebolt
Vice Chairman
Gerald W. Williams
Chairman Pro Tem
Sister Mary Janice Belen, R.S.M.
Eva L. Evans
E. Lane Jessop
Bruce E. McComb
R. John Strolle
EXECUTIVE STAFF
Joseph Pandy, Jr.
General Manager
Joseph D. Wolfe
Assistant General Manager
Wallace R. Nourse
Treasurer/Controller
Clyde R. Dugan
Director, Water Utility
Roy E. Peffley
Director, Electric Utility
Joette C. Woodard-Yauk
Director, Steam Utility
John Elashkar
Director, Engineering
Terry D. Graham
Director, Administrative Services
Neal Housler
Director, Consumer Services
Oliver O. Kingsbury
_Director, -Information-Systems—
Roger A. Ophaug
Director, Engineering Planning
Richard A. Sevic
Director, Electric Utility
Coordination
John Strickler
Director, Communications
and Marketing
Dana W. Tousley
Director, Financial Planning
Mark Vander Jagt
Director, Human Resources
Lawrence H. Wilhite
Staff Attorney, Special Assistant
City Attorney
Mary E. Sova
Secretary of the Board
Kellie L. Willson
Internal Auditor
is
0
FINANCIAL
REPORT
INDEPENDENT AUDITOR'S REPORT
Honorable Mayor,
Members of City Council
and Commissioners of the
Board of Water and Light
We have audited the
accompanying balance sheets of
the Board of Water and Light —
City of Lansing as of June 30, 1988
and 1987, and the related
statements of income, changes
in city equity, and changes in
financial position for the years
then ended. These financial
statements are the responsibility
of the Board's management.
Our responsibility is to express an
opinion on these financial
statements based on our audits.
We conducted our audits in
accordance with generally
accepted auditing standards.
Those standards require that
we plan and perform the audit to
obtain reasonable assurance
about whether the financial
statements are free of material
misstatement. An audit includes
examining, on a test basis,
evidence supporting the amounts
and disclosures in the financial
statements, An audit also includes
assessing the accounting
principles used and significant
estimates made by management,
as well as evaluating the overall
financial statement presentation.
We believe that our audits
provide a reasonable basis
for our opinion.
Lansing, Michigan
August 31, 1988
In our opinion, the financial
statements referred to above
present fairly, in all material
respects, the financial position of
the Board of Water and Light —
City of Lansing, as of June 30, 1988
and 1987, and the results of its
operations and changes in
financial position for the years
then ended in conformity
with generally accepted
accounting principles.
Our examinations of the financial
statements of the Board of Water
and Light — City of Lansing for the
years ended June 30, 1988 and
1987, were made for the purpose
of forming an opinion on the basic
financial statements taken as
a whole. The information on
pages 18 through 23 is presented
for purposes of additional analysis
and is not a required part of the
basic financial statements.
Such information has been
subjected to the auditing
procedures applied in the
examination of the basic financial
statements and, in our opinion,
the information is fairly stated in
all material respects in relation
to the basic financial
statements taken
as a whole.
Touche Ross
Certified Public Accountants
6
BALANCE SHEETS
ASSETS
UTILITY PLANT (Note A):
Water
Electric
Steam
Common facilities
Less accumulated depreciation
Construction in progress (Note C)
NONCURRENT RESTRICTED FUNDS (Notes D and K)
OTHER ASSETS:
Project funds (Notes C and K)
Deferred compensation plan assets (Notes A and J)
Deferred costs (Note A)
Other work in progress.
CURRENT ASSETS:
Demand deposits (Note K)
Other cash and securities (Notes A and K)
Accounts receivable, less allowance for uncollectible accounts
of $615,000 in 1988 and 1987
Interest and dividends receivable
Inventories (Note A)
Prepaid expenses
Restricted funds (Notes D and K)
Total Curret Asse
JUNE 30
60,543,M
267,033,2,
11,914,E
29,101,61
1987
57,018,850
250,834,610
18,669,765
25,143,340
$368,592,595 1 $351,666,565
199,291,588
188,965,460
$169,301,007
$162,701,105
15,429,697
11,684,907
$ 84,730,704
$174,386,012
7,089,762
0,060,803
$ 12,830,156
$ 11,780,337
8,721,395
7,442,452
2,392,704
2,990,854
176,631
306,531
$ 24,120,886
$ 22,520,174
30,500
$ 30,500
22,787,360
21,258,292
13,109,018
12,218,008
444,853
405,982
17,540,122
18,136,946
175,696
100,682
15,728,992
14,919,091
1,757,920
1,776,406
$ 71,574,461 1 $ 68,845,907
$287,515,813 1 $271,812,896
CITY EQUITY AND LIABILITIES
CITY EQUITY:
Contributions in aid of construction
Retained income
Total City Equity
LONG-TERM DEBT, LESS CURRENT PORTION (Note E)
DEFERRED COMPENSATION (Notes A and J)
ADVANCES FOR CONSTRUCTION
CURRENT LIABILITIES:
Accounts payable
Compensation and related amounts withheld
Customer deposits and related accrued interest
Accrued compensated absences
Accrued interest
Current portion of long-term debt
JUNE 30
$ 17,329,387
237,547,260
$254,876,647
9,466,351
8,721,395
107,547
$ 7,524,071
1,355,748
1,371,417
1,757,920
232,116
2,102,601
Total Current Liabilities 1 $ 14,343,873
CONTINGENCIES (Note H)
$287,515,813
See notes to financial statements.
1987
$ 16,471,018
220,417,965
$236,888,983
11,396,592
7,442,452
130,110
$ 9,405,372
1,124,508
1,294,864
1,776,406
268,357
2,085,252
$ 15,954,759
$271,812,896
STATEMENTS OF INCOME YEAR ENDED JUNE 30
1988
1987
OPERATING REVENUES:
Water
$ 11,799,140
$ 10,990,574
Electric
122,906,297
110,003,542
Steam
11,867,399
10,939,834
$146,572,836
$131,933,950
OPERATING EXPENSES:
Production:
Fuel and other operating expenses
$ 77,017,549
8 74,724,032
Maintenance
8,614,986
8,023,492
Transmission and distribution:
Operating expenses
3,783,041
3,465,464
Maintenance
2,777,794
2,297,455
Administrative and general
24,538,035
22,104,094
Depreciation
12,314,071
11,712,744
$129,045,476
Operating Income
$ 17,527,360
OTHER INCOME:
Interest
$ 4,435,926
Other
525,638
$ 4,961,564
INTEREST EXPENSE:
Bonded debt
$ 405,000
Other
308,375
$ 713,375
Net Income I $ 21,775,549
STATEMENTS OF CHANGES IN CITY EQUITY
$122,327,281
$
9,606,669
3,989,030
466,039
$
4,455,069
503,000
267,739
$
770,739
$
13,290,999
CONTRIBUTIONS
IN AID OF
RETAINED
CONSTRUCTION
INCOME
TOTAL
Balances at July 1, 1986
$ 15,469,059
$ 211,201,116
8 226,670,175
Contributions
1,001,959
1,001,959
Net income
13,290,999
13,290,999
(4,074,150)
Equity returned to City (Note F)
(4,074,150
Balances at June 30, 1987
$16,471,018
$220,417,965
$236,888,983
Contributions
858,369
858,369
Net income
21,775,549
21,775,549
(4,646,254)
(4,646,254
Equity returned to City (Note F)
Balances at June 30, 1988
$17,329,387
$237,547,260
$2541,876,647
See notes to financial statements.
12
STATEMENTS OF CHANGES
IN FINANCIAL POSITION
SOURCES OF WORKING CAPITAL:
Net income
Charge to income not affecting working capital:
Depreciation
Amortization of deferred costs
Total from Operations
Decrease (increase) other work in progress
Increase in deferred compensation
Contributions in aid of water construction
Increases in long-term debt
USES OF WORKING CAPITAL:
Additions to utility plant and construction in progress
(net of electric and steam contributions in aid of construction
of $883,724 in 1988 and $453,948 in 1987)
Payments of long-term debt
Increase in noncurrent restricted funds
Increase in deferred compensation plan assets
Increase (decrease) in project funds
Decrease in advances for construction
Equity returned to City
Increase in Working Capital
WORKING CAPITAL AT BEGINNING OF YEAR
WORKING CAPITAL AT END OF YEAR
CHANGES IN COMPONENTS OF WORKING CAPITAL:
Increase (decrease) in current assets:
Other cash and securities
Accounts receivable
Interest and dividends receivable
Inventories
Prepaid expenses
Restricted funds
Deferred compensated absences
Increase (decrease) in current liabilities:
Accounts payable
Compensation and related amounts withheld
Customer deposits
Accrued compensated absences
Accrued interest
Current portion of long-term debt
See notes to financial statements.
Increase in Working Capital
YEAR ENDED JUNE 30
$ 21,775,549
12,314,071
598,150
$34,687,770
129,900
1,278,943
858,369
183,270
$37,138,252
$ 22,658,763
2,113,511
1,028,959
1,278,943
1,049,819
22,563
4,646,254
$32,798,812
$ 4,339,440
52,891,148
$57,230,588
$ 1,529,068
891,010
38,871
(596,824)
75,014
809,901
(18,486)
$ 2,728,554
$ (1,881,301)
231,240
76,553
(18,486)
(36,241)
17,349
$ (1,610,886
$ 4,339,440
1987
13,290,999
11,712,744
$25,003,743
(146,682)
1,562,869
1,001,959
$27,421,889
$ 20,356,430
2,085,252
545,492
1,562,869
(7,150,564)
5,616
4,074,150
$21,479,245
$ 5,942,644
46,948,504
$52,891,148
$ 865,860
1,200,565
14,703
4,013,295
(147,112)
250,123
142,685
$ 6,340,119
$ 242,503
(190,535)
247,912
142,685
(50,009)
4,919
$ 397,475
$ 5,942,644
13
YEARS ENDED JUNE 30, 1988 AND 1987
NOTE A —SIGNIFICANT ACCOUNTING POLICIES
REPORTING ENTITY — The financial statements include the financial activities of the water, electric, and steam operations of the Board of Water and
Light (Board). The Charter of the City of Lansing established the Board to manage the utility systems of the City, and the commissioners of the
governing board are appointed by the Mayor with approval of the City Council. The Board of Water and Light, by City charter, is an agency of the City
but is not included in the financial statements of the City. The Board is exempt from taxes on income because it is a municipal entity.
SYSTEM OF ACCOUNTS — The Board's accounts are maintained substantially in accordance with the Uniform Systems of Accounts of the Federal
Energy Regulatory Commission for the electric and steam systems and in accordance with the Uniform Systems of Accounts of the National Association
of Regulatory Utility Commissioners for the water system.
UTILITY PLANT — Utility plant is stated on the basis of cost, which includes expenditures for new facilities and those which extend the useful life of
existing facilities and equipment. Expenditures for normal repairs and maintenance are charged to maintenance expense as incurred.
DEPRECIATION — Depreciation of utility plant is computed using the straight-line method based on estimated useful lives. The resulting provisions for
depreciation in 1988 and 1987 expressed as a percentage of the average depreciable cost of the related assets are as follows:
CLASSIFICATION OF
UTILITY PLANT
Water
Electric
Steam
Common facilities
AVERAGE RATE
1988 1987
2.1% 2.2%
3.3 3.4
1.8 1.4
7.3 6.8
When units of property are retired, their cost is removed from utility plant and charged to accumulated depreciation.
INVENTORIES — Inventories are stated at weighted average cost and consist of the following at June 30:
Coal
Materials and supplies
1988
$ 13,426,186
4,113,936
$17,540,122
1987
$ 14,057,947
4,078,999
$18,136,946
CONTRIBUTIONS IN AID OF CONSTRUCTION — Contributions in aid of construction represent nonrefundable amounts received from customers for
construction of utility plant. In accordance with Board policy, contributions for water are credited to city equity upon receipt and electric and steam
contributions are credited against the related assets.
REVENUE — Revenue is recorded when the customer is billed. Accordingly, the current year revenue from customers whose billing period ends after
June 30 will be recognize when billed.
The water, electric, and steam operations of the Board bill each other for services provided, and these services are reported as revenue to the
generating operation and expense to the consuming operation. Such internal billings aggregated $4,319,000 and $3,075,000 in 1988 and 1987,
respectively.
DEFERRED COMPENSATION — In accordance with the provisions of Governmental Accounting Standards Board Statement (GASB) No. 2 (which became
effective December 15, 1986), deferred compensation funds and the associated liability (see Note J) are reflected in the financial statements.
DEFERRED COSTS — The Board has adopted the provisions of Statement of Financial Accounting Standards (SFAS) No. 71, which provides for the
deferral of costs which will be recovered through future rate increases. The Board began amortizing deferred costs on the straight-line basis over five
years effective with the June 1987 rate increase. Total deferred costs as of June 30, 1988 and 1987 were $2,392,704 and $2,990,854 respectively.
OTHER CASH AND SECURITIES — The Board has established special purpose cash funds designated to meet speck operating requirements. These funds
consist of cash, certificates of deposit, and United States Government securities and are segregated as follows:
DESIGNATED PURPOSE
Coal inventory fluctuation
Litigation, environmental, and uninsured losses
Future power requirements
General purpose
CARRYING VALUE AT JUNE 30
1988
$ 3,142,002
6,451,832
11,461,366
1,732,160
$22,787,360
1987
$ 6,503,184
6,006,657
7,676,423
1,072,028
$21,258,292
14
NOTE B — RATE MATTERS
Rates charged to customers are established solely by the governing board. The Board has agreed to charge rates sufficient to meet certain requirements of
the bond ordinances for the outstanding revenue bonds.
NOTE C — CONSTRUCTION IN PROGRESS
Construction in progress consists of major projects for expansion or addition to utility plant. The estimated additional cost to complete these projects,
based on Board authorizations, approximates $41,800,000, including commitments on existing construction contracts approximating $12,200,000. These
projects will be funded through operational cash flow, including the project funds reported as other assets.
NOTE D — RESTRICTED FUNDS
The restricted funds are required under Revenue Bond Ordinances 18A, 18B and 26A. These funds consist of cash, certificates of deposit, and United
States Government securities and are segregated into the following funds:
CU
NC
CARRYING VALUE
REQUIRED AT AT JUNE
30
JUNE 30, 1988
1988
1987
RRENT:
Operation and Maintenance Fund
$9,867,000
$ 12,250,075
$ 11,734,066
Bond and Interest Redemption Fund
2,355,000
3,478,917
3,185,025
Total Current
$15,728,992
$14,919,091
1NCURRENT:
Bond Reserve Account
2,355,000
8 5,295,434
$ 4,615,227
Depreciation, Extension and Improvement Fund
1,440,000
1,794,328
1,445,576
Total Noncurrent
$ 7,089,762
$ 6,060,803
$22,818,754
$20,979,894
The restrictions of the various funds are as follows:
• Operations and Maintenance Fund — By the end of each month, this fund shall include sufficient funds to provide for the payment of the succeeding
month's expenses.
• Bond and Interest Redemption Fund — This fund is restricted for payment of the current portion of bond principal and interest.
• Bond Reserve Account — This account shall include sufficient funds to cover the maximum annual principal and interest requirements for the
outstanding bonds.
• Depreciation, Extension, and Improvement Fund — This fund is restricted for major repairs, replacements, improvements, enlargements, and
extensions of the utility.
NOTE E — LONG-TERM DEBT
Long-term debt as of June 30 consists of the following:
City Utilities System Revenue Bonds, Series 1973, due serially through
July 1, 1991, plus interest at rates ranging from 4.3% to 5.0%
City Utilities System Revenue Bonds, Series 1976, due serially through
July 1, 1991, plus interest at rates ranging from 4.75% to 5.2%
8.0% land contract, due in annual installments of $40,000, including
interest, through July 26, 1994
Amount due Plan for Employee's Pensions in annual installments of
$242,500, including interest at 5.5%, through June 30, 2012
Note payable, due in annual installments of $31,245, including imputed
interest at 7.0%, with final payment September 30, 1996
Less current
$11,568,952
2,102.601
$ 9,466,351
1987
$ 5,000,000
5,000,000
229,867
3,251,977
$13,481,844
2,085,252
$11,396,592
15
NOTE E (CONTINUED)
Aggregate annual principal payments applicable to long-term debt are as follows:
1989
S 2,102,601
1990
2,109,506
1991
2,116,912
1992
2,124,860
1993
133,393
Thereafter
2,981,680
$11,568,952
All City Utilities System Revenue Bonds were issued by authority of the City of Lansing, Michigan and are subject to the requirements of the
appropriate bond ordinances. These bonds were issued on a parity basis and are payable solely from net revenues of combined water, electric, and
steam operations of the City.
The Board may redeem outstanding City Utilities System Revenue Bonds prior to maturity at a premium and in the manner specified in the ordinances.
NOTE F — TRANSACTIONS WITH THE CITY OF LANSING, MICHIGAN
OPERATIONS — The Board recognized revenues of $5,004,565 and $3,996,354 in 1988 and 1987, respectively, for water, electric, and steam services
provided to the City. The Board recognized expenses for sewerage services purchased from the City of $183,751 and $183,985 in 1988 and 1987,
respectively.
EQUITY RETURNED — The Board returned to the City $4,646,254 in 1988 and $4,074,150 in 1987 of operational cash flow in excess of debt service
requirements.
NOTE G — RETIREMENT PLAN
The Board has a noncontributory pension plan covering substantially all full-time employees. Total pension expense was $3,413,062 in 1988 and
$3,355,480 in 1987. Contributions to the plan were determined by an actuarial valuation of the Plan as of February 28, 1987 and 1986.
The pension benefit obligation information, as estimated by consulting actuaries, which takes into consideration future service of current employees
and related salary increases, and plan net assets were:
JUNE 30
Pension benefit obligation:
Retirees and beneficiaries currentlyreceiving benefits and terminated
employees with vested benefits
Current employees:
Vested benefits
Nonvested benef
TOTAL PENSION BENEFIT OBLIGATION I $78,467,688
NET ASSETS AVAILABLE FOR BENEFITS
$85,945,213
1987
$ 26,240,476
39,256,994
6,083,998
$71,581,468
$80,536,399
Significant actuarial assumptions used in determining the pension benefit obligation include a) a rate of return on the investment of present and future
assets of 7.5% in 1988 and 1987 compounded annually, b) projected salary increases of 5.5% in 1988 and 1987 compounded annually, attributable to
inflation, c) additional projected salary increases ranging from 0.0% to 5.3% in 1988 and 1987, depending on age, attributable to seniority/merit, and
d) the assumption that benefits will not increase after retirement.
The amount due the pension plan (see Note E) results from unfunded current service costs for the years 1968 through 1972 and is included in plan
assets for actuarial valuation purposes.
In addition to providing pension benefits, the Board provides certain hospitalization, major medical, and life insurance benefits for retired employees.
Substantially all of the Board's employees may become eligible for these benefits if they reach normal retirement age while working for the Board. These
benefits are provided through an insurance company whose premiums are based on the benefits paid during the year. The Board recognizes the cost of
providing these benefits by expensing the annual insurance premiums, which were $866,880 for 1988 and $652,184 for 1987.
16
NOTE H — CONTINGENCIES
The Board is involved in various legal actions which have arisen in the normal course of business. Such actions are usually brought for claims in excess
of possible settlement or awards, if any, that may result. After taking into consideration legal counsel's evaluation of pending actions, management is of
the opinion that the outcome thereof will not have a material effect on the financial position of the Board.
NOTE I — POWER SUPPLY PURCHASE
In 1983, the Board entered into power supply and project support contracts with the Michigan Public Power Agency (MPPA), of which the Board is a
member. Under the agreement, the Board will purchase 64.29% of the energy generated by MPPAs 37.22% ownership in Detroit Edison's Belle River
Unit #1, which became operational in August 1984. These contracts require the Board to purchase approximately 15 megawatts of power in 1991,
increasing to 156 megawatts in 1995 and thereafter. Detroit Edison has agreed to repurchase 100% of MPPAs entitlement from 1984 to 1991. The price
of this power will be calculated on a basis, as specified in the contracts, to enable MPPA to recover its production, transmission, and debt service costs.
During the repurchase period, MPPA will use the net cash flow generated from the sell back to Edison to retire a portion of the outstanding bonds.
In connection with the Belle River purchase, MPPA issued $590,000,000 of Belle River Project Revenue Bonds in September 1983. In March 1986,
MPPA defeased $335,000,000 of the initial Revenue bonds with interest rates ranging from 10-3/8% to 10-5/8% through the sale of $369,365,000 of
refunding bonds with interest rates ranging from 5% to 7-3/8%.
NOTE J — DEFERRED COMPENSATION
The Board of Water and Light offers its employees a deferred compensation plan created in accordance with I.R.C. Section 457. All amounts of
compensation deferred under the plan have been recorded as Board assets (Note A) and all property rights purchased with such amounts, and all
income attributable to such amounts, property, or rights are (until made available to the employee or other beneficiary) solely the property and rights
of the Board of Water and Light and (without being restricted to the provisions of benefits under the plan) subject only to the claims of the Board of
Water and Light's general creditors. In the past, the plan assets have been used only to pay benefits. The Board of Water and Light believes it is
unlikely that it will use the assets to satisfy the claims of general creditors in the future. The plan is administered by a trustee, The International City
Management Association Retirement Corporation. The value of the plan assets at June 30, 1988 and 1987, was $8,721,395 and $7,442,452, respectively.
NOTE K — CASH AND INVESTMENTS
The Board maintains special purpose cash and investment funds designated to meet specific operating requirements. The total of these special purpose
funds is displayed on the combined balance sheet as "Other cash and securities." In addition, investments are separately held by several of the Board's
funds.
The captions on the June 30, 1988, balance sheet related to cash and investments are as follows:
Other cash and securities
Current restricted funds
Project funds
Noncurrent restricted funds
Demand deposits
$ 22,787,360
15,728,992
12,830,156
7,089,762
30,500
$58,466,770
DEPOSITS — At year-end, the carrying amount of the Board's deposits was $41,675,480. Of the amount, $800,000 was covered by federal depository
insurance and $40,875,480 was uninsured and uncollateralized. Collateral is not required for deposits not covered by federal deposit insurance.
INVESTMENTS — Statutes limit the Board to investing in the obligations of the United States Government and its agencies.
The Board's investments are categorized in the following table to give an indication of the level of risk assumed by the Board at year-end. Category 1
includes investments that are insured or registered or for which the securities are held by the Board or its agent in the Board's name. Category 2
includes uninsured and unregistered investments for which the securities are held by the bank's trust department or agent in the Board's name.
Category 3 includes uninsured and unregistered investments for which the securities are held by the bank or by its trust department or agent but not in
the Board's name.
CATEGORY
1
2
3
CARRYING
MARKET
AMOUNT
VALUE
U.S. Government
Securities
$300,000
$8,872,477
$7,618,813
$16,791,290
$16,736,638
Due to higher cash flows at certain times of the year, the Board's investment in uncollateralized deposits, unregistered securities, and in repurchase
agreements for which the underlying securities were held by the bank increased significantly at times. The maximum amount during the year of
"Uninsured and unregistered" securities was $16,491,290, and "Uninsured and uncollateralized" deposits was $48,883,555.
The Board did not violate any legal or contractual provisions for deposits and investments during the year.
17
DETAILS OF COMBINED ELIMINATIONS
STATEMENTS OF INCOME YEAR ENDED JUNE 30 YEAR ENDED JUNE 30
1988
1987
1988
1987
OPERATING REVENUES:
Water
$ 11,799,140
$ 10,990,574
Electric:
Retail
112,311,505
98,126,961
Sales for resale
10,594,792
11,876,581
Steam
11,867,399
$146,572,836
10,939,834
$131,933,950
OPERATING EXPENSES:
Production:
Fuel and other operating expenses
$ 77,017,549
$ 74,724,032
Maintenance
8,614,986
8,023,492
Transmission and distribution:
Operating expenses
3,783,041
3,465,464
Maintenance
2,777,794
2,297,455
Administrative and general
24,538,035
22,104,094
Depreciation
12,314,071
$ 129,045,476
$ 17,527,360
11,712,744
$ 122,327,281
Operating Income
$ 9,606,669
OTHER INCOME:
Interest
$ 4,435,926
$ 3,989,030
$(515,252)
$(491,828
Other
525,638
466,039
$ 4,961,564
$ 4,455,069
8(515,252)
$(491,828
INTEREST EXPENSE:
Bonded debt
$ 405,000
$ 503,000
Other
308,375
$ 713,375
$ 21,775,549
267,739
8(515,252)
$(491,828
8 770,739
8(515,252)
$(491,828
Net Income
$ 13,290,999
$ 0
$ 0
DETAILS OF STATEMENTS
OF CHANGES IN CITY EQUITY
COMBINED
WATER
CONTRIBUTIONS
CONTRIBUTIONS
IN AID OF
RETAINED
IN AID OF
RETAINED
CONSTRUCTION
INCOME
CONSTRUCTION
INCOME
Balances at July 1,1986
8 15,469,059
$ 211,201,116
$ 15,469,059
$ 4,515,352
Contributions
1,001,959
1,001,959
Net income
13,290,999
2,587,122
Equity returned to City
$ 16,471,018
(4,074,150)
$ 220,417,965
$ 16,471,018
(373,933
Balances at June 30, 1987
$ 6,728,541
Contributions
858,369
858,369
Net income
21,775,549
1,892,112
Equity returned to City
(4,646,254)
$237,547,260
$17,329,387
(410,154
Balances at June 30, 1988
j $ 17,329,387
$8,210,499
m
WATER ELECTRIC STEAM
YEAR ENDED JUNE 30 YEAR ENDED JUNE 30 YEAR ENDED JUNE 30
1988
1987
1988
1987
1988
1987
$
11,799,140
$
10,990,574
$
112,311,505
$
98,126,961
10,594,792
11,876,581
$
11,867,399
8
10,939,834
$10,990,574
$110,003,542
$11,867,399
$11,799,140
$122,906,297
$10,939,834
8
4,051,441
$
3,192,728
8
65,499,236
$
64,022,998
$
7,466,872
$
7,508,306
914,590
890,601
6,910,868
6,376,322
789,528
756,569
712,514
605,417
3,011,345
2,812,846
59,182
47,201
653,512
519,402
1,975,547
1,654,311
148,735
123,742
3,025,492
2,504,510
20,862,422
19,077,695
650,121
521,889
1,530,394
1,480,249
10,510,891
10,033,300
272,786
199,195
$
9,192,907
8
108,770,309
$
103,977,472
$
9,387,224
$
9,156,902
$ 10,887,943
$
911,197
$
1,797,667
$
14,135,988
$
6,026,070
$
2,480,175
$
1,782,432
8
692,871
$
590,716
$
3,796,498
$
3,530,925
$
461,809
$
359,217
459,056
398,016
8
66,098
3,862,596
67,095
$
484
462,293
928
$ 1,151,927
8 988,732
$ 3,598,020
$
360,145
$
128,290
$
159,335
8
269,745
$
335,020
$
6,965
$
8,645
42,722
39,942
253,955
215,203
526,950
504,422
$
171,012
$
199,277
8
523,700
$
550,223
$
533,915
$
513,067
$
1,892,112
$
2,587,122
$
17,474,884
$
9,073,867
$
2,408,553
$
1,630,010
ELECTRIC
STEAM
CONTRIBUTIONS
CONTRIBUTIONS
IN AID OF
RETAINED
IN AID OF
RETAINED
CONSTRUCTION
INCOME
$ 199,201,207
CONSTRUCTION
INCOME
8 7,484,557
$0
$0
9,073,867
1,630,010
(3,335,109)
(365,108
$0
$ 204,939,965
$0
$ 8,749,459
17,474,884
2,408,553
(3,833,384)
(402,716
$21.3,581,465
$0
$ 10,755,296
$0
ON
DETAILS OF SOURCES AND USES OF CASH (NOTE A)
SOURCES OF CASH:
Net income
Charge to income not affecting cash:
Depreciation
COMBINED
YEAR ENDED JUNE 30
Total From Operations $34,687,770
Contributions in aid of construction 858,369
Additional borrowings of long-term debt 183,270
Decrease (increase) in inventories 596,824
Increase (decrease) in customer deposits 76,553
Increase (decrease) in allowance for uncollectible accounts 0
Decrease (increase) in deferred compensated absences 18,486
Total Sources of Cash
USES OF CASH:
Additions to utility plant —major construction $ 11,606,939
Additions to (reallocations of )utility plant —normal construction 10,921,924
Payments of long-term debt:
Bonded 2,000,000
Other 96,162
Equity returned to the City 4,646,254
Advances between utilities 0
Increase in accounts receivable 891,010
Decrease (increase) in accounts payable and other accrued expenses 1,668,547
Decrease in accrued interest payable 36,241
Increase (decrease) in interest and dividends receivable 38,871
Increase (decrease) in prepaid expenses 75,014
Decrease (increase) in customer advances 22,563
Total Uses of Cash $32,003,525
Net Cash Generated (Used) $ 4,417,747
1987
S 13,290,999
11,712,744
$25,003,743
1,001,959
(4,013,295)
247,912
0
(142,685)
$22,097,634
$ 10,150,251
10,352,861
2,000,000
80,333
4,074,150
0
1,200,565
(194,653)
50,009
14,703
(147,112)
5,616
1 $27,586,723
$(5,489,089)
NOTE A — Allocation to water, electric, and steam operations — components affecting cash and funds are allocated to the respective
operation based on actual sources or uses of cash by operation or on a basis derived from an identifiable source or use of cash.
20
WATER ELECTRIC STEAM
YEAR ENDED JUNE 30 YEAR ENDED JUNE 30 YEAR ENDED JUNE 30
1988
1987
1988
1987
1988
1987
$ 1,892,112
$ 2,587,122
$ 17,474,884
$ 9,073,867
8 2,408,553
$ 1,630,010
1,530,394
1,480,249
10,510,891
10,033,300
272,786
199,195
598,150
$4,067,371
$28,583,925
$19,107,167
$2,681,339
$1,829,205
$ 3,422,506
858,369
1,001,959
183,270
210,291
(11,491)
625,181
(4,009,144)
(238,648)
7,340
33,136
46,891
59,546
191,093
(16,129)
9,928
(64)
(120)
137
265
(73)
(145)
(29,048)
(11,520)
$5,093,090
116,114
$29,568,173
(149,116)
$15,140,265
(68,580)
17,951
$ 4,495,190
$2,357,909
$1,864,279
$ 1,658,827
$ 2,329,937
$ 8,281,117
$ 7,490,239
$ 1,666,995
$ 330,075
3,167,796
2,285,875
8,861,635
7,616,902
(1,107,507)
450,084
633,300
633,300
1,331,700
1,331,700
35,000
35,000
9,235
8,752
83,287
68,131
3,640
3,450
410,154
373,933
3,833,384
3,335,109
402,716
365,108
8,839
50,685
(8,839)
(50,685
30,163
280,158
766,376
737,925
94,471
182,482
87,239
(127,817)
1,705,012
(266,827)
(123,704)
199,991
15,523
15,367
19,878
33,819
840
823
(3,171)
(980)
24,444
5,756
17,598
9,927
6,709
(7,960)
66,629
(136,907)
1,676
(2,245
11,394
(5,206)
11,169
10,822
$ 6,027,169
$5,785,359
$ (692,269)
$24,993,470
$ 4,574,703
$20,277,354
$ 982,886
$1,524,010
$(1,531,979)
$(5,137,089)
$1,375,023
$ 340,269
INCOME AVAILABLE FOR REVENUE BOND DEBT RETIREMENT
Net income per income statement
Add:
Depreciation expense
Amortization of deferred costs
Interest on long-term debt - notes
Interest on lone -term debt - revenue bonds
INCOME AVAILABLE FOR REVENUE BONDS AND INTEREST REDEMPTION
Debt retirement pertaining to revenue bonds:
Principal
Interest
INCOME IN EXCESS OF REVENUE BONDS AND INTEREST REQUIREMENTS
PERCENT COVERAGE OF REVENUE BONDS AND INTEREST REQUIREMENTS
YEAR ENDED JUNE 30
$ 21,775,549
$ 12,314,071
598,150
51,484
405,000
8 13,368,705
$35,144,254
$ 2,000,000
405,000
$ 2,405,000
$32,739,254
1,461%
1987
$ 13,290,999
$ 11,712,744
18,523
503,000
$ 12,234,267
$25,525,266
$ 2,000,000
503,000
$ 2,503,000
$23,022,266
1,020%
21
FINANCIAL & STATISTICAL INFORMATION
FISCAL YEAR ENDING JUNE 30
1988
1987
1986
1985
1984
WATER UTILITY
Number of Customers
(Average)
Residential
39,472
39,319
39,152
38,953
38,915
Commercial
4,819
4,765
4,710
4,674
4,468
Industrial
84
73
73
74
74
44,157
43,935
43,701
Total
44,375
43,457
Water Sales (CCF)
Residential
3,796,992
3,560,054
3,748,806
3,636,785
3,536,307
Commercial
3,380,632
3,300,521
3,324,685
3,187,802
3,171,072
Industrial
1,925,283
2,116,538
2,768,810
3,052,057
3,580,659
Other
112,934
112,764
112,764
114,064
117,378
9,089,877
9,955,065
9,990,708
10,405,416
Total
9,215,841
Operating Revenues
Residential
$
5,190,686
$
4,853,182
$
4,749,877
$
4,124,126
$
3,987,390
Commercial
3,818,295
3,432,291
3,123,489
2,641,983
2,543,293
Industrial
1,791,290
1,786,510
2,096,942
2,110,745
2,393,891
Other
998,869
$
918,591
10,990,574
$
849,204
10,819,512
749,816
740,824
Total
$ 11,799,140
$ 9,626,670
$
9,665,398
Operating Expenses
(Incl. Depr.)
$
10,887,943
$
9,192,907
$
9,229,788
8
9,432,887
8
9,462,048
$
1,797,667
$
1,589,724
$
203,350
Operating Income
$ 911,197
$ 193,783
Net Income
$
1,892,112
$
2,587,122
$
2,325,668
$
890,101
$
733,653
ELECTRIC UTILITY
Number of Customers
(Average)
Residential
74,625
73,507
72,569
72,017
71,634
Commercial
10,672
10,470
10,240
10,059
9,873
Industrial
143
149
150
82,959
169
154
Total
85,440
84,126
82,245
81,661
Electric Sales (MWH)
Residential
499,143
467,054
449,082
438,190
450,504
Commercial
855,939
810,016
756,718
723,975
706,342
Industrial
777,907
785,710
803,120
853,884
852,364
Salesfor Resale
406,488
491,946
178,160
58,083
34,280
Other
34,672
35,690
35,276
2,222,356
35,374
2,109,506
35,801
Total
2,574,149
2,590,416
2,079,291
Operating Revenues
Residential
$27,534,055
$
24,194,221
$
23,598,597
8
23,980,509
8
24,488,294
Commercial
43,725,161
37,814,429
36,032,832
36,074,460
34,999,004
Industrial
34,790,986
31,772,070
32,956,309
36,865,675
36,588,039
Salesfor Resale
10,594,792
11,876,581
4,283,466
1,724,401
944,410
Other
6,261,303
4,346,241
$110,003,542
5,012,412
4,412,626
4,886,263
Total
$122,906,297
$101,883,616
$103,057,671
$101,906,010
Operating Expenses
(Incl. Depr.)
108,770,309
103,977,472
97,012,706
96,481,546
94,187,272
$
14,135,988
$
6,026,070
8
4,870,910
$
6,576,125
$
7,718,738
Operating Income
Net Income
$
17,474,884
$
9,073,867
$
8,789,896
$
10,237,431
$
11,455,941
22
FINANCIAL & STATISTICAL INFORMATION
FISCAL YEAR ENDING JUNE 30
1988
1987
1986
1985
1984
STEAM UTILITY
Number of Customers
(Average)
Residential
36
38
37
36
37
Commercial
379
381
388
397
407
Industrial
1
1
1
1
1
445
Total
416
420
426
434
Steam Sales (MLB)
Residential
4,033
3,872
4,051
3,839
4,566
Commercial
567,860
493,115
514,173
515,984
607,384
Industrial
928,641
1,016,980
974,561
965,713
1,108,920
Other
46,392
60,501
1,574,468
63,134
64,169
1,549,705
86,344
Total
1,546,926
1,555,919
1,807,214
Operating Revenues
Residential
$
29,972
$
29,484
$
30,669
$
30,136
$
33,961
Commercial
4,111,781
3,630,298
3,827,901
3,951,431
4,453,724
Industrial
7,369,417
6,929,046
6,651,837
6,852,304
6,275,419
Other
356,229
351,006
359,421
372,373
473,190
Total
$ 11,867,399
$ 10,939,834
$ 10,869,828
$
11,206,244
$
11,236,294
Operating Expenses
(Inc. Depr.)
9,387,224
9,156,902
$
9,480,442
1,389,386
9,283,939
9,367,045
Operating Income
8 2,480,175
$ 1,782,932
$ 1,922,305
$
1,869,249
Net Income
$
2,408,553
$
1,630,010
$
1,256,489
$
1,956,061
$
1,944,528
CONSOLIDATED
UTILITIES
BALANCE SHEET
Plant in Service
(Incl. Common)
$
368,592,595
$
351,666,565
$
333,196,710
$
323,572,986
$
314,051,586
Reserve for
Depreciation
(199,291,588)
(188,965,460)
(179,329,555)
(169,365,169)
(159,802,465,
Construction Work
in Progress
15,429,697
11,684,907
11,875,170
1,905,638
2,667,787
Current Assets
71,574,461
68,845,907
62,505,788
65,243,155
60,247,793
Other Assets
31,210,648
28,580,977
33,476,498
22,991,429
$244,348,039
22,134,710
Total
$287,515,813
$271,812,896
$261,724,611
$239,299,411
City Equity
$
254,876,647
$
236,888,983
$
226,670,175
$
217,629,876
$
208,192,313
Long Term Debt
9,466,351
11,396,592
13,481,843
15,562,178
17,650,637
Current Liabilities
14,343,873
15,954,759
15,557,284
10,946,021
13,265,086
Other Liabilities
8,828,942
7,572,562
6,015,309
209,964
191,375
$271,812,896
$261,724,611
$244,348,039
$239,299,411
Total
$287,515,813
INCOME
STATEMENT
Operating Revenues
$
146,572,836
$
131,933,950
$
123,572,956
$
123,890,585
$
122,807,702
Operating Expenses
(Incl. Depr.)
129,045,476
122,327,281
115,722,936
115,198,372
113,016,365
Operating Income
$
17,527,360
$
9,606,669
$
7,850,020
$
8,692,213
$
9,791,337
Net Income
8
21,775,549
$
13,290,999
$
12,372,053
$
13,083,593
$
14,134,122
23