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City of Mt. Pleasant Mid-Year “State of the City” Progress Report

September 4, 2009 I. Premise

The City Commission approves an annual operating budget each year to commit the municipality’s time, money and materials in a way that assures Mt. Pleasant secures standing as a healthy, vital 21st Century community. The adoption of that document creates a covenant between the City and citizenry that resources will be used as promised: wisely and in ways that improve the community.

This Mid-Year Report is designed to provide information on the progress being made toward completion of the commitments made to the citizens as published in the 2009 Annual Operating Budget.

A budget reports on a municipality’s financial condition and implements a direction for the organization based on the elected body’s priorities and policies. To assure all sectors of the organization are moving in concert, a clear and understandable vision is crucial. Adapting parameters established in the City’s Master Plan, which was adopted in 2006, the Mt. Pleasant City Commission formally established long-range vision statements that, when combined, create a picture of a preferred future for the community.

We will work together toward being a community…

→ Of safe and clean neighborhoods with low crime rates and low vacancy

rates that are inhabited by multi-generational owner-occupants.

→ Where economic opportunity for businesses offering good wages for employees is readily available.

→ With varied recreational opportunities funded by several sources and targeting children and teens.

→ With stable funding from a diverse tax base to finance the governmental services citizens need.

→ Where commercial and retail sectors providing varied shopping opportunities thrive.

→ That finds logical solutions to the problems of traffic congestion.

→ Where regionalized solutions are sought for governmental issues.

→ With an involved citizenry.

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II. Moving the Vision Forward

Each of the City’s 18 operational departments is charged with managing available resources and creating practices that move the community forward in sync with that vision. Short and long-term objectives and tactics (programs, procedures, activities, events, etc.) are identified, vetted by the whole, and finally integrated into a proposed operating budget document. Once the budget is adopted in its final form, the programs and allocations that were approved create the basis of the organization’s plan to achieve progress. Each year, however, unintended challenges arise and unexpected opportunities present themselves, which alter plans made months or years in advance. Some re-prioritization, additions or deletions are expected as the organization responds to the markets around it. Day-to-day responsibilities are not listed nor are all successes itemized. Highlighted below are new projects, programs, improvements, and efforts that were initiated or accomplished in 2009 to date. Notations (***) were specifically listed in the 2009 budget document.

We Will Work Together Toward Being A Community…

A. Of Safe and Clean Neighborhoods

• Infusing “walkability” (urban design, “safe streets for everyone”) concepts into all forms of public design and private development.

o Commission “mini-stimulus” increased funds for sidewalk repair. Work to be completed by end of August.

o Redesigned Mosher/Main intersection and added downtown parking through Commission’s “mini-stimulus” program. To be complete by end of September.

o Hired consultant to begin design process of Main Street corridor.

• After successful trial in 2008, Fire Department bike/foot medic program integrated with Police bike/foot patrol. Increased rapid response demonstrated at several crowd events. ***

• Partnerships between Park Police Officer, Youth Service Unit, Police Patrol officers, and Parks Dept. allowed for new intervention methods (youth activity and surveillance) within the park system. Undesirable activity markedly decreased.

• Changed traffic patrol approach. Concentrated on “teaching” to prevent crashes (speeding and red light, left turn and turn lane

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violations) on Mission Street side streets. During the first quarter, 75 percent of all police contacts resulted in educational warnings.

• Responding to increased vacancies/neighborhood upkeep issues, two amendments to City Code were introduced: solid waste ordinance and weeds. ***

• Expanded boundaries of owner-occupied incentive program to increase number of eligible properties. Two properties currently enrolled. One application is in progress.

• Reducing risk of sewer back-ups into neighborhoods by executing Phase II of grease trap compliance plan. ***

• Replacement of fire pagers delayed to apply for grant funds. ***

• Additional security measures at unmanned water system sites scheduled to be complete in September. ***

• Increasing emphasis on neighborhood health through encouraging formation of new neighborhood associations and increased activity of existing groups. Developing new promotional tool to be rolled out by end of August.

• Rental property survey, focusing on area north of High, will be mailed in September to track market changes. Data available in November. ***

B. Where Economic Opportunity is Available

• Economic development boards (EDC, TIFA, DDA, and LDFA)

reorganized, processes streamlined. New management contracts renegotiated with MMDC to establish performance expectations. Process began in 2008, completed in 2009.

• Appointed new LDFA board.

• DDA/TIFA Board finalized parameters for new low interest loan programs on Mission Street.

• Increased City’s involvement with CMU RC and was appointed to Board of Directors.

• Used Economic Development Fund to provide incentive packages for two new developments. (One project still in play.) ***

• Used several Mission Street DDA incentive tools and parameters of Overlay Zoning to promote rebuild of Firstbank on Mission Street.

• EDC and CBD-TIFA purchased adjoining properties on Main Street to create future development potential. Exploring the possibility of County renting property at 309 N. Main Street.

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• Increased involvement in the strategic planning for MMDC’s future. Partnering in restructuring, defining and job search for President.

C. With Varied Recreational Opportunities

• Increased commitment to teen activities. ***

o Increased budget allocation

o Added additional recreation programming through year. Intensified during summer.

o Forging partnerships with other community groups.

Young Teen Network

• For families with young children: ***

o Spray Park opened August 25.

o Installation of more slides in Island Park’s Slide Land deferred until after evaluation of Spray Park traffic.

• Engineering for the Access Adventure Trail project completed. Construction expected to be completed in late October. ***

• Specifications for rebuilding Island Park tennis courts completed. Bidding scheduled for end of August. ***

• Revamped downtown music offerings to partner with business sponsors allowing for more prestigious musicians and a shift of funds to other events.

D. With Stable Funding

• Changed bidding and purchasing methods to reduce chemical

costs to below anticipated levels in Waste Water Treatment. *** • Energy reduction measures: ***

o Variable Frequency Drives (VFD) installed at Well #6. Several other VDF’s are to be installed at wells and pumps by October 30. Purchase partially funded by energy grants from Consumers Energy. Energy saving data not yet available.

o Partnered with Consumers on lighting plan for motor pool and DPW Admin. Building. Implementation expected by year-end.

o Grant application to be submitted to Michigan Department of Energy in September for an energy efficiency project.

o Waste Water Treatment Plant power usage down 7% for the first six months of 2009.

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E. Where Commercial and Retail Sectors Thrive • New zoning overlay ordinance drafted to allow for negotiations and

incentives in redevelopment of Mission Street. Includes parameters for preferred street signage. ***

• Introduced new signature event (Mt. Pleasant Blues Festival) drawing hundreds of new community members and visitors. ***

• Partnered with Art Reach of Mid Michigan and financed creation of downtown banners. 160 artists, including elementary and high school students, contributed. ***

• Achieved Michigan Main Street Select status. Able to offer free training to downtown property and business owners. Increased eligibility for other state funding assistance. ***

• Creation of Downtown Work Plan initiated in coordination with Main Street Center.

• Capital planning processes adjusted to tie public work projects to downtown design goals and priorities.

• Commercial Property Survey, targeting Mission Street, will be mailed in September to collect market and vacancy data, with data analysis available in November. ***

F. With Logical Solutions to Traffic Congestion

• Infusing “walkability” (urban design, “safe streets for everyone”)

concepts into all forms of public design and private development.

o New cross teams established to review all capital improvement plans

• Intensive negotiations underway with Michigan Department of Transportation for a new Mission Street design to enhance safety of all users and support commercial investment. Funding has been set aside by Mission Street DDA to support project costs if a mutually accepted plan can be developed. ***

• Construction of right-turn lane at Preston and Mission streets delayed in order to coordinate with other campus area roadway redevelopment. ***

• Used Access Management Plan (and related financial incentives) to partner with Winn Telecom in reducing Mission Street curb cuts. On line to add to street grid through redevelopment of property on Mission with help of Firstbank and adjacent property owners. ***

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• Forged strong partnership with CMU to rewrite campus Transportation Master Plan with emphasis on “walkability” design, which will have a significant impact on traffic congestion and safety in campus area and on South Mission Street. ***

• Motorcycle patrol activated for special events and traffic management. ***

• Reconstruction of Island Park Drive South completed August 28. ***

• Solution on Oak Street Bridge access to Island Park expected in early September. Temporary repair allowed by DNR to ensure pedestrian access. Bids will be received on September 1. ***

• Construction of a 30-space parking lot at Sunnyside Park. Completed August 31.

• Sidewalk repair underway in 18 locations around the city. Another 35 jobs were completed by request of residents. Project increased from $100,000 to $240,000. ***

G. Regionalized Solutions for Governmental Issues

• Agreement to provide fire protection to Union Township completed.

Provision of Fire Marshal inspection services recognized. ***

• Partnered with Shepherd Tri-Township for increased numbers of responders to high-rise buildings and standardized rapid intervention team. Survival and rapid intervention training completed.

• Partnered with Union Township, Vision 20/20, CMU and MSU to create landscape plans for 127.

H. With An Involved Citizenry

• Community Information Coordinator hired to assure delivery of

information to citizens, media and markets becomes an organizational priority. ***

• Access to timely information by targeted audiences increased through launch of social networking profiles by City, downtown and PEAK. ***

• Increasing access points and services available through the website. ***

o Utility billing expected to be on Web site by December 2009.

o Investigation of various LISTSERV programs in progress

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o Interactive on-line building permit application process expected to be available for citizens in mid-September.

o DPW permits now available on-line.

• Registration for parks and recreation made easier by activating on-line credit card capability. ***

• Parks and Recreation Master Plan update in initiation stage. Public input will be sought as integral part of Plan. ***

• Initiating plan to solicit citizen’s service needs, wishes and spending priorities. Results to be used to assist organization and Commission in setting priorities for 2011 and beyond. ***

III. Improving Processes to Better Serve and Manage

In addition to being responsible for moving the community ever closer to the preferred future, every employee in each department is accountable to continuously improve the processes and programs used to serve the citizens and manage the organization as proscribed by our corporate mission and vision.

Processes are improved using team problem-solving methods in a way that supports an organizational culture of excellence. The foundation of that culture is summarized by a set of core values. Value Driven Problem Solvers Proactive Citizen Focused

Accountable Inclusive Visionary Empowered

Following are a few of the most notable process oriented successes achieved in 2009.

A. Administrative and Financial Services Division

• In the first six months of 2009, four full-time and 37 seasonal

employees who are committed to the organizational ideals have been recruited. Positions of Director of Recreation and Director of Public Safety are vacant.

• A five-year contract with FAOM (full-time firefighters union) has been negotiated with unique shared risk/benefit language and introduction of a new classification.

• All employee history sheets have been moved to electronic format.

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• Changes in cost sharing and insurance plans including prevention incentives coupled with negotiations with third party administrators; doctor and hospital networks influenced the zero growth year in insurance costs experienced in 2006 to 2008.

• Employee participation in direct deposit of paychecks increased. Pay stubs were also sent out electronically via e-mail to decrease distribution time and paper.

• Partnered with CMU mailing services to reduce staff time and mailing costs for utility billing, tax bills, and assessment notices.

B. Economic Development and Community Services • Operating by-laws and procedures have been developed for the

Building, Fire and Sanitary Sewer Board of Appeals.

C. Public Works • Increased focus on preventive maintenance and decreased down

time in field through installation of laptop and connected GPS units in DPW trucks to better access GIS data in real time.