City of Madison Heights 300 W. 13 Mile Road Regular Council Meeting Agenda September 14, 2020 7:30 P.M

CITY OF MADISON HEIGHTS 300 W. 13 MILE ROAD REGULAR COUNCIL MEETING AGENDA SEPTEMBER 14, 2020 7:30 P.M.

Notice is hereby given that due to precautions being taken to mitigate the spread of the Coronavirus (COVID-19) and protect the public health, a Regular Meeting of the Madison Heights City Council will be held electronically from the City Council Chambers of the Municipal Building at 300 W. 13 Mile Road, Madison Heights, Oakland County, Michigan 48071 on Monday, September 14, 2020, at 7:30 p.m. The meeting is being held in compliance with Governor’s Michigan Executive Order No. 2020-154 effective July 17, 2020 and in effect during any state of emergency or state of disaster arising out of the COVID-19 pandemic, and for 28 days thereafter.

Members of the public wishing to participate in the meeting through electronic means will have access to the meeting through the following methods:

Video Conferencing: Directions: 1. Enter the web address into your browser - https://us02web.zoom.us/j/84025348468 2. Tap the JOIN icon 3. Enter the meeting ID: 840 2534 8468

Telephone Option: Directions: Dial: +19292056099,,84025348468#

Email Option: Send your public comment through email at: [email protected] and your comment will be read at the meeting.

Rules of Procedure: Any member of the public wishing to comment during the Meeting Open to the Public or on any Agenda item will be allowed to do so remotely by electronic or telephonic means set forth above. In order to maintain decorum, the Mayor and/or designee will determine the order of speakers and the appropriate time frame for which comments are allowed.

NOTICE: Persons with disabilities needing accommodations for effective participation through electronic means in this meeting should contact the City Clerk at (248) 583-0826 or by email: [email protected] at least two working days in advance of the meeting. An attempt will be made to make reasonable accommodations.

CITY OF MADISON HEIGHTS 300 W. 13 MILE ROAD REGULAR COUNCIL MEETING AGENDA SEPTEMBER 14, 2020 7:30 P.M.

AGENDA:

CALL TO ORDER

ROLL CALL

INVOCATION – MAYOR PRO TEM SOLTIS

PLEDGE OF ALLEGIANCE

APPROVAL OF AGENDA: 1. Additions 2. Deletions PRESENTATIONS

1. Suicide Prevention Week Proclamation

A – PUBLIC HEARINGS:

ITEMS ON AGENDA OF INTEREST TO PARTIES IN THE AUDIENCE

B - MEETING OPEN TO THE PUBLIC:

C – COMMUNICATIONS:

1. Elizabeth Blomenberg – Resignation from the Library Advisory Board

D – REPORTS:

1. Director of Public Services – 2020 Oakland County Local Road Improvement Program (LRIP) Cost Participation Agreement

2. Police Chief – Resolution for Supplemental Wage for City Employees Assigned to Active Duty Military

3. Community & Economic Development Director – Resolution in Support of Participation in the Redevelopment Ready Communities Program

4. Director of Public Services – 2020-21 Road Commission for Oakland County Winter Maintenance Agreement

E - ITEMS FOR FUTURE PUBLIC HEARINGS:

F - BID AWARDS/PURCHASES:

1. Police Chief – Purchase of Cellebrite Data Recovery Software

2. DPS Director – Citywide LED Streetlight Conversion

G - ORDINANCES:

H - UNFINISHED BUSINESS:

MINUTES:

1. Special City Council meeting minutes of 08-24-20

2. Regular City Council meeting minutes of 08-24-20

J - EXECUTIVE SESSION:

ADJOURNMENT

DATE: September 10, 2020

TO: City Council

FROM: Melissa R. Marsh, City Manager

SUBJECT: Agenda Comments for the Regular Council Meeting of Monday, September 14, 2020

The following are my comments for items appearing on the agenda of the Regular Council Meeting of Monday, September 14, 2020.

PRESENTATIONS

NUMBER 1: SUICIDE PREVENTION WEEK PROCLAMATION

Council is scheduled to consider a Proclamation recognizing Suicide Prevention Week for September 6th through the 12th, 2020.

C - COMMUNICATIONS:

NUMBER 1: ELIZABETH BLOMENBERG – RESIGNATION FROM THE LIBRARY ADVISORY BOARD

Elizabeth Blomenberg has submitted her resignation from the Library Advisory Board. Staff recommends Council accept the resignation and declare the seat vacant.

D - REPORTS:

NUMBER 1: DIRECTOR OF PUBLIC SERVICES – 2020 OAKLAND COUNTY LOCAL ROAD IMPROVEMENT PROGRAM (LRIP) COST PARTICIPATION AGREEMENT

For the past four years, the City has successfully participated in Oakland County’s Local Road Improvement Program (LRIP), which is designed to assist local units of government with needed local road improvements. The program is based on a minimum 50%/50% match between the City and County. The City was successful in receiving $192,260 through the program to date. The funds were used to construct much needed repairs to Whitcomb Avenue, Research Park, Tech Row, and East Lincoln Avenue.

will be applied to our 2020 Sectional Repair project for this street, which will offset a total project cost of $436,000.

Funds are budgeted and available for this project and construction is scheduled for summer/fall 2020.

Staff and I recommend that City Council approve the Cost Participation Agreement and authorize the Mayor to sign on behalf of the City.

NUMBER 2: POLICE CHIEF – RESOLUTION FOR SUPPLEMENTAL WAGE FOR CITY EMPLOYEES ASSIGNED TO ACTIVE DUTY MILITARY

Police Officer Stephen Workman currently serves our country as a member of the Michigan Army National Guard. Effective the end of September, he has been involuntarily ordered to active duty in support of the Border Mission of the United States Army for a period of 440 days. In support of our employees who choose to serve their country a significantly less pay, the City Council is being requested to approve a resolution authorizing a payment plan to assist those, including Officer Workman, who are called to active duty military.

The last occurrence of an employee being called to active duty was in 2006, when City Council passed a similar resolution. In this particular case, the difference between Officer Workman’s monthly city wage and monthly military wages is approximately $2,919 per month or $35,028 a year.

Staff and I recommend City Council approve this resolution and move that full-time employees who are called up to active duty from reserve duty through an order of the Armed Forces will be paid the difference between their base salary and the amount of overall compensation they are receiving on active duty in military.

NUMBER 3: COMMUNITY & ECONOMIC DEVELOPMENT DIRECTOR – RESOLUTION IN SUPPORT OF PARTICIPATION IN THE REDEVELOPMENT READY COMMUNITIES PROGRAM

In October 2019, City Council approved the City’s participation in the Michigan Economic Development Corporation’s (MEDC) Redevelopment Ready program which is a State initiative to encourage and support local government in adopting best practices that incentivize private investment. The program measures and certifies communities that integrate best practices that promote transparency, predictability and efficiency. At that time, staff submitted the required information to the MEDC for our baseline review. We have now received this baseline review which was attached to the agenda.

Obtaining certification as a “Redevelopment Ready Community” is a detailed process, without any direct costs for participation. Based on our baseline assessment, the City is already in alignment with 41 percent of the RRC Best Practices and partially aligned with

M:\CITY CLERK\Agenda Comments\2020\200910 comments.docx Agenda Comments September 10, 2020 Page 3

another 44 percent. Achieving this certification will consume a considerable amount of time, and require planning documents and change of policies that will necessitate additional services from outside contractors.

Certification through the MEDC’s RRC program will signal to potential developers that Madison Heights has established economic development best practices and will ensure continued access to MEDC economic development programs and additional services. In order to move forward in this process, Staff and I request City Council approve the commitment to provide proper resources to complete tasks towards certification, and understanding the Staff time commitment involved, Staff recommends that the proposed resolution be adopted.

NUMBER 4: DIRECTOR OF PUBLIC SERVICES – 2020-21 ROAD COMMISSION FOR OAKLAND COUNTY WINTER MAINTENANCE AGREEMENT

Provided for Council’s consideration is the agreement with Oakland County for the City to provide winter maintenance on 14 Mile from Campbell to Dequindre, John R from 14 Mile to the Red Run Drain, and Twelve Mile from Dequindre to Campbell.

This contract provides a 2.5% increase from last year, allowing $6,981 per mile of four or five lane road, and $8,610 per mile of six lane road. The total amount of the contract is $40,971.

Staff and I recommend that City Council approve the contract and authorize the Mayor and City Clerk to sign on behalf of the City.

F - BID AWARDS/PURCHASES:

NUMBER 1: POLICE CHIEF – PURCHASE OF CELLEBRITE DATA RECOVERY SOFTWARE

The Detective Bureau and Special Investigations Unit are running into multiple cases where they need to obtain cellular phone data from suspects. Currently, electronic devices are sent to the crime lab for analysis however this process can take several months to a year. In order to expedite this process and assist our officers with gaining data and evidence to solve crimes quicker and more efficiently, Staff and I recommend City Council approve the purchase of Cellebrite Data Recovery Software in the amount of $12,700.

M:\CITY CLERK\Agenda Comments\2020\200910 comments.docx Agenda Comments September 10, 2020 Page 4

NUMBER 2: CITYWIDE LED CONVERSION

In 2015, City Council approved the upgrade of 376 mercury vaper streetlights to LED technology. This project resulted in a cost and energy savings and eliminated the obsolete and inefficient mercury vaper lighting technology. At that time, the conversion of the remaining 1386 high pressure sodium streetlights in the City’s system did not provide a sufficient savings to be pursued. With this year’s rate discussion, DTE presented the staff with updated cost and savings projected for a full LED conversion of the remaining streetlights in the City. This total conversion will cost $412,790. While this project was not included in the current budget the savings of $84,359 per year, combined with a rebate of $33,773 will result in a return on investment of 4.5 years. In addition, this conversion will improve quality of light, safer roadways and neighborhood streets and a positive environmental impact with an energy reduction of 713,460 kilowatt-hours annually. For those that have been able to view the Town Hall meeting last week regarding this project, this equates to the energy used in 100 households per year.

If Council concurs to approve this conversion two actions will be needed:

First, City Council will need to appropriate funding for this project by allocating $412,790 to the General Fund Streets account 9280. This motion required a supermajority vote to pass.

Second, City Council will need to approve the Purchase Agreement between the City of Madison Heights and DTE in the amount of $412,790 and authorize the City Manager to sign on behalf of the City.

M:\CITY CLERK\Agenda Comments\2020\200910 comments.docx CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

POLICY CONSIDERATION

FINANCIAL IMPACT No Impact Fee Waiver Proposed Budgeted Fund Name(s) Department Name Appropriated in Acct. No. Budget Amount Amount Available in Acct. Second Account Number Budget Amount Amount Available in 2nd Acct. Revenue Generated Other Comments

REVIEW CHECKLIST

DEPARTMENT DATE

CITY MANAGER DATE

See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM #

PROCLAMATION Suicide Prevention Week of September 6-12, 2020 WHEREAS, World Suicide Prevention Day is recognized internationally and supported by the World Health Organization on September 10th of each year, and National Suicide Prevention Week is September 6th – 12th, 2020; and

WHEREAS, according to the National Center for Disease Control and Prevention (CDC) in the United States, one person dies by suicide every 9.2 minutes, with 48,344 deaths by suicide in our country during 2018;

WHEREAS, in our country, suicide is the 2nd leading cause of death for 10-34 year olds, is the 4th leading cause of death for people of 35-54 and the 10th leading cause of death in the United States overall;

WHEREAS, there were more than twice as many suicides in the United States as there were homicides;

WHEREAS, each person’s death by suicide intimately affects at least six other people, with over 250,000 newly bereaved each year;

WHEREAS, programs such as the student safety program OK2SAY andtheOakland County Youth Suicide Prevention Task Force offer educational programs and intervention; and

WHEREAS, the Suicide Prevention Week is being recognized to promote reducing the frequency of suicide attempts and deaths, and the pain for those affected by suicide deaths:

WHEREAS, the City of Madison Heights recognizes suicide as a public health problem and suicide prevention as a community responsibility:

WHEREAS, far too many Michigan residents die by suicide each year, and most of these deaths are preventable;

THEREFORE IT BE RESOLVED that the Mayor and City Council of the City of Madison Heights do hereby designate September 6th through 12th, 2020, as “Suicide Prevention Week” in the City and urge residents to take time to raise their awareness during the month of September, learn the warning signs and help prevent suicide by encouraging those at risk to seek lifesaving help.

Roslyn Grafstein Mayor

Mark A. Bliss Robert J. Corbett Jr. Councilman Councilman

Kymm Clark Robert B. Gettings Councilwoman Councilman

Emily J. Rohrbach David M. Soltis Councilor Mayor Pro Tem CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT UNFINISHED BUSINESS DESCRIPTION OF ITEM

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

POLICY CONSIDERATION

REVIEW CHECKLIST

DEPARTMENT DATE

CITY MANAGER DATE

See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM # From: Melissa Marsh To: Cheryl Rottmann Subject: FW: Resignation from Library Advisory Board Date: Thursday, August 27, 2020 7:49:48 AM

From: Elizabeth Blomenberg [mailto:[email protected]] Sent: Thursday, August 27, 2020 6:53 AM To: Melissa Marsh; Mark Bliss; Roslyn Yerman; Bob Corbett Subject: Resignation from Library Advisory Board

To whom it concerns;

Please accept this as a formal notification that I am resigning from the Madison Heights Library Advisory Board.

Thank you, Elizabeth Blomenberg CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

POLICY CONSIDERATION

REVIEW CHECKLIST

DEPARTMENT DATE

CITY MANAGER DATE

See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM # MEMORANDUM

DATE: August 14, 2020

TO: Melissa R. Marsh, City Manager

FROM: Sean P. Ballantine, Public Services Analyst/Planner R. Corey Almas, Director of Public Services

SUBJECT: Oakland County Local Road Improvement Program (LRIP) Project Agreement – Whitcomb Avenue

For the past four years the City has successfully participated in Oakland County’s Local Road Improvement Program (LRIP), which is designed to assist local units of government with needed local road improvements. The program is based on a minimum 50% / 50% match between the City and Oakland County. Since the inception of this program, the City has received $192,260 in County grant funding ($37,716 in 2016, $37,716 in 2017, $59,328 in 2018, and $57,500 in 2019). The funds were used to offset the cost of much-needed repairs to Whitcomb Avenue west of Dequindre, Research Park, Tech Row, and East Lincoln Avenue.

Oakland County is offering the program again for 2020. We have been awarded the maximum grant amount of $81,493, which is based on the attached formula, for sectional concrete repairs to Whitcomb Avenue, from Barrington to Dequindre. This road has been on our priority repair list for a number of years and we have addressed critical repairs as funding has permitted. The LRIP grant will be applied to our 2020 Sectional Repair project for this street, which will offset a total project cost of $435,998.90.

Funds are budgeted and available for this project and construction is currently scheduled for summer / fall 2020. Staff recommends that City Council approve the Cost Participation Agreement for the 2020 LRIP, and authorize the Mayor to sign on behalf of the City.

Department of Public Services City of Madison Heights 801 Ajax Drive Madison Heights, Michigan 48071

p (248) 589-2294 | f (248) 589-2679

July 27, 2020

Greetings,

We are pleased to inform you that the Board of Commissioners has approved your application for funding under the 2020 Local Road Improvement Program.

Poor conditions on our roads create an impediment to the economic development of our community and diminish the excellent quality of life our residents expect. Oakland County is proud to be a partner with your local government to provide much needed investment in our local transportation infrastructure.

You will receive a separate email requesting a digital signature on your Cost Participation Agreement. If you are not the designated signer, please click the “DELEGATE” link in the email and enter the name and email address of the appropriate individual. Following approval by your governing authority and execution of the agreement, please electronically sign the agreement. All signers will automatically receive a sealed copy of the executed document for your records.

After you receive the sealed and executed agreement, you can invoice our Management and Budget office as instructed in the agreement for payment.

If you have any questions regarding the program or agreement, please feel to contact Amy Aubry, Analyst of the Board of Commissioners at 248-425-7056 or [email protected].

Sincerely, The Oakland County Board of Commissioners

1200 N Telegraph Road | Pontiac, Michigan 48341 | 248-858-0100 (P) 248-858-1572 (F) | www.oakgov.com/boc LOCAL ROAD IMPROVEMENT MATCHING FUND PROGRAM

COST PARTICIPATION AGREEMENT

Sectional Concrete Repair on Whitcomb Ave

City of Madison Heights

Board Project No. 2020-18

This Agreement, made and entered into this day of , 2020, by and between the Board of Commissioners of the County of Oakland, Michigan, hereinafter referred to as the BOARD, and the City of Madison Heights, hereinafter referred to as the COMMUNITY, provides as follows:

WHEREAS, the BOARD has established the Local Road Improvement Matching Fund Program, hereinafter the PROGRAM, for the purposes of improving economic development in Oakland County cities and villages. The terms and policies of the PROGRAM are contained in Attachment A. The BOARD intends the PROGRAM to assist its municipalities by offering limited funds, from state statutory revenue sharing funds, for specific, targeted road maintenance and/or improvement projects on roadways under the jurisdiction of cities and villages; and

WHEREAS, the BOARD shall participate in a city or village road project in an amount not exceeding 50% of the cost of the road improvement, hereinafter referred to as the PROJECT, and also not exceeding the Preliminary Distribution Formula as it relates to the COMMUNITY, (Attachment B); and

WHEREAS, the COMMUNITY has identified the PROJECT as the sectional concrete repair on Whitcomb Ave, as more fully described in Attachment C, attached hereto, and made a part hereof, which improvements involve roads under the jurisdiction of and within the COMMUNITY and are not under the jurisdiction of the Road Commission for Oakland County or state trunk lines; and

WHEREAS, the COMMUNITY has acknowledged and agreed to the BOARD’s policies regarding the PROGRAM, Attachment A, and further acknowledge and agree that the PROJECT’s purpose is to encourage and assist businesses to locate and expand within Oakland County and shall submit a report to the BOARD identifying the effect of the PROJECT on businesses in the COMMUNITY at the completion of the PROJECT. In addition, the COMMUNITY acknowledges that the program is meant to supplement and not replace funding for existing road programs or projects; and

WHEREAS, the COMMUNITY has acknowledged and agreed that the PROGRAM is expressly established as an annual program and there is no guarantee that the PROGRAM will be continued from year to year. The BOARD anticipates that most PROJECTS funded under the PROGRAM will be completed by the end of calendar year 2021. There is no obligation on behalf of the BOARD to fund either the PROJECT or the PROGRAM in the future; and

WHEREAS the COMMUNITY has acknowledged and agreed that the COMMUNITY shall assume any and all responsibilities and liabilities arising out of the administration of the PROJECT and that Oakland County shares no such responsibilities in administering the PROJECT; and WHEREAS, the estimated total cost of the PROJECT is $435,999; and

WHEREAS, said PROJECT involves certain designated and approved Local Road Improvement Matching Funds in an amount not to exceed $81,493, which amount shall be paid to the COMMUNITY by the BOARD; and

WHEREAS, the BOARD and the COMMUNITY have reached a mutual understanding regarding the cost sharing of the PROJECT and wish to commit that understanding to writing in this Agreement.

NOW, THEREFORE, in consideration of the mutual covenants set forth herein and in conformity with applicable law and BOARD resolution(s), it is hereby agreed between the COMMUNITY and the BOARD that:

1. The BOARD approves of the PROJECT, and in reliance upon the acknowledgements of the COMMUNITY, finds that the PROJECT meets the purpose of the PROGRAM.

2. The BOARD approves of a total funding amount under the PROGRAM for the PROJECT in an amount not to exceed $81,493. The COMMUNITY shall submit an invoice to the COUNTY in an amount not to exceed $81,493.

a. The Invoice shall be sent to:

Lynn Sonkiss, Manager of Fiscal Services Executive Office Building 2100 Pontiac Lake Road, Building 41 West Waterford, MI 48328

3. Upon receipt of said invoice and upon execution of this Agreement, the BOARD shall pay the COMMUNITY in an amount not to exceed $81,493 from funds available in the PROGRAM.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and date first written above.

OAKLAND COUNTY BOARD OF COMMISSIONERS

By: David T. Woodward

Its: Chairman

COMMUNITY

By:

Its:

Attachment "A" LOCAL ROAD IMPROVEMENT MATCHING FUND PROGRAM

STATEMENT OF PURPOSE

Oakland County Government recognizes that Michigan law places the primary responsibility for road funding on the State and non-county local units of government. However, the County also recognizes that the law does permit a limited, discretionary role for the County in assisting a road commission and local units within a county by supporting some road maintenance and improvement efforts.

Accordingly, for many years Oakland County has voluntarily provided limited assistance to its cities, villages and townships (CVT's) and to the Road Commission of Oakland County (RCOC) by investing in a discretionary Tri-Party Road Program. Authorized under Michigan law, the County's tri-party funding contributions primarily facilitate safety improvement projects on CVT roads under the jurisdiction of the RCOC. By law, tri-party funds cannot be used to fund projects on roads solely under the jurisdiction of CVT's.

Recognizing a continuing need to better maintain local CVT streets and roads, yet being ever mindful of the County's limited responsibility for and jurisdiction over non-County roads and streets, Oakland County Government is continuing the success of the pilot program launched in 2016 that was more flexible than the current Tri-Party Road Program; one that allowed Oakland County to assist its cities and villages with maintenance and safety projects on non-County roads.

Not being the funding responsibility of County government, local CVT roads generally cannot be maintained or improved using County funds because doing so would be considered to be the "gifting" of County resources. However laudable the purpose, Michigan law generally forbids the gifting of government resources. To avoid application of the constitutionally-based gifting restriction, the state legislature must, and in this arena has, determined that a public benefit results from a taxpayer investment, one that provides a quid pro quo sufficient to avoid application of the gifting prohibition. Here, the legislature has determined that the economic development benefit presumed to accrue to a county as a result of local street and road investments can provide a sufficient quid pro quo to county taxpayers justifying a discretionary county investment in a non- county road, a benefit that constitutes a fair exchange for value and not a gift.

This legislative determination is set forth in 1985 P.A. 9, which amended 1913 P.A. 380, by adding a new section 2, which in pertinent part provides:

"(1) ...A county may grant or loan funds to a township, village or city located within that county for the purpose of encouraging and assisting businesses to locate and expand within the county...

(2) A loan or grant made under subsection (1) may be used for local public improvements or to encourage and assist businesses in locating or expanding in this state, to preserve jobs in this state, to encourage investment in the communities in this state, or for other public purposes."

Communities that wish to attract, retain and grow business, retain jobs and encourage community investment, needs a safely maintained road infrastructure. This road infrastructure must include both residential and commercial roads as workers and consumers need to get to and from work, shopping, schools and recreation. In a fiscally prudent and limited manner, the County wishes to help its cities and villages accomplish this through its Local Road Improvement Matching Fund Program, commonly known as the Local Road Improvement Program (LRIP).

Any such program must be mindful of the limits imposed under Public Act 9. One important restriction Public Act 9 imposed on grants or loans made pursuant to Subsection 2 of the Act is the mandate that, "A grant or loan under this Subsection shall not be derived from ad valorem taxes except for ad valorem taxes approved by a vote of the people for economic development." This means that funding for an expanded local road assistance program cannot utilize proceeds from any of Oakland County's ad valorem tax levies since no levy has been approved by voters specifically for economic development.

Given this limitation, it appears that the state statutory revenue sharing appropriated to the County can provide a non-ad valorem source of funds that legally can be used to support the program. Competition for those funds, which are limited in amount, is fierce and their yearly availability is subject to the state legislative process. In the recent past, the State stripped all of those funds away from Michigan counties. Understanding that reality, it shall be the policy of the Oakland County Board of Commissioners that the Board shall not appropriate any County funds for a local road improvement matching fund program for non-County roads in any year where the State of Michigan fails to appropriate statutory revenue sharing funds to Oakland County in an amount sufficient to allow the County to first prudently address its core functions.

Act 9 imposes additional conditions on grants and loans. These include requirements that the loan or grant shall be administered within an established application process for proposals; that any grant or loan shall be made at a public hearing of the county board of commissioners and that the Board shall require a report to the county board of commissioners regarding the activities of the recipient and a report as to the degree to which the recipient has met the stated public purpose of the funding.

Understanding all of the above, the Oakland County Board of Commissioners hereby establishes the following Local Road Improvement Matching Fund Program:

PROGRAM SUMMARY

The Board of Commissioners established a Pilot Local Road Improvement Matching Fund Program through Miscellaneous Resolution #16103 for the purposes of improving economic development in Oakland County cities and villages. The County intends to continue this Program to assist its municipalities by offering limited matching funds for specific, targeted road maintenance and/or improvement projects on roadways under the jurisdiction of cities and villages.

A city or village participating in the Local Road Improvement Matching Fund Program shall match any fund authorized by the Board of Commissioners in an amount equal to a minimum of 50% of the cost of the total project award. County participation shall be limited to a maximum of 50% of the cost of the total project budget. Funding shall be utilized to supplement and enhance local road maintenance and improvement programs. Funding is not intended to replace existing budgeted local road programs or to replace funding already committed to road improvements.

PROJECT GUIDELINES

Program funding shall be utilized solely for the purposes of road improvements to roads under the jurisdiction of local cities and villages. Road improvements may include, but not be limited to, paving, resurfacing, lane additions or lengthening, bridges, or drainage as such improvements relate to road safety, structure or relieving congestion.

Program funding:

• May be utilized to supplement a local government's matched funding for the purposes of receiving additional federal transportation funding; • May not be utilized to fulfill a local government's responsibility to fund improvements to state trunklines; • Shall be limited to real capital improvements to roadways and shall not be utilized for other purposes, such as administrative expenses, personnel, consultants or other similar purposes; • Shall not be utilized for non-motorized improvements, unless these improvements are included in a project plan for major improvements to a motorized roadway; • Shall be utilized for projects that will result in a measurable improvement in the development of the local economy and contribute to business growth. Recipients shall be responsible for providing an outline of the economic benefits of the project prior to approval and for reporting to the Board of Commissioners after the completion of the project on the benefits achieved as a result of the projects.

ADMINISTRATION

Local Road Improvement Matching Fund Program projects may be appropriated by the Board of Commissioners in compliance with the County budget process. The amount of funds to be dedicated for the Program shall be determined by the Board of Commissioners on an annual basis. Program funding may be reduced or eliminated based upon the ability of the County government to meet primary constitutional and statutory duties. The Board of Commissioners expressly reserves the right to adjust the County matching funds share at any time based upon County budget needs.

In accordance with MCL 123.872, funds dedicated to the Local Road Improvement Matching Fund Program shall not be derived from ad valorem tax revenues. Program funding shall be limited to funds derived from the County's distribution from the Michigan General Revenue Sharing Act. Reduction or elimination of the County's distribution of revenue sharing funds may result in the elimination or suspension of the program.

Funding availability shall be distributed based upon a formula updated annually. The formula will consist of:

1. A percentage derived from the number of certified local major street miles in each city and village divided by aggregate total of certified local major street miles of all cities and villages in the County. 2. A percentage derived from the population of each city and village as determined by the last decennial census conducted by the U.S. Census Bureau divided by the aggregate total population of cities and villages in the County. 3. A percentage derived from the three-year rolling total of the number of crashes on city and village major local streets divided by the aggregate three-year rolling crash numbers for all city and village major local streets, using the most recent data available. The crash data will be supplied by the South East Michigan Council of Governments (SEMCOG).

Each city and village’s percentage allocation shall be determined by adding each factor percentage and dividing that total by three. The amount of funds available for match shall be determined by the total amount of funds allocated by the Board of Commissioners added to an equal amount representing the match provided by local cities and villages.

The Chairman of the Board of Commissioners shall establish a Special Committee on the Local Road Improvement Program. This Special Committee shall consist of three members, with two members representing the majority caucus and one member representing the minority caucus. It shall be the responsibility of the Special Committee to direct the administration of this program, receive applications for program funding, and make recommendations of acceptance to the Board of Commissioners. The Special Committee may consult with County departments, staff, the South East Michigan Council of Governments (SEMCOG), and the Road Commission for Oakland County in the conduct of its business.

DISBURSEMENT

The Special Committee shall forward recommendations for approval of Local Road Improvement Matching Fund Program projects to the Chairman of the Board of Commissioners. This recommendation shall include a cost participation agreement between the County and participating municipality. Minimally, cost participation agreements shall include: responsibility for administering the project, the project location, purpose, scope, estimated costs including supporting detail, provisions ensuring compliance with project guidelines, as well as disbursement eligibility requirements. The cost participation agreement shall also require the maintenance of supporting documentation to ensure compliance with the following provisions:

1. Any and all supporting documentation for project expenditures reimbursed with appropriated funding shall be maintained a minimum of seven years from the date of final reimbursement for actual expenditures incurred.

2. The Oakland County Auditing Division reserves the right to audit any and all project expenditures reimbursed through the program.

Upon receipt of recommendation of project approval from the Special Committee, the County Commissioner or Commissioners, representing the area included in the proposed project, may introduce a resolution authorizing approval of the project and the release of funds. Resolutions shall be forwarded to the Economic Growth and Infrastructure Committee of the Board of Commissioners, who shall review and issue a recommendation to the Board on the adoption of the resolution. The Chairperson of the Economic Growth and Infrastructure Committee shall schedule a public hearing before the Board of Commissioners prior to consideration of final approval of the resolution.

The deadline for projects to be submitted for consideration shall be established by the Special Committee. The Special Committee may work with participating municipalities to develop a plan for projects that exceed that municipality's annual allocation amount. This may include a limited plan to rollover that municipality's allocation for a period of years until enough funding availability has accrued to complete the project, subject to funding availability.

Upon completion of project plans and execution of the cost participation agreement by the County and governing authority of the local municipality, the participating municipality shall submit an invoice in accordance with the terms and conditions included in the agreement. The Oakland County Department of Management and Budget Fiscal Services Division shall process payments in accordance with policies and procedures as set forth by the Department of Management and Budget and the Oakland County Treasurer.

In the event an eligible local unit of government chooses not to participate in the Local Road Improvement Matching Fund Program, any previously undistributed allocated funding may be reallocated to all participating local units of government at the discretion of the Local Road Improvement Program Special Committee.

At the completion of each project, the participating local government shall provide a report to the Board of Commissioners regarding the activities of the recipient and the degree to which the recipient has met the stated public purpose of the funding as required by MCL 123.872.

ATTACHMENT C

Local Road Improvement Program

Sectional Concrete Repair on Whitcomb Ave

City of Madison Heights

Board Project No.2020-18

Description: Sectional concrete repair on Whitcomb Ave

ESTIMATED PROJECT COST Administration, Engineering and Inspection $51,859 Construction $384,140 Total Estimated Project Costs $435,999

COST PARTICIPATION BREAKDOWN:

COMMUNITY COUNTY TOTAL FY2020 LRIP Program $81,493 $81,493 $162,986 Additional Contribution $273,013 $0 $273,013

TOTAL SHARES $354,506 $81,493 $435,999

May 21, 2020

To Whom it May Concern:

The Oakland County Board of Commissioners will be accepting applications for projects to be included in the 2020 Local Road Improvement Program. The fifth year of this program is continuing as a partnership by the Board with County Executive Dave Coulter to assist local cities and villages with maintenance and improvements on local roads and streets under their jurisdiction.

Enclosed you will find:

• 2020 Project Application Form • Program Policies and Guidelines • 2020 Approved Distribution Formula and Available Allocations Amounts • Schedule for Project Consideration by the Board of Commissioners

The Board of Commissioners has set aside $2 million for the 2020 program. With unused funds in the amount of $27,439 from FY 2019, a total of $2,027,439 is available for 2020 projects. Funds are allocated to communities using an allocation formula modeled on the Tri-Party formula. Participating local cities and villages will be responsible to match any county investment at a minimum of 50% of the cost of the project budget.

A Local Road Improvement Program Special Committee has been established to take the lead in reviewing and make recommendations to the Board regarding project applications. Following review by the Special Committee, the County Commissioner or Commissioners representing the project community will introduce a resolution authorizing the project for consideration by the Board.

Please note that, in order to meet statutory requirements, projects authorized under this program must contribute to the purpose of encouraging and assisting businesses to locate and expand within the County.

It is the goal of the Board of Commissioners to have a streamlined process, without excessive paperwork and unnecessary delays, to put the funds to work quickly, improving road conditions. Please note that the final deadline to submit applications is June 30, 2020. Projects received prior to the deadline may be moved forward on an expedited schedule.

If you have any questions regarding the program, the application process, or policies, please feel to contact Amy Aubry, Board of Commissioners Analyst at 248-425-7056 or [email protected]. You can also contact your local County Commissioner for assistance.

Sincerely,

Penny Luebs Gary McGillivray Adam Kochenderfer Oakland County Commissioner Oakland County Commissioner Oakland County Commissioner Special Committee Chair Special Committee Vice-Chair Special Committee Member

1200 N Telegraph Road | Pontiac, Michigan 48341 | 248-858-0100 (P) 248-858-1572 (F) | www.oakgov.com/boc 2020 APPLICATION FORM

LOCAL ROAD IMPROVEMENT PROGRAM

Background: Oakland County has established a Local Road Improvement Program for the purposes of improving economic development in Oakland County cities and villages. The County intends this Program to assist its municipalities by offering limited matching funds for specific, targeted road maintenance and/or improvement projects on roadways under the jurisdiction of cities and villages.

Project Policies and Guidelines: The Oakland County Board of Commissioners and the Local Road Improvement Program Special Committee have established policies, procedures and guidelines for project consideration. These documents have been included as Attachment “A”.

Available Funding: Oakland County’s maximum contribution for projects in eligible cities or villages has been established within the distribution formula included as Attachment “B”.

Required Matching Funds: A city or village participating in the Local Road Improvement Program shall match any funds authorized by the Oakland County Board of Commissioners in an amount equal to a minimum of 50% of the cost of the total project award. Funding shall be utilized to supplement and enhance local road maintenance and improvement programs. Funding is not intended to replace existing budgeted local road programs or to replace funding already committed to road improvements.

REQUESTING LOCAL GOVERNMENT MUNICIPALITY CONTACT PERSON TELEPHONE NUMBER

STREET ADDRESS CITY/ZIP E-MAIL ADDRESS

*If applicable, please print clearly.

Page 1 of 5 PROJECT INFORMATION SHORT DESCRIPTION OF PROJECT

ROAD/ROADS TO BE IMPROVED

DESCRIPTION

Page 2 of 5 PROJECT BUDGET MAX COUNTY MATCH* LOCAL MATCH TOTAL PROJECT BUDGET

SHORT DESCRIPTION OF PROPOSED PROJECT EXPENDITURES

*Max county match amount can be found on Attachment B

Page 3 of 5 ECONOMIC IMPACT OF PROJECT The Local Road Improvement Program has been established under MCL 123.872, the Gifts of Property Act, which provides that "A county may grant or loan funds to a township, village, or city located within that county for the purpose of encouraging and assisting businesses to locate and expand within the county." DESCRIBE HOW THE PROJECT MEETS THE STATUTORY REQUIREMENT OF ENCOURAGING AND ASSISTING BUSINESS TO LOCATE AND EXPAND IN THE COUNTY

Page 4 of 5

CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

POLICY CONSIDERATION

REVIEW CHECKLIST

DEPARTMENT DATE

CITY MANAGER DATE

See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM #

Workman Reserves/Active Duty Differential

Deployment September 29, 2020 for 440 Days Rank E-4

Annual Reserves Wage $32,952.60 Monthly Reserves Wage $2,746.05 Hourly Reserves Wage $15.84

Annual MHPD Wage $67,988.75 Monthly MHPD Wage $5,665.73 Hourly MHPD Wage $32.69

Annual Differential $35,036.15 Monthly Differential $2,919.68 Hourly Differential $16.84

Assumes 2080 Hours Department of the Army Headquwrtem,FUst)urrqy 1 Rocklsland Arsenal, Building 68 Rock Island Arsenal, Dlinois 61299-8400

PERMANFNT ORDFRS: 1A-20-l36-047 15May 2020

The Army National OJ.ard unit shown and theirm:riliem are ordered to active duty in support of. BORDER.MISSION For the time period shown unless sooner released by proper authority. Period: Initia1440 days Authority: TITlE 10 USC, SECTION 12302-BORDER/HQDA MSG 11 t908ZMay201DAMO-ODM/: ORDTYP/MOBORDIHQDA NO.OOJ-20 Mobilization category code: G

All federally recognized officers of the Anny National Giard who do not hold appointmmt as reseiVe corrmissioned or warrant officers of the~ with assignment of the Army National OJ.ard of the Unites States in tbe grade ofrank they hold in the Anny National OJ.ard are tendered such appointm:nt and are ordered to active duty in these grades ofmnk All otherm:nilers assigned to the unit listed including the commnder, are ordered to active duty in their reserve COI11JODent ofthe Anny gmdes of rank and present position

UIC II Standard Nam: ofllne Unit II PAXRFQ II Effec~) Date II Effe:~)Ddte 1/ Harre Station jJ Mobilizition Station /1 ~~:: Wx:IUAA II 1431 EN co SAPPER COMPANY II 39 II 10/01/2020 II 10/04/2020 II CAUlMBT RTC, Ml II FT BUSS, TX II FT BUSS, TX I

Additional Instructions:

a. Unit above is relieved from present reserve COJlllonent status and is ordered to report for a period of active duty not to ex:eed 25 days for rmbili2ation processing. Proceed from present location in sufficient t:iire to report by, (See Standard Nom:: line of Unit Hotre!Mobili2ation Station Aniva( Dates). If upon reporting for active duty, unit personnel wbo fail to.m:et deplo)llmnt rredical standards (whether because of a telll'omry or perrmnent tredica.l condition), then he/she IDlY be released :from active duty, returned to priorresetVe status, and returned to his/her home address. Unit mmherwill be subject to a subsequent order to active duty upon resolution ofthe disqualifYing m:dical condition. If upon reporting for active duty. he/she is found to satisfy tmdical deploytrent standards, then he/she is further ordered to active duty for a period not to e»::eed 440 days, such period to include the period (not to exceed 25 days) required for rmbi..lizition processing. De®bili2ation ofunit(s) is/are prohibited without prior approval ofHQDA. Individual trerrbers of the unit will deODbilize with the unit unless provisions of AR 600- 8-24 or AR 635-200 apply. RCtinits will detmbilize through a First Army designated MFGL

b. lAW HQDAEXORD 140-17:

On Effective Date Home StatioQ (HS), DDbilized RC unit and Soldiers are attached to First Army Corrbined Anns Training Brigade (CA 1B) or Multifunctional Training Brigade (MFTB) for mission conmmd, training and validation. Multi COMPO Units (MCU) and Main Commnd Post-Qperations Detachments {MCP-OD) will be attached to the Active Duty (Aq Division or Corps far mission cammnd, training and validation.

The supporting installation/garrison caJDDllld will asslllmADO)N afRCunit and Soldiexs, less responsibility for mission comrmnd, tmining and validation far deployrrent. Effective upon deploym:nt, RCunit and Soldiers are attached to the gaining theater ASCC.

CONUS Support Base Units are attached to IM:O)M Gurisans for mission coiOllmd, training and validation. Upon COJillletion afinwprocessing onto active duty, the unit will be further attached to the gaining Corrrmnd.

c. Unit listed is ordered to active duty on the effective date as indicated. Unit strengths will not exceed tbe Mission Required Strength (MRS) unless specifically authorized otherwise by the DA Mob Order referenced above. Unit is llllbilizing in support of current opemtians. Ensure personnel requirermnt is IA W the Deploym::nt Manning Docum::nt (DMD). Do not Imbilize Soldiers who are nat qualified.

d. In accordance with DA EXORD 140-17, Commnds tmst ensure all Soldiers an Mobili2ation Orders perfonning a mission in CONUS (CONUS Base Support) roore than 179 days are released from mission duties to anive at the designated Mobifuation Farce Generation Installation (MFGI) a minim.tmaf 14 days prior to Release FromActive Duty (REFRAD) date an their order. This ensures execution ofthe Requirerrents Based Detmbilization Process (RBDP). Atrival of the Soldier should be coordinated by the commnd and or the unit of the Soldier with the designated MFGI for deJIDbili2ation. All Soldiers should have eJIPended the Illljority of their ordinacy accrued leave throughout the mission tour. If the Soldier intends on taking the accrued Leave, the cammnd should add that armunt to the 14 days in order to REFRAD on time. The Soldier cannot be extended to e:q:~end accrued leave. If the Soldier arrives too late to eJqJend the leave, the Soldier can sell the leave (NTE tmndated cap) or will lose the leave ifthe cap is already rmt. ~eptions oust be requested through First Anny.

e. Authori2i:d Level of Organization (Al.O): 1.

f. This order constitutes authority furmJvem::nt. Support installations are directed to process requests from subject RC units pending receipt of hard copy ordem to active duty when request can be validated by this order. Installations use ORRSwA Force Projection when processing RCunits. g. Unit personnel will rrobilize and deploy with their full COJlllierrent of authorized Organi2ational Clothing and Individual Eq_uipm:nt (OCIE) to include PEO Soldier issued Rapid Fielding Initiative (RFI). Deploying units will report to designated Mabili2atian Fan:c Generation Installations {MFGI) with OCIEand deploytrent equiprrent. As a general rule, RC deploying units deploy with a S.Illlll CODJllermnt of their authoci7f:d Modified Table of Organization Equiprmnt (MTOE) or To AcCOIIJlany Troops (TAT) equiprrent as nnst mission essential equipment is prewpasitioned in theater. The exception to this will be engineer units which will deploy with their full MTOE h. Any weapons requ~d for deplaym::nt will accofll)any Advance Party to the :rvlFGl to facilitate technical inspection (TI) prior to arrival ofMain Body. i. RC deploying units will use D1MS to decurrent pre-rrobilization training. (Units, will submit pre-Ill)bilization training and readiness docuroontation through corrmmd channels to the Unit Mob Assistorand partner Brigade.

m Deploy ADVON to the MFGliA W the First Army Based Order and subsequent FRACOs.

n. CoJllllete allpre-rmbili2ation training as agreed to at the Joint Assessmmt.

o. Equiptrent

l. Ensure allequiprrf:nt is FuU Mission Capable (FMq plus safety standards IA W sourcing doc~nt. Equipmmt doCllii£Dted with DA 598&-EofsupeiVised PMCS (i.e. individual weapons, pro IlllSk, vehicles, radios, etc) and technical inspection docmrented on DA 5988-E of crew served weapons. Conmmden; will submit a . trenxHandumforrecord stating their equipment treets required readiness levels and is ready for collective training upon atrival

2. Upon redeploymmt, aU TAT equiprrent will be shipped to the original MFGl unless an approved exception to policy is granted. Exceptions to policy are only gmnted lAW DA/FORSCOM reset guidance and approved through HQ's First Anny G4 to HQ's Deputy Com:mnding Generals.

3. Units required to deploy MTOEequipm:nt as part oftheirdeploymmt will ensure equiptrent is FMC plus safety prior to rmbili2ation. First Anny ICW ASCwill detennine the equiprrent validation and deploymmt process.

p. Equipm:nt fills as required by the MTOEfomula, Mission Essential.Equipmmt list (MFEL), SRC. or approved authori2ation sourcing documents.

q. Fnsure personnel requirement islAW the Deployrrent Manning Docum:nt (DMD).

r. Following are instructions for :funding ofunit involved:

OMA appropriation funds unit costs incurred on and after date ofrmbilization. FORSCOM will send funds via funding authori2ation docurrent to MFGl processing USARand ARNGunits. MFGl will coordinate funding requirerrents with FORSCOM. IM:COM funds individual travel and per diem within CONUS and for OCOTCS Missions OCONUS. AMC:funds unit rmvernents fromHS to MFGl.

Individual rmbili2ation orders will contain appropriate pay and allowance and travel/per diem lines of accounting as distributed by the authorized order writing systems. Use oftbose WAs outside of the designated orders writing system; is prohibited.

IJ\.1COM will fund entitlements lAW current JTRguidance and IM:COM OCOTCS Funding Modelguidelines.lfyou have any questions about entitlerrents contact llvfCOM through the group box address at us arrey .Jbsa.im::[email protected]. Our goal is to set e"J)ectations for OCO TCS personnel in a proper, equitable and consistent fashion.

s. A fund cite will be included on all orders. Copies of individual orders will be filed in the AllilY Military Hurmn Resource Record (AMHRR) in the interactive Personnel Electronic Records Management System(iPFRMS). VOCO orders nnst present staterrent lA WPARA 1-23 AR600-&-105 for date of the VOCOfor pay purposes.

I. Travel will be paid for one tim: travel from hom: station to MFGl and back and includes travel and per diemfromhmre station/rrobilization training center or duty location and return to horne station as well as non-teJ!ll stomge.

2 Multiple trips such as soldiers who will visit installations across the country conducting inspections will be funded by the Direct Reporting Units mission funding unless specific funding from has been provided by the Army Budget Office for the mission. WCOM will not fund TOY within TDYITCS.

3. Unit personnel DJJSt have copies ofIDlrriage license, birth certificate ofchildren, l'ental or mntgage agreemmts and other docummts necessary for pay entitlermnts to be processed by the MFGl, per FORSCXJM Reg 500-3-3 (RCUCH). The Installation tmve1 office should :rmke travelanangemmts to accommdate excess baggage. IfcoiiJJ:rrcial rmde oftravel is used, individual soldier's orders should reflect authori2ation for excess baggage per FORSCOM Reg 500-3-l Pam 8.1(2) states: "Soldiers called to Active Duty are not authorized dependent travel AND the shipmmt ofpersonal property is limited to baggage."

4. Meals and lodging per the J1R Soldiers will report to the installation housing office on arrival to CONUS duty stations before securing temporary lodging. The installation housing office will determine whether or not Statetrents ofNon-Availability will be issued. t. MEIJPRO DATA

I. Aml)l Medical Departtrent (AMEDD) Reserve Corrponents (R.C) Medical Co1ps, Dental Corps, and Nurse Anesthetist oflicem rmbilize in accordance with the Assistant Secretary ofthe Anny, Manpower and Reserve Affairs (ASAMRA) 90-day boots on the ground rotation policy, DTD2 October 2003. These Soldiers will continue to be involuntarily rmbilized, IA W current OSD Policy and will not exceed 24-m::mths ofpartial nnbilization authority.

2 Reserve Cofl1Jonent (RC) Physicians (MC), Dentists (DC) and Nurse Anesthetists (CRNA) will be involuntarily nnbilized in their current grade and en:ployed or deployed for 9(}days in a theater of operations Boots-on-the-Gound (BOO) exclusive of any required pre-and post-deploymmt periods in concert with operational requiremants. The above rredical personnel IIBy voluntarily emend beyond the 90-day period within the theater of opemtions with written approval by commnd authority. RC Medical pemonne( assigned to divisional MTOE units or serving in leadership positions (i.e. commnder, Deputy Olieffor Clinical Services, Deputy Conmmder for Nursing) are excluded from the 90-days in theater of operations (BCXJ).

3. Unit commnder will ensure that Health Care Provider Qedentia I Files (HCPCF) are current and COitl'lete prior to departing homa station. Health Care Providers (HCP) are responsible for providing current PCF Documantation to their Unit PCF Custodians. PCF Custodians will ensure COJ11)liance with FORSCOM Regulation 500-3-3, Otapter 5, Task22. Any HCP who cannot be clinicaUy privileged within their AOCto maet mission requirerrents will be so notified in writing by the privileging authority and will be Released From Active Duty (REFRAD) with orders stating "Declared non-deployable due to denial of clinical privileges."

4. All units who have RCHealth Professionals assigned: RCHealth Professionals special pays applies to those officers ordered or called to Active D.Jty (AD) greater than 30-consecutive days (37Title USC Section 302F). Required docurrents: Copy ofDDbilizationlactive duty orders; lnter-facility credentials t:Iansfer privileging brief(ICfPB); If available, docurmnts ofprevious extended active duty periods DD 2l4s Chronological Staterrent ofRetirem:nt Points (ARPC 249-2-E). Consolidate documentation at unit and fotward. to: AMEJD Special Pay Brnnch, Office ofthe Surgeon General, ATI'N: DASG-HR-P, 7700Arlington BLVD Ste 5144, Falls Church, VA 22042-5144, orDSN: 761-1015 orCom703-681-1015. arSGsends individualrntes authori2ed to RCDFAS-Indianapolis Centerforpayrrent. DFAS pays on prom.ted basis starting after first 30-days, retroactive to entry date.

5. This directive rmst be placed on the Soldier's individualiOObiliza.tion order. 11 Dependents (Family Meni:lem) ofRese1ve Conponent (Anny Reserve and National facility near your hOJre visit web site http://www.dm:lc.osd.miVrsV (Rapids site locator by state, city, zip code). Dependents are also eligible to use A.mw One Source, which is a 24-haur resource service (:from the US: 1w800464-8107; En Espanola, llarm all-888w375w5971 and collect caUs (1-484-53()...5889) available at no cost."

u. Fallowing statement nust be included on each individual rrobili2'ation ordet~ "Merrbers of the Army National Giard and Anny Reserve (RC), who are issued delayed-e.ffective-

v. All orders forRCunits and individuals will contain the statement 11 Call 1-800-3364590 (National Conmittee for Err.ployer Support of the Guard and Reserve) or check on line at WWW.FSGR.ORGifyau have questions regarding yourellfJloytrent and reerr.ployrrent rights. 11

w. All installations use DARTS when processing RCUnits. Units will enter all appropriate data and vaccines administered to personnel participating in these operations into MIDPROS prior to aniving at the rmbilization tmining center. MFGI and Soldier readiness process (SRP) rredical stations will use the MEDPROS IMR to validate and dacum:nt all appropriate rredical fields.

x. ADD Farm214 (Certificate ofRelease or Discharge fromActive Duty)will be provided to RCsoldiers upon corrpletion of active duty tour.

y. The Deployed Training Support Team(DTST) website, http://www.atsc.anny.miYTSAID/dtst, will assist units preparing to deploy oraheady deployed

z Unit Ilii.Y coordinate directly with the First Anny Brigade representative at the designated :MFGl for a shift between HSAD and MSAD, not to arrive at MFGI prior to date ofHSAD. MOB POC is Mr. Joseph Reichert. DEMOB POC is Mr. Joseph Reichert. First Aney Brigade POC 4{)2N]) FA BDE (Ops BDE); 1733 PIFASONrON RD, 81002, Rm305; 915-568--2340. HQ, First A.rn1V ItliSt approve any shift of4or rrore days, see below for First Anny POC

aa. POCat First Army to address personnel issues is the G-J (309) 782w9485/9499 DSN: 793 [email protected]

ab. POC at First Azrny to address equipment issues is the 04 Ms. Melinda Utman (309) 782-9612DSN:793 m:[email protected]

ac. POC at First Aney to address ordern is the G-3 OPSIMOB (309) 782-946&19356 DSN:793 usanny.RIA.first-anny-hq.ni>xg3-

ad. AU deploying units or their NGB or USARC representatives will contact the HQ, First Aney Operations Center (us army .RlA.:first-llffilYwhq.nilx.g3..apswfaoc [email protected]) at 309-782-9001 to coordinate Prewrmbili2'atian requirerrents and support.

FORMAT: 150

FOR THE COMMANDER:

Mich8.ei Sheffield Chie~ Mabi.Li2ation Branch First Anny G3

DISTRIBUTION: Cdr, WX7UAA, 1431 FN CO SAPPER COMPANY, CAUJMEf RTC, MI TAGStateofMichigan,ATIN:MlAR-T-MFR Cdr, Ff BUSS, TX Cdr, 3 MEDCDM, Ops Officer, 1650 Corey Blvd, Decatur, GA 30032 Cdr, FORSCOM, AFOP-CA T, Fort Bragg, NC 2831!1-5000 HQDA (DAMH-HSQ.U), Washington, DC20314-0200 HQDA (DAAR-ODF-FD), Washington, DC20310 HQDA (DASG-HCO), Washington, DC20314 Director, US Airey Force ManageiR:nt Support Agency (USAFMSA), MOFJ-FMA, Building 201, Fort Belvoir. VA 22060-5578 COR, U.S. Aney Medical Connnnd, MCOP-P-M, Bldg 2792, Rm 313Ft. Sam Houston, TX 78234-5000 Chiefs, G!neml and Special Staff Agencies O!r, U.S. Aney Reserve Conrnmd, AFRCOPO, Fort Bragg, NC 2831!1-5000 U.S. Aney Center ofMilitary History, DAMH-FPO, 103RD Ave, Ft McNair, DC20319 OJR, USARC (INO) Cdr,TRADOC NGB FY20 NOM. 3.1% inCIUie MONTHLY BASIC PAY TABLE EFFECTIVE 1 JANUARY 2020

YEARS OF SBMCE PAY GRADE <2 2 3 • • 10 12 " " .. 22 2B 20 30 32 30 .. o-10 (note 1) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 Q.8 (note1) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 15546.00 15170.70 16094.10 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 16441.80 04 10999.50 11360.40 11599.50 11666.10 11964.60 12462.90 12579.00 13052.10 13188.30 13596.00 14186.10 14730.00 15093.30 15093.30 15093.30 15093.30 15471.30 15471.30 15857.40 15857.40 15857.40 15857.40 G-7 9140.10 9564.60 9761.10 9917.40 10200.00 10479.60 10802.70 11124.60 11447.70 12462.90 13319.70 13319.70 13319.70 13319.70 13388.10 13388.10 13656.00 13656.00 13656.00 13656.00 13656.00 13656.00 o-e (note2) 6931.20 7614.60 8114.40 8114.40 8145.30 8494.50 8540.70 8540.70 9025.80 9884.10 10387.50 10890.90 111n.40 11467.80 12030.00 12030.00 12270.30 12270.30 12270.30 12270.30 12270.30 12270.30 0-5 5778.oo 6509.10 6959.40 7044.30 7325.70 7493.70 7863.60 8135.40 So186.1o 9022.50 s2n.5o 9530.10 9816.60 9816.60 9816.60 9816.60 9816.60 9816.60 9816.60 9816.60 98t6.6o 9816.60 .,. 4985.40 5770.80 6156.30 6241.80 6599.10 6982.80 7460.40 7831.80 8089.80 8238.30 8324,10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 8324.10 G-3 4383.30 4968.60 5362.50 5847.30 6127.80 6435.00 6633.90 6960.60 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 7131.30 Q-2 3787.50 4313.40 4967.70 5135.70 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 5241.30 G-1 3287.10 3421.80 4136.40 4138.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 4136.40 COMMIBSIOIED Offla:R8 Willi CIVEFI4 'YEARSACilVE DUTY BERIIICE NJ AN eunm MEMBER OR WMRANT OFRC:St Q..3E (note 3) 0.00 0.00 0.00 5847.30 6127.80 6435.00 6633.90 6960.60 7236.30 7395.00 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 7610.70 ~(note3) 0.00 o.oo 0.00 5135.70 5241.30 5408.10 5689.80 5907.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 6069.60 D-1E (note 3) 0.00 0.00 0.00 4136.40 4416.90 4580.10 4747.20 4911.00 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70 5135.70

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8054.70 8463.00 8767.50 9104.10 9104.10 9560.10 9560.10 10037.40 10037.40 10540.20 10540.20 4530.00 4872.60 5012.40 5150.10 5387.10 5621.70 5859.30 6216.00 6529.20 6827.10 7071.30 7309.20 7658.40 7945.20 8272.80 8272.80 8437.80 6437.80 8437.80 8437.80 8437.80 8437.80 4137.00 4309.20 4486.20 4544.10 4728.90 5093.70 5473.20 5652.00 5859.00 6071.70 6455.10 6713.70 6868.20 7032.60 7256.70 7256.70 7256.70 7256.70 " 7256.70 7256.70 7256.70 7256.70 3660.60 4006.80 4113.30 4186.50 4423.80 4792.80 4975.80 5155.50 5375.70 5547.90 5703.60 5890.20 6012.90 6109.80 6109.80 6109.80 6109.80 6109.80 6109.80 6109.80 6109.80 6109.80 3213.00 3559.20 3651.90 3848.40 4080.60 442320 4582.80 4806.60 5026.50 5199.60 5358.60 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10 5552.10

E-&(note4) 0.00 0.00 0.00 0.00 0.00 0.00 5472.90 5598.80 5753.40 5936.70 6123.00 6419.40 6671.40 6935.10 7340.10 7340.10 7706.40 7706.40 809220 8092.20 8497.50 6497.50 ... 0.00 0.00 0.00 0.00 0.00 4480.20 4678.20 4800.90 4947.60 5107.20 5394.60 5540.10 5787.90 5925.60 6264.00 6264.00 6389.70 6389.70 6389.70 6389.70 6389.70 6389.70 E-7 3114.30 3399.00 3529.50 3701.40 3836.10 4067.40 4197.90 4428.90 4621.50 4752.60 4892.40 4946.40 5128.50 5226.00 5597.40 5597.40 5597.40 5597.40 5597.40 5597.40 5597.40 5597.40 ... 2693.70 2964.30 3095.10 3222.30 3354.90 3653.10 3769.80 3994.80 4063.50 4113.60 4172.10 4172.10 4172.10 4172.10 4172.10 4172.10 4172.10 4172.10 417210 417210 417210 4172.10 ... 2467.50 2634.00 2761.20 2891.40 3094.50 3306.30 3480.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 3501.90 ... 2262.60 2378.40 2507.10 2634.60 2746.50 t:::23illl 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2746.50 2745.50 2042.70 2171.10 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 2302.80 =.ao 2302.80 2302.80 2302.80 2302.80 230280 2302.80 "" 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 1942.50 ""E-1 :104Mon (note5) 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 1733.10 E-1 <4Mon ...... (note B) , 1602.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 o.oo 0.00 0.00 o.oo 0.00 0.00 0.00 0.00 0.00 0.00 ""'"'·Mlchihlpmen ~dROTC Students 1150.50 l'l!llE& 1. Basic poy is Jimilcd lo lhe nuc ofl:n:lic I"'Y far Jcwl U ofl.bo Exccuti...., Schtioo .. Clucf of SLOtT oflll<: Air Fon:c. ComrnltndonL oflhc Marino Corpo. Commoodont of tho> CM3t Guord, Chief oflhc Notionol GWird B"""'u. ar «KKlDDOndcr of o unlftcd or "l'C"iftcd oomboloRL comLIIIIJLd (ll3 dcfllled in JO U.S. C. I~ l(o)). 2 &.ic poy for Q.61lltd bcl<>W is Jimilcd by Level V oflbcExccuti"" Schedule io cll'ccl duringC.lc:ndar Ycor 2020wbicb is: $13,141.60.0 3. Crcdillblc =vioc Lo bc LikeD inlll occoum for purposes of U.io loble io oclivc =vice os on enlisted member or oo o Wmnll!I oflieer or •• bolh on oo!ioled member and o '""""'I oJlleer, in Lbc "'""'of a commU..ioned olrLCmull officer, for whicb more !han 1.460 poinl! hove bccu:rcdilcd lo theoll1= for tho> purposes of rille 10. U.S.C § J27:.2(oX2). o commissioned o!Tu:cr OR octi\fcGunrd ondRooervc duly. Etfco::tlveNovmnlx,- 24, 200), <7ediLOble ~ lo belllkl:n imo o=unt for purposos oflhlolllblc in the= o(ocommissioncd 0 4. For the Scrgcmt Major of the Almyl\.:losll:r ChicfPctcy Olliccr oflho>N•'Y· ChicfMo.tcr SorgoontoflheAirForcc, Dr Sa@;Oilllll\.:lojgr ofthel\.:loriocCorpo,or Senior EolUii>d Advisor oflhc JCS, bnsicpoy for 2020 U: $8.844.30. S Applies lo peroonncl wlm ha\'C liC".'Cd ~ moulh• or more on w:ti\'C duty. 6. Applica 10 personnel w"o have """"<:d ].., lhon 4 months OR octivc dul)'_ RESOLUTION

WHEREAS, the United States Army Reserve 1431st Engineer Company has been mobilized to active duty in support of the United States border mission for an initial period of 440 days effective on or about September 29, 2020; and,

WHEREAS, City of Madison Heights Employee, Police Officer Stephen Workman, has received his mobilization orders as a member of the 1431st Engineer Company; and

WHEREAS, this mobilization will cause a significant disruption to his life; and,

WHEREAS, due to being called up to active duty from a Reserve Unit, he has left his

position with the Police Department which has caused a significant loss of income; and,

WHEREAS, the City of Madison Heights desires to provide a supplemental benefit to help protect him from the economic disruption which occurs because he is defending our

Country and risking his life during these difficult and troubled times; and,

NOW, THEREFORE BE IT RESOLVED, that full-time employees who are called up to active duty from Reserve Duty by virtue of a valid order from any of the Armed Forces will be paid the difference between their base salary and the amount of overall compensation they are receiving on active duty in the military effective upon passage of this Resolution.

WHEREAS, it is the hope of the City of Madison Heights that this will assist Officer

Workman and other full-time employees while carrying out their Patriotic Duty while serving

their Country. CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

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REVIEW CHECKLIST

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See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM #

Memorandum

TO: Madison Heights City Council

FROM: Elizabeth King, MEDC Redevelopment Ready Communities Planner

DATE: August 12, 2020

RE: City of Madison Heights RRC Baseline Report

As the City of Madison Heights’ Redevelopment Ready Communities (RRC) Planner, I am pleased to inform you that we have completed the City’s formal RRC evaluation. The findings of our evaluation and recommended actions to assist the City in ultimately achieving RRC certification are included the RRC Baseline Report. This briefing memo is intended to provide key highlights of the report and lay out the City’s next steps in the RRC process.

Redevelopment Ready Communities: RRC is free technical assistance program offered through the Michigan Economic Development Corporation (MEDC) which aims to help communities incorporate best practices in planning, zoning, and economic development to encourage redevelopment and new investment. MEDC Community Development also uses RRC as a prioritization factor when determining investments through our programs (visit www.miplace.org for more information on those programs). Communities who fully align with the best practices can become RRC certified which come with its own set of benefits. Madison Heights has been formally engaged with RRC since October 2019. There are currently more than 270 communities across Michigan engaged in the program including nearby communities such as Sterling Heights, Mt. Clemens, and Ferndale.

Baseline Report: The Baseline Report completes a key step in the RRC process. Using responses from Madison Heights’ self-evaluation, the RRC program took a deeper dive into the City’s plans, zoning ordinance, site plan review process, training practices and more to make initial determinations regarding how well the City’s existing practices align with the RRC Best Practices. Key findings include:

• The City’s existing practices already align with 41% of the RRC Best Practices including: o An excellent DDA/TIF Plan. o A public participation plan and existing public engagement efforts that go beyond the minimums required by statute such as the use of community workshops and social networking. o A zoning ordinance that aligns with many RRC Best Practices and clearly lays out the responsibilities of staff, boards, and commissions. • The City is partially aligned with another 44% of the RRC Best Practices. Areas of partial alignment that need some work to meet the Best Practices include:

o Updating the Capital Improvements Plan for the current year and making sure it extends a total of six years. o A zoning ordinance that should be updated to align with an updated Master Plan and include more flexible tools for redevelopment and green infrastructure. o The need to document and formalize existing development review policies and procedures. o The board and commission appointment process should be added to the website, along with desired skillsets for board and commission members.

Reaching Certification: With this Baseline Report in hand, the City is now ready to move into the third and final phase of the RRC process. During this final phase, the City will work to address each of the Best Practice criteria identified as yellow and red. The report includes specific recommendations for each criterion; however, RRC is a dynamic program and is always willing to have open discussions if the City has a different idea for how to meet a best practice criterion. During this phase the City will have access to RRC technical assistance tools such as the RRC Library (www.miplace.org/rrclibrary), guidance from your RRC Planner, and matching technical assistance funds to help with the cost of larger projects. There is no deadline for reaching certification and RRC understands that your community will approach this phase at their own pace given available resources at any given time.

Next Steps: The next formal step in the process is for the City to review the report and, if there is a desire to continue, the City Council will need to pass a resolution to proceed with RRC. Upon passage of that resolution the City can begin to access the aforementioned tools to assist with reaching full alignment (and therefore certification). We ask that the resolution be passed within 30 days of receiving this memo.

I look forward to working with the City as it seeks to align with the Best Practices. Michigan is experiencing an unprecedented economic climate at this time however, it is our hope that through the RRC Best Practices communities of all shapes and sizes will be a strong position to leverage continued excitement around Michigan and attract additional redevelopment and investment. If you have any questions on RRC or this Baseline Report, please feel free to contact me at your convenience.

Sincerely,

Elizabeth King, MPA RRC Planner, Region 10

CITY OF MADISON HEIGHTS OAKLAND COUNTY, MI RESOLUTION

A RESOLUTION IN SUPPORT OF PARTICIPATION IN THE REDEVELOPMENT READY COMMUNITIES PROGRAM.

At the regular meeting of the City of Madison Heights City Council held in the City Council Chambers at 300 W Thirteenth Mile Road, Madison Heights, Michigan, on the 14th day of October 2019, commencing at 7:30pm.

PRESENT:

ABSENT:

WHERAS, the Michigan Economic Development Corporation (MEDC) has established the statewide Redevelopment Ready Communities (RRC) Program to empower communities to shape their future and maximize economic potential, and

WHEREAS, RRC is a program that provides technical assistance to and certifies Michigan communities who actively engage stakeholders and ensure best practices; and

WHEREAS, the City of Madison Heights adopted a resolution to participate in the RRC Program at its October 28, 2019 meeting; and

WHEREAS, the City of Madison Heights has received the RRC Baseline reported dated August 12,2020 regarding the necessary steps for the City to complete implementation of the RRC Best Practices; and

WHEREAS, the City of Madison Heights recognizes the value of participation in the RRC Program, and seeks to improve its evaluation processes and stakeholder engagement through implementation of the RRC Best Practices.

NOW, THEREFORE, BE IT RESOLVED THAT:

1. The City of Madison Heights reaffirms its desire to continue participation in the MEDC Redevelopment Ready Communities Program; and

2. It is the intention of the City of Madison Heights to utilize the RRC Best Practices and evaluation processes and communications with our stakeholders; and

3. The City of Madison Heights, in cooperation with leadership from the relevant City Boards & Commissions and consultants, is hereby authorized to proceed toward implementation of the recommendations contained within the August 12, 2020 Baseline Report in order for the City to receive RRC Certification.

YEAS: 0

NAYS: 0

ABSENT: 0

RESOLUTION DECLARED ADOPTED:

______Cheryl E. Rottmann City Clerk City of Madison Heights

CERTIFICATION

I hereby certify that the foregoing is a true and complete copy of a resolution adopted by the City Council at a regular meeting held on the 9th day of September, 2019 and that said meeting was conducted and public notice of said meeting was given pursuant to and in full compliance with the Open Meetings Act, being Act 267 of the Michigan Public Acts of 1976, as amended, and that the minutes of said meeting were kept and will or have been made available as required by said Act.

______Cheryl E. Rottmann City Clerk City of Madison Heights RRC Baseline Report

City of Madison Heights August 2020 Table of contents

Executive summary...... 3

Methodology...... 4

Evaluation snapshot...... 5

Best Practice findings Best Practice One: Community plans and public outreach 1.1 The plans...... 6 1.2 Public participation...... 8 Best Practice Two: Zoning regulations 2.1 Zoning regulations...... 9 Best Practice Three: Development review process 3.1 Development review policy and procedures ...... 12 3.2 Guide to Development...... 15 Best Practice Four: Recruitment and education 4.1 Recruitment and orientation...... 16 4.2 Education and training...... 18 Best Practice Five: Community prosperity 5.1 Economic development strategy ...... 20 5.2 Marketing and promotion...... 21

Conclusion...... 22

Post Certification Appendix : Redevelopment Ready Sites® 6.1 Redevelopment Ready Sites®...... 23

2 Executive summary

Redevelopment Ready Communities® (RRC) is This report includes several recommendations a certification program supporting community for how the community can fully align with the best revitalization and the attraction and retention of practices. Each recommendation has been customized businesses, entrepreneurs and talent throughout to fit Madison Heights and is backed by research and Michigan. RRC promotes communities to be conversations specific to the community; however, development ready and competitive in today’s economy these recommendations are just the beginning of the by actively engaging stakeholders and proactively conversation. RRC is focused heavily on intent versus planning for the future—making them more attractive prescriptive “to-dos.” As the community works through for projects that create places where people want to live, the process, it may identify other ways to meet the intent work and invest. of a best practice. The community’s RRC planner will To become formally engaged in the RRC program, be there every step of the way to discuss those ideas, communities must complete the RRC self-evaluation, direct the community to resources, and provide general send at least one representative to the best practice guidance. In addition to the community’s RRC planner, trainings, and pass a resolution of intent, outlining other partners should be at the table including neighboring the value the community sees in participating in municipalities, state partners, and individual residents. the program. Madison Heights city council passed a RRC is a collaborative effort and is most successful when resolution to participate in the RRC program in October all parties are willing to engage to open dialogue so 2019 and the city’s RRC self-evaluation was submitted that Michigan communities can be on the forefront of in the same month. City staff has completed RRC Best developing unique identities and prosperous businesses. Practice training. Once the community has had a chance to digest the Developed by experts in the public and private contents of this report, it will need to decide whether to sector, the RRC Best Practices are the standard to continue with the RRC process. If it chooses to pursue achieve certification, designed to create a predictable certification, the community will benefit from a fully experience for investors, businesses and residents working streamlined, predictable and transparent development within a community; communities must demonstrate process that is guided by a shared community vision. that all best practice criteria have been met to receive This will increase the community’s ability to grow local RRC certification. This evaluation finds the community investment and attract outside investment. It will also currently in full alignment with 41 percent of the best allow the Michigan Economic Development Corporation practice criteria and partially aligned with another 44 to better understand the community’s desires for the percent. The city has a downtown plan, proactive public future and how state tools and resources can help achieve participation efforts including a public participation plan, that goal. MEDC looks forward to working with Madison a zoning ordinance that meets many RRC Best Practices, Heights on its efforts to reach certification and to a and online board and commission applications. prosperous relationship for many years to come.

3 Methodology

The basic assessment tool for evaluation is the RRC a community’s development materials, including, but Best Practices. These six standards were developed not limited to: the master plan; redevelopment strategy; in conjunction with public and private sector experts capital improvements plan; budget; public participation and address key elements of community and economic plan; zoning regulations; development procedures; development. A community must demonstrate all of the applications; economic development strategy; marketing RRC Best Practice components have been met to become strategies; meeting minutes; and website. In confidential RRC certified. Once received, certification is valid for interviews, the team also records the input of local three years. business owners and developers who have worked with Measurement of a community to the best practices the community. is completed through the RRC team’s research and A community’s degree of attainment for each best interviews, as well as the consulting advice and technical practice criteria is visually represented in this report by expertise of the RRC advisory council. The team analyzes the following:

Green indicates the best practice component is currently being met by the community.

Yellow indicates some of the best practice component may be in place, but additional action is required.

Red indicates the best practice component is not present or is significantly outdated.

This report represents the community’s current status in meeting all the redevelopment ready processes and practices. This baseline establishes a foundation for the community’s progress as it moves forward in the program. All questions should be directed to the RRC team at [email protected].

4 Evaluation snapshot

Madison Heights has fully aligned with 41 percent of the Redevelopment Ready Communities® criteria and is in the process of completing another 44 percent.

1.1.1 1.1.2 1.1.3 (N/A) 1.1.4 1.2.1 1.2.2 1.2.3

2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7

2.1.8 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6

3.1.7 3.1.8 3.2.1 3.2.2 4.1.1 4.1.2 4.2.1

4.2.2 4.2.3 4.2.4 5.1.1 5.1.2 5.2.1 5.2.2

5 Best Practice findings

Best Practice 1.1—The plans Best Practice 1.1 evaluates community planning and how up-to-date plan for its downtown. Madison Height’s the redevelopment vision is embedded in the master most recent tax increment financing and downtown plan, downtown plan, and capital improvements plan. development authority plan was adopted in 2017 and The master plan sets expectations for those involved in extends through 2038. The DDA boundaries can be new development and redevelopment, giving the public found on Map A: the DDA district extends on John R some degree of certainty about their vision for the future, Road, from Gardenia Avenue to 10 Mile Road; and on while assisting the community in achieving its stated 11 Mile Road, from I-75 to Lorenz Street. The plan goals. Local plans can provide key stakeholders with a breaks projects into four categories: marketing and road map for navigating the redevelopment process in branding, maintenance, right of way improvements, the context of market realities and community goals. and events. Estimated project costs and timelines can be found in table 1, and more specific project MASTER PLAN funding can be found in the DDA’s budget. Pedestrian The Michigan Planning Enabling Act (MPEA), Public oriented development elements within the plan include Act 33 of 2008, requires that the planning commission streetscape improvements and wayfinding signage, a bike create and approve a master plan as a guide for rack program, street tree planting, and a traffic calming development and review the master plan at least study. The plan does not address mixed use or transit- once every five years after adoption. City of Madison oriented development. The city may want to include Heights’s master plan was adopted in October 1990. more mixed use and transit-oriented development The plan contains information on existing land use, options when they update the Master Plan. community facilities and infrastructure, problems and opportunities, goals, objectives, and implementation CAPITAL IMPROVEMENTS PLAN strategies. To meet RRC Best Practices and the MPEA, Communities, much like businesses, create many City of Madison Heights should update their master plan. plans to guide their future. In addition to the plans Madison Heights’ updated master plan should reflect mentioned above, communities typically have plans the community’s desired direction for the future, should for parks and recreation, streets, and water/sewer asset address land use and infrastructure, including complete management (and sometimes more). Departments also streets, should identify priority redevelopment areas and typically have their own strategic and capital investment strategies. The updated master plan should also include a plans. Combined, these plans typically call for capital zoning plan, and recommendations for implementation, investment levels that exceed a community’s ability to including goals, actions, timelines and responsible fund each year. As such, it is vital that the community parties. The new master plan should be made available on prioritize projects. Redevelopment Ready Communities the city website. Progress on master plan implementation handle this need to prioritize and coordinate by creating should be reported annually to the governing body. a capital improvements plan (CIP). Updated annually, this plan helps the community plan out the upcoming DOWNTOWN PLAN six years of investments and serves as a key tool for A key aspect of any community is its downtown district. budget discussions. Madison Heights has a five-year This district plays several critical roles from showcasing CIP, spanning 2018 through 2022. The FY 2018 to 2022 the community’s history to serving as a gathering space capital improvement plan has been prepared to meet the for events. The density levels natural to downtowns future infrastructure challenge and implement the city’s also make the district a fiscal engine to support efforts millage programs, including the August 2016 voter- in other areas of the community which may not be in approved renewal of the neighborhood roads and vehicle net-positive revenue situations. For all these reasons millages. The plan also includes the implementation of and more, it is essential that a community have a clear, the $2.44 million State Stormwater, Asset Management 6 Best Practice findings

Best Practice 1.1—The plans continued and Wastewater (SAW) funded sanitary sewer inspection, and county participation in grant-funded and shared inventory, and rehabilitation program. Overall, the plan projects. Madison heights CIP coordinates with adopted focuses on long-range planning and building on previous plans and the city’s budget; projects are coordinated to experience while at the same time remaining consistent minimize construction costs. To meet RRC Best Practices with council’s financial policies. Revenue estimates in and MPEA guidelines, the plan should be updated to the the capital improvement plan are based on approved current fiscal year and should detail a minimum of six millages and user charges, and assume full federal, state, years of public structures and improvements. Status Evaluation criteria Recommended actions for certification  Create a master plan that meets MPEA and RRC Best Practices The governing body has adopted  Make updated master plan available online 1.1.1 a master plan in the past five years.  Provide annual documentation of master plan implementation progress The governing body has adopted a 1.1.2 downtown plan. ✓ The governing body has adopted 1.1.3 The city’s DDA TIF plan covers the major corridors a corridor plan. The governing body has adopted a 1.1.4  Update the CIP to detail six-years of improvements capital improvements plan.

7 Best Practice findings

Best Practice 1.2—Public participation Best Practice 1.2 assesses how well the community outside of city hall to consider for public meetings/ identifies and engages its stakeholders on a continual events, how the community will use and report back on basis. Public participation aims to prevent or minimize input and how the community will continue to assess disputes by creating a process for resolving issues before its engagement actions to ensure it is using its limited they become an obstacle. Communities who regularly resources and time in the most effective manner. City engage their residents also build long term trust and see of Madison Heights has created a public participation greater support for plans and other initiatives. plan to assist the city with building consensus and stakeholder buy-in. Third-party consultants and city EXISTING PRACTICES staff are expected to adhere to the plan as they move Every community approaches public engagement through the planning and policy process. The public differently depending on their own needs, expectations participation plan identifies stakeholders and strategies from residents, and municipal resources. Madison for communications and outreach, from basic to Heights most recently conducted online public advanced methods. The city has committed to utilizing engagement for their “2020 Master Plan and Parks and inclusive practices, such as offering language services, Recreation Plan” update. The city also posted the2019 ensuring engagement is ADA compliant, and going kick-off meeting presentation to the master plan update beyond city hall to meet people where they are at. The website. Madison Heights frequently uses social media city has committed to reviewing and updating the plan to engage the community, including Instagram and every five years. Facebook. Madison Heights also engages with citizen through traditional methods, such as open meetings, REPORTING RESULTS websites postings, the local cable station, newspaper In addition to conducting engagement, it is important postings, fliers on the city hall door, community that information from those activities is shared workshops, focus groups, and announcements at afterward. Whether it be posting survey results online, governing body meetings. including a summary chapter in the master plan, or sending follow up emails to meeting attendees, PUBLIC PARTICIPATION PLAN reporting out shows that the community heard the Public engagement activity can vary dramatically input and is using it. It increases the willingness of depending on who serves on the community’s boards residents to engage. Madison Heights has committed and who sits in key staff roles. Redevelopment Ready to utilizing surveys, which can be found in the public Communities® aim to reduce some of that variation by participation plan, to evaluate and track the success of developing a documented public engagement strategy to various outreach methods. The city has also committed outline what residents, officials and other stakeholders to communicating public participation results at public can expect from its local government. Such a strategy meetings, through survey results, on social media, at proactively identifies key individuals or groups to engage, standing committees, during walkabouts and through what tools the community will use, possible venues formal city documents. Status Evaluation criteria Recommended actions for certification The community has a documented 1.2.1 public participation plan for engaging a ✓ diverse set of community stakeholders. The community demonstrates that 1.2.2 public participation efforts go beyond ✓ the basic methods. The community shares outcomes 1.2.3 ✓ of public participation processes. 8 Best Practice findings

Best Practice 2.1—Zoning regulations Best Practice 2.1 evaluates the community’s zoning outdoor dining as a principal permitted use in the B-1, ordinance and assesses how well it implements the goals provided that alcohol is not served, if alcohol is served, of the master plan. Zoning is a significant mechanism special approval is required. While the city is meeting for achieving desired land use patterns and quality the minimum RRC Best Practices, when updating the development. An up-to-date, comprehensive zoning ordinance integrating further design guidelines and also helps protect existing investments by ensuring that placemaking provisions should be considered. incompatible uses are not built in proximity to each other, thus providing a level of predictability for those HOUSING DIVERSITY looking to develop in the community. “Missing Middle” housing is a term referring to a range of multi-unit or clustered housing types with a range ALIGNMENT WITH THE MASTER PLAN in affordability, compatible in scale with single family Foundationally, the Michigan Zoning Enabling Act homes that help meet the growing demand for walkable (MZEA), Public Act 110 of 2006, requires that a zoning urban living. Missing middle housing continues to be in ordinance be based on a plan to help guide zoning short supply across the nation and is limiting business decisions. Similarly, RRC Best Practice 2.1.1 outlines the development in some areas as housing shortages expectation that a community’s zoning code is supportive can have major impacts on employee recruitment. of the master plan. Madison Heights is in the process of Communities who adopt zoning ordinances allowing updating the master plan. Once the master plan update is for missing middle housing will be more competitive in complete it should include a zoning plan and may require attracting business development deals and the residents a zoning ordinance audit and update for alignment with who come with them. This criterion looks to see that the the new master plan. ordinance clearly allows at least three type of missing middle housing by-right. Madison Heights does permit CONCENTRATED DEVELOPMENT residential uses above commercial uses by-right in This criterion looks that the ordinance supports the the B-1–B-3 districts. The city also allows rowhomes, creation of context-sensitive density in appropriate terrace homes, and efficiency apartments in the R-M locations by establishing at least one district which District (Section 10.3110). While this variety of housing allows for vertical mixed-use development by-right does meet RRC Best Practices, the city may want to (permitted), incorporates placemaking provisions, and consider including additional housing types (by-right) addresses historic preservation where appropriate. when updating the zoning ordinance, such as accessory Such provisions are commonly found in a community’s dwelling units, stacked flats, live/work housing, cluster downtown or along major corridors. Madison Heights housing, and more. allows for mixed-use buildings with “accessory dwellings” as a principal permitted use in the B-1 (Section 10.318) NON-MOTORIZED TRANSPORTATION B-2, and B-3 respectively, due to the progressive nature This criterion evaluates the ordinance’s support for of the zoning ordinance. While this ordinance, on its face alternative modes of transportation, primarily walking appears to meet RRC Best Practices, it is very restrictive and biking. Ordinance provisions such as requiring the and may not result in much mixed-use development. The completion of sidewalk systems, bike parking, traffic ordinance requires each dwelling to have a minimum calming measures or streetscape standards can all area of 800 square feet, requires one parking space per assist the community in encouraging non-motorized unit, and only allows for a third story when the units on transportation which reduces automobile trips and the second story are two floors each. The city may want creates healthier, more equitable communities. Madison to reconsider these regulations in order to accommodate Heights requires all new construction to provide more mixed-use development. Madison Heights allows sidewalks where they do not presently exist (Section 9 Best Practice findings

Best Practice 2.1—Zoning regulations continued 23–35) and dictates that sidewalks be included in site incorporate provisions to support such infrastructure plan review. The city also requires a bicycle rack to be show a forward-thinking approach to development provided on all sites that require site plan review (Section which is attractive to investors and residents alike. 10.506). The city is clearly supportive of nonmotorized Sustainable infrastructure investments also reduce a transportation but could continue to make improvements community’s long-term costs by reducing the need by including traffic calming standards, pedestrian scale for more costly “gray” infrastructure instead. City of lighting, and additional public realm standards in the Madison Heights requires parking lot landscaping for ordinance during the next update. areas with 10 or more parking spaces and requires tree planting in required greenbelts (Section 10.510). To PARKING FLEXIBILITY meet RRC Best Practices, the city should include, when Frequently, parking requirements define urban design, updating the ordinance, additional green infrastructure land use density, and a person’s experience of place more standards, such as rain gardens/bioswales and other than any other zoning regulation. Emerging technologies low impact development techniques, green roofs, in the mobility industry and increasing land values are pervious pavement, requiring noninvasive species, tree also leading communities to reconsider the long-term preservation standards, renewable energy and more. impact of parking requirements as meeting parking requirements is often the decisive factor in the viability FLEXIBLE DEVELOPMENT of a project because of both the physical and financial Even the best ordinance cannot predict every possible demands associated with parking lots. Considering these development scenario. As such, Redevelopment Ready factors, Redevelopment Ready Communities are working Communities® include tools that allow them to be flexible to find a balance between existing needs and future in certain circumstances and maintain up-to-date lists trends by including at least two tools to allow for creative of land uses to reduce uncertainty. Madison Heights solutions or exemptions to parking minimums. Madison includes provisions, within the ordinance, to regulate Heights’ parking ordinance allows for shared/collective nonconforming lots, uses, and structures (Sec. 10.503). parking agreements with up to a 10 percent reduction The city also allows indoor recreation as a special land in required parking and when hours of operation do not use in the B-1, B-2, and B-3 districts (Sections 10.319, overlap (Section 10.505). The city may want to consider 10.322, 10.326); the city may want to consider if this can allowing for a greater reduction in required spaces be a by-right use instead. To meet RRC Best Practices, for shared parking. As previously stated, the city does Madison Heights should integrate at least one additional require at least one bike rack for all developments that tool for flexible development and additional new require site plans. While Madison Heights is meeting economy uses into the zoning ordinance. Flexible tools RRC Best Practices for parking flexibility, the city should for redevelopment can include density bonuses, form- consider incorporating greater parking flexibility in the based design standards, and more. New economy uses zoning ordinance through the utilization of parking can include alternative energy, breweries, distilleries, maximums, payment in lieu of parking, the elimination heavy arts, makers spaces, downtown small-scale of parking minimums, parking waivers, allowing for a manufacturing, and more. greater reduction in parking for complementarity uses, and more. USER-FRIENDLINESS Not typically a word associated with legal frameworks GREEN INFRASTRUCTURE such as zoning ordinances, user-friendliness works to Like transportation, our understanding of the long term increase the ease with which an applicant can find the environmental and fiscal impacts of sustainable green information they need as they conduct initial research infrastructure continues to evolve. Communities who into whether the community is a good fit. It also helps 10 Best Practice findings

Best Practice 2.1—Zoning regulations continued remove a mental barrier to first time investors who at city hall and can be printed for a fee. While housing the may have never read a zoning ordinance before. At a ordinance online does assist with user friendliness, there minimum, RRC Best Practices call for the community to were specific areas that should utilize tables, mainly the provide an online version of the zoning ordinance with permitted uses and the parking sections. The city should clear definitions. Madison Heights’ zoning ordinance can include graphics and tables where appropriate, to increase be found on MuniCode and paper copies are available in user friendliness, when updating the zoning ordinance.

Status Evaluation criteria Recommended actions for certification The governing body has adopted a  Conduct a zoning audit to identify areas where zoning updates zoning ordinance that aligns with the 2.1.1 are needed to align with the master plan goals of the master plan. The zoning ordinance provides for areas of concentrated development in 2.1.2 appropriate locations and encourages ✓ the type and form of development desired. The zoning ordinance includes flexible  Update the zoning ordinance to include at least once additional tools to encourage development and 2.1.3 flexible development tool as listed in RRC Best Practice 2.1.3 redevelopment. The zoning ordinance allows for 2.1.4 a variety of housing options. ✓ The zoning ordinance includes 2.1.5 standards to improve non-motorized ✓ transportation. The zoning ordinance includes flexible 2.1.6 parking standards. ✓ The zoning ordinance includes  Update the zoning ordinance to include at least one additional standards for environmental 2.1.7 green infrastructure standard from Best Practice 2.1.7 preservation and green infrastructure.  Update the zoning ordinance to include graphics and tables 2.1.8 The zoning ordinance is user-friendly. where appropriate, including in the permitted uses and parking requirement sections

11 Best Practice findings

Best Practice 3.1—Development review policy and procedures Best Practice 3.1 evaluates the community’s development to submit their forms to the Community Development review policies and procedures, project tracking and Department at city hall. internal/external communications. An efficient site plan review process is integral to being redevelopment ready CONCEPTUAL REVIEW MEETINGS and can assist a community in attracting investment Conceptual review meetings—sometimes called dollars while ensuring its zoning ordinance and other pre-application meetings—offer applicants a chance laws are followed. Much like all RRC Best Practices, to discuss their project with staff prior to investing aligning with this best practice looks different for significant time and money into application materials. communities based on several factors such as population, These meetings typically cover the review process, staff capacity, development activity and whether the identify key zoning provisions, and connect the applicant community handles building inspections directly. And with other resources that may be helpful. Identifying while each solution may look different, together they what type of information should be known before build a development review process which is predictable, having such a meeting and expected outcomes will transparent, and efficient. Each best practice criterion is ensure the meetings are productive and consistent. described in greater detail throughout this section. Madison Heights’ site plan application outlines a pre-application conference with the Community DEFINED PROCESSES Development Department to discuss the proposed site This best practice looks to ensure the community’s plan, review procedures, design elements, and ordinance development review processes are clearly laid out in requirements. While advertising the pre-application the zoning ordinance and the responsibilities of various meeting and procedures on the site plan application bodies are clearly established. Madison Heights site is helpful, to meet RRC Best Practices the city should plan review process, standards, and reviewing bodies advertise the availability of the pre-application, what will are clearly laid out in Section 10.514 of the zoning be discussed, and what applicants should bring, directly ordinance. The site plan review committee (also defined on the planning division of the website. in the ordinance) and the planning commission are the deciding bodies for by-right site plan approvals. JOINT REVIEWS The review procedures and requirements for special Development projects are complex and impact use approvals can be found in Section 10.201, and city communities in many ways from land use and traffic council is the deciding body for this type of land use to utilities and public safety. Site plan review approval applications. Additional ordinances that lend clarity to standards touch on many of these and in order to ensure the development review process include administration the planning commission has all the information it needs (Section 10.700), Board of Appeals (Section 10.800), to make a decision on those standards, communities zoning commission (Section 10.900), and more. should ensure that appropriate staff, consultants, and outside agencies are looking at site plans during the INTAKE PROFESSIONAL internal review process. Many communities establish a (ZONING ADMINISTRATOR) core joint review team who look at all applications and Having a clearly defined point person for the bring in other reviewers on a case-by-case basis. No development review process ensures an applicant can matter the approach, the team (and when to include quickly get answers to their questions. It also ensures others) should be clearly established. Joint site plan someone can identify next steps and keep the process review and the joint site plan review team is clearly moving. Madison Heights website includes contact established in the site plan review section (10.514) of information for the community development director. Madison Heights’ zoning ordinance. The joint site plan The city’s site plan application instructs applications review team consists of the community development 12 Best Practice findings

Best Practice 3.1—Development review policy and procedures continued department, city engineer, department of public services, unclear what triggers a planning commission review fire, and police departments, and building consultant. and approval. The city has flow charts for the site plan review process, site condominium review process, and INTERNAL REVIEW PROCESS & STANDARDS special land use process; how ever these flow charts Zoning ordinances address overall steps of a development do not include estimated timelines. To meet RRC Best review process, but they do not typically address what Practices, Madison Heights should create updated happens internally between when an application is flow charts for the development review processes and submitted and when a decision is rendered. This process include estimated timelines. The city should also clearly is just as important as it includes vital activity such as indicate which site plans can be approved by the site determining if an application is complete, whether it plan review committee, which must go to planning meets the standards based on staff review, and how commission, and which go to city council. To smoothly the applicant can address any potential deficiencies coordinate between permitting and inspections staff, all prior to the final decision. How this process is handled development, permitting, and inspection staff are housed can also impact predictability and fairness if it is not in the same department and work together daily. The done in a consistent way. This is especially true when economic development supervisor often goes out with longtime staff leave, and someone must take over the building official on certificate of occupancy inspections process as a temporary or new zoning administrator. As build a better understanding of the process. The building such, RRC communities take the time to determine the official participates in site plan review committee along internal review process and document key steps, roles, with other staff every Wednesday. The city has a policy responsibilities, and timelines. Section 10.514 of Madison in place that ensures all staff understands the approval Heights zoning ordinance contains a very detailed outline process for different types of uses. of the internal review process; however it is missing timelines and does not indicate which site plans need TRACKING SYSTEM(S) planning commission approval and which site plans can be Tracking development applications through the process approved by the site plan review committee. To meet RRC has many benefits including increased transparency, Best Practices, the city should develop a supplementary accountability, and predictability. While this best document outlining the city’s internal site plan review practice does not recommend a specific tracking process, including roles, responsibilities, and timelines. system, it does look to see that the community is recording the application’s major steps as they occur. PROMPT ACTION Common milestones include submittal, distributed for There is no one way to conduct a development review internal review, issuing of staff report (if any), planning process—it varies from community to community. commission date, final decision, issuing of permit(s), As such, there is no single time frame that makes a and occupancy. There may be other steps for processes community “prompt” in their approvals. But there such as special land uses, variances, and rezoning. The are a few common ways that communities can City of Madison Heights uses project flowcharts and reduce unnecessary delays: allowing permitted uses BS&A to track development projects from submission to to be approved administratively or by the planning completion. commission, having active coordination between zoning and building officials, and displaying the development CUSTOMER FEEDBACK AND REVIEW review process visually to help applicants easily While development review is a required process in many understand the steps and time frames. Site plans in communities, it is also a service. And as with all services, Madison Heights are approved by the site plan review the experience an applicant has can play a large role in committee and by planning commission, but it is whether they decide to return and if they recommend 13 Best Practice findings

Best Practice 3.1—Development review policy and procedures continued the community as a place for others to invest. In order In addition to collecting the feedback, a community to ensure the community is always providing the best should be sure to assess the process at least annually to service it can, it should establish some way to collect determine if any changes are needed. Perhaps feedback feedback on the experience. At this time Madison shows a form is confusing. Or there was some internal Heights does not have a formal mechanism to gather confusion about when internal reviews are due. These feedback on the development review, permitting, and can be identified and fixed to improve the experience. inspections process; one should be developed to meet Once feedback has been obtained it should reviewed and RRC Best Practices. the processes should be amended accordingly.

Status Evaluation criteria Recommended actions for certification The zoning ordinance articulates a 3.1.1 thorough site plan review process. ✓ The community has a qualified intake 3.1.2 professional. ✓  Formally offer pre-application meeting directly on the The community defines and offers city website 3.1.3 conceptual site plan review meetings  Clearly define the expectations of the conceptual review for applicants. meeting and provide a checklist of what will be reviewed at that meeting on the website The appropriate departments engage 3.1.4 in joint site plan reviews. ✓ The community has a clearly  Develop a supplementary document outlining the city’s 3.1.5 documented internal staff review internal site plan review process, including roles, policy. responsibilities, and timelines  Create updated flowcharts for the development review processes and include estimated timelines The community promptly acts on 3.1.6  development requests. Clearly indicate which site plans can be approved by the site plan review committee, which must go to planning commission, and which go to city council The community has a method to 3.1.7 track development projects. ✓ The community annually reviews the  Develop a formal mechanism to gather feedback on the 3.1.8 successes and challenges with the development review, permitting, and inspections process development review process.  Review feedback annually and amend processes accordingly

14 Best Practice findings

Best Practice 3.2—Guide to Development Best Practice 3.2 evaluates the availability of the DEVELOPMENT REVIEW FEES/COSTS community’s development information. Having all In addition to understanding the process upfront, it the necessary information easily accessible online for is important that an applicant can determine their developers and residents alike creates a transparent development review costs as well. Nearly all communities development process that can operate at any time. This charge an application/permit fee while some also require information creates a smoother process overall and escrow accounts to fund external review costs by the reduces the amount of time staff spend answering basic community’s consultants. Other common costs include questions. building review, utility connections and/or performance bonds. While fees are unlikely to change each year, GUIDE TO DEVELOPMENT they should be reviewed at least annually to ensure The main avenue for aligning with this best practice is they remain relevant to the community’s desired level. to create a “Guide to Development.” This document or Madison Heights’ comprehensive fee schedule can easily web page provides valuable guidance and information be found from the community development page on the to applicants ranging from contact information and city website. It is unclear when the fee schedule was last meeting dates to key ordinances to review, process reviewed and updated because it is lacking a date. The overviews and financial assistance tools. By gathering city should be sure to annually review the fee schedule this information in a single location, the community can and include an effective date. help make the process easier for new and experienced applicants alike. The community development pages CREDIT CARDS of Madison Heights website includes key information Credit cards are a lifeline for many businesses and related to the development process. Contact information individuals when paying for goods or services. Fees for can easily be found, links to the zoning ordinance, zoning government services are no different. A local applicant map, and building information, along with application may find the flexibility of a credit card to be helpful in can be reached from the main page. Meeting schedules the early stages of the process to conserve cash while an for boards and commissions can be found on their out-of-town applicant can more easily pay fees this way pages of the website. While this is a great start, some without needing to mail a check or drop-off in person. items are still missing. The city could either create As such, the RRC Best Practices look for communities to a comprehensive guide to development within one accept credit cards for at least basic development fees. document or continue adding missing information to There are several tools available to help communities offer the website. Missing information includes flowcharts for this service and communities often charge a convenience development processes, conceptual meeting procedures, fee to cover their costs—a fee most applicants are more information and applications for rezoning, special than happy to pay. Madison Heights should include meeting procedures, and financial assistance tools. information indicating they accept credit cards for the payment of development fees and instruction about how to pay via credit card on the website. Status Evaluation criteria Recommended actions for certification The community maintains an online “Guide to Development” that  Add missing “Guide to Development” items to website or 3.2.1 explains policies, procedures and create a comprehensive “Guide to Development” steps to obtain approvals.  Annually review the fee schedule and include an effective date The community annually reviews 3.2.2  the fee schedule. Include information about how to pay for development review fees via credit card on the website 15 Best Practice findings

Best Practice 4.1—Recruitment and orientation Best Practice 4.1 evaluates how a community conducts on the application, the individual board and commission recruitment and orientation for newly appointed or pages, or the main board and commission landing page. elected officials. Such officials sit on the numerous boards, commissions and committees that advise APPLICATION AVAILABILITY community leaders on key policy decisions. Ensuring that While many communities require an application for the community has a transparent method of recruitment, boards and commission appointments, others opt to clearly lays out expectations/desired skill-sets, and simply ask for résumés and letters of interest. No matter provides orientation for appointed officials is key to how a community collects applicant information, it ensuring the community makes the most of these boards should make that process or form clear on its website. and commissions. In cases where a community currently Madison Heights’ board and commission application struggles to find interested applicants, these best practices is available on the city website, in both PDF and help build long term capacity over time and prepare for it online forms. The city also advertises open board and for a day when that may not be the case. commission seats on the website.

DEVELOPMENT BOARDS & COMMISSIONS SKILL-SETS AND EXPECTATIONS RRC Best Practice Four should be applied to all boards Much like a job, it is helpful to assess if someone which play a direct role in approving development has a background that might make them uniquely applications or financial incentives. For Madison Heights, prepared to serve on a board or commission. Also like this includes the planning commission, downtown a job, sometimes organizations find someone who is development authority/brownfield development still a good fit even without the technical knowledge. authority, and Zoning Board of Appeals. Establishing desired skill-sets and expectations helps set that foundation. For example, to be on the planning DOCUMENTING THE commission it may help to have a background in real APPOINTMENT PROCESS estate, planning, or architecture. If someone does not When applying for any position (paid or unpaid), it is have that background, they could still be a good fit but important to provide clear direction on the process should be prepared to learn about those things. The and next steps. Appointments to local boards and expectations should also make it clear how often the commissions are no different. The appointment process board meets, their responsibilities, how to prepare for need not be long or cumbersome but interested meetings and other key information. Madison Heights’ applicants should be able to find information such as website outlines board and commission meeting dates, when the community accepts applications, who oversees times, and locations, board members and their terms, the process, who makes recommendations and/or final links to agendas and minutes, board purpose, relevant appointments, when applicants will be appointed, etc. zoning ordinances, and a brief description of board and Madison Heights’ board and commission application commission responsibilities; this all works to accomplish states that the “application will be kept on file for one expectation setting for boards and commissions. year.” Some of the individual board and commission “Qualifications” are broadly defined on each board and pages identify the city clerk as the contact, however, commission page, but do not meet the RRC Best Practice there is not detailed information about the board and standard for skill-sets. Madison Heights should establish commission appointment process. To meet RRC Best desired skill-sets, that help board and commission Practices, Madison Heights should add information members choose the appropriate board and include them about the board and commission appointment process on the website. to the city website. This information could be provided 16 Best Practice findings

Best Practice 4.1—Recruitment and orientation continued ORIENTATION prepare a member for the decisions they will To help newly appointed or elected members get be asked to make. According to Madison Heights’ up-to-speed, Redevelopment Ready Communities® RRC self-evaluation, the DDA provides orientation will have established orientation procedures or packets. packets but other boards and commissions do not. These packets should include local information such as To meet RRC Best Practices, Madison Heights should copies or links to key plans and ordinances as well as develop comprehensive orientation packets for the local policies. They should also include information on planning commission and Zoning Board of Appeals, available training resources and general information to at a minimum. Status Evaluation criteria Recommended actions for certification  Add information about the board and commission appointment The community sets expectations for process to the city website 4.1.1 board and commission positions.  Establish desired skill-sets board and commission members and include them on the website The community provides orientation packets to all appointed and elected  Create orientation packets for all development-related board 4.1.2 members of development-related and commission members boards and commissions.

17 Best Practice findings

Best Practice 4.2—Education and training Best Practice 4.2 assesses how a community encourages its priorities best, but it should discuss them at least training and tracks educational activities for appointed annually and write them down. Having them written and elected officials and staff. Trainings provide officials down helps to sort through the plethora of training and staff with an opportunity to expand their knowledge opportunities out there (free or not). Currently, Madison and ultimately make more informed decisions about Heights staff and board/commission members work land use and redevelopment issues. Training is also an together informally identify and request training and essential activity to help communities manage risk. An development opportunities. The city should formalize effective training program includes four components: training goals and priorities for development-related financial resources to support training, a plan to boards, commissions, and staff. identify priority topics and track attendance, consistent encouragement to attend trainings and sharing of IDENTIFYING TRAINING AVENUES information between boards and commissions to Whenever someone hears the word training, it typically maximize the return on investment for the community. conjures images of traveling to an event, sitting in a chair all day, taking some notes, and coming home. This can DEDICATED FUNDING be time and cost prohibitive for many communities. As There is an old saying that if you want to understand an such, RRC encourages communities to also consider free organization’s priorities, look at how they budget and online training resources, sharing articles in meeting spend their money. The same holds true for communities. packets for discussion, asking partner organization to The first step in making training a priority is to show that come to a meeting and provide in-house training or other it is a priority by having a dedicated spot in the budget less resource intensive methods. Identifying the best for it. There is no perfect amount of money to make a avenues for training reduces barriers and increases the training program work. Some RRC communities are likelihood of training occurring. fortunate enough set aside thousands each year while some might set aside $100 to cover a group membership TRACKING TRAINING to one organization. While Madison Heights indicated RRC Best Practices call for communities to track on their RRC self-evaluation that training funds are attendance at training events. The purpose of tracking allocated for staff, elected, and appointed officials, that is so that the community can see who is consistently information could not be found in the city’s budget. To doing training and where knowledge gaps may exist. It make sure Madison Heights is meeting this RRC Best also builds a level of accountability to encourage officials Practices, documentation should be provided indicating to stay updated on the topics they are making legally that the city is budgeting for continuing education for binding decisions about. Madison Heights indicated development-related staff, boards, and commissions. that an attendance sheet is utilized for the tracking of training attendance, but one was not provided. To IDENTIFYING TRAINING meet RRC Best Practices, Madison Heights should PRIORITIES/SETTING GOALS provide documentation of their training tracking for Much like how a community prioritizes projects in its development-related boards, commissions, and staff. plans, it should understand its priorities for training. Do members need a refresh on the basics of being a planning CONSISTENT REMINDERS commissioner? Or maybe there is a special project such Having a training plan in place is great but we all lead as a zoning update planned for next year which could busy lives and are prone distraction. Ensuring the benefit from some pre-project training. Or maybe there community has a way of gently reminding officials of is a strong interest in learning more about housing, training opportunities keeps training at the top of mind. non-motorized transportation, community capital or Madison Heights is a member of a variety of professional some other hot topic. The community understands organization and utilizes those organizations to share 18 Best Practice findings

Best Practice 4.2—Education and training continued information about upcoming trainings with staff, boards, no documentation was provided. To meet RRC Best and commissions via email. Practices and make sure development-related board and commission members are on the same page, the TRAINING REPORT-OUTS city should annually hold a joint meeting/training Asking members who attend training to report out to on development-related topics with development- fellow officials helps share information and increases related boards and commissions (city council, planning the community’s return on its investment (time and commission, Zoning Board of Appeals, downtown monetary). Currently, information gained at trainings is development authority). shared with those not in attendance through presentation outlines and packets that are emailed between members; PLANNING COMMISSION ANNUAL REPORT this practice should be formalized. The Michigan Planning Enabling Act (MPEA) requires that the planning commission provide a report annually JOINT MEETINGS to the governing body on the commission’s activities. While communities have master plans and common Providing something as brief as a one-page memo goals, it’s easy to head in different directions when doing satisfies the legal requirement under the MPEA. the day-to-day work. Even in smaller communities However, RRC encourages communities to use the report where officials may live next to each other or see each as a vehicle for incorporating a number of the other best other at the grocery store, it is important to connect in practices such as identifying training priorities, reporting an official capacity. Having some type of joint meeting out on training activity, reviewing any development or event between council, planning commission, and review feedback (see Best Practice 3 for details), and the DDA, at least annually, gives the community that reporting progress on the implementation of the master chance to connect and ensure everyone is pulling in the plan. Madison Heights does not currently produce a same direction. City of Madison Heights indicated that planning commission annual report but should do so to joint meetings/trainings are held annually, however, meet RRC Best Practices. Status Evaluation criteria Recommended actions for certification  Provide documentation indicating that the city is budgeting for The community has a dedicated 4.2.1 continuing education for development-related staff, boards, source of funding for training. and commissions

The community identifies training  Formalize training goals and priorities for development-related needs and tracks attendance of the boards, commissions, and staff 4.2.2 governing body, boards, commissions  Provide documentation of a training tracking mechanism for and staff. development-related boards, commissions, and staff The community encourages the 4.2.3 governing body, boards, commissions ✓ and staff to attend trainings.  Formalize how board and commission members share information gleaned at training The community shares information  Annually hold a joint meeting/training on development-related 4.2.4 between the governing body, boards, topics with development-related boards and commissions commissions and staff. (city council, planning commission, Zoning Board of Appeals, downtown development authority)

 Annually produce a planning commission annual report 19 Best Practice findings

Best Practice 5.1—Economic development strategy Best Practice 5.1 evaluates goals and actions identified to understand who those regional partners are and how by the community to assist in strengthening its overall community’s local goals tie into those larger regional economic health. Strategic economic development goals. The city’s economic development strategy should planning is critical to attract jobs and new investment meet RRC Best Practices and align with SEMCOG’s in communities. economic development strategy.

LOCAL STRATEGY AND CONNECTION ASSESSING PROGRESS TO REGIONAL STRATEGIES The second aspect of this best practice focuses on As indicated in Madison Heights’ RRC self-evaluation, ensuring the economic development strategy is reviewed the city does not have a formalized economic on a regular basis. This ensures that the community’s development strategy. As the city works to recover economic development goals and actions remain front of from the impact of COVID-19, it will be more critical mind and so that it can correct course as needed to react than ever to create a strategy to enhance the economic to changing circumstances. Once Madison Heights has prosperity of the city, its residents, and business owners. created an economic development strategy, progress on Economic development is oftentimes a local and the implementation of that strategy should be annually regional partnership. It is important for communities reported to the governing body. Status Evaluation criteria Recommended actions for certification  Create an economic development strategy that meets The community has approved an 5.1.1 RRC Best Practices economic development strategy.  Place the economic development strategy on the city website The community annually reviews the  Annually report progress on the implementation of the 5.1.2 economic development strategy. economic development strategy to the governing body

20 Best Practice findings

Best Practice 5.2—Marketing and promotion Best Practice 5.2 evaluates how the community promotes —telling your average person that the community and markets itself. Marketing and branding are essential approves site plans quickly means almost nothing tools in promotion of a community’s assets and unique but to a business owner looking to expand into a attributes. Consumers and investors are attracted to places new market, it could be appealing. that evoke positive feelings and to communities that take 4. Identify key avenues for those messages. Social pride in their town and their history. media is nice, but will it really hit those out of town developers who you might need to kickstart a priority EXISTING PRACTICES AND site project? Where else should you be advertising? OVERARCHING MARKETING STRATEGY 5. Identifying what success looks like. This way you know Madison Heights utilizes social media and the city if you are on the right path or need to shift course. website to market itself, however, the city does not have While not required for certification, it is common for an overarching marketing strategy. The city indicated communities to create a brand as part of their marketing in their RRC self-evaluation that they were intending strategy. A brand can help tell a community’s story and to work with a consultant to develop marketing, public create consistent feelings. If the community chooses to relations, and digital media strategies; it is unclear if create a brand, it should be aware that a brand does not this was accomplished. Marketing is a team effort and equate to an actual strategy. a community typically has numerous partners doing marketing on its behalf—some it may not even be aware MUNICIPAL WEBSITE of. A strategy can help the community understand all The second element of Best Practice5.2 is the promotion the players and ensure a consistent story about the of the community through a website. A municipal website community’s strengths is getting out there. To meet serves multiple functions. On a fundamental level, it is a RRC Best Practices, Madison Heights should develop an means to share information—including information about overarching marketing strategy for the city. When creating public meetings, community plans, policies, events, and a marketing strategy, the community should focus on related organizations. Beyond this, a municipal website is including the following: an important expression of a community’s character and 1. An inventory of its existing marketing assets and image. People who are unfamiliar with a community will partners. Think about what the community is often first look to a website for information. They will be already doing to market itself? Who else is out there forming their first impressions and reaching conclusions marketing the community? Does the community from the website; therefore, it is imperative that the have a page on www.michigan.org? website is visually appealing and key information is easily 2. Identify key audiences to focus on when attracting new accessible in a centralized location. Madison Heights’ residents, new businesses, and new development. For website works as a centralized location for Community example, maybe encouraging accessory apartments Development information, which includes the building could help existing residents bring family closer to division, applications and forms, code enforcement, the together. Encouraging accessory dwelling units could DDA, economic development, engineering, and planning let young families move into familial homes while and zoning. As Madison Heights works through the RRC letting their parents age in place. Best Practices, the city should continue to add information 3. Identify key messages for each of those audiences to these web pages. Status Evaluation criteria Recommended actions for certification The community has developed  Develop an overarching marketing strategy for the city that 5.2.1 a marketing strategy. meets the expectations in Best Practice 5.2.1 The community has an updated, 5.2.2 ✓ user-friendly municipal website. 21 Conclusion

The RRC program assists communities in maximizing from its RRC planner. It will also have continued access their economic potential by embracing effective to the RRC online library of resources and extensive redevelopment tools and best practices. Upon receipt network of other RRC-engaged communities while also of this report, community staff and leadership should becoming eligible for matching technical assistance review the recommendations and determine if they dollars from RRC (once the community has shown some align with the community’s priorities and vision. If, progress on its own). In order to guide this next phase, after review, the community believes that RRC is still a RRC recommends the creation of an RRC work group good fit, the governing body should pass a resolution of consisting of community staff, officials and community intent to continue with the process. Upon receipt of that representatives and encouraging multiple staff and resolution, the community will enter final phase of the officials to learn more about RRC via in-person or process: officially working toward certification. During online training. RRC looks forward to working with the that phase, the community will be able to make progress community on reaching certification and a long, positive on RRC items at its own pace and receive regular support partnership for many years to come.

22 Post-certification Appendix

Best Practice 6.1—Redevelopment Ready Sites® Best Practice 6.1 assesses how a community identifies, sites once a community has completed a majority of the visions for and markets their priority redevelopment previous best practices. When a community is ready sites. Communities must think strategically about the to begin identifying priority redevelopment sites, the redevelopment of properties and investments and Redevelopment Services Team (www.miplace.org/rsteam) those investments should be targeted in areas that will be available to assist communities in identifying can catalyze further development. Instead of waiting sites that meet can help the community implement their for developers to propose projects, Redevelopment vision. It would be best for communities to put together Ready Communities® identify priority sites and prepare a list of potential redevelopment sites, both publicly and information to assist developers in finding opportunities privately owned, before meeting with the Redevelopment that match the community’s vision. It is best to begin Services Team. working on identifying and prioritizing a list of 5–10

Status Evaluation criteria Recommended actions for certification The community identifies and 6.1.1 prioritizes redevelopment sites. The community gathers basic 6.1.2 information for at least three priority sites. The community has development a 6.1.3 vision for at least three priority sites. N/A The community identifies potential Complete the other five best practices. Once those are 6.1.4 resources and incentives for at least complete, the RRC planner will connect the community with the three priority sites. Redevelopment Services Team to complete this best practice. The community assembles a property 6.1.5 information package for at least one priority site. Prioritized redevelopment sites are 6.1.6 actively marketed in accordance with the marketing strategy.

Dedicated to shared economic success, the MEDC promotes the state’s assets and opportunities that support business investment and community vitality. The MEDC’s business assistance programs and services connect companies with people, 4739-200110 resources, partners, and access to capital. www.michiganbusiness.org CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

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See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM # MEMORANDUM

DATE: September 4, 2020

TO: Melissa R. Marsh, City Manager

FROM: Sean P. Ballantine, DPS Analyst/Planner R. Corey Almas, Director of Public Services

SUBJECT: 2020-21 Winter Maintenance Agreement with Oakland County

Attached is the annual agreement between the Road Commission for Oakland County and the City of Madison Heights to provide winter maintenance on 14 Mile from Campbell to Dequindre, John R. from 14 Mile to the Red Run Drain, and 12 Mile from Dequindre to Campbell.

The contract reflects a 2.5% increase from last year, allowing $6,981.28 per mile of 4 or 5 lane road, and $8,610.68 per mile of 6 lane road, for a total contract amount of $40,971.10. The County requests that the City invoice 50% in December, 2020, and the remaining 50% in March, 2021.

Staff and I recommend that City Council approve the 2020-21 Winter Maintenance Agreement, and authorize the Mayor and City Clerk to sign on behalf of the City.

Department of Public Services City of Madison Heights 801 Ajax Drive Madison Heights, Michigan 48071

p (248) 589-2294 | f (248) 589-2679

IF ORDINANCE, CITE TITLE/CHAPTER SECTIONS

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See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM #

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Quote Number: Q-161075-1 Prepared by Nick Piacenza Page 2 of 2 CITY OF MADISON HEIGHTS ELECTRONIC COUNCIL AGENDA REQUEST FORM SUBMITTED TO: SUBMITTED BY: DATE: FOR CONSIDERATION AT THE COUNCIL MEETING OF: ACTION REQUESTED PRESENTATION FUTURE PUBLIC HEARING PUBLIC HEARING – SPECIAL APPROVAL BID AWARDS / PURCHASES PUBLIC HEARING – OTHER ORDINANCE - FIRST COMMUNICATION ORDINANCE - SECOND REPORT OLD BUSINESS DESCRIPTION OF ITEM

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See P:\SHARED\COUNCIL AGENDA\FORMS Rev. January 2004 ITEM # MEMORANDUM

DATE: September 8, 2020

TO: Melissa R. Marsh, City Manager

FROM: Sean P. Ballantine, DPS Analyst/Planner R. Corey Almas, Director of Public Services

SUBJECT: Citywide LED Streetlight Conversion

In 2015, City Council approved the request of Staff to upgrade 376 mercury vapor streetlights to LED technology. This project resulted in a cost and energy savings, and elimination of an obsolete and inefficient lighting technology. At the time, the conversion of the remaining 1386 high-pressure sodium streetlights in the City’s system did not provide a sufficient return on investment to be pursued. Earlier this year, several surrounding cities were notified of significant increases in their streetlighting rate, some in the double-digit percentages due to a rate case being settled through the Michigan Public Service Commission (MPSC). While the nature of the City’s streetlighting system (specifically our balance of overhead and underground- wired lights) insulated us from such an increase, this news was the catalyst for a conversation with DTE.

As a concurrent discussion was happening regarding improving the lighting in the DDA, Staff was presented with updated numbers for a full LED conversion of the remaining streetlights in the City. The annual savings of $84,359, combined with an additional rebate of $33,773 and 4½ year payback period provided a very favorable return on investment (memo from the Finance Director is attached). In addition to these significant cost-savings, some of the additional benefits, covered in a webinar virtual Town Hall meeting on September 9, are:

• A greatly improved quality of light, providing better visibility on major and neighborhood roads, particularly in inclement weather.

• Better focused light; the fixtures cast the light down onto the road and right-of- way, instead of flooding the area.

• Enhanced neighborhood safety.

• A positive environmental impact; the energy reduction resulting from this project is 713,460 kilowatthours annually, which is enough to power 100 average homes for a year!

• Reduced outages and maintenance cost.

Department of Public Services City of Madison Heights 801 Ajax Drive Madison Heights, Michigan 48071

p (248) 589-2294 | f (248) 589-2679 MEMORANDUM

Staff is aware that the timing of this request presents a unique challenge, given the City’s uncertain financial situation resulting from the COVID-19 pandemic. As a matter of historical context, many of the City’s energy-saving capital projects were undertaken during the Great Recession. This forward-thinking approach, which was embraced by both Staff and Council resulted in a 33% overall reduction in the City’s energy use by 2015 (exceeding our original 25% 10-year goal), with further reductions and savings continuing to be realized. In the current economic climate, and with the short payback period, the significance of a 21% savings in this general fund line-item cannot be overstated. As a result, Staff recommends that this project be undertaken at this time.

Staff has confirmed that the numbers presented in May are still accurate for budgetary purposes, and therefore requests that Council consider two separate motions in support of this project:

• To authorize the City Manager to approve the Purchase Agreement between the City of Madison Heights and DTE in the amount of $412,790, and sign on behalf of the City. This is the total estimated project cost, and does not reflect the rebate from the Energy Office, which serves to provide an 8% contingency for unforeseen construction expenses.

• To approve an appropriation of funds to account 101-446-9200-000 in the amount of $412,790.

Representatives from DTE are in attendance to answer any questions about this project.

Department of Public Services City of Madison Heights 801 Ajax Drive Madison Heights, Michigan 48071

p (248) 589-2294 | f (248) 589-2679 CITY OF MADISON HEIGHTS 300 WEST 13 MILE ROAD, MADISON HEIGHTS, MI 48071

MEMORANDUM

DATE: September 10, 2020

TO: Melissa R. Marsh, City Manager

FROM: Linda A. Kunath, Finance Director

SUBJECT: Street Lights conversion to LED by DTE– financial analysis

The following is a financial analysis of the DTE proposal for the City of Madison Heights street lights conversion to LED. The City’s current annual cost for DTE is $420,336, estimated future cost is $335,977, the estimated annual savings of $84,359 will represents a 21% savings to the City. This conversion project is expected to be completed by DTE in about 3 months and DTE will provide an energy rebate credit.

The total cost is to be paid by the City at the start of the project, energy cost will drastically be reduced once the street lights are converted to LED, so the savings between the City’s budgeted lighting costs and the estimated actual reduced cost amount is a calculated return on investment of less than four years, as illustrated in the following table.

Cost Description $412,788 Project Cost $ 84,359 Annual Savings $ 33,773 DTE Energy Rebate 4.49 Years - Payback Period

The conversion to LED project is advantageous to the City in both reduced future energy usage and costs. If you have any questions or need additional information, please contact me.

September 8, 2020

City of Madison Heights 300 West Thirteen Mile Road Madison Heights, Michigan 48071

Re: 2020 Streetlighting Conversion to LED

Based on the completed “AS Built” Field Design & Assessment, I have prepared a cost estimate for the conversion to LEDs of (1386) street lights that consist of the following:

Overhead (OH) and Underground (UG)

• 648 –100-watt HPS OH to 58- watt LED OH • 244 –250-watt HPS OH to 136- watt LED OH • 1 –400-watt MV OH to 136- watt LED OH • 1-400-watt HPS OH to 136-watt LED OH • 59-100-watt HPS UG to 58-watt LED UG • 431 –250-watt HPS UG to 136- watt LED UG • 2-400-watt HPS OH to 136-watt LED UG

Below please find the estimate breakdown for this project. The costs are based on the Streetlight Option 1-DTE Energy owned and maintained. The rate requires the customer pay a portion of the construction cost. The following information outlines the street lighting installation.

Estimate Breakdown

Project Cost: $412,788.00 Current Annual Invoice $420,336.12 Future Annual Invoice $335,977.44 Annual Savings $84,358.68 Less DTE Contribution $62.00 EO Rebate after Construction $33,773.00 Payback 4.49 years

The price quoted herein shall be in effect for a period of 30 Days from the issue date. After installation, the total cost for additional modification, relocation, or removal will be the responsibility of the requesting party. An authorized signature on the Municipal Street Lighting Master/Purchase Agreement and the payment contribution will be our notification to begin final design and construction scheduling.

Please feel free to call me should you have any questions.

Sincerely,

Reggie B. Brown Account Manager DTE- Community Lighting

Current Status Qty Wattage HID Actual Wattage Ave. Hours/Yr kWh 648 100 HPS 138 4319 386,222.3 244 250 HPS 295 4319 310,881.6 1 400 MV 455 4319 1,965.1 1 400 HPS 465 4319 2,008.3 59 100 HPS 138 4319 35,165.3 431 250 HPS 295 4319 549,139.3 2 400 HPS 465 4319 4,016.7

Total kWh 1,289,398.6

Future Status Qty Wattage LED Actual Wattage Ave. Hours/Yr kWh 648 58 LED 58 4319 162,325.3 244 136 LED 136 4319 143,321.7 1 136 LED 136 4319 587.4 1 136 LED 136 4319 587.4 59 58 LED 58 4319 14,779.6 431 136 LED 136 4319 253,162.5 2 136 LED 136 4319 1,174.8

Total kWh 575,938.7

kWh Savings 713,459.9

The average home uses 7200 kWh per year 7200 # Homes 99.09 Outdoor Lighting LED Roadway Series

LED Roadway Series luminaires are offered in three high-lumen Lighting Applications performance packages designed to deliver energy-efficient • Local, collector and • Rural residences and outdoor lighting with optimal coverage for all roadway major roadways barnyards classifications. • Intersections and • Campuses roundabouts • Walkways These luminaires are designed for residential, municipal, county • Commercial and industrial • Alleys and state thoroughfares. developments • Parking lots • Parks and recreational areas Product Information

Luminaire Correlated Color Initial Delivered Typical Mounting Wattage Light Source Housing Color Temperature (CCT)1 Lumens2 Heights

Black or gray 58 LED 4,000 7,334 30’

Black or gray 136 LED 4,000 17,400 30’

Black or gray 238 LED 4,000 29,185 30’ or 40’

Questions? Our lighting professionals are available to answer your questions, and to provide a FREE, no-obligation estimate.

Visit dteenergy.com/lighting to get started today.

1. The correlated color temperature of a light source is measured on the Kelvin (K) scale. Color temperatures of light sources may range in appearance between warm white (1,800K – 3,000K), cool white (3100K - 4500K) and daylight (4,600K - 6,500K). 2. Measurements taken from luminaire with standard option only (no other accessories or attachments used during testing). LED Roadway Series

Lighting Distribution Initial delivered luminance levels are shown at ground level and are measured in footcandles (fc). A footcandle is a unit of measure for luminance equal to a uniformly distributed flux of one lumen incident upon one square foot of surface area. Initial delivered footcandle distribution may depreciate over time.

58W LED Roadway Light 136W LED Roadway Light

Street side Street side 0 0 House side House side

50 ft. 50 ft.

Initial delivered footcandles Initial delivered footcandles 0 0 Distribution: type 2 roadway Distribution: type 2 roadway Initial delivered lumens: 7,334 Initial delivered lumens: 17,400 Luminaire mounting height: 30 feet Luminaire mounting height: 30 feet

238W LED Roadway Light Legend for Luminaire Lighting Distribution fc Contour Color 2 1 0.5 0.1 0.01

Typical Lighting Levels for Natural Outdoor Conditions Lighting Condition fc Street side Sunlight 10,000 0 House side Full Daylight 1,000 Overcast Day 100 Very Dark Day 10 Twilight 1 Deep Twilight 0.1 Full Moon 0.01 Quarter Moon 0.001 Starlight 0.0001 50 ft. Overcast Night 0.00001

Initial delivered footcandles 0 Distribution: type 2 roadway Initial delivered lumens: 29,185 Luminaire mounting height: 40 feet

190280-15/?/?/08-19

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! ! ! Map Compiled by: ! Data Integrity - Mapping Technology 0 0.25 0.5 1 1.5 2 D ate: 3/6/2020 Sources: Esri, HERE, Garmin, USG S, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) O penStreetMap contributors, and the GIS User Community Miles Special Meeting Madison Heights City Council Madison Heights, Michigan August 24, 2020

A Special Meeting of the Madison Heights City Council was held electronically via ZOOM Video Conferencing on Monday, August 24, 2020, at 6:30 p.m.

Present: Mayor Grafstein and Mayor Pro Tem Soltis. Councilmembers: Bliss, Clark, Corbett, Gettings, Rohrbach. City Manager Marsh and Special Labor Counsel Fournier.

Other Present: None.

CM-20-220. Meeting Open to the Public.

There were no members of the public wishing to speak.

CM-20-221. Appointment of Acting City Clerk.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to appoint City Labor Attorney as Acting City Clerk for the Meeting.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried

CM-20-222. Closed Meeting – City Manager Review.

Mayor Grafstein requested a motion to move into Closed Meeting at 6:34 p.m.

Motion by Councilman Corbett, seconded by Mayor Pro Tem Soltis to move to a Closed Meeting at the request of the City Manager for the City Manager Performance Review.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried

CM-20-223. Adjournment.

There being no further business, the meeting was adjourned at 6:54 p.m.

______Roslyn Grafstein Brandon Fournier Mayor Special Labor Counsel Regular Meeting Madison Heights City Council Madison Heights, Michigan August 24, 2020

A Regular Meeting of the Madison Heights City Council was held on Monday, August 24, 2020 at 7:30 p.m. electronically via ZOOM Video Conferencing and in the Municipal Building at 300 West Thirteen Mile Road, Madison Heights, Michigan.

Present: Mayor Grafstein and Mayor Pro Tem Soltis. Councilmembers: Bliss, Clark, Corbett, Gettings, and Rohrbach. City Manager Marsh, City Attorney Sherman and City Clerk Rottmann.

Absent: None

Councilor Rohrbach gave the invocation and the Pledge of Allegiance followed.

CM-20-224. Addition to the Agenda.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to add C -5, Councilor Rohrbach - Resignation from the Information Technology Advisory Committee on tonight’s agenda.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

CM-20-225. Certificate of Appreciation to the FBI Task Force.

Motion by Councilwoman Clark, seconded by Mayor Pro Tem Soltis, to approve a Certificate of Appreciation for the FBI Task Force.

Roll Call Vote: Yeas: Clark, Corbett, Gettings, Rohrbach, Soltis, Bliss, Grafstein Nays: None Motion Carried.

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CM-20-226. Certificate of Appreciation to the Special Investigation Unit.

Motion by Councilor Rohrbach, seconded by Councilman Corbett, to approve a Certificate of Appreciation for the Special Investigation Unit.

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Clark, Grafstein Nays: None Motion Carried.

CM-20-227. Meeting Open to the Public.

There were no members of the public wishing to speak.

CM-20-228. Resignation from Boards and Commissions.

Motion by Councilwoman Clark, seconded by Mayor Pro Tem Soltis, to accept the following resignations: Mayor Grafstein from Council Alternate – City/School Liaison Committee, Council Representative – Environmental Citizens Committee, Council Representative – Madison Heights Community Coalition, and Council Representative – SEMCOG; Councilwoman Clark from Council Alternate – Arts Board; Councilor Rohrbach from Council Alternate – Information Technology Advisory Committee; Mike Mundy from the Information Technology Advisory Committee; and Josh Schroder from the Environmental Citizens Committee and Parks and Recreation Advisory Board.

Roll Call Vote: Yeas: Gettings, Rohrbach, Soltis, Bliss, Clark, Corbett, Grafstein Nays: None Motion Carried.

CM-20-229. Resolution Amending the Structure of the Human Relations and Equity Commission.

Motion by Councilwoman Clark, seconded by Mayor Pro Tem Soltis, to amend the structure of the Human Relations and Equity Commission as follows:

AMENDMENT TO THE RESOLUTION PROVIDING FOR THE CREATION, MEMBERSHIP, STRUCTURE AND RESPONSIBILITIES OF A HUMAN RELATIONS AND EQUITY COMMISSION TO ADVISE THE CITY COUNCIL ON HUMAN RELATIONS AND DIVERSITY-RELATED ISSUES; TO RECOMMEND

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POLICIES, PROGRAMS, SERVICES, AND EVENTS WHICH ENHANCE HUMAN RELATIONS AND CULTURAL DIVERSITY THROUGHOUT THE COMMUNITY.

WHEREAS, Madison Heights is a city of diverse races and cultures, religions and beliefs, and experiences and traditions with a cultural life, economy, livability and neighborhoods that have been enriched by this growing diversity; and

WHEREAS, the existence of a thriving and diverse community has also raised complex questions about how to build a truly inclusive city; and

WHEREAS, the principles of representative democracy require that the interests of all people be heard and considered in the establishment and administration of ordinances and policies, and in the general governing of the City; and

WHEREAS, the community will benefit from the creation of an advisory Commission, focused on cultural and racial relations, with a mission to create greater cohesion in our community by promoting mutual respect, dignity and open communication among all people; and

WHEREAS, the City of Madison Heights strives to promote and foster goodwill, and through cooperation and conciliation among all groups and segments of the population, to eliminate and prevent within its boundaries discrimination, segregation or separation because of race, color, national origin or ancestry.

NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Madison Heights, Michigan, determines that it is advisable, desirable, and to the overall benefit of the City of Madison Heights, Michigan, to create and establish a Council-appointed Human Relations and Equity Commission, which shall act in an advisory capacity to the City Council so as to insure the implementation of the purposes set forth below.

BE IT FURTHER RESOLVED as follows:

1. The purpose of the Human Relations and Equity Commission is to advise the City Council on programs, policies, and activities that promote positive human relations and equitable outcomes and opportunities in all aspects of community life including issues related to or affecting minority communities within Madison Heights, to monitor the policies and practices of the City of Madison Heights with respect to fair and equitable application.

2. The Commission shall be comprised of five (5) voting members and two (2) alternate members who shall all be residents of Madison Heights, with appointments focused on a diverse representation with

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regard to race and ethnicity. Ex-officio members would be one two (12) City Council members. The City Manager, Police Chief, and/or other Staff members may attend meetings in an advisory capacity to Staff and the Commission and offer direction or administrative services.

3. The five (5) citizen members and two (2) alternate members shall be appointed for a term of two (2) years; however, the initial appointments to the Commission shall be staggered such that three (3) members are appointed to a term of three (3) years; two (2) members are appointed to a term of two (2) years. Vacancies in any term shall be filled by the Mayor and City Council in like manner for the balance of the unexpired term.

4. At time of application, members will apply to be either the Chair or a General Member (those members appointed but not selected for chair will be considered general members).

5 4.The City of Madison Heights Police Department shall apply for the Michigan Law Enforcement Accreditation Program. As part of the accreditation, an audit committee reviews all of our policies and proofs of attaining the standards. Findings from this evaluation shall be given to the City Council and shared with the Human Relations and Equity Commission. A Task Force of law enforcement and legal professionals shall be created to review this report and supplement findings based on Madison Heights specific needs.

6 5.For the first six (6) months, the Commission shall meet no less than on a bi-monthly basis, with additional meetings thereafter scheduled as required and agreed upon by the Commission. All Meetings shall be noticed and conducted in accordance with the Michigan Open Meetings Act (1976 PA 267, MCL 15.261 through 15.275, as amended).

7 6.Three (3) voting members of the Commission shall constitute a quorum for the transaction of business. A majority of affirmative votes of the Commission shall be required for adoption and recommendation of any proposed action of the Commission.

8 7.The staff representative shall assist the Commission in the performance of its duties and notify members of the date, time, and place of meetings of the Commission.

9 8.The Commission shall:

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a. Serve in an advisory role to the City Council on human relations, diversity, and equity related issues; b. Serve as a resource and an advocate on behalf of the community on human relations and cultural diversity issues; c. Review, suggest and champion policies, programs, services, and events, which enhance human relations and cultural diversity by consciously and consistently seeking to serve all residents; d. Build purposeful relationships with residents, the outlying community, Council, other City leadership and a wide range of local, state, national and international groups, agencies and organizations to respect diversity and promote unity in the City; e. Provide support/vision to the staff to promote the cultural initiatives and events as identified by the Commission and approved by the Council; f. Identify opportunities to increase the awareness of cultural diversity among citizens by establishing ongoing dialogue and interaction to promote respect for diversity among all citizens within the City. g. Study the crime situation in the City, to make recommendations for its prevention and elimination and to develop citizen cooperation in law enforcement.

11. This resolution shall be effective on the date adopted below.

ADOPTED by the City Council of the City of Madison Heights, Michigan, this 24th Day of August, 2020.

Roll Call Vote: Yeas: Rohrbach, Soltis, Bliss, Clark, Corbett, Gettings, Grafstein Nays: None Motion Carried.

CM-20-230. Interlocal Agreement with Royal Oak for Gun Range Use.

Motion by Councilman Corbett, seconded by Councilor Rohrbach, to approve the Interlocal Agreement between the City of Royal Oak and the City of Madison Heights for use of the Madison Heights Gun Range and authorize the City Manager and Police Chief to sign on behalf of the City.

Roll Call Vote: Yeas: Soltis, Bliss, Clark, Corbett, Gettings, Rohrbach, Grafstein Nays: None Motion Carried.

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CM-20-231. Purchase of Two 2021 Police Utility Interceptors.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to approve the purchase of two (2) 2021 Police Utility Interceptor vehicles (#105 and #113) through the Macomb County Cooperative Purchasing Program from Signature Ford in the unit cost of $36,274 each, totaling $72,548.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

CM-20-232. Purchase of In-Car and Body Cameras.

Motion by Councilwoman Clark, seconded by Councilman Corbett, to approve the purchase of in-car and body cameras for a total cost of $342,234.40 from AXON. This purchase will be allocated over five (5) years with $105,667 in year one FY 2021, $74,998 FY 2022, and $55,746 for each of the following three (3) years FY 2023-25 and subject to budget appropriation.

Roll Call Vote: Yeas: Clark, Corbett, Gettings, Rohrbach, Soltis, Bliss, Grafstein Nays: None Motion Carried.

CM-20-233. Council Appointment – Arts Board.

Motion by Councilman Bliss, seconded by Councilwoman Clark, to appoint Councilor Rohrbach as Council Alternate to the Arts Board with a term to expire 11/08/21.

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Clark, Grafstein Nays: None Motion Carried.

CM-20-234. Council Appointment – City/School Liaison Committee.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to appoint Councilman Gettings as Council Alternate to the City/School Liaison Committee with a term to expire 11/08/21.

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Roll Call Vote: Yeas: Gettings, Rohrbach, Soltis, Bliss, Clark, Corbett, Grafstein Nays: None Motion Carried.

CM-20-235. Council Appointment – Environmental Citizens Committee.

Motion by Councilman Gettings, seconded by Councilman Bliss, to appoint Councilor Rohrbach as the Council Representative and Councilwoman Clark as the Council Alternate to the Environmental Citizens Committee with terms to expire 11/08/21.

Roll Call Vote: Yeas: Rohrbach, Soltis, Bliss, Clark, Corbett, Gettings, Grafstein Nays: None Motion Carried.

CM-20-236. Council Appointment – Information Technology Advisory Committee.

Motion by Mayor Pro Tem Soltis, seconded by Councilman Bliss, to appoint Councilwoman Clark as Council Alternate to the Information Technology Advisory Committee with a term to expire 11/08/21.

Roll Call Vote: Yeas: Soltis, Bliss, Clark, Corbett, Gettings, Rohrbach, Grafstein Nays: None Motion Carried.

CM-20-237. Council Appointment – Madison Heights Community Coalition.

Motion by Councilman Bliss, seconded by Councilwoman Clark, to appoint Councilman Gettings as the Council Representative to the Madison Heights Community Coalition with a term to expire 11/08/21.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

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CM-20-238. Council Appointment – SEMCOG.

Motion by Councilwoman Clark, seconded by Councilman Gettings, to appoint Councilor Rohrbach as the Council Representative and Councilman Corbett as the Council Alternate to SEMCOG with a terms to expire 11/08/21.

Roll Call Vote: Yeas: Clark, Corbett, Gettings, Rohrbach, Soltis, Bliss, Grafstein Nays: None Motion Carried.

CM-20-239. Council Appointments – Human Relations and Equity Commission.

Motion by Mayor Pro Tem Soltis, seconded by Councilwoman Clark, to appoint Councilor Rohrbach and Councilwoman Clark as the Council Representatives to the Human Relations and Equity Commission with terms to expire 11/08/21.

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Clark, Grafstein Nays: None Motion Carried.

CM-20-240. Appointment to the Human Relations and Equity Commission.

Motion by Councilwoman Clark, seconded by Councilman Bliss, to appoint Quinn Wright to Human Relations and Equity Commission to regular term to expire 08/31/23.

Roll Call Vote: Yeas: Gettings, Rohrbach, Soltis, Bliss, Clark, Corbett, Grafstein Nays: None Motion Carried.

CM-20-241. Appointment to the Human Relations and Equity Commission.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to appoint Martha Covert to Human Relations and Equity Commission to regular term to expire 08/31/23.

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Roll Call Vote: Yeas: Rohrbach, Soltis, Bliss, Clark, Corbett, Gettings, Grafstein Nays: None Motion Carried.

CM-20-242. Appointment to the Human Relations and Equity Commission.

Motion by Councilor Rohrbach, seconded by Mayor Pro Tem Soltis, to appoint Cemone Moy to Human Relations and Equity Commission to regular term to expire 08/31/23.

Roll Call Vote: Yeas: Soltis, Bliss, Clark, Corbett, Gettings, Rohrbach, Grafstein Nays: None Motion Carried.

CM-20-243. Appointment to the Human Relations and Equity Commission.

Motion by Councilwoman Clark, seconded by Councilor Rohrbach, to appoint Shawn Force to Human Relations and Equity Commission to regular term to expire 08/31/22.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

CM-20-244. Appointment to the Human Relations and Equity Commission.

Motion by Councilman Bliss, seconded by Councilman Corbett, to appoint Sean Fleming to Human Relations and Equity Commission to regular term to expire 08/31/22.

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Grafstein Nays: Clark Motion Carried 6-1.

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CM-20-245. Appointment to the Human Relations and Equity Commission.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to appoint Kevin Wright to the Human Relations and Equity Commission to an alternate term to expire 08/31/22.

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Clark, Grafstein Nays: None Motion Carried.

CM-20-246. Appointment to the Human Relations and Equity Commission.

Motion by Councilwoman Clark, seconded by Councilman Corbett, to appoint Amanda Stein to the Human Relations and Equity Commission to an alternate term to expire 08/31/22.

Roll Call Vote: Yeas: Gettings, Rohrbach, Soltis, Bliss, Clark, Corbett, Grafstein Nays: None Motion Carried.

CM-20-247. Renewals to Boards and Commissions.

Motion by Councilman Corbett, seconded by Councilor Rohrbach, to renew the following regular term appointments to boards and commissions:

Board/Commission Name Term Expiration Arts Board Jenevieve Sandoval 08/31/23 Arts Board Rachael Flanagan 08/31/23 Community Development Block Merri Busch 08/31/23 Grant Committee

Community Development Block Martha Kehoe 08/31/23 Grant Committee

Community Development Block John Turchin 08/31/23 Grant Committee

Construction Board of Appeals Timothy Germain 08/31/22

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Board/Commission Name Term Expiration Construction Board of Appeals Lawrence Holman 08/31/22 Library Advisory Board Alexander Bedz 08/31/22 Library Advisory Board Deborah Shepherd 08/31/22 Police and Fire Retirement Board Jeffrey Geralds 08/31/24 Planning Commission Dean(Andy) Wakeland 08/31/23

Roll Call Vote: Yeas: Rohrbach, Soltis, Bliss, Clark, Corbett, Gettings, Grafstein Nays: None Motion Carried.

CM-20-248. Appointments to Arts Board

Motion by Councilor Rohrbach, seconded by Councilman Bliss, to appoint the following to the Arts Board:

Name Term Type Expiration Crystal Fox Regular 08/31/21 Steven Dombroski Alternate 08/31/23 Jason Theodoroff Alternate 08/31/21

Roll Call Vote: Yeas: Soltis, Bliss, Clark, Corbett, Gettings, Rohrbach, Grafstein Nays: None Motion Carried.

CM-20-249. Appointments to the Environmental Citizens Committee.

Motion by Councilor Rohrbach, seconded by Councilman Corbett, to appoint the following to the Environmental Citizens Committee:

Name Term Type Expiration Devon Nagengast Regular 02/28/21 Crystal Fox Alternate 02/28/23 Daniel Lee Alternate 02/28/21

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Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

CM-20-250. Appointments to the Historical Commission.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to appoint the following to the Historical Commission:

Name Term Type Expiration Sean Fleming Regular 02/28/23 Eric Graettingers Regular 02/28/23

Roll Call Vote: Yeas: Clark, Corbett, Gettings, Rohrbach, Soltis, Bliss, Grafstein Nays: None Motion Carried.

CM-20-251. Appointments to the Information Technology Advisory Committee.

Motion by Councilman Bliss, seconded by Councilwoman Clark, to appoint the following to the Information Technology Advisory Committee.

Name Term Type Expiration Brandon Charnesky Regular 02/28/23 Scott Tuller Regular 02/28/21

Roll Call Vote: Yeas: Corbett, Gettings, Rohrbach, Soltis, Bliss, Clark, Grafstein Nays: None Motion Carried.

CM-20-252. Appointments to the Library Advisory Board.

Motion by Councilman Corbett, seconded by Councilor Rohrbach, to appoint the following to the Library Advisory Board:

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Name Term Type Expiration Ashton Southard Regular 08/31/22 Kristina Mentzer Regular 08/31/22

Roll Call Vote: Yeas: Gettings, Rohrbach, Soltis, Bliss, Clark, Corbett, Grafstein Nays: None Motion Carried.

CM-20-253. Appointments to the Parks and Recreation Advisory Board.

Motion by Councilman Corbett, seconded by Councilor Rohrbach, to confirm the Mayor’s appointments of the following to the Parks and Recreation Advisory Board:

Name Term Type Expiration Jamie Bommarito Regular 02/28/21 Jason Theodoroff Alternate 02/28/22

Roll Call Vote: Yeas: Rohrbach, Soltis, Bliss, Clark, Corbett, Gettings, Grafstein Nays: None Motion Carried.

CM-20-254. Minutes.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to adopt the minutes of the Special City Council Meeting held on August 5, 2020, as printed.

Roll Call Vote: Yeas: Soltis, Bliss, Clark, Corbett, Gettings, Rohrbach, Grafstein Nays: None Motion Carried.

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CM-20-255. Minutes.

Motion by Councilman Corbett, seconded by Councilwoman Clark, to adopt the minutes of the Regular City Council Meeting held on August 10, 2020, as printed.

Roll Call Vote: Yeas: Bliss, Clark, Corbett, Gettings, Rohrbach, Soltis, Grafstein Nays: None Motion Carried.

CM-20-256. Council - Comments.

Councilman Corbett wished everyone a good Labor Day holiday.

Councilman Bliss stated that he was thankful for everyone who put in applications to serve; there are many great volunteers and people willing to step forward. It is unique that we have so many strong boards and commissions, and the Human Relations and Equity Commission sounds like it is going to get off to a great start. Tomorrow is the last day for a musician to apply to be in our strolling concert. There have been many talented musicians that have applied, but there is room for more. If you wish to apply, contact [email protected]; any type of music is accepted and encouraged. We will publish the list of artists performing once the Arts Board finalizes the list.

Councilor Rohrbach stated that she is thrilled that we have so many that want to be involved. If you applied for a board but didn’t get selected, there are many others to choose from. She stated she is excited for the new board and thrilled that she gets to be a part of this commission. She is also excited for taking up the reins on the Environmental Citizens Committee, noting there are many great things in the works. She acknowledged that this is the last Council meeting before school starts, which will be one of the most unusual of all school starts. Virtual school is terrifying and we will all do our best and we are all nervous. Please give grace to yourself and to our teachers who are trying to make the best out of a difficult situation. It is only temporary, but we can try to make it the most positive experience that we can, and she wished good luck to everyone.

City Attorney Sherman passed condolences to the family of Royal Oak City Commission Kim Gibbs and her colleagues. While it seems painstaking to take roll call votes on all of these appointments, we do it because we are obligated under the Governor’s Executive Order.

City Manager Marsh echoed Council’s comments on the appointments to Boards and Commissions and noted that the Information Technology Advisory

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Committee was instrumental in the purchase of the body and in-car cameras for the Police Department. She added that even if you aren’t appointed to a board, your input is valued. She stated that this week was the 100th anniversary of 19th Amendment and the women’s right to vote. Take the opportunity to register to vote if you haven’t already.

City Clerk Rottmann stated that Secretary of State Benson announced that the State of Michigan would be paying for return postage on absentee ballots sent by the United States Post Office to those communities that wish to participate. The city finalized a business reply permit for return postage and she thanked the Post Office for expediting the permit. The first mass mailing of absentee ballots will take place during the last week of September. The City tests all of the ballots prior to sending them out. She thanked Council approving the appointments for the Boards and Commissions.

Councilman Gettings thanked Councilman Bliss for the outdoor music festival in the park and Ms. Palazzo for her ideas regarding musical entertainment.

Councilwoman Clark very excited about being appointed to the new board and commissions. All of our boards are active and it is easy to get involved. She stated that there still seems to be concerns on urgent care clinic on 12 mile, including traffic, littering, and safety of the neighborhood children.

Mayor Pro Tem Soltis congratulated all the appointees, stating he appreciates everyone’s hard work. He stated that he and Councilwoman Clark contacted Senator Moss and State Representative Ellison regarding the State adopting a conversion therapy ban similar to the City’s ordinance; Senator Moss stated that the legislature is already working on the issue. He stated he has been riding his bike every morning; if you are driving and you are at a stop light or red light, please be cognizant of bikers.

Mayor Grafstein echoed Mayor Pro Tem Soltis’s comments on being aware of pedestrians and bicycles. She stated we are trying to expedite the process of voting at Council meetings where we can, but roll calls are required. The City had a lot of great applicants for boards and commissions and she appreciates that. She noted that the applicants that weren’t appointed are invited to participate in the meetings. She also echoed the City Attorney’s comments on Royal Oak Commissioner Gibbs and Councilor Rohrbach’s comments on school beginning and having grace. Everyone has been working diligently to come up with the best solutions, so be patient with each other; everyone is trying to do their best.

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CM-20-257. Adjournment.

There being no further business, the meeting was adjourned at 9:41p.m.

Roslyn Grafstein Cheryl E. Rottmann Mayor City Clerk

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