CITY of LANSING 2020 ANNUAL REPORT

Updated January 21, 2021 CONTENTS

CONTENTS

FROM THE MAYOR 3

ASSESSING 4

ECONOMIC DEVELOPMENT & 7 PLANNING

FINANCE 25

FIRE 27

HUMAN RELATIONS & COMMUNITY 38 SERVICES

HUMAN RESOURCES 42

INFORMATION TECHNOLOGY 43 NEIGHBORHOODS & CITIZEN 45 ENGAGEMENT

OFFICE OF THE CITY ATTORNEY 50

PARKS & RECREATION 53

POLICE 58

PUBLIC SERVICE 99

TREASURY & INCOME TAX 127

DOWNTOWN LANSING INC (DLI) 129

LANSING ECONOMIC DEVELOPMENT 133 CORPORATION (LEDC)

LANSING ENTERTAINMENT & PUBLIC 138 FACILITIES AUTHORITY (LEPFA)

2020 ANNUAL REPORT | 2 FROM THE MAYOR

During the third year of my administration, the City of Lansing, along with cities across the nation, faced extraordinary challenges. On March 16, 2020, I issued an emergency order closing all City buildings to the public and sending a large portion of our workforce to work from home due to the COIVD-19 pandemic. We were faced with the same questions as the rest of the country: how to run a city while protecting our employees and our residents? City of Lansing employees showed up and continue to serve residents with integrity and professionalism. Our essential workers, the backbone of our City, washed their hands, masked up and went to work. Our police officers, firefighters, paramedics and EMT’s responded to tens of thousands of calls for service to aid our residents and keep them safe. Our Public Service staff completed more than 14 miles of road improvements, more than 1,200 tree trimming/removals and cleaned more than 66 miles of storm and sanitary sewer pipes. Ingham County Parks Millage funded work continued to maintain and improve the Lansing River Trail by resolving riverbank erosion near Moores Park that included fortifying the riverbank and repairing fencing. Trail and bridge rehabilitation work was also completed in several locations well to preserve and improve this city’s most prized assets. Our Parks staff also partnered with the Lansing School District to host Learning Labs to assist students with online learning during the pandemic. COVID-19 reiterated the importance of community partnerships. I established the Mayor’s Community Response Cabinet, a group of nonprofits, business organizations, education partners, and community leaders, to work together and combine resources and efforts to help residents, non-profits and local businesses who needed it most. I was thrilled to attend a socially distanced ribbon cutting of the new Capital City Market in our downtown and as work continues on the new McLaren campus on the east side, I can’t wait for the day it opens its doors and beings to serve our region. I can’t thank our City employees, community partners or residents enough for all of the important work they’ve done in the face of an invisible adversary. I look forward to seeing what 2021 brings the City of Lansing. It will be a tough year both, budgetarily and mentally. As distribution of COVID-19 vaccinations continues, I hope that we are able to move closer to a time where we can be back in each other’s company enjoying all the great things our city has to offer.

Andy Schor, Mayor

2020 ANNUAL REPORT | 3 ASSESSING Sharon Frischman, MMAO, Director

Department Description

The Assessing Department is responsible for the annual valuation and assessment of all real and personal property located within the City of Lansing. Each year, the Assessing Department prepares and certifies the ad valorem (according to value) assessment roll and the special acts (incentives) assessment rolls in accordance the Compiled Laws of the State of Michigan.

The City of Lansing has 40,835 real property parcels, 1,491 exempt properties, and 3,051 personal property parcels on the 2020 assessment roll. The total parcel count is 45,377.

The composition of ad valorem property count is as follows:

• Agricultural Less than 1% (1 Parcel) • Commercial 6% • Industrial 1% • Residential 83% • Personal Property 7% • Exempt Property 3%

Industrial Facilities certificates, Neighborhood Enterprise Zone certificates and OPRA certificates are valued and tracked. The Assessing Department is responsible for creating invoices for Payment in Lieu of Taxes (PILOT) holders; track the Tax Increment Finance Authority (TIFA), Brownfield developments. OPRA accounts and provides data for the invoices for the Principal Shopping District. This group also completes Industrial Facilities Act, Obsolete Property Rehabilitation Act (OPRA) reports for State of Michigan compliance. There are 588 parcels on the special acts roll, the composition of the parcel count is as follows:

• 330 County land bank sale properties • 17 County land bank sale brownfield properties • 18 P.A. 328 accounts • 62 Neighborhood Enterprise Zone properties • 29 Obsolete Property Rehab properties

2020 ANNUAL REPORT | 4 • 28 Industrial Facilities exemptions • 5 Renaissance Zone Porperties • 48 PILOTs

The department also tracks 41 Tax Capture districts (33 Brownfields a Smartzone , 5 TIFAs and 3 Principal Shop- ping Districts.

The total assessed value of the ad valorem (according to value) and special acts (tax incentives) rolls was $2.884 billion. The total combined taxable value of the ad valorem and special acts parcels was $2.365 billion for tax year 2020. The total 2020 taxable value (ad valorem and special acts) increased approximately 5% from 2019.

The composition of assessed value is as follows:

• Agricultural Less than 1% • Commercial 34% • Industrial 6% • Residential 54% • Personal Property 6%

There was no change in the percentage of total assessed value for commercial property, however, industrial property is up from 5%, residential is down from 55% and personal property is down from 6%. The personal property percentage will likely continue to go down with the continued phase in of property exempt as Eligible Manufacturing Personal Property. The increase in the percentage of industrial property is likely from the increase in marijuana facilities that are currently classed as industrial as well as expired industrial exemptions returned to the ad valorem roll.

The Assessing Department is responsible for listing the legal descriptions for almost 45,000 properties. The department must determine the value of more than 45,000 real and personal property parcels as well as determine the correct capped and taxable value for these properties for the annual tax rolls. Property information must be confirmed and updated. Building permits must be monitored and properties must be inspected for new construction or demolition. We added almost 114 million in new construction value on the 2020 roll.

2020 ANNUAL REPORT | 5 • The Assessor’s office visited approximately 2,500 properties during 2019. The purpose of the visits were to follow up on building permits and/or update property information. • Approximately 114 million dollars of new construction was added to the 2020 assessment/ tax roll. This exceeds 2019 by more than 60 million.

The Department must maintain ownership information, track transfers of ownership, Principal Residence information, Veterans’ exemptions, general property tax exemptions and personal property exemptions.

• Over 5,000 ownership documents were entered and analyzed for transfer of ownership. Approximately 1,900 transfers of ownership were processed in 2019. Principal Residence exemption requests were also processed with these transfers.

The Assessing Department handles all Michigan Tax Tribunal appeals until they reach the point of a full Tribunal trial.

Accomplishments

The Department continues to refine and document uniform operating procedures.

Verification of property information is a high priority for the department. During 2019, a summer college intern began collecting and verifying property data. We will continue this process annually to establish a system of visiting property on a rotating schedule at least every 10 years. We have not sent anyone out to verify data during 2020 due to the pandemic, however, we hope to continue in 2021.

A partnership with the University of Michigan yielded some great ideas to engage taxpayers. We look forward to implementing these ideas next year.

I have begun reviewing existing property tax exemptions to ensure that the owner continues to qualify and to better document the existing exemptions. I have also removed a little over 700 exempt records from the main database that were simply road right of way parcels. The exempt parcel count is more accurate now.

The department has struggled with retirements. Open positions have been difficult to fill. We are currently staffed with a combination of contract and full time employees with three vacant positions (out of 11). Training for new and existing staff is on-going.

2020 ANNUAL REPORT | 6 ECONOMIC DEVELOPMENT & PLANNING Brian McGrain, Director

Department Description

The primary objective of the Department of Economic Development and Planning (EDP) has been to stabilize the City’s economic base and, through continued planned and directed development, “grow” that base to a level capable of providing continuous support for the City’s services and infrastructure. The Department has since 2018 consisted of six separate divisions:

• Administration; • Building Safety; • Code Enforcement; • Parking Services; • Planning; and • Development Office.

Additionally, Downtown Lansing Inc (DLI), the City’s Economic Development Corporation (EDC) and affiliated bod- ies, and the Lansing Entertainment and Public Facilities Authority (LEPFA) report indirectly through EDP.

The Building Safety Office is operated as a Special Revenue Fund, per State Law. Building safety is responsible for all structures in the city and ensures the safety of such structures, whether they be new, existing, or at the end of their useful life.

Code Enforcement serves to protect the health, safety, and welfare of Lansing residents through the preservation and improvement of the housing stock by assuring safe, decent, and sanitary housing while preserving the integrity of Lansing neighborhoods.

In the middle of 2020, action was taken to merge Building Safety and Code Enforcement together into one unit. Work continues to meld staff and activities under the guidance of the Building Safety Office Manager.

The Parking Services Office encompasses the operation of the municipal fee-based parking system. Parking Services Office provides economical parking options for downtown workers and visitors.

Planning has a broad role in facilitating orderly development and growth across the city. This division oversees development, implementation, and review of the city’s Master Plan. Planning functions include comprehensive planning, site plan review, flood plain review, zoning review, historic preservation, public infrastructure, and review of economic development projects.

Coordination of housing and neighborhood improvement activities are primarily handled under the City’s Com- munity Development Block Grant (CDBG) or various federal and state housing assistance programs. The traditional allocation of CDBG, HOME, and the Emergency Solutions Grant Program are federally funded programs, administered by the Development Office. In addition to these programs, the Development Office administers various grants, such as Floodplain Abatement (through FEMA) and Lead Based Paint Abatement.

2020 ANNUAL REPORT | 7 Overall, the Department supports the following boards or commissions: • Planning Board; • Zoning Board of Appeals; • Historic District Commission; • Demolition Board; • Plumbing Board, Mechanical Board, and Electrical Board; and • Building Board of Appeals.

The Department has worked closely with additional agencies to facilitate development in the City, such as: • Ingham County Land Bank Fast Track Authority • LEAP • Tri-County Regional Planning Commission • Neighborhood-based nonprofits

Additionally, our Director serves a policy development and leadership role in connection with the Mayor’s office when it comes to issues of economic development, community development, and beyond. This includes oversight of special projects as-needed, and serving in a proactive role when it comes to bringing new opportunities to the City and supporting and growing existing opportunities.

We are pleased to share with you information from each division of the department of EDP at this time.

Building Safety

The staff of the Building Safety Office (BSO) are responsible for enforcement of the Stille-Derossett-Hale Single State Construction Code Act, Act 230 of 1972, known as the Michigan Building Code 2015, which includes reviewing construction documents, the issuance of electrical, mechanical, plumbing, and building permits, and performing all required inspections. The purpose of the Building Code is to establish the minimum requirements to safeguard the public health, safety, and general welfare by ensuring the structural strength, means of egress facilities, stability, sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other hazards attributed to the built environment, and to provide a reasonable level of safety to fire fighters and emergency responders during emergency operations.

The BSO utilizes online permit applications for the majority of permits along with requests for inspections and electronic plan reviews. This process is intended to better serve the public, contractors and design professionals through the City’s AccessMyGov web portal.

2020 ANNUAL REPORT | 8 Permits Issued–

2020 2019 2018 2017 2016

Electrical 1,555 1,846 1,701 1,522 1,538

Mechanical 2,044 2,210 2,292 2,029 1,961

Plumbing 1,298 1,873 1,626 1,422 1,393

Building 1,847 2,236 2,051 1,973 1,870

Total Permits 6,744 8,165 7,670 6,946 6,762

Project Reviews Completed–

2020 2019 2018 2017 2016

Comm. Electrical 306 229 210 206 216

Comm. Mechnaical 319 239 198 220 219

Comm. Plumbing 306 234 197 230 217

Comm. Building 322 266 233 268 247

Res. Building 742 1,165 1,160 1,139 1,191

Total Plan Reviews 1,995 2,133 1,198 2,063 2,090

Inspections Conducted–

2020 2019 2018 2017 2016

Electrical 2,266 2,722 2,668 2,372 2,529

Mechanical 2,516 2,725 2,747 2,505 2,456

Plumbing 1,840 2,972 2,598 2,359 2,257

Building 4,395 4,899 4,387 4,654 5,949

Total Inspections 11,017 13,381 12,400 11,890 13,191

Demolition Permit Issued–

2020 2019 2018 2017 2016

50 67 124 100 102

2020 ANNUAL REPORT | 9 Site Plans Reviewed–

2020 2019 2018 2017 2016

26 33 31 27 36

Construction Value–

2020 2019 2018 2017 2016

$278.1M $299.7M $84M $100.6M $106.4M

Projects over $1,000,000.00–

2020 2019 2018 2017 2016

45 25 8 15 16

Numbers presented are through approximately the first week of December 2020. Our team experienced a slight disruption in field work, from approximately mid-March until early May. During this time, field inspectors were only able to do inspection work at projects that were being constructed in actual response to the COVID-19 crisis. While field time was limited, staff was able to quickly adjust to a remote environment, and much work continued unimped- ed. Though many staff workers continued to work remotely throughout the year, field work at sites resumed approximately May 8. Even during the “pause” required by the Governor towards the end of the year, BSO staff continued to service projects large and small throughout the city.

Other Activities of the Building Safety Office include:

• Preconstruction meetings with Developers, Design Profession- als, and Contractors. • Staff participation on committees and other organizations that further the education in the trades of our staff. • The Building Official, Field Inspectors and Plan Review staff continue to attend educational seminars to earn State of Michi- gan ACT 407 credits that are required to maintain their registration as inspectors. • The BSO supports the State of Michigan by providing investigative services in regard to licensing complaints and inspection services for liquor license transfers. • The BSO staff provides technical expertise and supports the Building Board of Appeals, Electrical Board of Appeals, Me- chanical Board of Appeals, and Plumbing Board of Appeals.

2020 ANNUAL REPORT | 10 Assistance to Other Departments:

• The BSO supports the City Attorney by providing expert witness services and Freedom of Information Act document search, retrieval, and reproduction. • The BSO provides inspection services and technical expertise and assistance to the Development Office. • The BSO provides permitting and inspection services for the Zoning Office in the administration of the Lan- sing Sign Code. • The BSO assists the Fire Marshal’s Office with plan review, occupancy classification, and the setting of maximum occupant load in assembly occupancies. The BSO provides inspection services in conjunction with the testing and operation of automatic fire suppression and fire alarm systems. • The BSO supports the Lansing City Clerk by providing inspection services for Cabaret License issuance and renewals as well as liquor license transfers.

The BSO has also provided many man-hours and conducted hundreds of inspections that are not reflected in the above data to support other departments of the city and to support development projects that would benefit the city.

Code Enforcement

The mission of the Code Enforcement Office is clear: “To protect the health, safety, and welfare of Lansing residents through the preservation and improvement of the housing stock by assuring safe, decent, and sanitary housing while preserving the integrity of Lansing neighborhoods.” It is through the dedicated efforts of the eighteen full-time staff members, working in conjunction with neighborhood organizations and in cooperation with numerous other agencies, that we are able to accomplish our objectives and work to strengthen our neighborhoods.

Approximately midway through 2020, the Building Safety Office and the Code Enforcement Office were merged together. As professionals who address structures throughout the City, joining these teams under one leadership team will allow for efficiencies in how customers are assisted in the office (through joint operations of clerical teams) or in the field, and will also allow for more opportunity to standardize procedures and training. In the future, reporting for these units will be handled in one section.

Assuring Quality Housing

Through the enforcement of the International Property Maintenance Code, our ten Code Enforcement Officers and four Premises Officers, under the direction of the Manager of Code Enforcement, continue to accomplish the multifaceted tasks of rental housing, safety, exterior, and premises inspections for all residential properties in the City. Our officers conducted 4,372 rental certification inspections representing more than 13,000 dwelling units with a 94% compliance rate. As part of our routine inspections over 20,000 residential smoke alarms were tested to assure the proper operation of this life saving device. In addition, 831 safety inspections, of both rental and owner-occupied dwellings, were conducted; 123 correction notices were issued for exterior violations. Our office also issued 1,394 Failure to Register letters and 2,175 Failure to Comply letters this year. In tota,l the Code Enforcement Office issued 28,122 violation and inspection notices this year. Enhancing the Visual Environment

During 2020, the Neighborhood Enhancement Action Team (N.E.A.T. Team) continued to actively monitor and process more than 440 unsafe, substandard, and vacant properties, requiring 5,280 exterior inspections.

2020 ANNUAL REPORT | 11 In addition, Code Enforcement and Premises Officers secured 382 open and accessible structures, thus assuring the public’s safety and preservation of property.

The City of Lansing Housing & Premises Code also addresses what are commonly referred to as “Premise Violations.” Our ongoing effort during this past year accounted for 7,859 tall grass and weed inspections and the issuance of 672 abatement notices; 7,745 inspections for trash and debris and the issuance of 776 abatement notices; 941 inspections for disabled or abandoned motor vehicles with the issuance of 835 abatement notices. Our staff takes great pride in maintaining the visual aesthetics of our community.

Another essential tool in this area of accomplishment has been the utilization of the City of Lansing Demolition Board and the expert opinions of the Code Enforcement Officers and the Building Safety Office. The activities of the Make Safe or Demolish process for 2020 included goals of reducing blight, protecting the public safety, and enhancing the property values throughout the city. In the 2020 calendar year the Code Enforcement Office put 12 houses through the Demolition Board.

Protecting Neighborhood Character

Additionally, the Code Enforcement Office is also responsible for the enforcement of the City of Lansing Zoning Code. Throughout the year our staff, working in cooperation with the Zoning Office, resolved a wide variety of neighborhood issues such as illegal home occupations, vision obstructions along our public right-of-ways, temporary storage unit installations, and improper use of parcels, to name just a few.

Facilitate Cooperative Collaboration

Weekly, our activities involve the cooperation of numerous agencies including the Lansing Fire & Police Depart- ments, Ingham County Animal Control, Ingham County Land Bank, Ingham County Health Department, Com- munity Mental Health, Adult and Child Protective Services, and the Humane Society. It is through these valuable partnerships that we are able to meet the challenges we encounter.

Community Outreach

Throughout the year our staff actively attended and participated in the meetings of our community neighborhood groups. Staff was in attendance and provided presentations to several neighborhood groups, and once again participated in the Lansing Citizens Academy. The feedback we receive from these organizations and activities assists us responding to the needs and priorities of our community.

Courteous and helpful customer service

Our administrative and clerical staff strive to make quality customer service a priority. It is a well-known fact that the Code Enforcement staff, as a whole, whether in the office or in the field, are public relations ambassadors for the City, consistently and actively working to bring neighbors, tenants, and property owners together to solve problems and gain compliance. We will continue our efforts to improve both customer service and accessibility in the future.

Boards and Committees

The Code Enforcement Manager also sat on several Boards and Ad-Hoc committees to look at ways to improve residential neighborhoods. Staff from the Code Enforcement Office and the Law Department made strong headway throughout the year. Several tickets were written and compliance was obtained in several difficult cases.

This annual report would be incomplete without mentioning the challenges that face our city. The ongoing number of vacant and foreclosed properties continues to impact our neighborhoods. Vacant structures demand

2020 ANNUAL REPORT | 12 additional time and attention from the entire Code Enforcement staff. We continue to take a proactive approach to assure that vacant premises are maintained and the structures secure. On a daily basis, we communicate with property owners and financial institutions to raise awareness of their responsibilities for maintaining these properties.

There is still much work that needs to be accomplished. Our mission and objectives are clear as we meet the challenges for the coming year. Our partnerships with our neighborhoods are strong and we look forward to continuing our work in strengthening our community.

Parking Services

The City of Lansing’s Parking Services Office (PSO) has completed another transformative year, the third and last full year of the Extreme Makeover Project of the parking system assets. This $15.0+ million extreme makeover of Lansing’s parking system finished with an “exclamation mark project” of transforming the South and North Capitol Parking Ramps into assets that are safe, modern, inviting, contain placemaking components, and are a true asset not only to the parking system but to the City of Lansing. We know how important our facilities are to all of our daily permit customers, as their cars live here every day. In addition, our parking facilities are likely the first and last impression visitors may have of our City.

No 2020 annual report written will be complete without mentioning the COVID-19 pandemic that ensnared the world and brought it to its knees in so many different ways. The dedicated Parking team was one of the first offices back to work sanitizing and serving our customers that were required to report to work and thus using our facilities. Our small yet strong team is comprised of 15 full time employees with up to 20 part time employees. Baseball was not part of our 2020 year due to COVID-19, so we did not have to employ as many part time employees this year. We were also blessed this past year to have two different social media and marketing interns: Charlotte Taylor and Hannah Pierce, both from Michigan Station University. These talented interns were instrumental in helping the team communicate and advertise many of our accomplishments on the myriad of media platforms we have access to. Their jobs were made difficult and frantic by trying to keep up with producing vehicular-based messaging the ever-changing areas within the parking ramps that were restricted to parking while they were under construction.

The past three years have been the most transformative moments of all facets of our operations since the formation of the PSO. In short, our responsibility is to maintain and service 2,279 on-street parking spaces and 4,203 parking spaces in our ramps and surface lots for a total of 6,482 parking spaces in our system. We have had so many changes to our operations and assets that it would be easier to summarize what we have not changed. Please see a summary of our top 10 accomplishments below for a glimpse into how we have transformed how we communicate, serve, and adapt our operations for and to our customers.

The now 3-year (formerly 5-year) extreme makeover encompassed major new software deployments, new on street multi-space parking hardware installations, transformational capital improvements to parking lots and ramps, as well as re-imagineering our logo and how we can provide the very best customer service to our customers.

2020 ANNUAL REPORT | 13 Parking Structure Repairs 2020. Extreme Makeover of the North Capitol and South Capitol Ramps

The third and final full year of the extreme makeover started out with the selling of bonds to support this year’s massive dual ramp makeover project. A bond totaling over $10 Million was sold to support the much needed improvements to the North Capitol Ramp (NCR) and the South Capitol Ramp (SCR) that were in desperate need of updating.

The extreme makeovers were in keeping with the themes and style of improvements that were developed and implemented in the North Grand Ramp (NGR) project that was completed in 2019. These improvements were created, implemented, tracked, logged, constructed and communicated with the collaboration and cooperation of a fantastic team that has been working for over four years to deliver a successful product and project to our customers.

Performing an “Extreme Makeover” of our parking ramp assets has been a project we have been working on for many years and we are very excited to officially unveil our 100 % completed ramps in the spring of 2021.

The final touches that were temperature sensitive could not be installed late this year. We were able to complete 95% of the project items and improvements even during the pandemic. The items that were completed and installed during the 2020 calendar year are listed below. Many of the improvements listed below have not been performed/upgraded in decades.

• Concrete facade power washing/cleaning • Power washing/paint stripping the interior of the ramps from roof to ground removing layers of old ceiling, wall and column paint • Repainting of the columns and ceilings with bright white high reflective paint in order ot greatly increase the foot candle readings in the ramp • Elevator upgrades and replacement • Complete signage replacement • Security and safety lighting and via supplemental lighting fixture installations • New marquee signs for main entrances of the ramps • Wayfinding signage improvements • Re-striping and redesigning of traffic flow patterns and entry and exit lane reorientation in preparation of the two way conversion of Capitol Ave. in 2021(NCR only) • Security camera installation – approximately 45 cameras in each ramp to monitor traffic and activity • Traffic topping and coating to preserve and waterproof the re-steel in the ramp and increasing vehicular and pedestrian traction protecting it for the next 10+ years • Complete replacement of all of the drainage system catch basins and piping systems • New floor icons and color schemes for each ramp floor • Installation of emergency power back-up invertors that will power emergency lighting during a power failure • Repair and repainting of the façade architectural aluminum panels (east and south elevations) and power washing and painting of the western elevation (SCR only) • Replacement of air filtering and turnover equipment in the basement (SCR only)

2020 ANNUAL REPORT | 14 Order and preparation for the installation of 23 additional Parkeon pay stations

To date we have installed 135 Parkeon Pay stations. The solar powered pay by plate pay stations have replaced approximately 1,000 parking meters and offer on-street and hourly users of two city parking lots the flexibility of paying with coin or credit card for their parking sessions. These stations are also paired with the Passport parking pay application for use with smart phones to be as flexible with the personal preferences of every user of our system.

Over the next 6 months we will be rolling out a pilot system for a “pay by app only” program where there will be no meters or pay stations to receive payment, only the app will be able to be used for payments. This type of payment system has been used for several years in appropriate areas in cities around the nation. Stay tuned for more information on this exciting program on our website and in next year’s annual report.

Removal of hundreds of parking meter posts from downtown

One of the big benefits of the installation of the new Parkeon pay stations is the opportunity to “de-clutter”’ the right of way of the old meter poles. There were at the beginning of the year hundreds of poles that littered the public right of way where densest traffic of pedestrians in the city exists.

Now that the Parkeon machines have gained an educated user base we elected to begin the meter pole removal process. The meter mechanisms (the device that received coin payments) and meter heads were removed just prior to the pay stations going live last year. After we survived the initial wave of COVID-19 protocols we began experimenting with the best way to remove and abandon in place the old poles. We worked with DLI to obtain their approval and on June 3rd we began the abandonment process.

Old town Collaborative Parking Improvements

This past year the PSO, in partnership with Public Services, was able to deliver the long awaited “striping” of Turn- er Street to better organize the regular and frequent turnover of parking in this area. We also met with the representatives of the Old Town Commercial Association (OTCA) many times to understand the current needs, asks, and preferences on the parking in the region of the collective businesses in this area. This communication was key to this projects success. In concert with OTCA, we were able to make the following changes/improvements to the parking system in this area.

• Re-aligned the up to 4 different and confusing maximum stay areas to two different time frames suited for the local business, as shown in the map below • Restriped parking areas on Washington and striped parking spaces for the first time on Turner Street from, Cesar Chaves to Clinton. This was performed using our new full depth standard detail “T’s” and “L’s”. The increased dimension, from the shorter ones that were previously used, allow motorists to use the striping as guides while backing up into spaces with their back up cameras that are now standard in most vehicles • Worked with the Public Service Department to place temporary Traffic Control Orders that permitted paid parking locations on Turner from Cesar Chavez to Clinton. Parkeon pay stations will be installed soon after the new year to begin charging patrons the hourly parking rates. • Placed a Parkeon pay station to serve hourly patrons that will park in Lot #56 at the intersection of Turner and Cesar Chavez.

2020 ANNUAL REPORT | 15

Continued Advancements and improvements in the Passport/Nupark Permit & Citation Management System Software

At the back end of every parking office is management software that assists in organizing, manifesting, tracking, and reporting on the citations that are issued by the enforcement officers and the permits that are issued by the PSO. Our 20-year-old system, DMS was replaced by the Nupark system and went live in October of 2019.

We have had a challenging year working our way thru the complexities of the system noting that we are one of their largest municipal users. We have been busy entering in valuable data that has allowed us to communicate to people via email and even phone text messaging with the 21st century communication options that are present in this new software. The Judicial Information System integration (that will allow the transfer of unpaid tickets after 42 days over to 54A district count) ran into some challenges with the language that JIS was built on.

COBALT is a language that was first used in 1973 and is a very old language and this posed several challenges to the integration of our new system. After working on this for over 6 months we are nearing the first official transfer of tickets that will be written after January 1, 2021. The real benefit of this extra effort is the detailed return accounts receivables information that we will obtain with the new programming, instead of the lump sum singular number with the previous software and integration.

Other major implementation milestones in 2020 were:

• The online ticket portal was accessible in October 2019 but full functionality was achieved in 2020. This now allows our customers to see their tickets in real time and make payments and initiate appeals. The online permit portal was activated in July. It allows people to check availability of permits in our ramps and lots and also manage their permit account with our office. • Notices for overdue tickets that are auto-generated began to be mailed to our customers in September 2020. • The new Card On File (COF) program allows customers to manage their permit online at their convenience, including one time payments, as well as a recurring payment charge function.

2020 ANNUAL REPORT | 16 2020 Parking Lot Improvements Project

Partnerships are important in today’s world of shrinking budgets, shrinking staff and increasing needs to maintain assets that had not seen major maintenance for many years. Leveraging partnerships was the theme for this year’s 2020 Parking Lot Improvements Project. We had the good fortune of partnering with the Parks and Recreation (P&R) Department, Director Brett Kaschinski, in packag- ing what ended up being an over $850,000 project.

Reductions were necessary for the portion of the P&R project scope as the bid amount was over their budget allocation for this year. However, after working with the purchasing office and contractor, Leavitt and Starck, Inc., the contract moved forward. This project was able to make improvements in 37 parking lots across the City varying from crack sealing, surface sealing, cape sealing to complete reconstruction!

The transformational improvements in this project that are the PSO’s responsibility include: • The reconstruction of Lot #56 (Old Town) • The reconstruction of Lot #50 (Pere Marquette) • Aesthetic and surface improvements to Lots #52 and #53. These lots are premiere lots that serve the Lan- sing Lugnuts Stadium and now have some amenities that welcome our patrons from near and far. • Highlighting ADA spaces in all of our lots with high visibility paint/co-plastic pavement markings.

Downtown Lansing Maximum Stay Recalibration Project

Downtown Lansing was also in need of an “Old- Town-type” of makeover as far as parking maximum stay assignments. There were multiple different maximum stays that had developed over the years. This myriad of maximum vehicle session/stays created confusion for our customers and retailers alike.

Therefore in conjunction with Downtown Lansing Incorporated, , we were able to devise an explainable, defensible, understandable and repeatable design of parking maximum stays that work to serve the retail district, concentrated on Washington Square, as well as address the needs of the general business orien- tated clients we serve. The attached map shows the new simple design that was signed starting in late November and completed just before Christmas! We would like to thank our friends in the Operation and Maintenance Division for the installation of the signs!

2020 ANNUAL REPORT | 17 Overnight Parking and Code Enforcement Collaboration

This year saw many changes within Lansing’s neighborhoods. Last year the City Council passed a Residential Overnight Parking Permit Program. This program addressed the need to permit overnight parking on streets yet kept the 2 – 5 am ban on parking to keep the streets and as free and clear of vehicles as we can to maximize access for fire apparatus and Public Service Department street sweeping and plowing operations.

The PSO was up to the challenged of standing up an online application process, information fliers, design of permit stickers, informational stickers and FAQ sheets in time for the March deadline set by council. As it turned out it was a mere number of days before COVID-19 hit.

A few months later, and less than a year after the Residential Overnight Permit Program Ordinance was instituted, the City’s ban on overnight parking was lifted through legislative action.

However, out of this chain of events we established a collaboration with the Code Compliance Office. This collaboration and TEAM work was able to address some long-standing enforcement issues that have not been able to be really addressed for decades.

The first of which is to review front yard parking violations that present themselves outside of the hours of the normal first shift. With the overnight enforcement team in place the ability to investigate possible front yard violations outside of the first shift hours was made possible. The enforcement officers were educated by senior staff in the Code Compliance Of- fice, sworn in by the City Clerk, and began enforcing in October 2020.

We began our enforcement of the ordinance by placing warning postcards on the windshields of cars in violation of this ordinance. In addition to the development of the warning post card, our social media intern, Hannah Pierce, worked to obtain information related to front yard parking and was able to build a web page for all key staff to reference when speaking to our customers asking about this ordinance. A sample of the web page that was developed is shown below.

Social Media and Marketing Team Contributions

As the world continues to evolve in the manner in which we communicate and the communication conduits that are available, it is more and more important that we continue to evolve with it. One of the ways that we have been able to leverage efforts in this regard is the use of our Social Media and Marketing interns. We were able to collaborate with different departments to get our ever-changing announcements out to the City.

The assistance and creativity of the interns that we have had over the years have allowed us to present creative and captivating messages to our customers and visitors who use our facilities. Our interns are a great asset to our team and we look forward to expanding the use of them in the future.

2020 ANNUAL REPORT | 18 Top 10 Catch-All

Here are a list of various items that were important enough to mention during this unprecedented year that, despite the worldwide pandemic, we were able to accomplish.

• Successful partnership with the Lansing Police Department regarding the issuance of body cameras to our Parking Enforcement Officers • Negotiated with Lansing Community College on additional parking available to the college during the demolition and reconstruction of the Gannon Ramp • After more than 15 years of communications, discussion, and debate, the PSO and the Radisson Hotel finally reached a binding legal agreement governing valet parking. The original agreement was signed in October of 2019, however there was a supplemental Parking Implementation Agreement and a subsequent amendment to formalize the details on access and tracking of valet vehicles and the Radisson’s overall use and access to the NGR. The official gating equipment and operational protocols were put into place in September of this year.

COVID – 19 Catch All

There were so many areas that COVID effected during the course of 2020. This section was created to list the various changes that were made to make it thru this year and serve our customers in a safe and protected way.

• Reduced our operations staff to “skeleton levels” to • Followed CDC rules and regulations for tempera- reduce in-person contacts ture and exposure guidelines and submitting the • Created cleaning and sanitation protocols of our necessary required paperwork frequent contact areas (elevators, railings, payments • Setting up in person appointment for transactions, stations etc.) and established regular cleaning such as permit issuance, that required per- schedules of these areas son-to-person exchanges of material • Set up home work stations for our office staff to • Progress meetings for projects were held using monitor our Parker audio/video assistance button, video conferencing technology for those who process credit cards payments, and rotate staff to could/needed to use it come into the office to make necessary deposits to • Continued to expand our knowledge base and the City Treasurer’s office. collaboration of parking issues by attending con- • Work with Passport and Parkeon to establish free ferences virtually parking and reduced parking rates at various times • Coordinated Romanow cleaning crews to increase during the COVID pandemic. The free parking sanitation and cleaning schedules of the bath- notices were communicated via the app and static rooms to once per day messages on the Parkeon machines • Not the least of the impacts that were a direct result of COVID-19 was the drastic reduction to our revenues. We are just getting a true picture of these massive reductions as we approach the half-way point of the fiscal year. As of this point we are seeing close to a 65% reduction to our revenues. Below are several graphs showing comparisons and reporting tools of our equipment and the impacts from the pandemic

2020 ANNUAL REPORT | 19 Planning

The Planning Office provides comprehensive, long- and short-range planning services to residents, neighborhoods, businesses, and industry. It is responsible under state law, local ordinance, and the City charter to process, analyze, and provide recommendations to the Planning Board, Board of Zoning Appeals, Historic District Commission and various other City boards & committees regarding land use control and capital improvement requests. The Planning Office also provides zoning, land use, flood plain, historic preservation, and other types of information to the general public; and approves building permits, demolition permits, sign permits, and a variety of licenses for compliance with the Zoning and Sign Codes.

Our accomplishments for 2020 include:

Design Lansing Form-Based Code (FBC)

The Form-Based Code is a multi-year project that addresses the appropriate code changes to make the Design Lansing vision a reality. It is a complete re-write of the current zoning ordinance, blending the land use requirements of the current ordinance with the land use and urban design recommendations of the Design Lansing Comprehen- sive Plan (http://www.lansingmi.gov/275/Design-Lansing).

Form-based codes are among the most effective means for achieving the priorities established by Lansing residents during the development of the Master Plan, including transformational change to our strug- gling commercial corridors and business districts.

In 2020, the Planning Office finalized the draft of the FBC and worked with the City Attorney’s Office to format the document in accordance with the requirements of Council Rule No. 20 and to put it in proper format for codifica- tion by Municode. The FBC is now in the final stages of the adoption process.

Redevelopment Ready Communities (RRC)

The Planning Office is coordinating the process of being re-certified as a Redevelopment Ready Community by the Michigan Economic Development Corporation’s Redevelopment Ready Communities program (https://www. lansingmi.gov/DocumentCenter/View/4770). The Planning Office assisted in preparing a “showcase” for the reuse/redevelopment of 3 Redevelopment Ready sites including the former RC Cola Bottling Plant site at 1506 N. Grand River which is currently in the process of being sold by the Land Bank for a mixed-use development.

Permit & License Review

The City of Lansing requires Planning Office approval for the issuance of sign, demolition, and building permits. Forms for these permits are available on-line at: http://www.lansingmi.gov/273/Forms-Petitions. The procedures and timelines for these permits are available at https://www.lansingmi.gov/DocumentCenter/Home/View/284.

In 2020, Planning Office staff responded to hundreds of inquiries for zoning information, many of which involved potential locations for medical marijuana facilities. Staff reviewed all of the marijuana facility license applications for compliance with the standards of Marijuana Ordinance, Chapter 1300.

The Planning Office works with the Building Safety Office to provide the public with the most expeditious and efficient permit processing service. Planning staff reviews approximately 2,000 permits annually.

2020 ANNUAL REPORT | 20 In 2020, the Planning Office staff processed the following applications:

• BZA/Variances – 10 • Rezonings – 8 • Special Land Use Permits – 4 • Act 33 Reviews – 4 • Lot Splits – 17 • Lot Combinations – 18 • Site Plan Reviews – 26 • Zoning Ordinance Amendments - 1

All liquor licenses, cabaret licenses, second-hand dealer licenses, wrecker licenses, and vehicle dealer licenses must be approved by the Planning Office before they can be issued by the City Council and/or City Clerk’s Office. The Planning Office staff reviews approximately 200 licenses annually.

All rental registration applications must be approved by the Planning Office for compliance with the Zoning Ordi- nance before they can be issued by the Code Compliance Office. The Planning Office staff reviews approximately 2,000 rental registrations annually.

Planning Office staff resolved more than 500 zoning and sign code violations throughout the City in 2020. This involved writing violation letters, working with property owners/ tenants to find solutions to the problems, and working with the Code Enforcement Officers and the City Attorney’s Office to prepare citations and court cases as needed. The creation of the City’s Commercial Corridor Specialist position has resulted in numerous violations (illegal signs, deteriorated parking lots, illegal parking, etc.) being resolved which has had a significant impact on improving the appearance of the City’s commercial corridors.

Board, Committee, and Workgroup Meetings

The Planning Office provides staff support to the Planning Board, Board of Zoning Appeals, and Historic District Commission. In 2020, the Planning Board held 8 meetings, the BZA held 6 meetings, and the HDC held 6 meetings. The Planning Office also provided staff support to the City Council Committee on Development & Planning with regard to planning & zoning matters.

Planning Office staff participates in numerous staff level workgroups including the Data Governance Team, Flood Prevention, Sustainability group, Mayor’s Racial Justice and Equity Alliance, and the History of Lansing workgroup. Planning Office staff also regularly participates in the various corridor improvement authority meetings and occasionally attends the Lansing Downtown Inc. meetings.

2020 ANNUAL REPORT | 21 Other • Created design guidelines based upon the Secretary of the Interior’s Standards for Rehabilitation to assist residents in repairing their historic properties and to assist the Historic District Commission with evaluating certificates of appropriateness. These guidelines were adopted by the Historic District Commission in March of 2020. • Worked with other City staff to create zoning and sign code violation notice templates in the BS&A software system in order to make the process of creating the notices and tracking the status of the violations more efficient. • Assisted in developing the six-year 2021-2026 Capital Improvements Program and facilitated approval of the CIP by the Planning Board • Planning Office staff assisted in the Census process by calling residents to remind and encourage them to “be counted” • Conducted a windshield survey of the Cherry Hill Historic District area and updated the District and Neighborhood Report from 2012 and 1989.

Development Office

The Development Office is responsible for managing federal community development entitlement funds on the local level. The Office promotes safe, lead-free, energy efficient affordable housing opportunities for all Lansing residents, plans and manages programs that benefit families with low and moderate income, fosters economic development, and supports citizen led initiatives that create and sustain safe, attractive neighborhoods.

Entitlement Programs

In FY 2019, the Office continued to administer programs using federal entitlement dollars (CDBG and HOME) to help income eligible residents (usually with incomes up to 80% of Area Median Income, or “AMI”) improve their lives, including:

• Down Payment Assistance: Income eligible homebuyers may receive down payment assistance to help make housing more affordable. • Homeowner Rehabilitation: Income eligible home-owner occupants may qualify for rehabilitation loans to bring a home into compliance with code and weatherization. • Emergency Housing Repairs: Income eligible home-owner occupants may qualify for assistance to address a housing emergency that threatens the safety of the occupants or will cause immediate damage to the property. • New Construction and Rehabilitation: The Office is responsible for constructing or rehabilitating housing units, sometimes in conjunction with our non-profit partners, with a goal of providing homes to eligible homebuyers. The City partnered with the Ingham County Land Bank and Capitol Area Housing Partnership. • Knapp’s Building: The Knapp’s project is the renovation and adaptive reuse of an historic 5-story art-deco downtown structure. It is a mixed use development including retail, office, and market rate condominiums. The City has used, and will continue to use, loan proceeds from the Developer to pay back the Section 108 Loan over its 20 year life. While the funds were disbursed many years ago, the City continues to monitor progress toward meeting the national objective. The project has exceeded its original FTE created objective. • Other CDBG funded activities: In coordination with our non-profit partners, we provided homeownership counseling and education, neighborhood clean ups, Parks and Recreation Department programs, home repair classes, tool lending programs, community safety programming, and employment training.

2020 ANNUAL REPORT | 22 Lead Safe Lansing

The City commenced its third Lead Safe Lansing grant in December of 2016 after great success with the first two grants. The Lead Safe Lansing Program uses funding made available through the Department of Housing & Urban Development (HUD) to make housing units lead safe for both owner-occupied and rental units within the City limits. Under the program, 160 units will be tested and 150 units will be enrolled and remediated. Haz- ard control strategy will be focused on abatement of lead paint hazards on windows, porches and siding, with interim controls will be used on interior surfaces. Focus housing will be single family residences of 1-4 units. The original grant deadline was December 14, 2019, however HUD recently extended the program until June 14, 2020. The grant is for $2,318,509. The City supplements this with CDBG grant funds. The City completed projects under LSL3 in 2020, and applied for and received $4.6M in additional funding to continue this successful program into the future.

Community Engagement

The Development Office was an active participant in important community based committees, including the Greater Lansing Homeless Resolution Network (the “Continuum of Care” for Greater Lansing), the Power of We, and the Community Economic Development Network. Through these networks we are able to inform other im- pactful organizations of, and stay informed on, important development and community needs.

Impact of COVID-19

Due to the Governor’s executive order issued in March of this year, the spring construction season was lost. As a consequence, we report fewer demolitions, new construction, and rehabilitations. These projects will be reflected in the next annual report. Additionally, the City was the recipient of additional federal dollars provided (via CDBG) to assist in COVID-19 recovery. Though these funds were touted as “flexible” and meant for relatively-quick deployment, Development office staff spent substantial time this year planning for the award and distribution of some $1million extra in funding. Staff engaged with partnering agencies to create opportunities for these funds to support small business and families with housing needs, which included the development of contracts, policies, and procedures to support this additional programming. The end of 2020 saw the execution of contracts with partnering agencies; program dollars will begin to flow to the community in January of 2021.

Accomplishments Fy20 Applications 102 Homeowner Rehab Units Completed 28 units New Construction Units Sold 2 units (HOME w/ ICCLB, Habitat) Single Family Homes Rehabilitated and Sold (HOME w/ CAHP) 0 homes Single Family Homes Rehabilitated and sold (CDBG w/ ICLB, CAHP) 0 homes Homeless Shelters Assisted 7 shelters Total Households Assisted (by any program) 1,163 Down Payment Assistance (HOME) 4 Households Neighborhood Clean-ups 2 Micro-Enterprise Participants 108 Participants Contractor Disbursements on projects completed in FY 19 $1,482,173.02 Non Profit Disbursements on Projects Complete in FY 19 $1,189,168.45

2020 ANNUAL REPORT | 23 Accomplishments Fy20 Nonprofit Payments (non-construction) $272,101.40 Lead Safe Units Completed 34 units made lead safe Lead Paint/Risk Assessment 40 units assessed for lead paint hazards Home Maintenance Class Participants 52 offered / 181 Participants Tuesday Toolmen (GLHC) Assisted households 30 Assisted (Seniors, Disabled) Businesses Assisted 14 Businesses assisted FEMA Property Accquisition 0 Financial Counseling Provided 1086 participants Blighted Properties Demolished (w/ ICLB) 0

2020 ANNUAL REPORT | 24 FINANCE Robert Widigan, Finance Officer

Department Description

The Finance Department provides many vital services to the City. Our team is responsible for all the accounting activity for the City’s various funds and grants; preparation of the annual financial report; construction and monitoring of the budget, financial analysis and forecasting; overseeing short-term and long-term financial planning and operations; banking, investments, and borrowing of funds; managing debt service requirements; purchasing of goods and supplies; payments to vendors; and administration of the retirement system.

Financially, the City continues to face significant challenges due to the ongoing pandemic. In order to balance the General Fund budget, the City had to cut $12.5 million from revenue projections due to COVID-19. Balancing the budget, the Finance Department found $7.3 million in General Fund expenditure reductions in two months while maintaining core City services.

Unfunded OPEB and pension liabilities continue to place a strain on the City’s finances. Our 2019 financial state- ments reflected a $305 million net pension liability and a $431 million net OPEB (other post-employment benefits) liability. That $736 million liability equates to an annual payment from the City’s general fund of roughly $50 million (or 36% of our General Fund budget).

In addition, health care costs for active employees continue to increase at a rapid rate. Improvements to infrastructure across all departments have been diverted for many years to pay other fixed costs. That presents additional challenges and a balancing act to support all the needs of the City from a budgetary standpoint. The Finance team works incredibly hard each day to support the City’s operations. In 2020, the finance department brought onboard a new finance director to lead the team.

Accomplishments

• Applied for more than $9.4 million in COVID-19 related grants from Federal and State partners. • Successfully worked with the IRS to get $2.5 million in the federal ACA penalties for failure to submit 2016 thru 2018 ACA reporting and late W-2/1099 filing for 2017 waived • Implemented Executive Directive 2020-01, which requires City Department Directors and Agency Directors to approve all expenses of their departments, report their department’s expenses regularly to the Finance Direc- tor, and categorize the necessity of the expense(s) • Developed and actively updated five year General Fund projections • Worked with the Unemployment Insurance Agency (UIA) at the beginning of the COVID crisis to provide an opportunity for many of our employees to either take Voluntary Furloughs or participate in the UIA’s Work- Share Program, saving the City 20% in Payroll and Fringe Benefit costs during the course of the program. • Switched our property & casualty insurance coverage to MMRMA and generated an annual premium savings of $200,000. • Updated the p-card (purchasing card) manual, and new agreements were sent to each cardholder. In addition, new forms were created to manage out-of-state travel and conferences. • Reduced the number of active p-cards from 238 to 136 • P-card spending total for 2019 was roughly $5.3 million. An additional savings of $173,044 over 2017 spending, for a total savings of approximately $1.7 million in two years • Refinancing of the TIFA 2014 and LBA 2014 Bonds - The refinancing of these two bond issues resulted in more than $1 million of net cumulative interest sav ings, which as a result, would have the fund balance of the Tax Increment Finance Authority to remain positive without support from the City’s general fund. • Capital Improvement and Refinancing of 2010 RZEDB Bonds (Capital Improvement and Refunding Bonds)

2020 ANNUAL REPORT | 25 -The Capital Improvement Bonds provided proceeds for a parking project, consisting of improvements at the North Grand and South Capital Parking Structures. The refunding refinanced the 2010 bonds from a federally taxable interest rate to a tax-exempt interest rate, providing approximately $265,000 net interest cost savings on a net cumulative basis. • Installment Purchase Agreement -The City secured financing for the purchase of their 2020 Installment Purchase Agreement, which was issued for purposes of acquiring a fire truck and other related equipment.

2020 ANNUAL REPORT | 26 FIRE Greg Martin, Chief

Department Description

The Lansing Fire Department is committed to serving the Lansing area community with the highest levels of life & property protection. We will achieve this by providing excellent and compassionate service in an atmosphere that encourages innovation, professional development and diversity.

Message From the Fire Chief

I am pleased to share our 2020 annual report. Inside, you’ll find not only statistics about our responses but also some insight into our accomplishments during the last fiscal year. While this is a report based on our last fiscal year which runs from July 1, 2019 to June 30, 2020. I will also highlight some initiatives for the coming year.

The City of Lansing Fire Department is a professional organization dedicated to serving our community with pride, excellence and professionalism. The department strives to provide an exemplary level of service to our 117,000 citizens who call Lansing home as well as to the many visitors that come to the state capital of Michi- gan. We continue to be a full service fire department with our 184 personnel providing services out of 6 stations.

Last year we provided service to our customers by responding to more than 21,000 incidents as well as focusing on emergency preparedness through our Emergency Management Division, fire safety and code enforcement through our Fire Prevention Division and supporting our operation through our Training, Maintenance and Admin- istrative Divisions.

Lansing continues to change which leads us to seek new approaches to offer help and collaboration between the public, private and nonprofit sectors. Our dedicated personnel remain nimble, creative and resilient. When presented with a problem, we work to find solutions. This is why I am so proud of each member of our department.

Greg K. Martin, Fire Chief

Message from the Fire Board Chair

It is with great pride to collaborate with Fire Administration on the 2020 Annual Report. FY2020 was a challenging year, yet we were honored to have served with Chief Michael Mackey who brought a wealth of expertise along with 30 years of Fire service.

Over the course of the year the Fire Department division chiefs presented an overview to the board of their operations and how it impacts our community. We would like the thank Fire Marshal Barrera, Maintenance and Alarm Chief Randall, Assistant Chief Robinson, Assistant Chief Tobin, Training Chief Christiansen, EM Chief Engelter and Chief Odom who presented a powerful insight within their divisions.

Funds were appropriated from the sale of a city parking ramp for the purchase of one new engine, and two new medic units. Additional funds were secured to purchase one ladder truck and heart monitors. We would like to acknowledge Mayor Schor and City Council for their support.

Welcome Class of 2020 - The board participated in the interview process and had the opportunity to observe the agility testing.

The Lansing Fire Board of Commissioners is composed of eight community members. Four At-Large and one member from each ward. We are a united board that brings a diverse perspective based on each of our back-

2020 ANNUAL REPORT | 27 grounds. We are also dedicated members supporting The Lansing Fire Department and our community with effective, transparent communication. I am pleased to serve with such distinguished representatives, and I’d like to personally thank each member for their service and allegiance to the City of Lansing.

Last, it is truly an honor to be able to pay tribute to the Lansing Fire Department. They are the real-life superhe- roes and backbone of our community. What they go through on a daily basis is unimaginable to most. From the 24-hour shifts with little to no sleep, running into burning buildings, back to back medic calls or just holding a child’s hand to comfort them during a call. We cannot fathom not only the physical demands of the job but the mental anguish the Firefighters go through daily to serve the City of Lansing. We are truly grateful and deeply appreciate you for the risk you endure daily to protect our community. Thank you!

Respectfully Submitted, Lucianna Solis – Chair Lansing Fire Board

Lansing Board of Fire Commissioners

The Lansing Board of Fire Commissioners is established by the Lansing City Charter and functions as an advisory board with additional responsibilities defined by the Charter.

The Board meets monthly on the second Wednesday at 5:30 PM when we welcome input from the public. Meet- ings are held at a different Fire Station each month. See the department’s website or Board Meeting Notices for more details. lansingmi.gov

The eight Commissioners are appointed by the Mayor with the consent of the City Council with one member representing each ward and four members appointed at-large

Fire Board Responsibilities

• Approve rules and regulations governing conduct of Department members. • Review complaints concerning the department and ensure resolution • LFD received eleven (11) complaints from December 2019 through June 2020. Complaint information prior to December 2019 is unavailable. • Five complaints resulted in no action or findings of no violation of policy. • One complaint resulted in the resignation of a firefighter prioro t a finding being issued. • Five complaints remain under investigation/review at the time of this report. • Review and approve the Department’s annual budget submission.

Members of the Lansing Board of Fire Commissioners

• Barbara Lawrence • David Keeney • Kathleen Tobe • Gina Nelson • Lucianna Solis • Stephen Purchase • Wyatt Ludman • Rodney Singleton

2020 ANNUAL REPORT | 28 Commission FY2020 Goals • Update the Board’s Complaint Resolution and Discipline Policies. • Review and contribute to development of a Department Budget that supports Departmental and City priorities. • Establish updated equipment, vehicle, and facility inventories supporting the creation of a robust capital replacement plan. • Support the Department’s internal review of its administrative guidelines and policies, approving revisions as required. • Assist Fire Administration in the development of a new Strategic Plan to guide the Department.

Commission FY2021 Goals • Establish Equity, Inclusion and Diversity Committee • Continue joint annual report with the fire department • Initiate regular review of departmental rules and regulations under the Board’s purview • Provide timely budget recommendations • Review departmental rules and regulations as needed.

LFD What We Do

Operational Services Support Services • Emergency Medical Services • Fire Prevention • Fire Suppression • Community Education • Hazardous Materials Response • Fire Inspections • Confined Space Rescue • Arson Investigation • High Angle Rescue • Plan Review • Tower Rescue • Training • Structural Collapse • Logistics • Water Rescue • Emergency Management • Ice Rescue • Disaster Preparedness • TEMS Paramedics • Disaster Response • Active Violence Response • Grant Management • LFD Organizational Chart

2020 ANNUAL REPORT | 29 LFD Administration • Greg Martin, Fire Chief 2020 • Michael Mackey, Fire Chief 2019 • Michial Tobin, Assistant Fire Chief • Teresa Robinson, Assistant Fire Chief • David Odom, Administrative Chief Officer • Ralph Oritz, EMS Operations Chief • Ellen Vogt, Dept. Financial Officer • Patti Starnes, Administrative Specialist • Alexis Pierce, EMS Secretary

LFD Administration Division Budget

The Fire Department’s FY 2019/2020 annual budget is divided into five major programs which combined are designed to protect our citizens and visitors by enabling the Department to respond to all types of emergencies. Listed below are the individual programs and the respective funding levels for FY 2019/2020 along with miscellaneous funding divisions. Note that IT and Fleet Services are usually considered part of Fire Administration, but are broken out here for the sake of identifying cross-departmental allocations.

2020 ANNUAL REPORT | 30 LFD Logistics Division

• Attend to and resolve submitted work orders • Partner with COL Property Management and IT Department to resolve reported issues andneeds • Provide the logistical support for EMS operations • Maintain and repair department tools and equipment • Provide general office and cleaning supplies to all divisions • Facilitate property upkeep such as snow plowing, lawn services and pest control • Annual compliance testing of equipment: • SCBA’s, fire hoses and ladders • On Call duties to provide after-hours logistical support at large scale and extended incidents • Refilling of SCBA bottles, replacement of tools and equipment, water and/or food

Yearly Goal • To efficiently and effectively serve all the Lansing Fire Department’s logistical needs including servicing the maintenance needs of all fire department divisions and the station alerting systems. Established new employee recognition and awards program. Added Fire Prevention Secretary and Part Time NFIRS Records Secretary to the Administrative staﬀ. Submitted for Council Adoption of Chapter 38 of the 2018 International Fire Code to provide for the regulation of marijuana grow and processing centers. Completed ISO Property Protection Classification audit resulting in the Department’s PPC rating being upgraded from a Class 3 to a Class 2 Fire Department.

Current Projects Continuing buildout and implementation of the CheckIt platform for logistics management

Target Solutions CheckIT • Work Orders • EMS Supplies and Linen Requests • Inventory Management • Facilitate annual compliance testing of hose and ladders with third party vendor • Hose testing conducted - 1.75” at 10/50ft - 2.50” at 10/50ft - 5.00” at 25/50/100ft • Ladders - Extension 10/14/24/28/35/40ft - Folding 10/12/14/15ft - Roof 14/16/20ft

LFD Training Division

Training Chief Kevin Christiansen, Training Captain David Rivet and Training Captain Greg Smith each serve as multifaceted trainers and educators. Secretary Michelle Greko supports them. A cadre of specialty adjunct in- structors also supports the division. These men and women are trained professionals with specialized instructor credentials from across the Divisions and ranks of the Fire Department.

Division Activity

• Conducted EMS Continuing Education classes • Conducted ACLS and PALS courses • Conducted TCEMCA Renewal classes with MIMEDICclasses • Pump Apparatus Driver Operator class

2020 ANNUAL REPORT | 31 • Conducted Emergency Response to RailroadTraining with CSX • Hosted Flawed Situational Awareness with Dr.Richard Gasaway • Conducted BWL Fire Brigade Training at EckertPower Plant • Conducted RIT/RIC Training at Allegan Housesdonated by Sam Eyde • Conducted BWL Water Boom DeploymentExercise • Hosted NFIRS Training with Kevin Lundy • Hosted EMS CE’s with Dr. Perry and McLarenHospital • Hosted MFFTC Special and Regular Meeting • Contact Hours of Recorded Training • Conducted MDA Fill the Boot

LFD Fire Prevention Division

Fire Prevention Division Stats Due to the COVID-19 pandemic we were limited on the ability to conduct annual inspections

INSPECTION TOTALS • 625 @ 2 hours average each, 3 per inspector daily average, 1250 total hours

BREAKDOWN • Plan Review 120 @ 2 hours average each, 484 total hours • EHS Sites @ 37 @ 4 hour average each, 148 total hours • Fire Investigations 72 @ 12.5 hours average each, 900 total hours • Arson Investigations 15 @ 15-25 hours average each, 375 total hours life-threatening injuries after being struck by a car.

Community Safety Presentations Community contact has been limited due to the shutdown for business safety presentations and school fire safety presentations. • 25 Presentations reaching approximately 650 people. • School Fire Safety presentations -We are working with the Lansing schools to present virtual safety presentations to students. The Lansing School District has been shut down since the pandemic started. • State Building Fire Drills

2020 ANNUAL REPORT | 32 - The state buildings still remain closed • 2020 Fire Prevention open house - Due to the COVID-19 pandemic and shutdown of all city buildings to the public we were unable to host our fire prevention open house this year

New updates within Fire Prevention • Emergency Reporting platform’s occupancy module was implemented to help improve Life Safety inspections and proper Fire Investigation report documentation • Inspection Report Online (IROL) is a web-based inspection reporting and management platform that identifies buildings within our jurisdiction that have life safety fire alarm and fire suppression system deficiency. This supports the management of critical life safety systems.

LFD Emergency Management Division

The Emergency Management Division is responsible for four primary functions: Mitigation | Planning | Response | Recovery

Some of the significant activities performed this year included:

Planning • The ongoing project of updating the Emergency Operation Plans continued, several plans were updated and new plans were created based on current needs. Schools, businesses, churches and other organizations received assistance in reviewing emergency plans.

Mitigation • The City of Lansing and other regional partners contracted with the U.S. Geological Survey office to update area flood maps. The finding should be done in 2021 with FEMA issuing new flood maps by 2024. The hope- ful outcome is a smaller floodplain and lower flood insurance rates for residents and businesses. • Emergency Management partnered with the Parks Department on two different grants. - Grant 1 - would assist with acquisition of four homes in the floodplain - Grant 2 - would assist with removing hazardous woody debris from the Grand River. • Emergency Management continues to work with a task force of area stakeholders to look at the feasibility of removing the North Lansing Dam. The group applied for and was awarded a U.S. Army Corps of Engineers grant to gather technical information about the project

Major Projects Started • Technology upgrades for the EOC and backup EOC. • Replacement plan for outdoor warning sirens. • Trainings and exercises were planned and executed on a variety of topics based on current needs. • Staff planned and participated in several tabletop and functional exercises. • Initial EOC training was also held for city departments that staff positions in the EOC during disasters or emergencies.

2020 ANNUAL REPORT | 33 LFD Emergency Management Division - RESPONSE

COVID-19

• The division was extremely busy in 2020 with the response to COVID-19, the nation’s largest pandemic in over 100 years. The Emergency Operations Center (EOC) was opened virtually for the first time. Long hours were spent collaborating with many outside agencies to include the State of Michigan and Ingham Coun- ty Emergency Management Divisions and the Ingham County Health Department. The division acted as a liaison with almost every department within the city, each who took part in the response in some fashion and assisted response efforts greatly. • Emergency Management personnel have distributed 91,519 items to 54 different public and private agencies to date. • Facilitated opening and equipping an overflow homeless shelter at the Gier Community Center. This effort allowed homeless shelters to maintain proper social distancing and for individuals who are normally not shel- tered to be monitored for illness more closely.

Civil Unrest

• Emergency Management staff also partnered with the Lansing Police Department in preparing for several civil unrest events. Heightened political climate and racial tensions nationwide made the capital city a focal point for many protests and demonstrations.

Special Events

Worked with many teams to coordinate several large special events including Common Ground, Silver Bells in the City and No Senior Without a Christmas among others.

Recovery

• While COVID-19 was still very active, recovery efforts were started. This involved bringing key stakeholders from municipalities, businesses, community groups and others to start formulating how the effects of COVID-19 could be lessened and a return to normal could be started. • An After Action Report and Improvement Plan was completed and submitted to the State of Michigan for COVID-19.

This was a very busy year for Emergency Management Division. Never before seen challenges were presented, lessons were learned and plans were made to be even more prepared for the next disaster or emergency.

2020 ANNUAL REPORT | 34 LFD Operations Division

2020 ANNUAL REPORT | 35 LFD Incident Statistics 2020

2020 ANNUAL REPORT | 36 Demographic Gender Breakdown

LFD Accomplishments • Secured funding for and purchased 1 new engine and 2 new ambulances • Updated and/or replaced three very needed department wide software platforms • Implemented new programs to reduce exposures of our Firefighters to cancer causing agents. • Created and filled an EMS Operations Chief position to oversee the QA/QI of the LFD EMS program

LFD Challenges • Funding • Recruitment • Infrastructure - Apparatus - Facilities - Station Location • Emergency Management • Service Delivery Options • Prevention • Public information

2020 ANNUAL REPORT | 37 HUMAN RELATIONS & COMMUNITY SERVICES Kimberly Coleman, Director

Department Description

The City of Lansing Human Relations and Community Services (HRCS) Department’s mission is to foster a robust, connected community through coordinating local human services, providing dispute mediation and rec- onciliation services, complaint investigations, conducting community needs assessments, and pursuing funding to support City initiatives. Staff provides grants management, contract development, and community-wide services planning as Recipient of Federal, State, and Local homeless grants, maintaining monitoring, oversight, and data collection systems and serving as Lead Agency for the Homeless Management Information System (HMIS). HRCS outreach events bring basic needs items directly to Lansing citizens, especially those who are under-served, leading to greater family stability. As community needs evolve, HRCS stands ready to assist the human services system in creating innovative solutions.

HRCS and local agencies faced many challenges in 2020 due to the pandemic; requirements included changes in service delivery systems overnight to prevent the spread of COVID and maintain staff and clients’ health and safety. Urgent or vital services continued with modifications, although some social or recreational group programs, especially for youth and seniors, were reduced or shutdown as per State and local orders. Some annual HRCS outreach events that required direct contact or interaction with the public were modified or canceled as necessary.

100 grants awarded to local agencies to address basic needs

Community Forum

The annual Community Forum hosted by the HRCS Department helps determine funding priorities for City Gen- eral Fund Allocations. Local agencies participate in a community needs/gaps analysis, sharing research, data, and best practices. HRCS grant-making processes in 2020 resulted in more than 100 applications reviewed and grant awards provided to the City Council as part of the City Budgeting process. Distribution of local grant funds brings in both state and federal dollars to local agencies at least 10 times our investment. This serves local citizens and stimulates local economic development while addressing urgent human service needs. In 2020, the HRCS Advisory Council and the Mayor reviewed and recommended grant awards of $1,582,400 general fund dollars awarded to at least 80 agencies. Ongoing technical assistance, financial and program monitoring is provided throughout the year as part of HRCS contract management.

Housing Accomplishments

Decreased Homelessness

In 2020, homelessness decreased by about 20% in the Lansing area, as compared to 2019. This is, in large part, a result of the eviction moratoriums enacted at the federal and state levels due to the coronavirus pandemic, which protected households from losing their housing for non-payment of rent. More than 2,000 people in Ingham County spent at least one night in an emergency shelter or transitional housing, which is about 500 fewer than in 2019. The Point-In-Time Count conducted in January 2020 during pre-pandemic circumstances, estimated 381 households experience homelessness in Ingham County on any given night. This represents a 9% increase from the 2019 PIT Count. The vast majority of people who were homeless during the PIT Count (94%) were staying in an emergency shelter or warming center. People found outside or in a place “not meant for human habitation” were offered transportation to warming centers or an emergency shelter. [Annual figures are based on October 2019 – September 2020 as this is verified data available at this time.]

2020 ANNUAL REPORT | 38 A major effect of the coronavirus pandemic was the loss of employment, which affected high numbers of low-income households who could no longer pay their rent. The State of Michigan used Coronavirus Relief Funds (CRF) to create the COVID-19 Eviction Diversion and Rental Assistance Program (EDP) through MSHDA, which funded a local community collaborative process with the District Court, Legal Services, and the HARA to help tenants and landlords resolve eviction cases. This July – December program was provided $3,308,284 in program funds locally, with the HRCS Department as fiduciary, preventing homelessness for 704 households in Ingham County to date. The sub-recipients, Holy Cross Services, Advent House Ministries, and the Capital Area Housing Partnership acted quickly to set up operations with Legal Services and two District Courts to keep our citizens in their own homes and reduce the spread of coronavirus.

Emergency Shelters Collaboration improving outcomes

The Michigan Department of Health and Human Services, the Salvation Army, and the local Continuum of Care (CoC), namely the Capital Region Housing Collaborative, of which HRCS is fiduciary, participated in a National Alliance to End Homelessness learning collaborative in 19-20 to improve coordination and housing outcomes in the local emergency shelter system. Through this engagement, local shelters accepted and achieved a challenge to house 265 households in 100 days. The challenge ran through February 2020 during which time 276 households successfully followed through on housing plans and left shelters for more stable living situations.

Rapid Rehousing reduces time in homelessness

The community scaled-up rapid re-housing resources, a proven approach to ending homelessness. Using a Housing First model, local non-profits are on track to help more than 300 households move out of a shelter and into housing by paying for upfront costs of moving into a housing unit, often with a few months of rental assistance.

The community continues to fund rapid re-housing programs, a proven approach to ending homelessness, to help move households out of shelters quickly. The Department, through the CoC, secured an additional HUD DV Bonus program this year to provide rapid rehousing services to survivors who are fleeing domestic violence situations. This program opened in October. These programs are particularly effective for families with children to minimize the disruptions and trauma that homelessness causes. Using a Housing First model, local non-profits helped 138 households move out of the shelter and into housing in 19-20, covering upfront costs such as moving, security deposits, and rental assistance. Short-term case management is provided to access mainstream benefits for these low-income households to help prevent returns to homelessness.

Responding to Community Needs

Mayor’s Racial Justice and Equity Alliance formed to examine policies, practices, and biases to gain a deeper understanding of how to eradicate violence and racism in Lansing through systematic fair treatment of all. Tapping into their operational roles, collective expertise, and lived experiences, the MRJEA will contribute to the development of community-inspired police Use of Force Policies, and develop a community-inspired Racial Justice and Equity Plan.

Additionally, Mayor Schor established the City of Lansing’s first Diversity, Equity and Inclusion Officer, selecting Guadalupe Ayala, HRCS staffer for this position. This position is housed in the Human Relations and Community Services Department and will lead the implementation of the Mayor’s Racial Justice and Equity Alliance Com- munity Action Plan, develop Diversity, Equity and Inclusion (DEI) initiatives for the City of Lansing operations, serve as the liaison between City, federal, state, professional and other organizations related to DEI, among other duties.

2020 ANNUAL REPORT | 39 Due to the Pandemic, shelters were required to reduce their capacity to allow for social distancing to prevent the spread of Covidvirous. HRCS partnered with the CoC, Parks, and Recreation, and the Emergency Operations Center to stand up a temporary low barrier emergency shelter targeted to street homeless and others who could not access existing shelters. In the few months of operations, Choice served 103 individuals with an average daily census of 30 per day.

Federal and State Grant awards Received to address homelessness

HRCS staff completed the 2019 HUD CoC Notice Of Funding Application (NOFA) grant process for FY20-21 to procure $2,848,116 in Federal HUD funding and $503,260 in State MSHDA ESG funds to address homelessness locally, an 11% increase over 2018 funding. HRCS staff strategically manage the CoC application process, inter- pret HUD priorities and guidelines, provide data management, grants management, and monitoring, complete all required Federal and State reporting, act as Recipient and oversee 20 sub-recipient contracts annually. In 2020, HRCS staff also managed four additional sub-recipient grants allocation processes for CARES Act HUD funding, related to the pandemic. This resulted in an additional $3,819,152 in ESG-CV funds to assist our community to prevent, prepare for, and respond to the coronavirus pandemic among homeless and “at-risk” persons. ESG-CV funds will support additional homeless assistance and homelessness prevention activities to mitigate the impacts of the pandemic.

HRCS staff leads the CoC Strategic Planning, Continuous Quality Improvement, and Fund Distribution processes that result in a three-year plan to end homelessness, overseeing gaps analysis and needs assessment, HUD applications, ranking and funding reallocations, and data oversight, reporting, and outcomes reviews. HUD Planning and HMIS grants help fund HRCS staff who work closely with the CoC and the City EDP Department to satisfy all HUD compliance requirements and incorporate City needs and priorities. These processes provide a forum for homeless provider sub-recipient agencies to collaborate and incorporate innovative best practices that improve outcomes for the people served. The accomplishments cited are the direct result of these efforts.

Tenant-Landlord Engagement

Rent Smart – The HRCS Housing Ombudsman oversees this unique Renter Education workshop series. The four-week intensive class enrolled 77 residents, with 43 completing all course requirements, who, as a result, are better equipped to find and keep housing. These individuals have overcome many barriers such as poor credit, past evictions, or a lack of rental experience, who now understand how to budget, maintain their household, and respect the properties. These numbers are expected to increase in 2021 when the pandemic subsides and in-person classes may be resumed.

Renter-Landlord Relations – The HRCS Department works to improve the relationships between tenants and landlords. The Housing Ombudsman responded to countless inquiries for assistance with tenant-landlord questions or disputes. In addition to streamlining and updating the housing complaint process, HRCS continues to engage landlords to promote responsible rental practices and positive relationships with City departments.

Citizen Assistance and Outreach – Bringing Services to the People

Utility, Eviction Assistance and the Pre-Eviction Prevention Program (PEPP)

St. Vincent De Paul, Lansing Board of Water and Light (LBWL), and the Continuum of Care pool funds to address people at risk of homelessness due to rental arrears, overdue fees, or delinquent utility bills. More than 484 clients were assisted through the St. Vincent De Paul and BWL programs, and 420 people (166 households) avoided eviction through landlord mediation, or one-time rent or utility payments through the CoC ESG & MSHDA funded Eviction Diversion Prevention programs. All adults assisted are required to attend the Financial Empow- erment Center session to address the financial management issues that led to their crisis.

2020 ANNUAL REPORT | 40 Community Connect – Hunger and Homelessness Awareness

This outreach program, connecting low income and at-risk citizens with services and resources, became a “COVID-Safe” distribution to homeless shelters in November 2020. In all, 300 Care packages and lunches were bundled and distributed to seven area shelters. Care packages included personal needs items, a skull cap, gloves, a pair of socks, personal protection equipment, a $25 voucher for the purchase of a coat or other mer- chandise at St. Vincent DePaul Thrift Store, and a resources list.

Mobile Food Pantry

More than 122 tons of food were distributed to approximately 3,423 households consisting of 11,464 individuals through the Mobile Food Pantry (MFP). The MFP addresses food insecurity through a contract with the Great- er Lansing Food Bank, in cooperation with area churches and a host of volunteers. MFP operates on the third Saturday of each month at pre-arranged sites in Lansing. Volunteers deliver food directly to seniors and subsi- dized housing sites. In March, due to the pandemic, the program was modified as a “drive-through” or “walk-up” service.

HRCS’ EEO Specialist reviewed 24 construction projects for Prevailing Wage compliance

Two of the prevailing wages projects resulted in three contractors providing restitution over $500 total to their employees and four contractors having to register and pay more than $500 for the City of Lansing Income With- holding Taxes. The EEO Specialist also coordinated the 40th Annual Dr. Martin Luther King, Jr. Memorial Holiday Program, in collaboration with the brothers of Alpha Phi Alpha Fraternity, Inc. – Kappa Delta Lambda Chapter and the Ingham County Bar Association and Foundation. This year’s theme was “There comes a time when silence is betrayal.”

2020 ANNUAL REPORT | 41 HUMAN RESOURCES Linda Sanchez-Gazella, Director

Department Description

The Department of Human Resources facilitates the effective delivery of all City employee services by managing the City’s most valuable resource -- its employees. The department oversees full life-cycle workforce strategic planning including but not limited to: recruitment/staffing, compensation/benefits, safety/wellness, and labor/ employee relations, and manages and approves all human resource functions within the City. Human Resources is responsible for training development in addition to policy development, implementation and interpretation. The department ensures fair and equal hiring practices. It consults and collaborates with potential new, active, and retired employees, executive management, department and union leaders, and various vendors and consultants. The major focus of the department’s work in 2017 included the implementation of the foundational governance direction for its team members; which delivered improved customer experience and productivity. It also included the creation, modernization and improvement of its processes and technology for efficiency, timeliness, and talent competitiveness. The department’s governing core values and intention statement are:

Accountability: We take ownership of our behaviors, actions, decisions and/or outcomes; while not blaming others when things go wrong.

Communication: We exchange information, thoughts, and ideas effectively through interpersonal messages and/ or systems.

Professionalism: We uphold professional methods, character and standards. Service: We act in ways that help, assist and/or benefit others.

Teamwork: We work together across organizational boundaries to achieve a common purpose.

City of Lansing Human Resources Department Intention Statement

Reputation with Our Customers: The Human Resources Department is committed to providing professional and efficient services resulting in a positive customer experience.

Teamwork Necessary to Accomplish Our Reputation with Our Customers: We have a first class reputation by working together utilizing: service excellence, accountability, continuous growth and effective communication.

Value/Benefit the Human Resources Department brings to the City of Lansing: Our service provides a supportive environment that attracts and retains the best and brightest that will fulfill the City of Lansing’s mission.

Accomplishments

• Participated in LPD’s Virtual Recruitment Fair • Participated in training and continue learning of the Neogov Applicant Tracking System • Attended online Diversity & Inclusion and hiring related webinars and webcasts

New Hires Seasonals Reclasses Internal Candi- Promotions dates

23 19 6 8 3

2020 ANNUAL REPORT | 42 INFORMATION TECHNOLOGY Christopher Mumby, Chief Information Officer

Department Description

The Information Technology Department (IT) is the central point for computer services (applications, infrastructure, helpdesk, telecommunications, and security) for the City of Lansing. Our strategic technology direction and our innovative, secure, reliable, and integrated technology solutions enable City departments to provide the most effective and efficient service to our citizens.

2020 was a year like no other! With the pandemic bringing enormous challenges and change to our city’s current business routine with work-from-home mandates, our IT department didn’t skip a beat with the ability of quickly deploying Virtual Desktop Infrastructure (VDI). VDI was able to provide access for approved city workers to recreate their offices anywhere. This seamless business continuity via VDI and computer replacements (laptop dispersal) combined to limit disruption had our current VDI environment not been in place. Additionally, another tool that allowed us to work remotely during these times was our implementation of Microsoft Teams. This allowed us to continue to meet, share and collaborate while working remotely.

Over this past year, and especially the past 8 months, it was business as usual for our IT department continuing to provide monthly/bimonthly/quarterly meetings to departments that have high technology usage. With over 30 projects on our radar for the year, we were able to complete and close out 18 of these projects while a handful are still planning to closeout by the end of the year. All of this was accomplished by the work of our Infrastruc- ture, Helpdesk, Security, Applications and Project Management Office. IT was able to partner with over 13 different departments and complete 10 enterprise wide projects that touched each department in the city. The range of projects are anywhere from implementing a new security training enterprise-wide for all city employees to installing ballot box security around the city for our most current election.

Accomplishments

Our IT Applications team continued our investment to move the City forward as technology and business requirements were rapidly changing. Some of these changes include upgrading and transitioning Lansing Fire Department’s (LFD) record management system over to a new platform Emergency Reporting, while integrating additional applications such as asset management and scheduling to ease LFD’s business processes. We continue maintaining the City of Lansing’s enterprise asset management system by upgrading Cityworks to version 15.5.5. This includes finishing our public portal implementation that allows permit submittal online. Significant upgrades were performed to our Geographic Information Systems (GIS) technology to improve security, stability, and take advantage of new capabilities.

IT over the past year has increased their footprint across the city with their document management system. We have been able to save time, money and paper. The completion of electronic case management for the courts helps integrate Laserfiche with the Judicial Information System (JIS). This integration allows the courts to pull information from the JIS database (housed by the State Court system) to populate previous case information to reduce the amount of manual input as 54A District Court archives paper documents into a digital format. Another win for City of Lansing was being able to quickly convert over 90,000 paper cemetery records, not only to preserve files but make the information accessible for the Public. This allows for the online search of burial history. These two projects are examples of our effort to reduce the printing of paper and migrating paper to a digital format. We continue to engage departments to look for ways to reduce the need to print and store paper, while streamlining operational workflows.

With the current pandemic and the need to socially distance, IT implemented a scheduling application for the City Clerk to setup appointments to engage with the public. IT also made improvements to the Laserfiche mari-

2020 ANNUAL REPORT | 43 juana application process to meet internal and external customer needs by eliminating the need to turn in applications face to face. This has proven efficient and a time saver for Clerk’s office. Recently our marijuana project was a finalist in the “Run Smarter” Digital Transformation category, which honors organizations who use Laser- fiche to improve productivity, build innovative processes and achieve exceptional business results.

Over the course of the year, IT gets requests from Departments, LEAP, and Tri-County Regional Planning Com- mission. Some of these requests include providing spatial and demographic analysis for grants and projects. With these requests, we can leverage our Geographic Information Systems (GIS). We also continue to partner with other communities in the greater Lansing area and the State of Michigan to acquire high resolution imagery that adds value to our business and reduces time in the field.

Our Infrastructure team replaced the data backup solution to enhance the security and resiliency of data protection. Combined with the user data backups and additional cloud backups the city’s data is well protected. Infrastructure also worked with the Security Administrator to move to a new security scanning and vulnerability assessment tool. Infrastructure also continues to assess, enhance, and harden the environment as part of the ongoing management of the enterprise infrastructure. The team also regularly works hand-in-hand with the other IT teams (Helpdesk and Applications) on other deployment projects, legacy system replacements, and more.

The helpdesk completed ~7,500 tickets, which is a decrease compared to the previous year. The dip in ticket count is attributed to COVID-19 along with how the city conducts business during these times. However, the Helpdesk team remains busy and has shifted efforts to deploying the backlog of new computers. With the rapid changes COVID-19 brought on, many city departments needed to change the devices that their staff were utilizing. This added to the workload for the Helpdesk team. Current helpdesk staffing accounts for approximately 200 tickets per month per technician; noting the help desk also manages project-based work outside of helpdesk tickets further dividing their time. Over 84% of tickets were closed on the same day they were opened. Our helpdesk average feedback score average was 4.87 out of 5.

In 2020, we endeavored to keep the City secure in the midst of a global pandemic which has changed many aspects of cyber-security. We were able to use existing systems to enable working remotely across many departments without compromising on our core security policies. This year we replaced some security products that were no longer meeting our needs. We implemented a new anti-virus solution on computers which improved our ability to detect and stop malicious activity while reducing the strain on our department from false detections. Furthermore, we upgraded our security awareness training program for employees and have a 95% completion rate of the training modules, ensuring that every employee is aware of the risks that we face every day from malicious actors. We continue to maintain a strong security posture by installing security updates and resolving potential security issues in a timely manner.

As the end of the year approaches and we celebrate our successes in IT. Our focus is to continue to be agile and innovative. We have learned from 2020 the need to adapt quickly and be innovative for departments and citizens to navigate through this pandemic safely and effectively, while still performing their everyday work and tasks around the city. We look forward to what next year brings!

2020 ANNUAL REPORT | 44 NEIGHBORHOODS & CITIZEN ENGAGEMENT Andi Crawford, Director

Department Description

The Department of Neighborhoods and Citizen Engagement was created in 2018 to Engage Citizens, Advance People, and Build Neighborhoods. It provides support to neighborhood organizations and operates the Office of Financial Empowerment.

Administration

Data & Evidence

Implementation of data and evidence best practices across city departments. This includes creating a Data Governance team, a Data Inventory and Data Sharing agreements. It also includes seeking efficiencies and opportunities for increased performance in practices across departments. Three sub- committees are Governance, Analytics, and Performance.

• Established the Data and Evidence Team with representatives from each City of Lansing department. Con- vening bi - weekly. Received training from Johns Hopkins Center for Government Excellence both online and in person. Conducted our baseline What Works Cities Assessment. An example is the revamp of the CDBG neighborhood bulk trash removal program which reduced the cost by 2/3 and increased the speed of program accounting from 6 months to 1 and 1/2 weeks.

Neighborhood Grants Program

Administering the Neighborhood Grants program and providing administrative support for the Mayor’s Neighbor- hood Advisory Board. Also, sourcing and writing grants for the Department of Neighborhoods & Citizen Engage- ment and partner organizations.

2020 Neighborhood Grant Program:

The Department of Neighborhoods and Citizen Engagement provides the staff support and administrative oversight for the Neighborhood Grant Program. Funding decisions for the Neighborhood Grants are made through the citizen Mayor’s Neighborhood Advisory Board. The board reviews all applications and through several rounds of deliberation presents a funding recommendation to the Mayor. The DNCE administers the entire process of applications and funds accounting.

• $65,472.92 were funded to 71 different projects designed and executed by civic organizations.

Applications Received Funds Requested

Mini Grants ($200) 45 $9,000

Neighborhood Grants (up to 48 $103,748.42

$5,000)

Total 93 $112,748.42*

*2020 grant funding requests increased nearly 120% from 2019 funding requests

2020 ANNUAL REPORT | 45 Examples of Funded Projects

Ward 1 - • Holmes Street School Community: Community Orchard Project $850 • Prospect PLACE Neighborhood: Hunter Park Bus Stop with Community Partner CATA. Prospect PLACE Neighborhood grant $3,000 and CATA contribution $7,000 Ward 2 - • Neighbors of Scott Woods: Door Hangars Project $160 • Friends of Lansing Historic Cemeteries: Technology and Signage at Cemetery Courtesy Office $574.94 Ward 3 - • Churchill Downs Community Association: Signpost Covers Project $1,450 • Lansing Eaton Neighborhood Organization (LENO): Lansing Eaton Neighborhood Signage Beautification Project $1,725.09 Ward 4 - • South Lansing Farmer’s Market: Signs and Banners project $1,500 • Old Oakland Neighborhood Association: Old Oakland Community Garden and Meadow Restoration Project $2.668.33

Neighborhoods Program Launch for 2020 – 2021 • Due to COVID-19 concerns and restrictions, this became a filmed podcast with three members of the Neigh- borhood Advisory Board and the Neighborhood Resource Coordinator. • The podcast aired on City TV and is available on YouTube and has been viewed over 115 times.

Engagement

Events and forums designed by the department and delivered in the community to increase community involvement and communicate with citizens. Examples include LOVE Lansing, Walking Wednesdays, Housing and Neighborhood Resource Summits, Neighborhood Roundtables, and the Citizens Academy.

In-person events, including but not limited to LOVE Lansing and Participatory Budget Nights were canceled due to COVID-19 restrictions.

Walking Wednesdays

Events held in neighborhoods to bring city leadership and partners together with neighbors to discuss assets and opportunities in Lansing neighborhoods. 10 Neighborhoods applied to participate in Walking Wednesdays for Spring 2020.

Walking Wednesdays, originally scheduled and programmed for Spring, were deferred to Fall 2020. The program adjusted to become a filmed show, with videos later uploaded to YouTube. 7 Walking Wednesdays were filmed through August and September by City TV. Engagement

2020 Lansing Citizens Academy

An 11-week, civic-minded course designed to help residents better understand the functions of city government, budgetary operations, and decision-making processes. This immersive program provides residents with opportunities to meet with City leaders and participate in their local government.

In 2020, 24 participants were chosen and 22 completed the Citizens Academy. Due to COVID-19, this year’s Citi- zens Academy was held virtually over Zoom. Departments such as Public Service utilized City TV to film a virtual tour of facilities, ensuring participants experienced as much as possible amid COVID-19.

2020 ANNUAL REPORT | 46 City of Lansing COVID-19 Response Newsletter

Every Friday, the Neighborhood News is sent to 1,740 subscribers, providing them with detailed neighborhood updates. Relevant information and updates are curated weekly from City of Lansing leadership, departments, and community partners. The Neighborhood News is compiled into formats that are easily shared on several different platforms, including Neighborhood Facebook pages, Nextdoor, email, and text message.

In mid-March, when COVID-19 led to a statewide shutdown, the Neighborhood News was quickly repurposed to serve as the Mayor’s Daily Briefing. For two weeks, the daily briefing, containing critical alerts, resources, and information was shared with 13,817 subscribers. On April 10, the daily bulletin merged with the Neighborhood News to again offer weekly constant updates during an otherwise chaotic time.

Lansing 2020 Census Complete Count Committee

The Department of Neighborhoods & Citizen Engagement convened the City of Lansing 2020 Census Complete Count Committee in July 2019. This committee engaged community partners to coordinate efforts and ensure a census count that was accurate and complete. The committee successfully secured a $50,000 grant from the State of Michigan to support census outreach activities. As of this report, the City of Lansing has surpassed its 2010 self-response rate and is working to target 10 low response census tracts through a digital strategy.

The COVID-19 crisis challenged the plan to ensure a complete count. In-person engagement strategies transi- tioned to digital and phone strategies. City of Lansing staff and citizen Census Ambassadors quickly mobilized to implement a phone bank strategy. • 10,600 calls were made between April 17-May 28 • City of Lansing self-response rate increased from 49.7% in 2010 to 64.7% in 2020

Trunk or Treat Engagements

Created 750 treat bags that included Lansing SAVE, Kroger Rewards, and Financial Empowerment information.

Neighborhood Beautification & SERVE Lansing

Programs to cleanup, beautify, and enhance neighborhoods through citizen designed projects.

Neighborhoods in Bloom

Civic Organizations applied for, and were awarded, flower kits that included two bags of mulch and assorted annual and perennial flowers. If needed, organizations were able ot apply for multiple kits. Civic Organizations oversaw the care and upkeep of the flowers through the Summer. This year, all Neighborhoods in Bloom flowers and materials were delivered to each neighborhood, rather than picked up at distribution locations. • 213 Bloom Kits assembled by volunteers and delivered to 30 Civic Organizations in partnership with the Ing- ham County Land Bank. • 6,500 square feet of greenspace planted.

Neighborhood Clean Ups

• LENO • Churchill Downs • South West Lansing-Pleasant Grove and Holmes Area • Holmes Street School Community Neighborhood • Potter Walsh Neighborhood

2020 ANNUAL REPORT | 47 Due to COVID-19 restrictions, large group gatherings were not allowed. Instead, DNCE worked with Granger to supply a truck to drive through the neighborhoods listed above. Through neighborhood social networks, the clean ups were widely promoted, and neighbors placed bulk trash at designated locations the night before Granger trucks came through.

Additionally, DNCE supplied individual neighbors and small groups with supplies needed to complete clean ups that ranged from drain/basin clearing to a neighborhood led cleanup effort. • Old Town Commercial Association - partnership with Public Service to provide a dumpster for a weekend cleanup effort as well as trash bags, gloves, and leaf bags. • Pick up Lansing Events - DNCE supplied trash bags and gloves to several events that took place across downtown Lansing.

Office of Financial Empowerment

Financial Education and Counseling

FREE 1:1 financial counseling to increase savings, decrease debt, and stabilize and advance household finances. In its 7 years of operation, the clients in the program have reduced household debt by $12.3M and increased savings by $972,092.

In 2020, as of 12/4, 394 clients have received 741 financial counseling sessions. $434,343 in non-mortgage debt reduction was achieved this year, and $49,568k in savings increase. 57 clients increased their credit score by 35+ points, and 90 clients reduced their non-mortgage debt by 10% or more in 12 months. 113 clients reduced the number of delinquent accounts on their credit report.

Since beginning this program 7 years ago, the City of Lansing Financial Empowerment Center has worked with 4,971 clients for a total of 14,818 sessions. Through this work, clients have reduced their cumulative non-mortgage debt by $12.3 million and increased their total savings by $972,092.

Lansing SAVE

Children’s Saving Account for post-secondary school administered in partnership with MSUFCU, Capital Area United Way, and the Lansing School District. Children in the Lansing School District are automatically enrolled in the program in Kindergarten and receive financial education in their classrooms throughout the year. Students can make deposits in their accounts at school or at an MSUFCU branch. Community partners have begun adopt- ing these accounts and raising money for students in Lansing.

Fiscal Year Active Savings Deposits Total Depositors Total Amount Students in Rate (still in the Lansing Deposited Program School District)

2015 2% 6 6 $355 351

2016 7% 139 93 $692 1.351

2017 11% 227 189 $1,434 1,674

2018 29% 893 713 $7,899 2,457

2019 22% 1,029 940 $6,848 4,266

2020 26% 703 1,336 $3,938 5,160

2020 ANNUAL REPORT | 48 • Kroger Community Rewards program established where students can earn a 1% cash back for their Lansing SAVE accounts. Partnership funded by U.S. Conference of Mayors grant. This program has raised $390.65 since its inception. • 2 Community Champions - Bethlehem Lutheran Church and Faith Fellowship Baptist Church which have adopted about 150 Lansing SAVE students each. Community Champions have raised over $11,318 for students in their neighborhoods since the program began in March 2019.5,160 SAVE accounts. 26% participation rate (percentage of families who have made a deposit to their accounts - highest in the nation for universal accounts)

Offender Success

Offender Success Reentry citizen support program administered with the Michigan Department of Corrections. Serving Ingham, Eaton, and Clinton counties. This program supports reentry citizens with assistance to establish their identification, find housing, find a job, and develop life skills for success.

• 160 Job Placement Enrollments • Job Placement Enrollments - 205 • Job Placements - 85 • 12-Month Job Retention Rate - 25.3% • Housing Enrollments - 90 • Average Length of Stay in Housing - 120 days • Days of Homelessness Prevented – 8,317 *This contract is on a 10/1 – 9/30 FY, so these numbers are reflective of 10/1/2019 – 9/30/2020

2020 ANNUAL REPORT | 49 OFFICE OF THE CITY ATTORNEY James D. Smiertka, City Attorney

Department Description

The office of the City Attorney currently has a staff of 1 City Attorney, 1 Chief Deputy City Attorney, 1 Deputy City Attorney and 3 staff attorneys, an office administrator, a District Court assistant, a Litigation assistant, and a re- ceptionist. The office also provides opportunities for law school and university interns. As a full-service law firm, the office of the City Attorney (OCA) provides the City with legal advice, representation and management of legal affairs pursuant to the Charter requirement, including being the City’s legal counsel in a minimum of the following 20 separate over-arching categories:

• The Mayor and Executive branch of government and its departments • Medical Marijuana • The president and members of City Council • Various city-related boards, committees and authorities • Civil litigation of every nature • Ordinance prosecution in four District Courts • Lansing Police Department • Requests for records under the Freedom of Information Act and/or pursuant to subpoena • Development matters and real estate transactions • Personal injury, property damage and special assessment claims • Collections & bankruptcy • Contract drafting & review • Ordinance drafting & amendments • Administrative law litigation • Neighborhood complaints • Legal Opinions (formal and informal) • Labor relations and employment matters • Interactions with the Board of Water and Light legal staff; • Michigan Tax Tribunal; and • Worker’s Compensation matters

Accomplishments

Claims

• Continued to perfect the claims review process thru coordination among contractors, Code Compliance and OCA • Continued to work closely with Code Compliance and General Services to draft and modify policies and procedures for the claims review process • As of April 1, 2020, OCA has changed TPA’s from Broadspire to Michigan Municipal Risk Management Au- thority. This change will ensure proper care for claims sent to the TPA as well as putting carriers on notice of rain events and potential claims that could become litigated suits Processed 1 Personal Injury, 15 Property Damage and 69 Special Assessment Claims

Contracts

• Processed 238 contracts manually and 442 contracts and 414 resolutions through Laserfichecedures for the claims review process

2020 ANNUAL REPORT | 50 FOIA

• Received and processed 492 FOIA requests, 30 subpoenas, and 2000+/- requests for video (working on verifying this number)

Neighborhood Complaints

• Streamlined complaints to Mark Lawrence, point person and Citizens Advocate in the Mayor’s office • Due to COVID-19 and the shutdown of City Hall, meetings with property owner, neighborhood police officer and the City Attorney have been limited, but continue to be beneficial • Continue working with the Housing Code Enforcement Team, a multi-departmental task force working to address properties with code compliance issues

District Court

• Continue working with Code Compliance, Building Safety, LFD and LPD to develop a process to ticket and prosecute both Medical Marijuana complaints, building safety violations, Code Enforcement and Fire Code violations, received monitory damages for non-compliance • Worked closely with Treasury Department to recoup revenues potentially lost, demonstrated by the fact that we have processed 274 Nolle Prosequi in lieu of court proceedings • Continue to communicate with victims of property damage, harassment and assault and battery by way of Criminal Victims’ Rights letters • Tracked nuisance neighborhood areas and prosecute with zero tolerance - Pleasant Grove and Holmes • Assistant City Attorney continues to hold monthly meetings, when appropriate, with Defendants of the Diver- sion Program when Defendant defaults on the Diversion agreement as allowed via Zoom • Procedures put in place for processing Not In Custodies including increased communication with LPD to avoid future backlog • Maintained exemplary communication between OCA, District Court, Treasury and other critical departments/ agencies

Litigation

• The OCA has worked on and closed 2 Sixth Circuit Court of Appeals, 1 Federal, 1 MI Court of Appeals, and 6 Circuit Court cases since the beginning of the year • Participating in Nationwide Opioid litigation pending in Federal Court • Supervising outside counsel on 10 open cases • Currently have 18 open cases being handled in-house, including 1 Sixth Circuit Appeal, 7 Federal cases, 6 Circuit Court cases, and 4 cases before the MI Court of Appeals • Currently processing 3 open Civil Rights Complaints • Processing 1 open EEOC complaint and 1 closed • OCA has assisted the Assessor’s office on 2 MTT cases

Development

• Successful establishment of Development and Financing Plans for the Michigan and Saginaw Avenue Corri- dor Improvement Authorities • Performing ongoing legal services related to the following projects: - Capital City Market Lease with Lansing Shuffleboard Club - Red Cedar Development Financing • Assisted with advice and drafting of documents related to multiple Brownfield plans in connection with Eco- nomic Development • Assisted departments throughout the year on planning and zoning for related matters

2020 ANNUAL REPORT | 51 • Drafted and reviewed all PILOT Agreements submitted by the Department of Development and Planning

Arbitration

• Have assisted Human Resources and the Chief Labor Negotiator at the arbitration level • OCA has resolved 2 and are currently handling 2 open arbitration cases

Workers Compensation

• Have negotiated a number of compensation claims in house that were advantageous to the City while ad- vancing benefit relief for the City’s injured employees • The City referred 5 worker’s compensation cases to outside counsel and handled 5 in-house

City Council

• Staffed all council committees • Drafted numerous ordinances and resolutions at Council’s request • Continue to provide Assistant City Attorney to serve in the role of City Council Research Assistant

Interns

• Employed a regular staff of interns throughout the year to assist in research and gain knowledge of municipal law

2020 ANNUAL REPORT | 52 PARKS & RECREATION Brett Kaschinske, Director

Department Description

The Department of Parks and Recreation creates community through people, parks and programs. The mission of the Parks and Recreation department is to enhance lifestyle opportunities for the citizens of the Lansing through the provision of leisure time activities and the preservation and maintenance of park lands and special recreation facilities. The Department accomplishes this mission in the following ways:

• organization of youth, adult and senior citizen recreational programming in parks, community centers, swim- ming pools, and a historic home; • Regular maintenance of all parks and natural areas owned by the City of Lansing, including maintenance of Lansing’s urban forest areas through regular cycles of tree planting, fertilization and trimming; • Providing burial services and cemetery maintenance at the City’s three municipal cemeteries; • Providing public golfing opportunities at Groesbeck Golf Course which supports recreational and league play in the area; • Provision of special recreation facilities such as Ranney Skate Park, Soldan Dog Park, Gier Park BMX Bicycle Track, Cooley Gardens, Frances Park Rose Garden and the Lansing River Trail linear park; Fenner Nature Cen- ter; Beacon Field; and The First Tee of Mid-Michigan; • Sustained working partnerships with the Lansing School District, Fenner Conservancy, Ingham County Parks, Michigan Department of Natural Resources, Michigan Natural Resources Trust Fund, Michigan Department of Transportation, Lansing Community College, Capital Region Community Foundation, Michigan State Uni- versity, YMCA of Metropolitan Lansing and various community organizations.

The Department receives advisory support from the citizens of Lansing by encouraging their involvement in the following citizen groups: City of Lansing Parks Board, Friends of Turner-Dodge, Fenner Conservancy, the individual Community Center advisory boards and their youth advisory boards, the Baseball and Softball advisory boards and multiple park “Friends” groups.

The Department provides support in policy decisions regarding recreational options and facilities to the Mayor and City Council.

Administration

• The 2020-2025 5-year master plan passed Park Board and is set for Committee and City Council review and approval. The plan must be submitted to the Michigan Department of Natural Resources before February 1, 2021. This plan was done internally saving the City of Lansing approximately $30,000 is consultant fees. • The citizens voted and renewed the parks millage for another 5 years. This millage renewal was the highest approval rating in the history of the park’s millage with 75% approval. • The Parks Foundation was established with an elected board of directors and a bank account. • Parks and Recreation took the lead role on the completion of the Town Square SW art installation at the cor- ner of Holmes and Pleasant Grove. This project was funded mostly by Community Development Block Grant money in the amount of $100,000. This property is owned by Southwest Action Group • Cooley Haze House was sold for $20,000. Proceeds from this were deposited into the park’s endowment fund with the Capital Region Community Foundation. The fund has over $1.3 million. • The following properties were acquired in 2020. Willard Street which will be part of Scott Woods, Lansing Boat Club which will be part of Fulton, Private riverfront property which was in Hunters Ridge is now all public, and riverfront property adjacent to Edmore Park. All except Edmore were Department of Natural Resourc- es Trust Fund acquisition grants.

2020 ANNUAL REPORT | 53 • River Trail fixes were completed near Frances Park along Moores River Drive where the bank was stabilized after a significant failure that was causing the trail to erode. Sheet pile was placed to restore the bank • The bridge from Moores Park to Eckert power station is partially complete with rip rap being placed and some fixes to the abutment and deck still to be completed in the spring of 2021 • River Trail Bridge 12 and the embankment near the BWL yard just NW of Potter Park Zoo entrance was completed this year. Further work just to the West of Potter Park will take place in 2021 • A bank stabilization project was completed on the River Trail at Washington Ave • New Wayfinding signage and new quarter mile markers were placed on all 16 miles of the River Trail. All of the funding for the River Trail upgrades were paid for with funds from the Ingham County Parks and Trails millage. • Tecumseh Park had a large bank where the river meets the retention pond, this was repaired internally by the Public Service Department. • Foster Center gymnasium was repainted by Public Service Department staff creating a much brighter look. • Twenty-eight parking lots in the parks received crack sealing and cape sealing repairs. Over $475,000 was invested into the repairs of these lots. • Reutter Park received a new playground and new playground pieces were installed at Durant Park. Twen- ty-five parks also received wood fiber mulch this year. • A windscreen featuring the Parks and Recreation Department and Lansing brand logo was placed at Rudolph and Dorothy Wilson Park facing westbound Saginaw traffic. • Beacon Park received benches and a new crushed limestone trail that is approximately a one-mile loop. There is also plans to place an entry arch off Pleasant Grove. Invest Health funds from Ingham County were used for these initiatives. • WTA Architects have been selected for the engineering of plans for Moores Park Pool and is developing estimates for the repairs. • Six hammock stations were placed at Crego Park overlooking the lake. Eliminating the need to use trees. • The walking path at Davis Park was crack sealed to improve the longevity of the asphalt. • Demolition and removal of the employee parking lot at Gier helped reduce our impervious surface and the need for future maintenance of the lot. • Installation of water access for the Garden Project Community Gardens at Clifford and Dunnebacke parks. • A sidewalk was installed at Quentin Park to improve access to the tennis courts. • The Ingham County Drain Commission has begun work on the Montgomery drain project at Ranney Park. • A bike repair station was installed at Hunter Park . • Gier Center was utilized as a homeless shelter with a 49-person capacity. Advent House staffed the shelter and served 104 different people during the pandemic while other shelters had reduced capacity. • Fenner opened the Jack and Sue Davis Pavilion. The pavilion overlooks the prairie and is enclosed for year round use, which will allow for more class space, weddings and other events. • Frances Park Tuj lub courts had additional concrete placed and bag toss concrete pads were installed closer to the pavilion to increase use • An agreement for the June Knostman Trust was created and the City of Lansing received $200,000, which will be used for the Rose Garden. Landscape Architects and Planners along with Juno Solutions will be conducting most of the planning for the garden. • All four community centers were sites for the City of Lansing blue trash bag return program. • CATA bus stops were installed at Foster, Hunter and Sycamore Parks. • The Cemetery office moved to Foster Community Center and the former office is now the Cemetery courtesy office staffed by volunteers to assist individuals with various needs. • Lansing Promise moved into Foster Center and is now leasing some space formerly held by ITEC • Durant Park had a dead ash tree converted to a piece of art through assistance from the Friends of Durant Park.

Leisure Services

• ArtPath event was held during the COVID pandemic with an increase of 20,000 users of the River Trail for

2020 ANNUAL REPORT | 54 June through August when compared to last year. • Two (2) Americorps members: - One to assist at Letts center for the food pantry. Currently pivoting to offer nutrition education to the Learning Lab children. - One to provide activities with the Lansing Housing Commission sites – providing projects and activities the youth can implement at home with family. • Hosted three (3) volunteers from Michigan Works Youth program. Teaching job skills and mentoring. • Hosted Lansing School District Community Training Program for young adults with disabilities at Foster Community Center. • Hosted Ingham Intermediate School District Early-On Play & Learn Toddler group at Foster Community Cen- ter. • Virtual Mayor’s River Walk event with 435 participants signed up; added a fundraising component, raising $1,000 for the Lansing One Fund for COVID response. • Virtual “Park Madness” Tournament to engage residents virtually. • Virtual 5K2020 Run with 46 participants and 5 different courses to run on the Lansing River Trail. • Virtual 5k Run with Michigan Parks and Recreation (mParks) had 6 participants. • Offered Virtual classes including Belly Dance and Art/Painting. • Offered free Facebook Live yoga classes. • Provided 3 weeks of virtual summer camp. • Provided 5 weeks of in person camp with no incidents of COVID outbreaks. • Drive-in Movie at Gier Community center, 25 vehicles with approximately 90 participants. • Drive-thru Trick or Treating at Frances Park, 20 vendors (volunteers passing out candy), approximately 4000 participants (over 500 vehicles). • Drive-thru Mayor’s Senior Fair – served 500 seniors and demand was there for almost double that. • Drive-thru Holiday Nights of Lights at Frances Park • Offered seven outdoor concerts in the park successfully with no incidents of COVID outbreaks. • Daddy Daughter Dance and Mother Son Dance held at the Lansing Center with 657 participants. • Raised $8,500 in sponsorships for new holiday drive thru events. • Emily Stevens was sworn in as the Michigan Recreation and Park Association President for 2020-21. • Created “Emily Learns Leisure” videos to use on social media platforms. • Packed 400 bags of recreation items to give away to youth picking up school meals at Letts Community Center during stay at home order. • Emily Stevens appeared on “What’s the Haps” episode 4 for Lansing Parks and Recreation and currently has the most views of any episode at 3.4K. • Emily also applied and was selected to participate in the NRPA Diversity, Equity and Inclusions Community Engagement Workshops. Completed fall 2020. • Staff training on Functions of Behavior. • Staff participated in an ACEs training (Adverse Childhood Experiences). • Two yoga studios from the City of Lansing offered classes at Rotary Park while their businesses were closed due to the Covid restrictions. A dance studio also conducted their show in Riverfront Park while their business was closed allowing more individuals to participate in the outdoor setting.

Landscape Grounds and Frances Park

• Installation of hand wash station at the FitLot on the River Trail. • Treated turf for crab grass and other pests at Cooley Gardens and substation and saw great improvement in the quality of turf from the initial seeding at construction. • Removed yews from overlook at Frances. • Identified and labeled 75% of the roses at Frances Park. • Replaced multiple irrigation heads near the pavilion at Frances. • Clear cutting of overgrowth around handicap ramp to overlook. • Aerated Risdale Athletic Park 3 times and over seeded field at Willard Walker Stadium.

2020 ANNUAL REPORT | 55 • Removed brush and trees along the river for viewing/sitting areas and boardwalk along Moores River Drive. • Cambridge Pathway bid awarded to ENG and design work started summer 2020. • Krugers Landing Canoe Kayak launch bid awarded to Landscape Architect Planners with a 2021 construction. • Fulton Dock Fire Demolition Estimate: Dock demolished new outlook designed. • Moores Park installation of 20’X10’ concrete pad and concrete ping pong table installed.

Volunteer Efforts

• River Trail/Various Parks - Friends of Lansing River Trail Volunteers removed brush and trash on multiple weekends, along with a weekly lunch cleanup at various parks and along the trail. • Ninth year of volunteers at Cooley Gardens resulting in 440 donated hours of labor. • Over 200 trees were planted in a number of parks across the City of Lansing by volunteers. The following parks received trees: Grand River, Hunter, Foster, Fulton, Marshall and Clifford. • The fishing dock at Riverpoint Park was reconstructed with volunteer efforts of the trade’s organizations in conjunction with the Lansing Board of Water and Light. • Sunset Park had volunteers install perennials and naturalize the area. • Wildflowers were planted along the River Trail just south of the Kalamazoo Street Bridge in an open space along the trail. The plantings were done by John Krohn from Ingham County Land Bank.

Partnerships

• Collaborated with Lansing School District to develop Learning Labs to assist students with online learning during the pandemic. Currently there are over 60 students enrolled. • Partnership with Potter Park Zoo to offer free passes at Centers continued with presentations at each center 2-3 times throughout the year. • Partnership with Sodexo and Salvation Army to provide approximately 20,000 meals and snacks to After School and Camp participants. • Collaborated with Lansing Art Gallery to double art pieces to 20 temporary pieces along 3-miles of River Trail. • Working with PAL to get police involved in existing programs. • Sponsor increased amounts: AF Group and Emergent from $1,000 to $2,000 each. • Developed a partnership with The Old Town General Store, eBay store Luxux and Invoco to assist with the sale of new City Swag with over $13,000 in sales. • Continued partnership with Todd Martin Youth Development to offer youth tennis and tutoring programs, which have had significant increased participant enrollment.

Awards and Presentations

• Michigan Recreation and Park Association (mParks) issued Innovative Programming Awards to Lansing Parks and Recreation for the Learning Labs and the Drive Thru Halloween events.

Grants • A grant was received from AARP for a Fitlot installation in Riverfront Park just north of the Shiawassee St bridge along the River Trail. This project was very timely with the local gyms being shut down during the Covid crisis. There is also money available for future programming of fitness classes. • Neighborhood Grants were used to provide soccer goals at Comstock, a new table tennis table at Moores, and additional sand for the volleyball courts at Marshall Park.

2020 ANNUAL REPORT | 56 2020 Reservation Report Pavilion and Wedding Sites Monthy Revenue January 1, 2020 - December 31,2020

Frances Park May June July August September October Total Pavilion Whole $ 0.00 $ 0.00 $ 340.00 $ 325.00 $ 1,045.00 $ 705.00 $ 2,415.00 Half 1 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Half 2 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00

Total $ 0.00 $ 0.00 $ 340.00 $ 325.00 $ 1,045.00 $ 705.00 $ 2,420.00

Moores Park $ 0.00 $ 0.00 $ 435.00 $ 550.00 $ 455.00 $ 0.00 $ 1,440.00 Entire Pavilion

Washington $ 0.00 $ 70.00 $ 205.00 $ 570.00 $ 295.00 $ 0.00 $ 1,440.00 Park Entire Pavilion

Hunter Park $ 0.00 $ 0.00 $ 0.00 $ 100.00 $ 160.00 $ 0.00 $ 260.00 Entire Pavilion

Overlook $ 0.00 $ 0.00 $ 250.00 $ 875.00 $ 875.00 $ 500.00 $ 2,500.00 Rose $ 0.00 $ 0.00 $ 250.00 $ 0.00 $ 875.00 $ 875.00 $ 2,375.00 Woodland $ 0.00 $ 0.00 $ 0.00 $ 50.00 $ 0.00 $ 0.00 $ 50.00

Total $ 0.00 $ 0.00 $ 500.00 $ 925.00 $ 2,125.00 $ 1,375.00 $ 4,925.00

Cooley/ $ 0.00 $ 0.00 $ 0.00 $ 125.00 $ 375.00 $ 375.00 $ 875.00 Pavilion

Sunken Garden $ 0.00 $ 0.00 $ 125.00 $ 125.00 $ 375.00 $ 0.00 $ 625.00

Totals $ 0.00 $ 70.00 $1,605.00 $ 2,720.00 $ 4,830.00 $ 2,460.00 $11,685.00

2020 ANNUAL REPORT | 57 POLICE Daryl Green, Chief

Department Description

Our mission is to maintain order, preserve public safety and foster a better quality of life; making our City a better place to live, work and visit. Our vision is to build partnerships and utilize innovative strategies for a safer, stronger community.

Letter from the Board of Police Commissioners

Greetings:

On behalf of the Lansing Board of Police Commissioners, as Chairwoman I have the pleasure of sharing with the Lansing community some of the noteworthy events that took place in 2020 within the Lansing Police Depart- ment. Much like 2019, this year was filled with activity and positive motion, vene while dealing with COVID-19, which continues to be a challenge.

We have hired 16 new officers to date in 2020. One Detention officer who was sworn in as a police officer on December 7, 2020. So, I think it is safe to say 17 new officers in 2020!

Of these 17 new officers:

• 9 were sponsored to the Mid-Michigan Academy • 3 came to LPD from other agencies (2 out of • 3 were former LPD Interns state) • 2 were former LPD Explorers and LPD Cadets • 3 are US Military Veterans • 2 were former Detention Officers

The Lansing Police Explorer Post did not have a competition this year (2020) due to COVID. The explorer post was shut down from March through September due to safety concerns. However, we just hosted out first live meeting in October (10/7/20) after 8 months! It was great to see everyone and get back to business.

We were hoping to win our 3rd state competition championship in a row, however, COVID-19 got in the way. We previously won in 2018 and 2019.

This demonstrates an ongoing commitment to grow and build talent locally, as we develop future Lansing Police Officers, who will join the ranks of “Capital City’s Finest”.

Technology also continued to play a big role in the evolution of the department, with the introduction of Lansing PD (Michigan), a smartphone mobile application. The application is, a “One-Stop-Shop” for information at LPD. The Board of Police Commissioners would encourage our citizens to take advantage of this state-of-the-art technology, which will allow real-time interaction with our officers throughout the coming year.

The Board of Police Commissioners is humbled and dedicated to being charged with the City’s oversight of the Lansing Police Department. We take our responsibility seriously and look forward to continuing our role of working closely with Chief Green and Mayor Schor’s Administration to ensure excellence, integrity and accountability for the men and women who work within the ranks of “Capital City’s Finest”.

Sincerely, Patty Farhat, Chairwoman Representing City of Lansing At Large Board of Police Commissioners, Lansing Police Department

2020 ANNUAL REPORT | 58 Board of Police Commissioners Member and Meeting Information

Board Meetings are held the 3rd Tuesday of the month at 5:30 p.m. Staff Members include Chief Daryl Green, Ruth Grant, Administrative Specialist, Director of Human Resources, Director of Human Resources Community Services, Commission Investigator and Lansing City Attorney’s Office Legal Advisor.

NAME TITLE REPRESENTS APPOINTED EXPIRES Patty Farhat Chairperson At-Large 06/1996 06/30/2022 William Renfrew Vice-Chairperson At-Large 08/22/2005 06/30/2021 Clyde Carnegie Commissioner 4th Ward 09/20/2004 06/30/2024 DeYeya Jones Commissioner At-Large 08/24/2020 06/30/2024 Holly McDermitt Commissioner 1st Ward 08/24/2020 06/30/2021 Aaron Milton Commissioner At-Large 06/2019 06/30/2023 Julee Rodocker Commissioner 2nd Ward 04/23/2018 06/30/2022

2020 ANNUAL REPORT | 59 Letter from the Chief

On behalf of the men and women of the Lansing Police Department, I express my appreciation for the many community members that forwarded their sincere thoughts during a challenging year that presented a series of multiple critical issues. The strength of the Lansing Police Department was and is its employees that cou- rageously served in the face of a national pandemic, ongoing protests for police reform and an uptick in violent crime. Throughout 2020, Lansing Police Department stood firm and accepted the challenge to advance and enact meaningful reforms while simultaneously adjusting to a dynamic environment, the below are a few highlights:

• Developed a host of COVID-19 processes to mitigate employee and community exposures. • Completed eight implicit bias trainings which encompassed police and detention officers and supervisors. • Developed a police transparency web page to increase the ability of community members to locate key data. • Completed a community review of our use of force policy where we emphasized bans on chokeholds and shooting at moving vehicles; promoted descalation and critical intervention training and the duty of officers to intervene when observing excessive force. • Updated our search warrant policy, prohibiting “no-knock” warrants. • Our Violent Crime Initiative seized a record number of 140 plus illegal firearms. • Implemented an immigration policy to better guide officers concerning their contact with immigrants, officers do not ask immigration status. • Implemented a youth interaction policy to improve interactions between police and youth. • Police employee complaints are now posted monthly on our public data portal. • Implemented Hope Not Handcuffs, a substance abuse disorder program where officers assist persons in need of drug rehabilitation. • Began the Police Accreditation process through the Michigan Association of Chiefs of Police. • Established a police social work intern program with Michigan State University to bolster our efforts in addressing mental illness, homelessness and substance abuse.

We continue to partner with the Mayor’s Racial Justice and Equity Alliance to assist community members in reimagining the police department and creating a bias-free environment. While we are proud of our accomplishments, we fully understand we must meet this moment by diligently working to restore and strengthen community trust by listening, having honest dialogue, improving policies and training systems, and taking necessary action to respond to the community’s desire for a more equitable, empathetic, accountable, compassionate and professional police department.

Respectfully, Daryl Green, Ph.D. Chief of Police

2020 ANNUAL REPORT | 60 LPD Organizational Chart

Public Information Office

Robert Merritt, Public Information Director

The vital communication link between the Lansing Police Department, members of the community, and the media is achieved by the department’s Public Information Director (PID). Robert Merritt, is the department’s PID and reports directly to the Chief of Police. Public Information Director Robert Merritt can be reached at TX: (517) 483-4805 or Robert.Merritt@lansingmi. gov.

Responsibilities • Updates and maintains the Lansing Police Department’s social media platforms • Gathers facts and information and utilizes social media to relay pertinent information • Communication Liaison between the Chief and the Public • Issues Press Releases • Answers media queries • Produces printed material about the organization

2020 ANNUAL REPORT | 61 Office of Internal Affairs

Lieutenant Nathan Osborn Sergeant Nicholas Hughett

The Office of Internal Affairs is led by Lieutenant Nathan Osborn and Sergeant Nicholas Hughett whom report directly to the Chief of Police. The office investigates alleged violations of: USE OF FORCE, VEHICLE PURSUITS, FIREARM DISCHARGES, VEHICLE ACCIDENTS, COMMENDATIONS, AND OTHER REPORTED COMPLAINTS.

Each complaint is objectively investigated and a determination is made whether to sustain the allegation and take appropriate disciplinary action. Complaints against employees are formal complaints and employees are subject to discipline and additional training.

In addition to complaint investigations, Internal Affairs monitors: DEPARTMENTAL RULES, POLICIES, PROCE- DURES, COMPLAINT EARLY WARNING SYSTEM ALERTS, AND CIVIL COMPLAINTS.

Lieutenant Nathan Osborn can be reached at TX: (517) 483-4804 or [email protected]. Sergeant Nicholas Hughett can be reached at TX: (517) 483-4804 or [email protected].

Comparison Summary Formal and Informal Complaint Year Formal Informal 2011 42 172 2012 48 189 2013 53 154 2014 73 149 2015 70 93 2016 62 88 2017 44 69 2018 40 43 2019 39 162 2020 35 82

2020 ANNUAL REPORT | 62 Patrol Division

Captain Ellery Sosebee

The Patrol Division is a source of pride for the City of Lansing and is the largest division within the Lansing Police Department (LPD). The division is tasked to respond to calls for service and investigate criminal conduct and quality of life issues through evidence-based crime prevention strategies and community engagement. This division of the “Capital City’s Finest” is staffed with three shift Lieutenants, including Lieutenant Eric Pratl – Day Shift, Lieutenant Jeromy Churchill – Afternoon Shift, and Lieutenant Sean Mills – Night Shift. Each Lieu- tenant supervises five Sergeants and 30-32 Patrol Officers with five K-9 Handlers. Lieutenant Sean Mills leads the K-9 Unit. The Patrol Division further administers the Patrol Officer Field Training Officer Program for new Police Recruits.

LPD understands that mission success is dependent on continuous community and business engagement and the ability to develop and maintain solid City, State and Federal partnerships, all committed to the delivery of outstanding police services. One essential objective of the Community Services Unit (CSU) is to improve the quality of life for our residents by developing long-lasting relationships with the community to address crime, blight, school issues, homelessness, and drug dependency. Executive Lieutenant Ryan Wilcox and Sergeant David Burke lead a team of twelve Community Police Officers, three School Watch Officers, one Neighborhood Watch Officer, one Social Worker, and a number of Volunteer Units that perform crime victim advocacy, police chaplaincy, service desk operations, river walk patrol, handicap parking enforcement, school watch, and more. LPD participated in over 200 community events (many were virtual) which was challenging during the 2020 COVID-19 environment. The department practices Constitutional policing and dealt with a large volume of civil protests during this year.

Maintaining safe roads is the primary goal of our Traffic and Special Events Unit (TSEU) which is led by Ser- geant Donald Porter. TSEU maintains four motorcycle officers, four parking enforcement officers and one traffic crash-follow up officer. Members of the TSEU utilize police motorcycles and other advanced technology to conduct traffic enforcement, roadway escorts, and educational activities in high collision intersections to address public safety complaints. TSEU is further responsible for reviewing and providing law enforcement approval of special events permits issued within the City of Lansing. These events draw thousands of spectators and TSEU collaborates with the new Tactical Bicycle Unit, Mobile Field Force Unit, Special Tactics and Rescue Team, and the City of Lansing Emergency Management to ensure a heightened level of public safety preparedness.

Special Tactics and Rescue Team (S.T.A.R.T.)

The Special Tactics and Rescue Team (S.T.A.R.T.) is a specially trained assignment that utilizes advanced tactics and equipment along with trained negotiators to peacefully resolve critical high-risk operations. Team members complete hundreds of hours of additional training each year to make sure their skills are proficient. The team conducted over 50 high-risk search warrants and drug raids this year. They also handled several barricaded subjects and hostage incidents that occurred.

The Patrol Division demonstrates a diverse set of responsibilities that are highly visible and accessible in the Lansing community. Patrol personnel embrace the over-arching tenants of community policing and respect for constitutional rights undergirded by a commitment to transparency and accountability. As a result, Patrol Officers wear body-worn cameras, report all responses to resistance, and are trained in implicit bias, crisis intervention, and other de-escalation techniques to assist in safeguarding human life and dignity. LPD’s core institutional values support our mission to maintain order, preserve public safety and foster a better

2020 ANNUAL REPORT | 63 quality of life; making our City a better place to live, work, and visit. Finally, LPD is dedicated to improving safety in the City of Lansing and is committed to model best practices that focus specifically on the needs of our community.

Patrol Administration is assisted by one administrative assistant who maintains an assortment of responsibilities that include; auditing and tracking of employee time and budget accounting, coordination of building maintenance, supply and data management, and other clerical and administrative functions.

Captain Ellery Sosebee can be reached at TX: (517) 483-4606 or [email protected]

Patrol Division Statistics Executive-Lieutenant Ryan Wilcox, Lieutenant Eric Pratl and Lieutenant Sean Mills

Patrol Division Statistics Totals as of 12/1/2020 Arrests Made 2,673 Felony Arrests 1,435 Reports Written 12,281 Calls for Service Recieved From the 911 Center 70,160 Traffic Tickets Issued (Including Traffic Officers) 4,349 Community Meetings Attended By Patrol Officers 100

Chaplain Corps Sergeant Shawn McNamara

Lieutenant Shawn McNamara manages the Chaplain Corps. The Lansing Police Chaplain Corps has served the men and women of the department and the citizens of Lansing, for many years, in times of need and support. Lieutenant Shawn McNamara can be reached at TX (517) 483-6844.

Top Left: Chaplain Damon Milton is the Senior Pastor at The Voice of Power Church in Lansing. Chaplain Milton joined the Corps in the fall of 2014. Top Center: Chaplain Rosalinda Hernandez serves as Clergy at I AM Ministries in Lansing. Chaplain Hernan- dez joined the Corps in the spring of 2015. Top Right: Chaplain Alex Pickens III is an Ordained American Baptist Pastor, attending Pilgrim Rest Baptist Church. Chaplain Pickens serves as a Community Outreach Minister in Lansing by focusing on first responders. Chaplain Pickens joined the Corps in the fall of 2014. Bottom Left: Chaplain William Renfrew has served as an Associate Pastor at St. Paul’s Episcopal Church. He serves on the Board of Police Commissioners and is a retired Lansing Police Department officer. Chaplain Renfrew joined the Corps in 1990. Bottom Right: Chaplain Clyde Carnegie has served the Friendship Baptist Church as their Senior Pastor and serves on the Board of Police Commissioners. He joined the Corps in 1990. of public safety preparedness.

2020 ANNUAL REPORT | 64 Lansing Police Department Advocates

Sergeant Shawn McNamara

The Lansing Police Department Victim Advocate Unit consists of 14 volunteers that respond to critical incidents to assist officers with distressed families. In 2019, advocates responded to 98 call outs. They assisted with deaths involving fires, drownings, homicides, car accidents, motorcycle accidents, suicides, and overdoses. They also assisted with baby and natural deaths. Advocates provide information, emotional support, comfort, and resources. The advocates are on call 24 hours a day, 365 days a year. The Unit is supervised by D/Sgt. Shawn McNamara.

Additionally, the Victim Advocate Unit is involved in community support. The Advocates have walked in the Out of the Darkness Suicide Prevention walk to help raise awareness of suicide and its lasting impact on families and friends. Since November of 2018, the Victim Advocates have donated money and purchased Thanksgiving meals for families in need in the Lansing area. The Advocates plan on continuing these as yearly community events.

The Lansing Police Department Victim Advocate Unit received statewide recognition and was awarded the 2019 Victim Advocate Unit of the Year by the Michigan Sheriffs’ Association Victim Services Advisory Committee. LPD’s Victim Advocate Unit is the first city in the state to receive this recognition. While the response of our Victim Advocates was hampered as a result of COVID-19, the unit performed admira- bly throughout a challenging year.

Community Services Unit

Sergeant David Burke

The Lansing Police Department Community Services Unit (CSU) consists of multiple individualized units under one umbrella. These diverse work groups include our 12 Community Police Officers (CPO), 1 Community Ser- vices Officer, 1 Community Services Sergeant, Volunteer Services, Police Chaplaincy, 1 Social Worker and the Lansing Police Department (LPD) G.R.E.A.T. Program. The unit created a monthly Neighborhood Initiative monthly video to facilitate community communications.

2020 ANNUAL REPORT | 65 With community outreach and engagement a central focus of the CSU, officers have represented the Lansing Police Department at over 200 Events. These events range from community meetings to picnics, food distribu- tions, festivals, athletic events, school district outreach, safety presentations, site security assessments, mental health outreach and many more. They also facilitated fundraising for a city employee, who lost everything in a house fire.

Community Policing Officers (CPO’s)

CPO’s have also taken on several additional initiatives in the last year including providing resources to our homeless population in the downtown sector. CPO’s facilitated a safe environment for Trunk-or-Treat at the Opera- tions Center. The CPO’s are looking forward to continuing their very active role within our neighborhoods, and to finding lasting solutions to complex quality of life issues.

Community Services Officer (CSO)

The CSO is responsible for administering our Neighborhood and Business Watch programs, creating quarterly safety newsletters, providing safety presentations and security assessments, monitoring our city alarm program, and representing LPD at events and meetings throughout the community. In 2019, Officer Anthony VandeVoor- de managed 106 Business Watches, 116 Neighborhood Watches, 120 Apartment Manager Groups, produced a quarterly newsletter received by over 160 residents and business owners, monitored the Alarm Program, recruit- ed and provided training to new volunteers, responded to dozens of neighborhood complaints, maintained the Neighborhood Watch Facebook page, participated in many committees and initiatives, and performed meaningful outreach at the schools, Sparrow Hospital, and within the Operations Building.

Volunteer Services

The Volunteer Services Unit assisted LPD by utilizing volunteers for the River Walk Patrol, handicap parking enforcement, Victim Advocates, Police Chaplaincy, and staffing the front desk of the Operations Building. Dozens of citizens helped out in various capacities in 2018, and many more have begun to sign up as word of worthwhile opportunities increases. Our volunteers remain an integral part of our mission to serve the citizens of Lansing, and provide a safer community for all those that visit and live here.

Social Worker

The LPD Social Worker functions as a bridge between the Police and the City’s many social agencies who serve the homeless, mentally ill, and those suffering from substance addiction. The Social Worker’s focus is to serve the need of citizens with wrap-around services, thereby allowing Officers to focus on public safety.

Community Services Unit

Lieutenant Ryan Wilcox Sergeant David Burke

Community Services Officer

Officer Anthony VandeVoorde

Community Police Officers

CPO Brent Traskie - North Town Neighborhood CPO Matthew Danko- Moores Park Neighborhood CPO Jacob Kocan- Baker Street Neighborhood

2020 ANNUAL REPORT | 66 CPO Kenneth Schafer- Kalamazoo Street Corridor CPO Glenn Briggs- Jolly/Waverly Corridor CPO Anthony Vandevoorde- South Washington Corridor (temporary) CPO Alina Harrington- Potter/Walsh Neighborhood CPO Dillon Reust- Downtown District CPO Tori Klewicki-McNutt- Genesee Street Corridor CPO Andrew Dama- Reo/Risdale CPO Jillian Colby (promoted)- S Washington CPO Gino Tocco - Edgewood

G.R.E.A.T. Program - Gang Resistance Education and Training

Captain Rodney Anderson

The G.R.E.A.T. Team seeks to increase the level of trust between the police and the community’s youth. The G.R.E.A.T. Team’s goal is to instill youth with necessary social skills that will enhance their ability to resist gang membership and promote high moral and civic standards. The G.R.E.A.T. Team is led by Captain Rodney An- derson. Due to the COVID-19 Pandemic in March 2020 all school-based and community outreach activities for the G.R.E.A.T. Program were suspended for the duration of the year in the best interest of public safety. The G.R.E.A.T. Team is working with the National G.R.E.A.T. Program Office, the Lansing School District Administra- tion and other community stakeholders to formulate safe interim approaches to facilitate the G.R.E.A.T. program in 2021 via virtual platforms and other strategic approaches that allow for the safety of officers and the public.

LPD core G.R.E.A.T Team is made up of (8) officers and (1) interagency member from the Michigan Attorney General’s Office. The G.R.E.A.T. Team Coordinator Capt. Anderson can be reached at (517) 483-6831 or [email protected]

G.R.E.A.T. Program Partners

• Lansing Parks & Recreation • Peckham Industries • Lansing School District • City of Lansing HR Dept. • Michigan State Police • The Printing King • Boys & Girls Club of Lansing • Celebration Cinema • Ingham County Circuit Court • Big Brothers & Big Sisters • Southside Smitty’s BBQ • Capital Area District Library • MSU Federal Credit Union • Child & Family Charities • Michigan Supreme Court • Shaheen Chevy Team • Moneyball Sportswear • Men Making A Difference • Dean Transportation • Power 96.5 Radio Station • Sparrow Hospital • Kroger • Resolution Services Center • Lansing Public Media Center • Meijer • The Work / PPNG • Lansing Ignite Soccer Team • Mid-MI Leadership Academy • Defy Extreme sports • Capital Area Soccer League • Lansing Fire Department • Lansing Uniform • MSU Rugby Football Club

Community Outreach

• Coat Bank @ St. Luke • Veterans Day Ceremony • Trunk or Treat Event • Crime Prevention Seminars • Power 96.5 School Supply Drive • Crime Stoppers • Walking Wednesday Recycle Rama • Churchill Downs Bulk Trash Clean-Up • Coffee with A Cop • Southside Church Questions & Answers • Cristo Rey 5K Charity Run • Dr. Morrell Ministries • Families in Need / Gift & Groceries • No Senior Without Christmas • Sparrow Hospital Gift Giving Event

2020 ANNUAL REPORT | 67 Police Athletic League (P.A.L.)

Sergeant Eric Pratl has assumed the responsibilities as the P.A.L. President. He and his board are brainstorming ideas for fundraising and will be holding fundraising events in 2021 along with FREE spots programs for kids.

Polar Plunge

The Polar Plunge was held January 26th, 2020 at Cooley Law Stadium. Numerous LPD officers participated in the plunge. The Capital Area Dive Team and ELFD medics provided excellent service to participants. Several officers also participated in the Row Raiser.

Tri-County TRIAD—No Senior without a Christmas

Since 2000, the Lansing Police have continued to collaborate with Tri-County TRIAD, which promotes elder quality of life through advocacy, assistance, education and training. The department recognizes the value, dignity, and worth of our elder community and outreach remains a priority. The main goal is to assist senior citizens with independent living and ensure their safety while residing in the Capital City. The department continues to connect with numerous elders, monthly, in addition to raising donations and helping deliver 175 Christmas baskets annually to seniors in need.

Law Enforcement Torch Run for Special Olympics

In the past, Lansing Police personnel has participate in several fundraising events that help Special Olympics Michigan. Among the more traditional are the Polar Plunge, Row Raiser, Summer Games Kick-Off Rally at the State Capitol and The Midnight Run, in September. Due to the COVID-19 pandemic and the need to social distance this event was canceled for 2020.

Citizens’ Police Academy

The 2020 Citizens Police Academy was cut short due to COVID-19 and the need to social distance. The LPD- CPA is a 40-hour course of instruction designed to provide our community with information about the people, assignments, equipment, policies, law, and overall operation of the department. Our hope is that the instruction will dispel misconceptions, eliminate speculation and increase police/community rapport through this educative process. This service helps the department become aware of public concerns and misunderstandings.

Sparrow Hospital Gift Giving Event

The CSU Team partnered with Sparrow Hospital Pediatric Unit for the Annual Holiday Gift Giving event. This event is an opportunity for officers to spread some cheer and a few gifts to young people that are admitted to the ward during the holiday season. This event allows patients and public safety professionals to spend time getting to know each other. Up to $500 in gift were donated.

Community Partnerships

Our department is staffed by dedicated men and women who adhere to the value of working in partnership with the community all while striving for excellence and accountability. Working in partnership with our community to identify and address public safety and other quality of living issues while embracing the diversity of our neighborhood organizations, schools, PTO’s, business associations, service clubs, and religious and educational institutions.

• Cristo Rey • Power 96.5

2020 ANNUAL REPORT | 68 • Business Watch • Tri-County TRIAD • Downtown Business Association • Mid-Michigan Police Academy • Rejuvenating South Lansing • Walnut Park Apartments • Lansing School District • Lansing Promise and HOPE Program • Jail Diversion and Community Mental Health • Lansing Police Advisory Board • Retired Senior Volunteer Program • Handicap Enforcement Volunteers • Victim Advocates • G.R.E.A.T. Sparrow Hospital Gift Giving Event • Old Newsboys • Violent Crime Initiative • Department of Justice • Michigan State Police • Keystone COPS Luncheon • Community Oriented Policing Association • Hungry Howies • Biggby Coffee / E. Jolly • Lansing Police Explorer Post #911

LPD Bicycle Unit

Captain Katie Diehl and Sergeant Brent Sorg

The Lansing Police Bicycle Unit consists of over one hundred trained officers, including, Community Polic-ing Officers (CPO). Bicycle Officers serve in addition to their regular assignments to assist with problem-solving efforts and other activities. The mobility, visibility and accessibility of the unit make them an integral part of crime fighting, special event security and community engagement. Due to the COVID-19 pandemic many of the events and engagements our Bicycle Unit participated were canceled or suspended. The Bicycle Unit is led by Captain Katie Diehl, who can be reached at TX: (517) 483-4682 or [email protected] and Sergeant Brent Sorg, who can be reached at TX: (517) 483-4632 or [email protected]

20 Bicycle Unit Activities, Civil Demonstrations and other Protests, Walking Wednesday, Trunk or Treat and More!

Unmanned Aircraft Systems Unit

Sergeant Anthony Sandoval

The Department is equipped with two commercially available unmanned aircraft systems (UAS) used to enhance patrol situational awareness during tactical circumstances. The UAS Unit operates with FAA approval through a Certificate of Waiver Authorization to provide aerial video surveillance of police operations on the ground. The UAS platforms were used to assist the Board of Water and Light, Capital Area Dive Team, START Team and Pa- trol Division during high-risk critical incidents.

2020 ANNUAL REPORT | 69 Special Tactics and Rescue Team (S.T.A.R.T.)

Lieutenant Ryan Wilcox & Sergeant Kevin Schlagel

The Special Tactics and Rescue Team is led by Sgt. Kevin Schlagel, Team Commander. Since 1973, the team was given the designation as the “Special Tactics and Rescue Team” (S.T.A.R.T). Since the team’s inception the mission of the team is to save lives, that will never change. This mission is accomplished by team member dedication, specialized training and superior logistical support. The team is compromised of several specialized cores teams including, Tactical Officers, Crisis Negotiators, Canine Teams, Communication Teams from Ing- ham Country Central Dispatch, Intelligence Analyst, UAS and Robotic operators and Tactical Emergency Medical Service (TEMS) from the Lansing Fire Department. Each core team member brings specialized training to an incident to help bring it to a peaceful resolution. Sgt. Kevin Schlagel can be reached at (517) 483-4838. kevin. [email protected]

Performance 2016 2017 2018 2019 2020 as of Measures 10/8/20 Hostage 0 1 1 1 2 ATUV Re- 0 0 0 0 0 sponse Weapons Se- 37 29 25 28 cured Barricaded 2 3 3 8 2 Subjects High-Risk Ar- 3 2 3 5 1 rest Detail Search War- 13 9 10 30 15 rant Emotionally 6 2 1 5 5 Disturbed Per- son Response Buy Busts 0 0 0 0 0 Drug Raids 53 44 40 35 Civil Unrest 2 0 1 0 5 Dignitary Pro- 1 0 0 0 0 tection Rapid Re- 30 18 25 8 8 sponse Vehicle Incident Educaton Pre- 17 5 sentations

2020 ANNUAL REPORT | 70 AVI React 10 Teams

K-9 Unit

Sergeant Sean Mills

Number Canine Team Specialties Assignment 1 Brian Rendon/ K-9 Mac Narcotics Platoon 1 2 Rachel Bahl/ K-9 Chief Narcotics Platoon 1 3 Jennifer Pung/ K-9 Mako Narcotics Platoon 2 4 Ethan Murlick/ K-9 Fury Explosives Retired 5 Bryant Wilson/ K-9 Django Explosives Platoon 3 6 Austin Brown/ K-9 Rocky Explosives Platoon 3 7 Kris Brooks/ K-9 Lucca Explosives Platoon 3 Trainer Officer Brian Rendon Trainer Platoon 1 Supervisor/ Lieutenant Sean Mills Supervisor / Trainer Platoon 3 Trainer

The Lansing Police K-9 Unit is currently comprised of seven teams, three patrol/narcotics teams, three patrol/ explosives teams, and one single purpose explosives team. In addition we currently have two teams assigned as START Tactical K-9 Teams.

This year there was again some change over in the ranks of the K-9 Unit. Officer Murlick retired K-9 Fury. A process was run and Ofc. Kris Brooks was selected as the new handler. Ofc. Brooks and his new partner K-9 Lucca, attended their basic K-9 School at the Oakland Police Academy and returned to the Patrol Division in November as our newest Patrol/ Explosives team. Lucca was imported from the Czech Republic and purchased through Shallow Creek Kennels in Pennsylvania.

Lt. Mills was also authorized to handle a single purpose explosives K-9. K-9 Tia was trained by Lt. Mills and is certified in explosives detection through the National Association of Professional Canine Handlers. Lt. Mills intends to continue Tia’s training to include vapor trailing techniques in order to give the K-9 Unit a tool for large venues and events such as Silver Bells. Tia was imported from Hungary and purchased through Vohne Liche Kennels in Indiana.

Moving forward, the K-9 Unit hopes to remain a regional leader in the field of police canine work, hosting additional training seminars in the coming year. Ofc. Rendon and Lt. Mills were granted their certifications as Master Trainers through the National Association of Professional Canine Handlers and are now able to certify canine teams through the association. The unit will also be looking to the future to find an appropriate handler to begin the process of becoming a trainer as Ofc. Rendon only has two years remaining before he is eligible for retirement. The team’s ultimate goal will remain to serve the citizens of Lansing by locating illegal narcotics, explosives, and wanted perpetrators while keeping our officers as safe as possible.

2020 ANNUAL REPORT | 71 Moving forward, the K-9 Unit hopes to remain a regional leader in the field of police canine work, hosting additional training seminars in the coming year. Ofc. Rendon and Lt. Mills were granted their certifications as Master Trainers through National Association of Professional Canine Handlers and are now able to certify canine teams through the association. The unit will also be looking to the future to find an appropriate handler to begin the process of becoming a trainer, as Ofc. Rendon only has two years remaining before he is eligible for retirement. The team’s ultimate goal will remain to serve the citizens of Lansing by locating illegal narcotics, explosives, and wanted perpetrators while keeping our officers as safe as possible.

Training

LPD K-9 training days continue to be a host for Eaton County Sheriff’s Office teams, Grand Ledge Police Depart- ment team, as well as the Shiawassee County Sheriff’s Office team. Unfortunately due to COVID-19 all additional trainings were canceled.

K-9 UNIT STATISTICS Comparison 2015 2016 2017 2018 2019 2020 as of 11/19/2020 Arrests 82 27 51 44 26 35 Searched 132 110 118 147 102 71 Tracks 143 77 105 83 111 123 Assistance 37 31 39 31 26 20 Demo’’s 23 23 17 25 20 6 Forfeitures $3,112 $0 $11,193 $5,717 0 0 Total Deployments 230

• Teams attended the NAPCH Alpena National Seminar. This seminar is one week long at the Alpena Combat Readiness Training Center in October of each year. Ofc. Rendon and Sgt. Mills both serve as trainers during this week which was attended by over 320 dog teams from the U.S. and Canada this year. • Teams also attended a High Stress Scenario and Decoy Workshop in Marshall, MI this year. The seminar was led by two KNPV trainers from Holland. Handlers gave fantastic reviews of the training. • This year the second Capital Regional Training Day was held in April. The day was led by Lansing PD, East Lansing PD, Michigan State University PD, and Ingham County Sheriff’s Office. The day was also attended by Meridian Twp. PD, Morrice PD, Bath Twp. PD, Eaton County Sheriff’s Office, and Shiawassee County Sheriff’s Office. The day was a huge success utilizing four different training venues. Due to the overwhelming success over the past two years, this day will continue to be held annually. • LPD K-9 training days continue to be a host for Eaton County Sheriff’s Office teams as well as the Shiawas- see County Sheriff’s Office team.

Equipment

At this point, all of the K-9 Vehicles have been updated to Ford Explorers and all have been outfitted with the Hot Pop Systems which increases the dog’s safety. Citizens’ Police Academy

2020 ANNUAL REPORT | 72 Traffic and Special Events Unit

Sergeant Donald Porter

The Traffic Unit and Special Events Unit work special events and patrol the City for traffic violations. Members of the unit are Sergeant Donald Porter, Officer Andrew Becker, Officer Robert Bricker, Officer Peter Howard, and Offi- cer Daniel Riedel. During the year, the Traffic Officers were assigned to 18 special events. Sergeant Donald Porter can be reached at TX: (517) 483-4667 or [email protected] Traffic Follow-Up Subpoena Service

Sergeant Donald Porter & Officer Dylan Zehr

The Traffic Follow-Up Officer is responsible for a variety of duties which include:

• Quality control on vehicular crash reports for accuracy • Completing follow-up investigations on incomplete or hit and run crashes • Managing the departments towed vehicle system • Organizing the City’s abandoned vehicle auctions • Maintaining proper records • Ensuring correct LEIN entries are made.

Traffic Follow-Up 2017 2018 2019 2020 as of Statistics 11/1/2020 Hit and Run 1,093 1,008 1,083 958 Investigations Abandoned 4,000 4,100 3,640 998 Vehicles Towed/ Processed Abandoned 7 10 11 6 Vehicle Auctions

2020 ANNUAL REPORT | 73 Traffic Crash Reconstruction Unit

Sergeant Donald Porter

The Traffic Crash Reconstruction Unit, is a unit of specially trained officers who investigate serious life-threatening and/or fatal traffic crashes. Members of the unit are Sergeant Donald Porter, Sergeant Brent Sorg, Sergeant Beth Frazier, Detective Peter Scaccia, Officer Dustin Belill, Officer Timothy Mapley and Detective Ryan Kellom.

Traffic Crash Reconstruction Unit Statistics 2017 2018 2019 2020 as of 11/1/2020 Investigations 22 26 21 29 Handled Fatalities 15 11 9 10 Warrants Issued 8 11 7 8

Honor Guard

Captain Ellery Sosebee

The Lansing Police Department Honor Guard was formed in 1999 and is comprised of specially trained sworn personnel. They have earned a high level of respect for their precision and attention to detail. The unit stands ready to provide services and assist with a variety of ceremonies and special events. The unit’s primary function is to provide honors for officers who have lost their lives in the line of duty. The Honor Guard also serves as the formal representative of the Lansing Police Department. As such, the Honor Guard regularly participates in a number of community events and ceremonies. The unit also pays tribute to the lives and service of retired Lan- sing Police Officers by providing honors at retiree funerals.

Honor Guard Members include: Captain Ellery Sosebee, Lieutenant Sean Mills, Sergeants Keegan Stitt, Nick Hughett and Corey Campbell, Detectives Pete Scaccia, Shannon Thielen, Martha McGonegal, and Jeremy Won- nacott, Officers Andy Becker, Sam Fearnow, Kris Brooks, Jenni Maatman, Brent Traskie, Robert Olson, and Patrick Muller. The Honor Guard Commander, Captain Ellery Sosebee can be reached at (517) 483-4606 or by email at: [email protected]

Events: Personnel: • Funeral Detail: LPD Retiree R. McClean • One member resigned from the unit. • Funeral Detail: LPD Retiree S. Klein • Funeral Detail: LPD Retiree R. Warner • Funeral Detail: LPD Retiree Ron Seyka • Color Guard Breslin Center: Michigan State University Basketball • Peace Officer Memorial Day: Michigan Law Enforcement Memorial • Line of Duty Funeral: MSP Trp. C. Starr • Michigan Police Unity Team Thin Blue Shoreline Ride Ceremony • Funeral Detail: LPD Retiree R. Adams • Lansing Police Department Virtual Awards Ceremony • Funeral Visitation: B. Ludwig

2020 ANNUAL REPORT | 74 Explorer Post #911

Lieutenant Matthew Kreft

The Lansing Police Explorer Post has been a part of the Lansing Police Department for the past 51 years, and is currently managed by Lieutenant Matt Kreft. The Explorer Program is designed for young adults between the ages of 14 and 21. The purpose of the Explorer Post is to introduce youth to the area of Law Enforcement in the hopes that it will assist them in deciding on a career path. This is accomplished through training in various law enforcement subject matter, and by accompanying officers on ride-alongs. The program also seeks to introduce members to a paramilitary organization, community service events, physical fitness training, military drill and ceremony, uniform and grooming standards, character development, and leadership skills.

Unfortunately due to COVID-19, the annual Explorer State Competition and Explorer Academy were both canceled this year. The LPD Explorer Post has recently won the State Competition Championship in 2018 and 2019 and were hoping to achieve 3 wins in a row, but will have to instead focus on the Competition in 2021 to achieve this goal. Additionally, Post Meetings were canceled for most of the year but were restarted in October utilizing an online platform to keep all members safe. Finally, 3 Explorer Post members were hired into police cadet positions at LPD this year, thus continuing our fine tradition of adding to “Capital City’s Finest” and furthering our farm system of recruiting.

Lieutenant Matt Kreft completed his ninth consecutive year serving on the MYLEAC State Oversight Committee for Youth Police Exploring in the State of Michigan. Members are comprised of 15 police officers and medical professionals from around the state that sit on this committee, which is charged with organizing the statewide events, ensuring that all laws and regulations are being followed, and promoting youth police exploring in the State of Michigan. Lieutenant Matt Kreft can be reached at TX: (517) 483-4613 or [email protected].

Explorer Post Activities Totals Members 28 Community Services Events 3events, totaling 231 hours Patrol Ride-Alongs 160 hours Hands-On Training 420 hours

Advisor Cadre: • Post Advisor - Lieutenant Matthew Kreft • Advisor - Sergeant Angela Matthews • Advisor - Officer Alina Harrington • Advisor - Officer Jacob Schmidt • Advisor - Officer Adam Booth • Advisor - Officer Zachary Johnson • Associate Advisor - Officer Anthony Sandoval

2020 ANNUAL REPORT | 75 Investigations Division

Captain Robert Backus

In 2020, the Lansing Police Department Investigations Division was forced to deal with the effects of COVID-19. During the first months of the department’s Coronavirus response, the Investigations Division moved several of its specialty units into different temporary assignments in an effort to limit employee exposures as well as support the department’s patrol functions. Members of the Detective Bureau worked both remotely and in the office on a revolving schedule to mitigate any potential spread of the virus.

Members of Special Operations Section were utilized to manage the department’s supply and equipment chain. They were also utilized to take low priority reports over the phone for citizens who needed assistance and could not have contact with police officers face to face. Our Violent Crime Impact team (VCI) was placed back in a strictly patrol function for approximately 60 days as a result. This year saw an increase in violent crimes; specifically those relating to firearm violence. This included a sharp increase in non-fatal shootings and in homicides. The Detective Bureau, Violent Crime Impact team and Michigan State Police partners worked diligently throughout a long and busy summer to identify and arrest accused subjects involved in these crimes and for other weapon related offenses. We continue to maintain our strong partnerships with our local tri-county law enforcement agencies, the Michigan State Police and their Secure Cities Partnership, and multiple Federal Law Enforcement agencies (FBI, DEA and ATF).

The Investigations Division also includes the Crime Analysis and Intelligence Unit. The unit consists of three full time analysts and two part time analysts from the Michigan State University graduate level Law Enforcement Intelligence and Analysis program. This group is responsible for our newest effort to incorporate a Real Time Crime Center within the Investigations Division which will assist all divisions in their response to crime. These improvements support the department’s efforts to replace outdated technology related to the Public Video System and to incorporate new software to assist in our response and investigations of criminal activity.

The Investigations Division will continue to work together to make our community a safer place for all. Thank you for your support and please know you have a dedicated and winning team which seeks to serve the citizens of Lansing at a professional level. Please contact me at (517) 483-6883 or [email protected] for any questions or if I may be of any assistance.

Department of Justice - FBI Crime Statistic By Year Population 2016 116,694 Population 2017 115,119 Population 2018 116,302 Population 2019 117,380

2020 ANNUAL REPORT | 76 The table below shows the official numbers posted by the FBI for eight major crime types.

Offenses Year 2016 2017 2018 2019 Violent Crimes 1341 1321 1301 1313 Murder and 9 14 8 12 Non-Negligent Manslaughter Rape (sexual as- 142 108 149 140 sault with pene- tration) Robbery 260 238 182 178 Aggravated As- 930 961 962 983 sault Property Crimes 3343 3579 3579 3376 Burglary (forced 897 883 868 763 entry or intent to commit) Larceny (includes 2,053 2,267 2,252 2,225 retial fraud-theft) UDAA - Stolen 375 399 437 367 Vehicles Arson 18 30 22 21

Detective Bureau Robbery 178 City Lansing Aggrevated As- 983 sault Population 118,953 Property Crime 3,355 Violent Crime 1,313 Burgulary 2,763 Murder & Non-neg- 12 Larceny - Theft 2,225 ligent Manslaugh- Motor Vehicle 367 ter Theft Rape 140 Arson 21

2020 ANNUAL REPORT | 77 Special Operations/Narcotics Section

Lieutenant Michelle Spoelma & Sergeant Kristopher Doerr

Forfeiture Cases and Total Number of Uniform/SOS Cases

NOTE: Uniform Crime Reporting (UCR) data for 2018 are preliminary semi-annual audits. The numbers below are from the Federal Bureau of Investiga- tions Report. | Lieutenant Michelle Spoelma can be reached at TX: (517) 483-4821 or [email protected]

SOS Activity 2015 2016 2017 2018 2019 2020 as of 11/30/2020 Raids 58 45 46 40 30 11 Arrests 135 101 78 115 45 18 Guns Seized 60 51 40 41 25 8 Money Seized $760,770 $518,933 $196,721 $156,676 $58,960 $109,466 Controlled Buys 487 418 314 346 283 160 Hand-to-Hand 39 20 13 25 25 5 Narcotic Buys Narcotic Loitering 501 407 273 270 235 129 Letters Prostitution Loitering 7 4 5 0 2 0 Letters Value of Narcotics $937,782 $2,160,000 $5,981,168 $1,575,000 $442,340 $118,189 Seized Total Number of 956 813 382 308 236 341 Uniform/ SOS Cases Cocaine (Tracked by 86 cases 73 cases 131 cases 1,583.68 2955.48 312 gm cases & grams) 50,377.12 gm gm Marijuana Plants Not Not 271 174 0 0 Tracked Tracked Marijuana (Tracked 216 cases 160 cases 169 cases 31,273.81 506.31 3.52 gm by cases & grams) 19,932.6 gm gm Marijuana (Other Not Not 2 gm 49,611.1 506.31 0 product by grams) Tracked Tracked gm

2020 ANNUAL REPORT | 78 Heroin (Tracked by 79 cases 73 cases 58 cases 701.99 gm 66.69 463 gm cases & grams) 0.2 gm 3,970.2 gm Meth (Other Tracked Not 4.4 gm 1,441.8 gm 1,187.17 1,375.52 98 gm by grams) Tracked gm Drug House 26 23 23 250 310 - Investigation Other (Tracked by $170 109 units 179 units 352 units 319 286 units dollars & units) MDMA, COdeine, Ecstacy, Prescription Amalogues, Buspi- rone Hydrochloride Assist Outside 0 1 47 108 31 37 Agency Surveillance Hours 284 166 2,742 4,387 4,044 3,632 Search Warrants Not Not 16 42 25 11 Tracked Tracked

Crime Scene Investigations Unit (C.S.I.)

Sergeant Beth Frazier, Officer Michael Lam, Officer Mark Stanley & Officer Samuel Fearnow

Crime Scene Investigation (C.S.I.) requires the application of diligent and careful methods by which investigators recognize, identify, preserve, and collect evidence. This helps determine what actually occurred during the commission of a crime. The C.S.I. Unit is trained in crime scene processing, the care and handling of physical evidence, trace evidence, fingerprinting, photography, casting, and courtroom sketches. The Investigators are multidimensional as they are summoned to crime and accident scenes that involve many different structures, vehicles, terrain, weather, and a multitude of case investigators to satisfy interests. C.S.I. Investigators are committed to obtaining cutting edge training and identifying best practices within this discipline. Sergeant Beth Frazier can be reached at TX: (517) 483-4659 or [email protected].

Month # of # of # of # of # of # of # of # of # of #of Scenes Photos Vehi- Prints Videos Search- QM Foot- DNA Dia- cles es Cases wear Swabs gram Oct. 12 1842 7 12 0 3 0 0 164 6 Nov. Dec. Total 93 16154 69 63 0 50 0 5 1080 75

2020 ANNUAL REPORT | 79 Violent Crime Impact Team (V.C.I.)

Lieutenant Michelle Spoelma & Sergeant Jonathan LaCross

The Violent Crime Initiative again exceeded the number of firearm seizures from the previous year. This team is comprised of Lansing Police Officers and Michigan State Police Troopers and regularly deploys with the assistance of Federal ATF and FBI Agents, LPD Task Force Officers and officers and detectives from our surrounding area Law Enforcement agencies. VCI operates in coordination with the Ingham County Prosecutor’s Office and is assigned a designated prosecutor from their office. Additionally, the VCI also worked with the U.S. Attorney’s Office of the Western District of Michigan to prosecute cases related to firearm seizures. VCI Sergeant Jonathan LaCross from the Lansing Police Department. Sergeant Jonathan LaCross can be reached at TX: (517) 483-4484 or [email protected].

V.C.I. Impact 2016 2017 2018 2019 2020 as of Team 11/30/2020 Statistics Arrests 167 172 111 99 28 Misdemeanor Arrests Felony 164 296 280 252 169 Tickets/ 111 204 76 128 92 Warnings Contact Cards 104 93 38 58 1 Handguns 39 62 69 82 111 Seized Long Guns 16 10 12 26 10 Seized Calls for Ser- 172 128 54 134 153 vice Traffic Stops 315 595 321 630 438 Surveillance 2,750.5 3,378 3,449 2,867 2,402 Hours Intel/Work-Up 1,092 869 794 589.5 464 Hours Number of 210 362 280 275 168 Reports Total Report 311.3 518 428 541 474 Hours Knock and 153 201 175 167 38 Talks

2020 ANNUAL REPORT | 80 Hot Spot 516 820 313 406 70 Policing Hours Search War- 77 83 82 71 50 rant / Assists Parole/Proba- 48 199 105 57 66 tion Violations Training Hours 1,460 1,677 1,373 906 365 Forfeiture 15,430 8,903 48,285 20,181 $24,583 Assist Outside 702.5 986 734 394 73 Agency Hours Phone Orders Not Tracked Not Tracked 51 30 9 Follow-Up on Not Tracked Not Tracked 74 49 25 Search Warrants

Capital Area Dive Team

Sergeant Michael VanBeek

The Capital Area Dive Team (CADT) is led by Sergeant Michael VanBeek, Team Commander. Team members are Lansing Police Department’s Detective Garrett Hamilton, Sergeant Randall Hon, Officers Dustin Belill, Jacob Schmidt, Tyler Stelljes, Eric McDowell, Bailey Ueberroth, and Christopher Clew. Ingham County Sheriff’s Depart- ment Sergeant Bob McElmurray, Deputies Cheryl Huhn, Paul Richards, Chris Hagerman, Ryan Drury, David Drury, and Nate Olson. Eaton County Sheriff’s Office Deputies Pete Walter and Ryan Keast, Clinton County Sheriff’s Office / Bath Township Police, Officer Kip Harmon, and Dive Physician, Dr. John Dery.

The CADT responds to all sub-surface open water incidents in Ingham, Eaton, and Clinton Counties. This includes open water rescue and recovery, ice rescue and recovery, body search and recovery, motor vehicle recovery and underwater crime scene investigation. The team additionally provides security and law enforcement at special events in and around local waterways, provides water safety presentations and marine law education.

The CADT supplements local fire departments with open water surface rescue and is the only unit capable of sub-surface search, rescue, and recovery in the area. Sergeant Michael VanBeek can be reached at TX: (517) 483-4632 or [email protected].

Performance Measurements 2017 2018 2019 2020 as of 11/15/2020 Training Hours 1,050 1,110 862 460 Evidence Recov- 6 2 9 4 eries

2020 ANNUAL REPORT | 81 Body Search Calls 4 8 4 2 Actual Body Re- 4 4 4 1 coveries Special Events 14 16 13 1 and Demonstra- tions Rescue Call-Outs 5 16 6 2 Persons Rescued 6 2 2 2 Common Ground 4 4 4 0 Deployment (days) Special Underwa- 4 5 1 1 ter Services Vehicle Search 4 4 5 2 and/or Recoveries

Cold Case Detective

The Lansing Police Department Cold Case Unit was created in 2014 to address unsolved homicide cases and become the voice of crime victims. The Cold Case Investigator is responsible for the following related tasks: evidence inventory and ensuring it is analyzed using the latest technology, seeking information from previously assigned investigators and re-interviewing witnesses and suspects when necessary. New approaches gained from cold case specific training and evolving methods in analysis of evidence have opened the door to many new investigatory possibilities. The Cold Case Detective routinely works in conjunction with other law enforcement agencies. The Lansing Police Department recognizes the importance of solving as many open homicide cases as possible in order to bring those accountable to justice and provide closure to the families. The Lansing Police Department encourages all persons that may have information about an unsolved Lansing homicide to contact the Department. Detective Shannon Thielen can be reached at TX: (517) 483-6858 or Shannon.Thielen@ lansingmi.gov.

Administrative Services Division

Captain Rodney Anderson

The Lansing Police Department (LPD) Administrative Services Division includes the Property and Supply Unit, Detention and Budget and Payroll.

Property and Supply consists of one Sergeant, one Officer and one civilian position. Their day to day role includes issuing, ordering and requesting uniforms and equipment for the department’s sworn and non-sworn members. They also collect, store and review all of the case related evidence collected by officers, detectives and crime scene technicians. They are responsible for releasing property back to the original owners when appropriate and also releasing the property to sworn employees for further examination and trial purposes.

The Detention Unit is authorized for 16 detention officers. Three of these officers hold the title of Lead Detention Officer and carry additional reporting and auditing responsibilities. The Detention Unit is supervised by 5 Deten-

2020 ANNUAL REPORT | 82 tion Sergeants. The Lansing Detention is an integral part of the 54-A District system. Together with the court administrative offices, defendants are detained prior to and after their court proceedings. The LPD detention also serves as a temporary holding facility for all inmates currently lodged at the Ingham County Jail who have court proceedings at the 54-A District Court. In addition to this, our detention unit serves the LPD and other departments which make arrests within Lansing City limits. This can include the Michigan State Police and Lansing Community College. Our facility holds suspects on a temporary basis but is operational 24 hours a day, 7 days a week. The LPD Detention Unit is a skilled group who are capable of handing the wide variety of the emotional levels exhibited by inmates. Detention Officers regularly are required ot call on the services of medical professionals and mental health professionals to assure those in the facility get proper care and treatment. The Detention Unit also has three officers assigned to court services to address in-custody reports, the arraignments of inmates, as well as delivery of subpoenas:

• Subpoenas Delivered in 2017—7,800 • Subpoenas Delivered in 2018 – 9,287 • Subpoenas Delivered in 2019—9,262 • Subpoenas Delivered in 2020— Data Unavailable Due to COVID-19 Pandemic

Our Budget and Payroll Office is tasked with coordinating, assisting and reporting on the budget author-ized for the Lansing Police Department. The office must liaison with State and Federal oversight to ensure compliance with different grants and programs awarded to the department. Our Payroll Office records the time worked and monitors individual leave time banks for both sworn and non-sworn personnel.

Employees assigned to Administrative Services Division play an integral role in ensuring LPD employees maintain a skill set which allows them to deliver the best quality service and stay safe. Their skill sets, at-tention to details, hard work and dedication is a testament to the quality service this group is known for. Captain Rodney Anderson can contacted be at [email protected] or (517) 483-6831.

Auth Actual Police Chief 1 1 Captain VI 4 4 Lieutenant V 10 10 Sergeant III 31 31 Detective IIB 24 24 Detective IIIC 1 1 Police Officer 132 132 Police Cadet 4 4 Police Academy Recruit 5 5 TOTAL SWORN 206 203 DEPARTMENT TOTAL 252 247

2020 ANNUAL REPORT | 83 Auth Actual Administrative Specialist 31 1 Administrative Assistant 28 1 1 Budget Control Supervisor 1 1 Central Records Supervisor 1 1 Radio engineer 1 1 Crime Research Analyst 2 2 Detention Officer 13 13 Lead Detention Officer 3 3 Fingerprint Technician 1 1 Police Technician 4 4 Payroll Technician 1 1 Quartermaster Technician 1 1 Radio Technician 1 1 Records System Data Compli 1 1 Admin Social Worker 1 1 Secretary 4 4 TOTAL CIVILIAN 37 35

Budget and Payroll Unit

The primary function of the Budget and Payroll Unit is to use financial and administrative skills to support public safety. Duties include, but are not limited to: • Budget Formulation and Management • Special Projects • Payroll Services • Accounts Payables • Accounts Receivables • Grants Management

2020 ANNUAL REPORT | 84 The Bicycle Unit consists of over one hundred Officers that are trained, including Community Policing Officers (CPO) and School Resource Officers (SRO). The CPO’s and SRO’s serve in the unit in addition to their regular assignments to assist with problem-solving and other activities. The mobility, visibility and accessibility of the unit make them an integral part of crime fighting, special event security and community engagement. The Bicycle Unit Supervisors are Katie Diehl and Brent Sorg. Lieutenant Katie Diehl can be reached at TX: (517) 483-4682 or [email protected] and Sergeant Brent Sorg by reached at TX: (517) 483-4632 or Brent.Sorg@ lansingmi.gov.

Lansing Police Department Budget to Actual (dollars in millions) Fiscal Year Budget Actual 2008 $33.45 $33.21 2009 $34.54 $34.02 2010 $34.32 $33.84 2011 $34.02 $33.63 2012 $30.92 $30.62 2013 $33.53 $32.50 2014 $35.48 $34.99 2015 $38.38 $38.15 2016 $37.70 $37.43 2017 $39.15 $38.74 2018 $41.30 $41.08 2019 $43.17 $42.50

2020 ANNUAL REPORT | 85 Training Unit

Lieutenant Paul Beasinger & Sergeant Cedric Ford

The Training Unit is comprised of four full-time trainers, eight part-time trainers and one administrative assistant. The Training Unit is responsible for researching, planning and conducting training for all personnel. In addition to raining personnel, members of the Training Unit conduct training on a regular basis for Detention personnel, 54-A District Court personnel, community groups, and Mid-Michigan Police Academy recruits. The dedication and commitment of the personnel within the Training Unit is evidence as the department has become a leader in law enforcement training in the Mid-Michigan area. Lieutenant Paul Beasinger manages the Training Unit and can be reached at TX: (517) 483-4810 or [email protected].

Training Courses Attended by LPD Personnel - As of 11/20/2020 • De-Escalation Strategies • Implicit Bias • Cops in Courts • Narcotic Detective Training (3 days) • Legally Justified Force • Incident Command - 191 • MSU School of Staff & Command • Microsoft Excel Basics • Advanced DNA Training • Crisis Intervention Team Certification Training (5 days) • Command Presence Train the Trainer (2 days) • RICO Investigations • Cellebrite Advanced Smartphone Training (4 days) • Introduction to Weapons of Mass Destruction • Front Desk Safety & Security • Sabre OC Spray Instructor Certification • Crime Prevention for Businesses • Peer Support Training (3 days) • nvestigating LGBT Victim Based Crimes • Michigan Traffic Safety Summit • Leadership & Management Workshop • Applications in Geographic Information Systems (5 days) • EOC Operations (3 days) • Investigating Children Based Crimes • K-9 Decoy Workshop (3 days) • Interviewing Skills • Climate Adaption for Emergency Management • Legal Issues in Emergency Management • K-9 Explosives & Narcotics Workshop • National Gang Conference (4 days) • Forensic Analysis of Cellular Networks (5 days) • Reid Online Refresher Training (5 days) • Glock Armorer Certification (2 days) • Axon Accelerate Training • Cold Case Homicide Investigations • Social Media & Open Source Information (5 days) • Michigan Accreditation Conference (2 days) • Dolan Street Sergeant School (5 days) • Dolan New Detective School (3 days)

2020 ANNUAL REPORT | 86 • PATC New Detective School (5 days) • Conducting Proper Investigations • Interview Techniques School (4 days) • Police Executives and New Chief’s School (5 days) • Forensic Interviewing (3 days) • LEIN / TAC Training • New K-9 Handler Training (30 days)

Training Courses Attended by LPD Personnel - Continued—As of 11/20/2020 • Pistol Instructor Certification (4 days • Armor Yourself – Officer Wellness • ARIDE Training • Fair and Impartial Policing • GREAT Instructor Certification • Annual Drug Initiatives Conference • Homicide – Is the caller the killer? • Women’s Leadership Institute • NGCRG International Gang Conference • Trauma Informed Response to Sexual Assaults • Legal Updates and Review • Michigan Liquor Law Training • K9 HITS Training • The Transformational Trainer • Glock Armorer Certification • Krav Maga Instructor Certification • Advanced Microsoft Excel • Highway Killing and Behavioral Analysis • Traumas of Law Enforcement • Force Science Institute Annual Conference • HFRG Instructor Certification • Understand Police Trauma • Police Vehicle Evaluations and Testing • SRMS User Conference

Training Unit Events

Courses Hosted • ARIDE (2 days) • Dynamics of Police and Citizen Encounters (3 days) • Taser Instructor Certification • CPR / First Aid Refresher (8 days) • Implicit Bias (8 days) • Reid Interview & Interrogation (4 days) • New FTO School (3 days) • New Taser Operator • Taser 7 - Transition Course (7 days) • LPD New Sergeant School (2 days) • Annual Lecture Training Series (4 days) • FTO / Recruit Scenario Training • LPD Supervisor Refresher (2 days) • New Hire Officer Training (16 days) • New Hire Detention Officer Training (4 days)

2020 ANNUAL REPORT | 87 • New Hire Recruit Sponsorship Training (4 days)

Training Unit Special Events • ICPO / OCA Use of Force Lecture • Community Use of Force Meetings (3 days)

Supplemental On-Duty Training Provided • Long Gun / Rifle Retention • Defense against Edged Weapon Attacks • Taser Refresher • De-Escalation / Communications Refresher • Physical Ability Test • Sabre OC Spray Refresher • Axon 3 – New BWC training

Range • 60 Training Days for LPD Course of Fire/Training, approximately 200 employees each receiving one hour per cycle • 20 Training Days for LCC Firearms Academy, approximately 80 students • 45 Training Days of New Hire, Post Academy and Specialized Unit Training • 19 Training Events, Hosting Outside Agency Training • 4 Training Days, Explorers • 2 Training Days, Retired LEOSA Qualifications, approximately 80 personnel • 7 Training Days, Active Violent Incident Training

S.T.A.R.T. • 41 Training Days • 7 Training Instructional Events teaching Active Violent Incident Response to Civilians, approximately 1000 civilian present • 5 Training Days for Team Tryouts

Misc. Training Unit Numbers • LPD Sworn Personnel Trained = 1,612 • Non-LPD Sworn Personnel Trained = 96 • Civilians Trained = 302 • LPD Courses Conducted = 252 • LPD Training Hours Provided = 762 • Outside Vendor Courses Attended = 567 • Use of Force Case Reviews = 197 • F.T.O. Training Hours = 324 • Total Number of Training Hours for LPD Employees (through 11/30/29: 31,931 hours

Target Solutions Assignments • February – Legal Update • Sympathetic Gunfire Reactions • SGT / DB Promotional Materials • LT / CAPT Promotional Materials • Suicide by Cop Indicators • Emergency Vehicle Operations • March – Legal Update • COVID-19 – Safety Information

2020 ANNUAL REPORT | 88 • SRMS Case Closure / Routing Review • April – Legal Update (State Cases) • April – Legal Update (Federal Cases) • Patrol Response to Excited Delirium Incidents • Street Smart / NC4 Updates • May Legal Updates • Updated Policy – 600.07 • Updated Policy – 700.66 • COVID Workplace Guidelines • Preventing the Spread of Contagious Illness • June Legal Updates • July Legal Updates • August Legal Updates • Box Breathing Concepts • September Legal Updates • Updated policies – 600.29 and 500.04 • Annual Firearms Test • Annual OC Spray Test • Annual Use of Force Test • Updated Policy – 600.35 • October Legal Updates • COVID Mitigation Factors • November Legal Updates

Training Bulletins Created • Response to Resistance – Policy Review • Pursuits & Emergency Runs – Policy Review • High Risk Contacts with Armed Subjects • Open Carry Legal Updates • Positional Asphyxia Considerations

Training Unit Numbers (through 11/20/2020) • LPD Sworn Personnel Trained – 1023 • Non-LPD Sworn Personnel Trained – 222 • Civilians Trained – 127 • LPD Courses Conducted – 168 • LPD Training Hours Provided - 516 • Outside Vendor Courses Attended – 244 • Use of Force Case Reviews – 221 • F.T.O. Training Hours - 228

Total Number of Training Hours for LPD Employees (through 11/20/2020) • 15,366 hours

It is worthy of note that due to the COVID-19 pandemic, the majority of all training was canceled from Mid-March until the end of June, with many vendors & hosts completely cancelling all 2020 training.

2020 ANNUAL REPORT | 89 Detention Unit

Lieutenant Matthew Kreft

Lieutenant Matthew Kreft supervises the Detention Unit. The unit is comprised of 24 employees in three different unions; Detention Officers, Contract Employees, and Sworn Personnel which include both supervisors and officers. Unit personnel value the dignity of all detainees in their custody and are responsible for the humane care treatment of all arrestees. The maximum holding time for juveniles is 6 hours and adults are held no more than 48 hours.

Staff follows the departmental vision of building partnerships and utilizing innovative strategies for a safer, stronger community. Detention personnel also strive for excellence that exceeds customer service expectations. Recently, behavioral health issues and co-occurring substance abuse disorders remain, so we continue our partnership with Par Rehab, which provides a 24/7 option of medical consultation for detainees who need further treatment while in custody. Lieutenant Matthew Kreft can be reached at TX: (517) 483-4613 or Matthew.Kreft@ lansingmi.gov.

Year As of Adults Booked Juveniles Ordinance Vio- Misdemeanors Felonies 11/30/2020 Booked lations Booked Booked 2013 5,606 319 2,403 3,357 2,037 2014 5,584 273 2,117 3,600 2,303 2015 5,991 343 3,102 3,453 2,140 2016 5,107 194 1,940 3,103 1,763 2017 6,729 191 1,592 2,998 2,025 2018 7,156 214 1,322 1,966 2,099 2019 6,157 132 1,088 1,643 1,810 2020 3,509 80 557 1,320 1,693

Court Officers

Officer Dustin Belill & Officer Stephanie Kennedy

Court Officers are a vital part of the Lansing Police Department. When Police Officers arrest a suspect or write a report on a suspect that they cannot locate, Court Officers work with the City Attorney’s Office and the Ingham County Prosecutor’s Office to bring charges against criminal offenders.

Court Officers are responsible for the proper documentation of court paper work. Court officers audit reports and warrants on cases where suspects have not been arrested. They take all the warrants and swear to the information in front of a Judge or Magistrate regarding the facts of the case. They are further responsible for in-custody arraignment documentation and formal notifications to offenders and their legal representatives.

Other responsibilities include transporting evidence to and from the crime lab in certain cases to maintain a proper chain of evidence. When results are done from the crime lab they are responsible for documenting and presenting those cases for warrants if the results are connected to a known suspect.

2020 ANNUAL REPORT | 90 All of these tasks would have to be done by our Patrol Officers if it was not for our Court Officers doing it. That would mean fewer Officers to respond to emergency 911 calls. It takes several hours to process a single case from start to finish and the ability to have these Officers process several cases at one time is a testament to their work ethic, professionalism and dedication to the City of Lansing.

Property and Supply Unit

Sergeant Penni Elton

The Property and Supply Unit is responsible for the storage, inventory, release and destruction of all evidence and property. The unit also orders and distributes departmental uniforms, equipment, and supplies for employee daily use. Sergeant Penni Elton can be reached at TX: (517) 483-4611 or [email protected]

Property & Supply Unit Statistics Years Property Received Property Returned Items Inventoried Money From / Disposed Auctioned Items 2013 9,586 10,091 27,930 $1,954 2014 10,104 9,523 34,057 $2,261 2015 11,079 5,210 42,132 $ 846 2016 10,825 4,228 22,978 $ 915 2017 12,168 2,029 11,025 $ 981 2018 11,733 3,723 27,392 $3,495 2019 13,986 6,945 38,604 $0 2020 11,625 5,876 31,385 $0

Staff Services Division

Captain Katie Diehl

The Lansing Police Department (LPD) Staff Services Division consists of both sworn and civilian personnel. The Staff Services Division is led by a Captain, Lieutenant, Sergeant and a Civilian Supervisor. Our primary mission is to provide expertise and customer service to the citizens of Lansing and its employees. The dedicated hard working staff performs a variety of duties and services to meet the needs and requests by the citizens of Lansing, police and city personnel. Captain Diehl can be reached at: (517) 483-4682 or [email protected]

Central Records staff is comprised of our Central Records Supervisor, full-time and contract Freedom of Infor- mation Analysts (FOIA) and our staff of Police Cadets. Central Records personnel process police reports, accident reports, uniform citations, Freedom of Information requests, conduct background checks, notary service and ride-a-long applications. Additional services performed in Central Records are fingerprints for backgrounds; processing of purchase permits and gun registrations. Our work group includes other specialized employees such as the Data System Administrator who maintains and manages various critical core systems within LPD including the records management system and a Fingerprint Technician, who examines, analyzes and compares fingerprint evidence for criminal investigations. His expertise is critical to Lansing Police Department investiga-

2020 ANNUAL REPORT | 91 tions.

Recruiting and Hiring: Sergeant Mandi Beasinger is the Staff Services Sergeant and supervises the Police Ca- dets. She works closely with the City of Lansing Human Resources Department in the hiring and management of personnel. Our recruiting team attended over 25 events throughout the year. Additional responsibilities include coordinator with the Mid Michigan Police Academy, scheduling of the New Hire Orientation and Reception, MCOLES reports, Internship Program, promotions, transfers, ride-a-longs and the yearly Awards Program. In 2020 LPD hosted our first Virtual Awards Program along with our first Virtual Recruiting Fair with the assistance of City Media and Technology staff.

Technology and Technician Services: The LPD has implemented several technology projects. In 2020 the patrol vehicles were upgraded with new mobile computers. CORE was selected to migrate all our historical data from an old server and systems to a new platform which everyone can access. Technology upgrades were made to the conference and training rooms throughout the Headquarters building and the Operations Center. The patrol division received new and upgraded equipment through Axon to include Body Worn Cameras. Training on the new technology, apps and equipment has begun. The Technology unit continues to work with the Michigan State Police on improving the records management system to better suit the needs of the LPD. Power DMS was purchased as the policy, training and accreditation management software. This will also provide transparency through our public facing documents. One of the largest projects the technology unit is currently working on is the implementation of a Real Time Crime Center (RTCC). The RTCC will provide critical information to first responders in the field and to assist with criminal investigations. The status on this project continues to progress forward.

Electronic Equipment Maintenance Unit is led by Walter Doherty, Radio Engineer. This unit is responsible for the installation and maintenance of all FCC radio communication systems, including vehicle/ building video recording access equipment. This unit was instrumental in the implementation of the Axon Fleet System which will include upgrades in the next year. Movement has begun with the New Radio Link system. This will give better connectivity to the cameras throughout the city. Installation is to begin in the near future. Radio Engineer Walter Doherty continues to work with Ingham County 911 with the implementation of the new radio system impacting Police Agencies County wide.

Property and Supply Unit (PSU) consists of one Sergeant, one Officer and one civilian position. Their day to day role includes the issuing and ordering of necessary supplies, equipment and uniforms for sworn and non-sworn members. In 2020 funds were secured to outfit the department with newly designed police uniforms. Our Prop- erty and Supply personnel were instrumental in making this transition happen. By early 2021 all patrol officers will be outfitted in the new uniforms. PSU also collects, stores and reviews all case related evidence. They are responsible the releasing of property when appropriate and maintaining the property for further examination and trial purposes.

2020 ANNUAL REPORT | 92 Central Records and Identification Units

Sergeant Mandi Beasinger

2020 ANNUAL REPORT | 93 Electronic Equipment Maintenance Unit

Walter Doherty, Radio Lab Engineer & Carl Flickinger, Radio Lab Technician

This unit is responsible for the installation and maintenance of all FCC radio communication systems, including vehicle/ building video recording access equipment.

The Electronic Equipment Maintenance Unit consists of Walter Doherty, Radio Engineer and Carl Flickinger, Ra- dio Lab Technician.

In 2020, the Electronic Equipment Maintenance Unit were responsible for the following projects:

This year we were responsible for the following projects: • Trained new officers on Radio Operations, Body Cameras, Car Video, the use of AXON Sync and Evidence. com • Worked on set up and deployment of New AXON Body 3 Cameras and Docks. • Worked to replaced old Laptops with new Tablets and docking system. • Working on Radio System for PVS camera links. • Working on PVS camera updates and new camera locations. • Working with Ingham County on New Radio System and training for radio Programing. • Continuing to maintain current radios. • Worked to correct issues at the Detention Center Video System. • Worked with building maintenance to install additional and replace old monitors at the Crime Center and run HDMI cable from PC’s to Monitors. Assisted Indigo in setup of Video Wall. • Worked with IT and Havis on issues with new PC’s and docks. • Working to install new PC’s in Lansing Fire Vehicles. • Worked with IT to fix issues with LFD PC GPS issues. • Worked with Fleet Services to better the install process of installing equipment in new patrol vehicles.

Throughout the year, the unit works diligently to relocate and upgrade Public Video System cameras, updates radio equipment and upgraded selected detention video system cameras. Walter Doherty can be reached at TX: (517) 483-4840 or [email protected]

Recruiting and Hiring Team

Lieutenant Matthew Kreft & Sergeant Mandi Beasinger

In 2020 the Lansing Police Department (LPD) worked in collaboration with the City of Lansing Human Resources Department in conducting several hiring selection processes. The LPD Recruiting Team, with the help of City TV, developed and produced a video of a virtual tour of the Operation Building as well as an introduction to several of the special assignments we offer. This was a way to showcase the department in a safe way during the COVID-19 pandemic. The LPD Recruiting Team also created additional recruiting videos to continue to engage potential applicants in alternative ways to continue recruiting when travel or face-to-face contact was not permitted. In lieu of job fairs, the LPD hosted a virtual job fair, to reach as many interested applicants as possible. By doing this. the LPD Recruiting Team was able to keep contact with applicants and keep them engaged in the hiring process. In total, the City of Lansing hired a total of (17) police officers, (9) recruits sponsored to the Mid-Mich- igan Police Academy, (3) cadets, (10) interns, (2) detention officers and (4) civilian personnel. Materials and handouts were updated and additional personnel were added to the recruiting team. Sergeant Mandi Beasinger can be reached at TX: (517) 483-6684 or [email protected]

2020 ANNUAL REPORT | 94 Recruiting Expo’s / Job Fairs • Lansing Police Department Virtual Recruiting Fair • Central Michigan NonProfit & Government • Clinton RESA Law Enforcement Program • CPA– LPD Recruiting Presentation • Eaton RESA Law Enforcement Program • Ferris Academy • Ferris Criminal Justice Fair • Ferris Job and Internship Fair • Ferris State University Police Academy • Grans Rapids Community College Day Academy • Grans Rapids Community College Night Academy • Grand Valley State University Career Fair • Kalamazoo Community College Academy • Lansing Community College Job & Internship Fair • Lansing Community College Mid-Michigan Police Academy • Lansing Community College Mid-Michigan Police Academy Graduation • Lansing Police Department Internship Interviews—Recruiting Presentation • Lansing Police Department Internship Interviews—Recruiting Presentation • Lansing Police Department Internship Interviews—Recruiting Presentation • Macomb County Police Academy • Macomb County Police Academy • Mid-Michigan Police Academy • Michigan State University Criminal Justice Fair • Michigan State University Diversity Career Fair • Oakland Community College Police Academy • Schoolcraft Community College Police Academy • University of Toledo (OH) • Washtenaw Community Police Academy • Wayne State University Noble Job Fair • Wayne State University Job Fair • Western Michigan University Government & Non Profit Career Fair • Wilson Talen Center Law Enforcement Program

Awards & Citations Program K9 Service Award Police Chief Award of Excellence Officer of The Year • Officer Rachel Bahl • Lieutenant Paul Beasinger • Detective Quincy Scroggins • Officer Jennifer Pung Community Excellence Award Departmental Citation Individual Commendation • Mr. Carlton Valentine • Officer Austin Brown • Detention Officer Damon Sherrill • Officer Lindsey Howley • Officer John Cosme Civilian of the Year • Officer Jacob Marckini • Officer Kara Freeman • Mr. Lyne Roberts • Officer Matthew Meaton • Officer Kasha Osborn • Sergeant Wesley Vaughn • Officer Dillon Reust • Lieutenant Jeromy Churchill • Sergeant Bradley Hough • Lieutenant Bryan Curtis • Lifesaving Award Distinguished Service Award • Officer Corey Crenshaw • Sergeant Michael VanBeek • Officer Morgan Schafer • Officer Anthony VandeVoorde Police Heart Award • Ms. Hayleigh Marsh • Officer Donovan Moore

2020 ANNUAL REPORT | 95 Unit Commendation • Brad Lundquist • Officer John Cosme • Robert Mesko • Officer Brent Erk • Charles McLouth • Officer Robert Forbis • Ron McLouth • Officer Tanner Lewandowsky • Kathy Reddington • Officer Hannah Robeson • Jon VanDommelen • Detective Quincy Scroggins • Rovonya Velasquez • Sergeant Nick Hughett • Officer David Stolzfus, ELPD Medal of Valor • Detective Rick Buxton, ECSO • Don Everett • Detective Ryan Cramer, ICSO • Eric Wilson • Detective Daniel Motte, MSUPD • Trooper John Brady, MSP Civilian Citation • Trooper Jacob Fairchild, MSP • William Crino • Trooper Taylor Klotz, MSP • James Morrall • Trooper Rachel Ramey, MSP • Dispatcher Cheryl Parody • Sergeant John Faccio, MSP • Jonathan Roth • Agent Nancy Hamilton, MDOC • Special Agent Steven Baily, ATF Lifesaving • Special Agent Heidi Wallace, ATF • Jamaica Barnes • Agent Whitney Coffin, FBI • Tamarrion Wright

Service Recognition Award Community Excellence • Officer Remson Jack • Sheri Jones, WLNS News 6 Anchor • Officer Damian Manson • Officer Dale Person Unit Commendation • Detective Garrett Hamilton • Timothy Adam • Detective Robert McBride • William Adcock • Detective Martha McGonegal • Michelle Bryant • Detective Ryan Smith • William Burtch • Sergeant Tony Sandoval • Heidi Butler • Sergeant Brent Sorg • Suzy Carter • Sergeant Julie Thomas • Bill Castanier • Dean Crispin K-9 Service Recognition • Jim DeLine • Sergeant Beth Frazier • Walter Doherty • Officer Jimmy Garcia • Craig Gleason • Officer Brian Rendon • James Kus • Danny Layne Individual Commendation • Valerie Marvin • Kenneth Lucas • Eric Painter • Lyne Roberts • Trixie Prince • Sam Quon Unit Commendation • Michael Ross • Robert Merritt • Dr. Phil Schertzing • George Olds • Brigid Schlossberg • Heidi Williams Certificate of Appreciation • Thomas Wright • Zach Archibald • Candy Brooks • Lori Hagle • Diane Hunnicutt

2020 ANNUAL REPORT | 96 New Hires, Retirements and Promotions

Promotions (13) • Captain Katie Diehl • Lieutenant Jeromy Churchill • Lieutenant Shawn McNamara • Lieutenant Sean Mills • Lieutenant Eric Pratl • Sergeant Corey Campbell • Sergeant Jillian Colby • Sergeant Randy Hon • Sergeant Remson Jack • Sergeant Michael VanBeek • Sergeant Wes Vaughn • Detective Robert McBride • Detective Kasha Osborn

Retirements (9) • Captain Thomas Fabus • Lieutenant Paul Beasinger • Lieutenant Bryan Curtis • Lieutenant Dave Sileo • Sergeant Todd Johnson • Sergeant Angela Matthews • Detective Frank Mobley • Detective Quincy Scroggins • Officer David Lowndes

New Hires (18) • Officer Ashley Anderson • Officer Joshua Byers • Officer Jonathan Bynum • Officer Matthew Carlson • Officer Beau Idalski • Officer Jason Murdock • Officer Seth Osentoski • Officer Colleen Riley • Officer Owen Rogus • Officer DeLaurence Rudd • Officer Daniel Salinaz • Officer Charlsey Sayles • Officer Matthew Stevens • Officer Joseph Traverso • Detention Officer Taniesha Anderson • Detention Officer Justin Pulley • Cadet Noell-Marie Mwangi • Cadet Lisa Nguyen • Cadet Marquis Washington • George Olds

2020 ANNUAL REPORT | 97 Remembering Our Fallen Officers

2020 ANNUAL REPORT | 98 PUBLIC SERVICE Andrew Kilpatrick, P.E., Director

Department Description

The Public Service Department works hard to maintain the City’s infrastructure to support our residents, businesses and visitors. With a dedicated staff of over 225 full time employees, we: • Maintain the roads, sewers, sidewalks and pathways in the City • Treat wastewater from over 42,7000 customers • Provide recycling, trash and yard waste service • Permit and monitor all right-of-way activity • Repair and maintain the City’s vehicles, buildings and equipment • Support special events

We are proud to serve the residents, businesses and workers who live, work and play in our city and hope that you enjoy reading some of our accomplishments for calendar year 2020. For more information on the Public Service Department, please visit our website at lansingmi.gov/pubserv.

Business, Permits & Technology

The Business, Permits & Technology division is responsible for department wide budget coordination and technology oversight and planning. This year, staff issued 31 Soil Erosion and Sedimentation permits (totaling to 55 active permits); closed 7 permits in accordance with Michigan Department of Environment, Great Lakes and Energy requirements; investigated 347 citizen initiated sidewalk concerns; responded to 191 snow/ice removal complaints and issued violation notices/removed snow and ice from 23 properties; issued 714 permits for right- of-way (ROW) construction activities; issued 165 special transportation permits; permitted 423 sewer related activities; processed more than 23 claims; licensed 54 drain layers and 6 sewer cleaners; handled in house oversite of Consumers Energy DAPP projects; and assisted in the oversite of city projects.

Engineering (including the Transportation and Non-Motorized Group) Division

The Engineering division oversaw the improvement of 5.47 miles of major streets and 9.32 miles of local streets, totaling to 14.79 miles; they inspected four bridges, which is done yearly; and worked on several Wet Weather Control Program (WWCP) projects, environmental clean up and groundwater remediation projects, development projects and Parks and Recreation projects; they removed 295 trip hazards; they reconstructed 160 sidewalk ramps; they removed 2 traffic signals, placed 1 traffic signal in flash for removal, modernized Allegan and Ottawa for two-way traffic, received pedestrian signal upgrades for 2 intersections, reviewed 47 traffic signals/flash- ers; they completed 11 traffic study reports (nearly 315 traffic accounts were completed at 105 locations); they accepted a bid for 3 River Trail soil stabilization projects; they prepared 2 non-motorized pathways for construction bid; they started plans for 7 River Trail bridges that are in design for construction; they received $3.3 million for one-way to two-way street conversion; and they assisted with the traffic control and communication of 50 special events.

Operations & Maintenance (O&M)

Some of the most significant takeaways from the Operations and Maintenance division this past year include the following:

2020 ANNUAL REPORT | 99 Forestry

The Forestry subdivision completed 1,251 work orders; they removed 567 trees; they trimmed 1,565 trees (including pruning); and they assisted with the trimming of the official Capitol Christmas tree.

Grounds, Contract Mow Inspection and Cemeteries

The Grounds subdivision, which includes contract mow inspections and cemeteries and is made up of five full time employees, serviced over 200 trash barrels located in city parks on a weekly basis; maintained park equipment, facilities (restrooms), pools (particularly the Hunter pool) and athletic fields; removed snow from city owned sidewalks; oversaw the mowing of all cemetery, park, right-of-way and the FEMA lot; upkept the cemeteries and assisted with 187 burials, 3 disinterment removals to other cemeteries, 112 marker cuts, 6 monument cuts and 12 Columbarium nameplate plaque mounts; helped plant trees to help the City keep the title of a Na- tional Tree USA location;

Street Maintenance

The Street Maintenance subdivision completed 1 mile of millage paving; expanded its use of poly mastic application; continued to repair pothole complaints, which were lower than last year; focused on concrete repair of sidewalks, curbs and driveways; and worked on ADA compliance.

Sanitary Sewer/Storm Water Maintenance and Inspection

The Sanitary Sewer/Storm Water Maintenance and Inspection crews addressed 691 complaints; they cleaned 349,758’ of sanitary and storm mains; they responded to over 12,155 MISS DIG stakeouts; they repaired 1,166 catch basins; they assisted with the siphon project; and they helped with emergency response to two bypass pumping events.

Surface Maintenance

The Surface Maintenance subdivision has been preparing for the upcoming year’s winter weather; crews have swept over 4,900 cubic yards of debris from streets; they machine graded 10.5 miles of street; they completed 633 Sign Shop work orders; they cleared alleys of weeds and debris; they responded to over 500 miscellaneous right-of-way complaints (illegal dumping, dead animals, etc.); they assisted with special events such as visits from government officials (barricading); graffiti abatement; and facility operations.

Capital Area Recycling & Trash (CART)

The Capital Area Recycling & Trash (CART) subdivision provided trash service for approximately 33% of single households in Lansing; they continued to provide the new bi-weekly trash collection; they offered a discounted trash rate for qualifying residents; they have collected over 18,355 cubic yards of refuse between January and October; they have picked up approximately 530 bulky (large) items; they have collected approximately 14,329 cubic yards of yard waste; they have collected approximately 6,051 tons of recycling; they started working on new recycling educational materials and guidelines; and they began preparing for the new Material Recycling Facility (MRF) being built by Emterra Environmental.

Student Partnership Opportunities

In the past, the Public Service Department has partnered with outside colleges, universities and organizations for the sake of bettering its operations. This year, the department worked with two groups of graduate students from the University of Michigan’s School of Information. One group worked on improving the City’s Lansing Alert

2020 ANNUAL REPORT | 100 communication system.

The other group worked on recycling education and protocols. Additionally, the department collaborated with two undergraduate students from Michigan State University that were part of the Community Engagement Scholar program. Both students worked with city staff on flooding educational materials and outreach.

Wastewater

The Wastewater division accepted a total of 5.18 billion gallons of raw sewage; they generated over 4,060 dry tons of residual solids; they converted approximately 2,800 dry tons to biosolids by lime stabilization; they cleaned and replaced equipment in the north and south aeration basins; they replaced the north ferric and sodium hypochlorite chemical pumps; they installed 2 variable frequency drives (VFD); they replaced all of the fluorescent lights in the Administration Building with LED bulbs; they installed a new motor control center in the North Grit area; they started installing a preheat system in the supply air ducts of the basement in the Tertiary Building to prevent freezing; they had a new drying bed installed; and they inspected, permitted and monitored 13 categorical and/or significant industries.

Business Permits & Technology

Nicholas Montry, Engineering Technician & Michelle Smalley, Administrative Assistant - Business, Permits & Technology Division

The Business, Permits, and Technology Division (BP&T) is responsible for department wide budget coordination and technology oversight and planning. The division administers permitting for occupying the City right-of-way, special transportation, soil erosion and sediment control enforcement, sidewalk snow and ice ordinance enforcement, storm water and sanitary sewer work, designs traffic control plans for special events, coordinates special event traffic with LPD and the set up of traffic controls with Operations and Maintenance. The division includes accounts payable and receivable functions, as well as departmental administrative support and budget coordination. Staff members have been cross trained to provide a high level of service and respond to a wide range of challenges.

The accomplishments of calendar year 2020 by the Business, Permits, and Technology division include the following activities: • Ongoing enforcement of the City’s Soil Erosion and Sedimentation Control program issued 31 permits this year, totaling 55 active permits protecting local waterways and other natural resources; the division has successfully closed 7 permits in accordance with Michigan Department of Environment, Great Lakes and Energy requirements Investigated 347 citizen initiated sidewalk concerns • Enforcement of the City’s Snow Removal Ordinance (responded to 191 complaints, issued snow violation notices, and removed snow/ice from 23 properties) • Issued 714 permits for right-of-way (ROW) construction activities, including activities ranging from new residential development, infrastructure upgrades, telecommunications upgrades, and other miscellaneous activities in the ROW • Issued 165 special transportation permits • Permitted 423 sewer related activities • Processed more than 23 claims • Licensed 54 drain layers and 6 sewer cleaners • In house oversite of Consumers Energy DAPP Projects (new revenue stream) • Assisted in the oversite of city projects (revenue saver)

Engineering Division

2020 ANNUAL REPORT | 101 Infrastructure and Environment Group (IEG)

The Infrastructure and Environment Group (IEG) is responsible for managing much of the public infrastructure in The City of Lansing. Activities include oversight of the planning, design, maintenance and construction of streets, bridges, and sewers, as well as supervision of polluted site cleanup. Major programs include the Wet Weather Control Program and administration of sewer service agreements that provide service to areas outside of the city limits. In addition, this group reviews site plans—zoning and land use permit requests for conformance to engineering standards and city ordinances—and provides engineering support services to other departments in the City.The following describes specific responsibilities and accomplishments during 2020:

Streets

The IEG oversees condition assessment and the associated capital improvement projects for the street system. The Lansing street system consists of approximately 108 miles of major streets and 305 miles of local streets, for a total of 413 miles. Many of these streets are more two lanes wide, so we have approximately 926 lane miles of roadway. Since our street system gets a year older every year, we need to add a year of life to entire system (926 lane mile years) annually. As an example, a new four lane street that is one mile long has a service life of about 25 years and will add 100 lane-mile-years to the system. This same one mile stretch of roadway will deteri- orate by four lane-mile-years every year.

The street system is managed using an Asset Management Plan, which was adopted by City Council and approved by the Michigan Transportation Asset Management Council. The Asset Management Plan is a tool to assess current street conditions, set target funding levels, identify candidate projects, set priorities, develop a multi-year program and report results. With this plan, the Public Service Department views the condition of the streets as a complete system. The objective is to use a “right mix of fixes at the right time” approach to repair streets, shifting away from an emphasis on the “worst case first” approach previously used for selecting projects.

It is critical that in any given year, there is a mix of fixes assembled that optimizes the lane-mile-years, adding to the remaining service life of the street system. For more information regarding the Asset Management System and to see maps showing the current condition rating of the City’s streets, please visit http://www.lansingmi.gov/ PASER.

While insufficient funding levels continue, the Asset Management Plan will help the City better understand and communicate the consequences of continued under funding. Likewise, it will enable the City to apply the funds that are available in a manner that is most beneficial for the overall condition of the street system. The estimated annual street system needs are more than $39 million. Each year that this funding level is not achieved, the overall condition of the street system decreases. The chart below indicates the recent funding history associated with the street program.

Summary of 2020 Street Improvements

In 2020, the Engineering Division oversaw the improvement of 5.47 miles of major streets and 9.32 miles of local streets, totaling to 14.79 miles; these improvements added 360.33 lane-mile-years of service life. Since the system loses 926.32 lane-mile-years each year, the network suffered from a net loss of 565.99 lane-mile-years as illustrated in the following table:

2020 Major Street Projects

Aurelius Road Resurfacing

Aurelius Road from Miller Road to Jolly Road was resurfaced. The project included milling 3.5 inches of pave-

2020 ANNUAL REPORT | 102 ment and placing of new asphalt

Enterprise Drive Reconstruction

Enterprise Drive was reconstructed, keeping the existing curb as much as possible. The project also included several sewer repairs.

Jolly Road Resurfacing

Jolly Road from Martin Luther King, Jr. Boulevard to Ora Street was milled and resurfaced. The sidewalk ramos were upgraded to be in ADA complaince as well.

Delta River Drive

Delta River Drive was resurfaced. The City partnered with the Lansing Board of Water and Light on the project and several hundred feet of water main was included in the project. Several sanitary sewer repairs and the ADA ramp upgrades were also included.

Local Street Projects

O&M Millage Paving Program

O&M milled/resurfaced or overlaid 0.81 miles of streets that either are primarily in future CSO areas (2025 or later) or were skin patched to provide a drivable surface: • Loa – MLK to Atlas • Shepard - Michigan to Kalamazoo McPherson – Lenawee to Kalamazoo Capitol – Cesar Chavez to Willow Washington – Cesar Chavez to Willow

Local Mill and Resurface

The following streets (0.69 miles) were milled and resurfaced using Millage Funds/partner funds: • Cawood from Saginaw to Willow – The City partnered with the Lansing Board of Water & Light (LBWL). The LBWL replaced the water main and the pavement on the east half of Cawood. The City did a 1.5” mill and resurface on the west half of Cawood. • Kalamazoo from Townsend to Walnut – The City partnered with the LBWL. The south half of the street had the water main and pavement replaced. The north half had a 1” mill and resurface. • May Street from Prudden to the railroad crossing – The City reconstructed the north half of the road as part of a storm sewer project. The City was gifted by an unknown benefactor with a 1” mill and resurface on the remaining part of the street.

Enterprise Drive Reconstruction

As part of the Enterprise Drive Major Street project, the local street portion of Enterprise Drive was reconstructed, while keeping some of the existing curb and gutter. The sanitary sewer was in poor condition and replaced as part of this project.

Local Streets Crush and Shape Project

As part of the Enterprise Drive major street project, the local street portion of Enterprise Drive was reconstructed, while keeping some of the existing curb and gutter. The sanitary sewer was in poor condition and replaced as part of this project.

2020 ANNUAL REPORT | 103 The completed street segments are: • Hamelon Street – Aurelius to Scarborough • Scarborough Road – Hamelon to Robinson • Beaujardin Drive – Dunckel to Oakbrook • Massachusetts Avenue – Cesar Chavez to North and Whyte to David • Sheffield Boulevard – Bayview to Seaway • Windward Drive – Waverly to Bayview • Reo Road – Pleasant Grove to Ballard

Construction began in June and was completed in mid-October. All streets were paved with 3.5” of asphalt, with the exception of Beaujardin Drive and Reo Road, which were paved with 5.5” of asphalt

Local Streets Asset Management Demonstration Areas

Like many communities, the condition of the street network in Lansing has been steadily declining for several years. This decline has been measured and documented with pavement condition data collected over several years using the PAvement Surface Evaluation Rating system.

The PASER rating system is summarized in the graphic to the right. The PASER condition data is entered into asset management software known as Roadsoft that allows for collecting, storing and analyzing the street network condition data. The data reveals the poor condition of Lansing’s street network, which is a result of years of a se- verely underfunded street program; this is the result of the lack of a dedicated funding sources sufficient enough to maintain the street network by using proper asset management principles.

With sufficient funding, the condition of the street network could be improved and maintained at an acceptable level. In an effort to demonstrate this, two small areas within the City have been designated as asset management demonstration projects. In 2018, the City committed to dedicating adequate funding for these two areas over ten years. The street conditions within these areas were representative of typical residential areas in the City with corresponding local street conditions. A ten year improvement program was devised for these areas that is intended to raise the overall condition of the streets to acceptable levels.

The two areas include the 8.8 miles of city streets located within Eaton County, west of Waverly Road (Area 1) and 5.8 miles of streets east of Aurelius Road and south of Forest Road (Area 2). The first year of the project yielded the following results:

Using models within the Roadsoft software, it is anticipated that the average PASER rating in each of these demonstration areas will improve to a seven over the ten year period. The ultimate goal of this project is to demonstrate that with dedicated and sufficient funding levels and the use of asset management principles, Lansing’s entire street network can similarly be improved and properly maintained. Asset management principles from the pilot project will also demonstrate that once targeted condition levels are obtained, it is much less costly to preserve and maintain the street network. Some of the streets included in the 2020 list of local street construction projects are part of the demonstration areas.

Transportation Asset Management Plan (TAMP)

The Transportation Asset Management Council (TAMC) requires all road agencies with 100 or more miles of roadway to submit a Transportation Asset Management Plan (TAMP), including information on both road and

2020 ANNUAL REPORT | 104 bridge assets. The City of Lansing submitted a TAMP in 2020. A copy of that TAMP can be located on the City’s website at lansingmi.gov/streets.

Bridges and Skywalks

The IEG inspects and maintains the City’s 19 roadway bridges on the National Bridge Inventory (NBI) in addition to the 13 pedestrian bridges within city limits. Bridges are generally inspected every two years per the NBI inspection guidelines. However, four of the City’s bridges are inspected every year due to their condition.

The bridges inspected yearly are: • Grand Trunk Railroad over Pennsylvania Avenue • East Elm Street over the Red Cedar River • Aurelius Road over the Grand Trunk Railroad • Aurelius Road over the Pawlowski Creek

Based on the above inspection needs, the City applies for funding through the State of Michigan.

The following bridges have been approved for work and funding as indicated below:

The City of Lansing Bridge Asset Management Plan can be found on the City’s website at lansingmi. gov/projectresources.

Wet Weather Control Program (WWCP)

Lansing’s Wet Weather Control Program (WWCP) governs operation, maintenance and rehabilitation of all facilities associated with the City’s wastewater systems including the sewerage collection system and the Lansing Wastewater Treatment Plant. In addition, the WWCP includes all activities associated with operation, maintenance and rehabilitation of the City’s storm sewer system. Some large city implemented programs fall under the overall umbrella of the WWCP including the City’s: • Long term Combined Sewer Overflow (CSO) Control Program • Sanitary Sewer Overflow (SSO) Control Program • Municipal Separate Storm Sewer System (MS4) Program

Based upon the water quality impacts of the City’s wastewater and stormwater discharges to area “Wa- ters of the State,” all three of these programs are regulated by the Michigan Dept. of Environment, Great Lakes and Energy (EGLE).

In general, IEG’s primary WWCP related activities are those directed toward achieving compliance with the Administrative Consent Order (ACO) with the State of Michigan for abatement of the City’s raw sewage discharges (i.e., both CSO and SSOs). This document, which was renegotiated with EGLE in 2019, includes a requirement for completion of construction of projects that result in a 95% reduction of annual CSO volume by the end of 2032 and a goal eliminating the remaining 5% of CSO volume by the end of 2038. Consequently, to comply with this required abatement schedule, sewer separation construction will have to be implemented annually in various sections of the City’s combined sewer service area until completion of the City’s long term CSO Program (sometime after 2032).

In order to make progress in 2020 toward achieving ACO requirements, IEG completed construction of

2020 ANNUAL REPORT | 105 the Siphon 2 Replacement Project, which replaced utility crossings under the Grand River in the vicinity of the North Grand River Bridge, including the existing, 86 year old sanitary siphon, and a similarly old LBWL watermain. This project’s utility construction had to be completed in 2020 in order to be ready for construction of the “downstream” CSO 016/017 Trunk Sewer Project, a sewer separation and watermain replacement project that is slated to begin construction in March of 2021. In 2020, IEG worked with its consultant, Fishbeck, to complete design of the CSO 016/017 Trunk Sewer Project so it could be constructed in advance of a scheduled MDOT road resurfacing project within this area along the N. Grand River Ave. corridor (Bus. I-96).

The City’s ACO also requires continued implementation of the EGLE-approved Wastewater Asset Man- agement Program, including requiring completion of a specific sewer rehabilitation project, the Central Interceptor (CI) / Sycamore-Lindbergh Interceptor (SLI) Rehabilitation Project, a project to rehabilitate long segments of these important, large diameter interceptor sewers that transmit approximately 60% of the sewage generated from the City’s collection system. In 2020, cured in place pipe lining and manhole rehabilitation were conducted in various parts of the City as part of the CI/SLI Rehabilitation Project; this project work will be completed in early in 2021.

In order to ensure transmission of sewage flows without bypassing from the collection system (i.e., SSOs), the ACO also requires that the City ultimately address any and all of its sanitary sewer capacity deficiencies. Although the City’s sewerage collection has adequate capacity for all dry weather flows, sewer capacity deficiencies are experienced during some larger wet weather vents.e

Based on this ACO requirement and noting the additional flows that will be generated by the new Mc- Laren Great Lansing Hospital Campus in South Lansing, two projects to increase sanitary sewer capacity in part of South Lansing were constructed in 2020: • The Willard Avenue Pump Station Rehabilitation Project • The Forest Road Infrastructure Improvements Project.

The Willard Avenue Pump Station Project resulted in complete rehabilitation of this pump station, including achievement of greater sewage pumping capacity (from 1.45 MGD to 3.1 MGD) through replacement of the existing sewage pumps with modern, larger variable speed pumps. A deteriorated, cast iron section of the existing 12” diameter force main sewer was also replaced part of this project.

The Forest Road Infrastructure Improvements Project resulted in replacement of 2,725 lineal feet of existing 10” gravity sanitary sewer with 15” gravity sanitary sewer. Since any wet weather capacity issues in the existing sewer would have been exacerbated by the discharge from the new hospital campus, McLaren Great Lansing funded construction of this project.

In 2020, IEG also continued efforts toward implementation of the City’s Municipal Separate Storm Sewer System (MS4) Program for its municipal storm water discharges. The major MS4-related activity in 2020 was the continuing application and public notice process for reissuance of its NPDES permit. Although the City applied for reissuance of this permit in 2017, EGLE did not reissue any permits within the Middle Grand River Watershed until late 2019 or early 2020. The City’s permit, National Pollutant Discharge Elimination System Permit No. MI0059769, was reissued on February 27, 2020. Another program area within the overall WWCP is the Basement Backup Protection Program (B2P2), which subsidizes the cost of on site, residential plumbing improvements that are designed to prevent back ups from the public sewer system that can occur during extreme rain events. This program is an interim measure with the goal of protecting residential property owners, while larger (expensive) capital

2020 ANNUAL REPORT | 106 improvement, sewer construction projects are implemented consistent with ACO requirements. Now in its seventh year of existence, property owners continue to utilize the B2P2 in sections of the service area that periodically experience surcharges (i.e., back up) due to extreme rainfall.

Environmental Clean-Up and Groundwater Remediation

Work efforts on two contaminated sites within the City, the Paulson Street Landfill and the Aurelius Road Landfill, continued in 2020.

For the Paulson Street Landfill, IEG is commencing an investigative study with consultant, Barr Engi- neering Co., with the goal of: • Fully characterizing the extent of the groundwater contamination • Developing recommendations for remediation of the site based on all available information

In order to allow for adequate determination of the extent of the contamination, it was necessary to secure an access agreement for the adjacent Francis Property south of the City’s closed landfill. Work to execute the access agreement delayed the start of the project. However, actual field work for the project has begun in late 2020 with work to install additional, new monitoring wells currently underway.

In 2020, the main effort at the Aurelius Road Landfill was a continuation of the EGLE-required, annual groundwater monitoring event, which was conducted in November. The resulting report will be submitted to EGLE in early 2021. IEG also facilitates on site development efforts related to the Hope Sports Complex though there was little activity on this front in 2020 due to the impacts of the COVID-19 pandemic.

Development Projects

Staff provided significant site planning support on several development projects including: • The 600 E. Michigan Ave. Project, a large mixed-use development project that includes a new downtown grocery store • The McLaren Greater Lansing new hospital campus in South Lansing • The Red Cedar Development, a large mixed-use development project on the City’s former golf course property (project includes construction of new public sanitary sewer and public roadways with scheduled completion in 2021) • MetroPlace Apartments (at the former downtown YMCA site)

Parks and Recreation Projects

IEG provided design and construction engineering for the LBWL construction in Cooley Park and engineering oversight on the park infrastructure associated with the ICDC Montgomery Drain project. IEG is also providing oversight on the road/drainage improvements for the Moores River Drive River Trail extension at the east entrance to Frances Park.

Storm Sewer Projects

• May Street Storm Sewer – The storm sewer in May Street between Prudden Street and the railroad tracks was reconfigured, with the street drainage being directed into 21” storm sewer. This will create more storm

2020 ANNUAL REPORT | 107 sewer capacity for the adjoining developments. • Montgomery Drain – This is a $30 million Ingham County Drain project in the Frandor area. IEG is providing oversight on City improvements incorporated in the project.

Fleet Services

Fleet Services is responsible for vehicle and equipment preventive maintenance and repair, as well as purchase and disposal. The fleet is divided into two categories: approximately 546 “rolling stock” units (units capable of moving themselves down the road) and 547 pieces of other equipment “non-rolling” as of October 14, 2020.

The Fleet Services team has 30 full time positions including a fleet manager, an administrative specialist, 2 supervisors, a service writer, a radio technician, 22 mechanics (20 mechanics at 600 level and 2 mechanics at 400 level) and 2 parts room workers. Currently, Fleet Services has the following vacant positions: 2 supervisors, 5 mechanic at 600 level and a service writer. To combat the vacancy problem, there has been a 600 Level mechanic working as Interim Garage Supervisor for the last year and a 400 Level mechanic working as an Interim 600.

Work Orders

Fleet has completed or is in the process of completing over 3,129 work orders comprising of 6,336 job codes for the period of October 31, 2019, through October 13, 2020. As of October 30, about 40% of the City’s vehicles and equipment were past due for replacement (255 of 547 units of non-rolling stock and 181 of 546 unit of rolling stock). Many of rolling stock units cost between $60,000 - $1,000,000 each, depending on the type of unit. Types of units include, but are not limited to: plow/salt trucks, fire trucks, packers/recyclers, budget truck, etc. As any unit reaches the end of its life cycle, challenges arise, from longer repair time to hard to find parts, and the cost can double in some cases. Fleet Services continues to out source repair items, including major fire apparatus repairs, up fitting of vehicles, fire pump testing, and transmission repairs and replacements.

Automatic Vehicle Location (AVL)

As vehicle and equipment technology continues to advance, Fleet technicians will be trained to better serve the City and community. Previously, Fleet added Automatic Vehicle Locations (AVL) to most Public Service Depart- ment vehicles/equipment. Over the last year, Fleet has continued to add AVL across the administrative fleet. AVL is a tool that will help staff manage fleet better in real time, increase safety and proficiency to the services the division provides.

Mechanic Incentive Program

The Mechanic Incentive Program encourages fleet employees to become certified by the State of Michigan, the National Institute for Automotive Service Excellence (ASE), or the Emergency Vehicle Technician (EVT) Certifica- tion Program.

Currently, there are 14 (up from 10 last year) mechanics participating in this program. Of these, 3 are EVT certified, which is the highest certificate available under the program. The program has and will continue to encourage mechanics to be trained and stay current with the new technologies of vehicle and equipment repairs. The goal is for each mechanic to achieve and maintain all 3 certifications. The certificates build upon one another and must be renewed. Individuals that achieve a certificate receive an incentive once a year for the highest certification that was achieved. As a fleet repair facility, mechanics are trained to work on a wide variety of vehicles and equipment. The cross training used results in a more versatile and efficient work force, which is extremely important.

COVID-19 Impact

2020 ANNUAL REPORT | 108 Fleet Services is an essential operation for the City. Therefore, during the first Executive Order issued in response to the COVID-19 pandemic, employees were not allowed to take the voluntary furlough that the City offered staff. However, Fleet Services was included in the Work Share program. During this time, Fleet did terminate one employee.

Despite the circumstances, staff worked hard and have continued to serve the City and keep vehicles and equipment on the road like normal.

Equipment and Vehicles Purchased in 2020

The City Purchased he following vehicles and equipment in 2020: • 1 Labrie 31 cubic yard packer trucks: $333,930.20 - EGLE grant value $240,000.000 • 8 Chevy Tahoe Patrol Cares (LPD): $378,424.00 • 2 Ambulance (LFD): $420,480.00 • 1 Fire Engine (LFD): $510, 121.00 • 1 Utility Vehicle with Plow & Salter (O&M): $28,805.48 • 2 Supervisor pick-ups, uplifted with lighting and traffic controller (O&M): $64,000.00 • 3, 2 service truck, 1 - pick-up (Waste Water): $116,352.00 • 3 Adim vehicles: $97,402.00 • 2 Snow plow trucks with side wing (O&M): $496,000.00 • 1 Altec Aerial truck with chipper body (Forestry): $176,940.00 • 1 Morbark Chipper (Forestry): $55,540.00

Operations & Maintenance (O & M)

The Operations and Maintenance division (O&M) is comprised of six primary sub-divisions: • Street/Business Route and Sidewalk Maintenance Surface/Signing/Right-of-Way Maintenance Sani- tary Sewer/Storm Water Management/Inspection Forestry/Grounds/Cemetery • Capital Area Recycling and Trash (CART), Administrative Services

The O&M Division of the Public Service Department provides the City of Lansing and its customers with essential services–365 days a year, 24 hours a day–covering everything from emergency services to municipal, infrastructure and environmental services. The division also called upon to rescue cats, dogs and ducks that find themselves in harm’s way within city infrastructure.

O&M’s mission will always be to provide high quality services that are cost effective and responsive to the needs of residents. The goal is to maintain and improve the physical and natural environment and infrastructure, protect the environment and make the City a great place to live, work, play and stay.

The work schedule and routine demands that are placed on O&M services can be altered at any time by natural weather events, criminal activity, equipment issues, power outages, etc. The charge is to always be prepared so that crews can respond to such events with the utmost urgency. The City is grateful to those employees who are willing to accept the responsibility to be on call and work overtime when needed. During large-scale events, when multiple staff members are called in to work emergency operations, 16-hour shifts are not uncommon. O&M maintains an on call supervisor and sewer responder year-round. Often, the call for emergency and/or customer service is found to be a private property issue, or potentially a contractor issue. It is not uncommon for field responders to go beyond what is needed to resolve issues.

2020 ANNUAL REPORT | 109 Staff evaluates conditions, offers information and contact information for the customer so that they can attain a proper repair or response to the issue at hand. For many issues, O&M staff are the first responders for the City.

The months since March have been a challenging for O&M due to the COVID-19 pandemic. While most city staff was sent home to be safe, the O&M division was classified as “first responders” and reported to work every day. Practicing proper hygiene and cleaning constantly has been critical for O&M to make sure everyone stays healthy. All staff members are screened before their shifts, even before entering the buildings on campus. Of O&M staff, 35 employees signed up for voluntary furloughs, which put them off of work from the end of May until the first week of August. Beginning in June, all staff besides the Sewer subdivision, Cemetery crew, and senior supervisors, participated in the Work Share program and were only available to work 32 hours a week; this program ended on July 25, 2020.

Forestry (Planting & Construction) Grounds, Contract Mowing & Cemeteries

The mission of the Forestry subdivision is to maintain and sustain city-owned trees, as well as respond to tree-related emergencies and citizen requests for services. Forestry retained its designation as a Tree City USA, through the National Arbor Day Foundation, for the 36th annual year by continuing to fulfill the application requirements (see above). The Forestry subdivision is comprised of ten full-time arborists and two supervisors.

The Forestry subdivision’s 25-year old bucket truck was replaced and retired from service. All of the arborist positions were filled. The work group had successfully reclassified their positions to higher grade levels. The “2019-20 Tree Removal List” started on time; crews were fielding two to three trims per day. By the end of winter, the initial wave of the COVID-19 pandemic had arrived in the United States, and by mid-March, the State of Michigan enacted a “Stay-At-Home” executive order for “non-essential” work.

Initially, Forestry was considered essential work since the job duties performed by the subdivision do protect life, limb, property and infrastructure. The main focus was placed on hazard reduction work such as tree removal, deadwood pruning and clearance trimming. Work activities such as planting, new/young tree care and some minor preventative maintenance work were put on hold. Early on in the Stay-At-Home order, scheduled removal and hazard reduction trim work was completed along trunklines, major streets and thoroughfares. With fewer vehicles on the roads, crews were able to work in a much safer environment than normal.

As the pandemic intensified, it was apparent that the City could be faced with major budgetary short- falls. A voluntary furlough program, along with a 32-hour a week Work Share program, was implemented in order to help offset declining revenues; this affected the Forestry Section immensely. Of Forestry staff, 50% was granted furlough for a period of over two and a half months during the busiest time of the year ( the spring and summer growing season from mid-May to early August). The other 50% of the crew was limited to a 32-hour work week, effectively eliminating any overtime and after hour storm response, again during the subdivision’s busiest time of year.

In early August, the voluntary furlough program came to an end; this brought the promise of the subdivision being sufficiently staffed again. However, with the uncertainty of the ongoing pandemic, three crew members who were eligible to retire did in fact retire by the end of September. An additional crew member resigned to take up a career in another field. Lastly, another crew member was lost to a long-term work injury. So, even with the voluntary furlough program ended, Forestry still remains at 50% capacity,

2020 ANNUAL REPORT | 110 which consists of five crew members to serve the City’s entire urban forest resource.

Work Achievements

Forestry continues to track work in the CityWorks asset management program. Forestry responded to over 735 service requests from January to October 2020. The most frequent requests were for storm damage calls such as broken branches, limbs down and trees falling over; this accounted for 37% of service requests. Pruning, trimming and clearance work accounted for 33%, with tree removal (dead, dying, diseased. split etc.) at 19%, and planting, root issues and other miscellaneous requests making up the remaining 11% of service requests. The totals for this year nearly mirror those of 2019, in fact, total service requests were down this year; this is credited to the fact that this report does not include the last two calendar months of the year.

Forestry completed 1,251 work orders with the most frequent being tree removals, according to CityWorks. Brush pick-up (Figure 1), pruning, broken branch repair and clearance trim rounded out the top five work order categories (see Table 1). Overall, work order completion was down nearly 25% or 415 less than 2019; this is a result of fewer crews in the field and the omission of the last two calendar months.

Work orders completed by Forestry are as follows:

Tree Removal

Hazard tree mitigation continues to be the main focus of the Section with tree removal comprising the largest effort directed towards the endeavor. A total of 462 street, 65 park and 40 storm damaged trees (see below) were removed during the year for a grand total of 567 tree removals; this is 180 fewer trees than last year, which is a direct result of the lack of manpower and work hours experienced this past season. Current estimates put Forestry at approximately five months behind in the tree removal schedule.

There were 13 park, cemetery and river trail locations where hazardous and storm damaged trees were removed during the year compared to forty sites the previous year. There was a continued uptick in tree failures along the River Trail system this past growing season. Nearly 20% of the park removals were along the trail and storm related. As trail use increases the potential for tree/trail user conflicts also increases.

Tree Maintenance

The Section trimmed 1,565 trees this past season. Of the 1,565 trees trimmed, 1,430 were completely pruned and 135 were pruned for clearance purposes. The difference between clearance pruning and complete pruning is that the first involves trimming a tree for a specific clearance purpose such as traffic sign, low limbs over walks, limbs encroaching on structures and the like. The latter involves complete pruning of the tree from top to bottom, taking out objectionable limbs, developing good structure and getting clearances from objects. The majority of pruning is done in the winter and early spring months during the dormant season. With tree planting being deemed “non-essential,” Forestry continued working on hazard pruning through the end of April when several crews could be fielded; this allowed crews to nearly match last year’s number of trimmed trees. However, with fewer crews working during the summer and fall months, the main focus was on removal work and storm mitigation with only very brief amounts of time devoted to trimming trees. The number of trimmed trees will certainly be much lower going into 2021.

State of Michigan Christmas Tree

Forestry partners with the State of Michigan each year in helping to make the holiday season festive by “trimming” the official Capitol Christmas tree. The State identifies and locates the tree to be used from various locations each year.

2020 ANNUAL REPORT | 111 They then remove the tree, transport it to the Capitol and set it in place. Forestry repairs the broken limbs, fills in bare areas, balances out the crown and straightens the trunk of the tree in preparation for its lighting at Silver Bells. Pictured below is the Forestry crew putting the finishing touches on the tree.

Challenges Ahead • Adjusting to a constantly changing work environment amidst a global pandemic Filling the vacant arborist positions • Returning to a 6-12 month tree removal schedule • Resume tree planting activities • Replacing aging equipment • Adding additional seasonal workers to help get on a regular trim cycle • Monitor and mitigate future tree loss during construction activities • Unknown pest and disease agents • Preparing for the inevitable retirements of the Forestry Supervisor and Forestry & Grounds Senior Supervisor • Maintain Tree City USA status

Grounds, Contract Mow Inspection & Cemeteries

In the Grounds subdivision, one of main goals is to maintain and operate the parks system throughout the City of Lansing; this consists of over 100 parks.

These parks have many different futures, from pools to baseball fields. Grounds is also responsible for maintaining the River Trail system. Over the years, the River Trail has grown and with it, so have the responsibilities. The Grounds subdivision has five full-time staff member to maintain these parks. With the pandemic, O&M has had to cut back on the seasonal staff this year.

Park Maintenance

One of the daily goals in the Grounds subdivision is trash. Although staff cannot put trash cans at all city parks, they do service over 200 barrels on a weekly basis. During the summer months, Grounds has seasonal staff maintain these trash routes; this is very helpful in many different ways. Grounds also has trash barrels on the River Trail that require weekly/daily maintenance. On top of normal trash operations, staff has been dealing with illegal trash dumping, homeless camps and remolding dumping; this is hazardous to the staff on many different levels. Grounds takes the proper precautions when dealing with unknown liquids and house hold waste.

Playground equipment has been an ongoing battle. With the aging of the equipment, staff has had to replace many parts. So far, two major slides and two crawl tubes have been replaced due to broken parts. Swings are now starting to fail; over 30 belt swings have been repaired this year due to being broken or failed inspections. It is important for staff to maintain these pieces of equipment to ensure the safety of the public.

In the parks system, there are over 170 picnic tables. The tables require maintenance, which can range from paint to replacing all the wood on the tables. Staff is also responsible for moving the tables around for special events. This year, staff has had to move the tables around for outside school programs at the Foster Community Center. With the price of wood and other materials on the up rise, the tables have been harder to maintain this year.

This year, restroom maintenance has been slower than in past years. With the lack of sporting events and special events as a result of COVID-19, most of the restrooms have remained closed; this has not

2020 ANNUAL REPORT | 112 slowed down the graffiti and vandalism in the restrooms; crews have replaced many different holders in the restrooms because of this. The graffiti has been a problem this year. Staff has been keeping up with this and are now looking into applying a coating over the wash that makes the graffiti easy and quick to remove. A new coating will save the City and staff time and energy.

Right-of-way mowing is a task that is also assigned to the Grounds subdivision. With the proper equipment and staff, these areas have been maintained. By maintaining right-of-way areas, the public is kept safe from unwanted weeds and animals that may be approaching the road ways.

Pools

This year, with the COVID-19 pandemic health guide lines, the City was not able to open pools. Even with the closures, staff cleaned the Hunters pool for spring clean-up. They removed all the old playground equipment from the basement, painted the walls on the bottom entrance and cut back all of the bushes around the walking paths to make entering the pool area safer. Furthermore, the flower beds were cleaned, which brought the old rose bushes came back to life; crews will continue to keep up with this. Moores’ pool is up in the air in regards to whether or not it will reopen. In nearing 100 years of public service, there is a lot of work to be done for this pool before it can reopen.

Athletic Fields

This year, all softball and baseball operations were canceled due to the COVID-19 pandemic. There were some major flooding issues on Kircher’s field this spring, which resulted in crews having to replace 15 yards of material on the warning track and 10 yards of top soil along the outskirts. Crews still maintained all of the playing surfaces by cutting weeds of the infields and spinning them with drag mats; this helps give new staff members some training before actual games starts and sports pick back up like normal.

Snow Removal

The Grounds subdivision is responsible for maintaining the city owned sidewalks, community centers, park faculties and River Trail. With the River Trail growing, it has become a task that takes time. With the addition of new equipment and staff members, Grounds was able to keep up with these responsibilities. The Grounds staff is tasked with making sure the ice does not build up on the community center walk ways making it safe for the citizens to use.

Mowing

O&M oversees all cemetery, park, right-of-way areas and mowing of the FEMA lot. Virtually, all mowing in 2020 was done by contract crews. Herbicide application to playgrounds was done by contract crew supervisor and Grounds and Forestry certified pesticide applicators. Parks were mowed 27 to 30 times each, and road right-of- ways were mowed bi-weekly or bi-monthly. Dead ends were maintained; areas change each year in a rotation through the City. Mow skips during dry weather continued this year and helped with the mowing budget, so much so that no extra mows were needed. Mowing is funded through the General Fund, State Trunkline and Act 51 funds. An O&M supervisor oversees the citywide contract mow crew.

Cemeteries

COVID-19 affected the cemeteries and burial practices. In March, staff set up a rope system to keep visitors back from the grave site so staff could safely work. The Parks & Recreation Department Director and Environmental

2020 ANNUAL REPORT | 113 Services Superintendent supported staff by communicating with funeral directors and religious institutions. Buri- als are detail-oriented and all religious and cultural denominations are accommodated within the three cemeteries.

Working with funeral directors, vault companies, families and the cemetery secretary is imperative.

Cemetery staff currently consists of two full-time staff members and one seasonal employee. Mt. Hope Cemetery, Evergreen and North Cemeteries consist of a combined 193 acres. There were 187 burials, 3 disinterment removals to other cemeteries, 112 marker cuts, 6 monument cuts and 12 Columbarium nameplate plaque mounts. Markers are reset as soon as possible following burials. A dozen or more markers are moved for burials in tight locations.

Propane hoods to thaw burial locations were not used in 2020. Covering of locations with plywood helps keep locations dry when staff receives advance notice. Crews are ready for this with 7 full tanks.

Permanent, reusable wooden burial boxes for sandy, loose burial locations have been built and utilized regularly; cemetery sexton, Angel Garcia, came up with this idea. Rope pulls are attached to install and remove the boxes. Boxes are left in in some situations when soil caves and where funeral practices involve family entering the grave site. Dead deer removal from car hits and fence impalements is routine.

Visitors to Evergreen Cemetery were dumping piles of food for deer in a median by the Columbarium. Supervision and staff kept an eye out along with regular dog walkers and were successful in stopping this disease spreading practice. A MDNR Wildlife Officer contacted the person responsible, and there have not been any further incidents. Groundhogs are a danger to staff, mourners and undermine monu- ments. There is an abundance of wildlife in the cemeteries and intersection of Aurelius Road and E. Mt. Hope Avenue.

Little Arlington in Evergreen Cemetery hosted a virtual Memorial Day Ceremony. Cemetery staff worked hard to be sure the cemeteries were in shape. There were 12 volunteers from the American Legion Post on S. Waverly Road. Likewise, another group of 8, organized by Realtor Joe Vitale, set out over 5,000 flags for Memorial Day and then picked them up after. The new 9449 Burial Dump is much appreciat- ed. A plow will be attached to the dump and a pick-up to plow. Road marker stakes have been added to road edges as guides. The FOLHC (The Friends of Lansing’s Historic Cemeteries) continued fundraising virtually through their Facebook page and worked with Lansing Parks & Recreation director and cemetery staff to staff the Cemetery Courtesy Office upon transfer of the Cemetery Secretary and all records to the Parks & Recreation main office.

Tree Planting and Sidewalk Projects

The Lansing Community College (LCC) surface lot on W. Shiawassee Street donated 8 native trees, which were moved by Forestry’s tree spade to Crego Park and Evergreen Cemetery with the Latin & common name plaques made by LCC Graphic Dept. students. There were also two State Arbor Day trees planted in Potter Park along the river. A White Spruce and a 3” DBH Larix laricina were donated by Cottage Gardens. A 3” DBH Japanese Lilac tree was planted in Evergreen; the requestor paid for the tree and delivery. Forestry tree planting funds were utilized for tree planting in several parks. Sidewalk replacement project monitored by Forestry with the Engineer- ing subdivision in March and April. The concrete company utilized a stump grinder recommended by Forestry for shaving roots, which will used in the future to save trees and time.

2020 ANNUAL REPORT | 114 Streets and Sidewalk Maintenance

The mission of the Streets and Sidewalk Maintenance subdivision is to maintain and improve the streets and sidewalks in the City of Lansing to ensure the safe use of the infrastructure by motorists and pedestrians. The subdivision performs a variety of tasks including asphalt paving, machine skin patching, potholing, spray patching, crack sealing, poly mastic application, concrete street repairs, ADA truncated dome mat replacement, curb repairs, sidewalk wedging, sidewalk installation, utility cut repairs, street snow removal and other essential tasks. The subdivision is comprised of a street maintenance crew and a concrete crew.

The O&M street crews were especially affected with the voluntary furlough program instituted to lessen the fiscal costs created by the COVID-19 pandemic. The voluntary furlough program reduced the street crew size by 75%. Because of such challenges, the Street subdivision has been significantly impacted in its ability to perform maintenance practices that could otherwise extend the useful life of Lansing’s street system and provide safer sidewalks. Such maintenance practices include pothole repairs, crack sealing, poly mastic application, asphalt spray patching, and thin asphalt overlays that can be used to preserve and extend the life of roads. Hazardous sidewalks can be made safer by means of temporary asphalt wedges at trip points, grinding of trip points and replacement of walk sections. One positive is that local street millage funds have been enabled to help staff continue local street paving projects. De- spite these challenges, the Streets subdivision continues to maintain Lansing’s roads while responding to the public needs.

The O&M street crews’ primary emphasis this 2020 season has been 1) Continuation of local street millage paving; 2) Continuation and expansion of poly mastic application; and 3) Asphalt and concrete utility cut restoration resulting from O&M’s Sewer subdivision’s emphasis on much needed sewer repairs.

Street Maintenance

Street Paving

Given the above challenges, O&M street crews were still able to complete one mile of millage paving. Local streets selected for millage paving in 2020 had 1 ½” of the existing road surface milled off, followed by 1 ½” layer of hot mix asphalt installed. Millage paving of local streets consisted of O&M street crews paving portions of Loa Street, N. Washington Avenue, N. Capitol Avenue, McPherson Avenue and Shepard Street.

Poly Mastic Application

Poly mastic is a hot applied mastic sealant that has an aggregate in it that makes it load-bearing and skid re- sistant. It can be used to repair large open pavement joints too wide for crack sealing and distressed surface areas that are too small for paving. O&M street crews began use of this technique in the 2019 season and have expanded its use in this 2020 season. Crews have found using poly mastic to be a very effective technique in prolonging the life of streets; they intend to further expand its use. O&M street crews applied poly mastic on large portions of S. Pennsylvania Avenue, May Street, W Mt Hope Avenue, W. Holmes Road and Turner Street.

Pothole Repairs

With the deteriorating condition of the City streets, pothole repairs are taking up an ever-increasing percentage of street crews’ time. A typical pothole forms during freeze-thaw cycles in spring when water penetrates through small cracks in the pavement freezes and widens the crack further. As more water enters the cracks, it saturates

2020 ANNUAL REPORT | 115 the roadbed under the pavement, weakening it until it can no longer support vehicle traffic. The cracked pavement then breaks into chunks coming loose, creating an ever-expanding pothole.

It is typical to see a significant increase in pothole complaints in the spring, with the thawing of the road base. As the condition of streets deteriorates, heavy rain events also can create an increase in pothole complaints as water enters the roadbed through the weakened structure of the road surface, creating a pothole.

The line chart on the next page shows the number of pothole complaints received throughout the 2020 season and its comparison to the number of complaints from previous years. Pothole complaints for 2020 have consistently remained low month to month throughout the 2020 season. It is important to understand that the relative low number of pothole complaints for 2020 are not an indication of significant oadr improvements accomplished, but rather an indication of how fragile the condition roads are in. The 2019-2020 winter was relatively mild with few temperature swings above and below freezing and little snow and rain. Regardless of the number of pothole complaints received, crews strive to fill potholes within 24 hours of notification, and calls received during business hours are often responded to within hours.

Crews were able to meet their goal frequently, with the exception of the winter events that extended over days, making it impossible to respond until the winter event was over. Lansing Connect is a popular way for Lansing residents to report potholes. Approximately 60% of pothole complaints are now coming through the Lansing Connect app.

Concrete Repair

O&M concrete crew has been busy with concrete restoration of sidewalk, curbs and drive approaches resulting from the Sewer subdivision’s repairs. Replacement of city sidewalk damaged by city trees has been suspended this season due to lack of time. Temporary asphalt wedging of trip hazards on city sidewalks will begin again this winter, when not involved in snow and ice removal on city streets. Repair of sidewalk trip hazards remains reactive, with limited staff and funding unable to meet the demand.

Sanitary Sewer/Storm Water Maintenance and Inspection

The objective of the sanitary sewer/storm water section is to maintain, clean, repair and inspect the City’s sanitary and storm sewer systems and flood control devices. The section is comprised of a cleaning/inspection crew and an infrastructure repair crew. Responding to citizen concerns and performing preventative maintenance are one of O&M’s top priorities. Cleaning and inspecting are essential to keeping the system operational and in good working condition. Identifying and performing infrastructure repairs decreases the chances of surface and basement flooding.

O&M’s focus is to protect and improve the environment while preserving the public health, welfare and safety of the residents of Lansing. Sewer maintenance is a year-round activity. Spring brings the chance of flooding and sewer backups. Maintenance work such as catch basin cleaning, storm sewer cleaning and by-pass pumping help mitigate property damage from these sources. Sum- mer and fall months see an increase in construction to include structural repair of sewer mains, catch basins and manholes.

This is the second year in a row that the subdivision has been without a usable backhoe, which forced crews to rent one for the summer. The service garage ordered the subdivision a new backhoe, which was received in mid-October. A backhoe operator position was filled by Ted Shiels. The subdivision suffered only one long-term injury this year, which is the best it has been in a few years; unfortunately, it was the tile layer (he missed almost 8 months before he came back). This is the second summer that the subdivision was down to one tile layer (the same tile layer was off last summer).

2020 ANNUAL REPORT | 116 COVID 19 hit the subdivision hard this year. The repair crew lost three people for over two months during the busiest time of year. At times, the subdivision was working with only two to three repair employees. The cleaning crew lost three people to the voluntary furlough program; this left the crew with two cleaning employees and two inspectors. Additionally, the subdivision lost a jet operator to refuse for over four months (there is a need to over hire refuse workers so other subdivisions are not short). The Sewer subdivision, along with two cemetery crew members, were the only ones working on Fridays as a result of the voluntary furlough program.

After a couple Fridays working during the furlough time, it soon became evident that crews would have to do everything: trees, branches, barricading and various other jobs. Furthermore, there was unfortunately a no overtime rule for the Sewer subdivision, which administrative staff did not know ahead of time. As a result of this, waiting to get approval was a significant strain on supervisors.

Inspection, Televising and Sewer Cleaning

The repair crews repair footage numbers were down from last year; but, considering how many employees the subdivision was short, the numbers are not as bad as they seem (340’). For two months the repair crew was almost cut in half during the peak season for doing repairs on the sewers because of furloughs, tile layer injury and no seasonal workers. With that being said, the repair crew tackled some big jobs this year, with one being Ar- lington that proved to be quite challenging with ground water and various other hazards. Staff ended up putting in 50’ of sanitary pipe. The repair crew also had other big projects such as the 18” siphon repair on Palmer, Cox street (50’ along with 50’ of curb removed). Employees were able to tackle the major erosion problem on Tecum- seh at the park. Another project that was time consuming was replacing and repairing over 18 catch basins on Edgewood. The crew took advantage of less traffic on roads to shut Edgewood down, making necessary repairs to the catch basins; all of this was done with using other crews’ backhoes or renting the necessary equipment. Before COVID-19 hit, the subdivision was hoping to get the green crew a chance to gel, but as stated earlier, furloughs and injuries made it hard to form a bond and know what each crew member’s job duties were. The crew was just starting to click, but then the subdivision ended up losing three people to the winter shift change. Ralph Pierce was a huge help throughout all of this; he is the future of the Sewer subdivision.

Emergency Response

The sewer maintenance and inspection subdivision are first responders for many types of emergencies, including flooding, sewer backups and storm damage cleanup. The subdivision had two bypass pumping events this year from flooding. During the course of bypass pumping, crews shifted pumps to a couple different locations, which helped the areas in Lansing that have had a history of flooding by alleviating water going into basements.

Surface Maintenance

The mission of the Surface Maintenance subdivision of the Public Service Department is to maintain and improve the “on the surface” infrastructure within the City of Lansing’s right-of-way.

The Surface subdivision performs a wide variety of tasks: grading and potholing gravel streets, placing dust control on gravel streets, clearing debris and removing brush from alleyways, installing and repairing guard rail systems, producing, managing and installing all types of street signs and banners, street sweeping, street leaf removal, fence repairs within the City’s right-of-way and responding to a variety of citizen complaints, including graffiti abatement, dead animal disposal, sidewalk cleaning, debris and accident clean-up. The subdivision is responsible for placing permanent and temporary traffic control devices to support special events, construction projects, emergency situations and more. Staff also provides internal refuse pick-up and recycling services to many city facilities.

2020 ANNUAL REPORT | 117 General Operations

The subdivision is also responsible for operating and maintaining the buildings and facilities at the Operations and Maintenance complex at 601 East South Street. The subdivision is comprised of two crews: a day crew and a night crew. The day crew primarily manages traffic signs, emergency and planned traffic control, gravel streets, internal trash and recycle pick-up, special event support, graffiti abatement, street sweeping, leaf pick-up and assistance with sidewalk snow violation abatement. The night crew also sweeps streets, performs street leaf removal and assists the street subdivision with patching potholes that are in areas of high daytime traffic. Addi- tionally, the crew assists with pothole complaints. This past year, they have placed over eight tons of cold patch patching materials and implemented traffic control for emergencies and special events.

Snow and Ice Removal

The subdivision is also responsible for coordinating the winter snow and ice removal from city streets. Last season, staff dispersed over 8,000 tons of salt and sand/salt mix. With that being said, staff was not able to gain an accurate evaluation of the pre-wet system as several issues with the new trucks caused them to be out-of-service for repairs. Two more trucks with pre-wet capability have now been added to the fleet hopefully increasing the ability to see any gains from the system this season. Crews will start the season off this year with over 1,000 tons of road salt. With the City’s recycling transition this fall, crews will hopefully be moving salt storage to the much larger building on O&M’s campus, which will allow pre-salt to be ordered at a discounted price.

Additionally, crews place and maintain over 35 salt/sand pails at school crossings and other potentially hazardous points throughout the City.

Street Sweeping and Leaf Removal

This year, sweeping went well. Crews were able to completely sweep the residential, major and trunkline streets two times even with the temporary loss of the night shift due to COVID-19 issues and staff reductions. Further- more, two of the subdivision’s four sweepers were retired due to cost of repairs versus value. A much newer sweeper was rented to help crews achieve their goals this season. So far this year, crews have removed over 4,900 cubic yards sweeping and are nearly up to a 1,000 cubic yards of leaves removed from the streets; this service is funded through Act 51 funds.

Gravel Road Maintenance

A total of 63 gravel streets are maintained by staff, which is one more than last year with the addition of Pingree Street. Crews were able to machine grade about 10.5 miles two times this year. Due to poor maintenance in the past and drainage issues, a few streets were addressed several more times. Some of the maintenance issues cannot be repaired without a full road reconstruction. Applying dust control was performed by a contractor again this season with occasional complaints addressed by staff. With the COVID-19 pandemic interfering with regular business operations, crews scheduled a single application of dust control to assist with keeping the gravel streets in better condition; this service is also funded through Act 51.

Sign Shop

The Sign Shop staff have seen an unsettling trend of vehicles damaging signs this year. With a lack of speed enforcement, city signs and light poles have taken a beating. The Sign Shop has completed over 633 work orders with almost 300 of those being damaged from traffic. At one point this year, O&M had all 17 of their temporary stop signs deployed around the City. Sign Shop staff has also been busy with sign production for other divisions and departments as the City endeavors to keep residence and drivers informed. Currently, crews use additional surface crewmembers as necessary to support the many special events and traffic control situations that continually increase each year. The Sign Shop is also the primary care taker of all the traffic control devices like

2020 ANNUAL REPORT | 118 barricades, traffic cones and message boards. They are always ready to lend a helping hand with whatever is needed to ensure the pedestrian and motoring public are safe and informed; again, this service is funded primarily by Act 51.

Alley Maintenance

This year, crews were only able to clear a few seriously overgrown alleys. Reduced staff has made it difficult to maintain all the alleys in a single year and the COVID-19 pandemic has made it even more difficult to gain much headway. Alleys are funded through the General Fund.

Right-of-Way

There has been a disturbing and significant increase of residential dumping throughout the City this year. Resi- dents seem to be dumping furniture, trash and building debris at any alley or dead end. Crews responded to well over 500 miscellaneous complaints throughout the year that were called in by frustrated residents and staff. A majority of the complaints regarded furniture, like mattresses and dressers, as well as common household trash. Crews also pick up dead animals in the right-of-way. There were nearly 50 calls for dead animals with about 25% of the calls regarding deer. One staff members spends about 75% of their time addressing these calls.

Guard Rail Repair

The Surface subdivision also maintains and repairs numerous sections of damaged guardrail, which helps improve driver safety and the appearance of the City. Crews spent hours repairing a dozen motorist damaged rails and one new installation on Martin Luther King Jr. Boulevard at Lenawee per the request of MDOT. The Surface subdivision is also responsible for the repair and maintenance of many crash attenuators throughout the City; this service is funded primarily through Act 51.

Internal Recycling and Trash Support

Miscellaneous trash pick-up continued weekly, which involves two people and a small packer truck, picking up trash and recyclables from several different locations throughout the City, such as City Hall, city-owned parking ramps, several parks and trash/recycle receptacles at various locations; this service is funded through the Gener- al Fund.

Routine and Emergency Barricading and Traffic Control

Crews rapidly respond to all types of situations where there is a need for emergency traffic control and support for police or fire to close roads and bridges. There is always someone on call to provide prompt and knowledge- able support for any on or off hour emergency. Additionally, crews assist other divisions with barricading, providing the public and staff as safe of a work area as possible; this service is funded by Act 51.

Special Event Support

Crews provide barricades, personnel and several special signs for the special events during the year, such as Sil- ver Bells in the City, Hawk Island Triathlon, Capital City River Run, numerous 5k runs and parades and more. This service normally demands approximately 1/4 of staff hours, but with the cancelation of most events this year, crews have been able to apply the time to other projects and tasks.

Graffiti Abatement

Graffiti is an ongoing problem, primarily along the River Trail and in city parks. Every complaint is addressed with many completed in a three-business day target. Abating graffiti is subject to the weather, sometimes extending

2020 ANNUAL REPORT | 119 the response timelines. Vulgar, inappropriate, or gang-related graffiti is handled with the highest priority and is usually removed within hours of being reported; this service is funded through Lansing Police Department.

Special Projects

The Surface Maintenance subdivision is regularly called upon for repair and maintenance projects, which are not always associated with normal routine tasks. Staff re-painted the traffic lane markings on several streets, hash marks for the bike lane on Saginaw Street, parking lines for Crego Park and reinforced a bridge structure along the River Trail.

Facility Operations

Coordinating maintenance of the Operations and Maintenance facilities and buildings was also handled by Sur- face Maintenance subdivision. Facility operations also include ordering road salt, sand and gravel, coordinating with Building Services on necessary facility repairs, working with contracted cleaning crews, and all aspects of maintaining the complex in a timely and efficient manner. This year, a significant update was the installation of LED lighting at all campus grounds. Additional lights were also added behind the wash bay to make after dark washing safer.

Capital Area Recycling & Trash (CART)

The mission of Capital Area Recycling and Trash (CART) is to provide an efficient recycling, yard waste, refuse and bulk item collection system. These programs encourage environmentally responsible behavior learned through consistent outreach efforts, which contribute to a cleaner and healthier environment and enhance the quality of life for those who live and work in the City of Lansing.

Refuse Collection

The City’s blue trash cart service provides weekly refuse collection to approximately 33% of single-family households in Lansing.

Staff continues to provide the bi-weekly 32-gallon trash service, also known as every other week service. The rate for this service is half of the quarterly rate for the standard weekly service. This service has become popular with those that generate minimal trash but still need curbside service. It is both environmentally and economically beneficial for the resident and the City. The program was created when the bag service was discontinued late last year.

A discounted rate for trash cart service is also available for households with qualifying income. Over 18,355 cubic yards of refuse was collected from Lansing residents by CART in 2020 (January-October).

Bulk Collection

There were approximately 530 bulky items picked up from January to November, including the collection of furniture, appliances and other large items.

Bulk numbers were significantly lower this year as the program was suspended from April to September due to the COVID-19 pandemic.

The cost for additional bulk items at the same stop/same day decreased. The first item is $33.00 and additional items are $16.50/each; this is a more reasonable rate for residents and helps to reduce illegal dumping.

2020 ANNUAL REPORT | 120 Yard Waste

Seasonal collection of yard waste is provided from April through November, along with two weeks of Christmas tree collection in January. Leaves, brush and other organic materials are processed into compost and mulch, furthering waste diversion goals.

2020 yard waste season started late and took some time to catch up due to the COVID-19 pandemic. Crews provided residents with the option to drop off their bags at Hammond Farms while the City awaited the start of the curbside collection.

Crews switched gears this year once spring collection was caught up. Collection for yard waste was moved from a weekly service to bi-weekly in June. Due to the drier than normal, while summer crews were able to stay on schedule with collection. Overall, the switch to bi-weekly was a success with minimal issues or complaints. Collection returned to weekly service the week of September 28th. Approximately 14,259 cubic yards of yard waste was collected from Lansing in 2020. The material is processed locally at Granger and Hammond Farms (April-October).

Recycling

Over 6,051 tons of recycling were collected and processed in 2020 from January to October; this includes material brought to the Lansing recycling transfer station by the City of East Lansing and two private haulers.

All materials are mixed together, compacted and then hauled to a Material Recovery Facility (MRF) in Detroit, owned by Republic Services.

The City is currently awaiting the opening of a new, privately owned and operated recycling facility in Lansing. Emterra Environmental has purchased an existing industrial site and after extensive renovations, has converted it into a MRF.

Both Lansing and East Lansing will commit recycling tonnage to this new facility. A local single-stream MRF will allow materials to be processed in the region, saving hauling costs as well as the cost to operate the transfer station. It is the intention for the MRF to serve the region.

Through intergovernmental agreements, other surrounding municipalities can take advantage of the contract/agreement Lansing has with Emterra. A press event and communications plan will be rolled out in early 2021 with the opening on the new facility.

Lansing’s commercial recycling program offers businesses a convenient and affordable recycling service. Participants receive a 96-gallon cart and weekly recycling pick up for $52 per quarter, with a second cart available at a discounted rate. The program is a popular choice for 150 area small to medium sized businesses.

Education and Outreach

CART uses a variety of approaches to increase recycling awareness and promote programs and services. Some of the methods are listed below: • CART’s primary publication, the Greensheet newsletter is inserted into “Lansing Living,” the City mag- azine. Lansing Living is directly mailed to Lansing residents three times each year. The newsletter includes a recycling guide, a collection schedule, information about special events and activities and other recycling related news. Lansing Living has gone digital since the start of the COVID-19 pan-

2020 ANNUAL REPORT | 121 demic. Plans to mail a shorter, recycling focused newsletter to convey the new guidelines to residents is planned for late December. • CART uses social media and the website to highlight holiday delays, recycling issues and provide targeted messaging about matters such as reducing contamination. • Use of the Recycle Coach app provides residents who sign up with a convenient way to get collection day reminders and other information. • CART has a long time partnership with the Lansing School District to provide curbside recycling collection. Nearly 40 schools participate. These programs encourage recycling by actively engaging students and teachers in the process. Collections have been suspended for most of 202 due to the pandemic and students learning virtually. • Staff worked with U of M graduate students on a plan to reduce recycling contamination. The findings will be shared and implemented in late 2020/early 2021. • The City received an EGLE recycling infrastructure grant that funded the purchase of a new recycling truck. • Recycling guidelines were updated and re-designed in 2020 to reflect Emterra’s MRF protocol. • CART commissioned a financial and operational review of the recycling, yard waste and refuse collection programs in 2020 and is working with Ann Arbor based Resource Recycling Systems. This review is essential to ensure that the program is operating in the most cost effective way possible, that rates are comparable to similar communities, and that services are efficient and effective. A comprehensive report is expected in late 2020 for consideration in 2021.

Student Partnership Opportunities

This past fall, the Department of Public Service entered two new partnerships with Michigan State Uni- versity (MSU) and The University of Michigan (U of M). MSU’s Center for Community Engaged Learning placed two Community Engagement Scholars with the City of Lansing’s Public Service Department. MSU student scholars work collaboratively with community partners, local organizations, and their fellow cohort members over the course of an academic year.

Michigan State University

The scope of each project varies by partners, although all projects focus on community and/or economic development. Under the supervision of Erin Buitendorp, Public Service Special Projects Administrator, the Scholars have lead a re-convening of a City Flood Prevention Task Force under the challenging remote auspices of the COVID-19 pandemic. Anne Rose Benson, a Broad College of Business Marketing major and Tom Douglas, a Col- lege of Natural Sciences Neuroscience major, will continue to serve the department through April 2021.

University of Michigan

The University of Michigan’s School of Information - Citizen Interaction Design graduate course pairs graduate students teams with a Michigan community to deliver information tools and services that foster an engaged citizenry. The graduate student teams assigned to Public Service this fall have addressed challenges communication-related to the Lansing Alert system and recycling protocols for recycling properly in the City. Citizen Inter- action Design is a project-based, experiential learning course where the students have met with and interviewed department staff remotely (due to COVID-19) and conducted online surveys distributed through city social media platforms to improve communication channels. Hosting MSU’s Community Engagement Scholars and The University of Michigan’s School of Information Graduate students within the Department of Public Service is an example of an excellent opportunity to further the City of Lansing’s mission to provide reliable, efficient and quality services that are responsive to the needs of residents and businesses.

2020 ANNUAL REPORT | 122 Transportation & Non-Motorized Group

The Transportation and Non-Motorized Group is a subdivision of engineering and is responsible for traffic operations in the City including installation and maintenance of traffic signs, signals, pavement markings, and sidewalks. The group administers grants, provides design of traffic control for construction, designs and provides traffic control for special events, administers neighborhood study and traffic calming programs, as well as oversees GIS and CAD functions. The group’s staff is currently administering a number of motorized and non-motorized grants.

Non-Motorized Facilities

In 2020, 2.25 miles of bike lanes were added through roadway reconfiguration (re-striping) or widening as follows: • Jolly Road – extended the bike lanes from west of Martin Luther King, Jr. Blvd east to Cedar Street (1 mile) in conjunction with the Jolly Road Resurfacing Project. • Delta River Drive – 1.25 miles of bike lanes were striped from Waverly Road to N. Grand River Ave- nue in conjunction with the Delta River water main and road reconstruction project

Sidewalks

There are over six hundred miles of sidewalks in the City. The Transportation and Non-Motorized Group continues to work on the major street sidewalk gap closure program and sidewalk repairs and upgrades. There are approximately sixty miles of gaps on major streets in the City. Eliminating these gaps would cost approximately $16 million. The sidewalk repair program for 2020 continued to focus on eliminating reported trip hazards throughout the City. • There were 258 hazard locations removed in 2020 by cutting (this is an estimate as the last batch of locations has not been received), a slight decrease when compared to the 295 trip hazards reported in 2019. • The cost for this work was $111,160, a savings of over $560,000 compared to sidewalk replacement. • An additional 143 locations were addressed by the installation of asphalt wedges.

To maintain a 50-year replacement cycle for sidewalks, 12 miles of sidewalk would need to be replaced annually at a cost of over $3 million. There were 54 sidewalk ramps reconstructed to meet ADA Standards. The City bid a miscellaneous concrete repair project that would repair sidewalks heaved due to street tree damage; this project was bid with sidewalk ramp repair locations. The contractor repaired 137 locations, 2,872 linear feet, of sidewalk at a cost of $209,100. The project was completed June 2020.

Traffic Signals

There are currently 203 traffic signals in the City. Maintenance is provided by the Lansing Board of Water & Light (BWL) under the direction of the City. Engineering activities include timing plan preparation and adjustment, modernization design and coordination and communication systems design and implementation. To keep the traffic signal infrastructure up-to-date, six to seven intersections need to be modernized annually. This year, one RRFB was removed and the crossing consolidated at a new traffic signal; 9 signals in the CBD were fitted with new signals and 7 additional signals upgraded in preparation for two-way; and 2 traffic signals were upgraded with audible pedestrian push buttons.

2020 ANNUAL REPORT | 123 Engineering Studies and Plans

Six traffic study reports were completed and taken to the Public Service Board. There were 48 traffic counts were completed at 16 locations. Traffic data and sidewalk condition information continue to be integrated into the Cityworks asset management software to be used as a tool for developing priorities for repairs of streets and sidewalks. • Staff completed three surveying projects, which eliminated the need to hire a consultant to do this work. • There were three River Trail soil-stabilization projects have been completed this construction season. • There were six River Trail bridge rehabilitation projects were bid this year. Construction has commenced and is expected to be completed next year. • One River Trail bridge design has been completed and will be bid this winter for construction, which is planned to happen in late Fall 2021. • Bear Lake Pathway was bid through the Michigan Department of Transportation (MDOT) Construc- tion is expected 2021. • Forest Road and Collins Road pathways in conjunction with Forest Road and Collins Road roadway improvements are currently being designed. They are expected to be bid early 2021 for Spring/Sum- mer 2021 construction. • East Side Connector pathway will be re-bid this winter for Summer 2021 construction. • Three pathways are in the scoping phase. • Two-way conversion of downtown streets continues. A contractor has been secured and curb/radi- us improvements are underway. Radii improvements will be completed in Spring 2021.

Special Events

Five special events were held in the public right-of-way this year. Staff is responsible for designing the traffic control for all events, coordinating with other city departments and external agencies such as the State of Michigan and Capital Area Transportation Authority (CATA), overseeing street closings and re-openings and sending out traffic control/road closure advisories.

Major events in 2020 included: Vice President Pence’s visit, Art Feast, Halloween at Frances Park, Tree set-up at the Capital and the Capital City River Run.

Traffic Signs and Pavement Markings

As part of its traffic engineering work, the Transportation and Non-Motorized Group is responsible for the installation and maintenance of traffic and parking signs as well as pavement markings on non-MDOT roadways in the City. During 2020, 1082 work orders were written for traffic sign installation, repair or replacement, including street name, warning, stop and other regulatory signs; this is 45% more work orders than were completed in 2019. The increase is due to shifting of work priorities during the pandemic.

Due to the effects of snow plowing activities and winter weather, over 200 miles of long line pavement markings are repainted annually. In addition, miscellaneous markings (crosswalks, stop bars, railroad crossings, turn ar- rows, etc.) need to be replaced every three to five years. In 2020, markings at over 100 intersections (close to one third of the total in the City) were replaced.

2020 ANNUAL REPORT | 124 Wastewater Division

The Wastewater Division is responsible for the operation and maintenance of the combined sewer overflow facilities (regulators), storm and sanitary sewer pumping stations, and the wastewater treatment plant. The City’s wastewater treatment plant (WWTP) services the City and multiple townships outside its corporate limits. The plant is the fifth largest in the state of Michigan and is licensed to treat an average of 35 million gallons of sewage per day. Wastewater is also responsible for the administration of the City’s National Pollutant Discharge Elimination System (NPDES) Municipal Wastewater Permit for the WWTP’s discharges. A major part of this permit requires an industrial pre-treatment program that monitors local business and industry discharges to the sanitary sewer system. To help educate the community about wastewater treatment and its positive impact on the environment, staff typically gives several facility tours throughout the year.

Wastewater Treatment

In 2019, the WWTP accepted a total of 5.18 billion gallons of raw sewage and successfully processed it into clean water that was then discharged into the Grand River. The highest daily flow occurred on January 11, when the plant received 60.93 million gallons of raw sewage. The treatment process generated over 4,060 dry tons of residual solids, which were disposed of using popular green solutions. About 2,800 dry tons were converted into bio-solids by lime stabilization, and then applied to farmland as a soil conditioner and fertilizer for agricultural crops. The remaining solids were added to landfills, which will produce methane that will generate electricity. Following this, it is sold back to the Lansing Board of Water & Light (BWL).

Wastewater began the year with 10 out of 42 positions vacant. Currently speaking, there are nine vacant positions, including the Division and Assistant Superintendent positions. In the interim, division leadership is being maintained by three personnel: Paul Stokes, the East Lansing (and former Lansing) Superintendent, is working part-time to address State Permit related issues; and Nathan Arnold and Jeremiah Kilgore who are serving as supervisors of the Operations and Maintenance division, respectively. To address other vacancies, the Opera- tions and Maintenance division is down one position each. The biggest deficit is in the technical staff, with five positions vacant.

Earlier this year, the City received a new NPDES permit. The new permit adds monitoring for a number of new chemicals. The NPDES permit is a very comprehensive document and affects virtually every area of plant operations. Due to recent equipment failures and the age of the existing equipment, staff is embarking on projects to replace the main switch gear to the plant and in the West Blower Building, and to replace the supervisory control and data acquisition (SCADA) system. The switch gear controls and provides electricity to the plant. The SCADA system provides the means to monitor and control equipment and processes in the plant and in the remote pumping stations.

2020 Plant Improvements • Cleaning and replacing equipment in north and south aeration basins, aiming to increase oxygen flow to improve biological treatment and reduce energy requirements. • Replacing the north ferric and sodium hypochlorite chemical pumps to improve chemical delivery. • Installing two variable frequency drives (VFDs) in South Return and two VFDs in South Retention to improve pumping performance and provide energy savings. • Replacing all the fluorescent lights in the Administration Building with LED bulbs, in another energy-savings move. • Installing a new motor control center in the North Grit area; this outdoor electrical enclosure replaced one that was dangerously rusted out. • Every winter, the valves in the basement of the Tertiary Building freeze, and staff has to heat them

2020 ANNUAL REPORT | 125 up for them to work. To fix this issue, staff is installing a preheat system in the supply air ducts. • The current area that staff uses to dry and dispose of grit and residuals has been a problem area for years. This year, to improve solids handling and reduce land-filling costs, a new drying bed project is being constructed.

Wastewater Laboratory

The function of the Wastewater Treatment Plant Laboratory is to determine the effectiveness and efficiency of the plant treatment processes and to verify the quality of the water discharged to the Grand River.The laboratory passed all parameters for chemistry, microbiology and metals analysis for the annual quality assurance study required by the EPA; this study challenges our staff to analyze samples of unknown contaminants.

Plant Maintenance and Pumping Stations (Field Operations)

Field Operations staff monitors, maintains and operates 28 sanitary sewer pumping stations, 1 air injection station and 4 stormwater pumping stations that serve both the City and surrounding townships. This year, staff worked with electric contractors to replace a badly rusted control cabinet at the Packard Road Pump Station. They also replaced air compressors at the Harton Street Pump Station. Pump motors were rebuilt in the Scott Park and Miller Road pump stations. Staff replaced the leaking roof and rusted out motor control center at the Miller Road Stormwater Pump Station. To provide backup power, staff is also installing a generator at the Ben- nett Road Pump Station.

Industrial Pre-Treatment Program

The Industrial Pre-Treatment Program (IPP) inspects, permits and monitors 13 categorical and/or significant industries. Continual involvement is necessary to maintain a solid working relationship with these industries; this is accomplished through site visits and follow-ups, as well as regular oversight through sampling, permitting and inspections. Many commercial sites are also visited throughout the year. Staff responds to environmental issues that arise within the City. Employees routinely work with the Michigan Department of Environmental, Great Lakes & Energy (EGLE) to address reports of pollutants being illegally discharged or accidental spills that need to be properly contained. Last year, wastewater was contacted by EGLE regarding the emerging issue of PFAS; this is a group of chemicals that has recently become a cause for concern in the environment. To date, wastewater has cooperated with EGLE in sampling potential sources of PFAS coming into the Wastewater Treatment Plant (WWTP). Staff has also tested the plant flow and is currently testing bio-solids. There was not any detection of PEAS in the City’s discharge to the Grand River. Monitoring for this chemical is an effort that will continue for some time.

2020 ANNUAL REPORT | 126 TREASURY & INCOME TAX Desiree A. Kirkland, City Treasurer & Income Tax Administrator

Description

Treasury & Income Tax department are responsible for the administration of the city’s property tax and income tax programs. The Treasury division bills and collects the real, personal property, and delinquent personal property taxes. Treasury is also responsible for the overall collection of the Lansing City department revenues and remittances through the process of cash receipting and departmental daily deposits. Treasury is also accountable for the safekeeping and investment of City funds, monies, and non-pension related securities.

The Income Tax division collects Income Tax for Lansing residents and non-residents that work in Lansing. Addi- tionally, this division works with multiple Lansing-based and regional employers to complete accurate employee withholding.

Treasury

This division issued over 88,397 property tax bills in July and December. In addition to collecting these taxes for the City, Treasury collected and distributed real and personal property taxes for Ingham, Eaton, and Clinton counties, seven area School Districts, Lansing Community College, Capital Area District Library, Capital Area Transit Authority, the Airport Authority, and the 425 agreement partners, along with several other partner agreements.

Treasury collects and distributes payments for Payment in Lieu of Taxes (PILOT) holders, SmartZone, Principal Shopping District, PA 328 Property Tax Abatements, the Tax Increment Finance Authority (TIFA), Brownfield developers, and the Economic Development Corporation. This division also completes Brownfield Authority, TIFA, Obsolete Property Rehabilitation Act (OPRA) reports for compliance with the State of Michigan.

Treasury also collected nuisance fees, code enforcement violations, false alarm fees, diversion program fees, and Industrial Facility Taxes (IFT).

Participated in community meetings to present and discuss Treasury & Income Tax services and processes.

Established and implemented employee professional development program to increase employee productivity, job knowledge, confidence and capabilities.

Development of training manuals and mapping of processes.

Income Tax

The Income Tax division reviewed and audited over 76,181 individual income tax returns: Corporate, Partnership, S Corp, Fiduciary returns, and issued approximately 42,416 refunds when applicable. This year, the Income Tax team successfully issued refunds several weeks ahead of the statutory refund deadline.

The employee withholding subgroup worked with approximately 5,297 employers to withhold wage taxes from approximately 180,328 (58% non-residents 42% resident) employees. The withholding analyst implemented a new cross-referencing protocol to help identify employers and employees that are not filing withholding or income tax returns with the City of Lansing.

The Income Tax team performed a GAP analysis, which helped identify the system flaw that caused billing delays by one year. A new program pathway change cut the billing cycle time down by several months.

2020 ANNUAL REPORT | 127 The Income Tax division reduced the number of court action filings for delinquent taxes by focusing on additional taxpayer education, more effective collection techniques, and outreach efforts. Payment plans are down 1645 while 693 small claims cases proceeded to court. These actions resulted in a significant reduction of warrants previously issued for failure to file income taxes. The income tax enforcement process has improved consider- ably in part due to Treasury’s effective working relationship with the City Attorney’s office and District Court.

The collections unit within Income Tax collects delinquent employee withholding, corporate taxes, and individual income taxes. This unit also works with the Income Tax Administrator to ensure that all license applicants and elected official candidate’s taxes are paid in full prior to receiving positions or licenses.

Established and implemented employee professional development program to increase employee productivity, job knowledge, confidence and capabilities. Examples - Collections Law training, Bankruptcy, etc. Development and documentation of processes and procedures.

2020 ANNUAL REPORT | 128 Experience Michigan’s capital city From riverfront adventures, local galleries, international cuisine, stadium fun, breweries, distilleries and more— discover the businesses and cultural hubs that make downtown Lansing a capital destination!

2021 EDITION DOWNTOWN LANSING INC. 517.487.3322 downtownlansing.org

State of Downtown Lansing Main DOWNTOWN Street is making a real 18 Blocks difference. Downtown Lansing Inc. is a community connector, and solution creator—balancing the needs of our residents, businesses and First-floor storefronts 73 visitors in the midst of a year that brought with it a global health crisis. Together with our partners, we are proud to foster pride Residential units and a strong sense of place, all while promoting the culture and 849 sustainability of our city! We know Lansing will be stronger in future years as we all come together to Lift Up our local community. Restaurants 47 Downtown’s Goals • Create a physical environment that supports a diverse 19 Retail stores and welcoming sense of place. • Provide small business support services through collaborative relationships and shared goals. % Storefront vacancy rate 20 • Collaborating with the city, developers, investors, and businesses to target projects % Property value increase that align with DLI’s overall long-term vision 1.3 for the downtown district.

Certified Redevelopment Ready Community® Master Level Main Street

2020 ANNUAL REPORT | 129 TRANSFORMING LANSING’S DOWNTOWN

Creating a welcoming and Collaboration and creativity are the The Lansing community came comfortable atmosphere that serves keys to building a community. DLI is together to #LiftUpLocal businesses both the needs of our residents proud to work with so many partners in a united movement that captured and businesses is part of the Main to reimagine how we all interact and the hearts of an entire city! Street difference—contributing to a engage with the downtown district strong sense of place for all who call through alleys, drive-in movies, downtown Lansing home! outdoor performances and more. REINVESTMENT Main Street is Helping Businesses Thrive • Rent/mortgage support grants • “Lift Up” local campaign STATS 2019–2020 • Small business counseling • “Lansing has Heart” crowdfunding PRIVATE INVESTMENT partnership • Marketing • Match on Main Covid-19 grant • Business huddle $ programs • Sign incentive program 4,161,945 • Pop-up spaces and programs Program to date: $91,854,634

Façade & Building “Through the promotions and ambassadorship of the DLI team Improvements and their relentlessly positive leadership, we’ve increased Program to date: 226 12 artwork sales for our Michigan artists and offered exciting new New initiatives that offer increased access to art opportunities in Businesses 5 Program to date: 75 our community!” —Barb Whitney, Executive Director, Lansing Art Gallery & Education Center Community Profile Downtown Lansing | 2020 Population Downtown Drive Time Markets 118,955 5 Minutes 10 Minutes 20 Minutes

Households Population 201,823 335,322 461,973 51,762 Households 83,331 139,850 189,612 Median HH Income $43,906 Median HH Income $61,318 $77,716 $81,001

Median Age In-demand Businesses 32 years Shopping & Retail Food & Drink Housing Units Michigan-themed store Breakfast/brunch 54,202 General/variety store Brewery/brew pub 96% Housing is occupied Bookstore Italian 53% Owner-occupied Specialty gifts/goods Healthy menu eatery 47% Renter-occupied Clothing store

2020 ANNUAL REPORT | 130 2019 Pulse Connecting Community of Downtown

Visit downtown Lansing by Lifting Up Local 63% most often for dining By building community and encouraging residents to “Lift Up” Described recent trends % in downtown Lansing as local businesses during these trying times, Downtown Lansing 31 improving or making progress. Inc. continues to serve as a community connector, creating Said the frequency of their visits to downtown Lansing opportunities and programming that connect residents with 26% increased during the past year. the businesses that serve them. Social Connection 7,130+ Facebook Followers 9,525+ Instagram Followers 14,800+ Twitter Followers Volunteer Connection 2,938 Volunteer hours in 2019–2020 18,065 Volunteer hours (Program to date) $75,771 Volunteer value in 2019–2020 $465,896 Volunteer value (Program to date) In the Numbers

Income Expenses

3% % VOLUNTEER SPOTLIGHT 5.5 7% % 5% 4 9% “Through my volunteerism with Downtown 12.3% 22% 5% 1% Lansing Inc., I’ve seen how hard they work 20% everyday to keep downtown looking and 5.2% $543,801 feeling vibrant and thriving. DLI works extra 4% $589,367 % hard to keep the community connected and 16 engaged with local businesses—showing us 39% 42% all how a good team leads a city. Downtown Lansing Inc. is the true definition of Program activities Promotion activities leadership and community collaboration. This Grants/foundation support Design activities collaboration and engagement is so important City/county support Economic vitality activities PSD support to helping a community thrive, and this is why Organization activities Management contract fees Operations I love working with Downtown Lansing Inc.!” Business support Other Memberships/fundraising —Ashlee Willis, Promotions Volunteer, Lansing Staffing Mosaic; Owner, Michigan Premier Events Personal giving Other

2020 ANNUAL REPORT | 131 DOWNTOWN Michigan Main Street ALIVE The Leader in Grassroots Downtown Lansing Main Street Events 2019–20 Economic Development Michigan Main Street provides technical assistance to local communities 7,885 as they implement the Main Street Four-Point Approach®, a community- Est. event attendance driven, comprehensive strategy encouraging economic development through • Downtown clean-up historic preservation in ways appropriate for the modern marketplace. The • Expanded outdoor dining program aims to create communities distinguished by economically vital • Drive-in movies • Downtown Traffic Jam! and vibrant commercial districts and downtowns, thereby making the state • Downtown music economically stronger and culturally diverse. • A Fresh Taste of Downtown • ARTery Alley Pavement project

“As we continue to navigate the long- Real Impact. term effects of Covid-19, social injustices, The numbers prove it! dramatically reduced numbers of daytime workers and visitors in Lansing—our $ volunteers, staff and board are working 13,871,279 hard to shift and prioritize programming 2019–20 Total that meets both the interests and needs of Private Investment our community—while working towards $319,893,405 the long-term recovery and transformation Program to date of our downtown. That’s the Main Street Outdoor patio spaces allowed added difference. That’s downtown Lansing!” capacity and safe dining experiences. $16,587,881 —Cathleen Edgerly, Executive Director 2019–20 Total Public Investment Our Communities $116,015,807 Program to date

Sault Ste. Marie 33,676 2019–20 Volunteer Hours Cheboygan Charlevoix Lansing has HEART! community clean-up 773,507 Boyne City Program to date Grayling

87 Evart 2019–20 New Businesses

Lapeer Grand Owosso 1,495 Program to date Haven Old Town Wayland Downtown Lansing Lansing Charlotte Howell Mexicantown- Otsego Eaton Rapids Hubbard Communities Saline Wayne

Three Rivers Milan 150 Niles 2019–20 Façade & Blissfield Newly named ARTery Alley brought together artists, drive-in movies, residents and businesses Building Improvements Select Level Master Level 2,357 Program to date

Downtown Lansing’s Board of Directors President: JV Anderton Vice president: Christine Zarkovich Treasurer: Jim Tishler Secretary: Summer Schriner Member: Cara Nader Downtown Traffic Jam! pop-up experience combines local musicians, restaurants, and Member: TJ Bucholz more in vacant spaces! Past President: Karl Dorshimer www.miplace.org 4887-201112

2020 ANNUAL REPORT | 132 LEDC 2020 Highlights

The below report summarizes highlights from the Lansing Economic Development Corporation’s work in 2020. A comprehensive annual report will be available in the coming weeks.

Lansing Small Business Recovery Program

Since the pandemic began in March, the LEDC has been working very hard to support Lansing small businesses. We’ve collaborated with Mayor Schor’s Office, many City of Lansing departments and LEAP to make emergency funding programs available to City of Lansing small businesses.

Based on National Development Council guidelines, we created the Lansing Small Business Recovery Program:

Phase 1 – Survive - Assisted small businesses applying to the MEDC/LEAP’s Small Business Relief Grants and Loans - Created the COVID-19 Rescue Fund to provide emergency funding to businesses not awarded by the Small Business Relief Grants program

Phase 2 – Restart - Assisted small businesses applying to the MEDC/LEAP’s Restart Grant Program

Phase 3 – Adapt - Created the Economic Recovery Resource Developer position to bring more LEAP Michigan Small Business Relief Grants funding to the Lansing community. LEAP Michigan Small Business Relief Loans - Prepared the Lansing CARES Small LEDC COVID-19 Rescue Fund Grants Business Assistance Program, to be launched LEAP Michigan Small Business Restart Grants Feb 2021

In all, $400,000 of LEDC funds and $2,105,000 in funds distributed by LEAP have been awarded to City of Lansing small businesses and nonprofits. Putting over $2.5 million into the hands of the City of Lansing’s small business owners was no small feat, and our work will have a lasting impact allowing small businesses to keep their doors open. The map above shows the locations of City of Lansing businesses which have received regional or local COVID-19 funding since March.

2020 ANNUAL REPORT | 133 1 Projects Approved Lansing Shuffleboard and Social Club plans to develop a food hall concept and event space on the Lansing Riverfront at the Lansing City Market Building. A lease for the building was approved by the City of Lansing in November 2020 and the LEDC approved a loan to assist with business operations in December. This project will include nearly $3,000,000 of investment to create a vibrant hub for delicious food and unique entertainment offerings that will continue the momentum of riverfront activation and add to lifestyle offerings in Downtown Lansing. Patio operations are planned to begin in Spring 2021 with full operations scheduled for Spring 2022.

Michigan Realtors Headquarters located at 720 N Washington Avenue, LBRA Brownfield Plan #79 was approved by city council on March 16th. This project includes the demolition of 2 buildings to create one new headquarters for the Michigan Realtors. The total investment is $9,200,000 with public improvements on Saginaw Street and North Washington. Demolition and construction have been well underway in 2020 and is scheduled to be completed in the Spring of 2021.

Allen Place is a mixed-use development at 1611 East Kalamazoo St. in the Eastside neighborhood of Lansing. This $9,000,000 project is underway and includes the rehabilitation of an existing two-story building and a three-story addition that creates a comprehensive development that offers 21 units of age-friendly and mixed-income housing and over 24,000 sq ft of new or renovated commercial space. Integrated programming with Allen Neighborhood Center’s food and health services, including access to exercise/dance classes, weekly on-site market, gardening and cooking workshops, are also contemplated as just some of the community-focused services that are part of the development.

Projects Under Construction • Temple Club Redevelopment o This is a $10.5 million redevelopment project to construct 31 market-rate apartments along with 3,000 square feet of first-floor office space and 960 square feet of first-floor commercial space. • Red Cedar Redevelopment o This $250 million development will include student housing, market-rate apartments, two hotels and an assisted living facility, as well as restaurants, retail space, public park space, and a connection to the Lansing River Trail. The first phase of the project is well under construction. The first and second series of LBRA bonds have been issued and another series is scheduled to be issued soon. • Volaris Lansing Apartments o Located at 3600 Dunckel Rd, this $52 million 286-unit market rate multifamily apartment community is comprised of four 4-story buildings. Units are now being leased. • The Louie (Former Farnum Building)

2020 ANNUAL REPORT | 134

2 o The building’s $20 million renovation is near completion and tenants moving in. It will create 100 and retain 25 FTE jobs in the city. • New McLaren Health Care Hospital o This project represents a $601 million investment in the City of Lansing and will serve as a core component of the area’s budding med-tech research corridor. • Holmes Street School o Located at 1030 S. Holmes, this project includes the rehabilitation of the existing, functionally obsolete former school building. Redevelopment of the property will bring new residential options to the neighborhood with a total of 40 new studio and one-bedroom apartments. It totals $2.8 million in private investment.

Projects Completed in 2020 • Capital City Market o The $41.5 million mixed-use development includes a hotel, downtown grocery store and apartments. Meijer and the apartments are open now, with the hotel opening in spring 2021. • Capitol View Apartments (Former Oliver Towers) o The project is complete, and the majority of residential units are leased. The $14.7 million 8 story building will house 96 apartments and 1,300 sf of retail space downtown. • Metro Place Apartments (Former YMCA Site) o This project is located at 301 W. Lenawee at the former YMCA Site. This project adds 145 new apartment units to the downtown community. The apartments are now leasing and they are seeking a first floor commercial tenant. • Provident Place (2200 Block) o Located at 2200 East Michigan, this project is 85% leased on the residential space, however the pandemic has delayed leasing of the commercial spaces. The $7 million mixed-use development includes the construction of a 4-story building including 6,000 to 9,500 square feet of office/retail space on the first floor and between 33 and 37 residential units above. The new structure also includes underground parking. • 515 Ionia St./Belen Building o This project included the complete rehabilitation of two existing, functionally obsolete buildings located in the immediate vicinity of the State Capital in downtown Lansing. Renovation of two 2-story buildings totaling 9,132 square feet resulted in a total of 4,500 square feet of office/retail use on the first floor and 6 market rate residential units. Lease up continues on the commercial space and residential units. • Extra Space Storage (Former EDS Building) o Located at 930 W. Holmes, this $4.3 million redevelopment includes over 100,000 sf of self-storage and $500,000 of public infrastructure improvements. • 517 Coffee Company

2020 ANNUAL REPORT | 135

3 o The company initially planned to locate in Pleasant Grove Plaza, however that location did not work out. LEAP found them a location at the former Bake and Cakes South on MLK. They are utilizing an LEDC loan and their shop just opened for business.

Façade Improvement Program Lansing City Council did not approve another round of façade dollar for the FY 2020/2021. For FY 2019/2020 Lansing City Council approved $162,500.00, which the LEDC administers. Due to the pandemic and the construction industry, dollars were difficult to allocate to small businesses. Many of the businesses in Lansing had very difficult decisions to make and could not invest in their facades. However, there are several businesses that were able to take advantage of the Lansing Façade Improvement Program, as seen in the table below. Almost all of the $130,000 façade dollars have been allocated to projects. In addition, three previously approved projects were completed in 2020, which included Cedar Auto Sales, the Safety Council, and a design grant for 1603 Turner Street.

Project Name Address Investment 1603 Turner Street 1603 Turner Street $35,611 MICA 1210 Turner Street $21,600 Safety Council 3315 S. Pennsylvania Ave $4,306 Render Graphic Design 111 E Cesar E Chavez $9,900

1604 Massachusetts Avenue 1604 Massachusetts Avenue $30,615 Allen Neighborhood Center 1611 E Kalamazoo St $46,250 400 S. Pennsylvania Avenue; 5100 S Waverly; 6099 S. Quality Dairy MLK $64,424 Kewpees 118 S Washington Sq $0 2208 East Michigan Ave. 2208 East Michigan Ave. $14,000 1145-1147 S. Washington Saddleback & REO Pub Ave $73,290 Sleepwalker 1101 S. Washington Ave $3,288

Public Art Grant The City of Lansing was awarded a $10,000 2020 Public Art for Communities Grant by the Lansing Economic Area Partnership to support a new permanent public art piece in Reutter Park. In addition, the Lansing Brownfield Redevelopment Authority will provide up to $5,000 to support eligible activities related to the piece’s installation. This art piece in the heart of the downtown community will help create vibrancy and build a sense of place for visitors and residents alike. It will be installed in April 2021. 2020 ANNUAL REPORT | 136

Corridor Improvement Authorities (CIA) The Saginaw Street Corridor Improvement Authority and the Michigan Avenue Corridor Improvement Authority development and finance plans were approved late 2019. In 2020 for both boards concentrated on understanding the administration needs now that their Development and Finance plans were approved which includes the tax capture, bank accounts, etc. Even though not awarded each Authority was able to apply for the Match on Main program.

South MLK CIA and North Grand River CIA were established in late 2019, and the majority of 2020 was communicating with residents, business owners, and property owners. This was to support the need to find members for each board. South MLK CIA in 2020 was able to appoint 7 members. The North Grand River CIA received 5 applications for the authority.

Opportunity Zones The City of Lansing’s Opportunity Zones Prospectus underwent a full update in 2020 to reflect the most accurate data and project information. Lansing also participated at the Michigan Municipal League’s virtual Opportunity Zones Investor Summit in September, where Urban Systems’ 600 Block downtown redevelopment and the Deluxe Inn site redevelopments were pitched to statewide and national investors.

LEDC/LBRA/TIFA Provided staff time for these boards but more importantly this year allowed us time to provide training to the board on key programs, such as the Tax Increment Financing Authority, brownfields, and corridor improvement authorities.

2020 ANNUAL REPORT | 137

5 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEPFA) Scott Keith, President & CEO

Department Description

The Lansing Entertainment & Public Facilities Authority (LEPFA) is governmental agency of the City of Lansing, providing professional management in the administration, operation, marketing and maintenance of the Lansing Center, Jackson Field, Groesbeck Golf Course and other community/regional interest events and activities.

Accomplishments

Lansing Entertainment & Public Facilities Authority (LEPFA) was significantly impacted in the FY20 year by COVID-19. The Lansing Center has been restricted for business since March 12th; with a nearly $5.2M loss and/ or displacement of revenue since March. LEPFA has laid off indefinitely nearly 78% of full-time staff and nearly all part-time staff. Additionally, all full-time staff have had their salaries reduced. Jackson Field (recently renamed as part of a *new* naming rights agreement with Jackson National Life) was also significantly impacted by COVID-19. The stadium did not have a Lugnuts season (in what would have been the 25th Anniversary Season), and other special events were significantly reduced due to restrictions. Groesbeck Golf Course, although initially stalled due to restrictions, had a significant growth during the pandemic (due to limited options for activity/ entertainment) and saw a nearly 30% increase in rounds and revenues. LEPFA continues to work to find regional funding support for the properties and events it manages. LEPFA received an unmodified, clean audit for FY20.

The Lansing Center (LC) held over 180+ events this past year with nearly 350 event days. Over 150,000 people attended events at the LC throughout the year, and under 15,000 directly attributable room nights. The Lansing Center contributed over 22,000 pounds of re-usable food items to the Greater Lansing Food Bank & Food Mov- ers, while continuing to offer opportunities to staff and our events/facilities to help those in need in our community.

It may take close to two (2) years for the meetings and events industry to return to pre-Covid levels. It is project- ed to be a slow return both in size and scope of events; anticipation for at least a 40% decrease in attendance and incremental decreases in spending by the events due to budget challenges and attendance. Virtual events will not help the LC with revenue in the near term as hosting virtual events can be nearly anywhere. Additionally, the costs associated with operating the LC at minimum standards with limited events does not allow for efficiency in budget as typically occurs with a convention center.

Due to the COVID-19 pandemic, the Lansing Lugnuts 2021 Minor League Baseball season was postponed before officially being canceled on June 30th. Throughout the entire Summer and Fall, severe capacity restrictions were placed on Jackson Field. Despite those restrictions, the Lansing Lugnuts refused to sit idle and found ways to continue impacting the Greater Lansing community through use of the stadium.

The Lugnuts hosted the first ever Lemonade League – a self-contained Summer Collegiate Baseball League with two teams made up of current college players. These players hailed from schools such as Michigan State, Central Michigan, Eastern Michigan, Saginaw Valley State, Grand Valley State, Lansing Community College and more. The league garnered national attention for its’ unique rules, including a yellow baseball, 7-inning games and home run derby to decide a winner in tie games. A 20 game schedule was played and live streamed for free across all social platforms. Over 55,000 viewers tuned in for the games. Stadium capacity was limited to 100 fans per game, but each of the 20 games was sellout. The Lemonade League Fall Classic served as Game #21

2020 ANNUAL REPORT | 138 and was held on October 23rd, drawing 552 fans for an exhibition game between the two teams after capacity limits were increased. Retail per cap for the Lemonade League was $9.19 with an F&B per cap of $20.05.

During the Summer/Fall, the Lugnuts also hosted 18+ Movies at the Ballpark, showing movies such as Toy Story 4, Hocus Pocus and Jurassic Park. The team also worked with the MLK Commission of Mid-Michigan on three movies promotion diversity in the community and capped them of with LAFCU fireworks. Other events team was able to host include: • 60+ youth travel baseball games • Lugnuts Prospect Camp: Baseball skills camp featuring MLB scouts from the Marlins, Mets, Reds and Tigers that drew 118 kids • Meijer Flu Shot Clinic: Working in partnership with LEPFA, City of Lansing and Sparrow to provide free flu shots courtesy of Meijer • M3 Team Lansing Tailgate Event • Special Olympics Polar Plunge (February 2020): Raised over $85,000

The Lugnuts also found special ways to impact non-profits in the community, partnering with organizations such as Ele’s Place, Greater Lansing Food Bank, Potter Park Zoo, Capital Area United Way and Salus Center on fund- raisers and awareness campaigns.

The year completed with the Lugnuts receiving an invite to join the Oakland A’s organization as their High-A affiliate in MiLB. The Lugnuts had been affiliated with the Toronto Blue Jays, and prior to that they were with the Chicago Cubs and Kansas City Royals. The agreement with the A’s would come with a promotion, as the Lugnuts had competed at the Low-A level for all 25 years of their existence.

Additionally, the stadium secured a *new* naming rights agreement with Jackson National Life, becoming Jack- son Field!

Groesbeck Golf Course was awarded “Top of the Town” Best Golf Course by City Pulse readers.

The 2020 season at Groesbeck Golf Course was an overall great success with record traffic and revenue numbers. Due to Covid related restrictions, mandates, and safety measures the season started off slowly. The course, clubhouse, and simulator were closed from the beginning of the season up until April 27th just after the first State mandate was lifted. Following that closure the course was restricted to walking only for 14 days and then one person per cart for a significant portion of the season. This slow start had a large impact on our overall rounds and revenue. Although, the remainder of the season saw record numbers nearly every week in rounds played and revenue generated. During the 2020 season Groesbeck Golf Course hosted 24,957 rounds of golf. This equates to an increase in golf related revenue when compared to 2019. It also equates to a 6% increase in rounds played when compared to 2019. Viewing an even bigger picture, the 2020 season provided over a 100% increase in golf related revenue in comparison to the 2015 season.

Groesbeck hosted 22 separate leagues this season, 18 of them paying up front and 4 paying weekly. Groesbeck hosted 13 spring simulator league teams and 15 students for spring lessons, running a 10 week program. We currently have 8 fall simulator league teams and 8 fall students for lessons. This will be a 7 week program with leagues at $112 a person or $224 a team and lessons at $200. In addition to leagues, 9 outings occurred this season with a total of 297 participants.

2020 ANNUAL REPORT | 139 Improvements to the course/infrastructure include: • Recreated two bunkers surrounding #1 Green. These were original to the 1926 design. • Significant asphalt work was subcontracted in the main parking lot and around the cart barn. • The cart barn received two new 10ft white steel garage doors. • #17 pond near the green was dredged, edged, and redefined this spring. • #2 Pond and its surrounding grounds were renovated this season. • The pump house received two emergency repairs this season. A new VFD (Variable Frequency Drive) was installed to control the pumps as well as a new 480V Meter Socket. • Severe drainage issues on the left side of #5 green were remedied with the installation of two catch basins and perforated drainage tile running to the nearby pond. • Several high traffic Tee-boxes were leveled and expanded this season. • The renovation of #6 bunker was completed this spring. • Our yearly greens aerification was completed the week of October 5th

Groesbeck Golf Course

Rounds Played FY 2017 14,702 (not under LEPFA management) FY 2018 21,523 FY 2019 23,646 FY 2020 24,957 Difference 1,311

Performance Measures/Financial/Economic Impact

Lansing Center

2018

Overall Exceeded Met Expectations N/A # of non-N/A Assessment Expectations Expectations Not Met Responses Satisfaction with 42 31 1 1 74 Lansing Center Percentage 57% 42% 1% 1%

2020 ANNUAL REPORT | 140 2019 Overall Exceeded Met Expectations N/A # of non-N/A Assessment Expectations Expectations Not Met Responses

Satisfaction with 28 28 3 1 57 Lansing Center Percentage 48% 46% 5% 1%

Occupancy Contracted Occupancy Used Occupancy 2019 52.79% 56.83% 2020 N/A N/A Difference ** ** National Avg. N/A

Hotel Room Nights (LC Attributed)

2019 23,255 2020 14,682** Difference 18,573** National Avg. N/A

Operating Revenues

Lansing Center Jackson Field Groesbeck Total FY 19 $ 6,108,875 $ 13,865 $ 525,426 $ 6,648,166 FY20 $ 4,658,351 $ 1,476 $ 597,014 $ 5,256,841 Difference $ 1,450,524 $ 12,389 $ 71,588 $ 1,391,325

2020 ANNUAL REPORT | 141 Operating Expenses

Lansing Center Jackson Field Groesbeck Total FY 19 $ 7,593,757 $ 383,855 $ 564,248 $ 8,541,860 FY20 $ 6,390,858 $ 370,118 $ 532,644 $ 7,293,620 Difference $ 1,202,899 $ 13,737 $ 31,604 $ 1,248,240

Net Position Comparison

Lansing Center Jackson Field Groesbeck Total FY 19 $ 910,351 $ 65,473 $ 271,220 $ 1,247,044 FY20 $ 238,615 $ 107,313 $ 597,014 $ 942,942 Difference $ 671,736 $ 41,840 $ 325,794 $ 304,102

Economic Impact

Lansing Center Jackson Field Groesbeck Total FY 19 $ 63,263,839 $ 14,053,935 $ 12,064,545 $ 89,559,014 FY20 $ 44,284,687 $ 8,432,361 $ 8,445,182 $ 61,162,230 Difference $ 18,979,152 $ 5,621,574 $ 3,619,363 $ 28,396,784

Revenues at the Lansing Center in 2020 decreased from the 2019 revenues by more than 20% due to restrictions placed in the spring for COVID-19. During 2020, the Lansing Center had an overall economic impact of $44M, this decrease is due to COVID-19 restrictions. Occupancy and customer satisfaction measures were not available due to the limited information accessible during the restrictions of the health crisis.

Cooley Law School Stadium saw a decrease in events and revenue in 2020 due to COVID-19 and losing the minor league baseball season. Expenses decreased by $13,737, mostly due to cost containment. Net position increased by $41,840. The overall economic impact of operations at Cooley Law School Stadium was $8M.

Overall Economic Impact for LEPFA managed properties and events was just over $60M. This decrease was due to the loss of attendance at all properties and events, as well as other economic factors such as decreased consumer spending, COVID-19 restrictions, and inflation.

2020 ANNUAL REPORT | 142 36th Annual Silver Bells in the City

Silver Bells Home Edition, presented by the Lansing Board of Water and Light, aired on FOX 47 on Fri- day, November 20 from 6-8 p.m. This special telecast was a spinoff of Silver Bells in the City and featured elements of the traditional event like the state Christmas tree lighting, holiday singalongs, celebrity shout outs, diverse holiday offerings and more.

The program included several holiday singalongs with local, regional and national artists like Phil Denny and Angela Davis, Mitchell Tenpenny, Runaway June, the Lansing Symphony Orchestra, Macy Kate and William Crenshaw Jr. There were special performances by the MSU Alumni Band and Lansing Eastern High School All-Star band. In addition, special celebrity shout outs were highlighted throughout the program and included Drew Barrymore, Suzy Merchant, John Smoltz, Joshua Davis, Ronald McDonald, John Schreiber and Governor Whitmer.

Santa joined us from the North Pole and shared holiday wishes of mid-Michigan children from letters submitted to the show.

The show was hosted by FOX 47’s Morning Blend co-hosts Bob Hoffman and Deb Hart along with Sil- ver Bells Broadcast Chair, Mark Buzzitta.

Silver Bells Home Edition was replayed on FOX 47 on 11/26, 11/27 and 11/29.

Silver Bells Home Edition Community Engagement

• Photo Submissions: People can submit photos of some of their favorite at-home traditions to the show like, Ugly Sweaters, Classic Family Photos, Matching Pajamas, and Unique Ornaments. • Letters to Santa: Boys and girls throughout mid-Michigan can submit their holiday wishes to the show. Santa will be reading some letters he receives from children throughout the program. • Jingle Bells Song Mash Up Contest: Send us a video of you and/or your family, friends, or co-workers singing “Jingle Bells.” Your entry could win up to $1,000 in a cash prize and be featured on Silver Bells Home Edition. This contest was sponsored by the Lansing Board of Water and Light. Four families won $250 each. • Recipes: Through a partnership with the United Dairy Association of Michigan and Milk Means More, we promoted three Facebook contests prior to the show air date, 11/20, with the following recipes to make and enjoy while watching Silver Bells Home Edition, hot coco, gingerbread dip and Christmas tree cheesecake brownies. Each winner received a $25 Visa gift card to purchase the ingredients courtesy of Milk Means More. Recipes can be found on the Silver Bells Home Edition website too. www.silverbellshomeedition.org/recipes

2020 Silver Bells Commemorative Ornament

The 2020 Silver Bells Home Edition commemorative ornament was handcrafted by local Lansing artist and La Fille Gallery Owner, Tiffany Marie.

The 2020 heart shaped ornament was inspired by our community’s #LoveLansing response to the COVID-19 pandemic and is a tribute to all frontline workers, first responders and essential workers in our community. The red ornaments raining down the back are for all persons who have and are still assisting in the pandemic.

2020 ANNUAL REPORT | 143 Each ornament is one-of-a-kind, hand-made and signed.

Note: 2020 viewership numbers won’t come in until the end of December 2019.

10th Annual Silver Bells 5K

The 10th Annual Silver Bells 5K Race took place on Friday, November 20-Sunday, November 22nd. Participants will be able to run/walk the 3-mile race at-home or on the marked downtown course. The race was presented by Blue Cross Blue Shield of Michigan and Blue Care Network with support from AF Group and Dean Trailways. All participants received a bib, finishers medal and commemorative buff. More than 250 people participated in the Silver Bells 5K Virtual Race.

A virtual costume contest was also held for participants and prizes were awarded for the best holiday traditional costume and best pet costume.

21st Annual Common Ground Music Festival

The annual music event was scheduled to take place entirely at Jackson Field over a weekend in July. The event was canceled due to COVID-19. Most artists (Blink 182, Nelly, etc) have rescheduled for 2021.

Facility Improvements

Cooling tower (chilled water production) was renovated in Dec. 2019. Fiber installation between LC and Jackson Field was completed (this allows for better security and HVAC controls).

Facility Audit of Lansing Center was completed in early 2020. This audit will provide a complete analysis of the facility with recommendations for improvement and estimations on cost.

Replaced security server at stadium. Improvements at stadium to the visitors locker room along with hvac repairs.

LEPFA U

Training sessions for staff are being held 2-3 times per year with each session focusing on a topic. This year topics included Diversity, Equity & Inclusion and Safety training. The third session was canceled due to COVID-19.

Employee of the Year Award

The Annual Don Fisher Award – Employee of the Year Award was awarded to Natalie Glisson, Employ- ee of the Month – November 2019. Award was established to acknowledge Donald Fisher’s tenure and excellence as demonstrated by an Employee of the Month candidate throughout the year.

Grand Concert Series

The Grand Concert Series was canceled due to COVID-19.

2020 ANNUAL REPORT | 144 Margarita Fest

This event was canceled due to COVID-19.

2020 Goals/Mission

LEPFA continues to work on its mission to be an economic catalyst for downtown Lansing and the Lansing region. We are committed to service excellence, providing outstanding experiences for our guests, providing safe environments for all attending events, and developing strong relationships with our customers, sponsors, and partners.

Groesbeck Golf Course is seeing an increase in participation and food & beverage sales with an emphasis of attracting more golf outings, leagues, and players to enjoy the only public golf course in the City of Lansing.

LEPFA and the Lugnuts will continue the efforts of offering affordable fun entertainment as part of efforts to be a community Jackson Field’s focus on being a community asset.

The Lansing Center will be working to continue the efforts of sustaining itself through the current health and economic crisis with an emphasis on recovery in the year ahead. The team will be focused on seeking out all funding that will enable the City to not add additional expenses and contributions to the Authority.

Completion of facility audit of Lansing Center and begin working on plan to make necessary improvements to the facility to keep it up to industry standards and maintain attractiveness to succeed in the meeting and events business.

An emphasis on working with other companies and organizations towards the development of new events and entertainment offerings for the coming year will enable LEPFA to work on its mission as a catalyst to enhance both local and regional economic growth.

2020 ANNUAL REPORT | 145