city of roosevelt park electronic city council … · 6/1/2020 · city of roosevelt park virtual...

CITY OF ROOSEVELT PARK

ELECTRONIC CITY COUNCIL MEETING NOTICE

Monday, June 1, 2020

6:15 p.m.

Remote Meeting Via Zoom Remote Meetings

Reason for Electronic Meeting

To mitigate the spread of COVID-19, protect the public health, and provide essential protections to

vulnerable persons, it is crucial that all persons take steps to limit in-person contact. These critical

mitigation measures include social distancing and limiting the number of people interacting at public

gatherings. On March 18, 2020 Governor Whitmer signed Executive Order 2020-15 titled “Temporary

authorization of remote participation in public meetings and hearings and temporary relief from monthly

meeting requirements for school boards”. The City of Roosevelt Park must continue to conduct public

business during this emergency, including actions to respond to COVID-19, and the general public must

be able to continue to participate in government decision making without unduly compromising public

health, safety, and welfare. To protect the public health, safety, and welfare and comply with the

Governor’s orders and CDC recommendations, the City Council meeting will be held remotely and

electronically.

Public Participation Instructions

Members of the public may view the meeting live via Zoom meetings at the link below. There will be

two portions of public comment with the first pertaining to items on current meeting agenda and the

second being general public comment. Please state name and address and observe the three-minute limit

per comment.

To Access Zoom Meeting Via smart phone, computer, tablet please following the below link:

LINK:

https://us02web.zoom.us/webinar/register/WN_V5_twdiWTK2W7NbrR7ygng

Password: 060120

The remote meeting is also accessible for users with a cellular telephone or land line by calling the

following numbers.

PHONE INSTRUCTIONS

Dial (for higher quality, dial a number based on your current location): US: +1 929 205 6099 or +1 312 626 6799 or +1 301 715 8592 or +1 346 248 7799 or +1 669 900 6833 or +1 253 215 8782

Webinar ID: 874 8587 0646

Password: 060120

Meeting participants with questions on utilization of the Zoom Remote meeting platform can visit the following link

for tutorials on use

https://support.zoom.us/hc/en-us/articles/206618765-Zoom-Video-Tutorials American Disability Act Compliance: For access to open meetings of the City Council and any of its committees or

subcommittees, the City of Roosevelt Park will provide necessary reasonable auxiliary aids and services, to

individuals with disabilities who want to attend the meeting, upon twenty-four hour notice to the City of Roosevelt

Park. You may also utilize Michigan Relay Service which provides telecommunications relay services for the state

of Michigan including TTY, Voice Carry Over (VCO), Hearing Carry Over (HCO), Speech-to-Speech (STS),

Spanish and CapTel®. Dial 711 to use Michigan Relay Service or visit www.hamiltonrelay.com/michigan.

https://us02web.zoom.us/webinar/register/WN_V5_twdiWTK2W7NbrR7ygng

https://support.zoom.us/hc/en-us/articles/206618765-Zoom-Video-Tutorials

http://www.hamiltonrelay.com/michigan

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City of Roosevelt Park

Virtual Meeting Instructions

City of Roosevelt Park www.rooseveltpark.org

900 Oak Ridge Rd Phone 231-755-3721

Muskegon, Michigan 49441 Fax 231-755-1442

Commission and committee members

1. Use your computer or tablet if possible. Mobile phones tend to struggle with audio.

2. Navigate to www.zoom.us and set up a new account.

3. You will receive an email from Zoom prompting you to enter your name and set up a password. Please

remember that the name you enter will be displayed during the meeting. Be sure to use Mayor,

Commissioner, Chairperson, etc.

4. Allow Zoom to install on your device (If you already have the Zoom client installed, be sure you are always

using the latest version).

5. Select a quiet location with proper lighting and without a window behind you. Be mindful of how you are

dressed and what is in your background. You may also want to consider using background such as the

City Seal or City Hall.

6. Remember, people can see and hear what you are doing at all times.

7. Click on the meeting invitation link which will be emailed to you.

8. There will always be at least one Meeting Moderator (City Employee) to handle the administrative tasks

of the meeting (i.e. Setting up the meeting, ensuring participants can speak during public comments,

explain how to ‘raise their hand’, etc.).

a. Moderator will remind board/commission members to ensure their name reflects their title. For

example, Mayor XXXX, Mayor Pro-Tem XXXX, Commissioner XXXX, etc.

Virtual meeting overview

1. All applicable FOIA (Freedom of Information Act), OMA (Open Meeting Act) and Executive Order 2020-15

and 2020-48 guidelines are being followed.

2. Participants will be able to listen, see the Council members and participate in public comments.

3. Zoom meeting details

a. Participation is limited to 100 people. This can be changed if deemed appropriate.

b. Muted audio will be the default for all participants.

Before the start of the meeting

1. You may log into the Zoom virtual meeting up to 10 minutes before the posted meeting start time,

however you can not login before the host opens the meeting.

2. Video/audio settings

a. Council members, the City Clerk, the City Manager and the City Attorney will be unmuted

immediately (by the meeting moderator) upon joining the meeting.

b. The meeting moderator is the only person who can unmute public participants during the

meeting.

c. Please note that non-host participants can mute themselves in Zoom, however, they will NOT be

able to unmute themselves. They can raise their hand (visually or electronically) to notify the

meeting moderator that they would like to be unmuted for public comment.

3. If necessary, the host can designate a co-host

http://www.zoom.us/

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4. Public participants (All but the City Council, City Manager, City Clerk & City Attorney)

a. All meeting participants’ audio will be muted.

b. Public should follow same rules as regular meetings by stating their name and address before

speaking during public comments for no more than three minutes per person.

Start of the meeting

1. The Mayor or Chairperson will start the meeting with the Pledge of Allegiance as normal.

2. The Mayor or Chairperson will remind guests that public participants have been muted.

3. The Mayor or Chairperson will inform the public that if they wish to speak during public comments, they

can raise their hand electronically during public comment portions of the agenda. The Mayor,

Chairperson or Clerk will call out their name at which time the meeting moderator will unmute the public

participant. When they have completed speaking, they will be muted once more.

Meeting agenda

1. We will follow our standard meeting agenda.

2. Multiple people will be able to talk at the same time. The Mayor or Chairperson will do their best to

ensure people are recognized for speaking in order to ensure we don’t talk over each other.

3. Votes will be roll call votes. This will ensure that the minutes reflect the proper votes.

4. The Mayor or Chairperson will repeat who moved each motion and who seconded said motion to ensure

the minutes are accurate.

5. The moderator will monitor the participants to see if any of them have ‘raised their hand’ to comment

during the appropriate time.

Public comments

1. The Mayor or Chairperson will announce that we have reached our public comments section.

2. Participants that wish to speak should be asked to ‘raise their hand’ as explained by the moderator at the

start of the meeting and repeated at this time as well.

3. The Mayor or Chairperson will announce the first person who wishes to speak and ask them to state their

first and last name, home address and remind them to limit their comments to 3 minutes.

4. At this point, the moderator will unmute the person.

5. After their comments have been concluded, the moderator will mute the participant.

NOTE: We will complete steps 2-5 until all public comments have been heard.

After the meeting adjourns

1. The meeting moderator will close the meeting after the meeting has been adjourned.

How the public can attend the meeting

• The Zoom meeting link will be emailed to all board and commission members as well as on our website

and on every agenda cover sheet.

• Public does not need a username or password to participate – only the meeting link & meeting password.

• The public can also dial in via phone


CITY COUNCIL MEETING

REMOTE MEETING

AGENDA June 1, 2020

6:15 p.m.

1. Council Work Session

2. Call to Order and Roll Call

3. Pledge of Allegiance

4. Invocation by Council Member Neiser

5. Public Comment on Agenda Items

6. Approval of Consent Agenda

a. Regular Agenda

b. Minutes of the May 18, 2020 Regular City Council Meeting

c. List of Bills

7. Unfinished Business

8. New Business

a. City Councilmember Resignation-Acceptance

b. Councilmember Vacancy Process-Review/Approval

c. Regional Water System Resiliency Planning Agreement

d. Redevelopment Ready Communities Baseline Memo

e. Set FY 2021 Budget Hearing

9. Public Comment

Please state your name and home address

Please limit comments to 3 minutes per individual presentation

(City Council Rules of Procedure: 10/7/2011)

10. Comments from the Mayor and City Council

11. Reports from City Manager, City Attorney & Department Heads

12. Adjournment

American Disability Act Compliance: For access to open meetings of the City Council and any of its

committees or subcommittees, the City of Roosevelt Park will provide necessary reasonable auxiliary aids

and services, to individuals with disabilities who want to attend the meeting, upon twenty-four hour

notice to the City of Roosevelt Park. Individuals with disabilities requiring auxiliary aids or services

should contact the City of Roosevelt Park, City Clerk by writing or calling, 231-755-3721 or call the

following: TDD: Dial 7-1-1 and request a representative to dial 231-755-3721.

To: Honorable Mayor and City Council

From: Jared Olson, City Manager

Date: May 28, 2020

Subject: Monday, June 1, 2020– REMOTE CITY COUNCIL MEETING

The following is information pertaining to items on the agenda for your meeting:

COUNCIL WORK SESSION:

1. Active Agenda Items

COUNCIL MEETING:

1. City Councilmember Resignation-Acceptance- As announced at the previous meeting, a current City

Councilmember has submitted their resignation from the City Council and the Council is asked to approve that

letter of resignation.

2. Councilmember Vacancy Process-Review/Approval- Per section F of the City Council Rules and Procedures,

the process for filling a vacancy must be reviewed and approved by the council during the council meeting in

which the vacancy occurs.

3. Regional Water System Resiliency Planning Agreement- Per several new state and federal requirements, the

City of Roosevelt Park must complete a Water System Resiliency Plan. Prein and Newhof have forwarded a

proposal that includes all users of the system. There is considerable savings by teaming up with our fellow

jurisdictions to fulfill the required water reports.

4. Redevelopment Ready Communities Baseline Memo- Per discussion over the past winter and during the last

meeting, the Michigan Economic Development Corporation has issued a memo on our baseline report. Staff is

requesting approval to proceed with the needed resolution to move forward within the program.

5. Set FY 2021 Budget Hearing- The annual public hearing for the upcoming budget year needs to be set.


A Proud Community

CITY OF ROOSEVELT PARK CITY COUNCIL

MEETING MINUTES May 18, 2020

This ZOOM/online meeting was called to order by Mayor Allan Lowe at 6:15 p.m.

PRESENT: Council Members: Mayor Allan Lowe, Greg Neiser, Michael Sutton, Carim Calkins and Lynda Taylor STAFF: City Manager Jared Olson, City Attorney John Schrier, City Clerk Ann Wisniewski, City Treasurer Kate Cunningham, Chief of Police David Boone ABSENT: Mayor Pro Tem Aaron Langlois, Melissa Klos WORK SESSION Council discussed Agenda Items:

• City Council Rules and Procedures-Document Updates

• Resolution of Intent to Establish Brownfield Redevelopment Program

• City Council Email -IT Implementation Proposal

• Roosevelt Park Day 2020 Event Discussion

• Letter to State Legislatures – Council Review/Approval

• List of Bills

Special Guests: None Mayor Lowe called the Council meeting to order at 6:44 p.m.

2020-083 2020-084 2020-085 2020-086

2020-087

ROLL CALL

City Clerk Ann Wisniewski called roll call. INVOCATION Council Member Calkins provided the invocation.

PUBLIC COMMENT ON AGENDA ITEMS None CONSENT AGENDA Council Member Neiser moved to approve the consent agenda. This motion was supported by Council Member Taylor. Roll Call: 5 Ayes, 0 Nays, 2 absent (Langlois,Klos)

UNFINISHED BUSINESS None

City Council Minutes

2020-088 NEW BUSINESS

8A. City Council Rules and Procedures- Document Updates Council Member Taylor moved to approve the draft changes to the City Council Rules of Procedures. This motion was supported by Council Member Neiser Roll Call: 5 Ayes, 0 Nays, 2 absent (Langlois, Klos) 8B. Resolution of Intent to Establish Brownfield Redevelopment Program Council Member Neiser moved to approve the Resolution of Intent as drafted and set the public hearing on the draft Brownfield Redevelopment Authority for July 20, 2020. This motion was supported by Council Member Sutton. Roll Call: 5 Ayes, 0 Nays, 2 Absent (Langlois, Klos) 8C. City Council Email-IT Implementation Proposal Council Member Neiser moved to deny the proposal for Council Members Email address’ Implementation. This motion was supported by Council Member Taylor. Roll Call: 5 Ayes, 0 Nays, 2 Absent (Langlois, Klos) 8D. 2020 Roosevelt Park Day -Event Discussion Council Member Sutton made a motion to cancel Roosevelt Park Day 2020 due to Covid19 And the Governors rules on social distancing. This motion was supported by Council Member Neiser. Roll Call: 5 Ayes, 0 Nays, 2 Absent (Langlois, Klos) 8E. Letter to State Legislatures- Council Review/Approval Council Member Taylor moved to approve the letter to the Legislatures as written with The addition of the Council Members names. This motion was supported by Council Member Neiser. Roll Call: 5 Ayes, 0 Nays, 2 Absent (Langlois, Klos) 2020-089 COUNCIL COMMENTS Council Members shared comments. 2020-090 DEPARTMENT HEAD REPORTS Department Heads shared comments. 2020-091 PUBLIC COMMENTS None 2020-092 ADJOURNMENT Council Member Neiser moved to adjourn the meeting at 7:18 p.m. This motion was supported by Council Member Sutton and carried unanimously.

Ann Wisniewski, City Clerk

Invoice #

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(231) 755-3721

ROOSEVELT PARK, MI 49441

900 OAK RIDGE ROAD

CITY OF ROOSEVELT PARKA Proud Community

Wednesday, May 27, 2020User: TREASURERDB: Roosevelt Park

COUNCIL LIST

INVOICE AMTDESCRIPTIONVENDOR NAMECHECK NUMBER

9(S) CITY OF MUSKEGON-WATER DEPT

1.50 SEWER 199342701 20200511

(1.50)SEWER 199342801 20200511

Check Total 0.00

1517(E) BANK OF AMERICA BUSINESS CARD

47.67 WEBEX SOFTWARE 5-14-20 TO 6-13-20 INV20585089

Check Total 47.67

1518(E) CITY OF MUSKEGON-WATER DEPT

57.37 SEWER 199342601 20200511

(0.72)SEWER 199342801 20200511

Check Total 56.65


8,950.91 WATER USE - ACCT # 199340201 20200526

Check Total 8,950.91


19,986.99 WATER USE - ACCT # 199340001 2020512


1521(E) DTE ENERGY

255.42 GAS 900 OAKRIDGE RD 20200511

(53.81)GAS 900 OAKRIDGE RD CR040820

(31.26)GAS 3106 ROOSEVELT RD CR0420

(90.47)GAS 1572 GARRISON CR0420

Check Total 79.88

1522(E) DTE ENERGY

255.42 GAS 3106 ROOSEVELT RD 20200511

Check Total 255.42

1523(E) DTE ENERGY

289.57 GAS 1572 GARRISON 20200511

Check Total 289.57

1524(E) FRONTIER

118.52 PHONE LINE FIRE ALARM 202003

Check Total 118.52

1525(E) PRAXAIR DISTRIBUTION

28.65 ACETYLENE TANK RENTAL 96777234

Check Total 28.65

1526(E) STANDARD INS. CO.

438.79 LIFE INSURANCE PREMIUMS 20200601

Check Total 438.79

1527(E) TRUGREEN PROCESSING CENTER

854.38 WEED PREVENTION 120747315

Check Total 854.38

1528(A) APPLIED IMAGING

68.06 COPIER USAGE 1544841

Check Total 68.06

1529(A) WINDEMULLER

216.00 APRIL TRAFFIC SIGNAL MAINTENANCE 203753

Check Total 216.00

37044 BILLIPS, SHEILA

250.00 COMMUNITY CENTER REFUND 20200711

Check Total 250.00

37045 BOONE, DAVID

14.21 REIMBURSEMENT - COVID SUPPLIES 20200527

Check Total 14.21

Invoice #

2/2

(231) 755-3721

ROOSEVELT PARK, MI 49441

900 OAK RIDGE ROAD

CITY OF ROOSEVELT PARKA Proud Community

Wednesday, May 27, 2020User: TREASURERDB: Roosevelt Park

COUNCIL LIST

INVOICE AMTDESCRIPTIONVENDOR NAMECHECK NUMBER

37046 BROWN, SHANIK


Check Total 250.00

37047 EDDY, TAMMIE

75.00 GAZEBO RENTAL REFUND 20200606

Check Total 75.00

37048 FERGUSON SUPPLY CO.

39.87 COMMUNITY CENTER REPAIR 929683

Check Total 39.87

37049 J & J FARM SALES

168.78 EQUIP MAINTENANCE 77727

3,216.16 MOWER REPAIR 78437


37050 JARED OLSON

44.48 REIMBURSEMENT COVID SUPPLIES 20200522

Check Total 44.48

37051 MUSKEGON CNTY TREASURER

40,848.10 WASTE WATER/BOND PMTS APRIL 2020 WWUB20200430


37052 MUSKEGON COUNTY LEGAL NEWS

60.00 PUBLIC HEARING NOTICE M5-20-10

48.00 NOTICE OF ADOPTION M5-20-11

54.00 PART TIME SEASONAL POSTING M5-20-12

66.00 RFP MILLING M5-20-13

66.00 RFP WEED CONTROL M5-20-14

Check Total 294.00

37053 PRINTING SYSTEMS

893.91 ELECTION SUPPLIES 209553

119.00 ELECTION SUPPLIES 212204


37054 SCHAEFFER, KELLY


Check Total 250.00

37055 SERVPRO

279.45 COVID CLEANING 5182073

Check Total 279.45

37056 TROPHY HOUSE

150.00 COVID PPE JPM11201001

Check Total 150.00

37057 VANHOHENSTEIN, CHARLES


Check Total 250.00

37058 WHITE, JACQUELYN


Check Total 450.00

Report Total 78,984.45

Agenda Item #________



June 1, 2020

Item: Councilmember Resignation-Council Approval Date: June 1, 2020

Summary: Per the discussion at the end of the previous City Council Meeting, Mr. Allan C.

Lowe III has formally submitted his letter of resignation. The letter is attached to this memo.

Financial Impact: none

Recommendation: Accept the resignation as presented with deep regret.

Signature:

Title: City Manager

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June 1, 2020

Item: Councilmember Vacancy Process-Review/Approval Date: June 1, 2020

Summary: The following is from the current City Council Rules of Procedure Manual.

At the first regular council meeting following the death of a council member, or at the meeting

where a council member’s resignation is accepted, or at the meeting where a council member

is removed from office, the City Council will undertake the following:

1) Specify the date by which applications for the vacant seat must be submitted, if

applications are being requested;

2) Specify the date, starting time, and length of time for interviewing a candidate that has

submitted an application, if interviews are to be conducted; and

3) Specify the date when the City Council intends to appoint the new council member.

As such, staff is recommending the following to fulfill both the charter requirement of filling

the open position within thirty days and fulfilling the requires set forth above. On Tuesday

June 2nd, staff will post a notice of vacancy on our website and schedule for a formal notice to

run in that week’s newspaper.

Letters of Interest’s will be requested to be turned in by Thursday, June 11th at 10:00 am. If

more than one application is received, staff recommends the City Council plan on holding

short interviews during the work session of June 15th at 6:15 with the first action on the regular

agenda being the appointment of a new City Council member.

This schedule meets all deadline and statutory requirements for filling an open seat. The City

Council can approve this or discuss other options of special meetings or another process so

long as it meets the required criteria. If using the above schedule, once the open seat is filled,

the following meeting (July 6th) would include the house keeping items of filling any open

board seats and that of the open Mayors position

Financial Impact: None

Recommendation: Approve the vacancy process as presented.

Signature:

Title: City Manager

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June 1, 2020

Item: Regional Water System Risk and Resiliency Planning Agreement Date: June 1, 2020

Summary: Per several new State and Federal requirements, the City of Roosevelt Park must

complete a Water System Resiliency Plan and Emergency Response Plan by the end of 2021.

Prein and Newhof have forwarded a proposal that includes all users of the Muskegon water

system. There is considerable savings by teaming up with our fellow jurisdiction to fulfill the

required water reports.

The needed report is governed by the EPA and based on the requirements; the City of

Muskegon must complete theirs for the 2020 year which means that the cost savings to us will

be during that same time frame. Attached is the both the memo from Mr. Ben VanHoeven

with his recommendation along with the proposal by Prein and Newhof.

Financial Impact: none

Recommendation: I agree with the recommendation from the DPW Superintendent and

recommend the Council approve the system wide proposal from Prein and Newhof to complete

the Risk and Resiliency Assessment and Emergency Response Plan as presented.

Signature: Title: City Manager

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To: Jared Olson and City Council Members

From: Ben VanHoeven, DPW Superintendent

Date: May 28, 2020

Subject: Risk and Resilience Assessment and Emergency Response Plan Update.

Jared,

I have reviewed the proposal documents presented from Prein & Newhof for the completion of a

risk and resilience assessment in accordance with AWIA which was signed into law in October

of 2018.

The proposal was put together for all municipalities served by the City of Muskegon Filtration

Plant. After speaking with these communities and Prein & Newhof, it is my recommendation that

we move forward with the proposal at a cost of 6,500.00. The savings by doing this as a group

with the neighboring municipalities saves us 1,500.00 dollars.

Ben VanHoeven


DPW Superintendent


4910 Stariha Drive Muskegon, MI 49441 t. 231-798-0101 f. 231-798-0337 www.preinnewhof.com

\\grfileserver\reference\PRP - Proposal Preparation\City of Muskegon\2020-05 RRA and ERP Update\prp 2020-05 City of Muskegon RRA and ERP Update.doc

May 5, 2020

Mr. Dave Baker, Superintendent of Utilities

City of Muskegon

1350 E Keating Avenue

Muskegon, MI 49442

RE: Proposal for the City of Muskegon and Customer Communities – America’s Water

Infrastructure Act of 2018

Dear Mr. Baker:

Prein&Newhof is pleased to submit this proposal for fulfillment of the Risk and Resilience

Assessment and Emergency Response Plan certification for the City of Muskegon water supply

system. The scope of this project includes assisting the City in performing a Risk and Resilience

Assessment and updating an Emergency Response Plan in accordance with the requirements of

America’s Water Infrastructure Act of 2018 (AWIA 2018).

Project Understanding

AWIA 2018 was signed into law in October 2018. Section 2013 of the law requires Community

Water Systems serving more than 3,300 people to perform a Risk and Resilience Assessment

(RRA) and develop or revise an Emergency Response Plan (ERP). A letter certifying the

completion of the RRA and ERP must be submitted to the US EPA before the statutory

deadlines.

The US EPA has developed and maintained a Vulnerability Self-Assessment Tool (VSAT) to

guide the completion of the RRA in compliance with AWIA Section 2013. The US EPA has also

provided an ERP template which meets the requirements of AWIA. By utilizing these tools in

addition to AWWA Standards for Risk and Resilience Management (AWWA J100-10), we can

ensure the RRA and ERP are performed in a clear and defensible manner which meets the

requirements of the law.

In accordance with the requirements, the Risk and Resilience Assessment performed with VSAT

shall include:

• An asset inventory and characterization.

• A threat characterization for natural hazards and malevolent acts.

• A consequence analysis for asset-threat pairs.

• A vulnerability analysis for each threat.

• A threat analysis to estimate the likelihood of each threat.

• A risk and resilience analysis to quantify and prioritize the greatest risks to the system and

opportunities for added resilience.

http://www.preinnewhof.com/

City of Muskegon

May 5, 2020

Page 2


After completion of the Risk and Resilience Assessment, the Emergency Response Plan shall be

updated as necessary to meet the AWIA requirements and include:

• Utility information, including personnel, key assets, and information on local services.

• Resilience strategies, including emergency response roles and internal and external

communication.

• Emergency plans and procedures, or reference to emergency procedures.

• Mitigation actions, including alternative water sources and interconnections.

• Detection strategies, including security alarms and natural hazard alerts.

Compliance with the new requirements of AWIA 2018 by completing a Risk and Resilience

Assessment and updating the Emergency Response Plan for your Community Water Supply

allows you to take steps to reduce risk in response to malevolent acts or natural hazards and

ensure the long-term resiliency of the water system for your customers. Scope of Services The law impacts the City of Muskegon and the following customer communities: the City of

North Muskegon, the City of Roosevelt Park, Muskegon County (Eastside and Northside

systems), and the West Michigan Regional Water Authority (Fruitport and Norton Shores

systems). The EPA has stated that communities can work together to complete a combined Risk

and Resilience Assessment, provided it is individually certified by each community with a unique

water supply serial number (WSSN).

In this proposal, we have provided estimates for completing individual risk assessments for each

community as well as completing a combined risk assessment for the City of Muskegon and its

customer communities. Some advantages of completing a combined risk assessment include

greater efficiency and collaboration among the individual water systems in evaluating risk and

resilience, as well as cost savings from a shared work effort. A combined risk and resilience

assessment would include both shared assets and assets that are unique to each community.

Task 1: Asset Inventory and Characterization

The Risk and Resilience Assessment first requires a thorough asset inventory and

characterization to use with VSAT.

We propose to:

a. Develop your asset inventory and characterization using information included in your

most recent Water Asset Management Plan, Water System Reliability Study, and

Sanitary Survey.

b. Review the inventory with your utility staff and advise you on any additional information

required for the Risk and Resilience Assessment, including cybersecurity, control

systems, and financial infrastructure such as billing and accounting systems.

City of Muskegon

May 5, 2020

Page 3


Task 2: Risk and Resilience Assessment

Threats to the water system, including both natural hazards and malevolent acts, are paired with

system assets to analyze threat consequence, system vulnerability, and threat likelihood.

Certification of completion of the RRA for the City of Muskegon is required to be submitted to

the US EPA by December 31, 2020. Certification of completion of the RRA for the City of North

Muskegon, the City of Roosevelt Park, Muskegon County (Northside and Eastside), and the West

Michigan Regional Water Authority (Fruitport and Norton Shores) is due by June 30, 2021.

We will perform the following steps to comply with AWIA Section 2013:

a. Develop a threat characterization by identifying threats and hazards in accordance with

VSAT and AWWA J100-10.

b. Use VSAT to perform the Risk and Resilience Assessment with each asset and threat,

using AWWA J100-10 as a guide for consequence, vulnerability, and threat likelihood

assumptions.

c. Review the Risk and Resilience Assessment with your utility staff, including all

assumptions documented in completing the consequence, vulnerability, and threat

analyses.

d. Provide a VSAT digital file for use with the 5-year update to the RRA required by the

AWIA.

e. Provide an accompanying report documenting assumptions, data sources, and VSAT

output as part of the Risk and Resilience Assessment.

f. Assist you with timely submission of the letter certifying completion of the RRA to the

US EPA.

Task 3: Emergency Response Plan

We plan to work with you to develop an updated Emergency Response Plan which incorporates

findings from the Risk and Resilience Assessment and meets the requirements of AWIA 2018.

Certification of completion of the ERP update is required to be submitted to the US EPA by June

30, 2021, or within 6 months of certifying completion of the Risk and Resilience Assessment.

Our tasks include the following:

a. Review existing Emergency Response Plan to determine if any components are missing

as required by AWIA Section 2013.

b. Update the Emergency Response Plan as needed to comply with the AWIA, state

regulatory requirements, and local plans.

c. Assist you with timely submission of the letter certifying completion of the ERP to the

US EPA.

If you would prefer, you can choose to update your own Emergency Response Plan, eliminating

Task b above from our provided services.

City of Muskegon

May 5, 2020

Page 4


Fees and Schedule The following table shows the estimated fee for the City of Muskegon and each customer

community, including the estimated discount for completing a combined Risk and Resilience

Assessment. The fee estimates are a not-to-exceed total for the services described above on a

time and materials basis plus expenses, in accordance with the master engineering agreement.

Individual

Fee Estimate

Combined Fee

Estimate

RRA Due Date

ERP Due Date

City of Muskegon $ 25,000 $ 22,000 12/31/2020 6/30/2021

City of North Muskegon $ 8,000 $ 6,500 6/30/2021 12/30/2021

City of Roosevelt Park $ 8,000 $ 6,500 6/30/2021 12/30/2021

Muskegon County (Eastside and Northside)

$ 15,000 $ 13,000 6/30/2021 12/30/2021

West Michigan Regional Water Authority (Fruitport and Norton Shores)

$ 19,000 $ 17,000 6/30/2021 12/30/2021

Total $ 75,000 $ 65,000

If you decide to update your Emergency Response Plan separately from this proposal of services,

the fee estimate in the table above would be discounted by $1,500.

Should additional services be needed, we would contact you and obtain your authorization prior

to performing such services.

We will endeavor to have the Risk and Resilience Assessment completed by October 2020 and

the Emergency Response Plan completed by December, 2020 (if we can start by July 1, 2020).

Once you decide how you would like to proceed, we will prepare a Professional Services

Agreement for the work. Please contact us with any additional thoughts or questions.

Sincerely,

Prein&Newhof

Barbara E. Marczak, P.E. Julie Feria, P.E.

BM/jf

Agenda Item________



June 1, 2020

Item: MEDC Redevelopment Ready Community-Baseline Memo

Date: June 1, 2020

Summary: The City of Roosevelt Park formally engaged the MEDC and their

Redevelopment Ready Community program in January of 2018 and attached is the State

baseline report of their evaluation of our zoning language and economic development

processes.

The program itself was developed by public and private sector experts of which the

Redevelopment Ready Community (RRC) best practices are the standard for evaluation of a

city’s zoning, economic development, and future use opportunities. Each best practice section

addresses key elements of community and economic development. Evaluations are conducted

by the RRC team through interviews, document review and data analysis.

After the evaluation, a community is presented with a baseline report that highlights successes

and outlines recommended actions for implementation of missing best practice criteria. At

this point, the attached memo from Mr. Pablo Majano outlines the needed next steps to move

forward within the program. Mr. Pablo Majano from the MEDC was scheduled to present the

completed baseline report at the April 6th work session but had to reschedule due to the Covid

-19 crisis.

Per his memo, he is recommending the City of Roosevelt Park continue with the process. Staff

is requesting authorization to draft a resolution which will include the next steps the City must

take in the RRC process which have been outlined in the memo.

Please note, the report was submitted in December of 2018 and thus several of the items have

already been completed and the resolution will reflect those accomplishments. Financial Impact: Unknown as the completion of these steps will be a multiyear project to

complete the RRC Best Practice requirements. Recommendation: Move to accept the Michigan Economic Development Corporation’s

Redevelopment Ready Communities Baseline Report memo and authorize the City Manager

and City Clerk to draft the needed resolution for the June 15th City Council meeting.

Signature: Title: City Manager

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Typewriter

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Memorandum

TO: City of Roosevelt Park, City Council

FROM: Pablo Majano, MEDC Senior Redevelopment Ready Communities Planner

DATE: May 19, 2020

RE: Redevelopment Ready Communities® Baseline Report

I am pleased to inform you that we have completed the formal RRC evaluation. The findings of our

evaluation and recommended actions to assist the community in ultimately achieving RRC certification

are included the RRC Baseline Report. This briefing memo is intended to provide key highlights of the

report and lay out the next steps in the RRC process.

Redevelopment Ready Communities: RRC is free technical assistance program offered through the

Michigan Economic Development Corporation (MEDC) which aims to help communities incorporate

best practices in planning, zoning, and economic development to encourage redevelopment and new

investment. MEDC Community Development also uses RRC as a prioritization factor when determining

investments through our programs (visit www.miplace.org for more information on those programs).

Communities who fully align with the best practices can become RRC certified which come with its own

set of benefits. City of Roosevelt Park City has been formally engaged with RRC since June 2018. There

are currently more than 270 communities across Michigan engaged in the program.

Baseline Report: The Baseline Report completes a key step in the RRC process. Using responses from

the self-evaluation, the RRC program took a deeper dive into the City’s plans, zoning ordinance, site plan

review process, priority development sites, training and more to make initial determinations regarding

how well the existing practices align with the RRC best practices. The six RRC best practices consist of

41 objective measurable criteria. Green indicates the best practice has been satisfied, yellow means it is

close to being administered and red means it is missing. Key findings include:

• The City’s existing practices already align with 20% of the RRC best practices including:

o Zoning ordinance stands for parking flexibility

o A user-friendly zoning ordinance

o An annual review of the fee schedule

• The City is partially aligned with another 33% of the RRC best practices. Major areas of partial

alignment include:

o Updating the master plan to meet best practice expectations

o Developing a flowchart of the whole development process that includes timelines.

o Document internal review process, along with clear roles, responsibilities and timelines.

o Identify additional proactive engagement efforts

http://www.miplace.org/

• Finally, the City has a handful of areas where we found little or no alignment with the best

practice criteria. Those items have a status of red in the report.

Reaching Certification: With this Baseline Report in hand, City of Roosevelt Park is now ready to move

into the third and final phase of the RRC process. During this final phase the community will work to

address each of the best practice criteria identified as red or yellow at their own pace. The report includes

specific recommendations for each criterion; however, RRC is a dynamic program and is always willing

to have open discussions if the City has a different idea for how to meet a best practice criterion. During

this phase City of Roosevelt Park City will have access to RRC technical assistance tools such as the

RRC Online Library (www.miplace.org/rrclibrary), guidance from your RRC Planner, and matching

technical assistance funds to help with the cost of larger projects (if needed). There is no deadline for

reaching certification and RRC understands that each community will approach this phase at their own

pace given available resources at any given time.

Next Steps: The next formal step in the process is to review the report and, if desired, pass a resolution to

continue with RRC. Upon passage of that resolution the City can begin to access the aforementioned tools

to assist with reaching full alignment (and therefore certification). We ask that the resolution be passed

within 30 days of receiving this memo.

I look forward to working with City of Roosevelt Park City as it seeks to align with the best practices. It

is our hope that through the RRC best practices communities of all shapes and sizes will be a strong

position to leverage the excitement around Michigan and attract additional redevelopment and

investment. If you have any questions on RRC or this Baseline Report, please feel free to contact me at

your convenience.

Sincerely,

Pablo Majano

http://www.miplace.org/rrclibrary

City of Roosevelt ParkSeptember 2019

RRC Baseline Report

2

Table of contents

Executive summary .......................................................................................................... 3

Methodology ................................................................................................................... 4

Evaluation snapshot ......................................................................................................... 5

Best Practice findings

Best Practice One: Community plans and public outreach

1.1 The plans ............................................................................................................................. 6

1.2 Public participation ............................................................................................................ 8

Best Practice Two: Zoning regulations

2.1 Zoning regulations ............................................................................................................. 9

Best Practice Three: Development review process

3.1 Development review policy and procedures ................................................................ 12

3.2 Guide to Development .................................................................................................... 14

Best Practice Four: Recruitment and education

4.1 Recruitment and orientation ........................................................................................... 15

4.2 Education and training .................................................................................................... 16

Best Practice Five: Community prosperity

5.1 Economic development strategy ................................................................................... 18

5.2 Marketing and promotion ............................................................................................... 19

Best Practice Six: Redevelopment Ready Sites®

6.1 Redevelopment Ready Sites® .......................................................................................... 20

Conclusion ..................................................................................................................... 21

3

Redevelopment Ready Communities® (RRC) is a certification program supporting community revitalization and the attraction and retention of businesses, entrepreneurs and talent throughout Michigan. RRC promotes communities to be development ready and competitive in today’s economy by actively engaging stakeholders and proactively planning for the future—making them more attractive for projects that create places where people want to live, work and invest.

To become formally engaged in the RRC program, communities must complete the RRC self-evaluation and a community representative must complete the best practice training series. The governing body must also pass a resolution of intent, outlining the value the community sees in participating in the program. Representatives from the city completed training in August 2017. In June 2018, the city council passed a resolution of intent to participate in the program and a self-evaluation was submitted.

Developed by experts in the public and private sector, the RRC Best Practices are the standard to achieve certification, designed to create a predictable experience for investors, businesses and residents working within a community; communities must demonstrate that all best practice criteria have been met to receive RRC certification. This evaluation finds the community currently in full alignment with 20 percent of the best practice criteria and partially aligned with another 33 percent. The evaluation determined that strengths currently lie within predictable zoning regulations and the start of a streamlined development review process. Challenges identified include updating/adopting the master plan, developing a six-year capital improvements plan (CIP), visioning for priority redevelopment sites,

creating an overarching marketing strategy and creating a comprehensive economic development plan.

This report includes a number of recommendations for how the community can fully align with the best practices. Each recommendation has been customized to fit Roosevelt Park and is backed by research and conversations specific to the community; however, these recommendations are just the beginning of the conversation. RRC is focused heavily on intent versus prescriptive “to-dos.” As the community works through the process, it may identify other ways to meet the intent of a particular best practice. The community’s RRC planner will be there every step of the way to discuss those ideas, direct the community to resources, and provide general guidance. In addition to the community’s RRC planner, other partners should be at the table. RRC is a collaborative effort and is most successful when all parties are willing to engage to open dialogue so that Michigan communities can be on the forefront of developing unique identities and prosperous businesses.

Once the community has had a chance to digest the contents of this report, it will need to decide whether to continue with the RRC process. If it opts to reach for certification, it will result in a fully streamlined, predictable and transparent development process that is guided by a shared community vision. This will increase the community’s ability to grow local investment and attract outside investment. It will also allow the Michigan Economic Development Corporation to better understand the community’s desires for the future and how state tools and resources can help achieve that goal. MEDC looks forward to working with Roosevelt Park on its efforts to reach certification and to a prosperous relationship for many years to come.

Executive summary

4

The basic assessment tool for evaluation is the RRC Best Practices. These six standards were developed in conjunction with public and private sector experts and address key elements of community and economic development. A community must demonstrate all of the RRC Best Practice components have been met to become RRC certified. Once received, certification is valid for three years.

Measurement of a community to the best practices is completed through the RRC team’s research, observation and interviews, as well as the consulting advice and

technical expertise of the RRC advisory council. The team analyzes a community’s development materials, including, but not limited to: the master plan; redevelopment strategy; capital improvements plan; budget; public participation plan; zoning regulations; development procedures; meeting minutes; applications; economic development strategy; marketing strategy; and website.

A community’s degree of attainment for each best practice criteria is visually represented in this report by the following:

This report represents the community’s current status in meeting the RRC Best Practices. This baseline establishes a foundation for the community’s progress as it moves forward.

All questions should be directed to the RRC Team at [email protected].

Methodology

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

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

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

5

Evaluation snapshot

City of Roosevelt Park has completed 20 percent of the Redevelopment Ready Communities® criteria and is in the process of completing another 33 percent.

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

2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7

2.1.8 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6

3.1.7 3.1.8 3.2.1 3.2.2 4.1.1 4.1.2 4.2.1

4.2.2 4.2.3 4.2.4 5.1.1 5.1.2 5.2.1 5.2.2

6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6

6


Best Practice 1.1 evaluates community planning and how the redevelopment vision is embedded in the master plan, corridor plan and capital improvements plan (CIP). The master plan sets expectations for those involved in new development and redevelopment, giving the public some degree of certainty about the community’s vision for the future, while assisting the community in achieving its stated goals. Local plans can provide key stakeholders with a road map for navigating the redevelopment process in the context of market realities and community goals.

The Michigan Planning Enabling Act (MPEA), Public Act 33 of 2008, and the RRC Best Practices require that the planning commission create and approve a master plan as a guide for development and review the master plan at least once every five years after adoption. There is currently no master plan in place. To align with the RRC Best Practices, the city will need to adopt a master plan that addresses the following criteria:

• The master plan reflects the community’s desired direction for the future.

• The master plan identifies strategies for priority redevelopment areas.

• The master plan addresses land use and infrastructure, including complete streets.

• The master plan includes a zoning plan.• The master plan incorporates recommendations for

implementation, including goals, actions, timelines and responsible parties.

• Progress on the master plan is annually reported to the governing body.

• The master plan is accessible online.Master plans are a great tool to use when establishing

the foundation for the community vision and future growth in the city. Such a vision includes the overall direction for the community, the desired look and feel for the community, and long-range goals the community wants to achieve. Ensuring the plan is available online for stakeholders and potential future investors to review is also important. The master plan should have a strong vision for future land uses, zoning plan, address infrastructure, and complete streets elements. Priority redevelopment areas will need to be identified along with strategies. This information will be useful when developing a vision for packaged sites in Best Practice 6.

When developing the master plan, this is the perfect

opportunity to document outreach methods to add to the public participation plan. Identify what works best when it comes to community engagement. When the master plan is completed, another important step is to keep up with progress made and changes. The development of a matrix which includes goals, actions, timelines, and responsible parties is a good way to make sure goals are being accomplished. Assigning responsible parties is key when attempting to implement the goals of the master plan. This progress can also be shared in an annual report to the governing body. RRC has a planning commission annual report guide, which is a great resource document that Roosevelt Park can use to create an annual report.

Roosevelt Park last adopted the “DDA Development and Tax Increment Financing Plan” in December 2018. The DDA plan includes a legal description, identifies projects and development costs within the DDA. Current projects identified are designed to support a pedestrian-oriented environment. In order to meet RRC criteria, the plan will need to address mixed-use development elements and the plan will need to be posted online. Both the master plan and downtown plan should work in line with each other to help support established goals. Roosevelt park can incorporate elements missing from the DDA plan into the master plan and make a strong connection to each other. Coordination is essential for the master plan and capital improvements plan, as the plan’s layout the foundation for the desired development of projects.

Over the years, as communities grow, infrastructure needs to adapt and pave the way for future growth and reinvestment. Infrastructure projects should consider new technology, transportation laws, building codes, building design, and community layout. A CIP is an essential tool for the planning and development of the physical and economic well-being of a community. It is used to implement the vision and goals identified in other plans, including the master plan and downtown plan, and provides a link between planning and budgeting for capital projects. The current CIP shows the 2018 fiscal year project four years out totaling five years. The CIP should be updated to reflect the current fiscal year, projecting five years out. The six-year CIP should be reviewed and updated annually. Coordination in all departments should work to prioritize infrastructure needs, ensuring close alignment between community-developed plans and implementation.

Best Practice 1.1—The plans


7

Best Practice 1.1—The plans continued

Status Evaluation criteria Recommended actions for certificationEstimated timeline

1.1.1The governing body has adopted a master plan in the past five years.

Develop and adopt a master plan to meet RRC criteria and MPEA act

12–24 months

1.1.2The governing body has adopted a downtown plan.

Include mixed-use elements into the development plan

Post the DDA/TIF plan online

12–24 months

1.1.3The governing body has adopted a corridor plan.

N/A

1.1.4The governing body has adopted a capital improvements plan.

Update CIP to represent current fiscal year and project five years out, totaling six years. Continue to update annually.

12–24 months

8


Best Practice 1.2 assesses how well the community identifies and engages its stakeholders on a continual basis. Public participation aims to prevent or minimize disputes by creating a process for resolving issues before they become an obstacle. Predictability and public support is essential to attract the right type of development to a community. Developers and the city are not the only key stakeholders in what happens in the city, proactive public input is critical in creating a harmonious community.

Roosevelt Park currently uses the basic methods of communication by following the Open Meetings Act, postcard mailings, newspaper postings, and website postings. Additionally, social networking is used as a pro-active engagement method. Roosevelt Park should consider adding additional proactive methods of engagement in order to ensure all efforts are being made to outreach to the public. Creating a straightforward process to ensure the voices of community members are heard helps create a sense of place, which has the potential to attract new community members to participate in the future of Roosevelt Park. Facilitating consistent future public engagement is important and the city should formalize a comprehensive public engagement strategy. This plan can help the city determine which methods of engagement it would like to pursue, identify when and how each method would be used, and establish ways to measure the effectiveness of each method. When formalizing the public participation strategy, the plan should identify goals and objectives, key stakeholders, methods of communication, strategies for outreach and how to communicate results to the public.

Once the plan is created, the public participation plan should key stake holders such as local and regional economic development, state and municipal partners.

News and media outlets are another opportunity for partnerships in public participation in an effort to get the news out on community events, meetings or seeking public input. The plan can also be a chance for the city to engage stakeholders to identify opportunities for partnerships. The final component of any public participation strategy is to ensure that the results of public participation efforts are shared so stakeholders who were not able to attend can learn what happened and those who did attend can see the results of their efforts. Information like this should be highlighted via social media or be made available on the city website’s homepage. An explanation of how the city will share public input results should be included in the plan. When completed, it can be used as a guiding document for the creation of future plans.

Based on the information obtained during this evaluation, this report recommends the following to help the city reach RRC certification:

• Describe public participation methods and appropriate venues to use each method;

• Identify key stakeholders;• Develop specific actions for meeting objectives; • Be formatted to allow a third party to adhere to the

public participation strategy if needed;• Create a method to track and share success of various

outreach methods; • Establish a method to assist a developer in soliciting

input on a proposal early in the site plan approval process.

With this information outlined in a plan, the city and its stakeholders will have a clear understanding of expectations for communicating in a consistent and transparent manner.

Best Practice 1.2—Public participation


1.2.1

The community has a public participation plan for engaging a diverse set of community stakeholders.

Create a formalized public participation plan 10 months

1.2.2The community demonstrates that public participation efforts go beyond the basic methods.

Further develop proactive methods to reach out to the public beyond the basic methods 10 months

1.2.3The community shares outcomes of public participation processes.

Establish method to share outcomes of public participation process 10 months

9


Best Practice 2.1 evaluates the community’s zoning ordinance and assesses how well it implements the goals of the master plan. Zoning is a significant mechanism for achieving desired land use patterns and quality development. Foundationally, the Michigan Zoning Enabling Act (MZEA), Public Act 110 of 2006, requires that a zoning ordinance be based on a plan to help guide zoning decisions. A direct link to the zoning ordinance can be found under the Ordinances and Zoning web page. The ordinance was last updated in January 2002 and revised in 2006. Graphics and a table that identifies uses that are permitted and those that require a special use permit are included. A data requirements table is also provided which is a good checklist for site plan review required items.

A community’s zoning ordinance is the regulatory tool used to enforce decisions based on guidance from the master plan. Roosevelt Park will need to ensure that the zoning ordinance is in line with the master plan. A review against the RRC Best Practice criteria has revealed several areas to better align the city’s zoning code with the expectations of the RRC Best Practices. To achieve RRC certification, the city should ensure the following criteria are met:

• The governing body has adopted a zoning ordinance that aligns with the goals of the master plan.

• The zoning ordinance provides for areas of concentrated development in appropriate locations and encourages the type and form of development desired.

• The zoning ordinance includes flexible tools to encourage development and redevelopment.

• The zoning ordinance allows for a variety of housing options.

Before being amended, it will be important to ensure that the zoning ordinance and master plan are in alignment with one another. The zoning ordinance is a key tool for plan implementation and regulates standards recommended from the master plan. Given that the master plan will need to be developed, it should be a priority to ensure that the zoning plan address changes needed for the ordinance. RRC calls for the zoning ordinance to allow mixed-use by right in areas of

concentrated development in appropriate locations and encourage the type and form of development desired. Currently the areas of concentrated development such as the central business district (CBD), only permits commercials uses. This standard can be achieved by allowing a mix of residential and commercial within a building. This should conform with the zoning district intent established under the central business district to enhance the residential character of the area. Develop a place where cross generational people want to love. The permitted uses table under the central business district should reflect such a change. Consideration should be given for residential uses being allowed above commercial uses or on the same floor toward the rear. If residential uses above commercial are allowed this would help toward meeting the criteria of allowing three of a variety of housing options. Currently, accessory dwelling units are counted toward this expectation, additional housing options to consider are:

• Townhouses/rowhouses • Stacked flats • Residential units above non-residential uses • Live/work • Co-housing• Micro-units• Cluster housingA current policy identified in the central business

district is to foster a pedestrian-friendly atmosphere and promote building development with minimal front and side setbacks. Another policy is to enhance the residential character of the area with complementary and decorative architectural development and abundant landscaping. Again, the city should work to permit mixed-use residential within the central business district. Under Chapter 11, standards established include a 20 percent or more ground-floor transparency and outdoor dining areas are allowed. Additional standards that will help promote the policies identified include.

• Build-to lines; • Open store fronts;• Streetscape elements • Parking located in the rear of the building.

Best Practice 2.1—Zoning regulations


10

Best Practice 2.1—Zoning regulations continued

Standards to address historic preservation are provided in Chapter 11, under “Landscaping and Design Requirements.” Uses that are non-residential or multiple-family dwellings have exterior building design requirements. An additional flexible tool to encourage development and redevelopment will need to be included, non-conforming regulations are currently implemented. In order to meet this criterion, an additional method will need to be incorporated:

• Density-bonuses;• Conditional rezoning; • Overlay zones;• Form-based code;• Compatible new-economy business in commercial

and industrial districts. The current ordinance states sidewalks shall be

constructed on all sides of the property abutting a public street, in accordance with city standards. Pedestrian walkways from the sidewalk to building entrances are required, as well as from designated parking areas. Additional items to consider in order to continue to encourage a pedestrian-oriented friendly environment, include:

• Bicycle parking;• Traffic calming standards; • Pedestrian-scale lighting. Certified Redevelopment Ready Communities®

include three or more regulations when addressing environmental preservation and green infrastructure standards. Under Chapter 11, some of those standards

are covered. Placement of street trees are addressed and native plants that are hardy to Muskegon County are required. As an added benefit, a list of native plants could be added to the zoning ordinance, currently a list of trees that are not permitted is included. Lastly, parking lot landscaping standards are provided in Chapter 12. While not required for certification the following are additional recommended standards that should be considered; these include:

• Low impact development techniques;• Rainwater collection;• Green roofs;• Pervious pavements;• Steep slope protections;Lastly, as seen in many communities, parking has

become either overly burdensome or underutilized. For this reason, it is important for communities to apply flexible parking regulations. The parking standards can be found under Chapter 12. Shared parking is allowed, and the planning commission may also choose to defer parking spaces if it can be shown that other off-street parking is available. While not required for certification, other standards to consider are:

• Connections between parking lots.• Parking maximums.• Elimination of parking minimums.• Parking waivers. • Bicycle parking • Payment in lieu of parking.


11


2.1.1The governing body has adopted a zoning ordinance that aligns with the goals of the master plan.

Ensure alignment with updated master plan 12–24 months

2.1.2

The zoning ordinance provides for areas of concentrated development in appropriate locations and encourages the type and form of development desired.

Allow for mixed-use buildings by-right in designated areas of concentrated development

12–24 months

2.1.3The zoning ordinance includes flexible tools to encourage development and redevelopment.

Provide one additional flexible tools for redevelopment as recommended in the baseline report

12–24 months

2.1.4The zoning ordinance allows for a variety of housing options.

Include two additional housing options 12–24 months

2.1.5The zoning ordinance includes standards to improve non-motorized transportation.

✓

2.1.6The zoning ordinance includes flexible parking standards. ✓

2.1.7The zoning ordinance includes standards for environmental preservation and green infrastructure.

✓

2.1.8 The zoning ordinance is user-friendly. ✓

Best Practice 2.1—Zoning regulations continued

12


Best Practice 3.1 evaluates the community’s development review policies and procedures, project tracking, and internal/external communications. An efficient site plan review process is integral to being redevelopment ready and can assist a community in attracting investment dollars while ensuring its zoning ordinance and other laws are followed.

The following criteria were found to be missing criteria when evaluated against the RRC Best Practice 3.1:

• The community defines and offers conceptual site plan review meetings for applicants;

• The appropriate departments engage in joint site plan reviews;

• The community has a clearly documented internal staff review process;

• The community promptly acts on development requests;

• The community has a method to track development projects;

• The community annually reviews successes and challenges with the development review process.

A site plan review is required for all new uses excluding uses that provide less than five parking spaces or one loading space, single and two-family dwellings, state-licensed family are facilities, day care, and accessory uses or structures. Site plan review procedures are provided under Chapter 9. Submittal requirements for a site plan review and special land use are very thorough on what needs to be submitted, when it needs to be submitted, and what the next steps are. All site plans/special land uses are required to be reviewed/approved by the planning commission.

In the intent of Chapter 9, it states, “The city council and planning commission realize that suitable site plans require an applicant to spend some time and money.” Therefore, it is important to ensure there are tools in place to ensure an efficient process. It is an expectation for RRC communities to define and offer conceptual site plan review meetings for applicants. This helps to ensure all materials are being turned in on time and gives the zoning administrator or appropriate staff, and the applicant an opportunity to discuss any hurdles and how to address them. This service is

currently offered for planned unit developments and site plan preliminary reviews are offered to go before the planning commission. However, this doesn’t meet the intent of offering a conceptual site plan meeting for all applicants. It is recommended that a conceptual site plan be offered and advertised online so it is known that this service exists for all types of uses. A checklist should also be created for the conceptual site plan review meeting. A good spot to advertise conceptual site plan reviews is through a visual flowchart. In order to paint a better picture of the site plan review process, it is recommended that a visual flowchart with timelines be developed. The flowchart should reflect both the site plan review and special land use process from the time of submittal to receiving the certificate of occupancy. This has the potential to improve efficiency, transparency, and predictability in the site plan review process and give a general understanding of the building department review process.

Another important process that should be incorporated into the site plan review is a joint site plan review team. This team should consist of any department or partners involved in the site plan review process. The team can provide valuable information to an applicant early in the application process, whether it may be unforeseen costs, police/fire safety issues, barriers, or code interpretation. It’s important for everyone to be on the same page on day one of an application process. It is also recommended that a system should be set up to track projects from application submittal to occupancy. This will confirm that there is coordination with permitting and inspections staff and ensure an efficient and timely approval process.

A feedback mechanism should also be created in order to improve any internal processes or cost barriers that may arise. Any feedback should be reviewed annually by the joint site plan review team to capture lessons learned and amend the process when needed. Lastly, it is also recommended that the internal process with clear roles, responsibilities, and timelines be documented with the idea that any staff member can pick up the process if there is any turnover.

Best Practice 3.1—Development review policy and procedures


13

Best Practice 3.1—Development review policy and procedures continued


3.1.1The zoning ordinance articulates a thorough site plan review process. ✓

3.1.2The community has a qualified intake professional. ✓

3.1.3The community defines and offers conceptual site plan review meetings for applicants.

Define and offer conceptual site plan review meeting for applicants

Advertise online that conceptual site plan review meetings are available

10 months

3.1.4The appropriate departments engage in joint site plan reviews.

Develop an official joint site plan review team 10 months

3.1.5The community has a clearly documented internal staff review policy.

Document internal review process, along with clear roles, responsibilities and timelines

10 months

3.1.6The community promptly acts on development requests.

Develop an easy to follow flowchart of development processes that includes timelines

Demonstrate how staff coordinates with permitting and inspections staff to ensure a smooth and timely approval process

10 months

3.1.7The community has a method to track development projects.

Develop a project tracker from submittal to occupancy

10 months

3.1.8The community annually reviews the successes and challenges with the site plan review and approval procedures.

Create a feedback mechanism to gather input from applicants after they go through the process

Develop a process to review input by the joint site review team and planning commission to identify potential improvements to the process

10 months

14


Best Practice 3.2 evaluates the availability of the community’s development information and pertinent planning and zoning information that an applicant needs. Having all development-related information in a single location can greatly increase the ability of an applicant to access what they need efficiently. Including this information online can also maximize capacity, as staff will spend less time answering questions when applicants can have these questions answered by the municipality’s website.

Under the Ordinance web page, most of the development-related information can be found online. This includes:

• Site plan application • Zoning ordinance • Special use application • Zoning map• Relevant ordinances. It is recommended that a stand-alone guide to

development or additional development-related information be added to the zoning web page. Missing items to be added to the guide include:

• Fee schedule;• Economic development strategy • Master plan;• Contact information for all staff involved in

development process;• Conceptual meeting procedures; • Flowcharts;• DDA plan; • Building permits requirements and applications; It is one thing to put all the necessary documents

online, it’s another to know how to navigate the process. It is recommended that a document be created that shows how a resident, developers or entrepreneurs should navigate the development process. Whether it is pulling a roofing permit, opening a business, or constructing a large project, the guide for development should function for everyone. It is recommended that an annual review of the fees should be done during the budget cycle to help ensure that costs are fair and affordable for the customer and community. As an added benefit the community accepts credit card payments.

Best Practice 3.2—Guide to Development


3.2.1

The community maintains an online guide to development that explains policies, procedures and steps to obtain approvals.

Add additional information to the online guide to development or develop a stand-alone guide

Develop instructions on how to use the guide for development

12 months

3.2.2The community annually reviews the fee schedule. ✓

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Best Practice 4.1 evaluates how a community conducts recruitment and orientation for newly appointed or elected officials and board members. Such officials sit on the numerous boards, commissions, and committees that advise community leaders on key policy decisions. Information on boards and commissions can be found online. Some information for each board can be found under “City Councils and Boards” web page.

An application and directions on how to join a board and commission should be developed and posted online. A general description of each development-related board should also be developed. The application should highlight expectations and desired skill-sets for each development-related board. The desired skill-sets can and should be advertised in a way that allows flexibility regarding who can apply to be on a board.

The process for applying to a board or commission should also be clearly identified to allow for a clear understanding of how someone can get appointed to a board or commission. To allow for more applicants, the community could consider an option to offer training for those interested in a board position. There are multiple resources that offer free training, that is explained further in Best Practice 4.2.

When new members join a board or commission it is important to ensure they are up-to-speed on responsibilities and relevant issues. Members of the planning and zoning boards should at a minimum receive copies of the master plan, statutory requirements, zoning ordinance, and respective by-laws. Additional information for board members to most effective should also be provided.

Best Practice 4.1—Recruitment and orientation


4.1.1The community sets expectations for board and commission positions.

Create desired skill-sets and expectations for development-related boards and commissions

Document process for board and commission appointments

Make board application available online in an easy to find location

6 months

4.1.2

The community provides orientation packets to all appointed and elected members of development-related boards and commissions.

Provide orientation packets to development-related boards 6 months

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Best Practice 4.2 assesses how a community encourages training and tracks educational activities for appointed and elected officials, board members, and staff. Trainings provide officials and staff with an opportunity to expand their knowledge and, ultimately, make more informed decisions about land use and redevelopment issues, which increases predictability for the development process overall. An effective training program includes four components: financial resources to support training, a plan to identify priority topics and track attendance, consistent encouragement to attend trainings, and sharing of information between boards and commissions to maximize the return on investment for the community.

The following criteria were found to be missing when evaluated against the RRC Best Practice 4.2:

• The community has a dedicated source of funding for training.

• The community encourages elected officials and staff to attend trainings.

• The community share information between elected and appointed officials and staff.

Training and education for development-related boards and staff should be made available through the budget or another source. It is an expectation that attendance for trainings be tracked. Trainings are tracked through the MML, a local official or commissioners name is recorded along with types of training attended. A report is sent back to the community for review. This process is very important in order to have a good record of trainings that will support staff, boards, and

commissions with information that can greatly benefit their skill sets when making decisions for the community. Information sharing is another key component to this process, so those who were not able to attend the training can have an idea of any valuable lessons learned that will benefit the community. A valuable resource any community has is its website and social media. When resources are limited, staff and local officials can find many training opportunities that are online or in person, through the Michigan Association of Planning, American Planning Association, MSU Extension, as well as visiting the MEDC Community Development website (www.miplace.org). Newer methods of encouraging training should be established rather than just sharing opportunities by email as they become available.

The RRC Best Practices recommend, at a minimum, that a joint annual meeting between the city council, planning commission, DDA and any newly formed boards be the foundation of information sharing. This is also a great opportunity for joint training. Once the planning commission’s annual report is created (as required by the Michigan Planning Enabling Act), it should be shared during the annual meeting in order to ensure all ideas and opportunities for improvement are being discussed and possibly implemented. Finally, as a method to ensure information sharing occurs, staff should consider adding time on agendas for training attendees to share what they learned with those who were not at trainings.

Best Practice 4.2—Education and training


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Best Practice 4.2—Education and training continued


4.2.1The community has a dedicated source of funding for training.

Establish a dedicated source of funding for training 12 months

4.2.2

The community identifies training needs and tracks attendance of the governing body, boards, commissions and staff.

✓

4.2.3The community encourages the governing body, boards, commissions and staff to attend trainings.

Establish a process to notify elected and appointed officials and staff about training opportunities

12 months

4.2.4The community shares information between the governing body, boards, commissions and staff.

Hold collaborative work sessions, including joint training on development topics

Identify how training participants share information with those not in attendance

Develop annual planning commission report for the governing body or share existing report with planner

12 months


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Best Practice 5.1 evaluates goals and actions identified by the community to assist in strengthening its overall economic health. Strategic economic development planning is critical to attracting jobs and new investment in communities; therefore, it is critical for City of Roosevelt Park work with local partners to adopt a comprehensive economic development strategy for the community. An effective economic development strategy will work in collaboration with key stakeholders such as local businesses, the Muskegon community foundation and the neighboring municipality, City of Muskegon Heights, articulate a clear vision and strategy and drive regional and local efforts to the area in attracting the types of jobs that residents and visitors want to see. The following missing RRC expectations were identified;

• Clear connections to locally adopted plans. • Identification of economic challenges and

opportunities for the community;• Recommendations for implementation including

goals, actions, timelines and responsible parties;• Coordination with goals and objectives with a

regional economic development strategy; • Once finished, making the economic development

strategy available online. The economic development strategy can be

incorporated into the master plan or it can be a stand-alone document. Identifying both local and regional economic development partners is a good first step and a great resource Roosevelt Park can use to frame an economic development strategy and tie it into regional efforts. Goals, actions, timelines, and responsible parties will need to be implemented into the strategy. Identified goals should tie back to existing community’s adopted plans. RRC participation presents a perfect opportunity to identify economic challenges and opportunities, coordinate with key stakeholders, focus on implementation, and develop a process to review identified action items annually. The community should look to use existing resources, highlight both local and regional assets, economic strengths and weaknesses, and continue to promote site redevelopment opportunities; and work to implement strategies that will help create a vibrant and attractive community.

A well-executed economic development strategy will help support a pedestrian-friendly environment, attract new businesses, create new housing opportunities, and increase economic opportunity for residents and existing businesses. Once complete, the plan should be reviewed at least annually. Staff is encouraged to review the plan monthly.

Best Practice 5.1—Economic development strategy


5.1.1The community has approved an economic development strategy.

Develop an overarching economic development strategy per RRC criteria or update the existing strategic plan to meet RRC criteria

12–24 months

5.1.2The community annually reviews the economic development strategy.

At a minimum review the economic development strategy annually

12–24 months


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Best Practice 5.2—Marketing and promotionBest Practice 5.2 evaluates how the community promotes and markets itself. Marketing and branding are essential tools in the promotion of a community’s assets and unique attributes. People are attracted to places that evoke positive feelings and to communities that take pride in their town and their history.

It is recommended that local and regional stakeholders work together to develop a comprehensive marketing strategy. The marketing strategy should identify opportunities and outline steps to attract businesses, consumers, and real estate development. Items from the economic development strategy should be identified in the marketing strategy, as well as marketing priority redevelopment sites, which some language is already included in the draft master plan. Key stakeholders for formulating a marketing strategy should include those identified in the public participation plan. Coordinating marketing efforts with other local, regional, and state partners extends the marketing message to a wider audience; providing more opportunities for prospective businesses, consumers, and real estate investors to learn about what the community has to offer. An excellent resource a community can use is the local convention and visitor’s bureau (CVB) and Muskegon Lakeshore Chamber of Commerce. Both partners can

provide helpful insight into how a community can use existing assets to further strengthen community events, image, and more. The marketing strategy should build upon the vision, values, and goals outlined in locally adopted planning documents, including the master plan and economic development strategy. The RRC process is a perfect opportunity to develop a marketing message to the outside community of why someone would want to live, work, invest, or discover the great things that exist in the community. The strategy should summarize what makes the city of Roosevelt Park unique, identify who target audiences are, and develop/promote a brand for the community.

A website is often the first point of interaction between a community and its residents, businesses, potential developers, and even tourists. As such, having an up-to-date and easy-to-navigate website is essential for any Redevelopment Ready Community®. Developers will visit the website to learn more about the development process, fees, community activities, and more. The current website is easy to navigate and has a clean layout. There is however a lot of space for improvement and sharing additional information. As documents are completed, they should be made available online for the public or future investors to read.


5.2.1The community has developed a marketing strategy.

Create a unified marketing strategy as outlined in Best Practice 5.2.1 12 months

5.2.2The community has an updated, user-friendly municipal website.

Add missing items to website as items become completed 12 months

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Best Practice 6.1 assesses how a community identifies, envisions, and markets their priority redevelopment sites. Communities must think strategically about the redevelopment of properties and investments should be targeted in areas that can catalyze further development around it. Instead of waiting for developers to propose projects, Redevelopment Ready Communities® identify priority sites and prepare information to assist developers in finding opportunities that match the community’s vision. The draft master plan does a good job identifying what priority redevelopment sites are and a good start on how sites should be addressed. Once the community has established a solid foundation for redevelopment through locally adopted plans, the final step toward RRC certification is the identification and prioritization of at least three redevelopment sites. City of Roosevelt Park will have the opportunity to work with the Redevelopment Services Team when close to certification

in order to identify, prioritize, and package sites. The vision for the sites should be derived and crafted

from adopted community plans (master plan, corridor plan, economic development plan, marketing plan, CIP) and staff should continually ensure that the framework is in place to support that vision. Basic information should be gathered as required under evaluation criteria 6.1.2. From there, sites should be packaged into a short, marketable document. At least one site package should be developed further into a complete property information package, which includes an expanded list of more technical items (as applicable); such as environmental conditions, traffic studies, etc. A complete list of additional technical items can be found under evaluation criteria 6.1.5. Finally, the sites should be actively marketed via City of Roosevelt Park’s website and its economic development partners.

Best Practice 6.1—Redevelopment Ready Sites®


6.1.1The community identifies and prioritizes redevelopment sites.

Identify at least three priority sites 24 months

6.1.2The community gathers basic information for prioritized redevelopment sites.

Gather basic information for prioritized sites as outlined in the RRC Best Practices 24 months

6.1.3The community has development a vision for the priority redevelopment sites.

Develop a vision for each of the sites 24 months

6.1.4The community identifies potential resources and incentives for prioritized redevelopment sites.

Identify financial or other incentives for each site 24 months

6.1.5A property information package for the prioritized redevelopment site(s) is assembled.

Complete at least one property information package 24 months

6.1.6Prioritized redevelopment sites are actively marketed.

Market the complete property information package online 24 months

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Conclusion

4739-200110

Redevelopment Ready Communities® assists communities in maximizing their economic potential by embracing effective redevelopment tools and best practices. As mentioned at the beginning of this report, City of Roosevelt Park is at a perfect place to take full advantage of RRC to ensure the processes and development-friendly atmosphere currently in place continues well into the future. It is recommended that the city s RRC efforts begin by establishing a solid foundation for recruitment and ongoing education of elected and appointed officials. It is important to continue to recruit and train representatives to make effective decisions around land use and development that will impact the community. Having the right tools in place will provide

a pathway for continued success for the city of Roosevelt Park. Once complete, the next steps should focus on updating the public participation plan and master plan.

Upon reviewing the baseline report and determining whether these actions (and RRC certification in general) fit within the community’s vision for the future, the governing body must pass a resolution of support to proceed with the RRC program and continue efforts to complete the missing criteria. During that time, RRC will be in regular contact with local representatives to follow its progress and offer support and assistance as needed. Once all criteria are met, the community will be certified as a Redevelopment Ready Community®.

Dedicated to shared economic success, the MEDC promotes the state’s assets and opportunities that support business investment and community vitality. The MEDC’s business assistance programs and services connect companies with people, resources, partners, and access to capital. www.michiganbusiness.org

Agenda Item #_______



June 1, 2020

Item: Set Public Hearing for FY 2021 Budget

Date: June 1, 2020

Summary: As required, a public hearing on the proposed millage rate and the City’s budget

for the upcoming fiscal year is needed. This year, the City Council is scheduled to review the

budget and take public comment at their September 8th meeting.

The action being taken at this time is for the scheduling of the public hearing only for the

millage rate and the upcoming budget. A public notice announcing the hearing will be

published in a newspaper of general circulation. Per the City of Roosevelt Park requirements,

the FY 2021 budget will have to be approved no later than the September 21st meeting.

Financial Impact: None. Recommendation: To set the public hearing on property taxes and the proposed fiscal year

2021 budget for Tuesday, September 8, 2020 at 6:15 p.m.

Signature:

Title: City Manager

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