City Council

MANISTEE CITY COUNCIL WORK SESSION AGENDA Tuesday, July 11, 2017 - 7:00 p.m. - Council Chambers, City Hall I. Call to Order. II. Work Session Items. a.) PUBLIC COMMENTS ON WORK SESSION RELATED ITEMS. b.) DISCUSSION ON DEER HERD – Councilmember Mark Wittlieff. c.) DISCUSSION ON DOGS ON THE RIVERWALK – Mayor Jim Smith d.) PRESENTATION OF STRATEGIC PLAN IMPLEMENTATION QUARTERLY REPORT. – City Manager Thad Taylor e.) OTHER. III. Adjourn. TNT:cl  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017 Timeframe / Champion Status Goal - Economic Development and Jobs Strategy - 1.1 Manistee County Economic Development 1.1.1 County-Wide Strategic Plan: AES / Thad  Using existing master plans, strategies, DDA plans and other pertinent plans, the AES will develop an initial County-Wide Economic Development Strategy, much as we have participated in developing for recreation. This plan will include an identification of:  Significant assets that can be leveraged for development, including vacant buildings.  Development gaps that must be filled to support development (infrastructure, housing, etc.) along with an identification of how those gaps can be filled if known.  Zones within the county that are prime for industrial, commercial, agricultural and other uses.  An identification of economic development priorities by type throughout the County.  Incentives that ae available to support attainment of economic development priorities.  An action plan for addressing gaps and achieving priorities.  AES will develop and broadly distribute a one-stop process for businesses of any size to address issues or opportunities beginning with a single point of contact. This will include the network of agencies, programs and services available to provide site selection assistance, capital financing, regulatory program support, employee recruiting and training and others. Strategy - 1.2 Industrial Park 1.2.1 SET Ongoing Denise / AES  Present the SET Economic Development Strategy which will underscore the three emerging growth opportunities that have the greatest competitive and comparative economic potential: Agribusinesses, Energy, and Advanced Materials.  Present to Council, for their decision, to participate in SET:PRIME (Powering Rural Investment by Mapping Energy) as the second community to look towards creating jobs within the Energy Industrial Sector.  Provide the City with data sheets so that staff (Planning/Zoning) has an understanding of the economic potential of the targeted industrial sectors. 1.2.2 Manufacturing Strategy Ongoing Denise / AES  Present the Manufacturing Plan with a focus on the recommendations about the port.  Develop a port marketing strategy based on Manufacturing Plan recommendations. 1.2.3 Enter/Exit Survey for Permit Applications: Denise / Thad  Component of RRC certification was that customer service surveys for site plan review be developed. These surveys are given to applicants for commercial Completed properties. 1.2.4 “Packaging” the Industrial Park  Identify all vacant parcels in both industrial parks. Denise / AES / Thad  Develop a standardized form to catalog specific traits of each vacant parcel, i.e. utilities available, size, location, parcel number, etc. Completed  Populate the standardized form for each vacant parcel. Completed  Develop a packet that has the standardized form, map of parcel, contact information for interested parties. Completed  Make the packet available on the City’s and AES’s website and give information to MEDC for their marketing use.  Compiled data, prepared maps and individual parcel information pages for both Lake Michigan and Renaissance Park properties. City webpage under Completed Developers Resource Guide provides a brief narrative for the Lake Michigan Industrial Park and site map has been updated. Renaissance Park information is also listed on the City webpage.  Need to review Lot 6 of Lake Michigan Industrial Park (recycling center) to determine if the entire parcel is needed for future expansion of the recycling center. The property could be split to create a new parcel for sale.  Determine what additional information is needed for marketing the industrial parks. What information should be updated on the City’s webpage. Need to determine if a realtor/broker should be marketing the site on behalf of the City. Determine if this requires City Council input / approval.  Aggressively work to respond to MEDC New Site Search notifications by utilizing the Industrial Parks directory.  Provide the City with critical information to include in the Industrial park pro forma produced by the Planning/Zoning Department. Critical information needed includes capacity specifications on: infrastructure, utilities, water, broadband as well as quality of life information. 1.2.5 Survey Existing Industrial Park Occupants  Compiled mailing list, drafted survey and cover letter prepared. Pending, provided information to AES to review. Denise / AES STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 1  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017 1.2.6 New Industrial Park Occupants  Identify appropriate uses for each parcel based on zoning allowances. Denise / Thad / AES  Research businesses/industries that are consistent with appropriate uses.  Send packet developed for strategy 1.2.4 to targeted businesses/industries.  Follow-up contacts with targeted businesses/industries.  Staff has spoken with three separate parties about Lots 11 & 12 in the Lake Michigan Industrial Park this past year. Two expressed interest but decided not Ongoing to proceed. One party stated the minimum 4,000 sq. ft. building requirement as a reason not to move forward with their project. Review Zoning requirements with Planning Commission to determine if the building size requirement should be reduced.  Work with partners (City Planning/Zoning) to populate ZoomProspector and Opp sites.  Work with partners to understand the target emerging growth opportunities within the region.  Begin a discussion about economic gardening: an entrepreneur orientated, growing the economy from within, strategy that targets state 2 (businesses with 10 or more employees) companies by helping them with strategic issues and providing them with customized help and data. Strategy - 1.3 Transportation of Goods 1.3.1 Port Strategy AES  1.3.2 Rail Relocation Ongoing Thad / AES  Review Manistee Area Rail Relocation Feasibility Study from April, 2008.  Attend meetings with the railroad(s) and other interested parties as facilitated by the Alliance for Economic Success.  Coordinate City resources as appropriate. 1.3.3 Rail Infrastructure AES  AES has initiated discussion with the rail line about the location, status and options for rail infrastructure. Marquette Rail is collaborating with owner CSX to further these discussions. Strategy - 1.4 Linking Training and Jobs  ? Strategy - 1.5 Downtown Revitalization 1.5.1 Support of Plans/Ideas Ongoing DDA / Thad / AES  Review the Downtown Development Authority (DDA) 2017-2020 Strategic Plan.  Identify specific focus areas and strategies of the Strategic Plan that the City can provide assistance and/or partner with the DDA.  Assign City staff and/or City boards and commissions to provide the necessary assistance. 1.5.2 Support Collaboration Ongoing DDA / Thad  Continue regularly scheduled meetings with the DDA Executive and Economic Development Director.  Continue to provide support to the DDA Executive and Economic Development Director in efforts associated with economic development efforts in the DDA District.  Continue to include the DDA Executive and Economic Development Director in economic development efforts within the City, outside of the DDA District, that may have an impact on the DDA District. 1.5.3 Support the TIF Renewal Ongoing DDA / Thad  Review the City and DDA strategic plans to determine common goals.  Use the common goals to structure a draft TIF renewal strategy.  Develop a draft TIF plan and seek input and support from the DDA Board and City Council.  Make changes if/as necessary to the draft TIF plan and develop the final plan.  Submit the final TIF plan to the required agencies/boards for approval.  Once the required agencies/boards have approved, begin implementation of the plan. Strategy - 1.6 Redevelopment Ready Implementation 1.6.1 Implementation Ongoing Denise  How do we measure achievement? April 27, 2017 staff went to Lansing for a meeting with RRC and MML staff for the communities that have received RRC Certification. Discussed technical assistance that is available and spoke with the new Real Estate Development Specialist about marketing sites. Meetings are proposed quarterly or semi-annually, will continue to attend and utilize resources available. STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 2  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017 Goal - City Infrastructure and Facilities Strategy - 2.1 City Owned Assets 2.1.1 Building Asset Management Plan Est Comp Ed / Mark  The draft building asset management plan (BAMP) is largely complete. It has been in process for some time and needs to be reviewed by City staff and our 11/2017 electrical, mechanical and plumbing vendors of record to make sure the information is current and as complete as possible. Strategy - 2.2 Ramsdell Theatre 2.2.1 Management Evaluation Ongoing Ed / RRCA  The Ramsdell Regional Center for the Arts (RRCA) is reporting to the City Council quarterly or as requested. Their monthly financial statements are included in City Council packets. The RRCA Board has met its fundraising goal for FY 2017. Strategy - 2.3 Infrastructure Development/Property Acquisition  Identify gaps in infrastructure that are impediments to redevelopment and economic growth, overall and site specific. Thad / AES  Identify target property(s) that should be the focus for redevelopment purposes as economic development drivers.  Develop a matrix that will prioritize and focus efforts to close the identified infrastructure gaps and target property(s) based on project complexity, community needs and other similar criteria.  Research available funding opportunities to address the identified infrastructure gaps and acquisition of target property(s).  Identify private development groups that the City can partner with to share redevelopment costs for infrastructure needs and property acquisition costs at target property(s).  When City and private development group(s) reach accord on a partnership for infrastructure, move forward on the redevelopment/economic development projects (s). Strategy - 2.4 Technology 2.4.1 Electronic Payments Est Comp Ed  The City currently accepts credit cards at the boat launch auto-attendant, Ramsdell Theatre, Marina and online for water payments. The recent procurement 1/2018 of a new financial management suite will allow for credit card payments at the counter for a variety of items. The City currently offers auto-debit for water & sewer bills & that may expand for tax bills. 2.4.2 Broadband Ongoing AES  AES has been working with Michigan Connect who is compiling data from the survey conducted late 2016 to understand demand. The report generated will direct next steps. We will continue to work with USDA-RD, MEDC and others to understand the availability of financial resources to attain this strategic goal. Strategy - 2.5 Energy Efficiencies 2.5.1 Opportunity Evaluation Ongoing Ed / Mark  The City continually looks for opportunities to save energy. We have been switching existing lighting to LED as opportunities arise (for example, some Council Chamber lights are slated for replacement and we are exploring LED options for the Ramsdell Theatre). As utility incentives present themselves, they are looked at to see if they are a good fit for the City. 2.5.2 Energy Efficiency Plan Evaluation Est Comp Ed / Mark  City staff will review the previous report(s) and compile a list of what has or has not been completed. Much has been accomplished. 11/2017 Strategy - 2.6 Streets 2.6.1 Funding Ongoing Ed / Jeff / Spicer  Currently use Act 51 funds and Small Urban.  Leverage new developments/projects for grant applications.  Council has prioritized Capital Improvement funds and money from the general fund.  Our five-year Transportation Improvement Plan (TIP) identifies funding for streets from a variety of sources including the State, general fund, capital improvement fund and grants. The increased Act 51 funding from the State resulting from tax changes the legislature enacted has helped street funding significantly. However, there still exists a funding gap that must be closed to make meaningful progress on our overall network. The street ad-hoc committee recommended exploring a Headlee override millage to help fix streets once the TIP had been in place for a few years and progress was shown. It may be time to explore that as an option, particularly before any future school millage is sought. Headlee TBD 2.6.2 Evaluation Ongoing Jeff / Spicer STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 3  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017  Street network is evaluated annually utilizing a PASER analysis. Network is then updated from collected data.  TIP updated annually on a rolling 5 year projection. Candidates are visually inspected, core sample taken to evaluate base conditions. 2.6.3 Maintenance/Repair/Upgrade Ongoing Jeff / Spicer  Streets are swept through the summer.  Catch basins are cleaned on a three-year revolving basis.  Winter maintenance includes plowing and salting. Sand applications have been reduced to hard pack areas when temps drop below 10o Fahrenheit.  Annual crack sealing program will begin this year with rented equipment and labor from DPW.  Asset management plan recommends light maintenance before rehab or reconstruction. TIP includes a blended approach to spread work out around town and capitalize on funding opportunities. Strategy - 2.7 Safety at Public Facilities 2.7.1 Protocols Ongoing Tim  Evaluate current safety protocols.  Utilize resources and technology effectively and carefully to ensure ongoing safety – identify short and long term goals to effectively meet the needs of the community and City employees.  Develop proactive measures and re-evaluate annually to include site assessment. Completed  Establish methodology and supportive training for City employees. Summer 2017 2.7.2 Policies/Procedures Tim  Evaluation of current City and departmental safety policies. Partnering with all departments to create service delivery policies that are reflective of the City’s mission and values while providing efficient and effective services. Winter 2017 2.7.3 Leading Practices Tim  Assess techniques and leading practice in safety measures for public safety facilities.  Promote ongoing efforts for proactive and reactive activities that will assist in preventing, educating, enforcing and reducing loss from criminal activity and Ongoing job injuries.  Update the City’s emergency preparedness plan to include a comprehensive strategy that focuses on risk reduction. Winter 2017 Goal - City Beaches, Parks and Recreation Areas Strategy - 3.1 Cleanliness and Universal Accessibility 3.1.2 Parks Maintenance Management Plan Ongoing Jeff  Public restrooms are cleaned M-F. Concessionaires, fish cleaning are responsible. Overtime used on weekends.  Parks mowed as necessary. Leaves in the fall. Repairs made as soon as possible, as detected, or reported by public.  Adopt-a-Park has assisted in trash pickup, small projects.  Parks Department identifies an upgrade and completes each year with staff and utilizing budgeted funds. 3.1.3 Enforcement/Safety Ongoing Jeff / Tim / Parks Comm  Video surveillance has been a useful tool.  Maintain signage and foot patrols to ensure compliance and enforcement with laws and ordinances governing City beaches and provide necessary safety devices on both Lake Michigan beaches which may include the use of cameras.  Proactive patrols to continue with documentation of time spent and enforcement activities if warranted. Unmarked patrols to assist with enforcement as time permits.  Parks Commission to develop safety plan for City beaches. Strategy - 3.2 Boating Facilities 3.2.1 Boat Launches Ongoing Jeff / Tim  Arthur Street was rehabbed and in very good condition. Pay tube has added revenue. Erosion repairs will need to be completed in 2017.  First Street docks are in good condition, ramp surface will need to be repaired 5-10 years.  Ninth Street received two grants for a major overhaul. City match not available. DPW rehabbed in-house. No launch fees charged.  Need to check with Police Department on enforcement for fees.  The parking lot at First Street Beach requires resurfacing and a new curb cut along the west side. 3.2.2 Explore the Shores Ongoing Denise / Jeff STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 4  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017  Very successful in the past in receiving grants for upgrades.  If match money identified, could look at capital upgrades along the Riverwalk.  Staff will continue to work with the Explore the Shores county-wide initiative. 3.2.3 Fee Based Boating Program Ongoing Ed / Jeff / Tim  The boat launch raised its rates a few years ago and a pay tube was installed at Arthur Street boat launch. The State of Michigan controls the fees that can be charged for slips at the Marina. The key to stability at the Marina is to drive more boater traffic through marketing.  Evaluate our fee based boating program in order to understand how to make them more effective. Ongoing  Proactive patrol ensuring the use of the fee based system. Enforcement administered as necessary.  Market through technology the fee based system – Facebook. Strategy - 3.3 Park Facilities and Amenities 3.3.1 Budgeted Prioritization Completed Jeff  Currently this is completed in-house with suggestions from the Parks Commission. 3.3.2 Tennis Courts Ongoing Jeff  Sands Park courts require reconstruction. We have sought out USTA grants. Match money is an issue. MAPS responsible for 50% of maintenance and capital costs. Meetings are being held to discuss.  First Street in fair condition. DPW is planning to regrade around the courts this summer to reduce sand migration.  Fifth Avenue are concrete and seldom used. Sand migration is an ongoing concern. 3.3.3 Beach Parking Lots Jeff  First Street parking lots at the softball fields and Lions Pavilion were rebuilt approximately 20 years ago and are in good shape. Additional parking additions are recommended.  The First Street pier parking lot is in poor condition and requires measures to reduce sand migration.  Fifth Avenue upper lot is in poor condition (west side) and is under sized. A concept plan has been drafted to reduce sand migration and increase parking spaces by 30%. 3.3.4 Food Service Ongoing Jeff  First Street concessions have been run very well the past two seasons. We are entering into a three-year contract to continue.  The vendor from First Street is entering into a contract at Fifth Avenue and is currently preparing to open. Strategy - 3.4 City Recreation Plan 3.4.1 City Parks Commission Ongoing Jeff  3.4.2 Review and Update Ongoing Jeff / Denise  The plan is reviewed on a five-year basis to meet MDNR requirements for grants. Plan was last updated in 2016.  Will assist the Parks Commission with any proposed changes/amendments to the Parks and Recreation Plan. Strategy - 3.5 Leveraging Beach Facilities for Events 3.5.1 Event Ideas Thad/Chamber/DDA/Jeff  Establish a working group comprised of City staff, parks Commission members, Chamber of Commerce staff/volunteers and DDA staff/members.  Group to meet and brainstorm ideas for events and/or activities that lend themselves to the City’s beaches.  Identify feasible events/activities and an organization(s)/business(s) that is capable of organizing each specific event/activity.  Prioritize the events/activities and target 1-2 for implementation.  Identify a specific location for the targeted event/activity and select a timeframe that does not conflict with any other scheduled use of the area.  Support the event with appropriate advertising and staffing if/as necessary.  Working group to meet after the initial event(s) to constructively review the event to determine strengths/weaknesses for the specific event and lessons learned for future events.  At the conclusion of the constructive review determine if the specific event should continue.  At the conclusion of the constructive review determine if the concept of using the beaches for events should continue.  Increased interest in holding weddings, etc. at our facilities.  Need a system to reserve and make public aware of status. STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 5  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017 Goal - Financial Stability and Continuous Improvement Strategy - 4.1 Financial Stability 4.1.1 Forecasting Ongoing Ed  The annual budget incorporates three-year financial projections. The annual capital improvement plan looks out six years for required or desired capital In Place improvement projects. Forecasting methodology and presentation continues to evolve. 4.1.2 Oil and Gas Revenue Ongoing Ed  The Oil and Gas Board meets quarterly and reviews the portfolio with the investment advisor. Performance has been satisfactory. The CFO receives all In place transaction notices and communicates with the investment advisor as needed. 4.1.3 Budget Structure Ed / Thad  City Manager and CFO to review existing budget format and structure to identify any areas that could improve.  If areas are identified research how other communities structure their budgets in those particular areas.  Incorporate changes as appropriate. Strategy – 4.2 Service Efficacy 4.2.1 Benefits Thad / Ed  City Manager and CFO to review City’s existing benefit package.  Provide each Department Director details on their department’s specific benefit package and task them with researching benefit packages of departments in comparable municipalities.  Department Directors to develop a document detailing how the City’s benefit package compares/contrasts with comparable municipalities.  Department Directors will provide a recommendation on whether or not the benefits package is competitive.  City Manager and CFO will review the information and recommendations of the Department Directors and evaluate.  Concurrent with the research of the Department Directors the City Manager and CFO will perform an internal review of the benefits based solely on sustainability.  Based on the information provided relative to compatibility and sustainability, the City Manager and CFO will make recommendations for change.  Recommended changes will be instituted consistent with current labor agreements and opportunities. Goal - Intergovernmental Relationships Strategy - 5.1 Collaboration 5.1.1 Intergovernmental Relationships Ongoing Thad  Develop a list of appropriate counties and cities for collaborative efforts.  Reach out to the identified counties and municipalities to determine if they are interested in participating in a meeting to discuss possible collaborative efforts..  If there is interest, schedule a meeting or meetings. 5.1.2 Service Sharing Ongoing Thad  Identify areas in which the City might share services with other units of government.  Develop a priority list of service sharing opportunities.  Determine which specific unit of government represents an appropriate service sharing opportunity.  Present the information to Council to determine if there is interest in moving forward.  If Council expresses interest, contact the appropriate units of government to determine if they are interested in meeting to discuss service sharing opportunities.  Conduct meetings as appropriate to explore opportunity(s)  If there is agreement that service sharing is an opportunity and appropriate, move forward toward implementation. 5.1.3 County Wide Discussions AES / Thad  Work with AES to determine format, agenda, audience and appropriate venue for discussion.  AES will convene meetings involving the City and neighboring townships and facilitate those meetings toward building a common agenda that reflects 9/2017 opportunities for economy of scale and service sharing. 5.1.4 Reaching Out Ongoing City Council  Goal - Housing, Homelessness and Senior Citizens STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 6  Quarterly Update – July 2017 City of Manistee City Council Strategic Plan Implementation 2017 Strategy - 6.1 Housing 6.1.1 Manistee Housing Commission Ongoing AES  6.1.2 Housing Strategy AES  AES will seek funding (approximately $6,000) to enable completion of a housing assessment of the type that is customarily done for developers and financial institutions to quantify the type of housing that can be reliably developed to support workforce and other needs. Based on our work in other counties and the region, the analysis provided through this kind of work is needed to provide the evidence investors/developers need to justify allocation of their resources. 6.1.3 Homelessness Ongoing Thad  Research ongoing efforts in the County to address homelessness.  Reach out to involved organizations to determine how the City can assist.  Provide assistance where/as appropriate. 6.1.4 Century Terrace Thad / Dept Director  Meet with the City of Manistee Housing Commission Executive Director to discuss establishing a working group of City staff, Housing Commission management and residents of Century Terrace to discuss any ongoing issues the City might be able to address.  Meet with the working group and develop a prioritized list of issues appropriate for City involvement.  Assign City staff to each issue and task them with developing an action plan.  Once action plans are developed meet with the working group to discuss and/or refine the action plans.  Once there is consensus on the action plans, implement the plans. Strategy - 6.2 Blight 6.2.1 Ordinance Enforcement Ongoing Tim / City Attorney  Work cooperatively with the City Police, Blight Officer, City Attorney and other code enforcement departments to proactively identify and address blighted properties with the intent on bringing each property into compliance with ordinance and neighborhood standards.  Develop a reporting system that is informative and effective. Completed  Maintain living spreadsheets to accurately document initial contact, follow-up, action plan and possible enforcement. Summer 2017  Communicate with City Attorney’s Office regularly on reoccurring blight situations. Ongoing  Budget for seasonal part-time ordinance enforcement priorities. 3/2018 STRATEGIC PLAN QUARTERLY UPDATE – JULY 2017 PAGE 7