This mid-year progress report from the City of Mt. Pleasant summarizes the work done in 2009 to achieve the city's long-term vision. Key areas of focus include improving neighborhoods through infrastructure upgrades, public safety programs, and code enforcement; promoting economic development through partnerships, incentives, and streamlining boards; expanding recreational opportunities such as a new spray park and trail; reducing costs through energy efficiency and grant funding; and supporting commercial and retail sectors with new zoning. Overall the report indicates that various departments have made progress implementing the commitments of the annual budget to move the city toward its vision.

1. City of Mt. Pleasant
Mid-Year “State of the City” Progress Report
September 4, 2009
I. Premise
The City Commission approves an annual operating budget each year to
commit the municipality’s time, money and materials in a way that
assures Mt. Pleasant secures standing as a healthy, vital 21st Century
community. The adoption of that document creates a covenant
between the City and citizenry that resources will be used as promised:
wisely and in ways that improve the community.
This Mid-Year Report is designed to provide information on the progress
being made toward completion of the commitments made to the citizens
as published in the 2009 Annual Operating Budget.
A budget reports on a municipality’s financial condition and implements a
direction for the organization based on the elected body’s priorities and
policies. To assure all sectors of the organization are moving in concert, a
clear and understandable vision is crucial. Adapting parameters
established in the City’s Master Plan, which was adopted in 2006, the Mt.
Pleasant City Commission formally established long-range vision
statements that, when combined, create a picture of a preferred future
for the community.
We will work together toward being a community…
→ Of safe and clean neighborhoods with low crime rates and low vacancy
rates that are inhabited by multi-generational owner-occupants.
→ Where economic opportunity for businesses offering good wages for
employees is readily available.
→ With varied recreational opportunities funded by several sources and
targeting children and teens.
→ With stable funding from a diverse tax base to finance the governmental
services citizens need.
→ Where commercial and retail sectors providing varied shopping
opportunities thrive.
→ That finds logical solutions to the problems of traffic congestion.
→ Where regionalized solutions are sought for governmental issues.
→ With an involved citizenry.
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2. II. Moving the Vision Forward
Each of the City’s 18 operational departments is charged with managing
available resources and creating practices that move the community
forward in sync with that vision. Short and long-term objectives and
tactics (programs, procedures, activities, events, etc.) are identified,
vetted by the whole, and finally integrated into a proposed operating
budget document.
Once the budget is adopted in its final form, the programs and allocations
that were approved create the basis of the organization’s plan to
achieve progress. Each year, however, unintended challenges arise and
unexpected opportunities present themselves, which alter plans made
months or years in advance. Some re-prioritization, additions or deletions
are expected as the organization responds to the markets around it.
Day-to-day responsibilities are not listed nor are all successes itemized.
Highlighted below are new projects, programs, improvements, and efforts
that were initiated or accomplished in 2009 to date. Notations (***) were
specifically listed in the 2009 budget document.
We Will Work Together Toward Being A Community…
A. Of Safe and Clean Neighborhoods
• Infusing “walkability” (urban design, “safe streets for everyone”)
concepts into all forms of public design and private development.
o Commission “mini-stimulus” increased funds for sidewalk repair.
Work to be completed by end of August.
o Redesigned Mosher/Main intersection and added downtown
parking through Commission’s “mini-stimulus” program. To be
complete by end of September.
o Hired consultant to begin design process of Main Street corridor.
• After successful trial in 2008, Fire Department bike/foot medic
program integrated with Police bike/foot patrol. Increased rapid
response demonstrated at several crowd events. ***
• Partnerships between Park Police Officer, Youth Service Unit, Police
Patrol officers, and Parks Dept. allowed for new intervention
methods (youth activity and surveillance) within the park system.
Undesirable activity markedly decreased.
• Changed traffic patrol approach. Concentrated on “teaching” to
prevent crashes (speeding and red light, left turn and turn lane
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3. violations) on Mission Street side streets. During the first quarter, 75
percent of all police contacts resulted in educational warnings.
• Responding to increased vacancies/neighborhood upkeep issues,
two amendments to City Code were introduced: solid waste
ordinance and weeds. ***
• Expanded boundaries of owner-occupied incentive program to
increase number of eligible properties. Two properties currently
enrolled. One application is in progress.
• Reducing risk of sewer back-ups into neighborhoods by executing
Phase II of grease trap compliance plan. ***
• Replacement of fire pagers delayed to apply for grant funds. ***
• Additional security measures at unmanned water system sites
scheduled to be complete in September. ***
• Increasing emphasis on neighborhood health through encouraging
formation of new neighborhood associations and increased activity
of existing groups. Developing new promotional tool to be rolled
out by end of August.
• Rental property survey, focusing on area north of High, will be
mailed in September to track market changes. Data available in
November. ***
B. Where Economic Opportunity is Available
• Economic development boards (EDC, TIFA, DDA, and LDFA)
reorganized, processes streamlined. New management contracts
renegotiated with MMDC to establish performance expectations.
Process began in 2008, completed in 2009.
• Appointed new LDFA board.
• DDA/TIFA Board finalized parameters for new low interest loan
programs on Mission Street.
• Increased City’s involvement with CMU RC and was appointed to
Board of Directors.
• Used Economic Development Fund to provide incentive packages
for two new developments. (One project still in play.) ***
• Used several Mission Street DDA incentive tools and parameters of
Overlay Zoning to promote rebuild of Firstbank on Mission Street.
• EDC and CBD-TIFA purchased adjoining properties on Main Street to
create future development potential. Exploring the possibility of
County renting property at 309 N. Main Street.
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4. • Increased involvement in the strategic planning for MMDC’s future.
Partnering in restructuring, defining and job search for President.
C. With Varied Recreational Opportunities
• Increased commitment to teen activities. ***
o Increased budget allocation
o Added additional recreation programming through year.
Intensified during summer.
o Forging partnerships with other community groups.
 Young Teen Network
• For families with young children: ***
o Spray Park opened August 25.
o Installation of more slides in Island Park’s Slide Land deferred until
after evaluation of Spray Park traffic.
• Engineering for the Access Adventure Trail project completed.
Construction expected to be completed in late October. ***
• Specifications for rebuilding Island Park tennis courts completed.
Bidding scheduled for end of August. ***
• Revamped downtown music offerings to partner with business
sponsors allowing for more prestigious musicians and a shift of funds
to other events.
D. With Stable Funding
• Changed bidding and purchasing methods to reduce chemical
costs to below anticipated levels in Waste Water Treatment. ***
• Energy reduction measures: ***
o Variable Frequency Drives (VFD) installed at Well #6. Several
other VDF’s are to be installed at wells and pumps by October
30. Purchase partially funded by energy grants from Consumers
Energy. Energy saving data not yet available.
o Partnered with Consumers on lighting plan for motor pool and
DPW Admin. Building. Implementation expected by year-end.
o Grant application to be submitted to Michigan Department of
Energy in September for an energy efficiency project.
o Waste Water Treatment Plant power usage down 7% for the first
six months of 2009.
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5. E. Where Commercial and Retail Sectors Thrive
• New zoning overlay ordinance drafted to allow for negotiations and
incentives in redevelopment of Mission Street. Includes parameters
for preferred street signage. ***
• Introduced new signature event (Mt. Pleasant Blues Festival)
drawing hundreds of new community members and visitors. ***
• Partnered with Art Reach of Mid Michigan and financed creation of
downtown banners. 160 artists, including elementary and high
school students, contributed. ***
• Achieved Michigan Main Street Select status. Able to offer free
training to downtown property and business owners. Increased
eligibility for other state funding assistance. ***
• Creation of Downtown Work Plan initiated in coordination with Main
Street Center.
• Capital planning processes adjusted to tie public work projects to
downtown design goals and priorities.
• Commercial Property Survey, targeting Mission Street, will be mailed
in September to collect market and vacancy data, with data
analysis available in November. ***
F. With Logical Solutions to Traffic Congestion
• Infusing “walkability” (urban design, “safe streets for everyone”)
concepts into all forms of public design and private development.
o New cross teams established to review all capital improvement
plans
• Intensive negotiations underway with Michigan Department of
Transportation for a new Mission Street design to enhance safety of
all users and support commercial investment. Funding has been set
aside by Mission Street DDA to support project costs if a mutually
accepted plan can be developed. ***
• Construction of right-turn lane at Preston and Mission streets
delayed in order to coordinate with other campus area roadway
redevelopment. ***
• Used Access Management Plan (and related financial incentives)
to partner with Winn Telecom in reducing Mission Street curb cuts.
On line to add to street grid through redevelopment of property on
Mission with help of Firstbank and adjacent property owners. ***
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6. • Forged strong partnership with CMU to rewrite campus
Transportation Master Plan with emphasis on “walkability” design,
which will have a significant impact on traffic congestion and
safety in campus area and on South Mission Street. ***
• Motorcycle patrol activated for special events and traffic
management. ***
• Reconstruction of Island Park Drive South completed August 28. ***
• Solution on Oak Street Bridge access to Island Park expected in
early September. Temporary repair allowed by DNR to ensure
pedestrian access. Bids will be received on September 1. ***
• Construction of a 30-space parking lot at Sunnyside Park.
Completed August 31.
• Sidewalk repair underway in 18 locations around the city. Another
35 jobs were completed by request of residents. Project increased
from $100,000 to $240,000. ***
G. Regionalized Solutions for Governmental Issues
• Agreement to provide fire protection to Union Township completed.
Provision of Fire Marshal inspection services recognized. ***
• Partnered with Shepherd Tri-Township for increased numbers of
responders to high-rise buildings and standardized rapid
intervention team. Survival and rapid intervention training
completed.
• Partnered with Union Township, Vision 20/20, CMU and MSU to
create landscape plans for 127.
H. With An Involved Citizenry
• Community Information Coordinator hired to assure delivery of
information to citizens, media and markets becomes an
organizational priority. ***
• Access to timely information by targeted audiences increased
through launch of social networking profiles by City, downtown and
PEAK. ***
• Increasing access points and services available through the
website. ***
o Utility billing expected to be on Web site by December 2009.
o Investigation of various LISTSERV programs in progress
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7. o Interactive on-line building permit application process expected
to be available for citizens in mid-September.
o DPW permits now available on-line.
• Registration for parks and recreation made easier by activating on-
line credit card capability. ***
• Parks and Recreation Master Plan update in initiation stage. Public
input will be sought as integral part of Plan. ***
• Initiating plan to solicit citizen’s service needs, wishes and spending
priorities. Results to be used to assist organization and Commission
in setting priorities for 2011 and beyond. ***
III. Improving Processes to Better Serve and Manage
In addition to being responsible for moving the community ever closer to
the preferred future, every employee in each department is accountable
to continuously improve the processes and programs used to serve the
citizens and manage the organization as proscribed by our corporate
mission and vision.
Processes are improved using team problem-solving methods in a way
that supports an organizational culture of excellence. The foundation of
that culture is summarized by a set of core values.
 Value Driven  Accountable
 Problem Solvers  Inclusive
 Proactive  Visionary
 Citizen Focused  Empowered
Following are a few of the most notable process oriented successes
achieved in 2009.
A. Administrative and Financial Services Division
• In the first six months of 2009, four full-time and 37 seasonal
employees who are committed to the organizational ideals have
been recruited. Positions of Director of Recreation and Director of
Public Safety are vacant.
• A five-year contract with FAOM (full-time firefighters union) has
been negotiated with unique shared risk/benefit language and
introduction of a new classification.
• All employee history sheets have been moved to electronic format.
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8. • Changes in cost sharing and insurance plans including prevention
incentives coupled with negotiations with third party administrators;
doctor and hospital networks influenced the zero growth year in
insurance costs experienced in 2006 to 2008.
• Employee participation in direct deposit of paychecks increased.
Pay stubs were also sent out electronically via e-mail to decrease
distribution time and paper.
• Partnered with CMU mailing services to reduce staff time and
mailing costs for utility billing, tax bills, and assessment notices.
B. Economic Development and Community Services
• Operating by-laws and procedures have been developed for the
Building, Fire and Sanitary Sewer Board of Appeals.
C. Public Works
• Increased focus on preventive maintenance and decreased down
time in field through installation of laptop and connected GPS units
in DPW trucks to better access GIS data in real time.
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