WORK SESSION TOPICS · • Often our job requires us to be locksmiths, plumbers, electricians, builders, demolition, expert communicators and mechanics. • Document criminal and

WORK SESSION TOPICS SEPTEMBER 9, 2019

A. 2019 Goals Discussion (60 minutes) Goal: Discuss progress made on priority goals for 2019 and obtain initial

feedback/direction Attachments: 2019 Priority Goals Goal 3 Taxpayer Benefit from Tax Dollars

o DRAFT listing from Police Department based on question of “What is every activity/service that is provided?”

o DRAFT listing from Community Services based on question of “What additional services are provided and are they covered by taxes or fees?”

Goal 1 Downtown Success/Growth o Initial analysis of downtown using the 10/10/10 metric

Goal 2 Housing (Stock and Owner-Occupied) o Initial analysis of the housing stock

Potential discussion:

1. Goal 3 Taxpayer Benefit from Tax Dollars a. Drafts provided are based on initial brainstorming completed in

two different areas of the City with two different questions asked. Which initial listing is closer to what the City Commission was expecting based on the goal discussion?

b. Are the lists being created to help differentiate our services compared to others, obtain better utilization of the services we already offer, or identify areas where new services might be needed?

2. Goal 1 Downtown Success/Growth

a. Any questions on the current data collection? b. Any additional data needed related to the 10/10/10 metric? c. Based on current analysis, still interested in moving on to the

second portion of the goal to identify strategies to make progress toward the desired metric?

i. Is using the existing TIFA District creating too large of a target area to focus on?

3. Goal 2 Housing (Stock and Owner-Occupied) a. Any questions on the current data collection? b. Any additional data analysis needed? c. Based on current analysis, still interested in moving on to second

portion of goal to identify strategies to close the gaps?

2019 Goal Priorities

1. Downtown Success/Growth

Goal-Increase number of people

a. Complete analysis of downtown to see how it currently fits into the identified metric of the

10/10/10 rule

Which means:

Within each 3 blocks area there should be:

1. 10 each food establishments

2. 10 each retail establishments

3. 10 each Night entertainment (after 6 pm)

b. Based on analysis, identify strategies to make progress toward the desired metric

2. Housing (Stock and Owner-Occupied)Goal-Diversify/Engaged Community

a. Gather data on:

Trend of rental/owner-occupied (overall within the City)

Existing dwelling types based on a type, # of units, occupancy type (available)

Identify methods to gather the need for housing types (need)

Analyze the gaps between what is available and what is needed

b. Based on data, create two new incentive programs or assistance programs or recommend policychanges to help close the gaps

3. Taxpayer Benefit from Tax DollarsGoal-Make it clear what services are currently offered

Expand services (using cost/benefit analysis)

a. Create a comprehensive list of all services offered with indication as to tax supported or feesupported

b. Promote the services we already offer using newsletters, brochures, etc.

c. Once current services are identified, then work with City Commission on strategies to identifynew services desired based on a cost/benefit approach

City of Mount Pleasant, Michigan DEPARTMENT OF PUBLIC SAFETY _____________________________________________________

804 East High Street, Mount Pleasant, MI 48858 Phone: 989.779.5100 Fax: 989.773.4020

www.mt-pleasant.org

MEMORANDUM DATE: September 5, 2019

TO: Nancy Ridley, City Manager

FROM: Paul Lauria, Director of Public Safety

SUBJECT: 2019 Goal 3 – Taxpayer Benefit from Tax Dollars

This is a comprehensive draft list of all the services and expertise that are offered and available to the residents, visitors, and businesses within the City of Mt. Pleasant by the police department. Road Patrol:

• Arson Investigators • Evidence Technicians • Bicycle Patrol and Foot Patrol • Accident Reconstruction • Escorts for burials, money, valuables, sports teams and

dignitaries • Police Officer Standby for disputes • Property and vacation checks • Critter control assistance • Provide support and education during difficult

circumstances • Assist stranded motorists and those who are displaced or

struggling • Collect spilled loads and garbage • Assist in crossing the street and fill in for school

crossing guards • Attend community functions for presence and community

relations • Provide welfare checks

• Often our job requires us to be locksmiths, plumbers, electricians, builders, demolition, expert communicators and mechanics.

• Document criminal and sometimes civil incidents with photos, videos and written reports

• Provide crowd, riot and traffic control • Criminal prevention by general patrol and property checks • Evacuate occupied spaces during emergencies • Give advice, answer questions, provide free services, and

clean up accident sites • Find lost or hidden items • Check for burned out street lights and report outages • Work within the confines of the law, obtain warrants, serve

warrants, educate and enforce the motor vehicle code, enforce local, state and federal laws

• Assist all local police agencies including surrounding counties with their extra needs. Assist and respond to Fire department calls. Assist Mobile Medical Response Units. Assist Child Protective Services and Department of Human Services. Communicate with Listening Ear, 1016 and methadone clinic

• Secure valuables. Collect and retain lost property • Gather, package and secure evidence • Provide internships • First Aid/CPR certified, Combat Casualty Care and NARCAN

certified • Quality court testimony for State, Tribal, Federal and

Civil proceedings • Take non-criminal fingerprints • Monitor the sex offender registration list • Evaluate bomb threats and response • Weather spotters • Drug Recognition Expert – utilized county and statewide • Surveying of homes businesses due to flood damage.

Four officers and one Sergeant per shift. Four shifts. Average response time for MPPD is 4:42 for all calls. The National average 9:35. MPPD average is from 1-1-18 to 6-10-19 with 22,532 calls for service.

We police with 28 officers serving a population of 26,000, the national average is 3.4 officers per one thousand residents. Our ratio is 1.07 per 1000 residents.



www.mt-pleasant.org

Detective Bureau: (2) Non-uniformed investigators.

• High level of investigative and interview skills • Provide guidance with investigations. Uses advanced

investigative tools to solve crimes • Share high priority information within and outside of MPPD • Organize and direct multi-agency investigations • Supervise in progress high priority incidents and assume

responsibility for high priority investigations that are not active

• Conduct internal investigations for MPPD and for other agencies

• Department liaison for probation and parole • Responsible for and manages the evidence/property room

Public Information Officer/Court Officer:

• Liaison to Attorneys, Federal, Tribal and State Courts, to media, CMU Organizations

• Provides programs related to the law to CMU students and parents

• Prescription drop box to include securing and destroying • Assist Code Enforcement with clean the streets program • Goes door to door prior to start of CMU school year • Accepts and disperses all information reference Mt.

Pleasant Special Events and parades, participates in many of these events

• Established relationships with press, radio and television, gives media direct person to contact

• Assists road patrol as required.

Narcotics Officer: Plain clothed officer

• Provides concealed surveillance • Undercover investigations • Working relationships with informants

• Follow up narcotics investigations • Follow up for property crimes • Supports road patrol investigations • Presentations to schools and community • Participate in, as well as led public relations activities

for the YSU program • Teen / Young adult Drug Trends program at MMCC • METH presentations for Isabella County Parks and Rec, High

Schools and Middle Schools, local Fire Depts., and Consumers Energy just to name a few

• Assist various surrounding agencies on a daily basis with the handling, packaging, and testing of dangerous unknown powders and liquids for them and a current active member of the 3rd District METH response team

• Assist with undercover surveillance in unmarked vehicles for local agencies assisting in arresting fugitives with active warrants, absconder status, as well as in progress calls

Youth Services Officer:

• Organizes and directs the Youth Police Academy and Coney’s for a Cause

• Writes grants for underage and alcohol enforcement • Conducts underage alcohol and liquor controlled buys • Writes grant yearly for Shop with a Cop • Participates in Shop with a Hero • Assist schools with serving trespass and other disciplinary

letters • Conduct minimum of 3 lockdowns per school per year • Assist building emergency response teams (BERT) • Help draw up school plans, school presentations on school

safety, drugs, alcohol, tobacco, bullying, vaping, sexting and computer crimes

• Assist and attends Peace Keeper Awards, graduations, proms and dances

• Participates in school exercises and real world events • Liaison to all Mt. Pleasant Public schools and Sacred Heart

Academy, Child Protective Service, Native American Advocates, juvenile probation, Probate Court, truancy officer and local law enforcement

• Oversees (10) Crossing Guards and (4) Park Rangers



www.mt-pleasant.org

• Additional community events YSU attends are Bike Night, Zoo in the Park, Trunk or Treat, Homecoming Parades and Public Safety Night

• Works patrol for events as needed

Training Officers: Instructors for:

• Firearms • Defensive tactics • Taser • OC spray • Bicycle operation • Alcohol Enforcement/Standard Field Sobriety Tests • TAAMS • Speed measurement to include radar and laser • Motor vehicle operations • Suspect tracking • SWAT tactics instructor • Armorers • Chemical munitions • Crowd control • Field Training Officers • Drug Recognition Expert that assists law enforcement

statewide • Accident investigation/reconstruction.

None of the training mandated by the Michigan Commission on Law Enforcement Standards (MCOLES) is out-sourced. Trainings required by contract are instructed from within.

Emergency Services Team: ES Team utilizes special equipment and advanced training to safely handle dangerous tasks including:

• Hostage rescue • Barricaded gunmen

• Armed suicidal subjects that are a threat to others • High-risk arrest and search warrant service • Negotiations and is responsible for deploying chemical

munitions during civil disorder events. Members are highly skilled in advanced tactics and negotiations

• Handle nearly all known extremely high-risk situation within the County and assist with these types of incidents with the surrounding Counties

• Team comprised of MPPD, CMU and ICSD officers with MPPD being overall command of personnel and equipment

Police Records

• Support staff to officers and management • Assist the public via phone, fax, email, and walk in

customers • Process warrants, traffic citations, traffic accidents,

parking tickets, and bicycle registrations • Process police reports which includes prioritization,

transcriptions, tracking of reports and attachments, and preparing case packets for up to four different prosecutors/courts

• In jail reports for arrestees awaiting arraignment must be processed timely for prosecutors and courts

• Daily Records Review for printing of tickets and multiple types of reviewed reports for distribution to prosecutors, courts, department files, and/or other agencies

• Process paperwork in a timely manner to meet court requirements

• Lab report copies to officer, assigned prosecutor’s office, and the original report

• Juvenile petitions, which is additional court paperwork that is processed with reports involving juveniles matters

• Bond conditional release order (protective conditions) entries into LEIN (Law Enforcment Information Network) including ammendments and cancellations

• Sex offender entries, verifications, and updates of address, vehicle, and social media changes to their records

• Firearm purchase permits and registrations • Background and Records checks • Fingerprint cards processed for community members needing

hard card fingerprinting for employment and background checks

• Expungement and Nolle Pros court orders • Freedom of Information Act requests



www.mt-pleasant.org

• Abandoned vehicle LEIN entries and associated paperwork processed within mandated timelines

• Media logs backup for PIO (Public Information Officer)

CITY OF MT. PLEASANT SERVICES OFFERED

Services Offered Primary Department

Approx number of people using service

(annually)

Costs covered by fees/charges?

YES OR NO

Costs covered by taxes or other GF revenue?

YES OR NOCosts covered by other means

(specify by description)

Parking Permits (Daytime) Downtown 160 Yes NoParking Permits (Overnight) Downtown 30 Yes NoLadies Night Out Promotion Downtown 1000 No YesSmall Business Saturday Downtown 750 No YesOutdoor Dining Licenses Downtown 4 Yes NoHistoric Improvement Award Downtown 2 No Yes

Building Permits Building Safety 700 Yes NoBuilding Inspections Building SafetyZoning Board of Appeals Building Safety 4 to 5 YesConstruction Board of Appeals Building Safety 2 to 3 YesMapping/Drawings, Permit Assistance Building Safety 1000-1200Zoning Questions Building Safety 1500+Preapplication to PC Building Safety 20-30 Yes-PC and Permits

Citizens' Academy Planning 22 No YesZoning Compliance Letters Planning 20 No YesSpecial Use Permits Planning 15 Yes NoSite Plan Reviews Planning 20 Yes NoMap Amendments Planning 1 Yes NoZoning Questions Planning 900 No YesGuest Speaker on Zoning Topics Planning 5 No YesCommunity Improvement Awards Planning 2 No Yes

Burials and Lot Sales at Riverside City Cemetery Parks and Public Spaces 100 YES NOShelter Resurvations in City Park Parks and Public Spaces 1000 YES NOUpkeep and Mantance of the Riverwalk Trail Parks and Public Spaces 10,000+ NO YESSnow Removal at Public Buildings Parks and Public Spaces Not Sure NO YESField Mantenance of City Sports facilites Parks and Public Spaces 5,000+ NO YESMaintenance & Operation of City Playgorunds Parks and Public Spaces 5,000+ NO YESUpkeep and Mantance of City Parks & Cemetery Parks and Public Spaces 10,000+ NO YES

Youth sports offerings (pre-k - 8th grade) Recreation 2,500 (registrations) Yes NoAdult sports offerings Recreation 500 Yes NoPartners Empowering All Kids (PEAK) Recreation 550 Yes No 2% funding City-wide special events Recreation 5000+ No YesFarmers Market (Thursday and Saturday) Recreation 34,000+ Yes No

Brownfield Plan assistance Economic Development Varies: 1-4 Partial Yes Brownfield Plan admin. CostsDevelopment project inquiries Economic Development 50 No YesManufacturer retention visits Economic Development 10 to 15 No Yes

Some of this cost is covered by permit fees when the project is constructed

TO: Nancy Ridley, City Manager FROM: Michelle Sponseller, Downtown Development Director CC: William Mrdeza, Director of Community Services and Economic Development DATE: September 4, 2019 SUBJECT: Update on Downtown 10+10+10 Review One of the 2019 goalsis to complete a review of downtown using a method called a 10+10+10 review which shows the critical mass of specialty retailers, activity based businesses, food establishments and businesses open after 6:00pm and then identify strategies to make progress toward the desired metric. BACKGROUND Roger Brooks has assisted nearly 2,000 communities with their branding, tourism, downtown development and marketing efforts during his career, which spans more than 35 years. Founder of award-winning Roger Brooks International, Inc., and the Destination Development Association, Roger is author of the books "Your Town: A Destination—The 25 Immutable Rules of Successful Tourism," and the upcoming book "The 20 Ingredients of an Outstanding Downtown," both of which highlight lessons learned, boots on the ground experience, and years of extensive research. Destination Development Assoc. developed a list of criteria that included nearly 80 items including store hours, to parking limits, to business mix, wayfinding signage and marketing programs. They then surveyed 400 successful downtowns and downtown districts (big and small) throughout the U.S., Canada, and Western Europe. Using the 80-item list they found the 20 most common indicators that led to their success. As the 10+10+10 benchmark is #3 on the list of 20 indicators of a successful downtown, staff believes having the complete list to see how the results of the 10+10+10 benchmark is part of the bigger overall picture of our downtown business climate and where we, along with the businesses and property owners, should focus our attention. The full list of 20 indicators appears in the attachment to this memo. WHAT IS THE 10+10+10 REVIEW? The concept of 10+10+10 is based on grouping similar destination-type businesses together to create the "critical mass" in a pedestrian-friendly setting, specifically in three lineal blocks. These businesses are ones visitors will go out of their way to drive 30+ miles to experience. This will attract visitors as well as locals, and make it worth their while to stop and shop in our downtown. People are drawn to the critical mass - the opportunity to have multiple choices, multiple experiences, all in a convenient and attractive setting. 10+10+10 CATEGORIES

1. 10 Food Establishments • Examples: soda fountain, coffee shop, bistro, café, sit-down restaurant, wine store,

deli, confectionary.

2. 10 Destination Retail Store or Activity-Based Businesses

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• Examples: galleries, antiques, collectibles, books, clothing, home accents, outfitters, brand-specific retail, garden specialties, kitchen stores, cigars, etc.

3. 10 Places Open After 6:00pm

• Entertainment, theatre (movies and performing arts), bars and bistros, specialty shops, dining, open air markets, etc.

For this review, retail is defined as “a business in which a majority of the floor space is dedicated to the display of products available for sale on the premises” and restaurant, as compared to bar or tavern, is defined as “a place where food is cooked, prepared, provided, or served for human consumption where sales of such food constitutes greater than 50% of gross receipts during any 90-day period.” The downtown TIFA district is approximately 25 blocks, although not evenly spaced or sized as you can see by the attached map. 10+10+10 RESULTS FOR MT. PLEASANT’S DOWNTOWN Food Establishments 12 food establishments total 8 food establishments open after 6:00pm*

• Brass Café* • C Prime* • Dog Central* • Downtown Soda Shoppe • Jimmy John’s* • Max and Emily’s Eatery*

• Midori Sushi Restaurant* • Mountain Town Station* • Pisanello’s Pizza* • Pleasant City Coffee • Ponder Coffee • Stan’s Restaurant

Specialty Retailers and Activity Businesses 15 total specialty retailers and/or activity businesses 5 specialty retailers and/or activity businesses open after 6:00pm*

• Art Reach of Mid Michigan • Blue in the Face* • Consano • Curtiss Hardware • Gray’s Furniture and

Boutique • Green Tree Grocery Co-op* • Hall of Heroes

• Le Fleur Boutique • Norm’s Flowers / Chasing Fireflies • Main Frame Gallery • Motorless Motion* • Painted Turtle* • Pure Vitality Juice and Spa* • Trillium

Businesses Open After 6:00pm Total Businesses Open After 6:00pm = 20 Bars = 6 Restaurants = 8 Specialty Retailers and/or Activity Businesses = 5 Other = 1

• Bird Bar and Grill • Blackstone

• Blue Gator • Blue in the Face


• Brass Café • Broadway Theatre • C Prime • Dog Central • Encore Nightclub • Green Tree Grocery Co-op • Jimmy John’s • Marty’s Bar

• Midori Sushi • Motorless Motion • Painted Turtle • Pisanello’s Pizza • Pure Vitality Juice and Spa • Max and Emily’s Eatery • Mountain Town Station • Rubble’s Bar

10+10+10 Review Results Although we have a good foundation in each of the 10+10+10 categories in the core of downtown, near the intersection of Main and Broadway, there is room to build and grow to reach a critical mass of specialty retailers and activity-based businesses and businesses open after 6:00pm. Additionally, the results also show that the farther away from the intersection of Main and Broadway the number of 10+10+10 businesses drop off in even greater numbers as seen on the map. Emerging Trends In recent years an emerging trend has appeared in downtowns, that of a business-within-a business. These small auxiliary business provide a diversified retail product base, thus drawing in new customers to provide exposure to the to the core business. This also provides a start-up location for retail that can otherwise be unobtainable through traditional financing methods and risk to the business owners. Examples are: Salon Blu and Boutique, Gray’s Furniture and Boutique, Downstairs Salon and Boutique, and Norm’s Flower Petal adding children’s clothing via Chasing Fireflies in their location. Additionally, we are home to a few small businesses who have expanded their initial offerings in creative methods, staying on top of or at the front of new trends. Examples of these are:

• Water Works Salon and Academy – developed, manufactures and sells a line of hair care products under the Water Works label.

• Ponder Coffee – roasts and packages coffee for both retail and wholesale.

• Art Reach of Mid Michigan – expanded into make and take art classes.

Attached is the analysis that has been completed thus far to identify where Mt. Pleasant’s downtown currently stands within the identified 10+10+10 metric.


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Published: Sep-4-2019 J: \GIS\ Departmental Functions\Special Projects\Sponseller TIFA

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ADDENDUM--20 INDICATORS TO A SUCCESSFUL DOWNTOWN First, it is key to understand that not all of the list of 20 indicators is to be accomplished by city staff, some of the list is directed at property owners, while other indicators are directed at retailers. However, even if staff is not at the forefront of bringing about change with regards to the indicator, many times we are in a position to encourage or eliminate obstacles in the path of success. Although few downtowns will have all 20 ingredients, those with 17 or more got an “A” from the research and were clearly successful destinations. Many are 15 or 16 and earned a “B,” and those with 13 or 14 earning a “C.” After working with nearly a thousand communities and surveying hundreds of others, Destination Development Assoc. found that more than 600 of those did not meet the qualifications to earn a “C,” and were not nearly as successful. Additional criteria to determine success was then included: - The downtowns or districts had to have at least a 97% or higher occupancy rate in the core district or area being surveyed. - The lease rates had to be “market rate” or higher compared to similar cities and towns in the state, province, or region. - The turnover had to be less than 5% per year.

1. Begin with a Plan • Successful downtowns start with a plan. Bring together partners and stakeholders, and

work together so that everyone’s efforts are towards common goals and a defined direction.

• Every downtown has different features, so each community needs its own special branding, development & marketing action plan.

• Identify what sets our community apart from everyone else, that will be our strongest sales tool.

• Action plan needs to include our brand and brand promise, product development plan, and marketing plan.

• Action plan needs to be a detailed “to-do list.”

2. Strong Brand and Retail Focus • Outstanding destinations have a strong brand and a successful, vibrant retail core. • Brands are perceptions and are earned whether they are good or bad and are built by

marketing and by extension, word of mouth. • Branding is the art of differentiation - jettison the generic and focus on what we have to

offer that is different.

3. 10+10+10 = Orchestrated Recruitment of “Critical Mass” or “Clustering” • Successful downtowns need to have a critical mass of like businesses. This would include

a minimum in three lineal blocks: o Ten places that sell food: soda fountain, coffee shop, bistro, café, sit-down

restaurant, wine store, deli, confectionery. o Ten destination retail shops: galleries, antiques (not second hand stores),

collectibles, books, clothing, home accents, outfitters, brand-specific businesses, garden specialties, kitchen stores, cigars, etc.

o Ten places open after 6:00 pm: entertainment, theater (movies, performing arts), bars & bistros, specialty shops, dining, open air markets, etc.

4. “Anchor Tenants”

• An anchor tenant is a downtowns primary lure – what makes our downtown worth a special trip. Like every mall, every town relies on anchor businesses to attract customers,


and all the other businesses benefit. To be a successful downtown, you must have at least one or two anchor businesses, ones that people would drive an hour – or more – to visit. Always promote your anchor tenants as your primary enticements.

• Create a “best of” brochure for your community that highlights your very best attractions and businesses.

5. Lease Agreements with Defined Operating Hours and Days

• 70% of all consumer spending (both locals and visitors) takes place after 6:00 pm. Are stores open?

• Conferences and conventions are booked around things to do after the meetings adjourn that day.

• The majority of the businesses must be open after 6:00, not just a few. If half the stores in the mall closed at 6:00 rather than 9:00, would you go to the mall after 6:00?

• Start by staying open on Friday and Saturdays until 7:00 pm the first year, then add Thursday, then Wednesday.

• Bring nighttime music and entertainment downtown to provide incentives for people to go.

6. People Living and/or Staying Downtown

• The reinvention of downtowns also includes residential upper-story development: condos, loft apartments, downtown hotels and a business mix to support them.

• Residential drives retail. What comes first? A downtown that people will want to live in. This includes businesses open after 6:00, entertainment, all in a pedestrian-friendly, attractive downtown setting – a “Third Place:” the place people want to live and hang out.

• Hotel development downtown is another great mix that provides “new” customers nearly every day. Hotel development helps restaurants and destination retail shops flourish.

7. Pioneering Property Owners

• Every downtown revitalization effort requires property owners with patient money, the will to “make a difference” and the ability to think long-term rather than a fast return.

• Reduce rental rates where possible or until you develop the critical mass so that key merchants can grow and new ones start until you become a destination downtown.

• Incentives need to happen from the property owners in terms of rent abatements, reduced lease rates, and a focus on the tenant mix: the critical mass.

• It takes one-third of the property owners, working together, to “reinvent” downtown in terms of business mix, curb appeal, upper story living units, etc.

• Every downtown effort requires tireless pioneers and those who will champion the cause. Enthusiasm is contagious and is an essential ingredient for every revitalization effort.

8. Start Small – Make a Destination Block

• Begin revitalization in a very small area – concentrate your efforts so they make a big impact fast – just one or two blocks. Where to start? Where the property owners are most willing to help with the efforts. Concentrate the focus of creating critical mass in those blocks. Work with property owners on lease agreements, choice of tenants, facades, beautification.

• Timeline: Three years. The rest of downtown will see the results and follow along – driven by the market.

9. Solving the Perceived Parking Dilemma

• Eliminate two-hour parking in a pedestrian-friendly downtown as it restricts spending.


• Identify where the all-day or extended hour parking is located. • Parking doesn’t have to be free, but needs to be reasonable. • Consider incentive parking programs: - Spend $20 or more and get the parking free -

Have businesses “sponsor” free parking days or evenings - Reduce the parking fees the longer they park downtown

• Angle-in parking generates increased sales over parallel parking. People believe angle parking is easier than parallel and shoppers will be more inclined to shops in these areas.

10. Public Washrooms

• Restrooms should be in the heart of downtowns. Once visitors get out of the car, there is a four-times greater chance of getting them to spend money.

• Make sure they are open 24-hours a day.

11. Development of Gathering Places • Make places to gather. Common ingredients include:

o Permanent home for an outdoor open market with permanent structures. Open air (farmers) markets should be placed in the heart of downtown district.

o Interactive water features, multiple stages, pocket parks or small venue plazas, amphitheaters, trees and raised planters, public art, night lighting and walking areas and music.

12. Creation of Good First Impressions: Community Gateways

• Place gateway signs where we can make the first, best impression. • Signage at city limits should be directional signage to key locations, including downtown.

For instance, “Downtown Mt. Pleasant – 1 mile.” • Place gateways at your downtown or district entrances. These can span the street, include

decorative crosswalks, pole banners and other identifiers creating a “sense of arrival”.

13. Wayfinding Signage • Wayfinding should be decorative to fit the brand. • It should include both vehicular wayfinding as well as pedestrian wayfinding signage. • Use kiosks or maps to showcase district boundaries and key amenities and/or attractions.

14. Make a Good First Impression: Downtown Gateways

• Downtown gateways create a “sense of place” and arrival. They can also promote a sense of group pride among the merchants downtown, helping to foster group cooperation with beautification and marketing.

• They should always be attractive and reflect the ambiance of the town, promoting a feeling that you have arrived at a special destination.

• Decorative crosswalks are an excellent way to separate the district and increase pedestrian safety at the same time

15. Retail Signage Rules & Regulations

• Develop perpendicular or “blade signs” in core downtown districts. • Use of other types of retail signage such as the use of sandwich boards and eye catching

window displays. • Businesses need to promote, on signage, their key products or services more than the

name of the business. • Get rid of the “Closed” signs and instead use “We’ll be open” signs.


• Never use “restrooms are for customers only” or “no public restrooms” signage. Instead, tell customers where they can find restrooms.

16. Encourage Sidewalk Cafes and Intimate Surroundings

• The biggest trend in successful downtowns is the creation of intimate surroundings: o Narrower streets o Wider sidewalks o Street trees every 30’ to 35’ o Buffers between sidewalks and traffic or parking o Decorative crosswalks o Decorative night-lighting o Architectural lighting o Other common ingredients include: water features, sidewalk cafes and exterior

dining

17. Retail Beautification • The most important element of curb appeal is the softening of the transition of building

facades and the sidewalk, think of planter boxes and potted plants. • Besides word of mouth, shoppers typically have only curb appeal to help determine

whether or not a shop is worth visiting. Curb appeal can account for 70% of new visitor sales at restaurants, retail shops, and hotels and lodging.

• This is not outdoor merchandising. Folding tables, boxes of goods, shopping carts piled with goods, are not good examples of curb appeal and should be discouraged.

18. Provide Activities and Entertainment • Open air markets should operate for at least three days a week, during at least a 24-week

season (depending on location). • Invite street musicians and street artisans on weekends. • Recruit outside events into plaza areas.

19. Give Downtown a Name

• This will make downtown a destination, as opposed to just a place. It can also get downtown on highway signage. Popular downtown district names include:

Pearl District in Portland, Oregon, Bricktown in Oklahoma City, Oklahoma, Gastown in Vancouver, British Columbia, Pioneer Square in Seattle, Washington, Gaslamp Quarter in San Diego, California, Baker Street in Nelson, British Columbia, The Rail District in Snoqualmie, Washington, Bourbon Street, The French Quarter in New Orleans, Louisiana

20. Experiential Marketing - Focus on Activities, Not Buildings

• Sell feelings rather than buildings or the physical environment. • Visitors are far more interested in the things to do than in the location. • Develop an activities guide that promotes what there is to do in your community.


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TO: Nancy Ridley City Manager CC: William R. Mrdeza Director of Community Services and Economic Development FROM: Jacob Kain City Planner DATE: September 4, 2019 SUBJECT: Update on 2019 goal: Housing (stock and owner-occupied) One of the priorities for 2019 is for staff to compile data on the City’s existing housing stock by dwelling type, number of units, and occupancy type; determine trends in owner-occupancy; identify gaps in the market; and make recommendations on potential City interventions to address these issues. In response, staff has gathered information from a variety of sources including the 2016 housing study; current and past master plans; the U.S. Census; and internal data from the Assessing, Building Safety, Engineering, Fire, and Planning departments. In addition, data was input into the City’s Geographic Information System to reflect the dwelling type present on each parcel using a classification consistent with missing middle housing terminology. An overview of the findings of this work follows. A more detailed analysis and report will follow later this year. EXISTING HOUSING STOCK There are approximately 8,300 housing units in the City (not including on-campus housing, short- or long-term care facilities, or homeless shelters). A breakdown of housing units by type, principal residence exemption status, and rooming license status is included in a table at the end of this memo. The predominant unit type is located in a multi-unit complex, which is defined as four or more units, attached or detached, either on a single lot or with common shared grounds and typically not fronting on a public street. Over 3,500 dwelling units are located in multi-unit complexes, 43% of all units citywide. These units are located in 67 distinct developments with over 600 dwellings (a dwelling in this case would be a distinct building containing multiple units). These units are on average newer than the average housing unit, overwhelmingly tenant occupied (92%), and equally likely to be family occupancy or rooming occupancy (units licensed for rental to 3 or more unrelated individuals). Multi-unit complex units are generally located in the southern portion of the community. Houses (detached, single-unit dwellings on a single lot) are nearly as common, with 3,300 units – 40% of units citywide. Nearly three-quarters of houses have a principal residence exemption. Only 4% of houses are licensed for rooming occupancy. Duplexes are the third most common dwelling unit type – 9% of all units. Most duplexes are tenant occupied (only 13% have a principal residence exemption) and only 18% are licensed for rooming occupancy. Duplexes – like other missing middle housing types – are on average older than the average housing unit.


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The remaining dwelling types (house with an accessory dwelling unit; triplex; fourplex; multiplex; townhouse; live/work; and mixed use) account for the remaining 9% of dwelling units. These housing types are overwhelmingly located within the neighborhoods nearer to downtown and north of campus. OCCUPANCY STATUS The influence of Central Michigan University on the local housing market has contributed to a generally low owner-occupancy rate. The City’s owner-occupancy rate is 39.1% in the most recent 2017 U.S. Census estimates. That rate is comparable with that of the Charter Township of Union (40.7) as well as other university communities such as Big Rapids (38.1) and Kalamazoo (44.8). Between 1950 and 2000, the owner-occupancy rate dropped from 57% to 34%. That period corresponds with student enrollment growth at the university and the development of most of the multi-unit complexes in the City, which are overwhelmingly tenant-occupied. Since 2000, the owner-occupancy rate has risen slightly to 39.1%.

Homeownership rate (percent), City of Mt. Pleasant. Sources: U.S. Census, 1987 Master Plan, 1965 Master Plan

1950 1960 1980 2000 2010 2011 2012 2013 2014 2015 2016 2017

57.2 55.3 43.0 34.3 35.1 36.7 36.6 35.3 35.1 36.8 38.3 39.1

- 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000

House

House + ADU

Duplex

Triplex

Fourplex

Multiplex

Townhouse

Live/Work

Mixed Use

Multi-Unit Complex

Units and dwellings by type, June 2019

Units

DwellingsMissing Middle

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The owner-occupancy rate of houses is not evenly distributed across all neighborhoods. Neighborhoods east of Mission Street and the southwest neighborhood (south of High, north of Broomfield, and west of campus) have owner-occupancy rates between 83-91%. This compares to 58% for houses between campus and downtown and 63% for houses in the Westside neighborhood. Rental housing licenses distinguish between occupancy types. Family occupancies permit a family or up to 2 unrelated individuals, whereas rooming occupancies allow for 3 or more unrelated individuals (the number varies by property). In the local market, units licensed for rooming occupancies are typically considered “student housing” and are marketed as such. Just over one-quarter of all housing units are licensed for rooming occupancy (3 or more unrelated individuals) with a total licensed occupancy of almost 6,900 occupants. Nearly a quarter of existing missing middle housing types are rooming occupancy. For townhouses, 95% of units are licensed for rooming occupancy. MARKET GAPS The most recent housing market information specific to Mt. Pleasant comes from a Residential Target Market Analysis (TMA) conducted for the East Central Michigan Prosperity Region 5 in 2016. This study included specific analysis of the Mt. Pleasant market and a market strategy to meet the unsatisfied demand for missing middle housing types in our market. The TMA confirmed the impact the student population has on the local housing market, particularly the frequency of unit turnover from tenant to tenant. The TMA further found that there is an undersupply of triplex and fourplex, townhouse, multiplex and midrise housing formats, whereas there was a surplus of duplex units and lower relative demand for houses. Additional analysis using U.S. Census data illuminates other market gaps. The median income for households living in owner-occupied units was $65,318 in 2017. There is currently a mismatch between the number of owner households in each income bracket and the number of affordable homes supplied. In particular, for households making less than 30% of the median income and those making above 75% of the median income there is an insufficient supply of homes. In particular, there is a lack of homes available at $200,000 and up which are affordable to households making more than the median income. The median income for households living in rental units was $22,720 in 2017. The rental market may be somewhat more in balance than the ownership market. In particular, when accounting for the significant number of student households with individuals that fall beneath the federal poverty level due to income, the lack of units available for rent at $500 or less per month is likely offset to a significant degree by the excessive number of units available for between $500-875 per month. Furthermore, as with owner units, it appears there is an undersupply of units available with rents of $875 and up, affordable to renter households making well above the median income. OTHER FINDINGS In the production of this report, additional valuable insights were made which add further context to the housing market and may be useful in the consideration of other policy topics.

• Approximately half of the City’s 25,711 residents (2017 U.S. Census estimate) are students enrolled in higher education. In the fall of 2017, over 16,000 undergraduate students and 2,000 graduate students were enrolled at CMU, the vast majority enrolled full-time. Of those,


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approximately 13,000 resided in the City –half living in on-campus housing and half residing elsewhere in the City.

• Using a methodology developed by the University of Virginia, staff developed an adjusted

poverty rate for the City which accounts for the significant impact the student population has on the base poverty rate as developed by the U.S. Census. The 2017 U.S. Census poverty rate for Mt. Pleasant was 37.8%. Adjusted to account for the student population, the poverty rate drops to 19.5%.

• The median age was 22.1 in 2017. More than 40% of the City population in 2017 fell within the

age bracket associated with the Millennial generation (born 1981-1996). Members of Generation Z (born 1997-2012) made up 28% of the population. Between 2000 and 2017, the number of residents between the ages of 25 and 34 – the “young professional” demographic – increased 22%


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City of Mt. Pleasant housing units, June 2018

Principal Residence Exemption Status

Rooming Status*

Dwelling Type Dwellings Units % All

Units Units % Units %

House 3,301 3,301 40% 2,459 74% 120 4%

House + ADU 54 108 1% 38 35% 18 17%

Duplex 365 710 9% 92 13% 128 18%

Triplex 59 177 2% 6 3% 60 34%

Fourplex 31 124 1% - 0% 36 29%

Multiplex 17 115 1% - 0% 13 11%

Townhouse 9 66 1% - 0% 63 95%

Live/Work 1 1 0% - 0% - 0%

Mixed Use 53 129 2% 2 2% 10 8%

Multi-Unit Complex 601** 3,572 43% 275 8% 1,695 47%

TOTAL UNITS 3,890 8,303 2,872 35% 2,143 26%

*Rooming status indicates a dwelling unit licensed for occupancy by 3 or more unrelated individuals. **601 dwellings in 67 distinct multi-unit complex developments

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WORK SESSION TOPICS · • Often our job requires us to be locksmiths, plumbers, electricians, builders, demolition, expert communicators and mechanics. • Document criminal and

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