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CITY OF MUSKEGON
LEGISLATIVE POLICY COMMITTEE
MEETING
August 19, 2025 @ 5:30 PM
MUSKEGON CITY HALL, ROOM 204
933 TERRACE STREET, MUSKEGON, MI 49440
☐ CALL TO ORDER:
☐ ROLL CALL:
☐ APPROVAL OF MINUTES:
A. Approve Minutes Manager's Office
☐ OLD BUSINESS:
A. Commission Attendance Policy City Commissioners
☐ NEW BUSINESS:
A. Rental Inspection Ordinance Review City Commissioners
B. Policy Audit Report Manager's Office
C. ARPA/Legislative Updates Manager's Office
D. Water Affordability Study Update Public Works
E. Downtown Noise Ordinance City Commissioners
F. Building Inspection - RFP Manager's Office
☐ ANY OTHER BUSINESS:
☐ PUBLIC COMMENT:
☐ ADJOURNMENT:
AMERICAN DISABILITY ACT POLICY FOR ACCESS TO OPEN MEETINGS OF THE CITY OF
MUSKEGON AND ANY OF ITS COMMITTEES OR SUBCOMMITTEES
To give comment on a live-streamed meeting the city will provide a call-in telephone
number to the public to be able to call and give comment. For a public meeting that is
not live-streamed, and which a citizen would like to watch and give comment, they
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must contact the City Clerk’s Office with at least a two-business day notice. The
participant will then receive a zoom link which will allow them to watch live and give
comment. Contact information is below. For more details, please
visit: www.shorelinecity.com
The City of Muskegon will provide necessary reasonable auxiliary aids and services, such
as signers for the hearing impaired and audio tapes of printed materials being
considered at the meeting, to individuals with disabilities who want to attend the
meeting with twenty-four (24) hours’ notice to the City of Muskegon. Individuals with
disabilities requiring auxiliary aids or services should contact the City of Muskegon by
writing or by calling the following:
Ann Marie Meisch, MMC. City Clerk. 933 Terrace St. Muskegon, MI 49440. (231)724-6705.
clerk@shorelinecity.com
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Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Approve Minutes
Submitted by: Kimberly Young, Administrative Department: Manager's Office
Assistant to the City Manager
Brief Summary:
To approve minutes of the May 28, 2025 Legislative Policy Committee Meeting.
Detailed Summary & Background:
Goal/Action Item:
Administrative Action
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Amount Requested: Budgeted Item:
Yes No N/A
Fund(s) or Account(s): Budget Amendment Needed:
Yes No N/A
Recommended Motion:
Approve the minutes.
Approvals: Name the Policy/Ordinance Followed:
Immediate Division
Head
Information
Technology
Other Division Heads
Communication
Legal Review
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CITY OF MUSKEGON
LEGISLATIVE POLICY COMMITTEE
Minutes
Wednesday, May 28, 2025
5:30 pm
Present: Commissioners St. Clair, Johnson, Gorman, Kilgo, St. Clair, and Kochin.
Absent: Commissioner German.
Approval of Minutes
Commissioner Gorman moved, Commissioner Kilgo seconded, to approve the minutes of
February 26, 2025.
MOTION CARRIED.
Climate Action Plan – Peter Wills
A presentation was given on the Climate Action Plan (CAP) by Jenny Oorbeck and Becca Elder
from Fresh Coast Climate Solutions.
The CAP exists for assets owned and operated by the City and establishes a roadmap for
achieving net zero greenhouse gas emissions from municipal operations by 2040.
Having a plan will assist the city in securing funding and adopt emerging solutions in
sustainability.
The Cap is organized into 5 focus areas, 18 objectives, and 97 actions.
The focus areas include:
Buildings and Facilities
Transportation
Waste
Land Use & Resilience
Implementation
The city received a $75,000 Community Energy Management Program grant to offset the
contract.
So far staff has been able to identify cost savings in Public Safety with reducing electric costs at
Central due to LED light and Public Works with Energy Performance Contract – improvements
to Filter Plan at Public Works Building, and EV utility vehicles – salt spreader.
Social Media Policy – Deborah Sweet
Commissioners reviewed a draft social media policy. Based on their feedback, staff made two
clarifying updates:
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Under the Elected Official Pages, updated language encourages officials to distinguish their
elected pages from personal ones and understand legal responsibilities. A previous request to
separate campaign and official pages was removed, recognizing that incumbents may use official
pages for campaigning.
Under the Oversight and Enforcement section, corrected wording was used to specify that city-
controlled pages – not individual staff or officials – are prohibited from posting certain types of
content, including confidential information, copyright violations, offensive language, partisan
political views, and commercial content.
Water Policies Review – Sarah Wilson
At the last Legislative Policy Committee meeting, there were questions regarding the policies
and procedures in the Treasurer’s Office related to water and sewer billing. The processes carried
out by the Treasurer’s Office are done to comply with related city ordinances, the city’s
Financial Policies document, and Resolution No. 95-030. We can discuss the processes related to
water billing, water shut offs and placing of liens on tax bills, and look at any changes the City
Commission and/or staff would like to see.
The City Commission asked for suggestions from the City Treasurer of how the city could help
residents with water bills.
The Treasurer suggested we could:
Eliminate the $2 fee for printing water bills
Eliminate the $5 to pay online
Increase the credit for those paying online from $.75 to $1.50
Ms. Wilson indicated the kiosk in the hallway by the Treasurer’s Office does have lower fees.
The Commission asked Ms. Wilson to formulate her ideas into a resolution and place it on a
future City Commission meeting for consideration.
Muskegon Social Equity Program – Mike Franzak
Staff is asking the committee to make suggestions on how to allocate the marihuana excise tax
money for the 2025-26 fiscal year. Staff is also asking for consideration of an amendment to the
existing MSEP grants/loan program that would allow applicants to be awarded grant funding
upfront rather than as a reimbursement. Staff would also like to reallocate $10,000 of
appropriated MSEP funds last year from a Fair Housing program that didn’t materialize.
The city recently collected $698,744 from last year’s marihuana excise tax sharing. Last year the
City Commission allocated 25% of the excise tax towards the MSEP. Assuming the Commission
allocated $29,013 towards waterfront wayfinding signage, which leaves $145,673 in available
funds. There have been several other requests for funding, which has been outlined.
Staff is also asking for consideration of an amendment to the existing MSEP grants/loan program
that would allow applicants to be awarded grant funding upfront, rather than as a reimbursement.
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Staff is also asking to reallocate $10,000 of appropriated MSEP funds last year from a Fair
Housing program that didn’t materialize.
Mike Franzak indicated he believed the expungement clinic by G.U.N.S program was very
successful and suggested that we continue to fund it.
Mr. Franzak indicated he has a qualified applicant in need of $5,000 for a van but does not have
the capital to pay for the van upfront and seek reimbursement. The Commission by verbal
consent indicated the city could pay for the grant upfront for this individual.
The Commission also indicated that we could move forward with the Mediation & Restorative
Services program in the amount of $35,000.
Waterfront Signs for $29,013 had previously been approved and expended.
The Marihuana Industry Training by Higher Learning requested $70,000 - $150,000. Staff is
recommending $55,673.
Commissioner German voiced his concern that this program was not being funded at the amount
of $70,000. Mr. Franzak indicated this is the remaining balance in the account. He also pointed
out the lack of information provided in their proposed budget. He did suggest if the Commission
was interested, they could allocate more funding from the façade grant to the Higher Learning.
Commissioners were divided on the suggestion of giving Façade Grant funds to the program.
This item will be placed on a future Commission Meeting for consideration.
Legislative/ARPA Updates – Peter Wills
We had 25 ARPA grants approved by the City Commission. From those grants, 13 projects were
paid in full, 6 projects have received their first installment, 5 were paid the second installment,
and one is pending final installment payment. Of the $1.6 million, we have spent 87% of those
funds at this time.
Funds from the MEDC RAP 1.0 grant continue to be spent down from the original $6 million.
Approximately $2.5 million remains dedicated to the LakeView Lofts II project as well as
$167,500 for the redevelopment of the 880 First Street site.
The city applied for the third round of the MEDC RAP 3.0 grant program to reactivate the
Robert C. Lighton Memorial Park Improvements. Unfortunately, we were not chosen for this
grant.
Mr. Wills reviewed several bills in the House and Senate that may impact the city including the
State budget, transportation funding plans, and Public Safety trust fund.
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Emergency Response Plan – Peter Wills
Staff is seeking adoption of a city-specific Support Emergency Operations Plan which describes
how the City of Muskegon will handle emergency situations in cooperation with the County of
Muskegon and Michigan State Emergency Management agencies. The scope of the Support EOP
is limited to severe weather events, as other areas of emergency management responsibility will
remain with the County of Muskegon’s Emergency Manager.
Officials of the City of Muskegon, in conjunction with the County of Muskegon and Michigan
State Emergency Management (EM) agencies, have developed this Support Emergency
Operations Plan that will enhance the local emergency response capability.
The Support EOP assigns responsibilities to agencies for coordinating emergency response
activities before, during, and after any type of emergency or disaster. The Support EOP does not
contain specific instructions as to how each department will respond to an emergency; those can
be found in the plan annexes.
The goal of the Support EOP is to coordinate emergency response efforts to save lives, reduce
injuries, and preserve property. The Support EOP primary goals are to assemble, mobilize and
coordinate a team of responders that can respond to any emergency, and describe response
procedures in relation to the county response procedures.
This plan, when used properly and updated, will assist local government officials to accomplish
their primary responsibilities of protecting lives and property in their community.
South Breakwater Lighthouses Update – Peter Wills
The State has allocated $800,000 towards the lighthouse renovations. The city currently has
$400,000 of those funds ready to expend on those renovations. Once the $400,000 is expended,
the State will release another $400,000.
The lighthouse needs to have lead paint removed, the base fixed, and several other repairs.
Fundraising is needed to cover the additional funds needed to repair the lighthouse.
There is an organization committed to saving the lighthouse. Currently they are in need of an
individual willing to take charge and being fundraising efforts.
Flying the Pride Flag at City Hall
Moved by Vice Mayor St. Clair, seconded by Commissioner Kochin to fly the progressive
pride flag at City Hall in the month of June.
MOTION PASSES
Pensions – Jonathan Seyferth
MERS bases our pension investment year on calendar year valuation and are approximately 18
months old.
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We have $136 million in liabilities, $9.5 million value of assets, and are funded in the upper 60%
for the city’s pension.
It will take a minimum of five years of increases before we will see a drop in the cost for the
pension fund.
The city’s option is to maintain course or we could look at bonding the outstanding debt.
We could ask for a bond for $41.3 million for 10 years. We would still owe a payment to MERS
but it would be less.
Staff will gather additional information to discuss with the Commission in the future.
City Commission Support for Froebel Place – April 2025 9% LIHTC Round
Commissioners signed a letter addressed to the Michigan Housing Development Authority
stating their strong support for the Low-Income Housing Tax Credit for Froebel School.
The letter indicates that Froebel Place is the only LIHTC project in this round that redevelops a
long-blighted, city-owned property.
Adjourn at 9:22 pm.
______________________________
Ann Marie Meisch, MMC
City Clerk
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Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Commission Attendance Policy
Submitted by: Commissioner Kilgo Department: City Commissioners
Brief Summary:
To review and discuss the Commission Attendance Policy that will be part of the Commission
Handbook.
Detailed Summary & Background:
This topic was discussed at the February 26, 2025 Legislative Policy Committee Meeting. Select
commissioners and staff met to review and discuss potential amendments to the policy in the
Commission Handbook, which will be presented at a future meeting. Commissioner Kilgo has
requested to revisit this topic to review the proposed policy.
Goal/Action Item:
Administrative Action
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
This topic was discussed at the February 26, 2025 Legislative Policy Committee meeting where it was
decided that select staff and commissioners would meet to discuss and to make recommendations
regarding the Commission Attendance Policy. This is back on the agenda to allow the Legislative
Policy Committee to hear and discuss the outcome.
Amount Requested: Budgeted Item:
n/a Yes No x N/A
Fund(s) or Account(s): Budget Amendment Needed:
n/a Yes No x N/A
Recommended Motion:
Dicussion Only
Approvals: Name the Policy/Ordinance Followed:
Immediate Division x Commission Handbook
Head
Information
Technology
Other Division Heads
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Communication
Legal Review
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1. ATTENDANCE:
1. GENERAL
Election to the City Commission is a privilege freely sought by the nominee. It carries with it the
responsibility to participate in commission activities and represent the citizens of the city.
Attendance at commission meetings is critical to fulfilling this responsibility.
1. COMMISSION MEETINGS
1. Each commissioner is expected to inform the City
Manager and City Clerk by email, text, or phone if they are
unable to attend a regular commission meeting. The
Mayor may excuse absences for cause.
1. If a Commissioner has more than three consecutive
absences for regular commission meetings, the
Commission, at the motion of any Commissioner, may
pass a resolution of reprimand.
1. If the Commissioner’s absences continue for more than
three additional consecutive regular meetings of the
Commission, the Commission, at the motion of any
Commissioner, may enact a resolution of censure or
request the commissioner’s resignation or both.
1. COMMITTEE ASSIGNMENTS
City Commission Committees are intended to enhance communication between City Commission
and City Management at early phases of development of significant items affecting public policy.
As such, Committee participation is a fundamental duty of City Commissioners.
1. A Commissioner unable to attend a Committee meeting
must inform the chair by email, text, or phone.
1. The chair may, when deemed appropriate, send a letter
to the Mayor to report lack of attendance of the assigned
Commissioner.
1. If a Commissioner misses more than three consecutive
monthly Committee meetings, the Committee Chair may
request the Mayor remove and replace the
Commissioner. For committees that meet quarterly or less
frequently, the Committee Chair may make the same
request if a Commissioner misses more than one
meeting. For Committees that meet only once per year,
the assigned Commissioner must provide sufficient
advance notice to the Mayor if they are unable to attend
so a replacement can be appointed. Should the Mayor
decide to remove and replace a Commissioner, a motion
of removal and a nomination for replacement will be
presented to the City Commission.
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Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Rental Inspection Ordinance Review
Submitted by: Vice Mayor St.Clair Department: City Commissioners
Brief Summary:
Discussion regarding Rental Inspection Ordinance
Detailed Summary & Background:
Vice Mayor St.Clair requested that this item be added the Legislative Policy Committee agenda to
allow discussion on how to inspect rental units suspected of having a bedbug infestation, as well as
nearby units that may also be affected.
Goal/Action Item:
Administrative Action
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
n/a
Amount Requested: Budgeted Item:
n/a Yes No x N/A
Fund(s) or Account(s): Budget Amendment Needed:
n/a Yes No x N/A
Recommended Motion:
Discussion only
Approvals: Name the Policy/Ordinance Followed:
Immediate Division x Building and Building Regulations; Chapter 10,
Head Section 10-501 adopted April 22, 2025
Information
Technology
Other Division Heads
Communication
Legal Review
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City of Muskegon
Muskegon County, Michigan
Ordinance Amendment No. 2536
THE CITY OF MUSKEGON HEREBY ORDAINS:
Chapter 10, Sections 10-401 through 415 are repealed and Chapter 10, Sections 10-501 through
10-503 are adopted of the Code of Ordinances of the City of Muskegon, Michigan as follows:
1. Chapter 10, Sections 10-401 through 10-415 of the Code of Ordinances of the City of
Muskegon, Michigan, are repealed.
2. Chapter 10, Section 10-501 is adopted to read as follows:
Section 10-501. The International Property Maintenance Code of 2021 and all future
amendments and revisions is adopted by reference and is incorporated in the ordinances
of the City. A copy shall be kept on file in the office of the Clerk of the City of
Muskegon. The International Property Maintenance Code be and is hereby adopted as
the Property Maintenance Code of the City of Muskegon, State of Michigan for
regulating and governing the conditions and maintenance of all property, buildings, and
structures; by providing the standards for supplied utilities and facilities and other
physical things and conditions essential to ensure that structures are safe, sanitary and fit
for occupation and use; and each and all of the regulations, provisions, penalties,
conditions and terms of said Property Maintenance Code on file in the office of the City
of Muskegon are hereby referred to, adopted, and made a part hereof, as fully set out in
this legislation, with the additions, insertions, deletions and changes prescribed in Section
10-502 of this ordinance.
3. Chapter 10, Section 10-502 is adopted to read as follows:
Section 10-502.The following sections of the International Property Maintenance Code
are amended, deleted or adopted as set forth as indicated.
a) Section 101.1 Title. Shall be amended and restated to read as follows:
101.1 Title. These regulations shall be known as the International Property
Maintenance Code of the City of Muskegon hereinafter referred to as “this code”.
b) Section 104.1 Fees. Shall be amended and restated to read as follows:
104.1 Fees. The fees for activities and services performed by the department in
carrying out its responsibilities under this code shall be as adopted following
proper procedures and as amended from time to time by the City of Muskegon.
c) Section 109.3 Prosecution of Violation. Shall be amended and restated as follows
109.3 Prosecution of Violation. Any person failing to comply with a notice of
violation or order served in accordance with Section 107 shall be deemed
responsible of a civil infraction as determined by the local municipality, and the
violation shall be deemed a strict liability offense. If the notice of violation is not
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complied with, the code official may institute the appropriate proceeding at law or
in equity to restrain, correct or abate such violation, or to require the removal or
termination of the unlawful occupancy of the structure in violation of the
provisions of this code or of the order or the direction made pursuant thereto. Any
action taken by the authority having jurisdiction on such premises shall be
charged against the real estate upon which the structure is located and shall be a
lien upon such real estate.
d) Section 110.4 Failure to comply. Shall be amended and restated to read as
follows:
110.4 Failure to comply. Any person who shall continue any work after having
been served with a stop work order, except such work as that person is directed to
perform to remove a violation or unsafe condition, shall be prosecuted as a civil
infraction as provided by state or local laws.
Section 302.4 Weeds. Shall be deleted in its entirety.
Section 302.8 Motor Vehicles. Shall be deleted in its entirety.
g) Section 304.2 Protective treatment. Shall be amended and restated to read as
follows:
304.2 Protective treatment. Exterior surfaces, including but not limited to, doors,
door and window frames, cornices, porches, trim, balconies, decks, and fences,
shall be maintained in good condition. Exterior wood surfaces, other than decay-
resistant woods, shall be protected from the elements and decay by painting or
other protective covering or treatment. Peeling, flaking and chipped paint shall be
eliminated, and surfaces repainted. Siding and masonry joints, as well as those
between the building envelope and the perimeter of windows, doors, and
skylights, shall be maintained weather resistant and watertight. Metal surfaces
subject to rust or corrosion shall be coated to inhibit such rust and corrosion, and
surfaces with rust or corrosion shall be stabilized and coated to inhibit future rust
corrosion. Oxidation stains shall be removed from exterior surfaces. Surfaces
designed for stabilization by oxidation are exempt from this requirement.
All materials, colors, and product applications used in or for exterior repairs,
including boarded up windows or doors, roofing, ceilings, soffits, fascia, decks,
landings, porches, and similar repairs shall be installed in a workmanship manner,
consistent with generally accepted construction practices and in accordance with
the product manufacturers recommendations. All repairs shall be exterior weather
protected and sealed tight. The materials, products, color and general design of
the repair shall be the same as that of the existing structure.
h) Section 304.14 Insect screens. Shall be amended and restated to read as follows:
304.14 Insect screens. During the period from April 1 to October 31, every door,
window and other outside opening required for ventilation of habitable rooms,
food preparation areas, food service areas or any areas where products to be
included or utilized in food for human consumption are processed, manufactured,
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packaged or stored shall be supplied with approved tightly fitting screens on
minimum 16 mesh per inch (16 mesh per 25 mm), and every screen door used for
insect control shall have a self-closing device in good working condition. Screens
shall not be required where other approved means, such as air curtains or insect
repellent fans, are employed.
Section 307.1. General. Shall be amended and restated to read as follows:
307.1 General. Every existing exterior and interior flight of stairs having more
than four risers shall have a handrail on one side of the stair and every open
portion of a stair, landing, balcony, porch, deck, ramp or other walking surface
that is more than 30 inches above the floor or grade below shall have guards.
Handrails shall be not less than 30 inches in height or more than 42 inches in
height measured vertically above the nosing of the tread or above the finished
floor of the landing or walking surfaces. Existing guards shall be not less than 30
inches in height above the floor of the landing, balcony, porch, deck, ramp, stair
nosing, or other walking surface and shall not have openings that allow passage of
a sphere greater than 6” in diameter. All new guardrails and handrails installed
after the adoption of this ordinance shall be installed in accordance with the
adopted building code. Guards shall not be required where exempted by the
adopted building code.
j) Section 308.2.2 Refrigerators. Shall be deleted in its entirety.
k) Section 309.2 Owner. Shall be amended and restated to read as follows:
309.2 Owner. The owner of any structure shall be responsible for pest elimination
within the structure prior to renting, leasing, or otherwise allowing occupancy of
the structure. If the code official has reason to believe the structure has any
insects, pests, or rodents, the code official shall have the authority to require the
owner to eliminate the pests and submit a written statement from an licensed pest
control agency stating that the structure has been treated and is free from insects,
pests, or rodents prior to a certificate of compliance issued and before inspection
and occupancy of the structure is permitted.
Section 309.3 Single occupant. Shall be deleted in its entirety.
Section 309.4 Multiple occupancy. Shall be deleted in its entirety.
Section 309.5 Occupant. Shall be deleted in its entirety.
Section 403.1 Habitable spaces. Shall be amended and restated to read as follows:
403.1 Habitable spaces. Every habitable space shall have not less than one
openable window. The total openable area of the window in every room shall be
equal to not less than 45 percent of the glazed area of the window.
P) Section 403.3 Cooking facilities. Shall be amended and restated as follows:
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403.3 Cooking facilities. All dwelling units shall include a kitchen that at a
minimum includes a cooking appliance consisting of a stove, oven, and a
refrigerator, all appliances shall be maintained in good condition. A cooking
appliance shall not be permitted to be present in a rooming unit or dormitory unit.
q) Section 404.3 Minimum ceiling heights. Shall be amended and restated as
follows:
404.3 Minimum ceiling heights. Habitable spaces, hallways, corridors, laundry
areas, bathrooms, toilet rooms and habitable basement areas shall have a
minimum clear ceiling height of 6 feet 8 inches (2033 mm). In one- and two-
family dwellings, beams or girders spaces not less than 4 feet (1219 mm) on
center and projecting not greater than 6 inches (152 mm) below the required
veiling height. Basement rooms in one- and two-family dwellings occupied
exclusively for laundry, study or recreation purposes, having a minimum ceiling
height 6 feet 8 inches (2033 mm) with a minimum clear height of 6 feet 4 inches
(1932 mm) under beams, girders, ducts and similar obstructions. Rooms occupied
exclusively for sleeping, study or similar purposes and having a sloped ceiling
over all or part of the room, with a minimum clear ceiling height of 6 feet 8 inches
(2033 mm) over not less than one-third of the required minimum floor area. In
calculating the floor area of such rooms, only those portions of the floor area with
a minimum clear ceiling height of 5 feet (1524 mm) shall be included.
Section 503.1 Privacy. Shall be amended and restated as follows:
503.1 Privacy. Toilet rooms and bathrooms shall provide privacy and shall not
constitute the only passageway to a hall or other space, or to the exterior. A door
and interior locking device shall be provided for all bathrooms and toilet rooms in
a dwelling.
Section 503.4 Floor surface. Shall be amended and restated as follows:
503.4 Floor surface. Every toilet room, bathroom, and kitchen/cooking room floor
shall be maintained to be a smooth, hard, nonabsorbent surface to permit such
floor to be easily kept in a clean and sanitary condition.
t) Section 602.3 Heat Supply. Shall be amended and restated to read as follows:
602.3 Heat supply. Every owner and operator of any building who rents, leases
or lets one or more dwelling units or sleeping units on terms, either expressed or
implied, to furnish heat to the occupants thereof shall supply heat during the
period from October 1 to May 31 to maintain a minimum temperature of 68°F
(20°C) in all habitable rooms, bathrooms and toilet rooms.
When the outdoor temperature is below the winter outdoor design temperature for
the locality, maintenance of the minimum room temperature shall not be required
provided that the heating system is operating at its full design capacity. The
winter outdoor design temperature for the locality shall be as indicated in
Appendix D of the International Plumbing Code.
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In areas where the average monthly temperature is above 30°F (1°C), a minimum
temperature of 65°F (18°C) shall be maintained.
Section 602.4 Occupiable work spaces. Shall be amended and restated as follows:
602.4 Occupiable work spaces. Indoor occupiable work spaces shall be supplied
with heat during the period from October 1 to May 31 to maintain a minimum
temperature of 65°F (18°C) during the period the spaces are occupied. This
requirement does not apply to does not apply to processing, storage and operation
areas that require cooling or special temperature conditions or areas in which
persons are primarily engaged in vigorous physical activities.
Section 603.1 Mechanical appliances. Shall be amended and restated as follows:
603.1 Mechanical appliances. Functioning mechanical appliances, fireplaces,
solid fuel-burning appliances, furnaces, and water heating appliances shall be
properly installed and maintained in a safe working condition and shall be capable
of performing the intended function. For all dwelling units all gas fired
mechanical appliances shall be inspected by a State of Michigan licensed
mechanical contractor and a report of the findings shall be submitted prior to the
issuance of a certificate of compliance. The report shall include a part per million
reading of carbon monoxide and such reading shall be taken from the clear
breathing zone in the interior of the dwelling.
Section 604.3 Electrical service hazards. Shall be amended and restated as
follows:
604.3 Electrical service hazards. Where it is found that the electrical system in a
structure constitutes a hazard to the occupants or the structure by reason of
inadequate service, improper fusing, insufficient receptacle or lighting outlets,
improper wiring or installation, deterioration or damage, or for similar reasons,
the code official shall require the defects to be corrected to eliminate the hazard.
Electrical cords shall not be the permanent source of connection serving
appliances or installed in such a manner that impairs, obstructs, or hinders in any
way the path of egress or could result in the electrical cord becoming a trip
hazard.
Section 605.2 Receptacles. Shall be amended and restated as follows:
605.2 Receptacles. Every habitable space in a dwelling shall contain not less than
two separate and remote receptacle outlets. Every laundry area shall contain not
less than one grounding- type receptacle. In addition, all receptacles in laundry
areas in the basement must include a ground fault circuit interrupter. Every
bathroom shall contain not less than one receptacle. Any bathroom receptacle
outlet shall have ground fault circuit interrupter protection. All receptacle outlets
within six (6) feet of a water appliance such as sinks, laundry tubs, bathtubs,
showers, and similar such appliances with water supplies to it shall have ground
fault circuit interrupter protection. All receptacle outlets shall have the appropriate
faceplate cover for the location.
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Z) Section 704.6.3 Power source. Shall be amended and restated as follows:
704.6.3 Power source. Single station smoke alarms shall receive their primary
power from the building wiring provided that such wiring is served from a
commercial source and shall be equipped with a battery backup. All hard-wired
smoke alarms shall only be replaced with hard wired smoke alarms. Smoke
alarms with integral strobes that are not equipped with battery backup shall be
connected to an emergency electrical system. Smoke alarms shall emit a signal
when the batteries are low. Wiring shall be permanent and without a
disconnecting switch other than is required for overcurrent protection.
In existing dwellings, where no construction is taking place, and where smoke
alarms are required by 704.2.1.2 smoke alarms are permitted to be factory
warrantied 10 year sealed solely battery operated. All smoke detectors must be
UL listed.
Smoke alarms are permitted to be factory warrantied 10 year sealed solely battery
operated in buildings that are not served from a commercial power source.
Smoke alarms are permitted to be factory warrantied 10 year sealed solely battery
operated in existing areas of buildings undergoing alterations or repairs that do
not result in the removal of interior walls or ceiling finishes exposing the
structure, unless there is an attic, crawl space or basement available that could
provide access for building wiring without the removal of interior finishes. All
smoke detectors must be UL listed.
aa) Section 705.1 shall be adopted to read as follows.
705.3 Carbon monoxide alarms. Carbon monoxide alarms shall be provided in all
dwelling units where the dwelling unit contains a fuel fired appliance and/or the
dwelling unit has an attached garage with an opening that communicates with the
dwelling unit.
Carbon Monoxide alarms shall be installed in accordance with their listing and the
Michigan Residential Building Code in effect at the time of installation of the
carbon monoxide detector.
4, Chapter 10, Section 10-503 is adopted to read as follows:
Section 10-503. This ordinance shall supersede the existing Property Maintenance
Code of the City of Muskegon but all rights and rights of action now existing, all suits
in course of prosecution for or against the city under the former act shall remain
unimpaired and in case the course of proceeding provide for in this Ordinance shall
differ from that in the Property Maintenance Code that it supersedes, either method
may be followed, it being the intention that no rights of any name or nature in
existence at the time of the adoption of this Ordinance shall be lost or jeopardized.
Page 18 of 115
This ordinance adopted:
Ayes: Keener, German, Gorman, Kochin, St.Clair, Johnson,
and Kilgo
Nays: None
Adoption Date: April 22, 2025
Effective Date: May 10, 2025
First Reading: April 8, 2025
Second Reading: April 22, 2025
CITY OF MUSKEGON
ay \ co Decdtrtns | y
Ann Marie Meisch, MMC
City Clerk
CERTIFICATE
The undersigned, being the duly qualified clerk of the City of Muskegon, Muskegon
County, Michigan, does hereby certify that the foregoing is a true and complete copy of an
ordinance adopted by the City Commission of the City of Muskegon, at a regular meeting of the
City Commission on the 22" day of April, 2025, at which meeting a quorum was present and
remained throughout, and that the original of said ordinance is on file in the records of the City
of Muskegon. I further certify that the meeting was conducted, and public notice was given,
pursuant to and in full compliance with Act No. 267, Public Acts of Michigan of 1976, as
amended, and that minutes were kept and will be or have been made available as required
thereby.
DATED: April 22, 2025
Qads eee !
Ann Marie Meisch, MMC
Clerk, City of Muskegon
Publish: Notice of Adoption to be published once within ten (10) days of final adoption.
Page 19 of 115
Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Policy Audit Report
Submitted by: LeighAnn Mikesell, Deputy City Department: Manager's Office
Manager
Brief Summary:
Staff will present the report from MGT on their audit of our policies.
Detailed Summary & Background:
Throughout the 2024/25 fiscal year, the MKG Core Team worked with MGT to audit our policies
relative to universal access and expanding opportunity. The results of that audit will be presented by
Donald Nunez, the MKG Core Team Chair.
Goal/Action Item:
2027 Goal 3: Community Connection
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Amount Requested: Budgeted Item:
N/A Yes No N/A X
Fund(s) or Account(s): Budget Amendment Needed:
N/A Yes No N/A X
Recommended Motion:
N/A
Approvals: Name the Policy/Ordinance Followed:
Immediate Division N/A
Head
Information
Technology
Other Division Heads
Communication
Legal Review
Page 20 of 115
MKG Core Team
Presentation of Policy Gap Analysis to City of
Muskegon Commission
Page 21 of 115
Project Background and Approach
In November 2023, the City of Muskegon (the City) released an RFP that sought proposals from qualified service providers that could conduct an audit
of the City’s policies, programs, and practices for their impact on impartiality. The audit would conclude with a findings and recommendations report
that discusses the current state of the City’s policies as they relate to universal access and expanding opportunity and lays out recommendations for
existing policies and programs.
After a competitive bidding process, the City of Muskegon selected MGT to lead a comprehensive assessment of the current state of the City’s policies,
programs and practices, initiated in March 2024. As part of the first volume of assessment work, the scope of the assessment for the City included a review
and analysis of select internal and external programs, policies and practices.
Based on the findings, MGT drafted a summary of the City’s areas of strength and barriers within its programs, policies and practices and offer
recommendations to expand opportunity within those areas.
Approach
MGT’s comprehensive mixed-method approach to the City of Muskegon’s assessment began with a review of select internal and external policies,
processes, and procedures. MGT worked closely and collaboratively with the City’s project team to identify key policies and supporting documents to
review. The teams identified and reviewed internal and external policies and related documents, covering some of the following policy areas: leave,
benefits, civil service rules, employee lifecycle, harassment and retaliation, good faith efforts, committee bylaws, and other public-facing programs. MGT
identified key areas of strength, opportunity, and suggested changes for the City to consider.
Recommendations are guided by the themes, insights, and innovative and best practice suggestions that emerged during this phase of the project period.
This first volume of the assessment report is a testament to the City’s growing commitment to universal access in its workplace, programs and practices.
2
Page 22 of 115
Project Methodology – How did we get here?
MGT’s process for arriving at prioritized findings is shared below. Through the collection and interpretation of qualitative and quantitative data, MGT
triangulated findings leveraging the mixed-methods approach.
Data Collection Data Interpretation & Analysis Synthesis of Findings Triangulation of Prioritized
• Internal policies and practices • Document review and analysis • Identify key results Findings
• External policies and practices • Sense-making with project team • Areas of Strength
• Identified Opportunities /
Barriers
Triangulation of Prioritized Findings
Policy Gap Analysis
Programs, Policies & Practices Analysis
Policy Gap Analysis
• 22: # of internal-facing documents reviewed ]
• 29: # of external facing documents reviewed
• Using an impartiality-lens, MGT reviewed existing documented policies,
processes, and procedures to identify areas of strength and gap
opportunities
3
Page 23 of 115
Prioritized Findings – Policy Analyses
MGT worked with the City of Muskegon project team to identify 22 internal facing documents and 28 external facing documents for review. Using an
impartiality-lens, MGT reviewed the documents identifying strengths, opportunities for improvement, and recommendations for change. The section
below identifies overarching summary themes from the internal and external policy analyses. For more detailed document findings and
recommendations of internal policies please refer to page 9 and for the external policy analysis refer to page 32.
Internal Policy Analysis – Areas of Strength
Ø Clarity and Detail: Policies and documents are detailed, with step-by-step instructions, clear definitions,
and examples.
Ø Sensitivity and Acceptance: Use of gender-inclusive language across multiple documents and strong
stance on universal access within the City’s Vision Value Equity Statement
Ø Comprehensive Definitions: Clear definitions of terms like harassment, offensive conduct, and
nepotism, supported by examples.
Ø Structured Processes: Well-defined processes for harassment reporting, mediation, evaluations, and
transfers.
Ø Employee Support: Policies supporting employee well-being, such as clear leave policies, return-to-
work programs, and excess sick leave cash-out options.
Ø Standardization: Consistent use of templates, standardized fonts, and text sizes, and clear agendas for
activities and orientations.
Ø Commitment to Values: Clear articulation of city values, equity vision, and mission statements,
supported by examples and affirmations.
Internal Policy Analysis – Areas of Opportunity
Ø Regular Reviews and Updates: Implement annual reviews for all policies and procedures, and update
guidelines to reflect current public health realities.
Ø Accessibility and Inclusivity: Make policies available in multiple languages, ensure both hard copy and
digital format copies are screen reader-friendly, and consider broadening the definition of family to include
chosen family members.
Ø Transparency and Communication: Increase visibility of EEO/AA efforts, provide a change log for living
documents, and promote open communication channels, including anonymous reporting mechanisms.
Ø Employee Support and Flexibility: Explore flexible work arrangements, provide clear guidelines on
remote work equipment, and consider progressive wage replacement rates for low-wage workers.
Ø Equity and Fairness: Standardize the number of holidays across all employee groups, consider floating
holidays for various religious observances, and explore resolutions addressing racism as a public health
crisis.
4
Page 24 of 115
Prioritized Findings – Policy Analyses
External Policy Analysis – Areas of Strength
Ø Transparency and Accountability: Policies emphasize transparency through clear procedures, regular
meetings, public availability of records, and thorough documentation.
Ø Inclusivity and Accessibility: Efforts to include all community members, provide reasonable access to
meetings, and ensure non-discrimination are highlighted.
Ø Clear Guidelines and Definitions: Policies provide clear definitions, guidelines, and instructions, making
them easy to understand and follow.
Ø Community Engagement: Strong focus on community involvement, including participation from various
demographics and public input on decisions.
Ø Structured Processes: Well-defined processes for contractor selection, financial management, and
procurement ensure consistency and fairness.
External Policy Analysis – Areas of Opportunity
Ø Regular Updates and Reviews: Conduct annual reviews of policies to ensure they remain current and
relevant.
Ø Enhanced Communication and Accessibility: Expand meeting notices to digital platforms, broadcast
meetings online, and provide documents in multiple formats for better accessibility.
Ø Enhancing Community Engagement: Increase efforts to engage underrepresented groups, offer
participation incentives, and implement formal feedback mechanisms.
Ø Enhancing Transparency and Clarity: Include detailed fee schedules, clear definitions, and timelines
for processes like bidding and approvals.
Ø Use of Technology: Implement online systems for applications, bidding, and management to streamline
processes and improve efficiency.
5
Page 25 of 115
High Level Recommendations
MGT has identified three (3) areas of focus that emerged during this assessment from the policy, program and practice area collection activities and their
findings. MGT has included high-level recommendations and suggested tactics to assist with implementing each recommendation.
For the full list of suggested solutions for the policy gap analysis, please refer to page 54 of this report.
Focus Area High-Level Recommendation
Update specific policies to encompass greater best
practices to incorporate universal access within the
Build Greater Transparency and Impartiality organization. Integrate disparate policies into one
comprehensive policy document for better transparency,
understanding and utility by City staff.
Better connect the City’s internal workforce organizational values to support the external vision
and mission statements identified by the City. Incorporate additional citizen input feedback
Embed Connections to Community
mechanisms into furthering key policy areas.
Identify a values and behaviors competency-based model to better help create an inclusive
workplace and embed universal access into practice by existing staff and leadership. Ensure the
Develop a Welcoming Workforce performance management process, trainings and policies are systematized to measure and
evaluate staff against goals and create welcoming employee experiences.
6
Page 26 of 115
In Conclusion
Next steps and comments on the future.
Page 27 of 115
Policy Audit Findings
and Recommendations
Report
Volume 1: Policy Analysis
February 2025
Page 28 of 115
Table of Contents
Page Number
Executive Summary:
• Project Background and Approach
03 • Project Methodology
• Prioritized Findings – Policy Gap Analysis
• High-Level Recommendations
09 Internal Policy Analysis
32 External Policy Analysis
54 Recommendations
58 Conclusion
2
Page 29 of 115
PROJECT OVERVIEW
3
Page 30 of 115
Project Background and Approach
In November 2023, the City of Muskegon (the City) released an RFP that sought proposals from qualified service providers that could conduct an audit
of the City’s policies, programs, and practices for their impact on impartiality. The audit would conclude with a findings and recommendations report
that discusses the current state of the City’s policies as they relate to universal access and expanding opportunity and lays out recommendations for
existing policies and programs.
After a competitive bidding process, the City of Muskegon selected MGT to lead a comprehensive assessment of the current state of the City’s policies,
programs and practices, initiated in March 2024. As part of the first volume of assessment work, the scope of the assessment for the City included a
review and analysis of select internal and external programs, policies and practices.
Based on the findings, MGT drafted a summary of the City’s areas of strength and barriers within its programs, policies and practices and offer
recommendations to expand opportunity within those areas.
Approach
MGT’s comprehensive mixed-method approach to the City of Muskegon’s assessment began with a review of select internal and external policies,
processes, and procedures. MGT worked closely and collaboratively with the City’s project team to identify key policies and supporting documents to
review. The teams identified and reviewed internal and external policies and related documents, covering some of the following policy areas: leave,
benefits, civil service rules, employee lifecycle, harassment and retaliation, good faith efforts, committee bylaws, and other public-facing programs. MGT
identified key areas of strength, opportunity, and suggested changes for the City to consider.
Recommendations are guided by the themes, insights, and innovative and best practice suggestions that emerged during this phase of the project period.
This first volume of the assessment report is a testament to the City’s growing commitment to universal access in its workplace, programs and practices.
4
Page 31 of 115
Project Methodology – How did we get here?
MGT’s process for arriving at prioritized findings is shared below. Through the collection and interpretation of qualitative and quantitative data, MGT
triangulated findings leveraging the mixed-methods approach.
Data Collection Data Interpretation & Analysis Synthesis of Findings Triangulation of Prioritized
• Internal policies and practices • Document review and analysis • Identify key results Findings
• External policies and practices • Sense-making with project team • Areas of Strength
• Identified Opportunities /
Barriers
Triangulation of Prioritized Findings
Policy Gap Analysis
Programs, Policies & Practices
Analysis
Policy Gap Analysis
• 22: # of internal-facing documents reviewed ]
• 29: # of external facing documents reviewed
• Using an impartiality-lens, MGT reviewed existing documented policies,
processes, and procedures to identify areas of strength and gap
opportunities
5
Page 32 of 115
Prioritized Findings – Policy Analyses
MGT worked with the City of Muskegon project team to identify 22 internal facing documents and 28 external facing documents for review. Using an
impartiality-lens, MGT reviewed the documents identifying strengths, opportunities for improvement, and recommendations for change.The section
below identifies overarching summary themes from the internal and external policy analyses. For more detailed document findings and
recommendations of internal policies please refer to page 9 and for the external policy analysis refer to page 32.
Internal Policy Analysis – Areas of Strength
Ø Clarity and Detail: Policies and documents are detailed, with step-by-step instructions, clear definitions,
and examples.
Ø Sensitivity and Acceptance: Use of gender-inclusive language across multiple documents and strong
stance on universal access within the City’s Vision Value Equity Statement
Ø Comprehensive Definitions: Clear definitions of terms like harassment, offensive conduct, and
nepotism, supported by examples.
Ø Structured Processes: Well-defined processes for harassment reporting, mediation, evaluations, and
transfers.
Ø Employee Support: Policies supporting employee well-being, such as clear leave policies, return-to-
work programs, and excess sick leave cash-out options.
Ø Standardization: Consistent use of templates, standardized fonts, and text sizes, and clear agendas for
activities and orientations.
Ø Commitment to Values: Clear articulation of city values, equity vision, and mission statements,
supported by examples and affirmations.
Internal Policy Analysis – Areas of Opportunity
Ø Regular Reviews and Updates: Implement annual reviews for all policies and procedures, and update
guidelines to reflect current public health realities.
Ø Accessibility and Inclusivity: Make policies available in multiple languages, ensure both hard copy and
digital format copies are screen reader-friendly, and consider broadening the definition of family to include
chosen family members.
Ø Transparency and Communication: Increase visibility of EEO/AA efforts, provide a change log for living
documents, and promote open communication channels, including anonymous reporting mechanisms.
Ø Employee Support and Flexibility: Explore flexible work arrangements, provide clear guidelines on
remote work equipment, and consider progressive wage replacement rates for low-wage workers.
Ø Equity and Fairness: Standardize the number of holidays across all employee groups, consider floating
holidays for various religious observances, and explore resolutions addressing racism as a public health
crisis.
6
Page 33 of 115
Prioritized Findings – Policy Analyses
External Policy Analysis – Areas of Strength
Ø Transparency and Accountability: Policies emphasize transparency through clear procedures, regular
meetings, public availability of records, and thorough documentation.
Ø Inclusivity and Accessibility: Efforts to include all community members, provide reasonable access to
meetings, and ensure non-discrimination are highlighted.
Ø Clear Guidelines and Definitions: Policies provide clear definitions, guidelines, and instructions,
making them easy to understand and follow.
Ø Community Engagement: Strong focus on community involvement, including participation from various
demographics and public input on decisions.
Ø Structured Processes: Well-defined processes for contractor selection, financial management, and
procurement ensure consistency and fairness.
External Policy Analysis – Areas of Opportunity
Ø Regular Updates and Reviews: Conduct annual reviews of policies to ensure they remain current and
relevant.
Ø Enhanced Communication and Accessibility: Expand meeting notices to digital platforms, broadcast
meetings online, and provide documents in multiple formats for better accessibility.
Ø Enhancing Community Engagement: Increase efforts to engage underrepresented groups, offer
participation incentives, and implement formal feedback mechanisms.
Ø Enhancing Transparency and Clarity: Include detailed fee schedules, clear definitions, and timelines
for processes like bidding and approvals.
Ø Use of Technology: Implement online systems for applications, bidding, and management to streamline
processes and improve efficiency.
7
Page 34 of 115
High Level Recommendations
MGT has identified three (3) areas of focus that emerged during this assessment from the policy, program and practice area collection activities and their
findings. MGT has included high-level recommendations and suggested tactics to assist with implementing each recommendation.
For the full list of suggested solutions for the policy gap analysis, please refer to page 54 of this report.
Focus Area High-Level Recommendation
Update specific policies to encompass greater best practices
to incorporate universal access within the organization.
Build Greater Transparency and Impartiality Integrate disparate policies into one comprehensive policy
document for better transparency, understanding and utility
by City staff.
Better connect the City’s internal workforce organizational values to support the external vision
and mission statements identified by the City. Incorporate additional citizen input feedback
Embed Connections to Community
mechanisms into furthering key policy areas.
Identify a values and behaviors competency-based model to better help create an inclusive
workplace and embed universal access into practice by existing staff and leadership. Ensure the
Develop a Welcoming Workforce performance management process, trainings and policies are systematized to measure and evaluate
staff against goals and create welcoming employee experiences.
8
Page 35 of 115
INTERNAL POLICY ANALYSIS
9
9
Page 36 of 115
Internal Policy Analysis
MGT worked with the City of Muskegon project team to identify 22 internal documents for review. The documents were reviewed using a gap analysis
methodology focusing on strengths, opportunities for improvement, and recommendations for change.
Internal Documents Reviewed
1 City of Muskegon Civil Service Rules 12 Return to Work
2 City of Muskegon Americans with Disabilities Act 13 Transfers
3 Authorized Absences (No Pay Policy) 14 Police New Hire Orientation
4 Leaves 15 Uniform Sick Leave
5 City of Muskegon Performance Appraisal Forms 16 Vision, Value, Mission, Equity Vision Statement Muskegon
6 City of Muskegon EEO/AA Plan 17 Tuition Reimbursement
7 Harassment Policy and Procedures 18 Family Leave
8 Merit Pay Policy Proposal 19 Community Engagement Process Handbook
9 Nepotism – Conflict of Interest 20 Holidays Schedule
10 New Hire Orientation Agenda 21 Resolution Prohibiting Discrimination
11 City of Muskegon Organizational Values 2024 22 City of Muskegon Policy Template
General Recommendations for City of Muskegon Civil Service Rules
1. Update gendered language to reflect gender-inclusive language (remove only he/him/his)
a) Use of the gender pronoun “he” to include female and plural persons is mentioned but would benefit from being updated.
b) If maintaining the use of “he/him” is necessary, then consider making that note stand out more.
2. Update policies referenced in Civil Service (ex. 1998 driving act).
3. Update policies to match page numbers – consider reordering sections.
4. Clearly define policies/acts referenced in Civil Service Rules and Regulations.
10
Page 37 of 115
Internal Policy Analysis
City of Muskegon Civil Service Rules
Recommendations in selected areas:
1. Definitions:
1. Included provisions in this section on how to amend the definitions segment of the Civil Service Rules for future purposes by the City to add and/or
remove terminology, definitions or acronyms as deemed necessary.**
2. Classification:
1. For the section entitled, “Un-American Activities,” the City should revise the title of this section to be more representative of the current day workplace. For
example, the City should consider the following instead: “Unloyal Activities” or “Non-Patriotic.”**
3. Applicants and Applications:
1. Filing of application, consider shifting from a close of business model (5:00 pm) to perhaps to the end of day (12:00 am - midnight) to help provide more
opportunities for those who may work multiple jobs or have extended commitments that preclude submission prior to a 5:00 pm deadline.
2. Residence requirements should be examined and be able to accommodate telework or remote capabilities for employees that extend beyond the physical
location of residence.**
3. When referring to the character and personal fitness of applicants, the City is recommended to consider alternative language from “Mentally competent”
which can be offensive and/or subjective to certain groups.**
4. Examinations:
1. For medical examinations, the City should consider how to account for people with disabilities or neurodiversity as part of the examinations process. How
can we provide resources to these employees? Outline the steps, processes and internal Human Resource contacts for employees who may have questions.**
5. Hiring:
1. Within this section of the civil service rules, add the use of telework and remote work to recruit a
more expansive and qualified candidate pool.
**NOTE: City is recommended to confer with employment legal counsel for implementation feasibility of these recommendations.
11
Page 38 of 115
Internal Policy Analysis
City of Muskegon Civil Service Rules
Recommendations in selected areas:
6. Hiring (Continued):
1. Consider the following sample best practice language below:
“A Department Director may recommend and/or the Director of Human Resources may approve requiring an independent medical
evaluation or other professional inquiries that are job related and consistent with business necessity when an employee is having difficulty
performing a job effectively, is injured on the job, or is returning to the job after an injury or illness. The City retains the right to accept the
medical opinion of the employee's doctor or that of the independent medical evaluation. If it is determined that the employee cannot
perform the essential functions of the job currently held, with or without reasonable accommodation, or that the employee poses a significant risk
of substantial harm to the health and safety of the employee or to others that cannot be reduced or eliminated by reasonable accommodation, the
following action will be taken:
a. The Director of Human Resources will determine whether it is possible to provide a reasonable accommodation within the workplace which will
allow the employee to perform the essential functions of the position. If the provisions of such an accommodation is determined to be
reasonable, then the Director of Human Resources will coordinate the implementation of the determination with the Department Director.
b. If it is determined that no reasonable accommodation may be implemented by which the employee can continue to perform the essential
functions of their current position, then the Director of Human Resources will attempt to place the employee in a vacant position in the same or
lower grade for which the employee is qualified and able to perform the essential functions of the job. If this placement results in a change to a
lower grade and the employee's salary exceeds the maximum of the new grade, the salary will remain; however, the employee will be eligible
only for annual cost-of-living salary increases and longevity awards, but not within grade salary increases. If a placement cannot be accomplished
successfully, steps will be taken to separate the employee from City service through retirement. If the employee is not eligible for retirement,
their employment will be terminated for non-disciplinary reasons.” **NOTE: City is recommended to confer with employment legal counsel for
implementation feasibility of these recommendations.
7. Employee Performance Evaluation:
1. Consider mid-year reviews to provide more support for all employees and particularly employees who may need more support beyond annual reviews.
2. Infuse a welcoming and value based competency framework to align with employee performance evaluation processes.
3. Assign and align scoring with a welcoming and value based competency framework with performance evaluation processes.
8. Continuing Education Reimbursement Policy:
1. To embed more universal access into this policy, the City is recommended to consider increasing the reimbursement amounts particularly for part-time
employees who may have more limited financial resources and to help with talent pipelines.
12
Page 39 of 115
Internal Policy Analysis
City of Muskegon Americans with Disabilities Act
Strengths Opportunities Recommendations for Consideration
Policy: Knowledge of policy and its implementation benefits N/A – MGT did not identify any opportunities. Enhance the City's efforts to actively
all employees regardless of ability status. promote and advertise accessibility
measures to ensure universal access for
Attachment A: The grievance process is simple and easy to all residents and visitors.
follow. For example:
• Include a new Attachment D that
Attachment B: provides guidance to Human
The transition plan provides transparency and direction. Resource and other City
departments on how to promote
Attachment C: accessibility for residents, visitors
Identification of required alterations demonstrates a great level and businesses.
of accountability.
Authorized Absences (No Pay Policy)
Strengths Opportunities Recommendations for Consideration
The list of reasons for authorized absence is comprehensive. Opportunity to include area on the policy document to note N/A – MGT did not identify any
the date of update when changes to this policy are made. recommendations for consideration.
Opportunity to consider ensuring leave information is
accessible in additional languages as may be needed by
employees (i.e., Spanish, etc.)
13
Page 40 of 115
Internal Policy Analysis
Leaves
Strengths Opportunities Recommendations for Consideration
The document further defines different leave types and their Opportunity to include area on the policy document to note Consider allowing holidays that fall on
conditions/ lengths for unpaid leave, medical leave, additional the date of update when changes to this policy are made. weekends to be observed on the nearest
leaves of absence, bereavement leave, jury leave, sick leave, weekday to maintain consistent
personal leave, vacation leave, holidays, rest and meal periods, There is an opportunity to consolidate this policy document schedules.
Holidays are listed and vacation time accrual is expanded upon information along with the authorized absence leave For example:
on in this document. information into one reference document. • Saturday holiday is observed on
Friday.
Opportunity to consider ensuring leave information is
accessible in additional languages as may be needed by Ensure all observed holidays are
employees (i.e., Spanish, etc.) documented within your policy
consistently.
For example:
• Juneteenth is not shown as an
observed holiday in this document
but mentioned in other documents.
Ensure consistency for reference by
employees.
14
Page 41 of 115
Internal Policy Analysis
City of Muskegon Performance Appraisal forms
Strengths Opportunities Recommendations for Consideration
Having a standard grading system improves performance Provide a supplemental list of job functions sorted by weight An enhanced competency value-based
evaluation clarity for the employee and reviewer. with the review form. performance review model is
recommended to embedded into the
City’s performance review process.
For example:
• Consider developing a value-based
competency model for performance
management that connects specific
behaviors with larger organizational
values and functions.
• Consider deploying mid-year
evaluations to support performance
goals established in yearly reviews.
• Ensure that people managers and
staff receive training for conducting
and receiving performance reviews.
(i.e., New Hire Orientation, annual
performance review training, mid-
year check-ins, etc.)
15
Page 42 of 115
Internal Policy Analysis
Harassment Policy and Procedures
Strengths Opportunities Recommendations for Consideration
The definition of harassment is clear, provides examples, and Promoting open communication channels can help employees Increase the frequency of employee
references other Acts. feel more comfortable reporting harassment and seeking training and presentations about
“Offensive conduct” is further supported by examples. assistance. harassment and ensure that policies are
Sexual harassment is clearly defined and supported with Introducing an anonymous reporting mechanism could consistently reaffirmed whenever an
multiple examples. provide an additional layer of protection for employees who incident occurs.
The harassment reporting process is all-inclusive and is may fear retaliation. For example:
outlined in the document • Inclusion in monthly/quarterly
The mediation process is also thoroughly defined. department meetings, HR
roadshows, etc.
Merit Pay Policy Proposal
Strengths Opportunities Recommendations for Consideration
Timelines for evaluation and step pay raises are clearly Opportunity to broaden transparency and greater Including a table of job positions and
defined. understanding of pay scales within the organization. salary steps would help increase
transparency and understanding.
Encourage greater high performance and career development For example:
ladders within the City. • Adopt salary and job title schedule
for all employees within
organization
Implement a program to offer additional
yearly bonuses for exceptional merit to
recognize and reward high-performing
employees.
For example:
• Annual Incentive Program
16
Page 43 of 115
Internal Policy Analysis
New Hire Orientation Agenda.DRAFT.022724
Strengths Opportunities Recommendations for Consideration
The layout of the agenda is appreciated. Some items have a Does each section come with its own orientation materials and N/A – MGT did not identify any
bullet list of sub-items that help provide more context about hand-outs? Providing new hires with a binder to compile these recommendations for consideration.
what that block will cover. This would allow new hires to would be helpful.
mentally prepare themselves to absorb the planned
information.
Return to Work
Strengths Opportunities Recommendations for Consideration
The Return to Work (RTW) Program’s purpose is clearly The policy does not outline what equipment the City will Consider including flexible working
defined and supported with examples of application. provide while the employee is working remotely or whether hours to accommodate different needs
they will be able to provide a stipend to cover the cost of new and provide options for a phased return
The program sets clear guidelines and expectations for leave equipment. to work.
and return.
The City should explore providing flexible work arrangements For example:
outside of medical necessity, such as a hybrid model or flexible 4-day work week – 9:00 – 6:00 pm
An RTW plan template is also built into the document for ease
hours. (longer hours)
of access. 1 day off each week
Provide training on new health and
safety measures if appropriate and
include a point of contact if staff have
questions or concerns.
17
Page 44 of 115
Internal Policy Analysis
Transfers
Strengths Opportunities Recommendations for Consideration
Allowing probationary and permanent employees to request a The need for approval from both sending and receiving Specify the exact timelines for the
transfer benefits both the employee and the organization by department heads can foster better communication and approval process to ensure that transfers
placing for best fit. collaboration between departments. are handled promptly and efficiently.
The requirement for employees to possess the necessary Implement support systems in your
qualifications for the new position ensures that transfers are policy such as mentorship or training
made based on merit and capability. programs for transferred employees to
help them adjust to their new roles more
The document addresses seniority rights, which can help effectively.
maintain employee morale and fairness during the transfer
process.
18
Page 45 of 115
Internal Policy Analysis
Uniform Sick Leave
Strengths Opportunities Recommendations for Consideration
Overall, allowing excess sick leave hours to be cashed out is a Provide updated guidelines around uniform sick leave to Ensure written policy coordinates with
great bonus for staff who are staying healthy throughout their reflect the public health realities of 2024 and beyond (the other allocated paid time off policies and
years of service. policy is currently from 1998). procedures so employees are fully
informed of how/when to use which
Consider more flexibility for employees to use sick leave to time off banks.
promote a better employee health and work-life balance such
as the following: Research current and best practice
• Explicitly state that sick leave can be used for mental approaches responding to public health
health days, reducing stigma around taking time off for crises (example: COVID-19).
personal well-being. For example:
• Include separate wellness days: As a component of an • Public Health Crisis Management
overall wellness strategy, some employers offer wellness Playbook
day credits in exchange for participating in health-related
activities and thus reducing need for sick leave application.
• Consider merging sick days, vacation days, and personal
days into one pool of PTO that can be used for any reason,
providing greater flexibility.
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Internal Policy Analysis
Muskegon Vision, Value, Mission and Equity Vision Statements
Strengths Opportunities Recommendations for Consideration
All four statement categories are well thought out. The City’s Since employees serve the public, ensure that the City’s vision, Regularly assess and document how the
mission statement boasts multiple statements that include values and mission equity statement is aligned with the City’s organization's missions and values are
and/or center universal access. internal organizational mission and values. being supported and track any changes
over time to ensure alignment with
Consider addressing these opportunity areas: current practices and goals.
• How does City staff practice tracking and implementing For example:
these various mission statements as it engages with the • Track actions for the public to
public in its daily operations and/or ongoing work? (i.e., ensure alignment with the City’s
communications, engagement activities, established vision, value, mission and equity
programs, prioritization of key budget areas, vision statements. (i.e., City of
implementation of the City of Muskegon organizational Seattle)
values, etc.)
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Internal Policy Analysis
City of Muskegon Organizational Values 2024
Strengths Opportunities Recommendations for Consideration
Organizational values document is clear and focused heavily An opportunity area for the City is to ensure that staff and The City should embed organizational
on the individual contributor. leadership utilize the organizational values to enhance delivery values for new employee recruitment
of internal and external programs, policies and practice and onboarding processes, if not already
Organizational values are guided by the City’s equity updates on a continuous basis to colleagues and/or the public. undertaken.
statement.
There are no specific examples included with the For example:
organizational values that provide guidance to staff and leaders • Utilize organizational values to
on how to best embody the equity vision statement to value ensure potential hires and new
relationships, support universal access to city services and employees demonstrate knowledge
programs, and work to ensure people are engaged in or alignment with key areas of the
community buildings. City’s organizational values during
interview processes.
Greater clarity is needed for specific actions identified within
the “Personal Responsibility, Empathy and Respect” sections Include organizational values as part of
in this organizational values document. the mid year and/or annual performance
review process, if not already
undertaken by the City.
Personal Responsibility:
• Consider clarifying the action “I am
honest.” (i.e., communications,
actions, etc.)
• Consider clarifying the action for “I
do not gossip.” (i.e., intentional/
unintentional, sharing confidential
information, negative comments,
etc.
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Internal Policy Analysis
City of Muskegon Organizational Values
Strengths Opportunities Recommendations for Consideration
The City’s values are clear and supported with multiple single- An opportunity area for the City is to ensure staff and City should consider embedding
sentence affirmations and some examples that support many leadership utilize the organizational values to enhance delivery organizational values for new employee
of the values. of internal and external programs, policies and practice recruitment and onboarding processes,
updates on a continuous basis to colleagues and/or the public. if not already done.
Organizational values are guided by the City’s equity
No specific examples are provided in the organizational values For example:
statement. The equity vision statement emphasizes embracing
all and ensuring universal access to city services and programs.
that offer guidance to staff and leaders on how to best embody • Utilize organizational values to
the Equity Vision Statement to value relationships, support ensure potential hires and new
This commitment to inclusivity is a strong foundation for universal access to city services and programs, and work to employees demonstrate knowledge
building a cohesive community. ensure people are engaged in community building. or alignment with key areas of the
City’s organizational values.
Greater clarity is needed for specific actions identified within
the “Personal Responsibility, Empathy and Respect” sections If not already included, use the
in this document. organizational values as part of mid year
and/or annual performance review
The City has a unique opportunity to redesign these internal
processes.
organizational value to better align around core universal
access competencies for the internal workforce.
Redesign the organizational values
Implementing training programs to reinforce these values can document to add the following:
• Definitions
help ensure that all employees understand and embody them
• Examples of how each value is
in their daily work.
demonstrated in practice
Leveraging the value of connection to enhance community
engagement initiatives can strengthen relationships between
the City and its residents.
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Internal Policy Analysis
Recommendations for Consideration (Continued)
City should consider providing clearer guidance of examples in some key areas within the organizational
values document as noted below:
For Example:
Personal Responsibility section:
• Consider clarifying the action “I am honest” in this document on the intention of this statement. (i.e.,
communications, actions, etc.)
Respect section:
• Consider clarifying the action for “I do not gossip” in this document on the intention of this statement.
(i.e., intentional/ unintentional, sharing confidential information, negative comments, etc.)
Empathy section:
• Consider clarifying the action for “I do not judge others” on the intention of this statement. (leaders'
opinion-based judgements, social behavior, impact and intent of actions, etc.)
City should consider redesigning the internal organizational values document to better align around and
helping to implement core universal access competencies through the “myself, my team and my
City of Muskegon Organizational Values
organization/workplace” framework model. This will help to support progression in employees and leaders'
knowledge, skills and application of core values within their work across time to help advance upward
mobility.
For Example:
• TRIEC (n.d.). Workplace Competencies
Sample Tools:
• CSU Competencies
• Competency Assessment & Tracker
Strengthen the internal promotion and tracking of these values, providing employees with clear ways to
measure their behavior against the equity vision statement and organizational values and celebrate those who
exemplify and lead by example.
Conduct regular workshops and training sessions to keep employees aligned with the organizational values
and to address any challenges in implementing them.
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Internal Policy Analysis
Family Leave
Strengths Opportunities Recommendations for Consideration
The family leave summary table clearly outlines the number of The City should consider broadening the definition of family Consider implementing a standardized
family leave days that are available for each job group. to include chosen family members, not just biological relatives. family leave policy that provides
This ensures that employees can take leave to care for those benefits across all employee groups.
who are most important to them, regardless of legal or blood
line relationships. For example:
• In addition to developing a family
To support low-wage workers, some organizations offer leave schedule, the City should
progressive wage replacement rates. This means that consider drafting an official policy
employees earning lower wages receive a higher percentage of document that outlines how this
their income during leave, which helps reduce financial strain. benefit can be accessed, what forms
Additionally, the City can consider reducing the length of need to be filled out, any out-of-
service required to qualify as well as including part-time and office plan that is required, as well as
seasonal workers. other considerations that staff and
people managers need to keep in
Consolidate this family leave summary listing of dates with mind. (i.e., Like the nepotism policy
leave information for easier accessibility and understanding by adopted by the City.)
employees. • Increase Leave for Adoption: Align
adoption leave with birth leave to
support all types of family growth
equally.
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Internal Policy Analysis
Holidays Schedule
Strengths Opportunities Recommendations for Consideration
The holiday schedule is easy to understand and is broken The City should explore floating holidays to accommodate • Ensure that the holiday schedule is
down by job group, which offers greater clarity to staff. various religious holidays. easily and readily accessible to staff.
Send reminders to staff to make sure
The schedule includes a wide range of holidays, recognizing There is an opportunity to standardize the number of holidays they are clearly informed about this
both federal holidays and culturally significant days like across all employee groups to ensure fairness. benefit.
Juneteenth.
Consider adding holidays for groups like firefighters and DPW • Conduct an annual review to align
The inclusion of holidays such as Martin Luther King Jr.'s employees who currently have fewer holidays. the holiday schedules across all
Birthday and Juneteenth reflects a commitment to cultures employee groups, ensuring that all
present within the city. employees receive a similar number
of holidays.
Non-union and clerical staff have a consistent number of
holidays, which can help in planning and fairness. • Implement floating holidays or
personal days with the schedule to
allow employees to choose
additional days off that are
meaningful to them.
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Internal Policy Analysis
Community Engagement Process Handbook
Strengths Opportunities Recommendations for Consideration
The Community Engagement Process Handbook (CEPH) Stakeholders and community members would benefit from MGT recommends using this
contains a lot of valuable best-practice information. participation incentives. Their time is a gift, and that is Community Engagement Process
acknowledged here. However, some stipends would go a long Handbook as a benchmark for other
The 8-Step Project Planning steps are quite thorough and offer
way in rewarding people for their time. - especially if their external manuals developed in the future
a bounty of thoughtful questions for practitioners to consider.
feedback isn't implemented. due to its exemplary structure and
quality.
For example:
• City should consider including tools
in the handbook that may be
available for engaging the
community around any needed
translation support for public
meetings.
• The City has an opportunity to
revisit the community engagement
goals on page 4 to enhance
alignment with the City vision,
mission and equity vision.
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Internal Policy Analysis
City of Muskegon Policy Template
Strengths Opportunities Recommendations for Consideration
The policy template is clear and has a cover page built into it. N/A – MGT did not identify any opportunities. This template could be improved by
Standardized fonts and text sizes are in place. The table at the including standardized language
bottom denotes policy changes and is good for record keeping. samples for the template’s sections.
For example:
• Specific Goals: Clearly define the
goals of the policy. This helps in
understanding the intended
outcomes and measures of success.
• Application Process: Make the
“APPLICATION PROCESS”
section more detailed, including
timelines, required documents, and
steps involved.
• Standards of Conduct: Provide
detailed standards of conduct and
requirements to ensure compliance
and accountability.
These can be edited as needed.
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Internal Policy Analysis
Police New Hire Orientation
Strengths Opportunities Recommendations for Consideration
The document is an agenda of daily activities with locations It would be helpful to include a brief description of each of the Include a brief description of each
and times. activities that are part of the new hire orientation. activity in the orientation packet for
It is a standardized orientation schedule. clarity in advance to staff.
Ensure orientation materials are provided to new hires ahead of
time. For example:
For example: • As part of orientation include a City
• Distribute orientation packets out at least one week in tour, key site location tour and
advance to orient new police hires. orientation of various department
operations as part of the onboarding
process.
Nepotism – Conflict of Interest
Strengths Opportunities Recommendations for Consideration
The Nepotism policy is clearly defined. The City’s reasoning N/A – MGT did not identify any opportunities. City should consider implementing an
behind avoiding favoritism is explained in detail and several anonymous reporting system to allow
situations that could lead to a conflict of interest are outlined. employees to report conflicts of interest
without the fear of retaliation.
For example:
• Include a new paragraph on page 1
of this policy to include directions
on how to report conflicts of interest
due to nepotism and add the
anonymous reporting mechanism
phone number or online form for
staff to report..
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Internal Policy Analysis
Resolution Prohibiting Discrimination
Strengths Opportunities Recommendations for Consideration
The addition of sexual orientation and gender identity under The City of Muskegon could explore resolutions to enhance its Leverage existing City data and
the protected class against discrimination is a positive step prohibition of discrimination and support more universal community feedback to determine
forward to ensure staff feel included and protected. access. whether the City can or should adopt a
resolution to further define its
prohibition of discrimination.
For example:
• Conduct focus groups, community
surveys, or hold community
meetings to ascertain community
interest in adopting an enhanced
resolution.
• Either adopt a new resolution or
amend the existing Resolution
Prohibiting Discrimination to
include supportive language and
actions that support universal
access.
Tuition Reimbursement Policy
Strengths Opportunities Recommendations for Consideration
The policy is flexible and provides multiple opportunities for Check in with current staff and make sure they are aware of Regularly showcase how employees can
access to its requirements. this policy. Consider spotlighting education programs to apply for and receive tuition
Policy regarding pass/fail and withdrawal is fair. pursue. reimbursement.
For example:
Update this policy to provide guidance to departments on how • Highlight on employee SharePoint,
to promote and leverage tuition reimbursements to enhance annual benefits enrollment,
performance management and career development processes. monthly or quarterly department
meetings.
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Internal Policy Analysis
City of Muskegon EEO/AA Plan
Strengths Opportunities Recommendations for Consideration
The document takes a strong clear stance in support of As a living document, creating a change log of what has Consider making this plan available in
universal access and promotes the need for strong leadership changed or been embraced through this plan would help to other languages and ensuring that they
by example. The different sections and their targets are keep track of changes, as well as celebrate successes. are accessible for staff with disabilities.
appreciated; it helps focus the reader. Retaining definitions for Increasing the visibility of the City's EEO/AA efforts through For example:
different groups at the end of the document assists with clarity public reports and community events can build trust and • Make plan available in Spanish, etc.
as well. demonstrate the City's commitment to universal access. • Use accessible color schemes and
regularly check for accessibility
compliance using built-in tools or
accessibility checkers.
• Consider offering this document in
alternative formats like audio or
braille when necessary and/or
feasible.
Create recognition programs to
acknowledge and reward employees and
departments that exemplify the
principles of the EEO/AA plan.
For example:
• Weekly/monthly shout outs on the
City’s social media platforms or
internal employee intranet system.
• Provide rewards such as bonuses,
extra PTO, or paid training
opportunities.
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Internal Policy Analysis
Policy Analysis Resources
Recommendation Page # Resource Link
City of Muskegon Performance Appraisal forms • https://nestorup.com/blog/competency-based-performance-management-benefits-
1. Develop a value-based competency model for performance and-how-to-implement-it/
management that connects specific behaviors with larger
• https://www.piercecountywa.gov/DocumentCenter/View/40773/Employee-
organizational values and functions. Here are some potential 16
Performance-Management-Competency-Examples
options for that.
City of Muskegon EEO/AA Plan • https://myemployees.com/blog/the-impact-of-personalized-recognition-going-
2. Developing employee recognition programs tailored to the beyond-generic-appreciation/
16
city’s values will raise morale and further empower staff.
Here are some ideas.
Return to Work • https://employerportal.aarp.org/build-expertise/bridging-the-equity-gap-in-a-
3. Supporting flexible and hybrid work schedules that would hybrid-workforce/?cmp=KNC-DMP-WJ-WJ-Employers-AgeInclusivity-NonBrand-
accommodate different needs and provide options for a Phrase-62994-Bing-EMPLY-HybridWorkforceEquity-Phrase-
phased return to work. Here are some options to explore Brand&utm_source=bing&utm_medium=cpc&utm_campaign=WJ-Employers-
regarding hybrid work. AgeInclusivity-NonBrand-
19
Phrase&utm_term=hybrid%20work%20model&utm_content=Hybrid%20Workfo
rce%20Equity
Tuition Reimbursement Policy • https://www.shrm.org/topics-tools/tools/toolkits/designing-managing-educational-
4. The City’s current tuition reimbursement policy is a good assistance-programs
example of its type. Here are some additional considerations
• https://www.workforceedge.com/blog/tuition-assistance/top-five-best-practices-
to strengthen and develop it. 20
education-benefits-policies/
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EXTERNAL POLICY ANALYSIS
32
32
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External Policy Analysis
MGT worked with the City of Muskegon project team to identify 29 external documents for review. The documents were reviewed using a gap analysis
methodology focusing on strengths, opportunities for improvement, and recommendations for change. The full list of documents can be found below.
External Documents Reviewed
1 Planning Commission Bylaws 16 Grant Assistance Rehabilitation Assistance Program Policies
2 Sanitation Ordinance Revision 17 Hardship Solid Waste Pickup
3 Alley Paving 18 Home Investment Partnerships Program Manual
4 Anti-Kickback Policy for Handbook 19 Lakeside BID Bylaws Adopted
5 CDBG Funding for CBO’s 20 Noxious Weeds and Mowing
6 CNS A-07 Program Ineligibility 21 Paid Parking Policy
7 Citizen Participation Plan - September 2020 22 Pilot Policy
8 CNS A-05 - Contractor Selection 23 Purchasing Policy
9 CNS A-07 – Program Eligibility 24 Sale of City Owned - Commercial and Industrial Property
10 Downtown Development Authority Bylaws 25 Sale of City Owned - Residential Property
11 Disadvantaged Contractor Recommendations 26 Special Events
Downtown Business Improvement Special Assessment
12 27 Tax Incentive Policy
Benefit Analysis Summary
13 Economic Development Revolving Loan Fund 28 Tree Policies
14 Finance Policies 29 Vacant Property Acquisition
15 Flag Policy
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External Policy Analysis
Planning Commission Bylaws
Strengths Opportunities Recommendations for Consideration
The policy clearly outlines its The “associated fees” under Special Meetings should be Consider adjusting meeting times to accommodate a
procedure and best practices listed. wider range of participants to enhance universal access,
for operation. including those who may not be available during
Options for meeting notice placement could be standard working hours.
The “Regular Meetings” section expanded rather than just “in a place visible to the For example:
emphasizes the need for public.” i.e., the City’s website, SMS notification, email • Evenings (After 6 pm).
transparency with its publication or newsletter. • Weekends.
timeline. The City could consider broadcasting these meetings via
Develop robust communication channels for the
The requirement for at least Zoom, Google Meet, or its preferred meeting service to
Planning Commission to keep community informed
twelve regular meetings per expand access and community participation. and engaged.
year and the provision for For example:
special meetings ensure that • Create a link on the Boards and Committee
the Planning Commission webpage for “Connect Muskegon” to encourage
remains active and responsive easy sharing across various social media platforms
to community needs. • Create monthly newsletter.
The bylaws ensure compliance Establish a regular review process for the bylaws to
with the Open Meetings Act and ensure they remain relevant and effective in addressing
other relevant statutes, the evolving needs of the community.
promoting transparency and For example:
accountability. • Bi-annual bylaw reviews.
Clear guidelines on quorum and Strengthen the conflict-of-interest policy to include
voting procedures help in more detailed guidelines and examples to help
maintaining order and ensuring members identify and manage potential conflicts more
that decisions are made effectively.
democratically.
For example:
• Reporting mechanisms/steps.
• Identification of new members.
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External Policy Analysis
Sanitation Ordinance Revision
Strengths Opportunities Recommendations for Consideration
The policy outlines instructions and pick-up times. A standardized list of what is included as refuse or “mixed” refuse Make additional copies of the bylaws
would be helpful. Some municipalities collect refuse/ recycling/green available for the public.
waste/etc. in different groups.
For example:
• Make the ordinance available
online free to reduce printing.
Alley Paving
Strengths Opportunities Recommendations for Consideration
This policy benefits from targeting accessibility. Relying on residents to request alley paving upgrades streamlines Expand this policy to consider
Merging purpose with beautification is a decisions but risks missing unreported areas needing improvement. neighbor consent for projects like alley
persuasive way to promote community adoption. repaving. Additionally, consider
implementing a solution for situations
Concepts and fees are explained in a clear, easy-to-
where a single dissenting neighbor
understand way. The explanation of estimated
might obstruct necessary
costs is particularly helpful.
improvements, such as a mediation
process or a majority rule approach.
ANTI-Kickback Policy for Handbook
Strengths Opportunities Recommendations for Consideration
N/A – MGT did not identify any opportunities. Implement a robust monitoring system
This policy provides a clear definition of “kick- to ensure the effectiveness of this policy
backs” as well as providing concrete examples for for transparency and access.
staff and external organizations.
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External Policy Analysis
CDBG Funding for CBO’s
Strengths Opportunities Recommendations for Consideration
Allocating funds for CBO’s is a novel idea and codifying the This document reads more like a request for an It is recommended that the City revisit
amounts supports transparency efforts. Eligible persons know assessment rather than a policy. There is an opportunity the document to bring it in alignment
exactly what they’re able to be awarded and if that is a benefit to update this document which is almost 40 years old. with current trends within the
worth applying for. community.
A potential opportunity area identified was to see if there
are support groups or agencies that can help CBOs find For example:
additional funding. • Review demographic trends of
participants to support universal
The City should evaluate the recommendations and access.
determine if they were successful. • Interview agencies and
organizations that receive CDBG
funding to identify gap areas for
future application.
• Help establish and/or enhance
support groups or agencies to help
CBOs find additional funding for
projects.
Update CDBG Fundings for CBOs
document for greater transparency
purposes.
For example:
• Track recommendations of
awardees
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External Policy Analysis
City of Muskegon Citizen Participation Plan
Strengths Opportunities Recommendations for Consideration
As a living document, creating a revision or change log of Implement a method for citizens to submit
what has changed or been embraced through the comments if unable to attend in person
application of the Citizen Participation Plan would help hearings.
track changes and celebrate successes.
Adding an anti-displacement policy supports community For example:
inclusion. Opportunity to increase accessibility of this document • This could include options such as
for Limited English Proficiency (LEP) populations in the online submission forms, email, or a
The plan encourages participation from a diverse range of community to increase universal access to participation dedicated phone line to ensure all
citizens, including those from low-income households, methods and awareness of anti-displacement policies. community members can participate
minority communities, non-English speakers, and residents and provide feedback.
of public housing. This inclusivity ensures that a wide array of Expanding communication channels to include more • Increase technical assistance to
perspectives is considered in the planning process. digital platforms and social media could increase nonprofit organizations to help them
awareness and participation among younger and more develop proposals and conduct
The plan provides for reasonable and timely access to tech-savvy residents. research, ensuring they can effectively
meetings, both in person and virtually, which helps ensure participate in the CDBG process.
that more citizens can participate regardless of their physical Opportunity to develop targeted outreach programs to
location or mobility issues. engage underrepresented groups more effectively could Engage underrepresented groups for the
help ensure that all community voices are heard. plan making process:
Opportunity to include a new section in the Citizen For example:
Participation Plan to account for actions the City will • Offer workshops and training sessions
take to support Limited English Proficiency (LEP) for citizens to better understand CDBG
populations as part of community development activities. program.
• Implement feedback mechanism to
provide input on effectiveness of this
plan and areas for improvement and
ensure the plan remains relevant and
effective.
• Translate document and make
accessible to public.
37
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External Policy Analysis
Community and Neighborhood Services - Contractor Selection
Strengths Opportunities Recommendations for Consideration
The policy is designed to ensure fairness and consistency in Include a shortlist of example projects and an estimated The bidding outlines should explicitly
the contractor selection process, which helps maintain timeline of the bidding and approval process. mention any goals or considerations for
transparency and trust in the Community and Neighborhood local businesses, Women/
Implementing an online bidding and management
Services Department. Disadvantaged/Minority Business
system could streamline the process, making it easier for
Enterprises (W/D/MBEs).
The policy provides clear definitions for key terms such as contractors to submit bids and for staff to manage the
“Responsible Bid,” “Emergency Repair,” and “Good selection process. For example:
Standing,” which helps ensure that all parties have a common • If these qualifications are not currently
understanding of the criteria and processes involved. applicable to this policy, it is
recommended that the policy be
By requiring a minimum of three bids and selecting the reviewed and potentially revised to
lowest reasonable and responsible bid, the policy promotes include such goals as promoting
competitive pricing and cost-effectiveness. universal access and local economic
growth.
The policy mandates thorough documentation of the
selection process, including case notes for rejected bids and
decisions, which enhances accountability and traceability.
The policy explicitly states that the City of Muskegon is an
equal opportunity employer, reinforcing the commitment to
non-discrimination and universal access.
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External Policy Analysis
Recommendations for Consideration (Continued)
One week to respond to a bid is a short timeframe, especially for emergency procurements.
For example:
• It is recommended that this window be extended to allow more time for thorough and competitive bid
Community and Neighborhood Services -
submissions while still maintaining the urgency required for emergency situations.
Contractor Selection (Continued)
• Provide clear instructions on how new contractors can get on the email list for bid notifications. This
could include a registration process on the organization’s website or a contact point for contractors to
submit their information to be added to the list. This ensures that all potential contractors are informed
and can participate in the bidding process.
Community and Neighborhood Services - Program Ineligibility
Strengths Opportunities Recommendations for Consideration
Clear program ineligibility policy N/A – MGT did not identify any opportunities. MGT did not identify any
document that provides guidance for recommendations for consideration.
the City’s Community and
Neighborhood Services Department
staff and potential applicants.
39
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External Policy Analysis
Downtown Development Authority (DDA) Bylaws
Strengths Opportunities Recommendations for Consideration
The bylaws clearly outline the name, Increasing efforts to engage with the community and gather Ensure adequate resources are allocated
purpose, and powers of the feedback could help tailor the DDA’s initiatives to better to support the administrative and
Downtown Development Authority meet local needs and improve public perception. operational needs of the DDA,
(DDA), ensuring that all members including staffing, training, and
Using digital tools for meeting notices, public engagement,
understand the organization’s goals technology.
and financial reporting could streamline processes and
and legal framework. enhance accessibility. Develop and implement performance
The document specifies the powers metrics to assess the impact of the
Forming partnerships with local businesses and community
granted to the DDA under Public Act DDA’s projects on downtown
organizations could enhance resource sharing and
197, including economic analysis, development.
collaboration, leading to more effective development projects.
planning, and property management, For example:
which provides a comprehensive Use these metrics to identify areas for
guide for the Authority’s activities. improvement and to demonstrate the
program’s success to stakeholders (i.e.
The bylaws establish a Board of
dashboards, reports, etc.)
Directors with defined roles, terms,
and procedures for appointment and
removal, ensuring effective
governance and accountability.
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External Policy Analysis
Disadvantaged Contractor Recommendations
Recommendations for
Strengths Opportunities
Consideration
DBE and WBE goal percentages are outlined by trade. Beyond a simple list of vendors, the City could Conduct a comprehensive review of the Disadvantaged
operate a vendor portal to promote maximum Business Enterprise (DBE) and Women Business
This policy requires that the prime contractors respond with
visibility for disadvantaged businesses. Enterprise (WBE) goals to determine if they have
an affidavit affirming which businesses they contacted and
changed since 2003.
why they wouldn’t use that subcontractor.
For example:
Assess the success of the policy by evaluating the number
of businesses that comply with the affidavits in good
faith. This review will help identify areas for
improvement and ensure that the goals remain relevant
and effective.
Downtown Muskegon Business Improvement District – Special Assessment Benefit Analysis
Summary
Recommendations for
Strengths Opportunities
Consideration
Clear benefit analysis summary, prepared in 2017, on the N/A – MGT did not identify any N/A – MGT did not identify any recommendations.
Downtown Muskegon Business Improvement District opportunities.
provided to the Board of Commissioners. Includes copy of
adopted and amended bylaws.
41
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External Policy Analysis
Economic Development Revolving Loan Fund
Strengths Opportunities Recommendations for Consideration
The policy provides financial assistance to local businesses, Increasing awareness of the loan fund through targeted This policy was adopted and last amended
which can help stimulate economic growth and create jobs marketing campaigns could attract more applicants and in 2002. Conduct regular reviews of the
within the community. ensure that more businesses benefit from the program. policy to ensure it remains relevant and
effective in meeting the needs of local
The policy offers flexible loan terms, which can be tailored to Implementing an online application and management
businesses. Update the policy as necessary
meet the specific needs of different businesses, making it system could streamline the application process, making
to reflect changes in the economic
more accessible for a variety of applicants. it easier for businesses to apply and for administrators to
environment.
manage the fund.
By targeting economic development, the policy aims to
For example:
improve the overall economic health of the community, • Ensure adequate resources are allocated
which can lead to increased investment and prosperity. to support the administrative and
operational needs of the loan fund,
including staffing, training, and
technology.
• Offering training and support services
to loan recipients could help ensure
their success and improve the overall
impact of the program.
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External Policy Analysis
Finance Policies
Strengths Opportunities Recommendations for Consideration
The policy provides comprehensive guidelines on the City’s Implementing more comprehensive training Ensure the policy is regularly updated to reflect any
financial management, including procurement procedures, programs for staff on financial management changes in federal regulations or organizational
expenditure tracking, and documentation requirements. and compliance could improve efficiency and requirements. This will help maintain compliance and
This ensures transparency and accountability in the financial reduce the risk of errors. relevance.
operations.
Forming partnerships with other Establish a formal feedback mechanism for staff and
The policy emphasizes compliance with federal regulations, organizations could enhance resource sharing stakeholders to provide input on the policy’s
such as OMB Circulars and CFR requirements, which help and collaboration, leading to more effective effectiveness and areas for improvement.
maintain legal and ethical standards. financial management practices.
For example:
The inclusion of insurance and bonding requirements helps • Provide expanded public feedback opportunities on
mitigate financial risks and protect the organization from the City’s budget during the annual budget
potential liabilities. processes.
• Solicit feedback through online surveys.
Flag Policy
Strengths Opportunities Recommendations for Consideration
This policy’s scope is reasonable and expected for the City’s N/A – MGT did not identify any N/A – MGT did not identify any recommendations for
property and does not extend to public citizens or businesses. opportunities consideration.
No opportunities for abuse were identified with this policy.
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External Policy Analysis
Grant Assistance Rehabilitation Assistance Program Policies
Strengths Opportunities Recommendations for Consideration
Notably, the policy considers the income of an area it serves. This document would greatly benefit from being retyped Review and update the document adopted
Flat percentages allow for flexibility as the community for clarity and accessibility needs. In its current state, in 1987 to ensure it meets current
changes. Separating assistance levels into income tiers also most of the policy is difficult to read without being community needs.
demonstrates an understanding of the community’s needs. magnified in Acrobat.
For example:
The policy acknowledges its own challenges with this system, Some sections of the document contain unusual • Edit this program policy to include
however. Median area income is reliant on constant vocabulary. Simplifying some of the language would more examples to support policy
monitoring. make it more accessible to more readers. statements.
• Evaluate whether the current loan
assistance levels are aligned with
inflation rates and community salary
levels to maintain their relevance and
effectiveness.
Vacant Property Acquisition
Strengths Opportunities Recommendations for Consideration
Overall, this is a positive goal. Promoting homeownership N/A – MGT did not identify any opportunities. Evaluate the current strategies used to
(especially with the rising cost of homes across the nation) is a market and promote the land and property
very altruistic policy. acquisition program to ensure they
effectively reach the target audience.
Analyze the success rate of the policy to
determine its effectiveness and identify
areas for improvement.
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External Policy Analysis
Hardship Solid Waste Pickup
Strengths Opportunities Recommendations for Consideration
By providing waste pickup for those in need, the policy helps Increase awareness about the availability of hardship Develop targeted outreach programs to
maintain public health standards and cleanliness in the waste pickup services to ensure that all eligible residents identify and assist residents who may not be
community. are informed and can benefit from the program. aware of or are unable to access the
hardship waste pickup services.
The policy ensures that individuals facing financial or Consider forming partnerships with local organizations
physical hardships have access to essential waste pickup and non-profits to enhance service delivery and reach Provide training for staff to ensure they are
services, promoting universal access. more individuals in need. equipped to handle the specific needs of
residents facing hardships and can offer
Proper waste management reduces the risk of environmental Explore how to leverage new technology to streamline
compassionate and efficient service.
contamination and promotes sustainable practices. the application and approval process, making it easier for
residents to access services. Engage with the community to gather
The policy demonstrates the city’s commitment to supporting
feedback and suggestions for improving the
vulnerable populations and fostering a sense of community
policy and its implementation.
and social responsibility.
For example:
• Utilize social media platforms to
encourage community participation.
• Provide annual training to staff on
providing sensitivity and hardship solid
waste support to residents.
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External Policy Analysis
HOME Investment Partnerships Program Manual
Strengths Opportunities Recommendations for Consideration
The policy outlines specific administrative requirements, such Increasing efforts to engage with the community and Clearly indicate on the Homebuyer’s
as procurement procedures, financial management, and gather feedback could help tailor the program to better Assistance Program Application form what
documentation, which help maintain transparency and meet local needs and improve public perception. the City is doing with the requested
accountability. information. If any of the information is
Utilizing advanced software for financial management
required by HUD, it should be explicitly
The manual emphasizes compliance with federal regulations, and recordkeeping could streamline processes and reduce
noted on the form to ensure transparency
including nondiscrimination, affirmative action, and conflict the risk of errors.
and compliance.
of interest policies, ensuring that the program adheres to legal
and ethical standards. For example:
• Update Grant Cover Sheet and
The manual includes thorough recordkeeping requirements, Application Checklist to include
which are crucial for audits and ensuring that funds are used explicit note of how information will be
appropriately. used by the City.
Ensure the manual is regularly updated to
reflect any changes in federal regulations or
program requirements. This will help
maintain compliance and relevance.
For example:
• Conduct annual reviews on the manual
to incorporate necessary changes as
needed.
• Consider publishing the manual and
checklists in different languages for
greater accessibility by the public (i.e.,
Spanish, etc.)
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External Policy Analysis
Lakeside BID Bylaws Adopted
Strengths Opportunities Recommendations for Consideration
Property tiers are laid out clearly. These standards are great Section 4.3 – Notice of Meetings states that all meetings MGT recommends expanding meeting
for promoting clarity with future policies that involve them. will be posted on the City’s website. Online notification notifications to alternative physical media
works well for reaching people – assuming they own a to accommodate residents who do not own
computer or phone. The City could consider a computer or have consistent access to
implementing an opt-in system for residents to receive internet.
meeting notices via email or SMS. This can increase
For example:
engagement and ensure timely notifications.
• Utilize social media platforms to
announce meetings. This can reach a
broader audience and encourage
community participation.
• Install public bulletin boards in high-
traffic areas where meeting notices can
be posted regularly.
• Include meeting notices in community
newsletters, which can be distributed
both digitally and in print.
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External Policy Analysis
Noxious Weeds and Mowing
Strengths Opportunities Recommendations for Consideration
This policy excels at conveying the importance of lawn care, This policy was adopted in 2000, and it is Evaluate the accessibility and reach of
especially when it is provided for the benefit of the community. important to determine if these fees have increased noxious weed notifications by considering
with inflation. It’s recommended that this policy be the following:
Community Responsibility is a good framing point.
reviewed and amended frequently.
For example:
Many individuals may not recognize the importance of maintaining
The City should consider hosting spotlight features • Assess the accessibility of the Chronicle
lawns, so offering a list of benefits is excellent. Some of the listed and determine how residents access it,
for well-kept lawns. Promoting City residents who
concerns, such as the West Nile virus, can even affect neighbors including the percentage of residents
have maintained their lawn-maintenance streak
who do maintain their yards. Therefore, communal participation who interact with it.
could positively influence other residents to take
pride in their lawn care and participate. While it is • Review the accessibility of the City’s
becomes essential.
not intended to shame non-participants, the idea is newsletter to ensure it effectively
to feature well-maintained lawns and reward hard reaches the community.
work with social recognition. • Explore the possibility of expanding
noxious weed notifications to the City’s
website and social media platforms to
increase visibility.
• Consider the needs of residents who
cannot afford a lawn mower and
investigate potential incentives for
using electric mowers to promote
environmentally friendly practices.
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External Policy Analysis
Paid Parking Policy
Strengths Opportunities Recommendations for Consideration
Use guidelines and enforcement are clearly outlined. This policy document would benefit from N/A – MGT did not identify any recommendations for
having a fee schedule table included within consideration.
It’s very considerate to offer a discount to neighboring
it.
communities. Usually, all non-residents just pay an increased
fee.
PILOT Policy
Strengths Opportunities Recommendations for Consideration
The policy effectively outlines how the Payment in Lieu of The stated objectives of the policy would Implement performance metrics to evaluate the success
Taxes (PILOT) program can generate revenue for the city, benefit from having their “how” and “when” of the PILOT agreements. This can help in assessing the
which can be used to fund public services and targets included. economic impact and making necessary adjustments.
infrastructure. i.e., “increasing affordable housing
For example:
opportunities for our residents by doing [X] by
The policy includes provisions that allow for flexibility in • Amend policy to include clearly identified
[Date/Year].” performance metrics
negotiations, enabling the city to tailor agreements to meet
specific needs and circumstances. • Revisit and update performance metrics every two
years.
• Set a standard level of contributions - in programs
and payments - to be met by all significant tax-
exempt landowners.
• Develop a methodology for valuing community
partnerships made by tax-exempt institutions.
• Propose a structure for a consolidation program and
payment negotiation system, which will allow the
City and its tax-exempt institutions to structure
longer-term, sustainable partnerships focused on
improving services for City residents.
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External Policy Analysis
Purchasing Policy
Strengths Opportunities Recommendations for Consideration
The goals of the policy are clearly outlined. Opportunity for expansion: Insurance Requirements Implement a robust system to track Disadvantaged
are often a challenge for many subcontractors. The Business Enterprise (DBE) goals internally, ensuring
The policy boasts both Local Preference and
language concerning “adequate insurance coverage” transparency and accountability.
Disadvantaged Business Enterprise (DBE)
could benefit from expansion.
Subcontractor Goals which serve to elevate the local For example:
economy. Which project types require the highest insurance • Create online and/or internal tracking system of
amounts? Are there ever opportunities for insurance how projects, vendors, suppliers meet DBE goals.
Compliance with Disadvantaged Business Enterprise • Reference verified subcontractors in the policy to
coverage to be lowered to accommodate a lower-scale
(DBE) goals requires a list of contacted companies promote DBE goals.
project type?
and the reason for exclusion from the bid. • Amend purchasing policy to include bid process
If a master list of verified subcontractors exists, it and timeline.
Purchasing levels and authority are codified.
could be referenced in the policy to promote DBE
Procurement procedures are clearly outlined. goals.
Establish a clear and accessible process for City staff
Overall, this policy promotes transparency in the This policy could include an estimated timeline of the members or vendors to file a grievance if they believe
procurement process and answers a multitude of bid process and how long it takes for the City that the standards of conduct have been violated.
common purchasing questions. Commission to approve an award.
For example:
• This process should include detailed steps for
submitting a grievance and ensure that all
complaints are addressed promptly and fairly.
• Include an amendment to the existing purchasing
policy to accomplish the aforementioned.
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External Policy Analysis
Sale of City Owned - Commercial and Industrial Property
Strengths Opportunities Recommendations for Consideration
The policy provides clear guidelines on the sale The policy can attract new businesses and investors to Recommend that the policy incorporates
process, ensuring transparency and consistency. the area, boosting the local economy and creating jobs. sustainability criteria to ensure that new developments
are environmentally friendly.
The sale of these properties can generate significant Selling underutilized or vacant properties can lead to
revenue for the City, which can be reinvested into the revitalization of neglected areas. Establish agreements that ensure new developments
community projects and services. provide tangible benefits to the local community, such
There is potential to form partnerships with private
as affordable housing or public amenities.
The policy includes provisions for community input entities to develop the properties in ways that benefit
and feedback, ensuring that the sales align with local the community. For example:
needs and priorities. • Develop community benefit agreements.
Conduct regular reviews of the policy to ensure it
remains effective and aligned with the City’s goals.
Sale of City Owned - Residential Property
Strengths Opportunities Recommendations for Consideration
The policy provides clear resale guidelines on the sale Selling vacant or underutilized properties can lead to Develop a comprehensive marketing strategy to
process. the revitalization of neighborhoods, reducing blight attract a wide range of potential buyers and investors.
and improving overall community aesthetics.
The policy aims to benefit the community by For example:
potentially increasing the availability of affordable • Social media campaigns.
housing and improving neighborhood conditions. • Public open houses / auctions.
Solicit community feedback to gather ideas or
suggestions on what types of projects they would like
to see in the zoned areas.
For example:
• Conduct community meetings.
• Public surveys.
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External Policy Analysis
Special Events
Strengths
(no opportunities or recommendations provided)
The policy’s relevant fee schedule is included in the documentation, making it easy to reference.
Application terms are clear and hard to miss.
The policy includes a comprehensive list of requirements for event operation, as well as the expected processing timeline.
Tax Incentive Policy
Strengths Opportunities Recommendations for Consideration
The City should evaluate how many businesses apply
The point valuation system actively encourages The stated objectives of the policy would benefit from for tax abatements each year.
initiatives like resident hiring – very simpatico. having their “how” and “when” targets included.
i.e., “increasing employment opportunities for our For example:
Environmental building and impact are considered a residents by doing [X] by [Date/Year]” City could decide if the program requires greater
tax abatement incentive and are supported by data. promotion and advertisement.
Tree Policies
Strengths Opportunities Recommendations for Consideration
Overall, the policy is clearly written and contains a lot
“Good Species” and “Marginal Species” of trees would Evaluate whether the needs addressed by this policy
of helpful information to support it. benefit from having some species names listed. have evolved since 2000, and consider if additional
Presently, only the “Poor Species” have a few large plants, such as Oleander shrubs, should be
Responsibility for removal vs. replacement is included.
examples provided. included.
Tree planting guidelines should avoid unnecessary This would support further sections regarding
For example:
tree removal in the future. replacement vs. removal of trees. Replacement incurs
• Explore more sustainable alternatives for the
a fee, so the qualifications/species should be included disposal of removed tree wood and debris, such as
here. recycling options or donating the wood to small
businesses or wood shops, rather than sending it
to the landfill.
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External Policy Analysis
External Policy Analysis Resources
Recommendation Page # Resource Link
Planning Commission Bylaws • https://www.ocmsolution.com/external-
1. Develop more robust communication channels, such as communication-strategy/
social media updates and newsletters, to keep the community
26
informed and engaged.
Tree Policies • https://www.delcotrees.com/blog/recycling-dead-trees-your-guide-to-eco-friendly-
2. Explore more sustainable alternatives for the disposal of tree-disposal/
removed tree wood and debris, such as recycling options or
• https://vrbp.org/sustainable-tree-disposal-eco-friendly-practices-for-greenery/
donating the wood to small businesses or wood shops, rather
44
than sending it to the landfill.
Lakeside BID Bylaws Adopted • https://medium.com/the-guide-to-remote-community-engagement/5-methods-for-
3. MGT recommends expanding meeting notifications to non-internet-based-remote-community-engagement-689fc152de78
alternative physical media to accommodate residents who do
39
not own a computer or have consistent access to internet.
Disadvantaged Contractor Recommendations • https://www.nlc.org/article/2023/10/19/narrowing-the-racial-wealth-divide-using-
procurement-to-support-minority-and-women-owned-business-enterprises/
4. Conduct a comprehensive review of the Disadvantaged
Business Enterprise (DBE) and Women Business Enterprise • https://www.aceee.org/sites/default/files/pdfs/issue_in_focus_-
(WBE) goals to determine if they have changed since 2003. 33 _benchmarking_local_governments_equity-related_clean_energy_actions.pdf
• Microsoft Word - Inclusive
procurement_02.21.18.docx
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RECOMMENDATIONS
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Recommendations
MGT has identified three areas of focus that emerged during this assessment in the analysis of the City of Muskegon’s programs, policies and practices.
Each area of focus includes recommendations for the City and suggested tactics to assist in implementing each of the recommendations.
Focus Area 1: Build Greater Transparency & Access
Update specific policies to encompass greater best practices to incorporate universal access within the organization. Integrate disparate policies
into one comprehensive policy document for better transparency, understanding and utility by City staff.
1. Regularly showcase how employees can apply for and receive tuition reimbursement using various communication channels.
2. Including a table of job positions and salary steps would help increase transparency and understanding.
3. Ensure all observed holidays are documented within your leave policy consistently.
4. Establish a formal feedback mechanism for staff and stakeholders to provide input on the financial policy’s effectiveness and areas for improvement.
5. Strengthen the conflict-of-interest policy in the planning commission bylaws to include more detailed guidelines and examples to help members identify
and manage potential conflicts more effectively.
6. Implement a robust system to track Disadvantaged Business Enterprise (DBE) goals internally, ensuring transparency and accountability.
7. Establish a clear and accessible process for City staff members or vendors to file a grievance if they believe that the standards of conduct have been
violated.
8. Implement performance metrics to evaluate the success of the PILOT agreements. This can help in assessing the economic impact and making necessary
adjustments.
9. Evaluate the current strategies used to market and promote the land and property acquisition program to ensure they effectively reach the target audience.
Analyze the success rate of the policy to determine its effectiveness and identify areas for improvement.
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Recommendations
MGT has identified three areas of focus that emerged during this assessment in the analysis of the City of Muskegon’s programs, policies and practices.
Each area of focus includes recommendations for the City and suggested tactics to assist in implementing each of the recommendations.
Focus Area 2: Embed Connections to Community
Better connect the City’s internal workforce organizational values to support the external vision and
mission statements identified by the City. Incorporate additional citizen input feedback mechanisms
into furthering key policy areas.
1. Regularly assess and document how the City’s external missions and value statements are being supported and track any changes over time to ensure
alignment with current practices and goals.
2. Conduct regular reviews of the economic development revolving fund loan policy to ensure it remains relevant and effective in meeting the needs of local
businesses. Update the policy as necessary to reflect changes in the economic environment.
3. Review and update the community grant rehabilitation assistance program policy document adopted in 1987 to ensure it meets current community needs.
4. Engage with the community to gather feedback and suggestions for improving the solid hardship waste policy and its implementation. Develop targeted
outreach programs to identify and assist residents who may not be aware of or are unable to access the hardship waste pickup services. Provide training
for staff to ensure they are equipped to handle the specific needs of residents facing hardships and can offer compassionate and efficient service.
5. Ensure the Home Buyers Assistance program manual is regularly updated to reflect any changes in federal regulations or program requirements. This will
help maintain compliance and relevance.
6. Expand meeting notifications to alternative physical media to accommodate residents who do not own a computer or have consistent access to internet.
7. Evaluate the accessibility and reach of noxious weed notifications.
8. Conduct regular reviews of its residential and commercial and industrial property policies to ensure it remains effective and aligned with the City’s goals.
9. Develop a comprehensive marketing strategy to attract a wide range of potential buyers and investors.
10. Establish agreements that ensure new developments provide tangible benefits to the local community, such as affordable housing or public amenities. The
City should evaluate how many businesses apply for tax abatements each year as part of its tax incentive policy.
11. Conduct a comprehensive review of the Disadvantaged Business Enterprise (DBE) and Women Business Enterprise (WBE) goals to determine if they
have changed since 2003.
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Recommendations
MGT has identified three areas of focus that emerged during this assessment in the analysis of the City of Muskegon’s programs, policies and practices.
Each area of focus includes recommendations for the City and suggested tactics to assist in implementing each of the recommendations.
Focus Area 3: Develop a Welcoming Workforce
Identify a values and behaviors competency-based model to better help create an inclusive workplace and embed universal access into practice by
existing staff and leadership. Ensure the performance management process, trainings and policies are systematized to measure and evaluate staff
against goals and create welcoming employee experiences.
1. City should consider implementing an anonymous reporting system to allow employees to report conflicts of interest without the fear of retaliation.
2. Create recognition programs to acknowledge and reward employees and departments that exemplify the principles of the EEO/AA plan.
3. City should consider embedding organizational values for new employee recruitment and onboarding processes, if not already done.
4. Ensure written uniform sick policy coordinates with other allocated paid time off policies and procedures so employees are fully informed of how/when to
use which time off banks.
5. Research current and best practice approaches responding to public health crises with respect to sick policies.
6. Implement support systems in your policy such as mentorship or training programs for transferred employees to help them adjust to their new roles more
effectively.
7. Provide training on new health and safety measures if appropriate as part of return-to-work policy and include a point of contact if staff have questions or
concerns.
8. Increase the frequency of employee training and presentations about harassment and ensure that policies are consistently reaffirmed whenever an
incident occurs.
9. An enhanced competency value-based performance review model is recommended to embedded into the City’s performance review process.
10. Refresh performance management processes and practices for employees and people managers.
11. Identify a values-based competency model as well as observable and measurable behaviors that are specific for individual contributors, people leaders, and
organizational leaders.
12. Include a new Attachment D in the City’s ADA that provides guidance to Human Resource and other City departments on how to promote accessibility
for staff as well as residents, visitors and businesses.
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Conclusion
Completing the policy audit of the programs, policies and practices as part of this assessment for the City of Muskegon is a testament to their unwavering
commitment to creating a workplace and culture that serves all, regardless of their background. The City’s policies are a bedrock foundation for
promoting its reputation as a welcoming place to work. The documents reviewed in this assessment demonstrate the City’s steadfast willingness to embed
universal access and expansion of opportunity into its processes, policies, and procedures.
Based on the areas of strength and opportunity discussed in this policy audit and analysis for this assessment, MGT offers the following three key
recommendations that will advance the work already carried out by the City:
1. Build Greater Transparency & Access: Update specific policies to encompass greater best practices to incorporate universal access within the
organization. Integrate disparate policies into one comprehensive policy document for better transparency, understanding and utility by City staff.
2. Embed Universal Connections to Community: Better connect the City’s internal
workforce organizational values to support the external vision and mission statements
identified by the City. Incorporate additional citizen input feedback mechanisms into
furthering key policy areas.
3. Develop a Welcoming Workforce: Identify a values and behaviors competency-based model to better
help create an inclusive workplace and embed universal access into practice by existing
staff and leadership. Ensure the performance management process, trainings and policies
are systematized to measure and evaluate staff against goals and create welcoming
employee experiences.
The findings, insights and recommendations from this policy audit will inform the strategic direction of updates to key policies, programs and practices to
better infuse an impartial lens to the City of Muskegon work by staff both internally and externally. In our experience, cities typically move forward with
gathering additional quantitative and qualitative analysis to support their strategic planning process and develop a clear process to help implement
universal access into their programs, policies and practices. Lastly, MGT would like to thank the City of Muskegon project team and all the staff and
leaders in the City who provided documents and insights to help inform this first portion of the study.
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Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: ARPA/Legislative Updates
Submitted by: Peter Wills, Director of Department: Manager's Office
Governmental Relations
Brief Summary:
August 2025 State and Federal Report submitted for Discussion
Detailed Summary & Background:
Goal/Action Item:
2027 Goal 3: Community Connection
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Amount Requested: Budgeted Item:
n/a Yes No x N/A
Fund(s) or Account(s): Budget Amendment Needed:
n/a Yes No x N/A
Recommended Motion:
Discussion Only
Approvals: Name the Policy/Ordinance Followed:
Immediate Division
Head
Information
Technology
Other Division Heads
Communication
Legal Review
Page 87 of 115
State / Federal Report, August 2025
Bill # Detail Status
HR 19 Immigration / restriction on state earmark funding – sets House Rules, not statute Adopted by House
HB 4001 Tipped wage Senate Reg Affairs
HB 4049-50 Allows rearing of hen chickens in residential areas. Provides generally accepted agricultural and management House Committee on
practices for rearing egg-laying hens in residential areas under certain conditions. The legislation would appear Agriculture
to restrict our ordinance to only single-family properties, parcels of at least 1/4 in size, and hens not to exceed
(5).
HB 4081 Amends the Land Division Act to authorize counties/municipalities to increase number of parcels resulting from Senate Local Gov
division for the first 10 acres of a parent parcel from four to ten.
HB 4170 Income Tax cut to 4.05% Senate Finance
HB 4230, 4180- House GOP road funding proposal; 4187 dedicates $95M to hold locals harmless from reduced Const Rev Senate Appropriations
85; 4187 Sharing
HB 4260-61 Public Safety Trust Fund Senate Appropriations
HB 4311-12 Revenue Sharing Trust House Gov Ops
HB 4410 Modifies definition of abandoned property to allow a local unit to secure the property to prevent trespass. House Gov Operations
SB 19-22 Tenant Empowerment Package for renters Senate floor
SB 108 / HB 4209 Modifies certain requirements for initial assessed value for DDAs. Senate Econ Dev Comm
SB 319 Reintroduction of minimum staffing legislation; making minimum staffing levels for PA 312 employees (police House Gov Operations
and fire) a mandatory topic of collective bargaining.
SB 278 Modifies the housing and community development fund program. Reintroduction of SB 293 from last session Senate Housing & Human
that MML supported. MSHDA administers the program for the purpose of making financing available to meet Services
1
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the housing needs of low-income, very-low-income, and extremely-low-income households and to finance
projects in a downtown area or adjacent neighborhood in the State. The bill would expand the Program's scope
by making its financing available to middle-income households (not more than 120% AMI) and deleting the
requirement that financed projects be in a downtown area or adjacent neighborhood.
SB 372-375 Landlord-tenant relationships Senate Housing/Human
Services Committee
2
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LOCAL
ARPA Community Grants, as of 8/11/25
- 25 - total approved grants ($1.6M)
- 20 - projects paid the entirety of their grant (AgeWell, Samaritas, Unity Beauty Salon, Tiki Boiz, Rake Beer
Projects, Forrest Tax, Soul Filled Enterprises, Jackson Hill NA, McLaughlin NA, Nelson NA, West Michigan
Symphony, West Michigan Concert WINDS, Kids Food Basket, Volunteer for Dental, Muskegon Retirement
Apts dba Jefferson Towers, Mount Zion Church, Boys and Girls Club, Servicios De Esperanza, Open Gates
of Grace Ministries, Muskegon Christian School)
- 3 – remain having been provided their first installment payment, ie. 50% of the total award
- 2 – remain having been provided their second installment payment, ie. 40% of the total award
- As of 7/31/25 - $1,505,000 spent
Climate Action
Staff has begun prioritizing the recommended Action Items in the CAP for consideration in the short, mid, and
long term.
STATE
U-M Ford School of Public Policy
Staff was recently contacted by the Gerald R Ford School of Public Policy at the U-M to assess our interest in
having graduate students assist in addressing an important policy issue facing the community. The Associate Dean
for Research and Policy Engagement (Professor Jeffrey Morenoff) and former Chicago Mayor Lori Lightfoot are co-
teaching a graduate student course – Strategic Public Policy Consulting. The course will pair graduate students
with not-for-profit organizations or municipalities in Chicago and Michigan to solve challenges these entities are
facing in the delivery of services in their respective communities. The project would take place during the Fall
2025 semester.
Staff has proposed the graduate class conduct research and develop a strategy to retain and recruit Police
personnel within our Public Safety Division. The City is seeking data collection and analytic tools to evaluate
resident sentiment of and engagement with our Police personnel as well as assessing the satisfaction of existing
Police personnel.
The suggested scope of work could include –
- Review case studies where municipalities have employed successful strategies to retain and recruit Police
personnel.
- Conduct research on best practices, data collection and analytic tools used by municipalities where
proven strategies have been developed to retain and recruit Police personnel.
- Survey current Police personnel, including the leadership of the Public Safety Division, about the current
challenges of recruiting and retaining sworn officers.
- Survey a sample of city residents to acquire statistically significant data that conveys resident sentiment of
and satisfaction with Police personnel.
- Develop recommendations based on the research conducted.
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Former Shaw-Walker building
The State Land Bank Authority has recently offered the Muskegon County Land Bank a grant of up to $1.4M to
support additional stabilization of the Parkland/Shaw Walker Building. Together with the County, we must submit
a proposal that meets the statutory guidelines outlined below to begin the process.
Grant funds would assist in the redevelopment of the building. Proposed uses of the state grant funds could
include - Stabilization of vacant residential, commercial, or industrial structures identified for future rehabilitation.
Eligible stabilization costs may include debris removal, exterior security materials to deter trespassing and
vandalism, and interior and exterior repairs needed to protect against further deterioration and meet local exterior
property maintenance requirements.
Potential impact of federal One Big Beautiful Bill Act (H.R. 1) and Impact on Michigan’s Budget
- Citizens Research Council of Michigan analysis of impact to MI.
o The OBBBA increases state cost-sharing within two major safety net programs – Medicaid and the
Supplemental Nutrition Assistance Program. The changes could increase Michigan’s spending on
these programs by over $1 billion by FY2032.
o It also implements more favorable tax treatment of certain business expenditures under the
federal corporate income tax – changes that will have ripple effects on Michigan’s corporate
income tax collections, leading to large and immediate revenue declines ($677 million revenue
reduction estimated for FY2026).
o These provisions mean the state will need to cut around $1.1 billion in General Fund/General
Purpose appropriations from the FY2026 Executive Budget proposal. By FY2032, OBBBA’s
provisions will absorb around 40 percent of expected General Fund revenue growth.
U.S. Senator Elissa Slotkin’s analysis of bill
HEALTH CARE
For residents who receive coverage through the Affordable Care Act marketplace—plans from companies like
Blue Cross Blue Shield of Michigan or Priority Health—important changes to be tracking:
- November 1, 2025—Open Enrollment begins and likely to start seeing higher premiums for plans that
start January 2026. Here is a handy calculator where you can plug in your information and see what this
bill will do to your healthcare costs, if you have a marketplace plan.
- January 1, 2028—Affordable Care Act plans effectively stop auto-renewing. Starting in 2028, resident will
have to start affirmatively re-enrolling every year to keep their healthcare.
If on Medicaid, particularly the Healthy Michigan Plan, changes to be tracking:
- Beginning no later than January 1, 2027—individuals between 19 and 64, including parents with kids ages
14 and up, will have to prove 20 hours of work, school, job training, or other such activities a week to
qualify for healthcare.
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- As of that same date—you will need to recertify eligibility at least every six months. Currently, residents
recertify once a year; Medicaid patients will need to reprove eligibility at least twice a year.
- October 2028— begin to see higher copays for services.
FOOD ASSISTANCE
This bill could make it harder to qualify for food assistance.
If a family receives SNAP benefits or the Bridge Card—important dates and changes to be tracking:
- Likely by October 1, 2025 (or earlier)—new work requirements for people 54-64 and parents with kids 14
and older. Residents must prove that they’ve completed 20 hours a week, or 80 hours a month, of work,
education, job training, or volunteer service.
- Beginning October 1, 2027—Bridge Card benefits could be cut regardless of work requirements. This is
the date that many states must begin paying more for food assistance programs, as federal funding cuts
take effect. How these cuts impact coverage and services in Michigan remain to be seen.
And if Michigan continues funding SNAP fully, the legislature may have to pull funding from other program areas,
like public health or education.
State Budget
- Little progress has been made on the budget and much of the focus has been on education funding. Until
this is resolved, other major budget items like transportation funding and the public safety trust fund are
on hold.
- The House could put forward the rest of their department budget later this month. There are a few
scheduled session days in August, but will unlikely use those days unless a deal on the education budget is
finalized. September is likely to be more active as the new fiscal year approaches on October 1st.
Housing Tenant-Landlord relationships
Senate Democrats introduced a bill package to address Michigan's housing crisis by imposing regulations on
aspects of landlord-tenant relationships. The intention is to lower costs and strengthen tenant rights.
- SB 372 – Places a cap on rental application fees of whichever amount is lower: the cost to process the
application or $25.
- SB 373 – requires a minimum of one way for tenants to pay rent without additional fees.
- SB 374 – allows tenants to seal their eviction records and give them the option to have the records
expunged after three years.
- SB 375 – limits a landlord's ability to charge excess costs for fees like landscaping or snow removal.
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Tenant Empowerment Bills - SB 19, 20, 21, 22
- Landlords have 48 hours to begin repairing critical issues like a broken furnace in the winter or dangerous
gas leaks. Tenants can have costs deducted from their rent if they hire certified contractors to make
repairs if deadlines aren't met.
- SB 22 - allows landlords to return security deposits electronically to tenants.
- SB 19, 20, 21 deal with rent increase notices and repairs.
Public Safety Trust Fund (HB 4260-61)
- The legislation continues to sit in the Senate but there appears to be momentum building due to
engagement from our local community violence intervention groups.
Housing
- Issues of preemption could materialize from a recently formed group known as Abundant Housing
Michigan and their policy platform is built largely on preemption. Their preemption efforts include things
like reducing or eliminating parking requirements, reducing minimum lot sizes, legalizing ADUs, legalizing
denser forms of housing, reforming the public hearing and permitting process, as well as smaller dwelling
sizes and setting maximum setbacks. Avoiding preemption and finding ways to incentivize these changes
locally is the preferred route.
Minimum staffing
- SB 319; a Senate Labor Committee held a hearing on the bill earlier this Spring and the issue could return
this fall. The legislation makes minimum staffing levels for PA 312 employees (police and fire) a
mandatory topic of collective bargaining.
Transportation Funding Plans
There are competing road funding plans by both the House and Senate -
- Each plan would rely on either existing revenue versus new revenue
- Neither disagrees on the amount needed ($3B).
- Both agree that all fuel taxes should support roads.
- More should be sent to local units.
Current gas tax revenue distribution –
- State gas tax: 31 cents per gallon
- Federal gas tax: 18.4 cents per gallon
- State sales tax: 21 cents per gallon
Under the current model for taxing fuel, the wholesale cost is $2.38 per gallon with an 18.4-cent federal tax, a
31-cent state fuel tax and an average of a 14-cent state sales tax.
Sales tax is currently collected when drivers buy gasoline, which is disbursed through the regular sales tax
formula, with 73 percent going to schools. The plan the House Speaker is bringing back from prior sessions
that the Governor is supporting would keep the state taxes collected from gasoline sales the same, but have
all the taxes go to road construction. Schools would receive money from the General Fund to make up
whatever they lost.
6
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House Passed $3.1 Billion Transportation Proposal – 3/19/25
- Nine bills that would utilize $3.1B in existing state resources to improve the state’s transportation system.
o It would provide over $3 billion annually in transportation funding, removed sales tax currently
being charged on motor fuel, and eliminated funding for SOAR ($500M), Revitalization and
Placemaking grants ($50M), and the Housing and Community Development Fund ($50M), among
other reductions to fund the proposal.
o By not charging sales tax on motor fuel, the school aid fund would be reduced by approximately
$700M, and constitutional revenue sharing would be reduced by approximately $95M. (roughly
half goes to cities and villages). Schools and local units will be held harmless.
o The $3.1 billion in this proposal is derived in two ways. First, a 20-cent increase in fuel tax. This
generates approximately $1 billion and results in the price of gas being the same because of the
removal of sales tax. Second, $2.2 billion in revenue from the Corporate Income Tax (CIT) will be
dedicated to roads, with corresponding reductions to other areas of the budget. The new fuel tax
revenue will flow through Act 51. The CIT revenue would have been distributed in the following
manner, 50% to the counties, 40% to cities and villages, and 10% to MDOT. This proposal does not
include any new revenue and only reprioritizes existing state revenue.
o Funding for neighborhood roads and local bridges is included along with funds to hold local units
harmless from reductions in constitutional revenue sharing.
o Advocacy efforts are ongoing to ensure any budget cuts to fund this transportation plan do not
come from statutory revenue sharing. Under the House plan, the City of Muskegon would receive
$15.5M.
Senate version – May 2025
- The Senate released details on authorizing $3B in contingency spending if a long-term road funding plan
were to be negotiated with the House.
- Funds include support for local roads and state trunkline needs, local bus and transit services, funding for
passenger and freight rail services and for critical infrastructure including bridges, non-motorized
infrastructure, and emergency and disaster response needs.
- Their plan would include a revised road funding distribution formula that would account for the lane miles
of local roads and prioritizes local roads that are in poor condition and have high traffic volume.
Governor’s version -
- $4.9B billion in total road funding, including federal, state and restricted funds.
o $112.2M in GF dollars to ensure Michigan matches all $1.8 billion in federal highway aid
o $98.9M million in new revenue to improve state and local roads, highways, and bridges across
the state
o $767M for transit and rail programs
o $7.8M to fund a study and pilot program of potential road usage charge options
o $10M to install electric vehicle charging stations across the state
- This proposal only includes new revenue generated from an increase in collections from gas tax and
registration fees based on an upcoming transportation funding proposal from the Governor.
7
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Public Safety Trust Fund
House version
- Uses $115M of existing state sales tax revenue to create the fund.
- $72M CVT’s based on their share of statewide violent crime. The plan requires local governments to use
the resources to increase support for public safety and violence intervention efforts.
- $40 million for county sheriff’s offices, distributed according to the size of each county’s police force.
- $1.5M to the Crime Victim’s Rights Fund to support victims and their families.
- $1.5M grants for community violence intervention initiatives.
Senate version
- A new $100M Community Crime Reduction Initiative is recommended.
- $60M to counties and $40M to CVT’s
- This is quite different than the Public Safety Trust Fund, and would results in less proposed funding.
This issue will be negotiated as part of the state budget development process.
MI State House – Legislative Directed Spending request April 2025 – remains unresolved as part of the state
budget
- A $500,000 Legislative Directed Spending (LDS) application request was sent to Rep. Snyder for assistance
to help improve beach safety at Pere Marquette Park.
- LDS funds would be used for the addition of a beach safety warning and forecasting system that would
provide park-wide visibility notifying swimmers of dangers, ensure first responders are deployed swiftly,
and critical safety equipment is made available.
- The current system is a smaller SwimSmart system that ties into NOAA forecasts. The light system
illuminates red, yellow or green depending on the current water conditions.
- These funds would help to expand the reach and use of this safety equipment across the beach.
FEDERAL
Rep. Scholten –
- Reintroducing farmers market bill from 2023, HR 4943 - Enabling Farmers to Benefit from Processing
Nutrition Programs Act of 2023
- Under the bill, the USDA must establish a streamlined application process for farmers and ranchers to
apply to be vendors under the nutrition programs, including by developing a single application for the
programs or an information sharing system. USDA must also develop a streamlined process for these
vendors to use standardized technology to process program benefits (such as a single piece of equipment
or a mobile application). For example, this includes ensuring wireless or mobile processing equipment and
technology systems are appropriate for farmers markets and other direct-to-consumer markets.
Compliance with ADA
The U.S. Department of Justice has issued new rules to ensure that local government websites, social media, and
mobile apps follow the Americans with Disabilities Act (ADA). Municipalities with 50,000 or more residents must
comply by April 26, 2026. Municipalities below 50,000 in population have a deadline of April 26, 2027.
8
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The rules require public digital content to meet recognized accessibility standards (WCAG 2.1 Level AA), with
some exceptions (such as old or archived materials). The City is actively addressing this issue.
Fact Sheet: New Rule on the Accessibility of Web Content and Mobile Apps Provided by State and Local
Governments
WCAG 2.1 Understanding Docs
National League of Cities (NLC) – Local Solutions to End Homelessness
- NLC has started this two sessions of online guidance this fall. The City applied and received a $500
scholarship to offset the expense of this 5-week NLC programming course.
- The objective is to gain a comprehensive understanding of the complex factors driving homelessness in
U.S. cities and explore evidence-based solutions to create meaningful change in your community. This
course is specifically designed for local leaders seeking to develop and implement effective solutions.
U.S. Senator Slotkin – Congressional Directed Spending request, April 2025 – not funded
- Staff submitted a Congressional Directed Spending request to Sen. Slotkin earlier this spring.
- The request was for $900,000 to procure (80) upgraded Motorola/WatchGuard Body Worn
Cameras, (33) upgraded Taser devices, and (25) In-Car Video Systems for our marked police
vehicles.
- The equipment would provide the community with increased transparency while officers are on
shift, modernize and offer quality communications equipment, and provide alternative subject
control methods that would protect the public and our first responders.
9
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Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Water Affordability Study Update
Submitted by: Dan VanderHeide, Public Works Department: Public Works
Director
Brief Summary:
Staff will present an update on the study and program, seeking feedback on the level of funding, if
any, to be proposed.
Detailed Summary & Background:
Goal/Action Item:
2027 Goal 1: Destination Community & Quality of Life
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Further progress has been made developing the details of the program, and before presenting the
final report and program for vote, staff seeks feedback on the level of funding the Commission is
interested in considering.
Amount Requested: Budgeted Item:
N/A Yes No N/A x
Fund(s) or Account(s): Budget Amendment Needed:
N/A Yes No N/A x
Recommended Motion:
N/A (For Discussion Only)
Approvals: Name the Policy/Ordinance Followed:
Immediate Division x
Head
Information
Technology
Other Division Heads
Communication
Legal Review
Page 97 of 115
8/14/2025
DRAFT
Water Affordability Program
City of Muskegon
BARBARA MARCZAK, NICOLE DYER, ERNIE SARKIPATO
August 2025
Introduction
• Systems are aging
• Water/wastewater
systems have
increased capital and
maintenance needs
• Increasing regulations
• Rates not keeping up
2
City of Muskegon Sanitary Sewer
3
Page 98 of 115
1
8/14/2025
What is the Affordability Need in Muskegon?
State of Michigan City of Muskegon
Poverty
13% Poverty
20%
Above ALICE
Threshold
38%
Above ALICE
ALICE
Threshold
28%
59%
ALICE
42%
2025 Family of Four Poverty Guidelines
Federal Poverty Level Yearly Income
100% $32,150
200% (ALICE Threshold) $64,300
4
2025 Muskegon County Rate Study
Estimated Estimated
Monthly Monthly Estimated
Municipality Water Bill Sewer Bill Total Bill
City of Whitehall $18.72 $38.82 $57.54
City of Montague $30.42 $32.66 $63.08
City of Norton Shores $38.98 $32.76 $71.74
City of Muskegon $31.03 $52.78 $83.81
City of Grand Rapids $34.39 $53.65 $88.04
City of Muskegon Heights $52.81 $41.85 $94.66
City of Roosevelt Park $54.57 $60.28 $114.85
City of North Muskegon $63.09 $65.07 $128.16
*Water rates estimated using 6,000 gal/month=estimate for 4-person household
5
Delinquent Customer Phone Survey
Page 99 of 115
2
8/14/2025
Customer Phone Survey
• DPW staff spoke with 79 households in delinquency
• There is a financial need
-71% said they didn’t pay their bill due to lack of money
• Many don’t know where to find help
-47% unaware of arrearage assistance, 70% unaware of plumbing repair assistance
-increase awareness of available assistance
• Several said the utility bill and fees are confusing
-update bill, provide education on how to read the bill
• Water conservation education may be helpful
-24% have not looked for leaks, educate on checking for leaks and the cost of leaks
-35% do not limit water use to lower bill, educate on ways to conserve water
Community Outreach
• City staff working on updates to the Utility Bill
More readable
Possible video to explain
• Completed Education Material Handouts:
Available at National Night Out, Treasury Office
• Completed Three Educational Videos:
Ways to Save Water & Reduce Your Bill - https://youtu.be/JxWGxH1OUSo
How to Check for Toilet Leaks - https://youtu.be/_rUZrE_lbFk
How to Check for Water Leaks - https://youtu.be/rhGpLxCf-Ig
8
Research Summary
• Some residents struggle with utility bill affordability
• Delinquency rates are high
Results in fees and sometimes shutoffs for customers
Results in time and effort of City staff
• There is current funding for arrearages through Community Action
Will expire in 2027
Does not reduce monthly water bills
• Search for other funding has not been successful
Social Equity Program
Community Foundation
Other Grants
CDBG (emergency repairs)
9
Page 100 of 115
3
8/14/2025
Existing Program Research
• GLWA
• City of Detroit
• City of Grand Rapids
• City of Holland
• City of Kalamazoo
10
Current Water Affordability Actions
• Installing Smart Meters
• Communicating High Usage to Customer
• Providing Leak Adjustment Credit
• Advertising Assistance to Customers in Shut-off Status
• Conservation Education & Toilet Leak Test
• Developing Rolling Shutoff
• Developing Updates to Utility Bill
11
Water Affordability Program Components
Utilize 1. Program Eligibility
Existing
Funding 2. Affordable Monthly Bills
Sources
3. Arrearage Assistance
Program
4. Plumbing Assistance
Administration
5. Water Conservation
Currently Program
Pursuing Funding
6. Education and Outreach
12
Page 101 of 115
4
8/14/2025
Yearly Water/Sewer Bill at 2% Bill Burden
$1,200
$990
$1,000
$836
$800
Total annual bill
$643
with $7/person
$600
in household
monthly credit
$407 $390
$400
$313
$200
$0
1-Person Household 4-Person Household
100% FPL, 2% Income 130% FPL, 2% Income Total Yearly Bill (Aug. 2025 rates)*
*estimated using 50 gal/day/person
13
Program Funding Scenarios
COST TO
MONTHLY HOUSEHOLDS PROGRAM RESIDENTIAL HOUSEHOLD
SCENARIO ELIGIBILITY ASSISTANCE SERVED ANNUAL COST1 RATE INCREASE PER MONTH
A 150% FPL $7/PERSON/HH 1500 $395,370 9% $7.54
B 150% FPL $7/PERSON/HH 1000 $263,850 6% $5.03
C 150% FPL $7/PERSON/HH 500 $131,790 3% $2.51
0-100% FPL $7/PERSON/HH 300
D $109,038 2% $1.68
101-150% FPL $3/PERSON/HH 200
1
INCLUDES ADMINISTRATIVE COST
Estimated # of Households in City: 0-100% FPL=2,200
Average Delinquent =1,500 100-150% FPL=3,300
14
Program Administration
• Meet with Residents for entry
• Track payments and assistance
• Perform annual audits
Recommendation: Self-Implementation
Intake by Community Neighborhood Services
Administration by Treasurer’s Office (will
require additional staff)
15
Page 102 of 115
5
8/14/2025
Proposed Program
• $7/month per person in house (up to 1,500
households)
• Must be at or below 150% FPL to qualify
• Program participant must stay current on
monthly bill payment
• No water shut off or late penalties if enrolled in
program
• This requires a dedicated funding source
16
Thank you!
17
Page 103 of 115
6
Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Downtown Noise Ordinance
Submitted by: Commissioner Kilgo Department: City Commissioners
Brief Summary:
Noise Ordinance discussion
Detailed Summary & Background:
Commissioner Kilgo requested this item to be placed on the Legislative Policy Committee meeting
agenda after being approached by several business owners downtown that would like to conduct
business until 2:00 AM
Goal/Action Item:
2027 Goal 1: Destination Community & Quality of Life
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Amount Requested: Budgeted Item:
n/a Yes No x N/A
Fund(s) or Account(s): Budget Amendment Needed:
n/a Yes No x N/A
Recommended Motion:
Discussion Only
Approvals: Name the Policy/Ordinance Followed:
Immediate Division x Chapter 26 - Environment; Article II - Noise
Head
Information
Technology
Other Division Heads
Communication
Legal Review
Page 104 of 115
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Page 109 of 115
Agenda Item Review Form
Muskegon Legislative Policy Committee
Commission Meeting Date: August 19, 2025 Title: Building Inspection - RFP
Submitted by: Jonathan Seyferth, City Manager, Department: Manager's Office
Timothy Kozal, Public Safety Director
Brief Summary:
The current contract for inspection services with SafeBuilt expires December 31, 2025. City staff intend
to begin the process of releasing an RFP around Labor Day.
Detailed Summary & Background:
Discussion regarding the Building Inspections Contract, RFP timing, Commissioner feedback,
expectations and desires regarding this contract, and next steps.
Please note, staff isn't necessarily looking for critiques/discussion on the RFP itself as this is an
operational matter. We're providing it to demonstrate to the commission that we are ready to move
forward with the process.
Goal/Action Item:
2027 Goal 2: Economic Development Housing and Business
Is this a repeat item?:
Explain what change has been made to justify bringing it back to Commission:
Amount Requested: Budgeted Item:
n/a Yes X No N/A
Fund(s) or Account(s): Budget Amendment Needed:
n/a Yes No X N/A
Recommended Motion:
Discussion Only
Approvals: Name the Policy/Ordinance Followed:
Immediate Division X
Head
Information
Technology
Other Division Heads
Page 110 of 115
Communication
Legal Review
Page 111 of 115
City of Muskegon Request for Proposals (RFP): Inspection Services
Issue Date:
Proposal Due Date:
Delivery Location:
City of Muskegon – City Clerk
933 Terrace Street
Muskegon, MI 49440
1.0 Introduction
The City of Muskegon is soliciting proposals from qualified firms to provide comprehensive
inspection services as further outlined in this request. The selected firm will be responsible for
conducting inspection services under the direction of the City’s Director of Public Safety or their
designee. The purpose of this RFP is to identify and select a firm capable of delivering high-
quality, timely, and professional services in accordance with the City's standards and operational
goals.
2.0 Scope of Services
2.1 Services
As directed by and under the supervision of the Director of Public Safety or their designee, the
Contractor shall provide all inspection services as described in the proposal.
2.2 Building Official
The City and the selected Contractor shall jointly hire the City's Building Official. The Building
Official will report to the Director of Public Safety, or their designee, for purposes of daily
operations and oversight. However, all compensation, fringe benefits (including but not limited
to retirement contributions and insurance), training, and management of the Building Official
shall be the full responsibility of the Contractor. The City will have no financial or benefit-
related obligations toward the Building Official.
2.3 Scope of Services
The selected Contractor will be expected to provide the following services:
Administrative Services
• Provide onsite administrative staff
• Manage permit intake during City Hall business hours
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• Communicate estimated timelines for reviews and completion at permit intake
• Answer inquiries and provide continued applicant communication
• Distribute and maintain relevant handouts
• Administer contractor registration
• Utilize City’s BS&A system or Contractor’s software (if approved)
• Implement performance metrics and reporting
• Schedule inspection staff and follow up on complaints
• Provide minimum two public educational workshops annually
• Offer two $500 community partner scholarships per year
• Provide emergency building code response (after-hours cell availability)
Building Department Services
• Enforce adopted codes and amendments
• Provide rental program and environmental code compliance services
• Perform historic structure review and inspection
• Maintain compliance documentation
• Train staff on Muskegon-specific codes
• Manage CEU requirements for Act 54 compliance
• Represent City at meetings, including HBOA
• Clean, organize, and maintain proper record retention
• Support partnerships with schools and colleges on code services
• Facilitate FOIA requests with City Clerk
• Inspect and track long and short term rentals
• Report directly to Director of Public Safety
Plan Review Services
• Perform complete plan reviews (residential and commercial)
• Guide applicants through submittal processes
• Conduct reviews of structural, mechanical, plumbing, electrical, energy, accessibility,
egress, and use classifications
• Attend pre-submittal meetings
• Track and report plan review progress
• Provide expert consultation and review all revisions
Inspection Services
• Coordinate all inspection requests
• Offer a.m./p.m. options and 2-hour inspection windows
• Notify homeowners 30 minutes in advance
• Conduct inspections per code and ordinance, including liquor licenses and fire
coordination
• Provide onsite consultation
• Ensure safety/security, document issues, notify staff of violations
• Manage dangerous building abatements
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• Deliver stop-work notices as authorized
• Leave inspection reports onsite when appropriate
Administrative Support / Permit Technician Services
• Manage permit lifecycle from intake to issuance
• Collect fees if authorized
• Track inspection schedules and compliance
• Deliver customer service and minimal-review permit processing
• Handle complaints and public communication
3.0 Proposal Requirements
Each proposal must include:
• Company profile and qualifications
• Project team bios (including proposed Building Official)
• Approach to services outlined in Section 2
• Management and performance monitoring approach
• Cost proposal and fee schedule
• References from three or more municipalities
4.0 Evaluation Criteria
Proposals will be evaluated on:
• Experience with municipal inspection services
• Depth of proposed services and resources
• Approach to quality, responsiveness, and performance metrics
• Price competitiveness
• Past performance and references
• Commitment to customer service and community education
5.0 Submission Instructions
Submit sealed proposals clearly labeled:
“Proposal for Inspection Services – City of Muskegon”
To be received no later than:
2:00 p.m. on (place it on a Thursday)
at:
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City of Muskegon – City Clerk
933 Terrace Street
Muskegon, MI 49440
6.0 Contact Information
Direct all RFP questions to:
Tim Kozal
Director of Public Safety
Email: [Insert Email]
Phone: [Insert Phone Number]
7.0 Reservation of Rights
The City of Muskegon reserves the right to accept or reject any or all proposals, waive any
irregularities, and select the proposal deemed to be in the City’s best interest.
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