the city of ferndale · progress 63% page 2 7 % # on track 25.0 4 some disruption 12.5 2...

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The City of FerndaleAgenda

City Council MeetingSATURDAY, SEPTEMBER 12, 2020 @ 9:00 AM

City Hall, 300 E 9 Mile, Ferndale, MI 48220Join from a PC, Mac, iPad, iPhone or Android device:

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1.Pledge of Allegience

2.Roll Call

3.Approval of Agenda

4.Rules of Procedure

4.A. Approval of City Council Strategic Planning Workshop Rules of Procedure

5.Regular Agenda

5.A. The Novak Consulting Group Workshop Agenda

6.Call to Audience

7.Adjournment

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https://d2kbkoa27fdvtw.cloudfront.net/ferndalemi/a7032c35f4b62f1e5b20a389774adf3f0.pdf

https://d2kbkoa27fdvtw.cloudfront.net/ferndalemi/95f478e395f9876ecfcd655d0de0dd6c0.pdf

September 12, 2020 City Manager

CITY OF FERNDALEREQUEST FOR COUNCIL ACTION

FROM: Barb Miller

SUBJECT: Approval of City Council Strategic Planning Workshop Rules of Procedure

INTRODUCTION

SUMMARY & BACKGROUNDCity Council has scheduled a strategic planning session (“workshop”) to be held at a special meeting inCouncil chambers, 300 E. Nine Mile Road, Ferndale, MI 48220, on Saturday, September 12, 2020 at 9:00 a.m.,eastern standard time. The purpose of the strategic plan workshop is to provide City Council with anopportunity to select and prioritize key initiatives sourced from adopted city plans. This special session isfacilitated by the Novak Group and supported by department directors and support staff.

BUDGETARY CONTEXT

CIP#

ATTACHMENTSRules of Procedure Ferndale City Council Workshop (2020.09.01).docx

STRATEGIC PLANNING CONTEXTOrganizational and Financial Excellence

RECOMMENDED ACTIONAdopt the proposed City Council Strategic Planning Workshop rules regarding “public comment,” consistentwith Rule VIII.2. Amendment of Rules.

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/684298/Rules_of_Procedure_Ferndale_City_Council_Workshop__2020.09.01_.pdf

Ferndale City Council

Workshop-Rules of Procedure

City Council has scheduled a strategic planning session (“workshop”) to be held at a special meeting in Council chambers, 300 E. Nine Mile Road, Ferndale, MI 48220, on Saturday, September 12, 2020 at 9:00 a.m., eastern standard time.

1. Written notice of the special meeting shall be posted at City Hall at least 18hours before the meeting by the clerk and published on the City’s website.

2. The workshop shall be available electronically, including by telephonic conferencing and video conferencing, consistent with the City’s resolution and the Governor’s Executive Orders including 2020-154.

3. The public participation portion of the meeting shall be after the conclusion of the workshop session immediately prior to Council’s adjournment of the meeting.

4. Each person will be allowed to speak up to 2 minutes.

5. Each person wishing to address Council will be asked to identify him or herself by name and address.

6. Individuals addressing Council should take into consideration the rules of common courtesy. The public participation portion of the meeting shall not be used to disrupt the order of the meeting.

7. Council members may question speakers, but are not obligated to answer questions or make statements or comments in response to issues raided by the public. Any such issues may be referred to the city manager for investigation, study and recommendation on future Council Agendas for consideration.

8. These rules for public participation at Council’s workshop meeting on September 12, 2020 are an amendment of Council’s adopted Rules of Procedure and amended consistent with VIII, Miscellaneous, 2 Amendment of Rules which provides:

These rules may be amended by a majority vote of the Council provided notice of the proposed amendment has been given at the regular session of the Council immediately preceding, or they may be suspended for a single session by a majority vote of the Council.

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CITY OF FERNDALEREQUEST FOR COUNCIL ACTION

FROM: Barb Miller

SUBJECT: The Novak Consulting Group Workshop Agenda

INTRODUCTION

SUMMARY & BACKGROUNDThe strategic plan meeting scheduled for September 12, 2020, presents a critical opportunity for City Councilto develop and coalesce around a shared vision and direction for the community. Important results of thisexercise include building consensus around policy direction, funding priorities, and developing a broadunderstanding of the resources and financial investments that are required to fulfill said policy and fundingpriorities.

An adopted strategic plan provides the justification and basis for department budget processes, annual goalsetting, and long-term succession planning, all tenets of a continuum or resilience for long-term organizationalplanning.

The current plan is designed as a three-level plan. The top level includes seven Critical Success Factors, orCSF’s--broad outcome areas that should directly correlate with the community’s vision statement, or thestandards for the community’s quality of life as agreed upon by City Council. CSFs should provide focus forprioritizing funding initiatives and policy direction as articulated through key community plans and the budgetprocess. A performance dashboard for the strategic plan is located on the homepage of the City's website. Thedirect link is https://performance.envisio.com/dashboard/city-of-ferndale537.

The middle level of the plan includes initiatives (projects) that positively contribute to the ideals of the criticalsuccess factors. Most of the source documents for these projects are related to important plans approved byCity Council or mandated by statute. Adopted plans should include actionable recommendations that can beconsidered by City Council for prioritization under initiatives. Current Important community plans include:• 2016 Master Land Use Plan• 2015/2020 Ferndale Moves Plan (Complete Streets)• 2019 Downtown Sanitation Plan• 2019 Affordable Housing Action Plan• 2019 Cobalt Community Survey• 2017 Parks and Recreation Master Plan• 2019 Stormwater Vulnerability Assessment

Plans on the horizon:• 2021 Master Land Use Plan update• 2021 Climate Action Plan

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The bottom level of the plan includes actions that support the delivery of successful initiatives or projects. Thislevel of the plan is very much operational. The tasks, details, and resources required to successfully deploy aproject from beginning to end is often revealed during project planning. Details at this level are meant forinternal planning, and less so for strategic planning discussion.

BUDGETARY CONTEXTThe City Manager budgets funding for a 3rd party facilitator to lead the biannual strategic planning discussion.A majority of City Council approved a proposal from the Novak Consulting Group to facilitate this sessionduring a May City Council meeting.

CIP#N/A

ATTACHMENTSexecutive_report_new.pdf

STRATEGIC PLANNING CONTEXTOrganizational and Financial Excellence

RECOMMENDED ACTIONNo motion is necessary

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/684301/executive_report_new.pdf

Executive Report (New)

Current Reporting Date: Sep 18, 2020

Report Created On: Sep 03, 2020

Page 1

6

7Crit Success Factor

59Initiative

115Action

Report Legend No Update Overdue # Priority

%

Status Pending 14.78

On Track 22.61

Some Disruption 13.04

Major Disruption 4.35

Discontinued 4.35

Completed 40.87

Status

Overall Summary

Progress

63%

Page 2

7

% #

On Track 25.0 4

Some Disruption 12.5 2

Discontinued 18.75 3

Completed 43.75 7Status

Crit Success Factor 1

Economic Prosperity - Ferndale has an energetic downtown and

an expanding and innovative industrial district. Entrepreneurs look

to Ferndale to start and grow their businesses and contribute to a

balanced and stable local economy.

% #

Status Pending 12.5 3

On Track 16.67 4


Major Disruption 8.33 2

Completed 58.33 14

Status


Supported Infrastructure - Ferndale cares for the infrastructure

and assets that provide critical services to the community.

Ongoing maintenance is funded and planned for in both the

operating budget and capital improvement plans.

% #





Safe, Protected, Engaged Community - Ferndale residents

flourish in a safe and welcoming environment where public safety

is foundational to community health. City government is

accessible and responsive to all who choose to engage in routine

civic life.

% #

On Track 50.0 3




Accessible Transportation Options - Ferndale prioritizes safe and

accessible transportation options within our community for all

users, from walking and biking to driving and transit.

% #

On Track 100.0 1

Status


Strong Regional Partnerships - Ferndale recognizes its role as

convener and connector of local and regional partners that

contribute to the City's success. Local Schools, DDA, Library, and

regional governmental and non-governmental organizations

engage with the City for support and partnership op...

% #


On Track 22.5 9



Discontinued 5.0 2

Completed 42.5 17

Status


Organizational and Financial Excellence City government

recognizes that leading a modern community requires a

commitment to internal quality and financial prudence. City

employees are committed to innovation and continuous

improvement in the pursuit of excellence.

Plan Summary

Page 3

8

% #


On Track 23.81 5



Completed 28.57 6

Status


Healthy, Connected and Invested Neighborhoods Ferndale has a

variety of housing choices for every age and income level

interwoven with an integrated park system that serve as focal

points for engaged neighborhoods. Residents actively contribute

to a thriving environment, enhancing their homes and...

Page 4

9

Crit Success Factor 1 Progress 86%

Economic Prosperity - Ferndale has an energetic downtown and an expanding and innovative

industrial district. Entrepreneurs look to Ferndale to start and grow their businesses and contribute to a

balanced and stable local economy.

% #

On Track 25.0 4



Completed 43.75 7

Updated on Jul 04, 2019 18:50:22

Initiative 1.1: Create an annual City-owned property report/process (75.0% completed)

Action 1.1.1: Develop Recommendations for Current Inventory and Policies for Managing Inventory Annually (75% completed)

Highlights/Completions: Arrived at consensus with City Attorney re: appropriate approach for property disposition (RFP with specific

parameters around price and community goals). E Quetell already built out an updated inventory, will formalize a policy for the annual

updating of that inventory.

Risks / Concerns:

Next steps: Draft an RFP Template for property disposition and write policy document for electronic spreadsheet updating (inventory).

Initiative 1.2: Workforce development on increasing pipeline into trades (0.0% completed)

Open in Ferndale Portal will be launched in September 2019 (approx.) and will serve as the vehicle for resource referrals. Registered for

MEDA Annual Meeting in Marquette (August 2019) and there is at least one session on the trades/talent pipeline. Will glean findings from

this session on the current state of these efforts throughout Michigan and develop recommendations for how to increase the pipeline here

in Ferndale.

Initiative 1.3: Create an integrated organizational plan with DDA to complement and enhance their service and success

(40.0% completed)

The initiative is highly dependant upon the DDA's Executive Director selection process. The selection process is being managed by

GovHR, a consulting firm. I expect the job posting to be posted by July 8th. The fulfillment period should last approximately 30-45 days.

Initiative 1.4: Create an Innovation District (North of E. 9 Mile, West of Hilton, East of railroad tracks)

(75.0% completed)

Action 1.4.1: Amend the zoning ordinance to permit the uses and form-based standards recommended in the Master Plan (75%

completed)

Highlights/Completions: Multiple Planning Commission meetings and district stakeholder meetings took place over the past year to

complete the most recent draft ordinance.

Risks / Concerns: N/A

Page 5

10

Initiative 1.1 Progress 95%

Create an annual City-owned property report/process % #

On Track 100.0 2


Create a global economic development platform that governs overall economic strategies in Ferndale,

including: business support strategies, community marketing, and overall economic development

activities.

% #

On Track 33.33 1

Completed 66.67 2

Next steps: Public hearing scheduled at the Planning Commission to review the draft ordinance on June 19, 2019. City Council would

consider the ordinance after Planning Commission.

Initiative 1.5: Develop N. Hilton business district requirements, incentives program (0.0% completed)

Had a productive conversation with the Oakland County Main Street team - they have an interest in cultivating and supporting more

districts throughout Oakland County. Have also discussed organizing and additional resource support with several Hilton/Iron Ridge

business owners. Will work on convening stakeholders to discuss a possible Main Street designation.

Initiative 1.6: Implement an affordable housing action plan that that aligns with housing policy (0.0%

completed)

LSA Contract (not to exceed $70K) for plan development and community engagement was approved by City Council in June 2019. Work

to begin in earnest in August 2019 and Plan to be delivered approx Feb/Mar 2020.

Initiative 1.8: Develop a Green Incentives Program for the Downtown rooted in green infrastructure plan

(20.0% completed)

Continuing to work with OHM Advisors and community groups for input from SEMCOG planning grant.

Updated on Aug 10, 2020 14:54:24

Action 1.1.1: Develop Recommendations for Current Inventory and Policies for Managing Inventory Annually (95% completed)

Highlights/Completions: Risks / Concerns: Next steps: Draft plan is in final legal review and anticipated to go to Council for initial

consideration on August 24.

Action 1.1.2: City Council approves of a policy that includes protocols and RFP templates for property acquisition, disposition,

and monitoring. (95% completed)

Highlights/Completions: Risks / Concerns: Next steps: Draft plan is in final legal review and anticipated to go to Council for initial

consideration on August 24

Updated on Aug 10, 2020 14:54:42

Action 1.2.3: Create a framework for an annual report that articulates opportunities, insights, and results of economic

development strategies. This report should be a function of Open in Ferndale and should fold in other related activities such as

Build, MBC, and FSBC. (71% completed)

Page 6

11


Create an integrated organizational plan with DDA to complement and enhance their service and

success

% #

Discontinued 25.0 1

Completed 75.0 3


Create an Innovation District (North of E. 9 Mile, West of Hilton, East of railroad tracks) % #

Completed 100.0 1


Develop N. Hilton business district requirements, incentives program % #


Highlights/Completions: Risks / Concerns: Next steps: Open in Ferndale being prepped for launch at end of August 2020. Framework

expected to be complete by end of calendar year 2020.

Updated on Sep 19, 2019 14:20:41

I have received a basis for a shared services agreement between the DDA and City. I will circulate the baseline document to multiple

departments for input. Once we have input, I will coordinate a meeting with the next DDA Director and DDA executive committee for an

initial review.

Updated on Sep 02, 2019 12:57:21

Action 1.4.1: Amend the zoning ordinance to permit the uses and form-based standards recommended in the Master Plan (100%

completed)

Highlights/Completions: City Council approved the recommended draft ordinance amendments to the Industrial Districts at the August 26,

2019 meeting.


Next steps: Initiative and action item complete.

Page 7

12


Implement an affordable housing action plan that that aligns with housing policy % #

On Track 100.0 1

Initiative 1.7

Develop a complete streets plan for Hilton and Livernois.% #


Updated on Aug 10, 2020 14:55:06

Action 1.5.1: Engage and Organize N Hilton Business Community (0% completed)

Highlights/Completions: Risks / Concerns: Next steps: This item has been delayed due to Covid-19 and will be addressed using Open in

Ferndale once that launches at the end of this month.

Updated on Aug 10, 2020 14:55:18

Action 1.6.1: Execute development of Community Affordability and Inclusivity Action Plan (90% completed)

Highlights/Completions: Risks / Concerns: Next steps: Plan is scheduled to go before Council on August 24.

Updated on Feb 14, 2020 01:40:35

Highlights/Completions: No changes.


Next steps: Include complete streets recommendations for Hilton and Livernois as part of 2020 mobility plan update.

Page 8

13


Develop a Green Incentives Program for the Downtown rooted in green infrastructure plan % #



Update code requirements for recycling and waste management for commercial and industrial zones % #

Completed 100.0 1

Updated on May 29, 2020 16:42:42

Action 1.8.1: Finalize recommendations from SEMCOG community grant with OHM Advisors. (67% completed)

Highlights/Completions: Final report received from OHM Advisors and WRC.

Risks / Concerns: Delay of implementation due to COVID-19.

Next steps: Next GWK meeting was rescheduled from March to June 2020.

Updated on May 29, 2020 16:43:15

Action 1.9.1: Evaluate current waste management requirements. (84% completed)

Highlights/Completions: In April 2020, RRS presented the draft plan to City Council and the DDA Board and received good feedback. A

final draft of the plan is being reviewed by staff.

Risks / Concerns: Budget and implementation implications of COVID-19.

Next steps: Review the final draft plan by fall 2020.

Page 9

14


Supported Infrastructure - Ferndale cares for the infrastructure and assets that provide critical

services to the community. Ongoing maintenance is funded and planned for in both the operating budget

and capital improvement plans.

% #


On Track 16.67 4



Completed 58.33 14


Develop green infrastructure plan % #

Completed 100.0 1


Create Fleet Management Policy. Considers EV plan, lifecycle management, lease/purchase policy, etc. % #

Completed 100.0 5

Updated on Feb 14, 2020 17:09:10

Alexis is working on this during my leave. Hope to have something in place by October.

Updated on Aug 12, 2019 09:49:08

No movement on this yet. Currently, we use the American Public Works Associations best management practices for vehicle and

equipment replacements.

Page 10

15


Digitize all City assets in CAMS system % #



Implement gigabit fiber in the Downtown. % #

On Track 50.0 1

Completed 50.0 1


Incorporate WA3 Complete Streets standards for Woodward. Design right of way improvement strategy. % #

Completed 100.0 1

Updated on Aug 12, 2020 12:24:09

The City and Oakland County completed all of the water asset implementation into Oakland County GIS. The goal is to have staff training

on the new software sometime between August and September. Following the training, staff will be able to utilize Cityworks in the office

and out in the field.

Updated on Sep 19, 2019 14:24:54

Rocket Fiber is developing a network design for The dot and Schiffer Park. We have met with the DDA, they have included supporting a

downtown wireless/business WIFI program when the infrastructure is in place.

Updated on Feb 14, 2020 01:42:17

Highlights/Completions: MDOT delayed construction on Woodward Avenue at least until 2021.

Risks / Concerns: Budget for Complete Streets plan elements.

Next steps: Review results of Toole Design traffic study in March 2020. Build community consensus for future design of Woodward Avenue

during the 2020 mobility plan update. Complete MDOT's road diet checklist requirements, if that is the recommended future design.

Page 11

16


Adopt a direction for updating the Community Center. % #


Completed 50.0 2


Draft a citywide public alley management plan % #

On Track 100.0 1


Create a Fire Dept. Facility Capital Improvement Plan % #

Completed 100.0 2

Updated on May 26, 2020 18:17:27

Funding for an update to the Kulick Community Center was suspended during the FYE 21 budget process. COVID-19 caused a series of

economic concerns that forced proractive budget cuts. We will suspend major capital investments until we have a better understanding of

the economic fallout of the pandemic. A budget amendment session is scheduled for September. This session will give staff and council

an opportunity to reconsider the budget with more information.

Updated on Aug 07, 2020 19:15:01

Action 2.7.1: Create a policy for citywide public alley maintenance. (10% completed)

Current status: Giffels-Webster reviewing existing alleys to come up with an estimate for potential construction and maintenance.

Risks / Concerns: Delayed due to COVID-19. Implications for limited funding for alley maintenance.

Next steps: Review estimate for paving existing alleys from Giffels-Webster. Create a report with DPW to share with City Manager's office

with findings to determine if this will be a City Council priority in the Strategic Plan.

Updated on Oct 28, 2019 17:50:17

CIP applications submitted in order of importance based on safety and efficiency. A review of applications will be conducted in November

by the CIP Committee to discuss applications and rank them on importance and need and available funding.

Page 12

17


Create a Facility Capital and operations plan for the DPW and SW Storage Yard. % #


On Track 33.33 1


Implement citywide LED transition plan. % #


On Track 33.33 1

Completed 33.33 1


Finalize and implement a downtown sanitation plan. % #

Completed 100.0 1

Updated on Aug 10, 2020 19:19:20

The project team has delivered some initial conceptual feedback about possible future uses and configurations for the SW Storage yard.

We have also held multiple conversations with Ferndale Schools and received direct feedback from some members of Royal Oak

Township concerning the future of the yard. Any forward movement will require City Council funding prioritization. It is also the City

Manager's preference to conduct a holistic municipal facilities needs assessment so we may create a long term plan for addressing

ongoing capital needs for city facilities.

Updated on Feb 14, 2020 17:11:25

Full LED conversion completed November 2019. Working with Reggie Brown, our rep to have our mapping and inventory match our billing

system. Meeting with him mid-February.

Updated on Aug 14, 2019 18:42:31

The sustainability planner has developed a draft RFP that will be released for bid over the next month. The bid document was created

through a collaborative process that included input from the City Manager, DPW, Finance, CED, and the DDA.

Page 13

18

The City Manager will present a plan to immediately address the conditions of downtown sanitation at the compactors during the August

26th City Council meeting.

Page 14

19


Safe, Protected, Engaged Community - Ferndale residents flourish in a safe and welcoming

environment where public safety is foundational to community health. City government is accessible and

responsive to all who choose to engage in routine civic life.

% #



Completed 14.29 1


Create a safety plan for all municipal buildings for active assailant and a policy for managing municipal

campus security.

% #



Achieve Accreditation for the Police Department % #

Completed 100.0 1

Updated on Apr 14, 2020 20:50:26

COVID-19 pandemic has halted all training and forward movement on this initiative.

Updated on May 27, 2020 19:13:21

We have reached 100% completion on making our written directives comport with the 105 MLEAC standards and over 400 bullet points.

We are also 100% done collecting proofs for each of the standards. A mock assessment is being completed and should be completed by

June. Once that is completed some cleanup work will be done and a full assessment should be scheduled by late June.

Page 15

20


Establish placemaking program, funding % #



Achieve Accreditation for the Fire Department % #


Updated on Mar 04, 2020 15:31:47

This is supposed to be moved to CED/Jordan or Kyle?

Initiative 3.4

Create the front-matter (recitals) for a Crisis Communications Plan.

Updated on Mar 04, 2020 15:39:38

After researching, including reaching out to some AFI colleagues, I found a crisis comms plan example that I like. The University of

Washington Crisis Communications Plan mirrors many of the City of Ferndale's practices, including convening emergency teams that may

differ depending on the scenario, development of fact sheets (similar to our FAQs), and a great chart outlining how and when to use each

communication tool. This is the framework--with some changes/additions--that I'll be following. Their plan is attached for reference.

Page 16

21


Accessible Transportation Options - Ferndale prioritizes safe and accessible transportation options

within our community for all users, from walking and biking to driving and transit.

% #

On Track 50.0 3


Completed 33.33 2


Establish mobility peer benchmark report % #


Completed 66.67 2

Updated on Aug 07, 2020 19:45:49

Current status:

• The City is in the early stages of the 2020 Ferndale Moves mobility plan update, which should be completed in January 2021.

Risks/Concerns:

• Implications for multi-modal transportation budgets due to COVID-19 pandemic.

• Delay in the overall timeline and community engagement for the Ferndale Moves Plan update during COVID-19.

Next Steps:

• Priority infrastructure and policy recommendations will be in the Ferndale Moves mobility plan. Generally, staff recommends

Woodward Avenue, the Withington alley, Vester, W. Nine Mile, Wanda, and Bermuda to be considered as priority projects in the

next Strategic Plan.

• W. Marshall will be resurfaced in 2021 and was previously approved by City Council. City Council may want to consider removing

this item from the Strategic Plan.

Updated on Aug 07, 2020 19:15:42

Action 4.1.3: Implement policy for bicycle and pedestrian counts. (60% completed)

Page 17

22


Facilitate pedestrian, transportation, and sustainable improvements to Withington Alley % #

On Track 100.0 1


Update W. Marshall to include complete streets standards % #

On Track 100.0 1

Current status: Collected partial data in fall 2019 on Livernois. Working with Traffic Improvement Association (TIA) to determine if they can

complete counts in fall 2020.

Risks / Concerns: Expense to collect bicycling counts on streets without separated or buffered bike lanes. Ability to conduct counts during

COVID-19.

Next steps: Create standard policy as part of Ferndale Moves plan update.

Updated on Aug 07, 2020 19:17:52

Action 4.2.1: Create a plan for Withington alley improvements, including design and community engagement. (33% completed)

Current status: Applied for funding during the most recent 2020 Capital Improvement Plan process and awaiting funding year.

Risks / Concerns: Capital Improvement budget due to COVID-19.

Next steps: Review as part of the Ferndale Moves mobility plan update and recommend as a priority project for sanitation, sustainability,

mobility, economic development, and parking. Coordinate community engagement with DDA. Could be a priority project in Strategic Plan.

Updated on Aug 07, 2020 19:18:00

Action 4.3.1: Finalize design for 2020 W. Marshall resurfacing. (85% completed)

Current status: City received additional TAP (Transportation Alternatives Program) grant funds to support the project for 2021 construction.

Bids expected back in mid-August.

Risks / Concerns: The project has been delayed until the 2021 construction season.

Next steps: City Council to consider bid award contract in late August. Construction in April 2021. May not need to be in the next Strategic

Plan since the plan and grant were already approved.

Page 18

23


Improve 9 Mile accessibility % #

On Track 100.0 1

Updated on Aug 07, 2020 19:18:24

Action 4.4.1: Include 9 Mile accessibility in the mobility plan update in 2020.

Current status: City received Federal grant funding for basic resurfacing in 2023 for Pinecrest to Republic portion.

Risks / Concerns: Additional funding undetermined for multi-modal planning and future budget implications of COVID-19.

Next steps: Incorporate 9 Mile street design options in the 2020 Ferndale Moves mobility plan update. Plan community engagement for

early 2022. Could be highlighted as an implementation project in the next City Council Strategic Plan.

Page 19

24


Strong Regional Partnerships - Ferndale recognizes its role as convener and connector of local and

regional partners that contribute to the City's success. Local Schools, DDA, Library, and regional

governmental and non-governmental organizations engage with the City for support and partnership

opportunities.

% #

On Track 100.0 1


Create design/use standards for 8 Mile & Woodward Development % #

On Track 100.0 1

Updated on Jul 09, 2019 14:08:44

Agreed to engage with the Ferndale Public Library to host a reading and educational event focusing on fire prevention and the role of the

Fire Department in the community at Fire Station 2 on October 5th, 12th 2019.

Participation with DDA Art of Cocktail event. A bid was made to have a fire truck visit a family event at Wilson Park in late August.

Recently became a member of IAFC, International Association of Fire Chiefs. This organization offers conferences focusing on current

issues in the fire service on a national level. Also, networking opportunities of local, state and national levels.

Renewed membership to MFIS, Michigan Fire Inspectors Society. This organization offers continuing education, conferences, networking,

state and local resource information, and is involved with state and federal political activity to enhance fire safety.

Renewed membership for IAAI-Michigan Chapter. This organization offers members continuing education, tested training that holds up in

a court of law and prepares members for expert witness testimony. It also has an international chapter. IAAI is a great networking forum

as well and is the front runner in professional fire investigation organizations.

Joint collaboration with Ferndale Police Department and surrounding agencies including MSP, Pleasant Ridge PD, Oak Park, OAKWAY

Departments for a full scale active assailant training at the Ferndale High School in August. Date to be determined.

Involved with participating with CLEMIS, LEPC and Fire Governance committees at Oakland County.

Hosting fire drills at Credit Union One on July 10th. McDermid Extinguisher training completed in May and a full scale fire drill set up for

September.

Page 20

25

Updated on Aug 10, 2020 14:55:39

Action 5.1.1: Participate in, then endorse, plan updates in key corridor organizations (8 Mile Blvd Association and Woodward

Ave Action Association) (80% completed)

Highlights/Completions: Risks / Concerns: Next steps: WA3 has, as of July 2020, approved a narrowed scope of focus, and 8MBA's

restructuring is complete. Current priority for 8MBA is helping Ferndale and Detroit address the 8 and Woodward intersection partnership.

Full reports outlining next steps for both organizations will be provided to Council before the end of 2020.

Initiative 5.2

Create a regional recycling coalition

Updated on Jun 07, 2019 14:43:57

This is already a service through SOCRRA

Page 21

26


Organizational and Financial Excellence

City government recognizes that leading a modern community requires a commitment to internal quality

and financial prudence. City employees are committed to innovation and continuous improvement in the

pursuit of excellence.

% #


On Track 22.5 9



Discontinued 5.0 2

Completed 42.5 17


Adopt a financial procurement policy update % #

On Track 33.33 1




Issue a Ferndale Sustainability Handbook % #


Updated on Sep 19, 2019 18:17:56

All Directors have prioritized initiatives under their responsibility for their 2020 work plans. We will track progress on these initiatives

throughout the year as part of our annual performance evaluation.

Updated on Feb 14, 2020 17:11:45

Alexis will be working on this while I am on leave.

Page 22

27


Increase employee adoption and engagement in the Wellness Program % #


Completed 50.0 1


Implement the People Development Program “PDP” a formalized training and development program for

staff

% #

On Track 50.0 2


Completed 25.0 1


Create timely website review process for all departments % #


On Track 33.33 3


Completed 22.22 2


Implement program- based budgeting -- budgeting for outcomes % #


Updated on Jun 06, 2019 14:25:20

Establish a Wellness Committee and Systemize Process

Updated on Aug 14, 2019 18:44:08

Program based budgeting will be revisited this fall as we move through the CIP process.

Page 23

28


100% paperless building permitting process % #


Completed 50.0 1


Implement Online Records Management % #


Completed 66.67 2

Initiative 6.7

Establish a community/civic leadership development model

Updated on Aug 14, 2019 18:44:39

No update at this time. This project will be scheduled for 2021 objectives.

Initiative 6.8

Create a Smart Cities Plan for city owned facilities

Updated on Jun 04, 2020 17:37:48

This project has been completed to the extent that paperless is possible thanks to the implementation of Camino software and the launch

of the Open in Ferndale portal, slated in June 2020. Some paper elements will have to remain but essentially the entire permit process can

now happen digitally.

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Draft content/use plan for YouTube. Plan should incorporate Cable streaming % #

On Track 40.0 2

Completed 60.0 3

Updated on Nov 19, 2019 19:58:59

The team received 5 proposals from the RFP. The project team will receive 4 demonstrations scheduled for the week of December 2nd or

9th. The team hopes to draft a recommendation to City Council by December, 16th. A backup date would be the January 13th City

Council meeting.

Initiative 6.11

Actively manage and promote Ferndale's Open Data Portal

Updated on Jan 07, 2020 18:56:08

After researching communities, I learned that our benchmark communities have shifted resources to digital and social media and are no

longer supporting or advertising cable. Smaller and non-benchmark cities are still utilizing and/or relying upon cable, but I wasn't able to

find any modern or stretch-goal uses.

Takeaway: the City of Ferndale's new Digital and Cable Use Policy, which leans on digital video (YouTube, Facebook, Facebook Live,

etc.), digital non-video (website, Granicus, etc.), and some social media. The policy will be written for YouTube and other digital video

sources, which is what our content will be produced for, with an additional mission (not including content creation) for cable. Policy will also

include a low-resources month calendar and departmental guide to replace the many PowerPoint slides we've been using to advertise

events and programs.

Goal is to create a website page that actually makes a clear voice for what our digital and cable are and where you can find things.

Example: https://www.fcgov.com/fctv/

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Create accessibility standards for city buildings. % #


Completed 50.0 2


Develop an annual sponsorship packet that clearly lists recreation programs and sponsorship

opportunities.

% #

On Track 100.0 1

Updated on Aug 04, 2020 13:17:15

Work through the accessibility requirements for all municipal buildings. Working to at the next meeting with the Accessibility and Inclusion

Committee. Continue to finalize all reviews and policies.

Updated on Aug 06, 2020 00:22:46

Highlights/Completions: P&RD is actively working with the City's Attorney to develop a final version of the sponsorship policy. The draft

policy was presented and supported by the PARC Board.

Initiative 6.15

Develop climate action plan/metrics; develop/implement sustainability metrics standards

Updated on Jun 07, 2019 14:44:58

GHG Inventory joint community grant with Woodward 5 communities submitted.

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Develop “peer group” of similar communities to compare matrix % #

Completed 100.0 5

Initiative 6.16

Solar ready policy/ordinance

Updated on Oct 30, 2019 18:27:38

Initial peers selected with heavier emphasis on population density, income, and diversity. Culture of peer was considered.

-Western Michigan cluster removed due to lack of peer cities in W. MI. (Cities near largest population cluster, Grand Rapids, not similar to

Ferndale).

-Room for identification of additional peer in national cluster.

Initiative 6.18

Achieve All-America City Accreditation from the National Civic League

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Healthy, Connected and Invested Neighborhoods

Ferndale has a variety of housing choices for every age and income level interwoven with an integrated

park system that serve as focal points for engaged neighborhoods. Residents actively contribute to a

thriving environment, enhancing their homes and supporting our community.

% #


On Track 23.81 5



Completed 28.57 6


Ensure all budgeted park improvements include ADA accessible connections to park features. % #



Create a public art program for parks, neighborhoods, City property % #

On Track 100.0 1

Updated on Oct 31, 2019 15:23:24

Projects are ongoing, the new Skate Park is ADA accessible from Pinecrest. Harding Parks new pavilion is ADA accessible from the

walking path.

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Update Citywide signage/wayfinding: parks, districts, municipal buildings, landmarks, etc. % #



Completed 33.33 2


Create and Implement a funding prioritization plan for all city park master plan projects. % #

Completed 100.0 3

Updated on Mar 04, 2020 16:24:36

Signage task force was convened and met for the first time.

1. Reviewed current signage categories, images, and examples throughout City

2. Each member was assigned a group of signs for deeper-dive review, to be sent to them for review during the coming month

3. Second task force meeting planned for last week of March

4. Will end March with list of new signage needs, existing signs that can be eliminated, and existing signs that need to be updated

5. Third meeting, in April, will look at recommendations

Initiative 7.4

Create troubled property program/report

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Develop a community welcome kit for print/digital % #


On Track 28.57 2



Adopt a waste management policy for multi family housing % #

On Track 100.0 1

Initiative 7.6

Create an urban canopy improvement plan for Hilton Corridor

Updated on Jun 07, 2019 14:46:25

Working with Davey on tree inventory priorities and projects.

Updated on Aug 07, 2020 19:18:51

Action 7.8.1: Evaluate existing waste management requirements in zoning ordinance and determine ways to improve to promote

recycling.

Highlights/Completions: In April 2020, RRS presented the draft plan to City Council and the DDA Board and received good feedback. A

final draft of the plan is being reviewed by staff.

Risks / Concerns: Budget and implementation implications of COVID-19.

Next steps: Review the final draft plan by fall 2020 and determine a timeline for zoning ordinance amendments. Could be removed from

next City Council Strategic Plan.

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Implement the splash pad for Martin Rd. Park % #

On Track 50.0 1

Completed 50.0 1

Initiative 7.9

Create a Zero Waste Event planning guide with a variety of tools and best practices

Updated on Jun 07, 2019 14:45:48

Updated special events policy to include waste management requirements.

Updated on Aug 06, 2020 00:25:17

Highlights/Completions: The project is on schedule. Three concepts designs have been prepared and are being presented during the

Community Splashpad Conversation on August 6, 2020. Community feedback will assist us in developing a final concept that will be

incorporated into the bid documents.

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the city of ferndale · progress 63% page 2 7 % # on track 25.0 4 some disruption 12.5 2...

Documents