TABLE OF CONTENTS
Page

Introduction
3

Transformation Fund Statement
7

Transformation Fund Revenues
10

Transformation Fund Expenses
11

Investment Updates
Support for Ten Community Police Officers
Support for Fifteen Firefighters
Business Planning for City Cemeteries
Business Planning for Indian Trails Golf Course
Fire Department - Fire Squad Vehicles
Joint Police and Fire Study
Fee Study
Curbside Refuse Collection Carts
3-1-1 Customer Service
Stormwater Asset Management Planning
Fire Apparatus Fuel Efficiency Initiative
Police Department Automated License Plate Recognition
Fire Department FEMA Grant Match – Prevention Grant
Community Development Services Study
12
13
14
15
16
17
18
19
20
21
22
23
24
25
2
TRANSFORMATION FUND INTRODUCTION
 In May 2010 Voters approved a temporary five-year City Income Tax increase with the following
stipulations:
Reinstate ten Community Police Officers
Create a Fire Squad with fifteen new Firefighters
Balance the City’s General Operating Fund to ensure the City’s solvency, and invest in
changes to transform the City to become financially sustainable – to ensure that revenues
exceed expenditures, while improving customer service, capital assets and quality of life in
our community
 A Transformation Fund was established to account for the temporary City Income Tax increase
with the following objectives:
To isolate and track the new income tax monies to avoid any doubt as to where the tax
dollars are spent
Invest in transformation activities that have the potential to result in a rapid, tangible, and
monetary return on investment to help transform the City into a more financially
sustainable organization where expenditures are consistently matched to available
resources.
Sustain or improve outcomes, customer service, efficiency and productivity, and most
importantly, lower costs through strategic investments.
3
TRANSFORMATION FUND INTRODUCTION
 A Transformation Investment Plan was developed that addresses six major areas:
Public Safety
Streets and infrastructure
Quality of life
Transparency, accountability, and communications
City operations
Citizen engagement and customer service
4
TRANSFORMATION FUND INTRODUCTION
 A process for transformation to ensure success was established:
Citizen Engagement
76 separate value streams were developed
Required investment from the Transformation Investment Fund to achieve the
transformation leap necessary to achieve long-term savings or sustain outcomes
Identified owners to complete each of the value streams
Screening process developed
Investment Managers selected and charged with the responsibility for managing the
investment portfolio
Rigorous process adapted from the City’s effective Lean Thinking experience to evaluate
and recommend transformative investments
Published online transformation results in a dashboard
5
TRANSFORMATION FUND INTRODUCTION

Additional resources were obtained and/or allocated:
 Safer Grant
2010 SAFER grant that provided funding for thirteen Firefighters for approximately two
years. The temporary income tax monies that were earmarked for this purpose were
reserved to sustain Firefighter staffing after the SAFER grant ended and the income tax
measure expires.
Resulted in the FY2011, FY2012, and FY2013 Transformation Fund expenditures on
Firefighters being reduced from fifteen Firefighters ($1,447,000) to two ($198,339)
with the difference reserved to maintain Firefighter staffing for the rescue squad in
future years beyond the termination of the SAFER grant.
 Economic Vitality Incentive Program (EVIP)
After reducing State Shared revenue allocations by 50% over 8 years, the State of
Michigan replaced the remaining statutory revenue sharing program with a reduced
funding (approximately 2/3rds) competitive program called EVIP
Three criteria:
Transparency and accountability
Employee compensation
Consolidation and collaboration
It was decided to allocate these potential one-time “replacement” funds to the
6
Transformation Fund to allow for additional investment
TRANSFORMATION FUND
STATEMENT OF ACTUAL EXPENDITURES
FY2011 – FY2013
FY2011
Amended Budget
Organizations
FY2012
Amended Budget
Actual
Actual
FY2013
Preliminary
Amended Budget
Actual
REVENUE
SUPPLEMENTAL INCOME TAX (SRTRN207)
Taxes-Temporary Five Year Income Tax
Intergovernmental Revenues (EVIP)
Interest And Rents
Return of Consultant Fees from Cemetery
Loan Repayment from Refuse Fund
SUPPLEMENTAL INCOME TAX Total Revenue
Income Tax Grow th Rate:
$
5.0%
4.0%
8,505,998
-
$8,517,255
-
8,505,998
SUPPLEMENTAL INCOME TAX (SRTRN207)
Transfers Out
Support for Ten Community Police Officers
Support for Fifteen Firefighters
Support for 17 Firefighters after SAFER One
Business Planning for City Cemeteries
Business Planning for Indian Trails Golf Course
Fire Dept. - Fire Squad Vehicles
Joint Police and Fire Study
Fee Study
Curbside Refuse Colletion Carts
3-1-1 Customer Service
Stormwater
Management
Plan
* Illustrative Asset
– projects
under development,
subject to review and approval process
Fire Apparatus Fuel Efficiency Initiative
Police Dept. Automated License Plate License Recognition
Fire Dept. FEMA Grant Match - Prevention Grant
Community Development Services Study
Transfers to General Operating Fund
Operational Transformation*
Sustainable Asset Management*
General Capital Improvements*
SUPPLEMENTAL INCOME TAX Total Requested Expenditures
SUPPLEMENTAL INCOME TAX NET INCOME (LOSS)
$
4.0%
9.0%
$
9,872,367
4,661,457
64,000
5,000
535,000
15,137,824
9.0%
8,846,238
4,570,056
-
$ 9,057,217
4,570,056
49,616
$ 9,872,367
4,896,488
91,516
535,000
15,395,371
8,517,255
13,416,294
13,676,889
1,005,160
192,934
1,198,094
1,005,160
192,934
1,198,094
1,005,160
198,339
20,000
20,000
931,781
69,000
50,000
2,400,000
225,640
7,679,552
12,599,472
1,005,160
198,339
20,000
20,000
931,781
69,000
50,000
2,400,000
225,640
7,679,552
12,599,472
1,043,404
180,233
1,589,659
(3,171)
336,599
450,000
75,550
104,616
100,808
20,000
6,052,707
9,950,405
1,043,404
180,233
1,589,659
(5,000)
(3,171)
173,315
450,000
75,550
104,616
100,808
20,000
6,052,707
9,782,121
7,307,904
7,319,161
816,822
1,077,417
5,187,419
5,613,250
-
-
7,319,161
7,319,161
8,396,578
8,396,578
7,307,904
7,319,161
8,135,983
8,396,578
13,583,997
14,009,828
EXPENDITURES
Fund Balance - Beginning of Year
Fund Balance - End of Year
* Illustrative – projects under development, subject to review and approval process
7
TRANSFORMATION FUND
FORECAST OF FUTURE EXPENDITURES
FY2014 – FY2018
CITY OF GRAND RAPIDS
TRANSFORMATION FUND (SRTRN207)
STATEMENT OF OPERATIONS
Organizations
2014
Adopted
Budget
2015
Adopted
Forecast
$ 9,892,991
4,896,486
35,000
535,000
15,359,477
$ 10,090,851
5,043,381
40,000
535,000
15,709,232
1,110,492
1,173,989
1,696,168
7,000,000
1,000,000
11,980,649
1,125,093
1,606,671
1,119,234
4,000,000
12,000,000
2,500,000
22,350,998
2016
Adopted
Forecast
2017
Adopted
Forecast
2018
Adopted
Forecast
REVENUE
SUPPLEM ENTAL INCOM E TAX (SRTRN207)
Taxes -Tem porary Five Year Incom e Tax
Intergovernm ental Revenues (EVIP)
Interes t And Rents
Return of Cons ultant Fees from Cem etery
Loan Repaym ent from Refus e Fund
SUPPLEM ENTAL INCOM E TAX Total Revenue
$
5,194,682
20,000
535,000
5,749,682
$
5,350,522
10,000
535,000
5,895,522
$
5,511,038
5,000
5,516,038
EXPENDITURES
SUPPLEM ENTAL INCOM E TAX (SRTRN207)
Trans fers Out
Support for Ten Com m unity Police Officers
Support for Fifteen Firefighters
Support for 17 Firefighters after SAFER One
Bus ines s Planning for City Cem eteries
Bus ines s Planning for Indian Trails Golf Cours e
Fire Dept. - Fire Squad Vehicles
Joint Police and Fire Study
Fee Study
Curbs ide Refus e Colletion Carts
3-1-1 Cus tom er Service
Storm water As s et Managem ent Plan
Fire Apparatus Fuel Efficiency Initiative
Police Dept. Autom ated Licens e Plate Licens e Recognition
Fire Dept. FEMA Grant Match - Prevention Grant
Com m unity Developm ent Services Study
Trans fers to General Operating Fund
Operational Trans form ation*
Sus tainable As s et Managem ent*
General Capital Im provem ents *
SUPPLEM ENTAL INCOM E TAX Total Requested Expenditures
SUPPLEM ENTAL INCOM E TAX NET INCOM E (LOSS)
3,378,828
(6,641,766)
4,000,000
1,250,000
2,000,000
7,250,000
4,000,000
1,250,000
2,500,000
7,750,000
4,000,000
1,250,000
6,500,000
11,750,000
(1,500,318)
(1,854,478)
(6,233,962)
Fund Balance - Beginning of Year
14,009,828
17,388,656
10,746,890
9,246,572
7,392,094
Fund Balance - End of Year
17,388,656
10,746,890
9,246,572
7,392,094
1,158,132
* Illustrative – projects under development, subject to review and approval process
8
TRANSFORMATION FUND
FIREFIGHTER AND OTHER RESERVES
FY2011 – FY 2018
CITY OF GRAND RAPIDS
TRANSFORMATION FUND (SRTRN207)
STATEMENT OF OPERATIONS
FY2011
Amended Budget
Organizations
FY2013
Preliminary
Amended Budget Actual
FY2012
Amended Budget Actual
Actual
2014
Adopted
Budget
2015
Adopted
Forecast
2016
Adopted
Forecast
2017
Adopted
Forecast
2018
Adopted
Forecast
Reserve Targets:
Assigned Reserves to Maintain Firefighters After SAFER Grant & After Income Tax
1,254,066
1,254,066
2,498,964
2,498,964
2,176,072
2,439,203
1,119,234
-
-
-
-
Unassigned Fund Balance
6,053,838
6,065,095
5,637,019
5,897,614
11,407,925
11,570,625
16,269,422
10,746,890
9,246,572
7,392,094
1,158,132
Total
7,307,904
7,319,161
8,135,983
8,396,578
13,583,997
14,009,828
17,388,656
10,746,890
9,246,572
7,392,094
1,158,132
505.29%
506.23%
44.74%
46.81%
114.65%
118.28%
135.80%
48.08%
127.54%
95.38%
9.86%
1,447,000
1,447,000
1,447,000
1,447,000
1,447,000
1,496,958
428,956
1,606,671
-
-
-
192,934
192,934
202,102
202,102
180,233
180,233
52,757
1,606,671
-
-
-
1,254,066
1,254,066
1,244,898
1,244,898
1,266,767
1,316,725
376,199
-
-
-
-
-
-
-
-
(1,589,659)
(1,376,486)
(1,696,168)
(1,119,234)
-
-
-
1,254,066
1,254,066
1,244,898
1,244,898
(322,892)
(59,761)
(1,319,969)
(1,119,234)
-
-
-
1,254,066
1,254,066
2,498,964
2,498,964
2,439,203
1,119,234
-
-
-
- $
- $
-
Unassigned FB as a % of Total Expenditures
Programmed for Fire Squad (15 personnel) [Total Cost of Squad]
Expenditure for Squad (Income Tax) [Portion not Covered by SAFER II]
Difference (SAFER II)
Expenditure for 17 Firefighters after SAFER I Ends
Net Difference
Reserved for Firefighters Beginning of Year
Reserved for Firefighters End of Year
$
1,254,066 $1,254,066
$
2,498,964 $ 2,498,964
$
2,176,072 $ 2,439,203
$ 1,119,234 $
- $
9
CITY OF GRAND RAPIDS
REVENUES
Transformation Fund Revenue Source
FY 2010 - FY 2013
$535,000 , 1.40%
$720,700 , 1.88%
$ 141,132 , 0.37%
$ 9,466,544 , 24.71%
Temporary Income Tax Revenue
State of Michigan EVIP Revenue
Investment Earnings
Loan Repayment - Refuse Fund
$ 27,446,839 , 71.64%
Grants and Other State & Local Funding
10
CITY OF GRAND RAPIDS
EXPENSES
Transformation Fund Expenditures
FY 2010 – FY 2013
3-1-1>>Pgm $398,955
$20,000
$69,000
0.08% $450,000
0.29%
1.91%
$398,955
$571,506
1.69%
2.42%
$2,400,000
10.18%
CD Svcs Study>>$20,000
Storm Asset Mgmt>>$450,000
$1,589,659
6.74%
$928,610
3.94%
Joint Police Fire Study>>$69,000
$75,550
0.32%
$100,808
0.43%
$3,053,724
12.95%
Support for 15 FF>>$571,506
Support for 17 FF Post SAFER I>>$1,589,659
FD Quick Response Vehicles>>$928,610
Fire Apparatus Fuel Efficiency>>$75,550
$ 13,732,259
58.24%
$104,616
0.44%
FEMA Prevention Grant>>$100,808
$15,000
0.06%
Support for 10 Police Officers>>$3,053,724
$20,000
0.08%
ALPR License Plate System>>$104,616
Cemetery Business Planning>>$15,000
$50,000
0.21%
Golf Course Business Planning>>$20,000
Fee Study Consultant>>$50,000
GOF Transfers>>$13,732,259
Refuse Fund Loan>>$2,400,000
11
INVESTMENT UPDATES
Support for Ten Community Police Officers
Background
 Following the successful May 2010 ballot proposal,
the City reinstated ten Community Police Officers and
committed to maintaining the Community Policing
Program
Milestones
 May 2010 ballot proposal approved by voters
 Ten Community Police Officers immediately recalled
and reinstated
 City commits to funding the ten Community Police
Officers through June 30, 2015
 Funding not yet identified beyond June 2015
Project Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures
through June 2013: $3,053,724
Desired Outcomes
 Transformed Police Department operations allow for
the continuation of present outcomes at a reduced
cost
12
INVESTMENT UPDATES
Support for Fifteen Firefighters
Background
 Following the successful May 2010 ballot proposal, the City created
a Fire Rescue Squad which is centrally deployed at the LaGrave
Avenue fire station.
Milestones
 2009 SAFER Grant provided funding for 17 firefighters for 2 years
 May 2010 ballot proposal approved by voters
 June 2011: the City received a 2010 SAFER grant providing 13
firefighters for two years
 15 firefighters hired and the squad deployed July 2011
 The funding for 13 firefighters provided by the temporary income tax
is placed into a reserve
 August 2012: the 2009 SAFER grant funds are depleted and the
temporary income tax reserves begin to be utilized
 Funding has not been identified to continue these positions beyond
expiration of the temporary City Income Tax increase and depletion
of the reserve
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$2,161,165
Desired Outcomes
 Maintain firefighter safety while simultaneously transforming Fire
Department operations to enable the continuation of present
outcomes at a reduced cost
13
INVESTMENT UPDATES
Business Planning for City Cemeteries
Background
 The City’s cemeteries have operated at a loss for several years,
requiring an annual subsidy from the General Operating Fund
 General grounds maintenance has declined and prospect for the
operations becoming financially sustainable remains uncertain
 The L.F. Sloane Consulting Group, Inc. was hired by the City to
develop an Operational Audit and Business Plan for cemeteries. The
objective of this review was to identify potential sustainable models
in cemetery operations that do not require an annual subsidy from
the General Operating Fund.
Milestones
 The L.F. Sloane Consulting Group, Inc. presented the results of their
analysis and business plan options in December 2011
 Since December 2011, numerous operational adjustments have
been made
 Overall the study did not provide a final path to financial stability and
sustainable asset management but several opportunities were
highlighted
 Business planning for the cemeteries continues
Status: INACTIVE/CLOSED
Resources
 The Transformation Fund allocated $20,000 during FY 2012.
$15,000 was spent and $5,000 was returned during FY 2013
Desired Outcomes
 The City intends to ensure that the City’s cemeteries are well
maintained, that our customers are served well, and the operations
are financially sustainable.
14
INVESTMENT UPDATES
Business Planning for Indian Trails Golf Course
Background
 Indian Trails Golf Course has operated at a loss for several years
 Capital improvements have been deferred and the prospect for the
operations becoming financially sustainable remains uncertain
 The PROS Consulting Team was hired by the City of Grand Rapids to
develop an Operational Audit and Business Plan for Indian Trails Golf
Course. The objectives of this review were to examine key questions to
help the City identify a sustainable model that generates sufficient
revenues to operate, maintain and fund capital needs of the golf
course.
Milestones
 The PROS Consulting Team presented the results of their analysis and
the business plan options in January 2012
 Since January 2012, staff has implemented many of the operational
recommendations
 Summer 2013 - New golf course manager hired to continue to develop
a final path to financial stability and sustainable asset management
 Business planning for the golf course continues
Status: INACTIVE/CLOSED
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$20,000
Desired Outcomes
 The City is committed to ensuring the Indian Trails Golf Course is well
maintained, that our customers are served well, and the operations are
financially sustainable.
15
INVESTMENT UPDATES
Fire Department – Fire Squad Vehicles
Background
 The project has provided funding to construct a state of the art live fire training
facility, bring in a foam expert from the Los Angeles County Fire Department and
take delivery of three vehicles that are outfitted with equipment that provides
compressed air foam and water delivery. These vehicles are called Squads and
provide greater flexibility in deployment
Milestones
 Classroom training has been completed on compressed air foam systems for all
fire suppression personnel
 For the first time in GRFD history the entire department was run through live fire
training, which was completed in November 2012. The department is currently
rotating fire crews through their third live fire training.
 The Department is currently executing a six-month assessment plan that began
February 19th and runs to August 19, 2013. It is expected that an official report
will be compiled and published within 30 days following the end of the six-month
assessment period.
 A special committee comprised of a battalion chief and the Squad officers has
been assembled to ensure adequate dialogue regarding Squad operational
improvements. To date, there have been only minor operational changes and
small enhancements to the Squad deployment and operational strategies
resulting from officer suggestions.
 The Squads do respond to almost all calls that the large, traditional apparatus
respond to and are proving to be very effective.
 The Squads have used 32.11% less fuel when compared to the traditional
vehicles while responding to 42.9% more calls since their “go-live”.
 The Squads were delivered at a cost that was $3,171 under-budget, which has
been transferred to the Fire Apparatus Fuel Efficiency Initiative
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013: $928,610
Desired Outcomes
 Operational — Maintain performance level goals by keeping multiple fire units in
service
 Safety — Provide greater standoff distances and heat absorption rates
 Financial — Provide $2,156,274 net savings, after investment payback, over the
term of the temporary City Income Tax increase; provide ongoing operational
savings and a budget reduction of 4.59%; provide a fifteen year net savings, the
lifespan of the apparatus, of $20,810,030.
16
INVESTMENT UPDATES
Joint Police and Fire Study
Background
 The purpose of the consultant engagement is to provide a clear set
of recommendations to make change that will transform services
and make them sustainable by reducing costs and increasing
productivity thereby achieving operational savings targets for police
and fire services. This joint study could accelerate our partnerships
with neighboring communities.
Milestones
 October 2011: The cities of Grand Rapids, Kentwood and Wyoming
entered into a contract with the International City/County
Management Association to perform the study
 Phase I reports for individual police and fire operation in the three
partner communities were released in the 4th Quarter of 2012
 Regional reports were released in the second quarter of 2013
 Final Report released July 18, 2013 to joint Commissions of Grand
Rapids, Wyoming and Kentwood. Additional discussions to follow
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$69,000
 Third Party (Non-City) Grant Funds: $127,000
 Cities of Kentwood and Wyoming: $69,000
Desired Outcomes
 The anticipated outcomes of the study are to provide analysis of
present Police and Fire workloads with potential response
alternatives along with possible scenarios for joint service
opportunities. Achievement of the 10% savings goal in the Police
and Fire Departments will produce approximately $7,000,000 in
annual operational savings for this investment.
17
INVESTMENT UPDATES
Fee Study
Background
 The City Commission approved hiring a consultant to develop standards for
calculating the costs of providing services so that all City fees and fines will
be based on total cost recovery.
Milestones
 Draft report revealed that the City does not have a uniform standard way of
accumulating costs. Without uniform cost accounting, standardized
methodology is not feasible. Recommendation to address uniformity in
cost accounting in the new financial system
 Plante Moran provided a draft fee policy report and a draft administrative
fee policy with the recommendation that the City set fees and fines at rates
which include all costs (i.e. direct costs and allocation of indirect costs for
departmental and administrative support services) incurred to provide the
service.
 September 2012: Final fee policy report released detailing
recommendations and best practices.
 Based on the final report recommendations, City departments were
directed to focus on 100% fee recovery and explore ways in which to
simplify their fee structure.
 The revised fee policy was approved by the City Commission in June 2013.
 Approximately one third of the City’s fees will be evaluated each year,
beginning with the FY2014 budget process.
Status: INACTIVE/COMPLETED
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$50,000
Desired Outcomes
 The goal is to create a methodology and policy to determine which services
should be funded at least partially by fees, calculate the full cost of
providing these services, and provide guidance by which the City
Commission determines the appropriate balance of tax dollars and/or fees
to provide services.
18
INVESTMENT UPDATES
Curbside Refuse Collection Carts
Background
 The City is seeking to take the next step to transform and integrate
the entire range of solid waste services by improving its pay-as-youthrow refuse bag system through moving to a smart cart refuse
system. Projected start up costs for retrofitting and replacing
equipment exceeded the amount of funds available in the Refuse
Fund
Milestones
 The $2.4M loan from the Transformation Fund was funded in March
2012.
 Refuse truck modifications have been completed, software and
payment processing installed, carts manufactured and deployment
kicked off September 4, 2012.
 The Public Services Department continues to use the approved
funding to cover the initial capital costs of transitioning to a pay-asyou-throw smart cart refuse system.
 The loan will be repaid to the Transformation Investment Fund by an
annual installment over five years at an interest rate of 3%
beginning in FY2013.
 The first payment on the loan was made in April 2013 in the amount
of $535K.
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$1,865,000 loan balance ($2.4M Original loan less: $535K repaid
through FY2013).
Desired Outcomes
 Using carts and automated tipping equipment will improve the
City’s collection productivity by 40%, remove over one million plastic
bags from the waste stream and reduce employee injuries.
19
INVESTMENT UPDATES
3-1-1 Customer Service
Background
 Customer Service has consistently been one of the highest priorities driving
continuous improvement in the City. 3-1-1 Customer Service takes this to
another level. This tested technology allows for a single point of contact for
non-emergency requests for service and information. 3-1-1 allows for 24/7
access to City Hall, permitting citizens to request services on-line, creates
performance metrics of City responses, and permits citizens to track
responses to their service requests, all from the convenience of their home,
office, or on-the-go via smart phone applications.
Milestones
 January 2012 – City Commission approval to move forward with funding of
Phase 1 – Assessment Study
 July 2012, an Independent consultant, TurnKey Solutions LLC, presented a
financial business case for proceeding with the establishment of a 3-1-1
system
 August 15, 2012 – Phase II, the implementation plan was approved by the
Transformation Investment Managers. A funding recommendation from
the Transformation Fund in the amount of $784,867 was forwarded to the
City Commission
 1st half FY 2013 project requirements were finalized and the financial
contributions from the Water fund, Streets fund, Refuse fund, Parks fund
and General Operating Fund (Transformation dollars) were determined and
approved by the City Commission
 January 2013 – Phase III - began the 3-1-1 implementation process by
hiring a Call Center manager
 July 2013 – Soft launch of 3-1-1 with the call center beginning to take calls
for Water Customer Service, Meter Maintenance and Customer Service
(3000)
 On-Going – Additional departments scripts are being written and staggered
implementation schedules continue
Status ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$398,955
Desired Outcomes
 The anticipated outcomes are enhanced, single source customer service
interaction with citizens of Grand Rapids which will provide seamless
integration with ALL customer service requests while reducing the overall
costs to taxpayers.
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INVESTMENT UPDATES
Stormwater Asset Management Planning
Background
 The report of the Community Based Stormwater Planning Initiative
recommended the development of an asset management plan for the City’s
stormwater infrastructure, together with an update of the Stormwater
Management Plan and Stormwater Technical Reference Manual from
1994.
Milestones
 On August 28, 2012 the City Commission approved an appropriation of
Transformation Funds in the amount of $450,000.
 The City Commission approved a contract with Tetra Tech PC of Michigan on
September 25, 2012 for a Comprehensive Master Plan for Stormwater.
 Documents generated include: 1) Stormwater Technical Reference Manual;
2) Stormwater Management Plan; and 3) Stormwater Asset Management
and Capital Improvement Plan.
 All project documents are available at: http://grcity.us/enterpriseservices/Environment-Services/Pages/Stormwater-Asset-ManagementPlan.aspx
 The project was completed $115,918 under-budget in May 2013 and a
presentation was made to the City Commission on June 11, 2013. The
presentation included a brief overview of the project and the resulting
recommendations. The excess funds will be returned to the Transformation
fund in FY2014
 Several A-3 documents are currently in development as a result of the
recommendations provided. Additional Transformation Fund support will be
requested for implementing the selected recommendations.
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$450,000
Desired Outcomes
 The Asset Management Plan will create the long-term planning and asset
management foundation for the stormwater infrastructure and capital
program. This effort will provide a roadmap for investment strategies and
guidance for future stormwater policies and control. It will also bring
stormwater in line with and complement the existing Comprehensive
Master Plan for Water and Sanitary Sewer Services allowing the City to have
a more integrated approach to managing these related assets.
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INVESTMENT UPDATES
Fire Apparatus Fuel Efficiency Initiative
Background
 The City is committed to evaluating and implementing cost-effective “green”
technology to assist in meeting EPA standards by lowering toxic gases and
diesel particulate. This project will also evaluate the technology potential to
increase fire apparatus lifespan.
Milestones
 On August 28, 2012 the City Commission approved appropriation of
Transformation Funds in the amount of $72,379.
 December 2012: The Department’s QRV's (subsequently referred to as
squads) were delivered at a cost that was $3,171 under-budget. The City
Commission approved the transfer of these funds to the Fire Apparatus
Fuel Efficiency Initiative.
 On March 18, 2013, the equipment installations were completed and the
Department proceeded to purchase telemetry equipment and software to
measure fuel use.
 The GRFD discovered that utilization of an existing device installed for the
computer aided dispatch (CAD) software could meet all of the telemetry
needs.
 As a result of the CAD device discovery, data gathering has been delayed
until approximately the end of 2013.
 The GRFD will produce the data findings once telemetry is on-line as well as
publish a report on the results of the initiative. These findings are likely to
benefit the entire City fleet.
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$75,550
Desired Outcomes
 Initial five-year savings are projected at $82,853, placing Return on
Investment at 4.37 years. The GRFD is expecting a reduction in fuel usage,
emissions and maintenance expense. The potential to extend the life of
diesel engines has not been factored into the cost benefit analysis. Based
on the outcome of this pilot, successful technology could be expanded to
the remainder of the Fire Department’s apparatus and the balance of the
City’s vehicle fleet.
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INVESTMENT UPDATES
Police Department Automated License Plate Recognition
Background
 The Police Department received approval to purchase Automated License
Plate Recognition (ALPR) technology in the form of four 3-camera ALPR
systems, one to be deployed in each Service Area.
Milestones
 The GRPD partnered with several other municipal departments (Parking
Services, Treasurer's Office, and the 61st District Court) on this project to
provide a benefit to the entire city.
 September 2012: The purchase of Automated License Plate Recognition
(ALPR) technology is approved by the Transformation Fund Investment
Advisors.
 The GRPD completed a test and evaluation process with two ALPR
systems and believe that at a 6% rate of increased collection they will
more than pay for the purchase and operation of this technology (for five
years) in the first year of operation.
 The ALPR technology was deployed on March 14, 2013.
 The follow up process calls for a quarterly review, which will provide the
necessary data to properly evaluate the rate of increased collection and
corrections.
 Using only the combined collections from warrants and outstanding
parking fines collected ($45,767), one-half of the initial cost of the ALPR
systems has been paid for in less than five months.
ALPR Statistics
License Plates Scanned
Hits Received
Stolen Vehicles Recovered
Value of Stolen Vehicles Recovered
Parking Scofflaws Located
March-July 2013
869,815
1,422
12
$104,222
108
Status: ACTIVE
Outstanding Parking Fines Collected
$40,142
Resources
Fines Collected from Meter Reader
Notification to ALPR cars
$11,579
 Cumulative Transformation Fund Expenditures through June 2013:
$104,616
Desired Outcomes

1) Increase the efficiency/safety of our officers; 2) Increase the recovery
of stolen vehicles; 3) Increase our warrant arrests; and 4) to increase our
investigative abilities. The inter‐departmental goals are: 1) Increase the
Treasurer Department's collection of parking fines 2) Increase the
collection of outstanding income tax payments, and 3) Increase the
number of bench warrant arrests for the 61st District Court.
Warrant Arrests
Criminal Complaints
19 with $5,625 in fines
Numerous Cases Aided
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INVESTMENT UPDATES
Fire Department FEMA Grant Match – Prevention Grant
Background
 The Fire Department has worked to develop a fire prevention residential
safety program. The program is funded with transformation funds and
with a FEMA AFG grant. The prevention program will improve fire safety
outcomes.
Milestones
 September 2012: The Investment Managers approved the 20% matching
funds in the amount of $88,940 and an additional $11,868 for
incidentals not covered by the grant.
 The Fire Department hired 3 grant-funded contract employees on
10/29/2012 who began building the program and creating partnerships
to support the program.
 At the end of January 2013, the Fire Department launched a pilot group of
fire suppression personnel to conduct the in-home assessments to test
and refine the program processes.
 The Fire Department has now launched the program department-wide and
is using fire suppression crews to conduct the in-home fire safety
assessments and smoke alarm installations.
 The Fire Department continues to utilize LEAN principles in an ongoing
effort to improve the program for both homeowners and the Fire
Department.
 The Fire Department has several partners in this endeavor and is seeking
to create more in order to enhance the program and expand capacity.
 The Fire Department has applied for a FEMA grant that would extend this
program’s grant funding for an additional year. If successful, the Fire
Department will request additional Transformation Fund investments.
FEMA Grant Statistics
In-Home Assessments Completed
Through July 2013
550
Residents Impacted
1,600
Smoke Alarms Installed
3,100
Fire Safety Improvements
1,000
Targeted Neighborhood
Program Participation
Creston
15%
Status: ACTIVE
Garfield Park
25%
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$100,808
 2012 FEMA AFG Fire Prevention and Safety Grant: $444,700
Southeast Community
25%
Southeast End
16%
Desired Outcomes
 Create a residential fire safety program using neighborhood associations
as a platform. This program will decrease the number of fires, fire loss and
injuries within the target neighborhoods. Additional benefits anticipated
include increased education and residential fire prevention efforts.
West Grand
19%
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INVESTMENT UPDATES
Community Development Services Study
Background
 The Community Development Services Study provides for a review of
potential alternatives for providers of Community Development services.
On November 28, 2012 the City Commission approved a memorandum of
understanding (“MOU”) between the City of Grand Rapids, the County of
Kent and the City of Wyoming regarding a county-wide review of
Community Development Services.
Milestones
 The MOU began on December 1, 2012 and will conclude no later than
September 30, 2013 (unless an extension is agreed to by all parties).
 The County of Kent, the City of Grand Rapids and the City of Wyoming
made significant progress in preliminary discussions and received a CGAP
Grant of $40,000 from the State of Michigan.
 A consultant was selected to conduct the necessary research and provide
recommendations for the work group to consider.
 On March 5, 2013, a budget amendment was approved in the amount of
$20,000 for the portion the City of Grand Rapids has agreed to contribute
towards the study.
Status: ACTIVE
Resources
 Cumulative Transformation Fund Expenditures through June 2013:
$20,000
 State of Michigan CGAP Grant: $40,000
 Kent County and the City of Wyoming: $20,000 each
Desired Outcomes
 The purpose of the review is “to determine opportunities to improve
program delivery while reducing administrative costs for community
development service.” Based on the information collected in the review, a
wide variety of changes could occur including, but not limited to,
streamlining processes and/or timelines, determining different ways to
allocate funds, or potential mergers of community development
departments.
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