CITY OF GRAND RAPIDS FY 2022 PRELIMINARY FISCAL PLAN - BUDGET REVIEW WORKSHOP MAY 4, 2021
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CITY OF GRAND RAPIDS FY 2022 PRELIMINARY FISCAL PLAN
BUDGET REVIEW WORKSHOP MAY 4, 2021
FY 2022 Budget Review Schedule
Tuesday, April 27 Introduction of the FY 2022 Preliminary Fiscal Plan (10am)
Tuesday, May 4* Budget Review Workshop (9am – Noon)
Thursday, May 6 Budget Town Hall (6pm)
Tuesday, May 11* Budget Review Workshop (1 – 4pm)
Tuesday, May 18 Committee of the Whole Discussion and Deliberation (10am)
Public Hearing at City Commission (7pm)
Thursday, May 20* City Commission Adoption (9 – 11am)
*Special meeting scheduled
2 FY 2022 PFP Budget Review Workshop May 4
Overview of Budget Topics Schedule
• April 27 Introduction of the FY 2022 Preliminary Fiscal Plan
• Financial Overview (Fiscal Sustainability and Discipline)
• Equity Investments
• Summary of proposed work by Strategic Plan priority
• May 4 Budget Review Workshop
• Public Safety Reform and Crime Prevention / Violence Reduction
• Third Ward / Neighborhood of Focus Equity Funding
• May 11 COW: Infrastructure Overview (Vital Streets and Stormwater Oversight Commissions)
• May 11 Budget Review Workshop
• Housing and Homelessness
• COVID Relief / Economic Recovery including Health Impacts
• Capital
• May 18 Discussion and Deliberation at COW and Public Hearing at the evening meeting
• May 20 Budget Adoption
3 FY 2022 PFP Budget Review Workshop May 4
Today’s Objectives
• Safe Community Updates • Update on Federal Investment – Legislative
• Fire Department Update
• Fire Strategic Plan status/Emergency Preparedness • American Rescue Plan
• Homeless Outreach Team & other co-response opportunities
• Police Department • Third Ward/Neighborhood of Focus Equity
• Progress on Police Strategic Plan Funding
• Neighborhood-based policing model and new practices
• Crime Prevention / Violence reduction work
• Office of Public Accountability
• Strategic Plan – implementation status
• Cure Violence – where are we at/progress
• 61st District Court
• FY21 Cost Mitigation
• FY21 Performance and COVID-19 Impact
4 FY 2022 PFP Budget Review Workshop May 4
Fire Department Update 5
Fire Department
• The Grand Rapids Fire Department values people by saving lives, protecting property, and responding to the needs of
our community.
• As an ISO Class 1 and Internationally Accredited fire department, the agency is placed as one of the premier fire and
rescue agencies in the country.
• Meeting the needs of the community during the previous fiscal year amidst a pandemic brought about many
changes to our staffing, call volume, and use of supplies to keep our personnel and the citizens we serve safe.
• The recently funded Emergency Manager position proved invaluable as the entire city worked through the pandemic
and civil unrest, in addition to several large-scale weather emergencies.
• Even though much of the work from the fire department focused on meeting the immediate needs of the city, work
continues into FY2022 on freshening of the fire apparatus fleet and undertaking several capital projects in the city’s
eleven fire stations; critical infrastructure that is needed to ensure appropriate and safe responses to emergencies
within the city.
6 FY 2022 PFP Budget Review Workshop May 4
Fire Budget
Adopted Proposed Increase/
General Fund Description of Significant Variances
FY2021 FY2022 (Decrease)
Personnel $27,046,630 $28,221,236 $1,174,606 Primarily contractual wage rate and step increases and retirement
fund contribution
Supplies 201,610 201,610 0
Other Services and Charges 4,033,761 4,206,564 172,803 Increase in Apparatus Reset Program and general fleet charges
Capital Outlays 574,012 574,012 0 Vehicles and equipment
Other Financing 86,338 87,074 736 Development Center and Coldbrook Training Facility Rental
Total $31,942,351 $33,290,496 $1,348,145
7 FY 2022 PFP Budget Review Workshop May 4
FY2022 Proposed Fire Budget
Other Services and Capital Outlays
Charges 1.7% Other Financing
12.6% 0.3%
Supplies
0.6%
Personnel Services
84.8%
8 FY 2022 PFP Budget Review Workshop May 4
FY2022 Fire Proposed Personnel Costs
Other
Retirement Fund 0.3%
Contribution
18.8%
Retiree Health Care ‐
OPEB
5.0%
Hospitalization
Insurance
10.2% Full Time Employees
Employer's FICA 57.7%
1.1%
Time & One‐Half
3.8%
Regular Hourly Rate
1.8% Acting Assignment
1.2%
9 FY 2022 PFP Budget Review Workshop May 4
FY2022 Fire Proposed Other Services and Charges
Computer and I.T. Other Contractual Services Insurance Premiums
Services 1% 7% & Claims
15% Telephone 9%
2%
Fleet and Equipment Conferences and
Charges Travel
4% 3%
Utilities
6%
Maintenance Service
10%
Equipment Rentals or
Lease
43%
10 FY 2022 PFP Budget Review Workshop May 4FY2022 Proposed Fire Budget by Program
FIRE UNIT FY2022 Proposed Percent
Administration $ 6,597,942 19.8%
Fire Suppression $ 24,413,166 73.3%
Fire Training $ 657,636 2.0%
Fire Regional Training Center $ 157,996 0.5%
Emergency Medical Services $ 343,042 1.0%
Fire Prevention $ 1,049,512 3.2%
Emergency Management $ 71,202 0.2%
Total $ 33,290,496 100%
11 FY 2022 PFP Budget Review Workshop May 4Fire Capital Investment – Capital Improvement Fund
FY2022 FY2023 FY2024 FY2025 FY2026
Proposed Forecast Forecast Forecast Forecast
Project Name
3031 Division Station land and
$ $ $ $ $ 500,000
construction
8295 Fire Station Alerting System $ 400,000 $ 400,000 $ 400,000 $ $
8411 GRFD SCBA REPLACEMENT $ $ 425,000 $ 425,000 $ 425,000 $ 425,000
$ 400,000 $ 825,000 $ 825,000 $ 425,000 $ 925,000
12 FY 2022 PFP Budget Review Workshop May 4Overview of Fire Capital Investment Over Time
$1,200,000 30.00%
$1,000,000 $966,615 $958,000 25.00%
$943,597 $925,000
$897,967 $917,921
$825,000 $825,000
$800,000 20.00%
$626,107
$600,000 $546,836 15.00%
$520,486 $533,499
$507,792
$407,551 $425,000
$400,000
$400,000 $340,375 10.00%
$255,000
$266,863
$200,000
$200,000 5.00%
$0 0.00%
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Adopted Adopted Adopted Adopted Adopted Proposed Forecast Forecast Forecast Forecast
Capital Reserve Fund Investment‐ GRFD Capital Reserve Fund Investment‐ GRFD/Facilites GRFD % of Capital Reserve Fund Investment
13 FY 2022 PFP Budget Review Workshop May 4Fire Apparatus and Non-Pooled Equipment
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Apparatus Decription Qty Qty Qty Qty Qty Qty
Adopted Proposed Forecast Forecast Forecast Forecast
Fire Engine 3 $ 1,952,728 3 $ 2,030,837
Fire Rescue 2 $ 728,034
Fire Ladder 1 $ 619,740 1 $ 994,380
Fire Platform 1 $ 1,238,382
Specialty/Misc ‐ Tech Rescue 1 $ 32,519
Specialty/Misc ‐ Jet Ski 2 $ 147,000
Specialty/Misc ‐ Boat 1 $ 86,822
Specialty/Misc ‐ Water 1 $ 60,775
Other Non‐Pooled $ 124,000 $ 124,000 $ 127,720 $ 131,552 $ 135,498 $ 139,563
Total $ 2,742,675 $ 271,000 $ 127,720 $ 1,212,754 $ 2,149,001 $ 2,170,400
14 FY 2022 PFP Budget Review Workshop May 4Division Avenue Fire Station
• Land Acquired September 2020: $864,139
• Construction delayed due to economic conditions as a result of the pandemic
• Final design services, site analysis, and site preparation currently forecast at $500,000 in FY2026
(delayed from FY2022)
• Station construction initially forecast to begin in FY2023 at an estimated cost of $8,015,250
• More recent estimates exceed $10 million due to significant increases in projected construction costs
• This is part of a multi-year phased project:
• FY2018 initiated conceptual design services
• FY2020 provided the majority of funds for land acquisition
• FY2021 made final payments for land and performed initial blueprint design services
• Building now being used on an interim basis for equipment storage/other needs
15 FY 2022 PFP Budget Review Workshop May 4Fire: Homeless Outreach Team (HOT)
16 FY 2022 PFP Budget Review Workshop May 4Fire - Strategic Plan - Dashboard
The department's strategic plan was
extended by one year due to impacts from
the COVID-19 pandemic.
Areas of focus for the GRFD strategic plan
include:
• Response
• Training
• Prevention
• Wellness
• Support Services
17 FY 2022 PFP Budget Review Workshop May 4Fire - Strategic Plan Alignment – Safe Community
Objective 1 – Emergency Preparedness
• Large-Scale Incident Training
• Enhancements to the Fleet and
Facilities Program
• Hazard Mitigation Plan
18 FY 2022 PFP Budget Review Workshop May 4Fire - Strategic Plan Alignment – Safe Community
Objective 2 – Emergency Response
• New Standards of Coverage developed
for 2021
• Center for Public Safety Excellence –
maintaining accreditation status
19 FY 2022 PFP Budget Review Workshop May 4Emergency Management - Strategic Plan Alignment
Objective 3 – Emergency Recovery
• Proactive planning is not feasible
without a formal budget
• One-time grants and budget
amendments are not sufficient to
maintain this program for long term
success.
20 FY 2022 PFP Budget Review Workshop May 4Fire - Homelessness Outreach Team - Metrics
Health and Environment Objective 5 – Health Disparities
Strategy 2 - Collaborate with Invest Health and other partners to
evaluate how additional community support can be provided to
people suffering from mental health challenges and/or addiction,
with a focus on evaluating residents that are both high users of
emergency services and frequently incarcerated
• Number of Jail Diversions
• Number of Emergency Department Diversions
• Number of Mental Health Service Referrals
• Number of Substance Use Disorder Referrals
• Number of team-initiated engagements made in street outreach
21 FY 2022 PFP Budget Review Workshop May 4Fire - Homelessness Outreach Team - Metrics
Safe Community Objective 5 - Safe, stable
and permanent housing
Strategy 2 - Actively partner in community
efforts to end homelessness
• Number of Business and Agency Contacts
• Number of contacts made in engagements
in street outreach
• Number community meetings (in-person
or virtual)
• More wholistic discussion planned for May 11
22 FY 2022 PFP Budget Review Workshop May 4Fire: Horizon Issues
• Emergency Management
• Currently only budget for Emergency Manager
• Nonlabor funded through one-time relief grants
• Homeless Outreach Team
• Currently funded through one-time relief grants
• Still need to determine long-term funding strategy
23 FY 2022 PFP Budget Review Workshop May 424 QUESTIONS
Police Department Update 25
Police Department Goals and Objectives
• The GRPD has adopted the goals and objectives of the City strategic plan and the
GRPD strategic plan. At the center of both initiatives are:
• Everyone is safe, and feels safe, at all times
• Adoption of a neighborhood based policing model to improve police services while increasing
trust
• Leveraging technology and partnerships to increase efficiency
• Maximize the use of data and intelligence to utilize strategic and targeted approaches
• Engage with the community and raise the voice of stakeholders regarding police operations
26 FY 2022 PFP Budget Review Workshop May 4Police Department Services
• The Grand Rapids Police Department responds to over 90,000 calls for service annually. These range
from 911 emergencies to non-emergency/non-criminal requests for police services.
• The Hillard-Heintze staffing & deployment study recommended the department:
• Reduce the kinds of calls for service the department responds to. Suggested calls for the following services be handled by
other City Departments:
• Alarms
• Non-injury traffic crashes
• Parking enforcement
• The number one priority for the police must remain the ability to respond to emergencies and priority
calls for service within all neighborhoods of the city.
• The strategy of deploying an officer to every beat will greatly improve the department’s ability to
provide this service efficiently and in line with its new concept of neighborhood-based policing.
27 FY 2022 PFP Budget Review Workshop May 4Police Department Staffing
• There are 33 beats in the city of Grand Rapids. Deploying an officer on rotating 12 hours shifts to
each beat requires 4 officers per beat. This means 132 officers are needed to cover each beat 24/7.
• The GRPD is currently authorized to employ 297 sworn personnel.
• In March 2021, the GRPD redeployed personnel in line with its strategic plan. This gives the
department 120 officers of the needed 132 beats to cover 24/7. Currently we have 90%
Coverage with new Neighborhood Policing Model, beat staffing was previously at 83%.
• GRPD currently has 274 sworn personnel. 10 Police Recruits will start the Police Academy in
May. 3 Police Officers will start the FTO process in May. GRPD is currently actively recruiting for
the 10 vacant positions.
• The remaining personnel serve vital functions in the agency, from command to investigations.
28 FY 2022 PFP Budget Review Workshop May 4Police Department Initiatives
• The GRPD has realigned personnel to respond to recent crime trends and community issues. These
initiatives include:
• The formation of a Special Operations Division to utilize personnel and data with the intent to strategically
address violent crime within neighborhoods without resulting in disparate outcomes.
• The creation of the Homeless Outreach Team and Mental Health Team, to assist and serve at-risk populations
within the community and streamline available services.
• 3 Officers and 1 Sergeant
• Increased Training
29 FY 2022 PFP Budget Review Workshop May 4FY2022 Proposed Police Budget
Other Services and Capital Outlays
Charges 1%
17%
Supplies
1%
Personnel
81%
30 FY 2022 PFP Budget Review Workshop May 4FY2022 Police Proposed Personnel Costs
31 FY 2022 PFP Budget Review Workshop May 4FY2022 Police Proposed Other Services and Charges
32 FY 2022 PFP Budget Review Workshop May 4FY2022 Proposed Police Budget by Program
POLICE UNIT FY2022 Budget Percent
Administration $ 3,508,356 6%
Community Engagement $ 1,069,138 2%
Admin‐Internal Affairs $ 402,642 1%
Patrol Unit $ 28,275,498 51%
Patrol Unit ‐ Special Services $ 1,486,219 3%
Patrol ‐ Neighborhood Patrol $ 2,774,520 5%
Forensic Unit $ 1,425,151 3%
Property Management $ 561,999 1%
Records Unit $ 2,980,064 5%
General Support Services $ 2,238,871 4%
Staff Services $ 314,420 1%
Training Bureau $ 1,443,376 3%
Communications $ 145,480 0.3%
Investigations ‐ Detective $ 6,810,721 12%
Investigations ‐ Vice $ 2,374,702 4%
Total $ 55,811,157 100%
33 FY 2022 PFP Budget Review Workshop May 4Overview of Police Capital Investment Over Time
$800,000 $749,636 16.00%
$733,586
$700,000 $680,400 14.00%
$607,838
$600,000 12.00%
$487,025
$500,000 10.00%
$400,000 8.00%
$300,000
$300,000 $266,875 $250,000 6.00%
$175,500 $210,000
$200,000 $178,000 4.00%
$100,000 2.00%
$0 $0 $0 $0 $0 $0 $0 $0 $0
$0 0.00%
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Adopted Adopted Adopted Adopted Adopted Proposed Forecast Forecast Forecast Forecast
Capital Reserve Fund Investment‐ GRPD Capital Reserve Fund Investment‐ GRPD/Facilites GRPD % of Capital Reserve Fund Investment
34 FY 2022 PFP Budget Review Workshop May 4Police Department Budget
Adopted Proposed Increase/
General Fund FY2021 FY2022 (Decrease) Description of Significant Variances
Personnel $44,128,112 $45,008,362 $880,250 • Contractual raises, step increases and benefit costs:
$1,238,156
• Absorb two COPs grant officers $208,826
• Reallocate 3 positions to Communications, Lead Hazard &
Housing, & Neighborhoods: ($259,643)
• Reallocate 3 radio operators to Dispatch Department:
($307,089)
Supplies 686,040 823,305 137,265 • Additional $90,726 for the Training Unit. Additional
training equipment is needed to train on new use of
force and verbal de‐escalation requirements
• $10,550 for AED battery packs and first aid kits for
vehicles as well as $41,200 for replacement of end‐of‐
life non‐patrol PC's.
Other Services and 10,008,856 9,687,490 (321,366) • Reduced maintenance service budget by $98,010
building rentals by $52,965, and pooled fleet charges by
Charges $39,455
• Insurance premiums and claims also down by a
combined $107,756
Capital Outlays 322,960 292,000 (30,960) • Reduced computer and other equipment by $30,960
Total $55,145,968 $55,811,157 $665,189
35 FY 2022 PFP Budget Review Workshop May 4Police Budget (Continued)
• Personnel budget changes: 3 radio technicians moved to Dispatch to align functions and 3 nonsworn
positions reallocated to Housing, Development/Lead, Communications and Neighborhoods
• Personnel budget increase prior to change: $1,446,982
• Personnel budget increase after change: $880,250
• Savings from personnel transitions: $566,732
• Two COPS Grant Police Officers moved to General Fund
FY2021 FY2021 FY2022
• Increase due to end of grant funding: $208,826 Adopted Amended Proposed
• Grant commitment requires maintained staffing levels 38.59% 36.98% 35.79%
36 FY 2022 PFP Budget Review Workshop May 4Police Budget (Continued)
• Maintaining Police Interns staffing level at 27 (down from 40 in FY2020)
• General Fund Supplemental Funding Provided by Grants
• Automobile Theft Prevention Authority (ATPA) Grant: Two Police Officers and one Sergeant ($392,952)
• Victims of Crime Act (VOCA) Grant: One Social Worker ($122,355)
• Other General Fund Supplemental Funding
• Michigan Justice Training Fund: State funding for in-service training of Police Officers ($55,000)
• Drug Law Enforcement Fund – Forfeitures ($324,692)
• Federal Forfeitures-Department of Justice – Seized Equitable Funds ($70,000)
• Metropolitan Enforcement Team-Department of Justice – Seized Equitable Funds ($70,000)
37 FY 2022 PFP Budget Review Workshop May 4Police Budget (Continued)
• Investments to Advance GRPD • Other Cost Drivers
Strategic Plan • Dewpoint (IT/Infrastructure as a Service
• Children's Advocacy Center ($309,912) ITaaS) – digital storage and IT services ($1.1
million)
• Youth Commonwealth ($458,868)
• Axon Officer Safety Plus Program ($895,503)
• Axon Officer Safety Plus Program
• ERMS Contract Development for Filemaker
• ERMS Contract Development for Filemaker
($150,000)
• GRPD Leadership Institute ($33,750)
• Ford Equipment Changeover/Vehicle Builds
• Emergency Vehicle Operations (EVO) Training ($90,000)
($40,000)
• Computer Equipment PC’s ($72,000)
FY 2022 PFP Budget Review Workshop38May 4Police Key Performance Indicators (KPI's)-Police
Previously reported 83.33%
on April 27, which was based on
coverage last fall. This metric has been
updated for Jan. – Mar. 2021.
39 FY 2022 PFP Budget Review Workshop May 4Police Key Performance Indicators (KPI's) - Dispatch
40 FY 2022 PFP Budget Review Workshop May 4FY2022 Crime Prevention Programs Overseen by:
FY2021 FY2022
• Police Department $17,867,640 $17,950,417
• Other Departments 793,491 2,326,900
TOTAL $18,661,131 $20,277,317
41 FY 2022 PFP Budget Review Workshop May 4FY2022 Crime Prevention Investments – Other Departments $2.32
million
Community Development – $409,900 Cure Violence ‐ $375,000
• Projects that enhance resident safety and • Year two of three‐year funding
quality of life commitment
• Traditional crime prevention education • Leveraging additional support from
Spectrum Health
and organizing activities
• Newly supporting mental health services Co‐Response Model ‐ $1,000,000
for underserved residents • Network180 partnership for enhanced
mental health services for crisis
Planning, Design and Development ‐ $53,000 intervention
• Crime Prevention Through Environmental
Design (CPTED) personnel costs Economic Resiliency and Recovery
Investment Strategy – $389,000
SAFE Task Force ‐ $100,000 • 2021 GRow1000 Youth Employment Pgm
• Park Ambassadors (planned)
• Projects to be determined through • Summer Camps@ Garfield, Joe Taylor,
annual allocation process MLK and Roosevelt parks (planned)
42 FY 2022 PFP Budget Review Workshop May 4FY2022 Crime Prevention Investments – Police Department $17.95
million
Dedicated Crime Prevention Programs $1,457,560
• Community Outreach Events $5,000
• Outreach Brochures $7,000
• Crime Analysis Software $55,000
• Homeless Outreach Team $347,777
• 3 Analysts & Crime Prevention Coordinator $432,193
• 2 Clear and 3 Boys and Girls Club officers $610,590
Neighborhood Policing $16,492,857
• Officers’ time outside of crime response (40%)
TOTAL $17,950,417
43 FY 2022 PFP Budget Review Workshop May 4Police Department: Homeless Outreach Team (HOT)
Personnel FY2022 Amount FY2023 Amount FY2024 Amount FY2025 Amount FY2026 Amount
3 Senior Police Officers
Salary & Benefits $ 374,868 $ 380,016 $ 385,776 $ 392,076 $ 394,560
1 Police Sergeant (50%)
Salary & Benefits $ 69,324 $ 70,158 $ 71,088 $ 72,144 $ 72,498
Non‐Personnel
Vehicle Expenses $ 14,904 $ ‐ $ ‐ $ ‐ $ ‐
TOTAL $ 459,096 $ 450,174 $ 456,864 $ 464,220 $ 467,058
44 FY 2022 PFP Budget Review Workshop May 4Horizon Issues: Aerial Support
• GRPD currently has no funding for aerial assets
• Only current option is helicopter support provided by the Michigan State Police
• Air assets for special operations
• Intrusive nature of helicopters
• The Grand Rapids Police Department (GRPD) has been researching the use of unmanned aerial
vehicle (UAV) to meet operational needs in a minimally intrusive way while enhancing the services
we provide the community.
• The intelligence provided to first responders could greatly enhance the decision making of GRPD
personnel.
45 FY 2022 PFP Budget Review Workshop May 4Horizon Issues: Aerial Support (Continued)
• UAVs respond much faster than a traditional police response and can immediately begin to provide
real-time intelligence to first responders pertaining to:
• The nature of the call
• Whether a police response is necessary
• Confirm and/or relay critical information
• GRPD has identified several other uses for UAVs that would greatly enhance our operational abilities:
• Documentation of crime scenes and serious injury/fatal car crashes
• Enter structures to gain better situational intelligence about an ongoing high-risk incident, enhancing the safety
of everybody involved.
46 FY 2022 PFP Budget Review Workshop May 4Horizon Issues: Aerial Support (Continued)
• How can UAVs improve equity in police operations with the community?
• Design and implementation of a strong and robust policy
• The GRPD has drafted policy and operations procedures for the use of drones that have been reviewed by
multiple stakeholders
• ACLU
• Police Chief Advisory Team (PCAT)
• Community input
• UAVs provide an unbiased view of the circumstances surrounding any call for service.
• UAVs allow officers to respond with more information and more detail than they would otherwise have available.
• Commitment to transparency and accountability
• Estimated investment (2 UAVs): $155k first year, $55k thereafter
• Additional community engagement opportunities will be planned for summer/fall of 2021
47 FY 2022 PFP Budget Review Workshop May 4Horizon Issues: Police Services for Mercy Health Saint Mary's
• Requested by both the current and former hospital presidents
• GRPD has been doing this on an overtime basis for three years
• Stationed on a daily basis in the Mercy Health emergency department
• Assault reports
• Assist victim families
• Conduct foot patrols
• Reduce response time for shooting victims that arrive at the hospital by private transport
• Agreement start date: October 1, 2021
• GRPD officers will not be engaging in non-law enforcement tasks
• Mercy Health will pay:
• Annual vehicle expense of $2,000 during the first month on the contract year
• GRPD on an hourly basis
• Loaded formula determined by a calculation that includes true wage and benefit cost
• Defined by contractual agreement between City of Grand Rapids and Grand Rapids Police Officers Association
• Will need a Budget Amendment in August to cover positions
48 FY 2022 PFP Budget Review Workshop May 4Police Services for Mercy Health Saint Mary’s (Continued)
• October 1, 2021 – June 30, 2022:
• Regular time at $56.52 per hour
• Overtime at $84.78 per hour
• June 30, 2022 – September 30, 2024:
• Determined based on negotiated and agreed upon terms of the new contract between the City of Grand Rapids
and the Grand Rapids Police Officers Association (GRPOA).
• Planned vacancies will be covered as an overtime assignment and charged to Saint Mary's. Unplanned
vacancies will not be filled by on-duty patrol personnel.
49 FY 2022 PFP Budget Review Workshop May 4Police Department Strategic Plan Implementation Update
• Through 3rd quarter of first year of plan (July
2020 – March 2021)
• 88% of action steps are completed or on
track, while 12% have experienced some or
major disruption
• Disruption is mostly due to COVID restrictions
or lack of resources
FY 2022 PFP Budget Review Workshop50May 4Office of Oversight and Public Accountability (OPA) 51
OPA FY2022 Proposed Budget & Forecast
Grand Rapids MI - FMS
Org Fund Budget Object Rollup Summary
Statement Of Operations
2021 FISCAL
ACTUAL ADOPTED AMENDED PROPOSED FORECAST FORECAST FORECAST FORECAST
Organization YEAR
2020 2021 2021 2022 2023 2024 2025 2026
ESTIMATE
Oversight & Public Accountability (308 )
1010 - General Fund Operating
Expenditures
701 - Personnel Services 0 0 291,156 221,941 317,201 327,292 338,652 349,362 359,452
751 - Supplies 0 0 3,000 6,000 0 0 0 0 0
800 - Other Services and Charges 0 0 32,392 77,406 88,580 89,136 89,722 90,347 90,905
970 - Capital Outlays 0 0 5,000 24,800 0 0 0 0 0
Total For Expenditures 0 0 331,548 330,147 405,781 416,428 428,374 439,709 450,357
52 FY 2022 PFP Budget Review Workshop May 4FY2022 Office of Oversight and Accountability Proposed Budget
$13,000 , 3%
$15,585 , 4%
$22,450 , 5%
Personel Costs $10,681 , 3%
Phones and Parking
Internal Service Charges
Professional Development
and Memberships
Programming and Printing $344,065 , 85%
53 FY 2022 PFP Budget Review Workshop May 4OPA FY2022 Staffing
• Director of Oversight and Public Accountability: Brandon Davis
• Labor Relations Specialist: Christin Johnson
• Director of OPA home based in the Executive Office and funded by the Police Department prior to
FY2021
• July 7, 2020 budget amendment:
• Established OPA as a separate department outside of the Executive Office
• Established funding for department personnel costs for FY2021
• FY2022 proposed department budget
• Adopted budget process
• Provides for temporary employee administrative support, professional development, and facilities usage
allocation
54 FY 2022 PFP Budget Review Workshop May 4OPA FY2021 Goals and Objectives
• OPA has adopted the goals and initiatives in the City’s Strategic Plan and has embedded those same
goals and initiatives within OPA’s strategic plan.
• There has been major disruption to some objectives due to COVID-19 and limited resources; OPA is
either on-track or has completed 76.93% of OPA’s FY21 objectives.
55 FY 2022 PFP Budget Review Workshop May 4Mission and Values
• In FY21, OPA focused on creating a framework to execute our mission while remaining TRUE to our
values.
• Mission: Through targeted change, accountability, restorative justice, empowerment and
engagement OPA will help create and improve just outcomes and respectful relationships between
public safety and community.
• Values: T.R.U.E. Justice
Transparency Responsibility Unity Equity Justice
FY 2022 PFP Budget Review Workshop May 4OPA’s Values: T.R.U.E. Justice – FY2021 Accomplishments
Transparency - Always being upfront and honest about what we do and say.
• OPA released the Independent Comprehensive Status Report On Police Studies and
Recommendations in 2020 and will release an annual report in FY22.
• OPA established an online presence and utilizes social media to provide updates to community.
• Launched the T.R.U.E. Action webpage: a webpage designed to serve as a one stop hub to
engage with community regarding all police reform activities.
• City Manager Washington released Administrative Order 21-06 which governs access to GRPD
records by OPA and as a result increased access to GRPD records is expected.
57 FY 2022 PFP Budget Review Workshop May 4OPA’s Values: T.R.U.E. Justice – FY2021 Accomplishments
Responsibility - Always being accountable and considering the big picture.
• Released OPA’s Three Year Strategic Plan: OPA released its Strategic Plan which is designed to
guide the work and of the Office of Oversight and Public Accountability from FY2021-FY2023.
• Ensured that OPA staff received training on the history, organization, and evolution of GRPD and
GRFD in addition to training on a wide variety of police practices/procedures and best practices
in civilian oversight of law enforcement.
• OPA has completed significant analysis and expects to release an alignment report that will
provide recommendations regarding public safety boards in Q1 of FY22.
• OPA created a framework to implement an Accountability Advisory Committee that will provide
insight to OPA regarding public safety matters.
58 FY 2022 PFP Budget Review Workshop May 4OPA’s Values: T.R.U.E. Justice – FY2021 Accomplishments
Unity - Always working to build bridges.
• Launched the Let’s Talk About It Program: a program designed to engage community in
dialogue and seek solutions about local and national issues regarding public safety.
• Worked in partnership with the City Manager and other City departments to help lead the City’s
Police Reform efforts by hosting engaging with community (via townhalls, individual
conversations, community meetings and attending social justice demonstrations).
• Served as a facilitator, panelist, and participant at multiple conferences, forums and community
events regarding building trust, police reform and criminal justice reform.
• OPA assists the public with understanding GRPD policies and procedures and works to bridge
the gap between community and police.
59 FY 2022 PFP Budget Review Workshop May 4OPA’s Values: T.R.U.E. Justice – FY2021 Accomplishments
Equity - Always advancing just outcomes and opportunities by leading with racial equity to
address root causes of disparities.
• Worked in partnership with GRPD, Human Resources, and the Office of Equity and Engagement to improve diversity
in recruitment and retention of public safety staff, specifically in relation to automatic disqualifiers for candidates.
• Designed the framework for the Know Your Rights Program: a program designed to educate community regarding
their legal rights and responsibilities.
• Designed the framework for Clean Slate GR: an expungement program that connects GR Residents with resources
including, but not limited to volunteer attorneys to pursue a fresh start under Michigan’s new expungement law.
• Ensured OPA’s involvement with Grand Rapids Equity Champions.
• OPA worked in partnership with the Office of Equity and Engagement to initiate 2SLGBTQIA+ Training for GRPD and
GRFD.
• Led the implementation of Cure Violence in Grand Rapids.
60 FY 2022 PFP Budget Review Workshop May 4Cure Violence
• A team comprised of internal and external stakeholders evaluated multiple evidence-based violence reduction and
intervention models and determined that the Cure Violence model was best suited to address the needs of Grand
Rapidians.
• As such, the City is currently negotiating an initial one-year professional services agreement with Cure Violence Global to
provide training and technical assistance including the implementation of the Cure Violence Model.
61 FY 2022 PFP Budget Review Workshop May 4The Cure Violence Model
• The Cure Violence Model approaches violence with the
understanding that violence is an epidemic process that can
be stopped using the same health strategies employed to
fight epidemics.
• This theory of change utilizes carefully selected and trained
workers — trusted members of the communities we serve —
to interrupt the contagion using a three-prong approach:
• Detect and interrupt the transmission of violence.
• Change the behavior of the highest potential transmitters.
• Change community norms.
62 FY 2022 PFP Budget Review Workshop May 4Investment, Commitment, and Connection
• City’s Investment: The City intends to contribute $75,000 annually with
renewal options for two years resulting in a total investment of $225,000.
• Community Investment: Spectrum Health is the first community partner to
commit to supporting this public health approach to violence reduction and
intervention by generously providing philanthropic support in the amount of
$300,000.
• Lead Agency’s Commitment: The lead agency will fully implement, supervise,
and facilitate Cure Violence including, but not limited to seeking additional
public, private, and/or philanthropic funding to support this program.
• Connection to Neighborhoods: The ideal lead agency will have existing
relationships with City of Grand Rapids’ neighborhoods – especially,
Neighborhoods of Focus.
63 FY 2022 PFP Budget Review Workshop May 4OPA Next Steps
• Initiate Training and Technical Assistance Contract with Cure Violence Group.
• Approved by Commission. April 27, 2021.
• Currently under review by Cure Violence Group. Expected mid-May 2021.
• Select a community partner to serve as lead agency.
• OPA is currently working in partnership with Purchasing, and Equity and Engagement to prepare a revised RFP.
April – May 2021.
• Release an RFP with the support of Cure Violence Group. Expected mid-May 2021.
• Pre-Proposal Virtual Conference to allow community to engage with Cure Violence Group and gain insight that
leads to strong RFPs. Expected June 2021.
• Proposals Due. Expected mid-June 2021.
• Evaluation Committee will assess proposals and conduct evaluations. Expected June 2021.
• Community partner selected and contract submitted to City Commission. Expected July 13, 2021.
64 FY 2022 PFP Budget Review Workshop May 4OPA Horizon Topics
• Fully establish OPA’s role through the creation of City Policies guiding OPA’s work including the creation of
critical incident response procedures
• Public Safety and Arbitration Reform
• Evaluate decriminalization of crimes that result in inequitable outcomes
• Increase access to GRPD records
• Implementation of OPA Complaint Management System
• Reassess Civilian Appeal Board Policies and Operations
• Increase OPA’s capacity to implement the strategies identified in OPA’s Strategic Plan to increase
accountability and transparency
• Continue to seek Federal, State and philanthropic support to increase civilian oversight and increase
support for evidence-based violence reduction and intervention programming (Cure Violence)
65 FY 2022 PFP Budget Review Workshop May 466 QUESTIONS
61st District Court Update 67
61st District Court Update – FY2021 Fiscal Cost Mitigation
• Eliminated 6 full-time positions supported by GOF subsidy
• Eliminated 7 part-time positions supported by GOF subsidy
• Implemented Work Share arrangement
• Pandemic continues to significantly depress revenue - Have adjusted revenue expectations to reflect
experience
• Expenditures are under good control
• Will need a Budget Amendment estimated at $1.2 million BA to close out FY2021 based on
depressed revenues as the result of the COVID-19 Pandemic. Essentially GOF revenue replacement.
68 FY 2022 PFP Budget Review Workshop May 461st District Court FY2021 Reduction Summary
Personnel Cost Reductions Amount
Defunded Two Vacant Full‐Time Positions for 6 months $ (122,700)
Eliminated Deputy Court Clerk (Civil Division) $ (62,479)
Eliminated Deputy Court Clerk (Compliance/Bench Warrant Division) $ (60,446)
Eliminated Victim Services Counselor (Domestic Violence) $ (71,935)
Eliminated Clerk Typist (File Clerk‐Case Initiation Division) $ (49,352)
Eliminated Customer Service Representative (Window Clerk) $ (66,880)
Eliminated Probation Officer $ (87,586)
Eliminated Various Part‐Time & Seasonal Staff Positions $ (97,227)
Total Personnel Cost Reductions $ (618,605)
Other Cost Reductions Amount
State of Michigan Workshare Program Participation $ (121,500)
Supplies, Contractual Services, Professional Development, etc. $ (48,500)
Total Other Cost Reductions $ (170,000)
GRAND TOTAL OF ALL PROPOSED FY2021 REDUCTIONS $ (788,605)
69 FY 2022 PFP Budget Review Workshop May 461st District Court –
Internal Audit Assessment, August 2020
• Historical Trend: Declining court generated revenue and rising expenditures has resulted in
increasing reliance on General Operating Fund support. The court’s revenue decline is supported by
a 42% decline in caseloads from 2009 to 2019.
• Financials: 90% of the court’s revenue is generated from Filing Processing Fees. 80% of
expenditures are derived from fixed Personnel and Building Lease costs.
• Funding: District courts in MI on average receive 44% of their funding from their local funding unit.
In 2019 the 61st District Court received 45% from the City.
• Comparative Analysis: The 61st district court FTE count is in line with neighboring district courts
with similar populations (Kalamazoo 8th & East Lansing 54th).
• Court Performance: The Court collects 90% of fines & fees imposed which exceeds the State
average of 87%. Case clearance rates vary by case type and range from 96% - 101 % (Expectation
is 100%).
70 FY 2022 PFP Budget Review Workshop May 4City’s Historical Financial Support of the 61st District Court (ACTUALS)
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual
Transfers from Capital Reserve $ 1,448,698 $ 1,447,716 $ 1,450,607 $ 1,454,804 $ 1,454,737 $ 1,451,171 $ 1,450,473 $ 1,451,064 $ 1,452,094 $ 1,451,800 $ 1,454,434
Transfers from GOF 2,776,985 3,567,840 4,150,000 3,375,727 3,500,000 4,042,000 6,000,000 5,100,000 5,609,549 6,065,000 7,122,000
Other Revenue 7,862,161 7,515,690 7,699,640 7,628,896 7,420,037 6,855,435 6,546,089 6,329,926 6,502,100 6,188,837 4,527,311
Subtotal Revenue 12,087,844 12,531,246 13,300,247 12,459,427 12,374,774 12,348,606 13,996,562 12,880,990 13,563,743 13,705,637 13,103,745
Expenditures 12,104,381 12,397,849 12,679,531 12,811,597 12,761,129 13,369,016 13,257,880 13,189,179 13,624,489 13,678,903 12,641,526
Expenditure Increase/Decrease ‐7.46% 2.42% 2.27% 1.04% ‐0.39% 4.76% ‐0.83% ‐0.52% 3.30% 0.40% ‐7.58%
Net $ (16,537) $ 133,397 $ 620,716 $ (352,170) $ (386,355) $ (1,020,410) $ 738,682 $ (308,189) $ (60,746) $ 26,734 $ 462,219
Ending Fund Balance $ 334,928 $ 1,195,746 $ 1,361,855 $ 960,140 $ 573,785 $ (446,625) $ 292,057 $ (16,132) $ (76,878) $ (50,144) $ 412,075
71 FY 2022 PFP Budget Review Workshop May 461st District Court Personnel History
Personnel (FTE Count): FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
District Court Operating 83.5 81.1 80.5 80 80 82 81 79.5 78.5 74 73
District Court Grants 6.75 6.95 7 6 7.25 5.5 6.5 5 6 7.5 8.5
Total FTE's 90.25 88.05 87.5 86 87.25 87.5 87.5 84.5 84.5 81.5 81.5
Operating Increase/Decrease 1.83% ‐2.87% ‐0.74% ‐0.62% 0.00% 2.50% ‐1.22% ‐1.85% ‐1.26% ‐5.73% ‐1.35%
Grant Increase/Decrease ‐18.18% 2.96% 0.72% ‐14.29% 20.83% ‐24.14% 18.18% ‐23.08% 20.00% 25.00% 13.33%
Total Increase/Decrease 0.00% ‐2.44% ‐0.62% ‐1.71% 1.45% 0.29% 0.00% ‐3.43% 0.00% ‐3.55% 0.00%
72 FY 2022 PFP Budget Review Workshop May 4Policy Unassigned Fund Balance %: 15%
61st District Court Forecasted Fund Balance
FY2020
FY2021 Estimate FY2022 FY2023 FY2024 FY2025 FY2026
Actual
Beginning Fund Balance ($50,144) $412,075 $286,879 $284,353 $295,102 $304,364 $312,405
Revenue
Grants 307,319 340,253 306,144 306,144 306,144 306,144 306,144
Charges for Services 4,204,406 3,438,362 4,764,150 5,014,150 5,264,150 5,514,150 5,664,150
General Fund Subsidy 7,122,000 6,873,941 6,033,941 6,200,506 6,316,193 6,374,675 6,595,413
Capital Reserve Fund Subsidy 1,454,434 1,455,355 1,215,553 1,190,676 1,192,659 1,191,165 1,131,551
Investment Income/Other 15,586 5,474 4,726 2,643 3,685 4,518 4,935
Total Revenues 13,103,745 12,113,385 12,324,514 12,714,119 13,082,831 13,390,652 13,702,193
Total Expenditures 12,641,526 12,238,581 12,327,040 12,703,370 13,073,569 13,382,611 13,658,143
Surplus (Deficit) 462,219 ‐125,196 ‐2,526 10,749 9,262 8,041 44,050
Ending Fund Balance $412,075 $286,879 $284,353 $295,102 $304,364 $312,405 $356,455
Assigned to Reserves ‐ 15% $1,896,229 $1,835,787 $1,849,056 $1,905,506 $1,961,035 $2,007,392 $2,048,721
Unassigned Fund Balance ($1,484,154) ($1,548,908) ($1,564,703) ($1,610,404) ($1,656,671) ($1,694,987) ($1,692,266)
Unassigned FB % ‐11.7% ‐12.7% ‐12.7% ‐12.7% ‐12.7% ‐12.7% ‐12.4%
73 FY 2022 PFP Budget Review Workshop May 461st District Court Update – FY2022 Fiscal Countermeasures
• Continued reduction of 6 full-time positions supported by GOF subsidy
• 1 filled in FY21 using grant funding
• Adjusted revenue expectations to reflect experience
• Developed framework for the sale of two court suites to Kent County which is expected to save an
estimated $500,000 per year in capital lease and maintenance service costs if approved
• Reduced recommended revenues by $1,178,551 to address continued pandemic impacts
• Reduced recommended expenditure budget by another $805,673
74 FY 2022 PFP Budget Review Workshop May 461st District Court Revenue Budget
Adopted Proposed Increase/
Revenues Description of Significant Variances
FY2021 FY2022 (Decrease)
A 51% reduction in traffic/parking cases and 76% in ordinance
violations has had a significant impact.
Court Filing Fees $5,500,000 $4,250,000 ($1,250,000) Additionally, COVID-19 has greatly impacted the courts civil filing
fees because of eviction mandates and also has impacted the
courts ability to hold defendants accountable for failure to pay as
bench warrant enforcement delined 74%.
This is revenue from the 61st Drug Lab which due to COVID-19
Processing Fees 300,000 255,000 ‐45,000 restrictions has had to stop testing of outside courts and agencies.
Increase in General Fund subsidy necessary due to reduction
General Fund Subsidy 5,673,941 6,033,941 360,000 anticipated in Court Filing Fee Revenue
Reduction in transfer from City's Capital Reserve Fund anticipated
due to pending agreement between the City and Kent County to
Capital Reserve Subsidy 1,455,355 1,215,552 ‐239,803 transfer courtrooms to the County. This would reduce the City's
allocation of bond debt service payments.
Judge standardization, rehabilitation fees, general service fees,
Other 573,768 570,020 ‐3,748 investment revenue and case flow/management.
Total $13,503,064 $12,324,513 ($1,178,551)
75 FY 2022 PFP Budget Review Workshop May 461st District Court Expenditure Budget
Adopted Proposed Increase/
Expenditures Description of Significant Variances
FY2021 FY2022 (Decrease)
Contractual wage and step increases for full-time employees
($127,557)
Retirement fund contribution ($114,850)
Personal Services $6,968,570 $7,305,071 $336,501 Temporary employees - DART Volunteer Coordinator increased
FTE due to additional responsibility from staff reduction and
seasonal admininstration temporary employee ($86,807)
Other variance ($7,287)
Supplies 102,269 101,949 ‐320
Decreased Fees due to decline in Court Fee Revenue as a
portion if remitted to state, county and Libraries (-$642,436)
Building Rental/Lease-Facilities Mgt. reduction due to pending
Other Services and Charges 6,445,994 5,265,065 ‐1,180,929 agreement with the County to transfer courtrooms-bond payments
and operating lease (-$417,558)
Other increases/decreases net (-$120,935)
Computer update to Windows 10 in FY2021 only (Windows 7 no
Capital Outlays 147,304 36,204 ‐111,100 longer supported)
$121,500 was added to lapse in FY21 to account for the Court's
participation in the State of Michigan Workshare Program.
Appropriation Lapse ‐531,424 ‐381,249 150,175
Remainder is due to align with a payroll reduction from elimination
of positions and other one-time FY21 budget amounts.
Total $13,132,713 $12,327,040 ($805,673)
76 FY 2022 PFP Budget Review Workshop May 477 QUESTIONS
Third Ward / Neighborhood of Focus Equity Funding 78
Commission’s Six Near-Term Focus Areas
• Housing and Homelessness
• COVID Relief/Economic Recovery including Health Impacts
• Third Ward/Neighborhoods of Focus Equity Funding
• Public Safety Reform
• Crime Prevention/Violence Reduction
• Fiscal Sustainability and Discipline
Note: the Commission identified these six near-term focus areas for the remainder of FY2021 and FY2022 during the October 2020 Commission
Prioritization Workshop
79 FY 2022 PFP Budget Review Workshop May 4Three Interrelated Focus Areas
• Today – reviewing Third Ward / Neighborhood of Focus Equity Funding
• On May 11 – unpack in more detail two related City Commission focus areas:
• Housing and Homelessness
• COVID Relief/Economic Recovery including Health Impacts
• Discussion of Third Ward/Neighborhood of Focus Equity funding will continue beyond the adoption of
the FY2022 Fiscal Plan as rules and regulations are released for investment of American Rescue Plan
Act monies
• All investments based on City’s Strategic Plan, City Commission’s Near-Term Focus Areas and
Strategic Recovery Plan within program regulations and in consideration of related CARES and ARPA
investment
80 FY 2022 PFP Budget Review Workshop May 4Third Ward Equity/Neighborhoods of Focus
Background and Future
• FY2020 Third Ward Equity Fund (TWEF) – First investment of $750,000
• FY2021 Third Ward Equity investments – prioritized at $750,000
• Community Development Block Grant Coronavirus (CDBG-CV) and Emergency Solutions Grants Coronavirus
(ESG-CV)
• Need to meet federal grant requirements
• FY2022 Third Ward / Neighborhood of Focus Equity funding – $2,000,000
• Included in the Fiscal Plan as a recommended American Rescue Plan Act investment
• FY2023 Third Ward / Neighborhood of Focus Equity investment
• TBD - may be an option through the American Rescue Plan Act
81 FY 2022 PFP Budget Review Workshop May 4Economic Resiliency and Recovery Investment Strategy (ERRIS)
Investment Framework
Guiding Principles
Collaboration with community and economic development partners
Identifying and filling gaps to avoid duplication
Equitable investments that maximize and leverage other City investments
Direct local connectivity and rapid response
Four Impact Areas
Resident Resiliency – to mitigate impacts on residents and neighborhoods
Business Resiliency and Recovery – to address impacts of the shutdown, help sustain businesses and promote recovery
Community Reactivation – to accelerate reopening of businesses, neighborhoods and public spaces, while celebrating community and
building lasting connections
Transportation and Infrastructure – to invest in outcomes that connect people to jobs, businesses, neighborhoods, events and one another
Third Ward Equity
An amount of $750,000 was prioritized for Third Ward equity investments within the first three impact areas
82 FY 2022 PFP Budget Review Workshop May 4Third Ward Equity Investments to Date
FY2020 Third Ward Equity Fund FY2021 Third Ward Equity
Accomplishments Prioritized ERRIS Investments
Business Grants – BRIP Resident Resiliency – $450,000
• Housing Security Services - $375,000
• 16 business improvement grants for $422,190 • Neighborhood Support and Technical Services - $50,000
Keeping People in their Homes • Boston Square, Fuller Area Neighbors, MLK, Oakdale Neighbors, Seeds of
Promise, and South Hill
• 8 projects completed and 5 pending/$171,952 invested • Youth Employment/GRow1000 - $25,000, completed
• $60,548 carried forward for future projects • Housing Support Services (HRS, Legal Aid of West MI)
Lead Awareness Education Business Resiliency and Recovery – $250,000
• $50,000 campaign with Kent County Health Department • Business Grant Program (108 approved/$537,721)
generated 850,000 impressions • Small Business Grants - $99,121, completed
• Targeted outreach - $60,000, completed
Family Outreach Center – Seeking Safety Support Services
Fund Community Reactivation – $50,000
• Neighborhood Awareness and Marketing - $20,000
• 36 youth age 14-24 served/$11,357
• Neighborhood Initiatives - $30,000
FY 2022 PFP Budget Review Workshop83May 4Next ERRIS Investments – Project elements
• Mental Health Services - Support for uninsured and underinsured in primarily in Third Ward/NOF
• Neighborhood Learning Hubs - Support extended learning over summer
• Staffing, learning technology, transportation and PPE
• Homeless Health and Safety Measures - Continued deployment of port-a-potties and handwashing stations
in high use areas
• Seasonal Pop-up Markets - Support for retail primarily in Neighborhoods of Focus (NOF)
• Home-based businesses, artists and entrepreneurs
• MLBE Business Support
• Accounting, business advisor services and potential small business support grants
84 FY 2022 PFP Budget Review Workshop May 4Next ERRIS Investments – Project elements
• Park Ambassadors/Summer Camps – Enhance park ambassador program and add full, youth summer camps
• Garfield, Joe Taylor, Martin Luther King, Jr., and Roosevelt parks
• Homeless Shelter Health and Safety – Support additional cleaning and PPE in shelter operations
• COVID Business Adaptation Program – Support improvements required to operate during the pandemic and beyond,
including PPE, primarily in Third Ward/NOF
• Neighborhood Clean Ups – Support clean up of materials accumulated over the pandemic, primarily in Third Ward/NOF
85 FY 2022 PFP Budget Review Workshop May 4Next ERRIS Investments & Third Ward Equity Impact
86 FY 2022 PFP Budget Review Workshop May 4Next ERRIS Investments – Action Steps
• Moving forward, action steps include:
• Procurement for
• Mental Health Services
• Learning Hubs
• MLBE Business Support
• COVID Business Adaptations/PPE
• Seasonal Pop-up Markets
• Homeless Shelter Health and Safety
• Program Development and Deployment
• Summer Camps
• Neighborhood Clean Ups
87 FY 2022 PFP Budget Review Workshop May 4Neighborhoods of Focus (NOF) as a Whole
• 17 of 47 census tracts (36%) in Wards 1 and 3, in the near west
and south side of Grand Rapids
• Highest % of Black, Indigenous and People of Color live in NOF
(50%)
• Due to systemic and historic inequities, residents in NOF experience
the most disparate outcomes compared to other Grand Rapids
census tracts, including:
• Income
• Educational attainment and economic opportunity
• Home ownership and wealth accumulation
• The City strives to eliminate inequities, therefore is intentional to
invest in these areas
• Check out our searchable map showing our three Wards and NOF
FY 2022 PFP Budget Review Workshop88May 4Neighborhoods of Focus Demographics and
% BIPOC Across the City
50% White
50% BIPOC
34% Hispanic or Latino
26% Black / African American
14% Other Race
8% Two or More Races
1% Asian Average BIPOC across the city: 40% (2010 Census)
Source: 2019 American Community Survey 5-year Estimate City estimate based on 2019 ACS 5-year Estimate: 33%
FY 2022 PFP Budget Review Workshop89May 4Average BIPOC across the city: 40% (2010 Census)
City estimate based on 2019 ACS 5-year Estimate: 33%
Neighborhoods of Focus - Demographics
Black / African American
BIPOC by Census Tract
by Census Tract
43% of Ward 1 13% of Ward 1 NOF 47% of Ward 1 NOF
NOF are BIPOC are Black/African American 45% of Ward 3 NOF are Hispanic/Latino
59% of Ward 3 16% of Ward 3 NOF
are Black/African American
NOF are BIPOC are Hispanic/Latino
Source: 2019 American Community Survey 5-year Estimate
FY 2022 PFP Budget Review Workshop90May 4Third Ward / Neighborhood of Focus Equity Funding – many metrics
to select from
• Community Development Target Area
• Demographic data
• Crime data
• Income
• Health
• Educational attainment
FY 2022 PFP Budget Review Workshop91May 4ARPA FY2022 Investment Recommendations
• Grand Rapids awarded $94M
• $47M May 2021 (assumed)
• $47M May 2022 (assumed)
• Uses based on Commission focus areas
• Divided by three main areas:
• Income tax replacement for fiscal sustainability
• Recommended investment for immediate support
• Potential investments for post-budget
• FY2022 Third Ward/Neighborhood of Focus Equity Funding
• Included in the Fiscal Plan
• Recommended $2,000,000 American Rescue Plan Act investment
• Separate process for any FY2022 Third Ward/Neighborhood of Focus Equity ARPA investment
• potential to repeat a similar process for FY2023
92 FY 2022 PFP Budget Review Workshop May 4ARPA FY2022 Investment Recommendations – Potential Baseline
• FY2022 Third Ward/Neighborhood of Focus Equity Funding is included in the Fiscal Plan as a
recommended $2,000,000 American Rescue Plan Act investment
• Prior investment level in Third Ward Equity has been $750,000 in the last two fiscal years
• Allocation Formula for FY2022 could follow:
• Baseline of $750,000 for Third Ward Equity
• Remaining $1,250,000 of the recommended appropriation could be allocated to the NOF areas, or to a broader,
area based on factors determined by the City Commission
93 FY 2022 PFP Budget Review Workshop May 4ARPA - Post Budget Adoption Process
• June 2021: Staff preparation
• Get clarity on uses of funding from U.S. Treasury
• Preliminary Discussions with City Commission seated as the American Rescue Plan Allocation Committee
• Put together communication plan/tools
• Begin engagement (next slide)
• July 2021: Commission special meetings to discuss FY2022 uses of ARPA
• Review engagement outcomes
• Fine tune plan & recommend appropriation categories and amounts
• Appropriation goes through Fiscal Committee for recommendation to full City Commission
• Request for proposal/procurement processes for project investments within categories as needed
• Approval of FY2022 investment agreements as developed
• June-July 2022: potential to repeat a similar process for FY2023 based on financial status, strategic needs and FY2022
experience following receipt of second ARPA installment
94 FY 2022 PFP Budget Review Workshop May 4You can also read
