Michigan Economic Development Corporation
Michigan Economic Development Corporation
  • Tools
  • Redevelopment Services
  • Small Business
  • Historic Preservation
  • Training & Events
Site Logo

Thousands of Resources, Ready to help.

Advantages

  • Community Revitalization Program
  • Small Business Training Series
  • Civil Rights Bike Tour
  • Michigan Main Street

Popular

  • State Historic Tax Credit
  • Developer Toolkit
  • Build MI Community
  • Request for Qualifications
  • Community Development Block Grant
Michigan Economic Development Corporation
  • Tools
  • Redevelopment Services
  • Small Business
  • Historic Preservation
  • Training & Events
  • About
  • Contact Us
  • Staff Directory
  • News
  • Grant Administration Manual
Partner Programs Partner Programs
Michiganbusiness.org Michiganbusiness.org
MEDC Project Map MEDC Project Map

RRC Online Resource Library

Redevelopment Ready Communities (RRC)

RRC Online Resource Library

The Redevelopment Ready Communities program is committed to providing ongoing support and technical assistance to all communities as they seek to build strong planning and development processes that are efficient, predictable and transparent. RRC has compiled a number of guides to provide step-by-step guidance for addressing many of the best practice deliverables ranging from plan reviews to packaging your priority redevelopment sites. The team has also created a handful of templates which can be customized to fit your community.

Please note that while RRC makes every attempt to maintain valid examples, the RRC Best Practices do evolve over time and it's possible an example on here may not be 100% aligned with updated best practices. Please be sure to always refer to the most current handbook and communicate with your planner before adopting any final documents based on these examples.

Questions on any particular document should be directed to your community's RRC Planner. If you don't find what you're looking for here, we encourage you to contact your planner to talk further about your needs. 

Please report any broken links to [email protected].

Best Practices Handbook

RRC consists of six interconnected best practices designed to create a predictable, transparent, and efficient development experience. Check out the handbook for more details on each best practice.

 

RRC Best Practices Handbook Cover.png

Download the Best Practices Handbook

Click Here
{{item.label}}

Best Practice 1

-----------------------

Best Practice 1 (Plans & Engagement) evaluates community planning and how a community’s redevelopment vision is embedded in the master plan, capital improvements plan, and downtown plan and/or corridor plan(s). It also assesses how a community identifies its stakeholders and engages them, not only during planning processes, but on a continual basis. 

1.1 | Master Plans

CRITERIA
The governing body has adopted a master plan in the past five years. 

WHY
Master plans establish a community vision through public engagement and identify how to implement that vision. The plan is an essential document that guides future development throughout the community, adding predictability and community support to the development process. 

MASTER PLAN EXPECTATIONS
All master plans must be adopted and/or reviewed in the past five years and address the required information from the Michigan Planning Enabling Act and RRC best practice 1.1 expectations: 

  • The master plan reflects the community’s desired direction for the future.  
  • The master plan identifies strategies for priority redevelopment areas.  
  • The master plan addresses land use and infrastructure, including complete streets.  
  • The master plan includes a zoning plan.  
  • The master plan establishes goals, implementation actions, timelines, and responsible parties.  
  • The master plan addresses the community's existing and forecasted housing demands, along with strategies and policies for addressing those demands.
  • The master plan is accessible online. 
  • Progress on master plan implementation is assessed annually. (Certified only expectation) 

If a community already has a master plan in place, a good first step is to review the existing plan using the RRC Guide on Master Plan Updates to determine necessary updates. 

EXAMPLES 

  • 1.1 – Charlevoix Master Plan (2022) 
    • Charlevoix's 2022 Master Plan prioritizes education and strong planning for commercial redevelopment and infill housing. The introduction's focus on "How Does the Master Plan Affect You?" is a notable addition for other communities. Key areas of excellence include strategies for priority redevelopment areas and infill housing sites (pages 78-84); a detailed Zoning Plan for FLU districts (pages 105-107); and an implementation matrix with responsible parties, timelines, priorities, and funding sources (pages 113-119). 
  • 1.1 – Harper Woods Master Plan (2023) 
    • Harper Woods seamlessly integrated an Economic Development Strategy (pages 74-75) within their 2023 Master Plan, effectively outlining their redevelopment vision. The document notably identifies redevelopment strategies for their three major business districts—Kelly Road, 8 Mile/Vernier, and Harper (pages 61-62)—and highlights priority redevelopment sites citywide (pages 65-71). 
  • 1.1 – Holland Master Plan (2023) 
    • Holland's Master Plan incorporates a diverse range of tables, flowcharts, graphics, and images to enhance readability and understanding for the public. Additionally, the inclusion of a variety of renderings brings the document's plans to life and visually supports potential projects. 
  • 1.1 – Laurium Master Plan (2023)
    • Larium's first master plan serves as an exemplary model for other small communities, demonstrating how to effectively map out a strategic vision for future development. It emphasizes the identification and promotion of key community areas, with a special focus on cultural assets. This approach not only highlights Larium's rich historical significance but also positions these assets as central to the community's identity and development strategy. By integrating cultural heritage into the planning process, Larium sets a precedent for preserving its unique legacy while planning for sustainable growth. 
  • 1.1 – Midland Master Plan (2024) 
    • Midland developed their master plan internally, incorporating photos contributed by community members, and enhanced the document with high-quality graphics, resulting in a visually impressive plan. Their innovative public engagement approach included a successful pub crawl to gather input for the master plan. 

 

For communities pursuing the RRC Certified Designation, there is an additional expectation that progress on master plan implementation is assessed annually.  

There are numerous ways to address this expectation such as:

    1. Planning Commission Annual Report: Including a section in this report is an easy way to tackle multiple RRC items at once. 
    2. Internal spreadsheet: The creation of an internal spreadsheet allows for easy yearly updates to be made and provided to the governing body. Check out these great examples from Romulus (2022) and Saginaw (2022).  
    3. A memo/briefing: This approach might make sense if your community's PC annual report and budget cycle don't align. It also highlights the master plan each year as its own tool. 
    4. A joint meeting/workshop: Master plan progress is a great foundation for holding a joint meeting with all boards. 

RESOURCES 
Below is a selection of quick sheets outlining things to consider during a master plan update to ensure the community’s unique needs are met: 

  • Quick Sheet: Data & Data Analysis 
  • Quick Sheet: Designing Better Streets 
  • Quick Sheet: Gathering Stories 
  • Quick Sheet: Interjurisdictional Plans 
  • Quick Sheet: Master Plan to Zoning to Development 
  • Quick Sheet: How Development Impacts Municipal Budgets 
  • Quick Sheet: Planning & Health 
  • Quick Sheet: SWOT Analysis 
  • Quick Sheet: Translating Community Values into Land Use 
1.2 | Downtown & Corridor Plans

CRITERIA 
The governing body has adopted a downtown or corridor plan. 

WHY 
Downtowns and major corridors are economic engines for communities. Having a plan for these significant areas adds predictability for future development and can support local efforts to strengthen businesses and create a community gathering space. 

DOWNTOWN & CORRIDOR PLAN EXPECTATIONS 
RRC Best Practice expectations for this criteria are heavily based on existing tax increment financing (TIF) development plan requirements in PA 57 of 2018. 

  • The downtown or corridor plan identifies development area boundaries.  
  • The downtown or corridor plan clearly identifies priority projects.  
  • The downtown or corridor plan includes mixed-use and pedestrian-oriented development elements.  
  • The plan is available online. 

Note: For the Essential designation, this best practice only applies in instances where the community has an active DDA or CIA TIF. 

EXAMPLES 

  • 1.2 - Cheboygan Downtown Plan (2022)
    • The 2021 Development Plan and Tax Increment Financing Plan for Cheboygan prioritizes key redevelopment areas like Main Street and the waterfront. This tailored approach, in line with Cheboygan's Main Street designation, maximizes the community's unique character and economic potential in the revitalization process. 
  • 1. 2 – Decatur Development + TIF Plan (2023) 
    • Decatur’s DDA Plan demonstrates a clear understanding of the community's needs and aspirations, as evidenced by its thorough assessment of existing conditions and engagement with stakeholders. The plan's emphasis on economic development and placemaking strategies aligns with best practices for downtown revitalization. Additionally, the detailed implementation section, complete with timelines, responsible parties, and funding strategies, provides a practical roadmap for achieving the plan's goals. 
  • 1.2 – Grand Haven Downtown Plan (2020) 
    • The Grand Haven Main Street Futures Planning document showcases active community engagement, with surveys and workshops ensuring alignment with community needs. The plan sets a clear vision with specific, measurable goals and actionable strategies for placemaking, economic development, and infrastructure. It includes a detailed implementation plan with timelines, responsible parties, and funding strategies; and puts a clear emphasis on partnerships and collaboration. This plan demonstrates the city’s strong alignment with the Main Street Four-Point Approach. 
  • 1.2 - Lake Orion Downtown Plan (2020)  
    • Lake Orion’s downtown plan's emphasis on promoting unique local businesses and preserving historic structures sets it apart, as does its detailed strategy for improving public spaces and infrastructure. Additionally, the plan's inclusion of a marketing and events program demonstrates a proactive approach to attracting visitors and supporting economic growth. 
  • 1.2 – Mayville Downtown Plan (2021) 
    • This downtown plan from Mayville is a noteworthy example from a community with a small population and limited resources. It includes several exemplary elements, such as clear project goals, insightful examples from other communities, and informative visuals for educational purposes. Additionally, the plan provides useful data to support future decision-making and features a robust implementation section. 
  • 1. 2 - Tecumseh Downtown Plan (2021) 
    • The 2021 DDA and TIF plan for Tecumseh stands out for its robust implementation section, demonstrating a high level of strategic planning. The plan is structured into three distinct timelines, each with clearly defined objectives, action steps, responsible parties, and associated costs.
1.3 | Capital Improvements Plans (CIPs)

CRITERIA 
The governing body has adopted a capital improvements plan. 

WHY 
Turning plans into action often requires capital investments. These plans, established under Michigan law, help coordinate these investments, which could include infrastructure, facilities, parks, technology and more. 

CIP EXPECTATIONS 
The creation of a CIP is something that can be done in-house with cooperation of all department heads, municipal finance team members, and municipal leaders. CIPs should align with the Michigan Planning Enabling Act and meet the following expectations: 

  • The capital improvements plan details a minimum of six years (beginning with the current year) of public structures and improvements and is updated annually.  
  • The capital improvements plan coordinates projects to minimize construction costs.  
  • The capital improvements plan coordinates with adopted community plans and the budget. 
  • The capital improvements plan is accessible online. 
  • The community provides an update on engagement activity to the governing body at least annually. (Certified only expectation) 

To fully meet the intent, it is essential that the CIP be readily accessible on the community's website and not buried deep in a budget document. 

EXAMPLES 

  • 1.3 – Comstock Charter Township CIP (2024-2029) 
    • Comstock Charter Township's CIP provides detailed insights into the process of CIP creation and how CIP funding integrates into the overall budget process. 
  • 1.3 – Ithaca CIP (2024-2030) 
    • Ithaca's CIP enhances accessibility by including a 'Definitions of Acronyms Used' section, ensuring clarity for all readers. The plan also features a 'Project Status Report' to showcase completed projects and any adjustments, offering stakeholders a comprehensive view of past and future initiatives. 
  • 1.3 – Lincoln Park CIP (23/24-28/29) 
    • Lincoln Park’s CIP includes a detailed section on how capital improvements are funded and lists out each potential source along with a graphic showing the funding breakdown. Additionally, Appendix B includes a blank example of the ‘project submittal form’ they use to collect project information annually. 
  • 1.3 – Owosso CIP (2023 - 2029) 
    • Owosso breaks down their CIP into clear color-coded categories and departments to add an additional level of organization to their plan. 
  • 1.3 – Petosky CIP (2024-2029) 
    • Petoskey’s CIP provides a clear overview of the CIP process, detailed project descriptions, and incorporates maps to highlight project areas. 
  • 1.3 – Reading CIP (2022 - 2027) 
    • Reading’s CIP includes their CIP department application, scoring process, and scoring legend in the Appendix. This is a great example to look at if a community is building out their CIP process or refining it. 

RESOURCES 
If a community is new to building a CIP, RRC has created a Guide for Capital Improvement Plans and the Michigan Association of Planning offers a CIP training that may be helpful. Review this quick sheet, prepared in partnership between Michigan Association of Planning & RRC, for more reasons on why having a CIP is important. 

The Michigan Infrastructure Council has created an Asset Management Readiness Scale to help communities prioritize investments. Learn more here. 

1.4 | Public Participation Plans

CRITERIA 
The community has a public participation plan for engaging a diverse set of community stakeholders. 

WHY 
Public participation plans help communities establish clear expectations for public engagement, ensuring all groups are represented in decision making processes. 

PUBLIC PARTICIPATION PLAN EXPECTATIONS 
A community’s Public Participation Plan should be created keeping in mind each community’s unique attributes while also meeting the following expectations: 

  • The plan identifies key stakeholders, including those not normally at the visioning table.  
  • The plan describes public participation methods and the appropriate venue to use each method.  
  • The plan includes the use of both traditional and proactive engagement methods.  
  • The plan identifies how the community will report out results of engagement efforts.  
  • The community reviews and updates the plan on a regular basis. 
  • The community provides an update on engagement activity to the governing body at least annually. (Certified only expectation)

EXAMPLES 

  • 1.4 – Buena Vista Charter Township Public Participation Plan (2022) 
    • Buena Vista’s Public Participation Plan, developed internally, effectively addresses the unique needs and context of the township. It places a strong emphasis on engaging the business community as key stakeholders and is guided by a clear vision and mission statement. 
  • 1.4 – Coldwater Public Participation Plan (2021) 
    • Coldwater's Public Participation Plan features visually appealing elements and a well-organized layout, enhancing readability and understanding. The inclusion of the 'Development Flowchart' in the Appendix provides additional helpful and easily digestible information for the public about each development review process. 
  • 1.4 – Dearborn Public Participation Plan (2022) 
    • Dearborn’s Public Participation Plan introduction sets a strong foundation for the City's commitment to equitable and inclusive public engagement efforts. The document includes an extensive list of stakeholders, a helpful toolbox graphic, and comprehensive appendices that promote evaluative and reflective practices in public engagement. Overall, it is a remarkable example of effective public engagement strategies. 
  • 1.4 – Holland Public Participation Plan (2022) 
    • Holland’s public participation plan is notable for its thoroughness, providing more detailed information than is typically seen. It includes specific outreach locations, activity suggestions, and a matrix outlining recommended engagement strategies. 
  • 1.4 - Negaunee Public Participation Plan (2019) 
    • Unique to Negaunee’s Public Participation Plan, the community lists out public venues where engagement happens and provides images to help identify those spaces for the public. 
  • 1.4 – Romulus Public Participation Plan (2022)  
    • Romulus’ Public Participation uses graphics, flowcharts, and images to break up the text creating a more digestible document for the public to read. Additionally, the Appendix includes a blank ‘Community Event Satisfaction Survey’ which serves as a great example of how the community collects feedback year round. 

For communities pursuing the RRC Certified Designation, there is an additional expectation that the community provides an update on engagement activity to the governing body at least annually. This can be done as part of other annual reports (i.e. Planning Commission Annual Report), an annual joint meeting, or as a standalone memo.  

When compiling this annual summary, consider the following questions: 

  • What special community engagement activities have happened in the past year (if any)? Examples may include plan updates or special projects which resulted in additional engagement beyond normal. 
  • Did the community implement any new engagement tools such as a newsletter, expanded social media, or other new methods of communication? 
  • Did the community follow its public participation plan? 
  • Provide any available statistics you gathered (meeting attendance, public comments, social media statistics, etc.) 
  • Provide a summary of any feedback you collected on engagement activities in accordance with your public participation plan. 

ANNUAL REPORT EXAMPLES 

  • Westland’s Annual Public Engagement Report (2023) 
  • Hancock ‘s Public Engagement Memo (2021) 
  • Marquette’s Public Engagement Memo (2022) 
  • South Haven’s Public Engagement Memo (2021) 

RESOURCES 
Each community's public participation plan will look different based on available tools, resident expectations, upcoming projects, etc. Communities are encouraged to review examples from other communities but to truly customize their local public participation plan in a way that aligns with local stakeholder needs and expectations. Review the RRC Guide on Creating Public Participation Plan for ideas to begin building your local plan. 

Community Heart & Soul Framework 

Best Practice 2

-----------------------

Best Practice 2 (Zoning) evaluates a community’s zoning ordinance and how it meets community goals, enables the form and type of development the community is seeking and includes modern approaches to zoning. Zoning is a key tool for plan implementation and obsolete zoning regulations can discourage development and investment. Outdated regulations can force developers to pursue rezoning or variance requests thus extending project timelines, increasing costs, and creating uncertainty. Communities should look to streamline requirements and regulate for the kind of development that is truly desired. Zoning should be used to shape inviting, walkable, vibrant communities, rather than inhibit them.

Best Practice 2 General Resources

Each section under this best practice dives into a specific criterion, but users may be interested in the following general resources on this best practice:

  • Enabling Better Places - User' Guide to Zoning Reform
  • Enabling Better Places - Commercial Corridors & Shopping Centers
  • Zoning Reform Toolkit
2.1 | Alignment with Master Plan

CRITERIA
The governing body has adopted a zoning ordinance that aligns with the goals of the current master plan.

WHY
Under Michigan law, zoning oridnances must be based on an adopted master plan. Ensuring such coordination reduces uncertainty and risk for development.

RESOURCES
Best Practice 2.1 - Alignment with Master Plan
Getting What You Want: Master Plan to Zoning to Development

2.2 | Accessibility & User-friendliness

CRITERIA
The zoning ordinance is accessible and user-friendly.

WHY
Adding user friendly components to the zoning ordinance can make it easier to understand, thus removing an initial barrier that disproportionally impacts local, small-scale, and first-time applicants.

RESOURCES/EXAMPLES
Best Practice 2.2 - Accessibility and User-friendliness
Zoning Ordinance: Roscommon (Certified)

2.3 | Concentrated Development

CRITERIA
The zoning ordinance provides for areas of concentrated development in appropriate locations and encourages the type and form of development desired.

WHY
Allowing for areas of context-sensitive concentrated development provides myriad benefits including enabling pedestrian mobility, providing a sense of place, generating fiscal stability for communities, and leveraging existing infrastructure.

RESOURCES
Best Practice 2.3 - Concentrated Development
Quick Sheet: Mixed-Use Development
Quick Sheet: Density & Efficiency
Quick Sheet: How Development Impacts Municipal Budgets
Quick Sheet: Pedestrian Scaled Design
Quick Sheet: Third Place
Quick Sheet: Town Centers & Open Space

ADDITIONAL INFORMATION
What is New Urbanism?
Sprawl Costs the Public More Than Twice as Much as Compact Development
Enabling Better Places: A Handbook for Improved Neighborhoods (AARP)

2.4 | Housing Diversity

CRITERIA
The zoning ordinance allows for a variety of housing options.

WHY
Having an ordinance which clearly allows for diverse housing types creates unique neighborhoods, provides lifestyle options for residents of all ages and income levels, helps attract talent, and provides flexibility for meeting market demand.

RESOURCES
Best Practice 2.4 - Housing Diversity
Quick Sheet: Missing Middle Housing
Quick Sheet: Affordable Housing Myths

Example Ordinances
Tecumseh B-2 Housing Options
Port Austin RM Housing Options (see section 508.1.D)

ADDITIONAL RESOURCES
HUD and DOJ Joint Statement on Fair Housing
Accessory Dwelling Units (ADU)
Townhouses/rowhouses
Micro Units


2.5 | Parking Flexibility

CRITERIA
The zoning ordinance includes flexible parking requirements.

WHY
The cost and space consumed by parking can make or break a project financially. Providing flexible options for parking allows for creative and context-sensitive solutions in communities of all sizes and reduces the negative impacts excessive parking can have on a communty's sense of place.

RESOURCES
Best Practice 2.5 - Parking Flexibility 
Quick Sheet: Do you really need all that parking?
How to do a parking study

ADDITIONAL INFORMAITON
Parking Planning Paradigm Shift
Parking Is Sexy Now. Thank Donald Shoup
Parking Reform Will Save the City
People Over Parking (APA)
Parking Minimums: From 101 to Action (Strong Towns)
How Buffalo Moved Away from Parking Minimums (USA Streetblog)


2.6 | Green Infrastructure (Certified Only)

CRITERIA
The zoning ordinance includes standards for green infrastructure.

WHY
Integrating green infrastructure can reduce infrastructure and maintenance costs, provide opportunities for recreation and physical activity, reduce exposure to harmful substances, advance placemaking goals, improves safety, promotes community identity and a sense of well-being, and provide economic benefits

RESOURCES
Best Practice 2.6 - Green Infrastructure
Quick Sheet: Blue-Green Infrastructure
Quick Sheet: Green Infrastructure & Stormwater Management
Quick Sheet: Planning & Health
Green Infrastructure Guide 

ADDITIONAL INFORMATION
Green Infrastructure Plan for Southwest Michigan
Green Infrastructure Plan for Southeast Michigan

Best Practice 3

-----------------------

Best Practice 3 (Development Review) evaluates the community’s development review policies and procedures to ensure they integrate predictability throughout. To do this, sound internal procedures need to be in place and followed. Making information on the development review process and resources readily available assists developers of all sizes and experience levels in understanding what they’ll need to know as they invest in the community. 

Best Practice 3 General Resources

Each section under this best practice dives into a specific criterion, but users may be interested in the following general resources on this best practice:

  • Michigan Zoning Enabling Act
  • Quick Sheet: Understanding Development
  • Quick Sheet: Streamlining Development
  • Quick Sheet: Working with Planning Consultants
  • Quick Sheet: Ordinance Enformcement Team
  • Quick Sheet: Developing Findings of Fact
  • Quick Sheet: Issuing Variances
  • Quick Sheet: Land Use Conditions
3.1 | Defined Processes

CRITERIA 
The zoning ordinance includes clear steps for major development review processes. 

WHY 
Clearly defined development review processes provide predictability for investments big and small.  

DEFINED PROCESSES EXPECTATIONS 

  • Processes for site plan review, special land use, rezoning, variances, and text amendments are clearly laid out in the zoning ordinance. 
  • Development review standards are clearly defined. 

EXAMPLES 

  • 3.1 – City of Albion Development Processes 
    • Plot Plan & Site Plan Review (Article 5) 
    • Special Use Review (Article 6) 
    • Rezoning Standards (Section 10.3) 
    • Variances (Section 8.4) 
    • Adoption & Amendments (Article 10) 
  • 3.1 – City of Dewitt Development Processes 
    • Site Plan Review (Section 78-262)  
      • The Use Table helps organize the site plan review process. 
    • Special Land Use (Section 78-504) 
    • Variance (Section 14-66) 
    • Conditional Rezoning (Section 78-602) 
    • Text Amendment (Section 78-601)  
    • Development Review Standards (Article XVIII). 
  • 3.1 – City of Milan Development Processes 
    • Site Plan Review (Article 8) 
    • Special Land Use (Article 9) 
    • Zoning Board of Appeals (Article 16) 
    • Rezoning (Article 17) 
3.2 | Point of Contact

CRITERIA 
The community has clearly identified a point of contact for development review activities. 

WHY 
Having a clearly identified point of contact helps communities offer positive and personalized service which builds a foundation for a predictable development review experience. 

POINT OF CONTACT EXPECTATION 

  • The community has an identified development review point of contact, which is clearly indicated on the website. 

EXAMPLES

  • 3.2 – City of Albion Planning Building & Zoning Webpage 
  • 3.2 – City of Grayling Zoning Department Webpage 
  • 3.2 – City of Muskegon Planning Webpage

TIP: The development point of contact should be listed in whatever spot a potential applicant is most likely to look at when researching what is needed for a permit. 

3.3 | Conceptual Review Meetings

CRITERIA 
The community defines and offers conceptual review meetings for applicants. 

WHY 
Conceptual review meetings offer a chance for early, informal review of proposed projects. This helps avoid costly mistakes or delays later in the process. 

CONCEPTUAL REVIEW MEETINGS EXPECTATIONS 

  • The community advertises online that conceptual site plan review meetings are available. 
  • The community has clearly defined expectations posted online and a checklist to be reviewed at conceptual meetings. (Certified only expectation) 

Conceptual review meetings are sometimes also called pre-application meetings. Holding them with staff, rather than a public board, allows for more casual conversation and a chance to focus more on process and support, versus an actual site plan. 

EXAMPLES 

  • 3.3 – Charter Township of Canton 
    • Advertisement on Planning Services Webpage 
    • Expectations & checklist document linked with advertisement 
  • 3.3 – Village of Mackinaw City 
    • Advertisement, expectations, & checklist all clearly listed out on Developing in Mackinaw City Webpage 
  • 3.3 – City of Rogers City 
    • Advertisement on Rogers Development Guide Webpage 
    • Expectations & checklist document linked with advertisement  
  • 3.3 – Village of Roscommon  
    • Advertisement on Building & Zoning Processes Webpage 
    • Expectations & checklist document linked with advertisement 
  • 3.3 – City of Wixom 
    • Advertisement, expectations, & checklist all clearly listed out on Pre-Development Meetings Webpage
3.4 | Internal Review Procedures

CRITERIA 
The community has a clearly documented internal staff review policy. 

WHY 
Clearly documenting the internal review process provides predictability and consistency in the development review process. It also ensures that processes can continue in the event of staff turnover. 

INTERNAL REVIEW PROCESS EXPECTATIONS 
Internal review process documents can take many forms, depending on the complexity of a community's development review processes and systems. The key is that the processes are documented clearly for succession planning purposes. RRC expectations include: 

  • Key steps of the application from submittal to issuing of the permit  
  • Timelines  
  • Identifies who reviews applications  
  • Identifies approval standards  
  • The community has established a joint review team. (Certified only expectation) 

In addition to having a documented process, certified communities also have an identified joint review team. The makeup of this team will vary from community to community but should include all necessary officials to sufficiently review a project against the community's approval standards outlined in the zoning ordinance. This team should be identified in the internal review process document. 

EXAMPLES 

  • 3.4 – City of Cass City Internal Review Process 
  • 3.4 – Charter Township of Comstock Internal Review Process 
  • 3.4 – City of Ecorse Internal Review Process 
  • 3.4 – City of Grand Blanc Internal Review Process 
  • 3.4 – City of Hancock Internal Review Process 
  • 3.4 – City of Holland Internal Review Process 
  • 3.4 – City of Novi Internal Review Process  
3.5 | Approval Authority

CRITERIA 
The community streamlines the approval process by using administrative and planning commission approval authority. 

WHY 
Approving permitted uses at the planning commission or staff level allows faster approval and respects the administrative nature of development review. 

APPROVAL AUTHORITY EXPECTATIONS 

  • Site plans for permitted uses are approved administratively or by the planning commission. 
  • Permitted uses do not require a formal public hearing (but allow for public comment and other engagement as deemed necessary). (Certified only expectation) 

Approval authority is granted within the zoning ordinance, typically the site plan review process section. If your community needs to amend your ordinance to align with this best practice, please work with your local attorney or planning/zoning consultant. 

RRC understands that making changes to a community's approval chain can be a complex discussion. Check out this memo written by the City of Midland's Community Development Director as a great example of how to communicate with officials and the public on this issue. 

In addition to granting approval at the staff or planning commission level, certified communities do not require public hearings for permitted uses. While input on site plans can always be provided via public comment or other engagement opportunities, removing the formal public hearing reduces costs and time. It also sets accurate expectations about the administrative nature of site plan review which is intended by law to be an objective decision driven by data. 

3.6 | Fee Schedule

CRITERIA 
The community maintains a fee schedule. 

WHY 
Having a fee schedule allows an applicant to clearly understand their likely costs upfront, reducing surprises further in the process. 

FEE SCHEDULE EXPECTATIONS 

  • The fee schedule is available online in an easy-to-find location.  
  • The fee schedule is reviewed annually and updated as needed. (Certified only expectation) 

It is essential that the fee schedule be readily available on the website, not buried deep in a budget document or as a resolution from a council packet. 

For certified communities, the fee schedule should not only be available online but also reviewed annually and updated as needed. Many communities do this during the annual budget process, but others may do it prior to that in preparation for the process or at an entirely different time completely. To demonstrate this has been done, the fee schedule should include a "last reviewed date" or some other indication of a review within the past year. 

EXAMPLES 
No two communities have the same needs when it comes to a fee schedule, but RRC has gathered several examples below to show the variety of ways these fees are set and advertised: 

  • 3.6 – Village of Blissfield Feel Schedule (2023) 
  • 3.6 – City of Chelsea Fee Schedule (2023) 
  • 3.6 – City of Whitehall Fee Schedule (2023) 
3.7 | Payment Methods

CRITERIA 
The community offers clear methods of payment. 

WHY 
Clearly identifying methods of payment reduces uncertainty. Communities that accept credit cards offer a highly sought after, modern option that adds flexibility.  

PAYMENT METHODS EXPECTATIONS 

  • The community clearly indicates on its website accepted method(s) of payment for development fees.  
  • The community accepts credit card payment for development fees. (Certified only expectation) 

Additionally, Certified communities proactively offer an expanded set of options which include accepting credit cards for development related fees. RRC has compiled a list of potential resources and providers, many of which have government-focused services: BS&A , G2G Cloud (government-focused, Michigan-based), bluepay, Square, & PayPal. RRC can also connect your community with other similar communities who have implemented credit cards; reach out to your RRC planner to learn more.  

EXAMPLES 

  • 3.7 - City of Clawson Fee Schedule & Payments Options Webpage 
  • 3.7 - City of Hancock Fee Payments Document 
  • 3.7 - City of Ishpeming Planning & Zoning Webpage 
  • 3.7 – City of St. Louis Payment Options Webpage 
  •  
3.8 | Access to Information

CRITERIA 
The community makes development review information and forms readily available online. 

WHY 
Having key information and forms available online (or organized into a guide) reduces the number of questions the point of contact may need to address from applicants, increases transparency and increases the likelihood of a successful development review experience from the beginning. 

ACCESS TO INFORMATION EXPECTATIONS 
This best practice criteria takes one of two paths: a series of links online (Essentials) or a fully built out Guide to Development with helpful narrative, charts and more (Certified).  

  • Essentials: The community’s website includes the following essential items:  
    • Zoning ordinance  
    • Meeting information  
    • Application(s) for site plan  
    • Special land use, rezoning, variance  
    • Zoning text amendment and zoning permits  
    • Fee schedule  
    • Conceptual meeting availability 
  • Certified: The community has compiled a “Guide to Development,” which includes the following:  
    • Relevant contact information  
    • Relevant meeting schedules; flowcharts of development review processes  
    • Conceptual meeting procedures  
    • Relevant ordinances to review prior to application submission  
    • Applications for all major development review processes (at least site plans, special land-uses, variances, and rezoning)  
    • Explanation of approval authority for development review processes  
    • Fee schedule  
    • Special meeting procedures  
    • Financial assistance tools  
    • Design standards and other local guidelines  
    • Information on building processes and contacts  
  • The “Guide to Development” is available online. 

CERTIFIED EXAMPLES 

Guide to Development Document: 

  • 3.8 – Village of Benzonia Guide to Development document 
  • 3.8 – City of Charlevoix Guide to Development document 
  • 3.8 – City of Coldwater Guide to Development document 
  • 3.8 – City of Hancock Guide to Development document  

Guide to Development Website: 

  • 3.8 – City of Ironwood Business Development Webpage 
  • 3.8 – Village of Spring Lake Doing Business in the Village Webpage 

RESOURCE 
RRC has compiled a guide to the Guide to Development to help communities build a their own. 

3.9 | Project Tracking (Certified Only)

CRITERIA 
The community has a method to track development projects. 

WHY 
Having a consistent tracking system keeps staff and applicants informed of a project’s development review status. It also ensures continuity in the event of staff turnover or absences. 

PROJECT TRACKING  
Project tracking can be done in many ways, ranging from excel spreadsheets to dedicated software such as BS&A. What matters with this best practice criteria is that the community has some type of system in place to keep track of where an application is at in the process, and at any time be able to relay that information to the applicant.  

This best practice is applied for any stage of the internal development review process where a community is in direct control. For many, this may only be through the zoning permit since building is handled by another entity. For others who have a building department, tracking should go through the certificate of occupancy. If an application has additional possible avenues such as a Certificate of Appropriateness (COA) from a Historic District Commission, that should be tracked as well. 

EXAMPLES

  • Excel spreadsheet
  • BS&A
  • iWorQ 
  • Trello

Some communities have extended tracking into a more public realm, such as Ferndale which maintains a development project map. Grand Rapids does as well. This is not needed for certification but is a tool to consider for communities facing significant development pressure. 

Best Practice 4

-----------------------

Best Practice 4 (Boards & Commissions) assesses the tools a community has put in place to strengthen their boards and commissions. Diversity on boards and commissions can ensure a wide range of perspectives are considered when making decisions on development and financial incentives. Being intentional when a community conducts recruitment and orientation for newly appointed or elected officials and board members creates a solid foundation for the community to build upon.  Additionally, communities that prioritize training and collaboration provides officials and staff with an opportunity to expand their knowledge and ultimately make more informed decisions about land use and redevelopment issues.

Best Practice 4 General Resources

Each section under this best practice dives into a specific criterion, but users may be interested in the following general resources on this best practice:

  • Michigan Association of Planing (MAP)
  • MSU Extension Land Use Education & Services
  • MSU Extension Citizen Planner
  • Michigan Municipal League (MML)
  • American Planning Association (APA)
  • MiPlace Training & Events (MEDC)
  • Quick Sheet: How to prepare for a meeting
  • Quick Sheet: How to conduct a meeting
  • Quick Sheet: How to make a motion
  • Quick Sheet: New Official Qualifications
  • Quick Sheet: New Official Orientation 
  • Quick Sheet: Annual Joint Meetings
4.1 | Recruitment & Appointment Process

CRITERIA
The community has a clear recruitment and appointment process.

WHY
Having clear and accessible recruitment and appointment procedures reduces barriers to attracting candidates for boards and commissions.

RESOURCES
This criteria includes two expectations: the community has a boards and commissions application available online and that the community clearly documents its recruitment and appointment process.

Applications can take many forms, ranging from a single page to more of an application packet. Some communities have a separate application for each board, but most have a universal application. With a new focus in online services, some have moved to a fully online submission but RRC best practice intent is met as long as the application is online in any form. Examples include:

  • Application: Charlevoix (Certified)
  • Application: Mayville 
  • Application: Marquette (Certified)
  • Application (online): Mount Pleasant (Certified) 
  • Application: Paw Paw 
  • Application: Plymouth
  • Application: Port Austin
  • Application (online): St. Ignace
  • Recruitment Guide: Van Buren Township

In addition to having an application online, Certified communities also provide clear information on the recruitment process so applicants understand who will be reviewing their application, the timeline for appointment and any orientation expectations. Like applications, some are highly standardized recruitment timelines and processes while others are on an as-needed basis but are still clear and consistent.

This information should be more detailed than what's in the ordinance and available outside of it. It is commonly found either directly on an application or on the community's website on the same page where the application is. Examples:

  • Appointment Process (pages12-14): Albion (Certified)
  • Appointment Process: Charlevoix (Certified)
  • Appointment Process & Position Descriptions: Comstock Twp
  • Appointment Policy: Garfield Township
  • Handbook: Madison Heights
  • Appointment Process: Marquette (Certified)
  • Appointment Process: Midland
  • Appointment Process: Orion Township
  • Appointment Process: Roscommon (Certified)
4.2 | Expectations & Skill Sets

CRITERIA
The community sets expectations for board and commission positions.

WHY
Providing clear expectations on what being a board member entails (and helpful background to have) helps candidates understand which board may best fit their background and capacity.

RESOURCES
Think of expectations much like the responsibilities and working conditions sections of a job posting. These are the things that are expected of a member no matter their background. Things like:

  • Meeting schedule
  • Time spent outside of meetings preparing
  • Major responsibilities
  • Events that the member should plan on attending
  • New or ongoing training requirements
  • And more depending on local conditions

Check out these guidelines on Escanaba's boards & commission section for a great example of tackling expectations. 

On the other hand, qualifications or helpful background focus on just that: what type of background or interest an applicant brings to the table. For example, it is helpful (but not required) for DDA members to have a background in business, event planning, etc. Planning Commissioners can benefit from backgrounds in design, finace planning, etc.

Often you won't find the perfect match in this regard but even then, defining these has two additional benefits:

  • Someone who doesn't have the background can understand that they'll learn about these things so they should at least be interested in learning more.
  • If there are multiple applications for a single seat (it happens - we swear!), these can help the appointing authroity select the best candidate.

RRC partnered with the Michigan Association of Planning to create a quick reference sheet on the importance of identifying expectations and qualifications for officials.

Essentials communities only need to address expectations while Certified communities must address both. Communities can provide information on these in a number of ways including on the website, directly on the application, as a separate attachment like a position description, or something else entirely. Examples include:

As Position Descriptions

  • Charlevoix (certified)
  • Comstock Township (Certified)
  • Dryen

As Supplemental Information with an Application

  • Benzonia
  • Orion Township
  • Owosso

As Supplemental Information on the Website

  • Escanaba
  • Marquette (certified)
  • Rochester Hills
  • St. Ignace (PC | Council | ZBA | DDA)

As a Board & Commission Handbook

  • Houghton (certified)
  • Monroe 
  • Madison Heights
  • As a handbook: Grand Blanc (certified)
4.3 | Orientation

CRITERIA
The community provides orientation material to all appointed and elected members of development related boards and commissions.

WHY
Ensuring recently elected or appointed officials have the information they need to perform their new duties makes the development review process more predictable.

RESOURCES
Orientation can take many forms, ranging from in-person orientation to formal packets or a collection of links to resources. To align with the RRC Best Practices, the packets should include both information on board procedures/background and also resources to help new members learn about the field(s) the board works in (planning/zoning/development/downtowns/etc.)

RRC partnered with the Michigan Association of Planning to create a quick reference sheet on the importance of orientation.

Check out the examples below for inspiration for your community:

  • In-person orientation outline: Bessemer
  • In-person orientation outlines: Lapeer (PC, ZBA, City Commission)
  • Orientation Binder: Vernon
  • Orientation one-pagers: Template [for Planning Commission] *Word File*
  • Orientation one-pagers: Millington (DDA, PC, Council)
  • Orientation one-pagers + flash drive: Cass City (Council, PC, DDA, ZBA, Acknowledgement Form)
  • Orientation Onboarding one-pager: Ironwood
    • This training document is meant to be distributed by email to all newly appointed board members or commissioners prior to their first meeting. Upon appointment, the City of Ironwood Community Development Department schedules a protocol training meeting prior to the first meeting.
  • Board Handbook: Durand
  • Orientation Guidebooks: St Johns (Council | PC | ZBA)
  • Orientation Guidebooks: Mount Clemens (PC | ZBA | DDA)
4.4 | Bylaws

CRITERIA
The community has bylaws forappointed development related boards and commissions.

WHY
Bylaws provide predictability for board proceedings and, therefore, the development review experience.

RESOURCES
RRC has compiled a collection of existing bylaws (sometimes refered to as or combined with Rules of Procedure) throughout the state which are intended as examples only, not templates. Communities should be sure to work with their local attorney when drafting legally binding documents such as these.

Bylaws are different than authorizing charter or ordinance information* and provide significantly more detail on the operations of a board or commission such as setting meetings, agendas, attendance policies, public comment procedures, training requirements, etc. In order to fully align with the intent of this criterion, local bylaws should address these topics and others as deemed locally necessary. While many communities use Roberts Rules of Order for their parlamentary proceedings, those alone do not constitute Rules of Procedures or bylaws.

MSU Extension provides a great article outlining why all boards should have bylaws: https://www.canr.msu.edu/news/planning_commissions_and_zoning_board_of_appeals_are_required_to_have_bylaw. 

For the purposes of RRC Essentials or Certification, a community should have bylaws/Rules of Procedures available online for all appointed development-related boards. This commonly includes the Planning Commission, DDA, and ZBA at a minimum. It may also include other boards such as Historic District Commmissions, local Brownfield Authorities, etc. 

*It is rare that a council charter would have sufficient detail to constitute rules of procedure though if a community feels their does, RRC will review it at their request. 

Planning Commission

    • MSU Extension Sample PC Bylaws
    • Davison
    • East Lansing
    • Evart
    • Madison Heights
    • Owosso 

 

Zoning Board of Appeals (ZBA)

  • MSU Extension Sample ZBA Bylaws 
  • Davison
  • Dearborn
  • Manistee
  • Owossso
  • Plymouth

Downtown Development Authority (DDA)

  • Davison
  • Manistee
  • Owosso
  • Westland

Brownfield Redevelopment Authority (BRA)

  • Davison
  • Manistee

Historic District Commission (HDC)

  • East Lansing
  • Manistee
  • Owosso 

Other

  • Business Improvement Authority: Dearborn
  • Local Development Finance Authority: Davison
  • Local Development Finance Authority: Westland
  • Tax Increment Finance District Authority: Westland
4.5 | Planning Commission Annual Report

CRITERIA
The community issues a Planning Commission annual report.

WHY
All Planning Commissions in Michigan must issue an annual report as outlined in the MPEA. This is also a great opportunity to assess past activity and communicate with other boards.

RESOURCES
The Planning Commission Annual Report can range in complexity depending on how a community chooses to approach it. Some issue a one-page memo while others take it as an opportunity to compile a more comprehensive Community Development or Building Annual Report. 

Communities in the RRC process can also use the report as chance to address several of the annual items such as the master plan progress review, economic development strategy review, reviewing training activity, and more. Be sure to talk to your RRC planner about all the possible items which could be included.

Examples and Templates:

  • Template: Planning Commission Annual Report - Basic
  • Template: Planning Commission Annual Report - Enhanced (includes RRC Certified components)
  • Template: Planning Commission Annual Report Presentation

Examples from Communities

  • Escanaba
  • Ferndale (Certified)
  • Jackson (Certified)
  • Lake Orion
  • Marquette
  • Mayville
  • Novi (Certified)
  • Owosso 
  • Rochester Hills (Certified)
  • St. Clair
  • Waterford Township

Nonprofits and corporations provide some great ideas for using a required report to tell a story. Check out some of these resources:

  • Annual Reports: Tell Your Story – Your Way
  • Video: San Francisco Annual Report
4.6 | Joint Meetings (Certified Only)

CRITERIA
The community holds joint meetings with boards and commissions.

WHY
Joint meetings offer opportunity for direct collaboration between officials to ensure the community's board are rowing in the same direction.

RESOURCES
This best practice can be met a myriad of ways depending on local needs and capcity. Common approaches include:

  • Established Annual Meeting: This approach has a community establish a tradition of meeting annually around the same time every year. It's usually used to discuss shared priorities among boards and provide updates (such as annual reports or reviewing the master plan and economic development strategy). 
  • Joint training: Hosting a training on a topic of interest to multiple boards (hint: check your training strategy for ideas) can be a productive way to gather and learn at the same time.
  • Joint workshop or special meeting: If your community has a special project or initiative happening, a joint meeting on that could also meet this best practice. This can be commonly seen during master plan updates, large development project or major planning and zoning issues such as establishing marijuana licenses or tackling housing needs.
  • Joint Budget Workshop: The budget provides a unique opportunity to bring boards together to discuss priorities and spending needs to achieve various plans.

For documentation purposes, the community should provide an agenda, minutes or some other document showing such an event occured and who was invited/attended.

Some examples of materials for joint meetings include:

  • Annual Meeting Packet: Bessemer
  • Annual Meeting Presentation: Plainwell
  • Annual Meeting Presentation: Lapeer

Best Practice 5

-----------------------

Best practice 5 (Economic Development & Marketing) assess the community’s plans to strengthen its overall economic health and market itself to create community pride and increase investor confidence. Today, economic development means more than business attraction and retention. While business development is a core value, a community needs to include community development and talent in the overall equation for economic success. The goal of the economic development strategy is to provide initiatives and methods that will encourage diversity of the region’s economic base, tap into opportunities for economic expansion and help to create a sustainable, vibrant community. Additionally, this best practice helps communities understand and deploy local economic development tools and incentives.

The ability to tell a community’s story is an essential part of any economic development effort. In order to do this, communities must understand their existing assets, know their audience, and have consistent messaging. To coordinate these efforts internally and externally, RRC communities create formal marketing plans which help implement the community vision, values and goals.

5.1 | Economic Development Strategy (Certified Only)

CRITERIA
The community has approved an economic development strategy.

Note: Best Practice only applies to certified level.

WHY
More than ever, communities and their partners must understand how to leverage their strengths and address their challenges in a competitive market for talent and investment. A local economic development strategy guides those efforts.

RESOURCES
Check out the RRC Guide for Creating an Economic Development Strategy.

Economic development strategies are commonly done in two ways: a standalone document or as part of the community's master plan via a dedicated chapter and goals for economic development efforts. Below are some examples of standalone strategies. The biggest benefit to this approach is that it can be more nimble than a master plan since it is not subject to the strict update process that master plans are. However, doing one alone also means another plan the community will need to maintain so if capacity is a concern, the 2nd option may make more sense for your community.

Examples from RRC Communities

  • Economic Development Strategy & Economic Development Timeline: Battle Creek (Certified)
  • Strategic Plan and Business Plan: Holland
  • Economic Development Strategy: Neguaunee
  • Economic Development Strategy: Oak Park (Certified)
  • Economic Development Strategy: Paw Paw
  • Economic Development Strategy: Roscommon (Certified)
  • Economic Development Strategy: Westland

Examples of communities who include economic development right in their master plan benefit from having a single plan and also integrating economic development right into all their other community goals. A downside to this approach is that economic development needs tend to change much faster than a master plan can. However, for communities with limited capacity, this is a good way to begin building a stronger economic development focus.

  • Sturgis Master plan (2020)
  • St. Ignace Master Plan (2019)
  • Iron Mountain Master Plan (2021)
  • Houghton Master Plan (2019)

Finally, like other RRC-aligned plans, any strategy should include a process for assessing progress at least annually. This can be done via a report, joint meeting, monthly updates, or some other method. 

  • Example for standalone ED Strategy Report: South Haven (Certified)
5.2 | Incentive Tools (Certified Only)

CRITERIA
The community has identified local economic development tools.

Note: Best Practice only applies to certified level.

WHY
Clearly identifying locally available economic development tools ensures the most efficient use of local resources to encourage development that the community desires. Having process documentation and application materials available assists potential applicants in understanding how to leverage local tools.

RESOURCES
No two communities offer exactly the same incentive options or view them in exactly the same way. But almost all communities have some tools in their toolbox to support projects that fit their local vision. Commonly used local incentives include:

  • Tax Abatements (Industrial, OPRA, Commercial Rehab, etc.)
  • Facade Improvement Programs
  • Local Small Business Support Loans
  • Local or County Brownfield 
  • Land disposition policies which allow for a reduced sale price
  • Waived local fees (development review, utility connections, etc.)
  • PILOTs (Payment In Lieu Of Taxes)

RRC communities aren't expected to have all of these tools, but the ones they choose to use should have clearly defined information available online. Having parameters which tie funding to community goals, priority redevelopement areas, and more can help a community best utilize limited resources. A community can often combine several tools into a single policy, especially with tax abatements.

Incentives are so integral to attracting investment in communities and our intent is to make them more accessible and their application processes more transparent. We are looking for these incentive tools to be clearly listed out with any relevant application materials/directions and a direct point of contact. Additionally, we understand that not all communities can provide financial incentives for development, so we greatly encourage communities to explore some non-financial ones. Above all, we strongly encourage communities to leverage at least one (1) locally-administered incentive tool.  

As you are working to align with Best Practice 5.2, please note the following examples of how other communities have made local economic development tools accessible online:  

  • Ferndale - Incentives + Resources webpage (Please refer to the ‘Local Incentives’ section that provides the BRA incentive policy + associated application)
  • Grosse Ile - Business Resource Guide (Refer to Grosse Ile Township Incentives at bottom. This one-pager is (1) legible and (2) provides direct access to local applications)
  • Hancock - Economic Development Assistance Info Sheet 
  • Holland - Incentives webpage (Notice the plethora of resources, details, and application materials for a variety of locally-administered incentive tools)
  • Niles - Development Incentive Tools webpage (Great example of a community who offers non-financial incentive tools)
  • Sterling Heights - IFT Abatement Overview (Amazingly detail-oriented, step-by-step instructions with the inclusion of frequently asked questions)
5.3 | Marketing Plan (Certified Only)

CRITERIA
The community has a documented marketing plan.

Note: Best Practice only applies to certified level.

WHY
Marketing and branding are essential tools for promoting a community’s assets and unique attributes. A marketing plan establishes goals and strategies for how a community should partner locally to build a consistent brand, tell their unique story, and attract new residents, visitors, businesses, and development.

MARKETING PLAN EXPECTATIONS

  • The marketing plan conducts an inventory of existing assets, including visual, online, and physical resources.
  • The marketing plan defines specific goals, strategies and tactics to attract businesses and investment including audiences, messaging, and primary delivery methods.
  • The marketing plan identifies approaches to market priority development sites.
  • The marketing plan aligns marketing efforts with local, regional and state partners.
  • The marketing plan identifies core branding elements that provide a consistent community image including: tagline; simple logo(s); primary color palette; primary typefaces; and a collection of community photos.

EXAMPLES
Thanks to the uniqueness of Michigan communites, no two communities have a simliar marketing strategy. Some communities may be carrying most of the workload and the plan will need to reflect that while other plans may be mostly cooridinating with local partners like Chambers, CVBs, Region EDOs, etc. Check out some examples below for inspiration; however, RRC strongly encourages communities to build their own plan using the guide to ensure it accounts for local factors.

  • Marketing Plan: Buchanan
  • Marketing Plan: Grand Haven (Certified)
  • Marketing Plan: Inkster
  • Marketing Plan: Kalamazoo (Certified)
  • Marketing Plan: Merdian Township (Certified)
  • Marketing Plan: Millington (Certified)
  • Marketing Plan: Vassar

RESOURCES
Check out the RRC Guide for Creating a Marketing Plan.

Marketing is an ever evolving topic, especially community and economic development marketing. RRC will add external articles and other resources as they are identified.

  • Article: Why Economic Developmers Should Start with WHY

Best Practice 6

-----------------------

Best Practice 6 (Redevelopment Ready Sites) assesses how a community identifies, envisions, and markets their priority redevelopment sites. Instead of waiting for developers to propose projects, Redevelopment Ready Communities identify priority sites and prepare information to assist developers in finding opportunities that match the community’s vision. Communities must think strategically about the redevelopment of properties and targeting investments in areas that can catalyze further development. For instance, identifying and marketing priority sites in obsolete, vacant and underutilized properties can assist a community in stimulating the real estate market. Additionally, engaging the public and understanding desired outcomes for priority sites create a predictable environment for development projects and reduce the risk of rejected development proposals.

Post certification, the Redevelopment Services Team will be available to assist communities in identifying, packaging, and marking sites that can help the community implement their vision.

This section of the library includes general resources and examples for site packaging but RRC encourages communities intending to reach the Certified level to wait for assistance from the Redevelopment Services Team prior to completing this best practice.

Property Information Packages

Property Information Package: Bessemer
Bessemer has developed a full property information package for its top priority site along US-2. The city is seeking to attract sernior housing or a grocery store - two priorities identified in their master plan. The packet includes all the needed infromation on the site and city including potential incentives and tools. The package is also visually appealing and aligns with the city's brand.
Population: 1,921 | Region 1 | RRC Certified

Property Information Package: Hudsonville
Hudsonville provides a webpage decidcated just for priority redvelopment sites. The packages are very well formatted, easy to read and provides all the required information.
Population: 7,335 | Region 4 | RRC Certified

Property Information Package: Mount Pleasant
The city of Mount Pleasant's Economic Development Commission (EDC) has prepared an RFP for a prime site anchoring downtown. A full package of information is on its website including basic information, studies, proposal guidelines, and maps. The city also created smaller information packets for six other sites in early 2018.
Population: 26,134 | Region 5

Property Information Package: Novi
This Property Information Package (PIP) for Adell Towers helps concisely describe the property, the possibilities that can be achieved within the zoning district, demographics and more.
Population: 57,577 | Region 10

Property Information Package: Saginaw
Saginaw's Property Information Package for 505 Millard St. features essentail information about the city and the site. It includes a vision for development, potential incentives, and great photos on the inside of the property.
Population: 49,366 | Region 5 | RRC Certified

Guides & Templates

-----------------------

RRC has compiled a number of guides to provide step-by-step guidance for addressing many of the best practice deliverables ranging from plan reviews to packaging your priority redevelopment sites. The team has also created a handful of templates which can be customized to fit your community.

Guides

Featured Guides

PATTERN BOOK HOMES FOR 21ST CENTURY MICHIGAN
This resource offers home builders free construction plans for multi-family housing using designs modeled after popular kit homes built during the state’s housing boom in the early part of the 20th century. The Pattern Book includes a toolkit to help communities modernize their zoning codes to allow for more multi-family construction that can fit seamlessly into the existing neighborhoods across the state. The Pattern Book Homes plan will help speed up the development of more housing units without expanding into open green space while also reducing construction costs and was made possible by a partnership between the Michigan Municipal League and the Michigan Economic Development Corporation. This book also includes two nearly complete construction plan sets that may be freely reproduced:

  • Two-home model: “The Linden"
  • Four-home model: “The Grove”

Green Infrastructure Guide
This Green Infrastructure Guide is a resource for Michigan municipalities planning to incorporate green infrastructure elements into local zoning practices to advance sustainability goals and achieve Redevelopment Ready Communities (RRC) Certification. The following Guide outlines the purpose and benefits of deploying green infrastructure, describes different types of green infrastructure that can be incorporated into local zoning and planning policies, and provides example ordinances that can be used as a model. This document was prepared in partnership between the Michigan Municipal League and Michigan Economic Development Corporation.

Zoning Reform Toolkit: 15 TOOLS TO EXPAND HOUSING CHOICE + SUPPLY
The seemingly benign zoning ordinance has, for many, eroded housing choice, washed away access to better schools and jobs, and drowned out opportunities to increase housing supply. Planners are now stepping back to evaluate how zoning must be modernized to reflect today's realities. This Toolkit is a first step to understanding what Michigan communities can do to stem the tide.

State of Michigan Community EV Toolkit
The State of Michigan Community EV Toolkit gives local communities and stakeholders quick access to key data and background information, the current status of infrastructure and deployment, community zoning and planning ordinances, community fleet electrification, funding opportunities, and local case studies and best practices. This effort compliments and supports the efforts of the Office of Future Mobility and Electrification (OFME) as well as the MI Healthy Climate Plan. These highlight the importance of planning for emerging technologies. Recognizing the need for educating our communities and providing a streamlined information resource on Electric Vehicles, this Community EV Toolkit was developed by SEMCOG for the State of Michigan. 

RRC CHILD CARE READINESS TOOLKIT
The Michigan Economic Development Corporation (MEDC) recognizes that a robust child care system which meets the needs of all families requiring child care services is an economic development issue. Child care is vital to community health and economic prosperity as it enables parents to participate fully in the workforce, boosting productivity and household income. It fosters long term economic growth by creating jobs within the child care sector and improving children’s future educational and career outcomes. Moreover, high-quality child care contributes to better early  childhood development, which leads to healthier communities and reduces the need for costly social services later in life. Communities with robust child care systems also attract young families, promoting population growth and local economic vibrancy. We have partnered with the Michigan Association of Planning (MAP) and McKenna Associates to develop the RRC Child Care Readiness Toolkit, a variety of Quick Sheets and a Communications Strategy to support your community's efforts to address child care challenges.

  • Community Engagement and Communications Strategy
  • Child Care Licensing Bureau Care Regulations
  • Zoning Ordinance Self-Audit for Child Care Readiness
  • Child Care Incentives at the Municipal Level
  • Facilitator: Roles and Responsibilities

Additional Guides: 

  • Capital Improvements Plan Guide
  • Developer Request for Qualifications (RFQ) Guide
  • Economic Development Strategy Guide
  • Enabling Better Places - User' Guide to Zoning Reform
  • Enabling Better Places - Commercial Corridors & Shopping Centers
  • Guide to Development Guide
  • Master Plan Update Guide
  • Marketing and Branding Strategy Guide
  • Public Participation Strategy Guide
  • Redevelopment Ready Sites Guide
  • Training Plans Guide
  • Waterfront Best Practices
  • Waterfront Best Practices Toolkit
  • Website Guide
Templates
  • Developer Request for Qualifications (RFQ) Template (.docx)
  • Planning Commission Annual Report Template (.docx)
  • Planning Commission Annual Report Presentation Template (.pptx)
  • Property Information Package Template (.pdf)
  • Training Tracker Template (.xlsx)

Other Resources

-----------------------

Sometimes helpful resources don't fit nicely into a particular best practice. As the RRC team identifies such resources, you'll find them listed in this section.

Other

Consolidation Plan (2014): Saline
The Saline Consolidation Plan oulines ways the city can partner with neighboring jurisdictions to coordinate services, such as: parking areas for police officers, road maintenance, staff positions, various inspections and technology equipment. The plan includes projected and realized savings and barriers experienced when implementing each proposal.
Population: 9,020 | Region 9

Land Disposition of City-Owned Real Property (Policy): Laingsburg
The City of Laingsburg has developed a detailed policy governing the options available to the city when disposing of real property. The policy covers assessing value, RFQs, RFPs, public engagement, negotiation, purchase options and leasing. The city owns a number of parcels in the downtown area which are governed by this policy, including all three top priority sites.
Population: 1,216 | Region 6

Fiscally Ready Communities (FRC) Program

Redevelopment Ready Communities has partnered with the Michigan Department of Treasury and MSU Extension to create the Fiscally Ready Communities program. This program was created to provide training and assistance to Michigan communities who are dedicated to ensuring their fiscal health through strong financial policies and protections. As a result of this training, officials and employees will be better equipped for long-term fiscal health and develop relationships with the Department of Treasury and MSU Extension.

Check out the Fiscally Ready Communities best practices guide.

To browse upcoming trainings, click here.

RRC Webinar Series

The RRC Webinar Series is an online learning opportunity available to any RRC community. These sessions focus on helping communities understand a particular RRC Best Practice and connects them with information/resources/examples of how to complete it. Webinars happen monthly. To see upcoming webinars, click here.

April 2019 - Public Engagement Strategies & Plans: Slide Deck 
May 2019 - Technology in Local Government: Slide Deck
June 2019 - Training Strategies & Plans: Slide Deck
July 2019 - Creating a Guide to Development: Slide Deck
August 2019 - RRC, DDAs and Main Street Collaboration: Slide Deck
May 2023 - Advocating to Decision Makers: Watch Video

  • ABOUT
  • NEWSLETTER SIGN UP
  • CONTACT US
  • SITE MAP
  • TERMS & CONDITIONS
  • Michigan Voter Information Center
Michigan Economic Development Corporation
Address
300 N. Washington Sq., Lansing, MI 48913
888.522.0103
© 2025 Michigan Economic Development Corporation