set of offerings for the community. This strategy is already materializing with key projects. Momentum from the town square initiative spurred a private developer to commit to a fourstory, mixed-use building on a prominent downtown green space, featuring 30-48 residential units above first-floor retail. Simultaneously, a city-led initiative on Monroe Street is nearing completion. Marl explains the city aggressively marketed a parcel at a reduced price to create housing that, “while not affordable by the formal definition, is sort of obtainable or close to entry-level housing for a community like Saline,” featuring smaller lots and one-car garages. “That development currently is probably about 60% complete,” he adds,“with final completion expected by either the end of this calendar year or first quarter 2026.” To further this comprehensive approach, Saline has also established a housing coalition with the county to continuously identify new opportunities for adding depth and complexity to its housing portfolio. REINVENTING A COMMUNITY ASSET Prior to the global health pandemic, the Saline Recreation Center was on a “more sustainable trajectory than it had been at any other point since its inception in the 1990s,” with solid and growing membership, explains Marl. However, a statemandated, six-month closure and subsequent slow recovery have necessitated significant contributions from the city’s general fund, a situation city leaders believe is not sustainable long-term. In response, a Rec Center Task Force is now evaluating innovative solutions.A key challenge and opportunity is its regional role, the center serves the entire Saline Area Schools district, not just city residents. Cole states they are “really looking at what ways can we do this to sustain this extremely important asset in our community long term,” including exploring regional partnerships with townships, the county, or 197 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 SALINE CITY, MI
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