Strategic Plan 2009 - 2014
Message from the Township Supervisor
Message from Township Supervisor Leo
Updated February 2014
This year we officially conclude the Issues-Based Strategic
Plan that was adopted in March, 2009. Developed as a guide to steer
the Township through the recession that slashed revenues and
threatened the level of public services, the Plan kept the Board of
Trustees, the administration, and every Township employee focused on
preserving top quality services in spite of greatly diminished
The Strategic Plan not only envisioned new and creative approaches
to critical challenges, it pulled together various departmental
plans and goals that have always been integral to the Township’s
daily work. If you have read any of its quarterly or semi-annual
updates, you saw that it was extremely comprehensive, covering
details of the Township’s finances, infrastructure, and personnel as
well as the steps we took to meet the community’s expectations. You
also saw that at times we altered some tactics in the face of new
information or changing circumstances.
This dynamic planning process, plus the perseverance required to
follow it, successfully maneuvered Bloomfield Township through the
worst economic downturn since the Great Depression. Throughout the
Plan’s five-year duration, we operated on balanced annual budgets
despite a 22% decline in the tax base. Our fund balances are
adequate to cover operating expenses and the equity positions in our
major funds have actually increased. The exceptionally high levels
of public services which are standard for Bloomfield Township were
not compromised. We made changes to employee benefits that virtually
eliminate future legacy costs. Our employees remain loyal and
committed to their professions and to serving you as they continue
to increase their skills and knowledge with advanced certifications
I encourage you to read the following final report of the Strategic
Plan. You will more fully realize the comprehensive nature of good
municipal government as well as gain a greater understanding of the
challenges that still lie ahead. The Bloomfield Township Board of
Trustees and all Township employees continue to strive to provide
you with the best services possible in the most cost effective ways.
If you have any questions or concerns about this, or any
suggestions, please do not hesitate to call me at
send an email to
Updated February 2014
Bloomfield Township, 2009
Bloomfield Township, historically seen as a desirable and stable
place to live and to work, was experiencing the nation’s economic
downturn much the same as was every other community in Michigan.
The auto industry was in crisis and the effects of that rippled
throughout the region. Many Bloomfield Township residents were
taking pay cuts, losing their jobs or even losing their homes. With
real estate values plummeting, the Township’s revenue, most of which
comes from property taxes, was certain to go into a years-long
decline. Experts predicted revenues for public entities would not
return to previous levels for decades to come.
Bloomfield Township’s budget forecasts were alarming. The
administration predicted that by April 1, 2011 there would be a
shortfall of at least $6 million, or about 20% of the Township’s
annual operating budget. Since almost 80% of expenses are related to
personnel and 80% of all Township personnel are in the public safety
departments, the only way to balance the budget would be to deeply
cut the number of police officers and firefighters/EMS technicians.
The forecasts also called for a slow recovery and because taxable
values would be capped due to Proposal A, all eliminated positions
were to be considered permanent losses. The public safety of
Bloomfield Township residents would be seriously threatened.
Bloomfield Township’s infrastructure – roads, water, sewer,
municipal buildings and motor fleet – was aging. Expectations for
technological advancement were a part of society’s culture and the
Township had to continuously upgrade its staff’s technical expertise
and equipment. The Township’s 26 square miles were almost completely
built out, leaving little opportunity for new development. The
community’s population was aging, with relatively fewer young
families. In spite of these challenges residents and business
owners, accustomed to top-quality public services, expected public
services to continue at the same high level.
There were a few bright spots, however. Because voters had approved
a capital improvement bond in 2006, construction was underway for a
modernized public works facility, a new senior center and a
renovated fire station. Given its continuing history of solid fiscal
foresight and management, Bloomfield Township had a healthy reserve
fund. Its leadership had already recognized the impending financial
crisis and knew it must be addressed in a comprehensive manner. Just
as important, Bloomfield Township residents were by and large
well-educated and professional people who understood the
complexities of the circumstances. They had an unusually high level
of trust in their local government and had consistently (although
not always) supported millages to maintain public safety and other
public services. Additionally, Township employees met and often
exceeded standard requirements for their jobs and saw the need to
meet the coming challenges.
The Bloomfield Township Board of Trustees recognized that the
challenges were exceptionally grave and complex. There would be no
simple, painless, or quick fix. To address these challenges, the
board charged the leadership staff with developing a five-year plan.
Issues-Based Strategic Plan, 2009 – 2013
The Township Supervisor appointed a team composed of full-time
elected officials and all of the department heads. They convened
off-site for two days in September, 2008, with a professional
facilitator. The group analyzed the strengths, weaknesses,
opportunities and threats of Bloomfield Township’s municipal
government and the community as a whole.
Discussion focused on four clusters of concentration which became
the four sections of the plan:
- Community Expectations
The Township Supervisor assigned each department head to one or
two of these clusters along with a full-time elected official and a
Trustee. Each subgroup was charged with identifying appropriate
objectives and a number of strategies to meet them. These were to be
carried out over a five-year period.
The subgroups met regularly over a five-month period. By March,
2009, they had drafted a plan that was presented to the Board of
Trustees and unanimously adopted.
Over the next 4-1/2 years, the leadership team met quarterly to
thoroughly review each area of concentration and report on progress
or setbacks. Quicker monthly reviews were also held. The plan was
revised each quarter, distributed to the Board of Trustees and
posted on the Township website.
Each subsection was formatted as a chart with columns detailing
Objectives, Strategies, Action Plans, Time Frame and Comments. There
is a summary overview for each subsection. The completed charts and
overviews are attached to this report.
Bloomfield Township, 2013
Today, four and a half years from the time of the plan’s
adoption, Bloomfield Township has emerged from the depth of the
recession in a strong position and continues to be one of Michigan’s
premier places to live and to work.
A number of significant cost-cutting changes were put into place.
While Bloomfield Township had already changed its traditional health
care plan to a PPO in 1998, a further change was made in 2010 to
change it from the PPO to a high-deductible, consumer-driven
reimbursement plan that placed a greater obligation on employees. As
a result of these changes the Township’s total life and health
insurance costs for active and retired employees in the fiscal year
2012-2013 were at the same level as they were in fiscal 2005-2006.
The Township had been ahead of its time when in 2005, it
discontinued its defined benefit pension plan and replaced it with a
defined contribution plan. This proved to be a model for other
communities during the recession as they sought ways to reduce their
own legacy costs. By 2013, the changes to health and pension plans
have assured that the legacy costs traditionally associated with
these benefits will be virtually eliminated in the future.
Ongoing intergovernmental collaborations were strengthened. Some
jurisdictional consolidations were put into place while others are
continually being pursued. Use of technology in all areas of service
grew, increasing efficiencies. Some road, water and sewer projects
have been undertaken. The staff was downsized by approximately 10%,
almost entirely by attrition. Bloomfield Township employees remain
among its strengths, having demonstrated the willingness to
cross-train, take on additional responsibilities, and continue
Even as Bloomfield Township’s leadership began enacting these
cost-cutting measures, they knew they couldn’t successfully survive
the recession without addressing the severe revenue losses. In
November 2009, by a unanimous vote, the Board approved a proposal to
go before voters asking for an additional 1.3 operating millage. The
10-year millage would raise $4.4 million in its first year. Voters
approved this revenue restoration in February, 2010.
In April, 2011, Standard & Poor’s recognized the Township’s fiscal
health by giving it an AAA rating and reaffirming that rating in
March, 2013. In September, 2013, Moody’s Investor Service gave the
Township an AAA rating and Standard & Poor’s again reaffirmed its
AAA rating. These are the highest ratings issued by the firms.
Still, challenges lie ahead. Because Bloomfield Township is
completely built out, development – and therefore, property value
increases – is limited to the incremental changes that come from
improvements rather than new projects. Taxable values have begun to
creep up, but they will be capped by Proposal A, meaning it will be
at least a decade, if ever, before revenue returns to 2007 levels.
Roads and sewer and water lines continue to age. Even the buildings
constructed and improved as a part of the capital improvement
program, completed in 2010, are beginning to need more maintenance.
Additionally, the increased square footage, along with the
additional parking lots and safety paths on the civic campus, demand
more upkeep. Eighty percent of Township employees belong to unions
or other bargaining units and while they have been cooperative
throughout the recession, certain constraints will remain in place.
Bloomfield Township continues to be a strong, viable community.
Its fund balances are at a level considered adequate for its
operating expenditures and its fund equity positions in both the
major operating funds and the enterprise fund have increased.
Construction is evident throughout Bloomfield Township; both
commercial and residential. A drive up and down Telegraph is enough
to convince even the most casual observer that business is improving
and Bloomfield Township is the place to be. Homes are showcasing new
additions and a multitude of improvements. However, because there is
no vacant land remaining for new development, all construction is
limited to incremental improvements on existing properties and there
will be no opportunity for new growth.
Several water and sewer projects have either been recently
completed, are underway, or have been identified for near-future
construction. Bloomfield Township does not own its roads, but
residents of several neighborhoods either have already established
Special Assessment Districts (SADs) or are in the process of
establishing them to replace roads that have long outlived their
useful life. While these improvements are a positive indicator, the
problem of aging infrastructure will remain a concern in Bloomfield
Township, just as it is across the state.
Bloomfield Township has kept abreast of technological advancements
and incorporates them into everyday services. The staff is
continually learning new skills and applying them to everyday tasks.
Through a series of mandatory meetings and educational sessions over
the past 4-1/2 years, Bloomfield Township’s employees have stayed
knowledgeable about the issues the municipality has faced. They
accepted responsibility for taking the actions expected of them for
the continuity of top-quality services and cost-efficient
government. Employees have continued to stretch professionally and
have achieved advanced accreditations, certifications, and degrees.
Bloomfield Township’s residents remain confident, overall, in their
local government and their local government’s leadership. Most
appreciate the good services they receive. Participation steadily
grows in Township sponsored events, whether they are activities at
the Senior Center, attendance at the Open House, or simply taking
part in the semi-annual Household Hazardous Waste Drop-Off.
While the future will always present challenges and demand the need
for diligence, review and improvement, Bloomfield Township is
well-positioned to remain a desirable, even prestigious, community.
Updated February 2014
Financial Commentary and Objectives Tables
Ray Perkins, Team Captain
Leo Savoie, Dan Devine
Police Chief Gaudard, Fire Chief Piche’, Bill Griffin,
The Issues-Based Strategic Plan focused on the development
and implementation of strategies that allowed us to maintain
top-quality public services while revenues drastically
declined, then leveled, then finally slightly increased over
the duration of the Plan. The Finance subcommittee submits
the following facts about our financial history, describes
the projections that were made in 2009 about the impending
recession, lists the actions put into place over this time
period and summarizes the current financial status of
1. Almost 80% of our total expenses were directly related to
2. The remaining 20%, most of which went to utilities,
infrastructure needs, insurance, equipment and supplies, were not
flexible or discretionary expenses and provided minimal opportunity
for cost savings.
3. 78% of our revenue came from property taxes, 7% from state
revenue sharing and 15% from other sources.
4. Revenue from the 48th District Court, which accounted for a large
percentage of our non-property tax revenue, was offset by the
5. Bloomfield Township, over the years, had taken the following
steps that led to successful cost containment in several major
a. We were one of the first
municipalities to convert all new employees who receive pension
benefits to a defined contribution plan as opposed to the old
defined benefit plan. The change reduced our pension expenses by
over $300,000 per year. The amount of this savings would increase
over time as the defined benefit plan phases out.
b. We diversified the pension plan assets portfolio to increase the
chance of achieving a higher rate of return on those investments
over the long term.
c. In 1998 we converted the employer-provided traditional style
health care plan to a PPO, saving hundreds of thousands of dollars
by capturing significant discounts from in-network health care
d. We were one of the first municipalities to require employee
contributions for health care benefits as a part of the 2005
2009 Assumptions and Projections for 2009 – 2014
1. 2010 – 2011 tax revenue would decline more than 10% from the
2. 2011 – 2012 tax revenue would decline an additional 6%.
3. Altogether, tax revenues would decrease by 20% ($6 million) from
2007 – 2011.
4. These revenue reductions would require the permanent elimination
of 25 staff positions by April 1, 2010 and another 20 or 25
positions would be permanently eliminated by April, 1, 2011. These
position eliminations would total approximately 20% of the
workforce. Most of the reductions would come from the Police and
Fire/EMS departments, greatly affecting the public safety of
Bloomfield Township residents and businesses.
5. The Township’s taxable value would decline by approximately 21%
before the market begins a slow recovery in 2011 or 2012. This
decline would reduce the major operating fund’s annual property tax
revenues by about $6.4 million. Total Township tax revenues would
decline by over $8.0 million annually without even taking into
account lost CPI increases.
Progress Between 2009 – 2013
1. A 1.3 millage proposal was put before the voters in February,
2010, and approved by amargin of 6%.This raised $4.4 million the
first year it was levied and relieved the need to lay off employees,
thereby keeping service levels at the same quality they had been.
2. In 2010 we changed from a PPO to a high-deductible,
consumer-driven health care reimbursement plan that placed a greater
obligation on employees. As a result of the plan changes, health
care costs were reduced by approximately $2.3 million over the first
two years as compared to the costs prior to the changes. The total
effect of the changes will be significant long-term containment to
the cost of employee health insurance.
3. Also in 2010, we implemented a mandatory employee health
awareness program which, combined with other changes, contributed to
the reduction of health care costs.
4. In July, 2011, we negotiated a change in the retiree health care
insurance plan that began to reduce health care expenses and will
eventually eliminate legacy costs for this benefit.
5. A pay freeze was in effect until April, 2013. This was a
five-year freeze for non-union employees and a four-and-a-half year
freeze for union employees. These freezes saved approximately $1.5
million over those years as compared to the expense that would have
been incurred with the historical 2% and 3% pay increases.
6. Talks with several surrounding communities took place with the
goal of consolidating various public services. During this time
period, assessing and building inspection contracts have been put
into place with the City of Sylvan Lake, thus increasing revenues
and retaining staff. This is in addition to the contract with the
Birmingham Area Cable Board that has been in place since 2000.
7. EMS began transporting patients to hospitals and collecting
transport fees from insurance companies, raising approximately
$900,000 in 2010, the first year the change was implemented. Prior
to the change the service had been provided by private ambulance
companies and the fees went to them.
8. Standard & Poor’s upgraded the Township’s bond rating to AAA in
April, 2011, at least in part due to the actions taken as a result
of the Township’s strategic plan. The AAA rating was reaffirmed in
April, 2013 and again in 2013. In September, 2013, Moody’s also gave
the Township a AAA bond rating. These ratings are the highest given
by the agencies.
9. Over the course of the Plan, between 20 – 25 positions have been
left vacant after an employee’s resignation or retirement. This
attrition is equivalent to about 10% of the workforce.
10. Our fund balance totals had been steadily rising between 2002
and 2008. As a consequence, just prior to the large decline in our
tax base we had finally achieved fund balances at a level considered
adequate for our level of operating expenditures. These balances
certainly would have declined below required levels without the
actions that were taken.
11. Even though the residential market values in Bloomfield Township
have started to increase recently the taxable value on 2013
assessments will be capped at approximately 1.6% due to Proposal A.
12. The 2014 – 2015 budget will be challenging due to a very small
revenue increase. However, balanced budgets will likely be achieved
with no reductions to services or reserves.
1. We have implemented balanced budgets every year despite a 22%
decline in the tax base from fiscal year 2009 to fiscal year 2013.
2. We have increased our fund equity position in both the major
operating funds and the enterprise fund through the duration of the
3. Total property tax revenues for the 2013 -2014 fiscal year remain
at the same level as fiscal year 2007 – 2008.
4. Taxable values in 2013 remain 20% below the pre-2007 peak.
5. As a result of the health care changes, the Township’s total life
and health insurance costs for active and retired employees in the
fiscal year ended March 31, 2013 remain at the same level as fiscal
6. Even as the housing market recovers, taxable value increases will
be limited to the rate of inflation because of Proposal A. We will
not be able to recover previous revenue losses by market gains
alone. Taxable values may not return to pre-2007 levels until 2019
or even later.
Updated February 2014
Infrastructure Commentary and Objectives Tables
Tom Trice, Team Captain
Leo Savoie, Dan Devine, Brian Kepes
Wayne Domine, Gayle Sadler, Leslie Helwig
The objective of the Strategic Plan subcommittee on
“Infrastructure: Physical, Technological, Capital and
Energy” was to focus on the physical assets of the Township
and recommend ways to preserve and improve them while
maximizing their value.
1. Proper maintenance and regular improvements to the physical
infrastructure will yield efficiencies and cost-savings over time as
well as preserve the quality of life for our residents and
businesses. Intact infrastructure provides for reliable public
safety, public service and steady property values. In the long run,
it costs less to maintain our infrastructure than it costs to
continually do emergency repairs, apply sub-standard remedies, or
suffer the consequences of infrastructure failure.
2. Bloomfield Township has invested significantly in its facilities
and equipment and this investment must be protected. Employees must
be able to do their work and provide public services in an efficient
and safe environment.
3. Up-to-date technological tools can be a significant aid in
providing services quickly and conveniently for our public. They can
also be used to reduce some labor-intensive practices, thereby
enabling some cost-cutting measures.
4. Conserving energy and fuel and increasing their efficiencies are
not only socially responsible practices; they can lead to
considerable cost savings as well.
History and 2009 Status:
Public Works and Engineering & Environmental Services
1. Township-owned property consists of nine buildings (Township
Hall, 48th District Court, Public Works, Cable Building, Senior
Center, and four Fire Stations) which are equal to approximately $50
million in facilities assets. A $26 million capital improvement
program was underway, as approved by voters in 2006, to build a new
Senior Center, a new Public Services building, renovate the Central
Fire Station and the Westview Fire Station, and make general
improvements to the civic campus.
2. A replacement plan for the Township fleet was in place.
3. A maintenance and replacement plan for all Township-owned
buildings and facilities was being developed.
4. PubWorks software was recently implemented to track all
equipment, facilities, labor, materials, and projects. This allowed
for improved tracking and budgeting.
5. A Long-term Capital Improvement Plan to fund water and sewer
infrastructure repair and replacement was in place.
6. The MDEQ had mandated a Short-term Corrective Action Plan for
sanitary sewer rehabilitation which included an Operational Program
for the following annual schedule of preventative maintenance:
a. Clean approximately 40,000 feet (or
8 miles) of sewer pipe.
b. Inspect 8,000 feet of sewer pipe annually via our sewer
c. Inspect each sewer manhole every five years, approximately 1000
manholes per year.
7. Bloomfield Township connected to the City of Detroit water
system in 1963 to improve water quality and system reliability.
Since then, the Township-owned infrastructure has increased by 65%.
8. Bloomfield Township partnered with the Oakland County Drain
Commissioner’s Office, City of Birmingham and the City of Bloomfield
Hills in the construction of the Bloomfield Village CSO Retention
Basin in 1997 to abate pollution from entering into local waterways.
9. Asset Maintenance:
a. 67 miles of safety path
b. 237 miles of road; public roads make up 213 miles and private
roads total 24 miles
c. 257 vehicles in our fleet; estimated value is approximately $14
d. 300 miles of water main and 220 miles of sanitary sewer
e. 6,000 underground structures (manholes)
f. 2,700 fire hydrants
g. 2,300 water system valves
h. Nine sewage pump stations
i. One million gallon drinking water storage reservoir
j. Ten pressure regulating valves on the water system
k. 16,000 water meters
l. Supervisory Control and Data Acquisition (SCADA) system used to
monitor our water system
Summary: Public Works and Engineering and Environmental Services
1. The Capital Improvement Program was completed in 2010.
2. The maintenance and replacement plan for all township-owned
buildings and facilities has been developed.
3. An energy audit for most of the Township-owned buildings was
completed and energy-saving steps are being implemented.
4. The Safety Path program continues to expand, following the
program’s master plan.
5. In 2011, the Township became a customer of the South Oakland
County Water Authority (SOCWA), thereby reducing the cost of water.
Efforts are underway to become a member of SOCWA, which would
further help reduce the cost.
6. In 2012, the Township and the City of Bloomfield Hills entered
into an agreement that will allow the Township to connect to SOCWA
as part of the agreement. The agreement also provides for a new
pressure district within a portion of the two communities for which
the Township will operate.
7. Several subdivisions have established Special Assessment
Districts (SADs) for the replacement of their roads and several more
in that process.
8. Bloomfield Village is circulating a petition to replace its roads
in 2015. Water connection replacements will be completed before any
road construction begins.
History and 2009 Status: Information Technology
1. Township data and voice network connected all Township
buildings. A total of 10 buildings were supported: Township Hall,
Public Services, Public Services Annex, Senior Center, Central Fire
Station, Cable Studio, Animal Shelter, and the Maple Road, Franklin
Road and the Westview Road Fire Stations.
2. A maintenance schedule and replacement plan for Township
computers, servers and network devices was in place.
3. Inventories of equipment and software for tracking and budgeting
purposes were monitored.
4. A Geographic Information System (GIS) to support asset tracking,
decision making and mapping capabilities had been developed in 1999.
Since then, more than 1,000 mapping projects had been completed with
the majority of Township departments using GIS in daily tasks.
5. The first network server environment was implemented February
1999. Prior to that there were only a small number of stand-alone
systems with limited connectivity. By 2012 Township employees had a
robust and reliable network that allowed them to effectively connect
with the data, applications and services they need.
6. With a continuing expansion of services and information available
on the Township’s website, citizens were able to access the
information they need at any hour. Additions included Clearzoning,
Minutes on Demand and Video on Demand.
7. Strategic planning, implementation and management of technology
a. Data/voice network and devices
||Increased technology adoption throughout all
departments, Emergency Operations Center (EOC) equipment,
Electronic Poll Books for elections added 2010 through grant
||Increased technology adoption
||Increased due to storage for digital video for sewer
televising, police in-car video and fire training, test
server environment and network security/filtering
||Implemented both a private and public wireless network
to accommodate Township needs and public access in specific
areas within the Township campus
b. Phone system and wireless
c. 911 Computer Aided Dispatch Center technology support
d. Public safety and local government radio systems
e. Technology in 250+ vehicles in Township fleet
i. Police: Mobile data computer, radio,
in-car video system, E-ticket printers, radar
ii. Fire: Radio, mobile computers in EMS transport vehicles, tablets
iii. Public Works: Radios and some mobile computing devices
f. Township security system including
building alarm, access control and video surveillance
g. Audio/visual technology equipment
Conclusion: Information Technology
The number and type of devices supported, the software needs and
the network demands all steadily increased throughout the duration
of this plan. At the same time, the number of Information Technology
staff members remained the same. Managing the technology assets and
resources in a rapidly changing technology environment requires a
dedicated and agile Information Technology staff. Meeting the wide
range of technology needs of the diverse departments requires
prioritization, coordination and good working relationships to
provide the best outcomes for the Township as a whole.
Investments in technology continue to improve employee efficiencies
and overall level of service. Employee training remains an integral
part of maintaining a competent work force. Renewing a focus on
employees’ skills will help keep Bloomfield Township in a strong
position to continue to provide an exceptional level of service.
Personnel Development and Deployment
Updated February 2014
Personnel Commentary and Objectives Tables
Patti Voelker , Team Captain
Leo Savoie, Neal Barnett, Jan Roncelli
Police Chief Gaudard, Fire Chief Piche’, Tom Trice, Gayle
Sadler, Leslie Helwig
Recognizing that the forecast of sharply declining revenues
could potentially compromise the effectiveness of Bloomfield
Township’s workforce, this subcommittee was formed to assure
that the high standards of all public services would be
maintained. This subcommittee was asked to develop a plan
that would encourage a versatile workforce in which
individuals were proficient at a wide range of duties within
departments as well as duties that crossed departmental
lines. Employees were trained and empowered to assume
responsibilities up to the level of their full potential.
Professional development – advanced degrees, certifications
and accreditations – were still valued.
1. Bloomfield Township is a desirable place to live and work
because of, in part, the high level of service provided by
Bloomfield Township employees.
2. The effort to maintain this high level of service will require
Bloomfield Township to develop and deploy its employees in creative,
effective and efficient ways.
3. Bloomfield Township’s Trustees, administration and citizens value
highly skilled and responsive employees and strive to attract and
4. Over the years, the Township has steadily worked to keep the
number of employees as low as possible.
5. At the same time, demand for services has increased. In the
Police and Fire Departments, the number of complaints and incidents
has risen. In other departments, the variety of services has
expanded either because of rising community expectations or state
and federal mandates.
6. The Township has structurally reorganized when changes in
personnel or in the requirement for new or expanded services made
this necessary and more efficient. Two examples are the creation of
the Engineering & Environmental Services Department and the
reorganization of the Water Department and Road Department into a
Department of Public Works.
History and Current Status
1. Overall, Bloomfield Township’s employee level has decreased by
approximately 10% over the past four years:
2. Since 2000, Township services have expanded significantly to
include a professional Planning Division, a Senior Services Center
and Information Technology support.
3. Departments have expanded the range of services offered to the
community, either because of community expectations or because of
state and federal mandates. Some examples (following list cites
examples and is not all inclusive):
a. Senior Services – Adult Day Service,
home delivered meals, tax preparation assistance, fitness and adult
enrichment classes, support groups, driver safety, CPR training,
vaccinations, medical transportation, etc.;
b. Planning Building & Ordinance – Master Plan Update oversight,
site plans, lot splits and rezoning reviews, ordinance development,
development project oversight, International Construction Code
c. IT – GIS mapping, expansion and maintenance of computer network,
emergency service mobile technology, 911 dispatch technology, public
safety radio system, cell tower management, etc.;
d. Clerk’s Office – Passports, ordinance codification, historical
minutes, solicitor identification;
e. Engineering & Environmental – Safety Paths, Gypsy Moth spraying,
West Nile Virus containment, replacement and maintenance programs
for water, sewer and roads, wetland mapping and permits, woodlands
management, road median landscape beautification, environmental
public awareness campaign and activities such as E-waste, paper
shredding, pharmaceutical recycling, sewer pollution abatement,
water quality reliability program;
f. DPW – maintenance of increased number of miles of water & sewer
lines, roads, cross connection inspections;
g. Cable/Community Relations – quarterly newsletter, website,
special events, special projects, additional programming because of
4. The number of public safety employees has decreased since 1988
in spite of steadily increasing need for response:
Sworn Police Officers
1. In spite of the reduced workforce and multi-year pay-freeze,
employees deliver a much wider range of services and continue to
meet increasing demands.
2. Employees continue their professional development.
3. While attrition left as many as 10% of positions unfilled over
this period, remaining employees take on additional
responsibilities. Some employees are cross-trained and assigned to
work in two different departments as needed.
Expectations of Residents and
Updated February 2014
Expectations Commentary and Objectives Tables
Police Chief Gaudard, Team Captain
Leo Savoie, David Buckley, Corinne Khederian
Fire Chief Piche’, Patti Voelker, Christine Tvaroha, Leslie
Key Messages to Employees and Residents
1. Bloomfield Township is a desirable place to live and to work.
2. The residents of Bloomfield Township and the Bloomfield Township
Board of Trustees value highly skilled and highly motivated
3. The Board of Trustees and the administration had anticipated
tough times and had already put measures in place to prepare for
declining revenues. We developed and presented this plan to meet
current and future challenges.
4. The Township budget has revenues and debt retirement millages
that had been voted upon and are restricted to specific purposes.
For example, at the time this plan was initiated, the Capital
Improvement Program was underway. It was funded by a millage that
had been approved in 2006 for that purpose, and that purpose alone.
The money in that fund could not be transferred to supplement the
Township’s General Fund.
Resident Profile: Facts and Assumptions
1. Bloomfield Township demographic data show residents to have
above average education and incomes.
2. They value living in a safe and attractive community and
historically have been willing to pay appropriate taxes to support
excellent public services.
3. Residents hold high expectations. They assume there will be quick
and effective responses to criminal, fire and medical emergencies.
They insist on timely snow removal, good road maintenance and
well-maintained water and sewer lines. They expect professional
planning capabilities, knowledgeable building inspections, and
strict code enforcement. They participate in efficient elections and
assume there will be accurate records, fair assessments and tax
collections. They appreciate good communication from their local
government and require responsiveness from all government officials,
both elected and appointed.
Employee Profile: Facts and Assumptions
1. Bloomfield Township has exceptionally high standards in hiring
and training employees. This results in a highly skilled, dedicated
workforce, valued by the Township Board, administration and the
2. Employees, in one way or another, would be the first to be
affected by declining revenues. Some departments were already
short-staffed at the time of the Plan’s adoption and would remain so
for the duration of the Plan. Employees would be expected to carry
out the same responsibilities with fewer resources available to
3. Bloomfield Township compensates its employees fairly. Wages and
salaries are comparable to other local governments, as are the
Community and Employee Expectations: Summary
1. Good communication with both the community and the employees
was essential for the Strategic Plan’s success.
a. For residents, the Township produced television programs,
published extra newsletters, intensified the Township website and
met with residents at meetings of the United Homeowners Association.
b. For employees, the Township required attendance at all-employee
special meetings and at departmental and divisional meetings. These
meetings were used to explain the effects of the recession on the
Township budget, the changes in the health care plan, the necessity
of pay freezes and the necessity of cross-training and
2. Residents expressed their support for Township services by
approving an additional millage in February, 2010, in order to
restore lost revenue.
3. Employees continued to deliver the same level and range of public
services they always had. In many cases, services were expanded and
improved. They continued to pursue advanced education,
certifications and accreditations.