Issues-Based Strategic Plan 2009 - 2014

Year End Review
Message from the Township Supervisor
Introduction
Strengths, Weaknesses, Opportunities &Threats
Planning Process
Financial
Infrastructure
Personnel
Community Expectations
Other Information

Year End Review

2012 has gone and 2013 is ahead of us. It’s always good to look back and review what has been accomplished so we have some perspective as we set our goals for the year ahead. The Five-Year Strategic Plan, adopted in 2009, has kept us focused. Partly because of our diligence in developing and following it, and partly because of the strong community support we have historically received from our residents, we were able to avoid the worst of the outcomes that the recession brought to many local governments. We still have much to do to ensure continued financial stability and growth, but I’m pleased to report that we’re moving in the right direction.

The Strategic Plan outlined four areas of concentration: Financial, Infrastructure (which includes assets and technology), Personnel and Community Expectations. I will address each of them in terms of our progress in 2012, and give a brief summary of some specific departmental achievements as well.

Financial

Bloomfield Township continues to strengthen its financial position, in both our municipal budget and in the local private sector. Property values are going in the right direction. The assessor’s sales study indicates property values have increased approximately 3%. Because the assessor uses a two-year sales study, many of the numbers are from 2011 which keeps the increases in true value lower than more recent sales would indicate. Some of you know that for more than thirty years I was a real estate appraiser in the private sector. Based on my own analysis along with numerous conversations with realtors in the area, I would suggest most neighborhoods are up 15 to 20 percent over the last twelve months. That is good for all of us.

Some people may react to this by thinking “this means taxes are going up,” but they don’t need to be alarmed. Because of Proposal A, tax increases are capped at the rate of inflation or 5 percent, whichever is less. This year any increases will be capped at approximately 2.4%.

Another positive sign is the increase in both residential and commercial construction. Building permits were up a modest 7% between 2010 and 2011, but as of October, 2012, they were up 22% over all of last year. This surge indicates homes and neighborhoods are being upgraded and businesses feel confident about investing in Bloomfield Township.

We’ve reported many times over recent years about the major steps we’ve taken to hold down current and future expenses, but they bear repeating. Almost 80% of our expenses are related to employees. We have reduced our number of workers by about 20 people, or almost 10%, since 2008. The last pay increase for general employees was in 2008; for union employees it was 2009.

As for legacy costs, we switched to a Defined Contribution pension plan from a Defined Benefit plan. We replaced our Retiree Health Care Plan with a Retiree Health Savings account (RHS). By funding legacy costs for new hires with these types of plans, our obligations are handled in the current budget year and not in perpetuity.

Our new high deductible health care policy rewards employees for “shopping” for the most economical health care services and rewards them for staying healthy. These changes have saved us several million dollars over the past few years and will continue to save money for residents for years to come. Additionally, we were able to refinance the Library Construction Bonds this year to take advantage of historically low interest rates, even thought they were not due until 2014. This will save taxpayers more than $1 million in interest costs.

Every department is charged with finding the most cost-effective ways of delivering the same top-quality services our residents expect and need. We’ve implemented some terrific examples of that this year. The Fire Department, with assistance from a private business in the Township, bought a used delivery truck and retrofitted it with equipment that may be needed in a variety of emergency situations. This Special Operations and Rescue vehicle (SOAR) can deliver a wide array of specialized equipment in one vehicle with one driver. It was designed by our own people to our exact requirements. Not only does this make emergency responses much quicker, it cost $250,000 less than it would have had we purchased it in a more conventional way.

Directors of our Engineering and Environmental Services (EES) and Public Works (DPW) departments have worked hard over a couple years to have Bloomfield Township become a customer of the South Oakland County Water Authority (SOCWA), rather than continuing to purchase our water directly from the Detroit Water and Sewerage Department. Though water rates continue to rise, believe it or not, they would have gone up even more – perhaps another 20% - if we were not customers of SOCWA.

They also worked with the administration to develop a Special Assessment District (SAD) process to make it easier and much more affordable for homeowners to replace their neighborhood roads. While all our roads are owned by Oakland County, and until now we needed to work with the county’s SAD process, we now can provide our residents a funding process that makes road improvements more feasible.

These are some of the most notable cost saving steps we’ve taken, but not the only ones. As we proceed through the budgeting process for the 2013 – 2014 fiscal year, every line will be examined for more savings opportunities.

Infrastructure and Technology

A local government is primarily a service business, but it takes an awful lot of equipment for us to provide these services. We own millions of dollars worth of large equipment and vehicles. These include all of the police and fire vehicles and snow removal and road improvement vehicles. Our Motor Pool division monitors, maintains and repairs the entire fleet.

Additionally, we maintain a half billion dollars worth of infrastructure. We have approximately 500 miles of water and sewer lines to maintain and repair. We maintain 213 miles of subdivision roads; 37 miles of them are gravel. If we have another winter that is warmer than usual, we won’t need as much salt, but that savings will be offset by the extra time and money we’ll need to grade those gravel roads and replace the gravel. Many of our residents enjoy our 67 miles of safety paths. While it was never our intention to keep the safety paths clear of snow in the winter (we do not have the resources to keep them consistently and reliably free of ice and snow), we do work hard the rest of the year to keep them maintained.

The Adams Square neighborhood, located on the northwest section of Square Lake Road and Squirrel Road, established a SAD to replace its roads and it sets a fine example for other Township subdivisions. The roads there now look outstanding.

Our technical and communications equipment is best served by our own Information Technology Department. We outgrew the capabilities of an outside contractor years ago. Among other things, this department services more than 300 PCs and laptops as well as the computers in our police, fire and public works vehicles.

The role of technology especially came to light during the five elections the Clerk’s Office conducted since August, 2011. Election software has become incredibly sophisticated. Most poll workers as well as our fulltime Clerk’s Office staff now must have sophisticated computer skills. Our IT department was a huge support in making the elections run smoothly.

Personnel

We read and hear reports on radio and TV about the need for a more educated and sophisticated workforce and that is as true in local government as it is in every other industry. We are only as good as the people we employ. Fortunately for Bloomfield Township residents, we have some of the best. Much of our training and education is ongoing and mandated by state and federal standards. It goes on day in and day out. However, we encourage exceeding those standards whenever it is appropriate. Following is a sampling of what some of our employees have achieved this year:

• Clerk Jan Roncelli was named Township Clerk of the Year by the Michigan Association of Municipal Clerks for the high degree of professionalism she brings to the job.
• Treasurer Dan Devine received the accreditation of Certified Public Funds Investment Manager in recognition of comprehensive training promoting professional standards as established by the Association of Public Treasurers of the United States and Canada.
• Fire Chief Dave Piche and Fire Lieutenant Dan Koskinen attained their Professional Emergency Manager certifications.
• Fire Investigator Doug Brown received the Fire Inspector of the Year Award for his work in obtaining wireless interconnected smoke detectors for all the multi-unit dwellings and adult foster care facilities in the Township.
• Deputy Clerk Tina Barton received her Master’s degree in Management and Leadership.
• Deputy Finance Director Jason Theis became a Certified Public Finance Officer (CPFO), one of only about a dozen governmental financial managers in the State of Michigan to have earned the certification.
• Information Technology’s Tim Kacir passed the Michigan Bar exam and Adam Zelasko earned his Project Management Professional Certification.
• Public Works and Engineering and Environmental Services personnel, Olivia Olsztyn-Budry, Kris Schlutow and Mike Domine completed their certifications in Pipeline, Lateral and Manhole Assessment, which is used for the sanitary sewer system.
• Road Foreman Duane Poole received his certification in Snow and Ice Management.
• BTSS Office Manager, Ruth Nagy and Evening Coordinator, Katie Haw earned Aquatics Facility Operators certifications.

While our workforce is down in number, the demand and need for services in most departments has increased. For example, with the increased activity in the Building Division, as mentioned earlier, there is a need to restore the positions that were eliminated a few years ago. The cost will be largely covered by revenue from permits.

Our employees are not only expected to meet increasing demands for services, they must be educated and trained to higher standards than ever before. Every area of service, without exception, requires more technical skills and knowledge than in the past.

For example, you may not be aware that all but two of our firefighters are certified paramedics and licensed in Advanced Life Support (ALS). They are all expected to respond to a wide range of emergencies.  Firefighting alone is no simple thing. For reasons we cannot explain, there have been an inordinate number of major home fires this year. In 2011 there were 15 major structure fires; through November of 2012 there have been 33. Whatever the reason for this increase, the Fire Department has mitigated the damages. In several instances the fires were in attached condominiums where they could have easily spread to adjacent units if it had not been for the prompt and expert response from the fire department. The department devotes more than 13,000 hours to training each year in order to have our personnel ready for any emergency.

Community Expectations

Bloomfield Township residents value the community they live in and have high standards. We do our best to meet those standards. Every department offers services that benefit our residents beyond the normal day-to-day expectations. Here are a few examples.

The Police Department has completed three sessions of the Citizens’ Academy and will continue this popular program. It is an eight-week class teaching and showing residents what the police do behind the scenes. The interaction between the officers and the citizens increases understanding and puts a real face on the people who are ready to put themselves into harm’s way to protect the people of this community. The Department also hosts a Concealed Weapons Permit class. It is one of the few such classes in the state that is run by certified police firearms instructors. The Police and Fire Departments combine efforts to conduct home security surveys for houses in the Township. They go through the house and property, inside and out, and identify ways to make it safer.

The Fire Department’s Fire Investigator pursued and received a federal grant for the purchase and installation of wireless interconnected smoke detectors for all our multi-unit dwellings and adult foster care facilities. These systems give added protection to some of our more vulnerable residents by sounding the earliest possible warning of a fire.

EES provides technical assistance to the Lake Boards, oversees wetland permitting, and carries out the West Nile and Gypsy Moth programs. These programs protect our environment and our personal health. The department also sought and received a grant from the Alliance of Rouge Communities so it can plant trees on some public properties located throughout the Township.

The Planning Division supported the Planning Commission in its five-year review of the 2007 Master Plan Update. The Commission studied the Plan, discussed its goals, objectives and strategies and concluded that its principles are still consistent with the Township’s overall goals for future development.

Senior Services instituted an attendance software program that has given them some very useful information about participation in classes, programs and activities. Final figures aren’t in at the time of this writing, but the number of visits over the course of the year will turn out to be about 60,000. Additionally, the number of new people is steadily increasing. Because of the growing demand, especially in the fitness area, the Center will expand its hours in 2013 from 60 per week to 75 per week.

The direct services provided to our seniors continue to expand. Meals on Wheels delivered 12,000 meals to homebound seniors. The Minor Home Repair program continues to help our elderly residents keep up their own homes. We instituted a transportation service that brings people to and from the Center so they can attend programs.

Recognizing the expectation for increased communication with residents, the Township has responded in several ways. The Cable Department began live telecasts of the meetings of the Bloomfield Township Board of Trustees in January. More and more of its 600 community-based programs feature Township services and events. These programs can be viewed on our website as well as on the cable channel. Our electronic newsletter keeps subscribers up to date with timely announcements and reminders. The Township maintains an active Facebook page, as do both the Police and Fire departments. The Friends of the Bloomfield Township Senior Center also keep up a Facebook page. We’ve even started using Twitter.

The Assessing Department has developed a presentation to help people understand the assessing process. More than 100 people attended one of the two seminars and appreciated the information. Moreover, the department digitized the drawings of all township properties and made them accessible on the website. Property owners can now not only view them at any time from their home computer, but understand them more easily.

Goals for 2013

2012 was a year in which we made a lot of progress, but we still have plenty to do in 2013.

Road replacement will be a major issue for the foreseeable future. We will be partnering with the Road Commission of Oakland County (RCOC) to repave subdivision roads through a SAD process.

Many parts of our water and sewer system are also antiquated and need replacement, either now or in the foreseeable future.

While becoming a customer of SOCWA brought savings to all of us, becoming a member of SOCWA is our ultimate goal. Membership would allow us to receive an even greater savings on the cost of water. This will take ongoing work and negotiation.

Bloomfield Township has pursued every possible opportunity over the past several years to share services with neighboring municipalities. The right arrangements have the potential to improve services and either limit expenses or increase revenues. Some negotiations have come to fruition and others have turned out to be not a good fit. One project that will soon be underway is the blending of certain water districts with the City of Bloomfield Hills. Installing new connections in order to share the same source of water will help contain water rates. We will continue to seek any type of partnership that can be mutually beneficial.

I am proud to be the Supervisor of Bloomfield Township. I am looking forward to tackling the challenges ahead and feel confident we can accomplish what we set out to do. We have an excellent management team and outstanding employees. They are all problem solvers and take care of situations before the situations become real problems. They live what I believe: Be a leader. Be a thinker. Do what is right.

Message from Township Supervisor Leo Savoie

Introduction

Bloomfield Township has long been considered a desirable place to live and to work. Marked by beautiful natural features and noted for its highly educated, prosperous population, the community has historically been supportive of the local government. In return, the Township’s leadership and employees have provided excellent public services and have been responsible stewards of public assets.

Still, the Township is not immune to the grave challenges facing the region, state and nation. Some of our residents are experiencing financial crises so great their homes are going into foreclosure. Some of our businesses struggle to keep their doors open. The effects on the Township are plummeting property values and a sharply declining tax base. Revenues will most certainly drop and will not recover for many years. Yet, the demand for services will likely stay the same and inflation will likely raise the cost of providing those services./p>

Bloomfield Township’s leadership recognizes the impending situation and will address it. The goals are to continue providing excellent public services, maintain our aging infrastructure, and attract and retain top-quality employees, all in an unfavorable financial climate.

This will not be easy. A long history of financial responsibility means there are no pockets of excess that can be painlessly cut. Bloomfield Township has been ahead of its time and has already taken the steps that many municipalities are beginning to take now.

This issues-based strategic plan identifies further actions that will be put into place, effective now and continuing through the next five years.

Strengths, Weaknesses, Opportunities and Threats

The Community

Bloomfield Township

Planning Process

October, November & December, 2008: Groups met individually and as a whole group to develop goals, strategies and action plans for each area of concentration.

January 2009: Board held a study session, which included all department heads, reviewed the collection of subcommittee plans and incorporated them into one strategic plan.

January & February 2009: Finance Department worked with department heads to prepare a balanced budget for the 2009 – 2010 fiscal year. Department Heads were charged with reducing expenses from the year before.

February 2009: Board held a study session which included all department heads to examine budget. Board approved budget at Feb. 23 Board meeting. Board worked with Department Heads to finalize longer term Issues-Based Strategic Plan for 2009 – 2014.

March 2009: Board adopted Issues-Based Strategic Plan, 2009 – 2014, at March 9 Board meeting.

March – July 2009: Board and Administration followed planned strategies, including promoting community awareness of Strategic Plan through newsletters, cable programs, talks with homeowners associations, and media. First quarterly review and update of Plan took place in July and posted on website.

September & October 2009: Second quarterly review and update. New financial information indicated property tax revenue falling more rapidly than originally projected. This, plus announced cut in state revenue sharing, called for the acceleration of several important strategies. Most significantly, it was determined that revenue restoration had to take place sooner and on a larger scale than earlier information indicated, or else as many as 25 positions would be eliminated by April 2010 to balance the 2010 – 2011 budget. Without revenue restoration, another 20 positions will be eliminated for the 2011 – 2012 budget. These positions represent 20% of the workforce and their elimination will have a negative impact on public services. The decision was made to consider a new millage rather than a Headlee override to restore lost revenue in order to avert the termination of 25 staff positions by April 2010.

February 2010: Voters approved the 1.3 millage request that made possible the preservation of existing service levels.

Ongoing: The administration continues a quarterly review and update of all four areas of the strategic plan. Updated information is posted on the website at the start of each quarter.

Financial Commentary and Objectives Tables

Infrastructure

Updated October 1, 2012

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 is to focus on the physical assets of the Township and recommend ways we can preserve and improve them while we maximize their value. This subcommittee submits the following:

1. Proper maintenance and regular improvements to the physical infrastructure will yield efficiencies and cost-savings over time as well as preserve the quality 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; they can lead to considerable cost savings as well.

Facts and History: Public Works and Engineering & Environment

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.

2. Developed a replacement plan for the Township fleet.

3. Developing a repair, maintenance and replacement plan for all Township-owned buildings and facilities

4. Implemented PubWorks software to track all equipment, facilities, labor, materials, and projects. Allows for tracking and budgeting.

5. Developed Long-term Capital Improvement Plan to fund water and sewer infrastructure repair and replacement.

6. Developed and began implementing the MDEQ mandated Short-term Corrective Action Plan for sanitary sewer rehabilitation which includes an Operational Program for the following scheduled preventative maintenance:

a. Approximately 40,000 feet (or 8 miles) of sewer pipe is cleaned annually
b. Inspect 8,000 feet of sewer pipe annually via our sewer televising equipment
c. Inspect each sewer manhole every five years, approximately 1000 manholes per year.

7. 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 percent.

8. In 2011, the Township became a customer of the South Oakland County Water Authority (SOCWA), thereby reducing cost of water. Efforts continue to become a member of SOCWA, which will further help reduce the cost.

9. 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 our local waterways.

10. 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 of vehicles in our fleet, estimated value is approximately $14 million.
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

Facts and History: Information Technology

1. Township data and voice network connects all Township buildings. A total of 10 buildings are 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. Developed a maintenance schedule and replacement plan for Township computers, servers and network devices.
3. Developed and maintain inventories of equipment and software for tracking and budgeting purposes.
4. Developed Township Geographic Information System (GIS) to support asset tracking, decision making and mapping capabilities. Started in 1999, more than 1,000 mapping projects have been completed with the majority of Township departments using GIS in daily tasks.
5. First network server environment implemented February 1999. Prior to that there were only a small number of stand-alone systems with limited connectivity. In 2012 Township employees have a robust and reliable network that allows 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 are able to access the information they need at any hour. Recent additions include Clearzoning, Minutes on Demand, and Video on Demand.
7. Strategic planning, implementation and management of technology assets

a. Data/voice network and devices (click for a PDF chart)
b. Phone system and wireless phone/device support
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 for inspectors
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  

Personnel Commentary and Objectives Tables

TOWNSHIP PERSONNEL DEPLOYMENT AND DEVELOPMENT

Key Messages

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 retain them.

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 have 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

1. Overall, Bloomfield Township’s employee level has decreased by almost 10% over the past four years:

• Since 2000, Township services have expanded significantly to include a professional Planning Division, a Senior Services Center and Information Technology support.
• 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):
  • 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.;
  • Planning Building & Ordinance – Master Plan Update oversight, site plans, lot splits and rezoning reviews, ordinance development, development project oversight, International Construction Code updates, etc.;
  • IT – GIS mapping, expansion and maintenance of computer network, emergency service mobile technology, 911 dispatch technology, public safety radio system, cell tower management, etc.;
  • Clerk’s Office – Passports, ordinance codification, historical minutes, solicitor identification;
• 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;
• DPW – maintenance of increased number of miles of water & sewer lines, roads, cross connection inspections;
• Cable/Community Relations – quarterly newsletter, website, special events, special projects, BACB programming contract.

2. The number of public safety employees has decreased by almost 14% since 1988 in spite of steadily increasing need for response:

Sworn Police Officers

Uniformed Firefighters

Updated October 1, 2012

Expectations Commentary and Objectives Tables

Police Chief Bowden, Team Captain
Leo Savoie, David Buckley, Corinne Khederian
Fire Chief Piche’, Patti Voelker, Christine Tvaroha, Leslie Helwig

Key Messages to Employees and Residents

1. Bloomfield Township is a desirable place to live and work.
2. The Board of Trustees and the administration have anticipated tough times and have already put some measures in place to prepare for declining revenues. We developed and now present this plan to meet future challenges and will be focused on implementing the plan over the next five years.
3. The Township budget has special revenues and debt retirement millages that have been voted upon and must be used for specific purposes. Monies from one fund cannot be used for a different purpose. For example, the funds for the current Capital Improvement Program were voted for that purpose and cannot be used to supplement the 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 established exceptionally high standards in hiring and training employees. This results in a highly skilled, dedicated workforce, valued by the Township Board, administration and the community’s citizens.
2. Employees, in one way or another, will be the first to be affected by declining revenues. Some departments are already short-staffed and will remain so for the foreseeable future. Employees will be expected to carry out the same responsibilities with fewer resources available to them.
3. Bloomfield Township compensates its employees fairly. Wages and salaries are comparable to other local governments, as are the benefit packages.

Other Information

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Charter Township of Bloomfield
4200 Telegraph Road
P.O. Box 489
Bloomfield Township, MI 48303-0489
248.433.7700
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