Issues-Based Strategic Plan 2009 - 2014
Year End Review
Message from the Township Supervisor
Strengths, Weaknesses, Opportunities
Year End Review
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
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.
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%.
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.
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
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.
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
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
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
- 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
- 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
- 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
- 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
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.
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.
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.
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
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
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
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.
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
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
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
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
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
Updated October, 2011
The Strategic Plan is now at its half-way mark and we can
point to the significant progress we have made because of
our focus on it. The Board of Trustees, the administrative
staff, and all Township employees are dedicated to
maintaining the high level of services expected by this
community even in the face of declining revenues.
We have been successful in virtually eliminating our future
legacy costs because the Township’s bargaining units agreed
to change their pension and retiree health care plans for
new hires. This achievement has not gone unnoticed: The
Mackinac Center for Public Policy gave kudos to Bloomfield
Township in a recent publication, noting how rare this is in
here). Earlier in the year, Standard & Poor’s upgraded
Bloomfield Township’s credit ranking to AAA, its highest
score. Only five public entities in the entire state have
reached this level.
Active employees are doing their part too. They accepted
changes to their health care plan several times over recent
years and now have a high-deductible, consumer-directed plan
that saved the Township more than $1 million last year.
Furthermore, a multiple-year pay freeze remains in effect.
The number of Township employees has been reduced by 10%,
almost entirely through attrition. With fewer people,
greater efficiency becomes absolutely necessary. Therefore,
we have cross-trained many employees so they can work in
multiple departments and divisions. Additionally, we have
maximized the use of technology, enabling a smaller staff to
accomplish the same (or, in many cases, an even greater)
Attaining all of our goals will take time. Consolidating
some services with neighboring communities offers
opportunities for increasing revenue which will, in turn,
preserve the staffing levels necessary to meet the needs of
Township residents and businesses. Consolidation is
successfully in place in the assessing and cable departments
and the building division. Talks are actively underway with
several communities for consolidating additional services.
We remain committed to implementing the strategies that will
preserve Bloomfield Township’s uniqueness and make it even
stronger. The next 2 ½ years will no doubt present
challenges, but we’re in a good position to meet them.
If you have any questions or concerns about this, or any
suggestions, please do not hesitate to call me at
send an email.
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
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
Tradition of Financial Stability
Highly educated population
Citizens who are civically involved
Aging public infrastructure
No town center, parks
New Senior Center
Inter-governmental cooperation and partnerships
Stability of elected officials and employees
Highly trusted by residents and businesses
Good relationships between departments
Lack of depth for personnel succession
Miscommunication between departments
Raising public awareness
Housing market decline / lower tax revenues
Updated April 1, 2011
Board and administration recognized the seriousness of the
financial climate and studied a wide range of methods, all
aimed at restoring lost revenue and decreasing expenses.
September 2008: Department Heads participated in a 2-day
work session led by professional facilitator Lew Bender to
focus on situation. At that time, we thought we were dealing
with a situation in which our revenue would stay flat over the
next several years. We studied the Township’s strengths,
weaknesses, opportunities and threats. We brainstormed ways of
capitalizing on strengths and opportunities and addressing
weaknesses and threats
October 2008: New financial information indicated situation
more serious than first anticipated. Revenue would not stay
flat; it was projected to decline significantly in the
years ahead. Every elected official and every department head
assigned to one or more small groups, identified in the
September retreat as critical areas:
Technological and Energy Infrastructures
Personnel Deployment and
Employee and Residents’
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 –
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
Updated October 1, 2012
Financial Commentary and Objectives Tables
ADDRESSING PROJECTED FINANCIAL CONSTRAINTS
Perkins, Team Captain
Leo Savoie, Dan Devine
Chief Bowden, Fire Chief Piche’, Bill Griffin, Leslie Helwig
This Issues-Based Strategic Plan focuses on developing
and implementing strategies that allow us to maintain
top-quality public services even though we anticipate
declining revenues. The Financial subcommittee submits the
following facts about our financial status and history, and
it projects the following trends for our major operating
Facts and History
1. Almost 80% of our total expenses are directly related to
2. The remaining 20%, most of which
goes to utilities, infrastructure needs, insurance, equipment
and supplies, are not flexible or discretionary expenses and
provide minimal opportunity for cost savings.
of our revenue comes from property taxes, 7% comes from state
revenue sharing and 15% comes from other sources.
Revenue from the 48th District Court, which accounts for a
large percentage of our non-property tax revenue, is offset by
the Court’s expenses.
5. Bloomfield Township has, over
the years, taken the following steps that have led to
successful cost containment in major areas.
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 reduces our pension
expenses by over $300,000 per year. The amount of this savings
will increase over time as the defined benefit plan phases
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.
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 providers.
d. We were one of the
first municipalities to require employee contributions for
health care benefits as a part of the 2005 employee contracts.
e. In 2010 we changed from a PPO to a high-deductible,
consumer-driven health care reimbursement plan that placed a
greater obligation on employees. The new plan was projected to
reduce total health care costs for active employees by about
$800,000 (20%) in its first year.
f. Also in 2010, we
implemented a mandatory employee health awareness program
which, combined with other changes, has contributed to the
reduction of health care costs.
g. As of 7/1/11, actual
health care costs were reduced by approximately $1.5 million
from the previous year as a result of the changes discussed
h. Also in July, 2011, we negotiated a change in
the retiree health care insurance plan that will begin to
reduce and eventually eliminate future legacy costs for this
i. Between 20 – 25 positions (approximately
10% of the workforce) have been left vacant after an
employee’s resignation or retirement.
j. A pay freeze
is in effect until April, 2013. This will be five years for
non-union employees and four years for union employees. These
freezes will save approximately $1.5 million as compared to
historical 2% and 3% pay increases.
k. Standard &
Poor’s upgraded the Township’s bond rating to AAA in April,
2011 at least in part due the actions taken as a result of the
Township’s strategic plan.
l. Largely because of changes in
health care plan, costs have been reduced by $2.3 million
over the two fiscal years ending in March, 2012.
6. Our fund balance totals have been steadily rising since
2002, when the public voted to increase the public safety
millage. 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 funds
would have certainly declined below required levels without
the actions that were taken.
Assumptions and Projections
1. We have implemented balanced budgets every year despite
a 20% decline in the tax base from FY 2009 to FY 2012. The
2013-2014 budget projects to be balanced at current personnel
levels if the public safety millage renewal passes in 2012.
2. The Township’s taxable value will decline by
approximately 21% before the market begins a slow recovery in
2011 or 2012. This decline would have reduced the major
operating fund’s annual property tax revenues by about $6.4
million. Total Township tax revenues would have declined by
over $8.0 million annually. The millage proposal passed in
2010 will replace approximately one half of the total reduced
property tax revenue.
3. Inflation will probably
increase on average by about 2% - 3% annually over the next
four years with lower rates in the earlier years.
We must continue to contain costs so that the small level of
reserves we have built will not be depleted.
when 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.
6. Overall, 2012 assessed
values have ceased to decline and taxable values declined by
only a small amount so the situation appears to be
We have used a combination of practices to reduce expenses
and restore lost revenue to close what would have been a $3.1
million gap in our operating budget by April 1, 2010. We have
continued to reduce expenses and/or restore lost revenues to
close operating deficits that would have been over $6.0
million annually by April 1, 2011. We must continue to contain
and reduce operating expenditures into the future to maintain
public services at or near current levels while projecting
stagnant or further declines to revenue.
the objectives, strategies and action plans that must be
implemented to reduce expenses and increase revenues to the
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
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
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
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 &
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
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
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
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
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
7. Strategic planning, implementation and management of
a. Data/voice network and
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,
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
g. Audio/visual technology equipment
Updated October 1, 2012
Personnel Commentary and Objectives Tables
TOWNSHIP PERSONNEL DEPLOYMENT AND DEVELOPMENT
Patti Voelker , Team Captain
Leo Savoie, Neal Barnett, Jan Roncelli
Police Chief Bowden, Fire Chief Piche’, Tom Trice, Gayle
Sadler, Leslie Helwig
The purpose of this subcommittee is to develop a plan that
creates a versatile workforce in which individuals are
proficient at a wide range of tasks within departments as
well as tasks that cross departmental lines. Employees will
be trained and empowered to assume responsibilities up to
the level of their full potential.
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.
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
- 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
Sworn Police Officers
|| Medical Runs
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
Key Messages to Employees and Residents
1. Bloomfield Township is a desirable place to live and
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.
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Township of Bloomfield
4200 Telegraph Road
P.O. Box 489
Bloomfield Township, MI 48303-0489
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Bloomfield Township, Michigan
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