fy2016-fy2018 triennial budget & appropriations act

458 Pages·2016·19.9 MB·English

F Y 2 0 1 6 - F Y 2 0 1 8
TRIENNIAL BUDGET & APPROPRIATIONS ACT
AS ADOPTED & AMENDED ON SEPTEMBER 17, 2015
Table of Contents

Welcome/Introduction
Department Program Budgets (Cont.)
County Executive Welcome ……………………………… 3
Treasurer…………………………………………………………… 185
Mission Statement……………………………………………….. 4
Board of Commissioners……………………….…………… 195
Distinguished Budget Presentation Award……………
5
County Executive Administration…………………………. Library Board…………………………………………………….. 200
6
Parks and Recreation…………………………………………. 203
Board of Commissioners……………………….………………
7
Water Resources Commissioner……………………….. 208
Oakland County History……….…………..……..…………… 10 Budget at a Glance - County Executive……………….. 215

Organization Chart…………………………..…………………… 11
County Executive Administration………………………. 218

Financial Organization Chart………………………………… 12
Management and Budget…………………………………... 233

Budget Document Guide……………………………………… 13 Central Services…………………………………………………. 246
Board of Commissioners Transmittal Letter……..…. 15 Facilities Management………………………………………. 256
County Executive Budget Message...…………….……… 19
Human Resources………………………………………………. 268
Health and Human Services……………………………….. 286
F inancial Overview 48
Public Services…………………………………………………… 304

Form of Government………………………………………….. 49
Information Technology…………………………………….. 330

Organization and Financial Structure…………….……. 49
Economic Development and Community Affairs.. 339

Basis of Accounting……………………………………….……. 50 Budget at a Glance - Non-Departmental………………. 356
Fund Descriptions………………………………………………. 50
Non-Departmental……………………………………………… 358
Budget Policy and Procedures……………………..…….. 54 Budget Summaries and Appropriation
Budget Process………………...…………………………….…. 55 Descriptions…………………………………………………… 359
Calendar ……………………………………………………….……. 57
Budget Amendment Process……………………….……… 59 Capital Improvement Program (CIP) 364
Use of Fund Balances………………………………………….. 60 Capital Improvement Program..…………………………..… 365
D ebt Policy………………………………………………………..…. 62 2013 – 2022 Capital Improvement Program…………… 367
I nvestment Policy……………..………………………………… 72 FY 2013 Maintenance Projects..…………………..………… 370
C ombined Financial Statements…………………………... 77 CLEMIS Fund Capital Budget Plan…………………………. 371
R evenue Summary……………………………………………….. 82 Airport Fund Capital Budget Plan…………………………… 372
Fire Records Management Fund Capital Budget
B udget Development - Revenues…………………………. 83
Plan………………………………………………………………………… 373
Revenue Descriptions - General Fund/General Purpose

Parks and Recreation Commission Capital Budget
Funds…………………………………………...……….. 84
Plan………………………………………………………………………… 374
Expenditure Summary…………………………………………. 97
Radio Communications Fund Capital Budget Plan 376
All Funds Summary :
Drain Equipment Fund Capital Budget Plan……………. 377
FY 2016 Adopted Budget……………………………….…. 99
Facilities Maintenance and Operations Fund Capital
FY 2017 Adopted Budget……………………………….…. 103 Budget Plan……………………………………………………………. 378
FY 2018 Adopted Budget……………………………….…. 107 Information Technology Fund Capital Budget Plan… 379

General Fund / General Purpose Revenue and
Motor Pool Fund Capital Budget Plan……………………. 380
E xpenditure Trends…………………..……...………..…….… 111
Telephone Communications Fund Capital Budget
P ersonnel Summary…………………………………………..… 117 Plan………………………………………………………………………… 381
P ersonnel History………………………………………………... 118
D epartment Program Budgets Appendix 382
120 Community Profile…………………………………………………. 383
B udget at a Glance - Administration of Justice……. 121 Principal Tax Payers - Unaudited………………………….... 392
Circuit Court……………………………………………………... 122 County Share of Indebtedness……………………………….. 393
District Court……………………………………………….……. 133 Bond and Interest Redemption Funds……………………. 394
Probate Court…………………………………………………… 138 FY 2016 Authorized Positions List…………………………… 403
Budget at a Glance - Law Enforcement………………. 143 Position Requests and Action
Prosecuting Attorney………………………………………… 145 Taken……………………………………………………..………………. 426
Sheriff……………………………………………………………….. 161 General Appropriations Act………………………………….... 439
Budget at a Glance - General Government………….. 175 Glossary………………………………..………………………………… 450
Clerk / Register of Deeds…………………………………… 178
WELCOME TO OAKLAND COUNTY, MICHIGAN

A WORLD CLASS COMMUNITY

Oakland County, Michigan is synonymous with excellence. Its prosperous communities, natural
landscapes, premier entertainment venues, diverse restaurants, quality schools, leading medical
facilities and dependable business resources offer an unparalleled quality of life for those who live,
work or spend leisure time in Oakland County. Over 1.2 million residents enjoy distinct
neighborhoods including rural regions, walkable downtowns and thriving cities. Oakland County’s
diverse collection of cities, villages and townships offers a broad selection for every budget and
lifestyle – from rolling farmland and rural regions to established city neighborhoods with tree-lined
streets, parks and nearby schools, and newer developments and housing options. Quality-of-life
advantages include 88,000 acres of park land, over 1,400 fresh-water lakes, miles of trails and
pathways for hiking, biking and horseback riding. There are a wide variety of shopping experiences
ranging from small boutiques to large high-end multi-level malls. Whether you’re looking for a
place to call home, raise a family, work or spend leisure time, there’s a community with your name
on it in Oakland County.

“ If I had to identify the primary factors
responsible for our financial management

s uccesses, they would be our committed

adherence to long range planning and

b udgeting practices. It is forward planning

coupled with action that separates Oakland

C ounty from the other counties in Michigan

and the nation.”

L. Brooks Patterson,
Oakland County Executive

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FY 2016 - FY 2018 Triennial Budget 3 Welcome
Mission Statement

Organizational Mission:

Oakland County, Michigan is
committed to serving its communities
through empowered and progressive

leadership that is entrusted to

embrace innovation in every aspect of

government service.

Guiding Principles

Committed to advanced financial planning, engaging in deficit avoidance and overall fiscal responsibility
Building a strong leadership team to enable organizational cohesiveness
Serving as an economic role model through decisive and innovative leadership
Engaging community involvement through consensus decision making

Vision

Dedicated to enhancing the quality of life for all our citizens by preserving and promoting health, safety and
exceptional services;
Promote and ensure economic stability to maintain the County’s quality of life;
Operating as an efficient government, conscious of long-term interests while meeting current community needs.

Oakland County is firmly committed to:

Providing our citizens with responsible government characterized by integrity and accountability
Openness and Transparent Government
Our employees are a valuable resource to be treated with equality, fairness and justice
Acting with accountability and responsibility in handling of the public’s property and money is essential
Respect for diversity
Creativity, teamwork and continuous improvement

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FY 2016 - FY 2018 Triennial Budget 4 Welcome
The Governmental Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to Oakland County, Michigan for its triennial budget for the
triennium beginning October 1, 2012. In order to receive this award, a governmental unit must publish
a budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.

This award is valid for a period of three years. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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FY 2016 - FY 2018 Triennial Budget 5 Welcome
COUNTY EXECUTIVE
ADMINISTRATION
L. Brooks Patterson GeraLd Poisson PhiL BertoLini roBert daddow
OAKLAND COUNTY EXECUTIVE CHIEF DEPUTY COUNTY EXECUTIVE CIO / DEPUTY COUNTY EXECUTIVE DEPUTY COUNTY EXECUTIVE
MaLcoLM Brown Matthew GiBB Laurie Van PeLt Jordie kraMer
DEPUTY COUNTY EXECUTIVE DEPUTY COUNTY EXECUTIVE DIRECTOR DIRECTOR
MANAGEMENT & BUDGET DEPT HUMAN RESOURCES DEPT
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FY 2016 - FY 2018 Triennial Budget 6 Welcome
Oakland County Board of Commissioners

District 1: Michael J. Gingell, Chair District 11: Robert Gosselin
District 2: Robert Hoffman District 12: Shelley Goodman Taub
District 3: Michael Spisz District 13: Marcia Gershenson
District 4: Thomas Middleton District 14: William Dwyer
District 5: John A. Scott District 15: Adam L. Kochenderfer
District 6: Eileen T. Kowall District 16: Wade Fleming
District 7: Christine Long District 17: Nancy L. Quarles
District 8: Philip J. Weipert District 18: Helaine Zack
District 9: Hugh Crawford District 19: Dave Woodward
District 10: David E. S. Bowman District 20: Gary R. McGillivray
District 21: Janet Jackson

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FY 2016 - FY 2018 Triennial Budget 7 Welcome
BOARD OF COMMISSIONERS
COMMITTEE CHAIRPERSONS
MichaeL GinGeLL Jeff Matis toM MiddLeton christine LonG
BOARD CHAIR BOARD VICE CHAIR FINANCE GENERAL GOVERNMENT
wiLLiaM dwyer MichaeL sPisz PhiLLiP J. weiPert
PUBLIC SERVICE HUMAN RESOURCES PLANNING & BUILDING
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FY 2016 - FY 2018 Triennial Budget 8 Welcome
INTRODUCTION
F Y 2 0 1 6 - F Y 2 0 1 8 Triennial Budget & Appropriations Act
AS A DOPTED & AMENDED ON SEPTEMBER 17, 20 15
9
Oakland County History

HISTORY

The United States acquired the area now known as Oakland County, from France in 1803, as part of an 800,000 square mile
agreement, and the area was given the name “Old Northwest”. The Territory of Michigan was formed by Congress on June 30,
1805, with statehood being granted on January 26, 1837. On November 5, 1818, the Pontiac Company was organized by a
group of Detroit and Macomb County individuals for the purpose of purchasing land and laying out a town. In the fall of that
same year, an exploring party of prominent professionals and businessmen from Detroit came up the Saginaw Trail (now
Woodward Avenue) on horseback. They camped the first night in what is now Royal Oak. They continued north and decided to
build their town on the banks of the Clinton River, naming the town, Pontiac. Oakland County was officially organized on
January 12, 1819. Governor Lewis Cass issued a proclamation that laid out the boundaries of the county. The Pontiac Company
offered to contribute both property and money if the county seat was established in Pontiac. The county was divided into two
townships on June 28, 1820. The northern section was proclaimed Oakland Township; the southern section was named
Bloomfield Township. Subsequently, on April 27, 1827, the legislative council for the Territory of Michigan divided Oakland
County into five townships: Farmington, Bloomfield, Troy, Oakland, and Pontiac. In 1820, Governor Lewis Cass set the county
seat in Pontiac, a central location no more than a day’s journey from any point in the county. The official census of the county
was taken in 1820, and the final count was 330 persons. Within ten years the population grew to 4,911. By 1840 it was 23,646,
and by 1870 it had reached 40,867. In 2014 it is estimated that Oakland County’s population was 1,237,868. The 2010 U.S.
Census reports 1,202,362 persons living in Oakland County.

OAKLAND COUNTY GOVERNMENT

In August of 1974, Oakland’s citizens voted to create the first unified form of government in the State of Michigan. Less than 60
such governments exist across the nation. The government is headed by an elected County Executive, whose responsibilities
are similar to those of a governor or the mayor of a large city. The Oakland County Executive represents the interest of more
than one million residents. It is the duty of the County Executive to administer the government on a day to day basis, to
propose new programs and revamp existing ones. Under this structure, the Board of Commissioners performs a role similar to a
state legislature or city council. Each elected Commissioner serves 57,000 constituents of their respective districts.
Commissioners set government policy and act on their own proposals, and those by the County Executive and elected officials.
These policies are then implemented by the County Executive and elected officials. The County Executive has the authority to
veto acts of the Board, but the veto can be overridden by two-thirds vote of the Board.

The third branch of government, the Judiciary, was not changed by the implementation of the executive form of government.
Similarly, the remaining five offices headed by countywide elected officials remained unchanged. These are the Prosecutor,
Sheriff, Clerk-Register of Deeds, Treasurer, and the Water Resources Commissioner.

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FY 2016 - FY 2018 Triennial Budget 10 Introduction