2024-2025 Approved Budget

CITYOFBIRMINGHAM

CityCommission

ElaineMcLain,Mayor

KatieSchafer,MayorPro-Tem

ClintonBaller,Commissioner

AndrewHaig,Commissioner

BradHost,Commissioner

AnthonyLong,Commissioner

ThereseLonge,Commissioner

CityManager

JanaL.Ecker

FinanceDirector/Treasurer

MarkGerber

Citizens'Guide

Thepurposeofthissectionistoexplaintheformatandprovideanoutlineofthecontentinthe2024-2025budget document.Hopefullythiswillserveasanaidforbudgetreview. Thebudgetdocumentconsistsofthefollowing sections:

1. The “Budget Overview” section includes the: City Manager’s budget message; City Goals and Budget Guidelines,BudgetCalendar;FundStructureofBudget;LargestRevenueSources;CombinedStatementof Revenue,ExpendituresandChangesinFundBalance;CombinedStatementofRevenues,Expensesand ChangesinNetAssets;LongRangePlanningProcesses;andFinancialPolicies.

3.

The “Introduction” section includes a: Citizens’Guide to the Budget Document; Community Profile; City Organization Chart; and Government Finance Officer's Association (GFOA) Distinguished Budget PresentationAward.

2. The “Personnel” section of the budget provides information pertaining to the City’s work force and comparativeinformationfortheprior,current,approvedbudgetandsubsequentplanningfiscalyears.

4.

The“GeneralFund”sectionisthefirstfundpresentedinthedocument.Itpresentstheoperatingbudgetsfor the departments and activities funded by the General Fund. These presentations include department organizationalcharts,summaries,goalsandobjectives,andperformancemeasures.

“SpecialRevenueFunds”includethe:MajorStreetFund;LocalStreetFund;CommunityDevelopmentBlock GrantFund;Solid-WasteDisposalFund;MichiganIndigentDefenseCommissionFund,OpioidSettlement Fund,SeniorServicesFundandtheLawandDrugEnforcementFund.

5.

6.

7.

The“DebtAdministration”sectionprovidesanoverviewoftheCity’slong-termdebtobligation.

The“PermanentFund”sectionpresentsthebudgetfortheGreenwoodCemeteryPerpetualCareFund.

The"CapitalProjectsFund"sectionpresentsthebudgetfortheCapitalProjectsFundandParkSystem ConstructionFunds.

8.

The“EnterpriseFunds”sectionincludessuchactivitiesaswaterandsewerutilities,theAutomobileParking System(APS)andthegolfcourses.

9.

10.

The“InternalServiceFund”sectionpresentsthebudgetfortheComputerEquipmentFund.

The “Component Units” section presents the operating budgets for the Baldwin Public Library, Principal Shopping District (PSD), the Brownfield Redevelopment Authority Fund and the Corridor Improvement Authority.

11.

The“CapitalImprovements”sectionprovidesalistingofcapital-improvementprojectsforthecurrentyear,the upcomingyearandthesubsequentfiveyears.Theprojectsinthissectionarecategorizedbyfundand includeallprojectswithacostgreaterthan$25,000.

Thebudgetdocumenthasbeensetuptoprovideinformationtoallinterestedpartiesregardingtheamount,type and nature of services provided. It specifically identifies personnel costs and the amounts of supplies, other chargesandcapitalitemsthatareassociatedwithanactivity’sperformanceofitsvarioustasks.

InaccordancewiththeState’sBudgetingAct,thebudgetcontains:expenditureandrevenuedataforthemost recentlycompletedfiscalyear,oractualinformation;thecurrentyear’sbudgetedrevenuesandexpenditures,along withprojectedrevenuesandexpendituresfortheendofthecurrentfiscalyear;andrequestedandrecommended amountsrequiredtoconducttheCity’soperationsintheensuingfiscalyear.Thisformatisusedfortheline-item budgetsandmanyofthesummariescontainedthroughoutthedocument.Inaddition,secondandthirdbudgeted yearshavebeenaddedforplanningpurposes.

ThebudgetdocumentissetupsothatittiesintotheAnnualComprehensiveFinancialReport(ACFR)oftheCity ascloselyaspossible.Thiswillenablethereadertointegratethetwodocumentsforabetterunderstandingofthe financialaffairsoftheCityasawhole.ThebudgethasbeenpreparedinaccordancewithprovisionsoftheState Constitution,theUniformBudgeting&AccountingActandtheCityCharter.

CityCommissioners

2024-2025AnnualBudget

MayorElaineMcLain

AppointedMayorNovember2023

ElectedNovember2021

E-mail:emclain@bhamgov.org

MayorPro-TemKatieSchafer CommissionerClintonBaller CommissionerAndrewHaig

AppointedMayorProTem,2023

ElectedNovember2021

E-mail:kschafer@bhamgov.org

ElectedNovember2019

E-mail:cballer@bhamgov.org

ElectedNovember2021

Email: ahaig@bhamgov.org

ElectedNovember2019

Email:bhost@bhamgov.org

ElectedNovember2023

Email:along@bhamgov.org

ElectedNovember2019

Email:tlonge@bhamgov.org

CommunityProfile

In1933,theincorporationofBirminghamfromaVillage was completed and the City established itself as a Home Rule City in order to address its needs in becomingamoreprogressivecommunity.TheCityis located approximately 20 miles north of downtown DetroitandisinthesoutheasternportionofOakland County,oneofthewealthiestcountiesinthecountry. TheCityofBirminghamhasathrivingretailshopping district with a historic downtown dating back to the 1830s. Birmingham offers a variety of urban experiencesfromhistoricbuildingstomodernretailand entertainment developments. This demonstrates the City’s commitment to engaging in progressive and forward planning that actively recognizes the importance of honoring the City’s past. A close but welcomingcommunity,theCitymaintainsitssmall-town feel while offering the recreational and cultural advantagesofaprosperousurbanarea.

Twenty-sixparkswith230acrescovermorethan10 percentoftheCity’stotalacreage,andtheschool districtalsoprovidesrecreationalfacilities.

Birmingham was ranked in the top five for Best SchoolDistrictsinMichigan(2023)byNiche.

Birminghamwasranked6thforBestPlacestoLive inMichigan(2023)byNiche.

The City is home to two top-rated nine-hole golf courses,apicturesquetrailsystem,adogpark,an indooricearenaandbeautifulaward-winningparks.

According to Southeast Michigan Council of Governments (SEMCOG), Birmingham has a populationof21,813.

ThemediansellingpriceofahomeinBirminghamis $774,750.

A pedestrian-friendly downtown with 1,500,000 square feet of retail space and 2,200,000 square feetofofficespace,andover300retailandservice businesses.

GFOADistinguishedBudgetPresentation Award

ForFiscalYearJune30,2024

TheCityofBirminghamannuallysubmitsitsbudgettotheGovernmentFinanceOfficer'sAssociation(GFOA)'s DistinguishedBudgetPresentationAwardProgram. TheGFOAestablishedtheDistinguishedBudgetPresentation AwardsProgram(BudgetAwardsProgram)in1984toencourageandassiststateandlocalgovernmentsto preparebudgetdocumentsoftheveryhighestqualitythatreflectboththeguidelinesestablishedbytheNational AdvisoryCouncilonStateandLocalBudgetingandtheGFOA'sbestpracticesonbudgetingandthentorecognize individualgovernmentsthatsucceedinachievingthatgoal. TheCityofBirminghamhasearnedthisawardfor over30years.

OrganizationChart

TransmittalLetter

AnnualBudget

May10,2024

TotheHonorableMayorandCityCommissionMembers:

Withthisletter,Iampleasedtosubmittheapproved2024-2025fiscalyearbudgetfortheCityofBirmingham. The budgetcontainsnotonlyrecommendationsforthenextfiscalyear,butplanningamountsforthefollowingtwofiscal years. Thishelpsintheplanningoffuturecostsinaevertighterfiscalenvironment. Inanticipationoffuture economicconstraints,wecontinuetopreparethebudgetdocumentfornextyearandtwoadditionalplanningyears tobetteridentifyandrespondtoanypotentialchallenges.

Thisyear'sbudgetpresentedsomeuniquechallenges. Thefirstwasredesigningthewholebudgetprocessby usingon-linebudgetingsoftware,OpenGov,whichrequiredcreatingnewforms,reports,andnarrativestocapture budgetaryinformation. Duringthisbudgetarycycle,manylessonswerelearnedaboutthesoftwareandtheways toevaluatetheinformationcontainedtherein. Theworkdonethisfiscalyearwilllaythefoundationfortime savingsinpreparingthebudgetinthefuture. Anotherchallengewasthevolumeofbudgetrequests,beyond normaloperatingbudgets,submittedbydepartments. Departmentssubmittedover22personnelrequestsfor eithernewpositionsorupdatingexistingpositionstofull-time. Additionally,therewereseveralrequestsfornew equipmentorrepairstoexistingfacilities. Combined,theserequestswouldhaveexceededtheCity'sabilitytopay forallofthem. Thelastchallengethisyearistheeverincreasingcostofinfrastructureimprovements. Duringthe courseofthisyearasbidsforcurrentyearprojectswerereceived,itbecameapparentthattheprojectcostsinthe 2023-2024budgetwerenotrepresentativeofcurrentmarketcosts. Newprojectedcostswerepreparedbythe EngineeringDeparmentforthecapitalimprovementplan. TheprojectssubmittedbytheEngineeringDepartment exceedtheCity'sabilitytopayfortheplanevenwithadditionaloperatinglevypropertytaxesbeingallocatedtothe waterandsewerfunds. AllofthesechallengesrequiredanalysisbytheManager'sOfficeandFinanceDepartment todeterminewhichbudgetrequestsweregoingtobeincludedintherecommendedbudget. Themanager's approvedbudgetrepresentsabalanceofinvestingintheCity'sinfrastructureandtheoperationalneedsofthe departments.

Thebudgetistheresultofmanymonthsofeffortandprovidesalong-termperspectiveandcommitmenttoprovide thebestpossibleservicestoresidentsatthelowestcost.Thisbudgetrepresentsacontinuedproactiveand creativeapproachtoallowtheCitytobuildonitspastwhilecontinuingtoprovideforitsfuture.

BudgetGoals

Inpreparationforthisbudget,it’simportantfortheCitytofocusitsapproacharoundasetofcorebudgetarygoals whichhashelpedtheCitybecomeoneofthepremierelocationstoliveinOaklandCounty. Thosecorebudgetary goalsare:

AvoidincreasingthetotalCitytaxratewhichburdensCityresidentsandbusinesses. Providehighquality,dependablepublicservicesthatresidentsandbusinessesexpectinordertoenjoyaCity thatissafeandclean. Thisincludeseffectivefireandpoliceprotection,advancedlife-supportservices,safe andefficientwaterandsewersystemsandrefusepickupincludingcurbsiderecyclingandcomposting.

Retainstableandessentialserviceswhileminimizinginvoluntaryemployeeseparations.

Employacombinationofcostreductions,prudentuseofreservesandrevenueenhancementstobalancethe budget.

Evaluatefeesandchargestoresponsiblyrecoverthecostofprovidingservices.

Continuetoinvestintechnologythatresultsinproductivityimprovements. Reviewcurrentprocessesandpurchasesforsustainabilityenhancements.

Increasecollaborationandservicesharingtoeliminateduplicationsinservicedeliveryandreducecost. Supportsocial,cultural,andrecreationalprogramsandservicesthatenhancethelivesofourresidents.

Workwithourbusinesscommunitytocollectivelymeettheneedsofandprovideassistancetonewandexisting businessesinthecommunity.

Theapprovedbudgetwhichfollowsaccomplishesthesegoals.

BudgetOverview

Thetotalapprovedbudgetforfiscalyear2024-2025forallfunds,includingcomponentunits,is$109,053,460. Overallthisrepresentsadecreaseof$28,676,849or21%,fromtheprioryear’samendedbudgetasexplainedin theExpenditureComparisonsection:

BudgetHighlights

Thefollowingarethehighlightsoftheapproved2024-2025budget:

PropertyTaxes:

Tenthconsecutiveyeardecreaseintheoverallpropertytaxlevy; Seventhconsecutiveyeardecreaseintheoperatinglevy; Maintainsatleasta.3milldifferencebetweentheoperatinglevyandtheHeadleemaximum;

FiscalResponsibility:

MaintainsastableGeneralFundbalance; KeepsGeneralFundbalanceintheupperrangeoffundbalancepolicy; Reducesunfundedpensionandretireehealthcareliabilitybycontributingapproximately$.4Maboveactuarial requirements

Recreation: Replaces2part-timepositionswith1full-timepositiondedicatedtoicearenaoperationstoimprovecustomer service

Additionof1full-timeparks/forestryforemantooverseecontractmaintenanceoftheparksandtrees

PublicSafety/Health:

Provides$.5Minleadwaterservicelineabatement

Replacesundersizedandagingwatermainstoimprovefireprotectionandreliability

InfrastructureMaintenance:

Addsfull-timepositiontosupportstreet,water,andsewermaintenance

CapitalImprovement:

$7.3Minstreet,sidewalk,andalleyimprovements;

$3Minsewerimprovementsincluding$480,000forrehabilitationwork;

$2.7Minwatermainimprovements;

$1.1Minparkandgolfcourseimprovements;

$3.4Minparkingsystemimprovements;

$1Minvehicleandequipmentreplacement.

RevenueComparisons

Thetotalapprovedrevenuebudgetfor2024-2025is$109,340,230whichisanincreaseof$2,027,724,or1.9%, fromthe2023-2024amendedbudget. Planningamountsof$115,404,540and$123,355,570forfiscalyears20252026and2026-2027,respectively,havealsobeenincluded. Majorrevenuecategoriesandtrendsarebroken downasfollows:

Theincreaseofapproximately$2Mfor2024-2025,istheresultofanincreaseinTaxesof$3.4M,anincreasein ChargesforServicesof$4.3M,andanincreaseinInterestandRentof$1.6M. Thiswasoffsetbyadecreasein OtherFinancingSourcesof$7.2M,.

TheincreaseinTaxesof$3.4M,or7.9%,istheresultofanincreaseintaxablevaluesof8%. Taxesrepresent 43%ofoverallrevenues.

ChargesforServicesincludewaterandsewerutilityfees,automobileparkingfees,recreationalfees,andGeneral Fundchargestootherfundsforpersonnelcosts.ChargesforServicesrepresentapproximately32%ofthetotal revenuebudget. TheincreaseinChargesforServicesof$4.3M,or14%,istheresultofanincreaseinparking revenuesof$1.6M,sewagedisposalfeesof$1.4M,andwaterusagefeesof$1.1M.

TheincreaseinInterestandRentof$1.6M,or59%,istheresultofhigherinterestincomeearnedontheCity's investmentportfolio.

ThedecreaseinOtherFinancingSourcesof$7.2M,or51%,istheresultofparkandrecreationbondsissuedin 2023-2024of$6.2M,adecreaseintransferstostreetfundsof$.5M,andadecreaseintransferstothecapital projectsfundof$.4M.

ForadditionaldetailontheCity’smajorrevenues,pleaseseetheLargestRevenueSourcespagelocatedlaterin BudgetOverviewsection. Revenuedetailisalsoprovidedwitheachfundsummary.

ExpenditureComparisons

Thetotalapprovedexpenditurebudgetfor2024-2025is$109,053,460,whichisadecreaseof$28.7M,or21% fromthe2023-2024amendedbudget.Planningamountsof$110,352,970and$116,080,150forfiscalyears20252026and2026-2027,respectivelyhavealsobeenincluded.Majorexpenditurecategoriesandtrendsarebroken downasfollows:

ThetwomajorsourcesofexpendituresfortheCityarePublicWorksandPublicSafety.PublicWorksincludes streets, sidewalks, alleys, water and sewer utilities and the automobile parking system. These expenditures representapproximately48%ofthetotalapprovedbudgetedexpenditures.PublicSafetywhichincludespolice, dispatch,fire,andbuildingdepartmentsrepresents20%ofthetotalexpenditurebudget

Thedecreaseofapproximately$28.7Mfor2024-2025isprimarilyaresultofadecreasein:PublicWorksof$23.5; RecreationandCultureof$2.9M;CapitalOutlayof$.9M;DebtServiceof$.9M;andTransfersOut$.9M. Thiswas partiallyoffsetbyanincreaseinPublicSafetyof$1.0M.

ThedecreaseinPublicWorksof$23.5Mprimarilyreflectsadecreaseincapitalexpendituresinthegeneralfund, majorandlocalstreetfunds,waterandsewerfunds,andtheautomobileparkingsystemfundfor2024-2025. The decrease in Recreation and Culture expenditures of $2.9M represents the completion of construction at the BaldwinPublicLibraryin2023-2024. ThedecreaseinCapitalOutlayof$.9Mreflectsadecreaseinbudgeted expendituresinthecapitalprojectsfundforCityHallimprovements. DebtServicedecreased$.9Masaresultof scheduleddebtpayments. TransfersOutdecreased$.9Masaresultofadecreaseintransferstostreetfundsof $.5Mandadecreaseintransferstothecapitalprojectsfundof$.4M. PublicSafetyincreased$1.0Mprimarilydue toanincreaseinpersonnelcosts.

IssuesAffectingtheBudget

Economy

Duringlastyear'sbudget,themainissuewiththeeconomywasthehighinflationrate. TheFederalReservehas beendiligentlyworkingtoslowinflationbyincreasinginterestrates. Atthemomentofthistransmittalletter,the FederalReservehashaltedinterestratehikesandhasplanstostarteasingrateslaterthiscalendaryear. However,therearesomeareasoftheeconomythatarekeepinginflationathigherlevelsthentheFederalReserve wouldlike. Someofthoseareasincludelowunemploymentandhousingprices. Thesetwofactorswillput pressureontheCity'sbudgetintermsoflabornegotiations,plannedinfrastructureprojectsandpropertyvalues (propertytaxrevenue).

'sPropertyValues

TheCityhasenjoyedalongperiodofsustainedgrowthasaresultofastronghousingmarketwhichhasbeen buoyedbyashortageofhousingstock. Inaddition,developmentintheCity’sdowntownandresidentialareas continuesatasteadypace. Thishasledtoanannualtaxablevaluegrowthofapproximately6%forthepastnine years.Birmingham’saverageresidentialsellingpricecontinuestoincreaseasthecommunitysawanincreaseof 29%from2022to2023. However,ProposalAofMarch1994onlyallowstaxablevaluetoincreaseeachyearby therateofinflationor5%whicheverislessuptotheassessedvalue. TheCity'staxablevaluewillgrowby8%in 2024-2025withprojectedincreasesof5%for2025-2026and5%for2026-2027. Inprojectingtaxablevaluesfor 2025-2026and2026-2027theCityestimatesthattheannualinflationratewillbeatamorenormal2.5%.

Legislative

TheHeadleeAmendmentandProposalAlimittheamountoftaxestheCitycanlevy. Inpreviousyears,theCity hasbeenabletolevyanoperatingmillagewellundertheCity’smaximum. Asthegraphontherightillustrates,the “gap”beingthemaximummillagetheCitycanlevyandwhattheCityisactuallylevyingisshrinking. The“gap”in millageratesisimportanttotheCitybecause: 1)itprovidesacontingencyforemergencyfunding;and2)isoneof theprimaryfactorsindeterminingtheCity’sbondrating(currentlyatAAA). TheonlywaytheStatelegislaturehas providedforliftingthemaximum,isbythevoteofthecitizensthroughaHeadleeoverride.

Atthismoment,theCityisnotrequestinganoverride,butstillmustproactivelymanagethe“gap”. Thetaxlevies usedinthepreparationoftheapprovedbudgetprovideforatleasta.3mill“gap”betweenthemaximumandactual millagerates. Thisequatestoanapproximate$1,035,000savingstotaxpayersin2024-2025comparedtolevying atthemaximummillagerateandprovidesfutureemergencyfunding,ifneeded. Thecontinuousdownward pressureoftheHeadleemaxwillbeanon-goingconcerninfutureyears. MorediscussionregardingtheHeadlee AmendmentandProposalAcanbefoundlaterinthissection.

InJune2018,theStateofMichiganadoptedtheLeadandCopperRule(LCR). ThegoaloftheupdatedLCRisto protectpublichealthbyreducingleadandcopperlevelsindrinkingwater.Therulerequireswaterutilitiestomake aninventoryofallwaterserviceconnections,tellcustomersiftheyhavealeadserviceline,andfullyreplaceall leadservicelinesoverthenext20years. TheCityhastakenaninventoryofthewaterserviceconnectionsand hasdeterminedthatapproximately740linesneedtobereplaced. Inaddition,thestateisalsorequiringtheCityto verifyapproximately300additionalpropertiestodetermineifthereareanypartialleadlines. TodatetheCityhas abated640properties. TheCityhaspartneredwithothercommunitiesinSOCWA(SoutheasternOaklandCounty WaterAuthority)inselectingacontractortoperformtheworkinordertogetthebestpricing. Thetotalestimated costtotheCitytoreplacethelinesandverifyotherlocationsisapproximately$5.5M. Tofundthisproject,theCity hasallocated$800,000fromtheWaterFundreserves,$2.0Minpropertytaxesover5years,$2.2Minfederal fundingthroughtheAmericanRescuePlanAct(ARPA)and$.4MfromtheState. ItisanticipatedthattheCitywill haveabatednearlyalltheleadservicelinesintheCitybyfiscalyear2025-2026,wellaheadofthestate’s mandatory20-yeardeadline.

CapitalImprovements

InNovember2020,thevotersapprovedan$11.25MParksandRecreationbondproposaltoimproverecreational facilitiesandparks. Thefirstbondservicesof$4.75Mwasissuedinthespringof2021. Thesefundsareprimarily beingusedforimprovementsattheicearena,AdamsPark,pickleballcourts,andtrailimprovements. Todate,the

improvementsattheicearenaandAdamsParkarecompleted. Itisanticipatedthattheremainingbondfundswill beissuedinthespringof2024. Thesefundswillbeusedtomakeimprovementsatvariousotherparksites.

Includedintheapprovedbudgetfor2024-2025areseveralroadprojectsincludingWimbleton,Bird,N.Adams, Willits,Bates,E.Mapleandvariousresurfacingandcapesealprojectsonlocalroads. Theseprojectsinclude street,waterandsewerlinesimprovements. Intotaltheroadprojects,includingwaterandsewer,areestimatedto costover$12.6M. Formoreinformation,pleaseseetheCapitalImprovementsPlansectionofthebudget.

LegacyCosts

Overthepast4years,theCityhascontributedadditionalfundingovertherequiredactuaryamountforretirement andretireehealthcaredefinedbenefitplans. ThiswasdonewithoutincreasingcoststotheCity. Asaresult,the fundedstatusoftheretireehealthcarefundhasincreasedtoslightlymorethantheretirementfund. Theapproved budgetandsubsequentplanningyearsproposestocontinuethisoverfundinginanefforttopartiallyoffsetthe recentdownturninthemarketduetoinflationandmaintainamorestablestreamofcontributionsfromtheCity. Definedbenefitretirementcontributionsareprojectedtobeapproximately$3.6Mforfiscalyears2024-2025,20252026, and 2026-2027, respectively. Defined benefit retiree health care contributions are projected to be approximately$1.4Mforfiscalyears2024-2025,2025-2026,and2026-2027,respectively. Attheseamounts,the Cityiscontributingapproximately$250,000and$150,000moreperyearforretirementandretireehealthcarethan theactuariallycalculatedcontributionbasedonthelatestvaluationthatwasperformedatJune30,2023. Asof June30,2023,thepensionfundwas79%fundedandtheretireehealthcarefundwas86%fundedbasedon marketvaluetoliabilityasofJune30,2023.

Personnel

The2024-2025approvedbudgetproposestoincreasethenumberoffull-timeemployeesby3.5(excludingthe BaldwinPublicLibrary). Thiswouldbringthetotalnumberoffull-timestaffto183(excludingtheBaldwinPublic Library). The budget recommends the following full-time changes in 2024-2025: add 1 street/sewer/water operator,add1icearenaoperator,add1parks/forestryforeman,add1transitionalbuildinginspectorposition,add 1informationtechnologyposition,andremove1transitionalFinanceDirectorposition. Theicearenaoperator positionwillbepartiallyoffsetbyadecreasein2part-timepositions,thepark/forestrypositionwillbeoffsetbya decreasein1parkoperatorpositionandtheinformationtechnologypositionwillbeoffsetby2part-timepositions. In2025-2026,anadditionalparks/forestryoperatorisanticipatedandthetransitionalbuildinginspectorpositionwill beremoved. Nochangesareplannedfor2026-2027. Formoreinformation,pleaseseethePersonnelSummary sectionofthebudget.

ImpactonAverageHomeowner

PropertyTaxes

InanongoingefforttoeffectivelymanagetheCity’staxrate,thefiscalyear2024-2025approvedbudgetwillreduce theCity’soveralltaxlevyforthetenthconsecutiveyear. Asindicatedbelow,theCity’stotalapprovedtaxlevyof 13.2661millsrepresentsadecreaseof.0503millsfromtheprioryear’stotallevyof13.3164mills. TheCity’s operatinglevyisapprovedtodecreasefrom10.7501millsintheprioryearto10.7224mills.IncludedintheCity’s operatinglevyfor2024-2025are.0096millsfortheGeorgeW.KuhnDraindebtrequirements;.5373millsfor sewerinfrastructureimprovements;.3776millsforwaterinfrastructureimprovements;and1.8878millsforstreet improvements.Therefuselevyisapprovedtodecreasefrom.7384millsto.6809mills. Thedebtservicelevyis approvedtodecreasefrom.5137millsto.2287mills. Thelevyforthelibraryisapprovedtodecreasefrom1.3142 millsto1.3062mills. Theportionofthelibrarylevyabove1.1000millswillbeusedtofundPhase3ofthe renovationsatthelibrarythatstartedin2023. InNovember2023,votersapprovedaseniorservicesmillagefora periodof3years. ThelevyforthismillagewillstartJuly1,2024foraperiodof3yearsatarateof.3279mills. The funds from this millage will be used to prepare the newly acquired YMCA building for use as a senior/communitycenter.

TheCitycollectstaxesformanygovernmentalentities. Asindicatedbelow,theCityretainsapproximately35%of everypropertytaxdollarpaidbytaxpayers:

WaterandSewerRates

Combinedwaterandsewerratesareapprovedtoincreasefrom$15.92to$18.64,or17.1%. Waterratesare approvedtoincrease20.4%primarilyasaresultoffundingmorecapitalimprovementsfromtheuserratein additiontonormaloperatingscosts.Sewerratesareapprovedtoincrease15.0%asaresultoffundingmore capitalimprovementsthroughtheuserrate,highersanitarysewagedisposalcosts,andhigheroperatingcosts. Formoredetail,pleaseseetheWaterFundandSewerFundsummarieslocatedintheEnterpriseFundssectionof thisdocument.

Assumesanaveragetaxablevalue(TV)of$291,100for2023-2024,$313,750for2024-2025,$329,500for 2025-2026and$346,000for2026-2027. Waterandsewerbaseduponaverageconsumptionof90,000 gallons.

Conclusion

Thebudgetismorethanjustafiscalplan. ItisablueprintandconveysthevisionfortheCity’sfuture. TheCity employs policies and practices designed to ensure its continuing ability to provide quality services despite economicorbudgetarychallenges. Thisyear’sbudgetaddressesbothcurrentandfuturecommunityneedswhile

balancingservicedemandswithconservativefinancialmanagement. IlookforwardtoworkingwiththeCity Commissionandstaffintheimplementationofthisyear’sbudget.Eachandeveryindividualwhocontributedtothe processandproductionofthisdocumenthasmydeepestappreciation.

Respectfullysubmitted,

JanaEcker CityManager

CityGoalsandBudgetGuidelines

AnnualBudget

LongTermMunicipalGoals

TheCityCommissionheldgoal-settingsessionswithadministrativestaffandafacilitatorinJanuaryandFebruary 2016.TheresultingfiveprimarygoalsaredeemedessentialtoimplementingtheCommission’svisionforthe community.Thefivegoalsaredesignedtohavebroadapplication.Thegoalsareachievedthroughmeasurable objectiveswithafocusonaccomplishmentandendproductdevelopedbyeachdepartment.Departmentalgoals andmeasurableobjectivestieintoandsupportthefollowingfiveprimarygoalsfortheCity:

1. Provide sound leadership and responsible governance to maintain financialstability.

Continuetoutilizepublicresourcesinaneffective, efficient manner adapting to current and future economictrendsandconditions. Balance community needs and desires with availableresources.

2. Be innovative and responsive in how servicesareprovidedtothecommunity.

Seeknewandcollaborativeapproachestoimprove theeffectivenessandefficiencyofservicedelivery within an environment of competing community interests.

Continuetoprovidethehighestlevelsofcustomer serviceinaneconomicallysustainablemanner.

3. Support the vitality of both the residentialandbusinesscommunitiesthat dependuponeachotherforsuccess.

Continue to encourage and recognize citizen involvementforthecommongood. Supportcontinuedprivateinvestmentthroughoutthe City.

4. Cultivateasafe,healthy,anddynamicCity.

Fosteraninnovativeandinclusiveenvironmentthatattractsallpeopletolive,work,shopandplay

Maintainavibrantandwalkablecommunity.

5. Continuetobeproactivewithinfrastructuremaintenanceprogramsandreinvestmentin cost-effective improvements to roads, sewers, water mains, parking, parks and public facilities.

StrategicGoals

InOctober2022,theCityCommissionidentifieditsprioritiesforstrategicgoalsascommunityandsustainability. Subsequently,theManager’sOfficestaffdiscussedtheprioritieswithvariousdepartmentheadstoexpandupon theprioritiesandidentifyrecommendedactionsforthenext3-5years.

1. EngagedandConnectedCommunity. Birminghamisacommunitythatisconnectedtooneanotherand engagedinthedecisionmakingprocess.

BridgethedividethatWoodwardAvenuecreatesintheCityandtransformtheWoodwardenvironment.

OfferCityservicesandamenitiesthatenrichthelivesofresidentsofallages.

Encouragerobustresidentengagementwiththeirgovernmentandcommunity

IncreaseconnectivitybetweentheRougeRivertrailsystem,Downtown,andtheneighborhoods.

2. EnvironmentalSustainability. Institutepoliciesandpracticesthatprotectthenaturalenvironmentandreduce extremeweatherimpactsonthecommunity.

Createasustainabilityboardtoreviewprojects,investigatefundingopportunities,andofferpubliceducation opportunities.

Maintainandupgradeinfrastructuretoprepareforfutureclimateconditions. ModernizeCityfacilitiesforenergyefficiencyandsustainability.

3. EfficientandEffectiveServices.Addresstheneedsofthecommunityinatimelyandrespectfulmanner. Incorporatenewtechnologiestoimproveservicedeliveryforresidentsincludingdigitizationofpublicrecords andmuseummaterials.

Buildandretainaneffectiveandprofessionalstaffwhoservethecommunity. CreatecommunityriskreductionpoliciesandprogramsthatemphasizeCitywideincreasedsafetyandsecurity

Short-TermFactorsandBudgetGuidelines

Theobjectivesofthisbudgetaretopreservethecurrentlevelofserviceswithlittleornogrowthinrevenueswhile makingprogresstowardsandimplementingtheCity’slong-rangeplans. Othersignificantassumptionsinclude:

Conservative,butrealistic,projectionofrevenuesandexpenditures. Conservativeprojectionshelpensure that adequate resources will be available to meet budgeted obligations. There is a built-in conservative emphasis.

Inflation. Generalpricelevelsareexpectedtoincreasebyapproximately3%fortheremainderofthe20232024projectedbudgetamounts,thenagainby3%forthe2024-2025requestedbudget,andthenreturnto morenormallevelsofapproximately2.5%. Revenues,excludingpropertytaxesareprojectedtoincrease approximately1.5%for2024-2025andforward. Departmentswererequestedtomaintainexpendituresatprior yearfundinglevelswherepossibleorattempttominimizeoperatingcostincreases.

Increaseinpropertytaxrevenues.Anincreaseintaxablevalueof8%,5%and5%hasbeenassumedforthe nextthreeyears,respectively. Thisresultedinanincreaseinoperatingpropertytaxrevenuesforfiscalyear 2024-2025ofapproximately$2.5million,forfiscalyear2025-2026ofapproximately$1.4millionandforfiscal year2026-2027ofapproximately$1.6million.

Maintaintargetfundbalancestopreservefinancialintegrity. ThisbudgetmaintainstheCity’stargetedfund balanceposition.UnassignedfundbalanceintheGeneralFundforfiscalyears2024-2025,2025-2026and 2026-2027areprojectedtobe37%,37%and36%,ofoperatingexpendituresrespectively.Thisisattheupper rangeofthetargeted17percentto40percentoftheoperatingbudgetestablishedbytheCityCommission. Thisisprudentgivenrecenteconomicuncertainty,andstatelegislativeaction,whichhasnegativelyimpacted Cityrevenuessources.

Annualreviewofallsignificantfees. Majorfeesarereviewedannuallyandadjustedasneeded. Frequent, butmoderate,increasesarepreferabletoinfrequent,butlarge,rateincreases.

Wageadjustments. Wageshavebeenbudgetedtoremainthesameastheprioryearexceptforadjustments included in settled union contacts for fiscal year 2024-2025, 2025-2026 and 2026-2027.An estimate for unsettledcontractsaswellasnon-unionemployeeshasbeenprovidedintheGeneralFund. Thebudgetwillbe amendedlaterfortheeffectsofnegotiatedcontractsoradjustmentsapprovedbytheCityCommission.

Employeebenefits. Thecostofemployeebenefitsisprojectedtoincreasein2024-2025byapproximately $606,530,or4.8%. Theprimaryreasonsfortheincreaseisduetoanincreaseinhospitalizationcostsof $246,910,definedcontributionretirementcostsof$250,540,andworkercompensationcostsof$106,980. Employeebenefitsareprojectedtoincreasein2025-2026byapproximately$236,390,or1.7%.Theprimary reasonsfortheincreaseisanincreaseinhospitalizationcostsof$224,000. Employeebenefitsareprojectedto increasein2026-2027byapproximately$219,970,or1.6%. Theprimaryreasonfortheincreaseisanincrease inhospitalizationcostsof$207,600.

State-SharedRevenues. Infiscalyear2024-2025,itisprojectedthatState-leviedsharedtaxeswillprovidethe Citywithabout$5.5millioninrevenueintheformofrevenue-sharingpayments,gasandweighttaxes,and reimbursementsforpersonalpropertytaxexemptions.

StaffingLevel. Staffinglevelshavebeenapprovedtoincreaseoverallbytwoandahalffull-timepositionsin fiscalyear2024-2025. TheoverallCitypersonnelcountisprojectedtoremainthesamefor2025-2026and 2026-2027.

CapitalImprovements. Budgetedcapitalimprovementsareconsistentwiththesix-yearcapitalimprovements program.

Basedontheabovebudgetassumptionsandaninformalneedsassessment,thefollowingisalistofpriorities usedforbudgetdevelopment:

Maintainhighservicelevelsandquality-of-lifeamenities

Provideawell-maintainedcommunity

ContinueeffortstoassureBirminghamremainsacommunityofchoicetolive,workandplay

Continuetoencourageprivatesectordevelopmentandinvestment

Participateinregionaldevelopmentprojects

Provideasafecommunity

Continuesupportofthebusinesscommunity

Provideforsufficientinfrastructure

Focusontechnologytoimproveefficiencyofservicedelivery

ContinueimplementationofCity’slong-rangeplans

Improvecostrecoveryfromdirectusercharges

Maintainacompetitivesalaryandbenefitprogram

FinancialCalendar

AnnualBudget

•StartofFiscalYear

•SummerTaxStatementMail

•AuditContinues

•AuditContinues

•PreliminaryFinalFinancialReportPreviousFiscalYear

•AuditContinues

•BeginFive-YearForecast Preparation

•PrepareUpcomingYearBudgetin OpenGov

•RequestCIPInformationfrom Departments

•AuditContinues

•FirstQuarterFinancialReport

•SummariesandGoals&Objectives updatedinOpenGov

•AuditPresentedtoCommission

•OpenBudgetforDepartmentEntry inOpenGov

•WinterTaxStatementsMailed

•Revenue/ExpenditureEstimates Prepared

•CompleteFive-YearForecast January

•Long-RangePlanningSession

•DepartmentBudgetPreparations Continue

•ManagerReviewsBudgetRequest

•RecommendedBudgetPrepared

•FiveYearForecastPresented •SecondQuarterFinancialReport

•RecommendedBudget&CIP PresentedtoCommission

•CommissionBudget Deliberations/PublicHearings

•Year-EndProjectionPrepared

•BudgetAdoption

•AssessmentNoticesMailed

•BoardofReviewBegins,Tuesday FollowingFirstMonday

•Year-EndReport/FinalBudget Amendment

•EndofFiscalYear

BudgetApproval/AmendmentProcess

AnnualBudget

BudgetApprovalProcess

OnorbeforethefirstMondayinMay,theCityManagerpresentstheproposedbudgettotheCityCommissionina publicforum.TheCityCommission,afterreviewingtheproposedbudgetandreceivingpubliccomments,may directstafftorevisethebudget.Thebudgetandproposedcapitalimprovementsprogramaremadeavailableto thepublicatbudgethearings,intheCityClerk'sofficeandontheCity'swebsite.

OnorbeforethesecondMondayinJune,theCityCommissionadoptsthebudgetbyanaffirmativevoteofa majorityofitssevenmembers.Uponfinaladoption,thebudgetbecomestheauthorityforthevariousagenciesand departmentstoexpendfunds,subjecttocontrolsestablishedbytheCityCharterandStatelaw

BudgetBasis

Thebudgetsofgeneralgovernmenttypefunds(theGeneral,MajorandLocalStreets,CommunityDevelopment Block Grant, Solid Waste, Law and Drug Enforcement, Debt-Service, Greenwood Cemetery Perpetual Care, MichiganIndigentDefenseCommission,OpioidSettlementFundandCapitalProjectsFunds)andthecomponent units(BaldwinPublicLibrary,PrincipalShoppingDistrict,BrownfieldRedevelopmentAuthorityFundandCorridor ImprovementAuthority)arepreparedonamodifiedaccrualbasis. Briefly,thismeansthatobligationsoftheCity (forexample,outstandingpurchaseorders)arebudgetedasexpenditures,butrevenuesarerecognizedonlywhen theyaremeasurableandavailable.

TheProprietaryFunds(Water/Sewer,GolfCourses,AutomobileParkingandComputerEquipment)alsorecognize expendituresasencumbranceswhenacommitmentismade(e.g.,throughapurchaseorder). Revenues,onthe otherhand,arerecognizedwhentheyareobligatedtotheCity(forexample,wateruserfeesarerecognizedas revenuewhenserviceisprovided).

Inallcases,encumbranceslapsewhengoodsandservicesarenotreceivedbyyear-end.

TheAnnualComprehensiveFinancialReport(ACFR)showsthestatusoftheCity’sfinancesonthebasisof “generallyacceptedaccountingprinciples”(GAAP). InmostcasesthisconformstothewaytheCitypreparesits budget. Exceptionsareasfollows:

Compensatedabsencesliabilitiesthatareexpectedtobeliquidatedwithexpendableavailablefinancial resourcesareaccruedasearnedbyemployees(GAAP)asopposedtobeingexpendedwhenpaid(Budget basis).

Budgetaryrevenuesandexpendituresincludeitemsclassifiedas“otherfinancingsources”and“otherfinancing uses”undertheGAAPbasisofaccounting.

CapitaloutlayswithintheProprietaryFundsarerecordedasassetsonaGAAPbasisandexpendedona Budgetbasis.

LoansbetweenfundsarerecordedasassetsandliabilitiesonaGAAPbasisandascontributionsandtransfers outonaBudgetbasis.

Fundbalanceappropriationsandtransfersarebudgetedaseitherrevenueorexpendituretobalancethe budget.

BudgetAmendmentProcess

TheCityadoptsitsbudgetfortheGeneralFundandSpecialRevenueFundsbybudgetarycenter,whichisin accordancewiththeState’slegalrequirementandisthelevelofdetailatwhich,bylaw,expendituresmaynot exceedappropriations. ThelegallevelofbudgetarycontrolfortheDebt-ServiceFunds,PermanentFunds,Park SystemConstructionFund,MichiganIndigentDefenseCommissionFund,OpioidSettlementFund,Capital ProjectsFund,EnterpriseFund,EquipmentFundandComponentUnits,isthefundlevel;thatis,expendituresmay notexceedbudgetedappropriationsatthefundlevel.

Thebudgetcanbeamendedduringthefiscalyearbyanappropriationadjustment.Appropriationsareconsidered withrespecttototalexpendituresauthorizedforadepartmentoractivitywithineachfund.

TheCityManagerisauthorizedtotransferbudgetedamountswithinbudgetarycenters.Thisisaccomplishedby theuseofaninternalbudget-adjustmentformsignedandapprovedbytherequestingDepartmentHead,reviewed andapprovedbytheFinanceDirector,andthenapprovedbytheCityManager.Anyrevisionsthatalterthetotal expendituresofanybudgetarycentermustbeapprovedbytheCityCommission.

Atanymeetingafterthepassageoftheappropriationsresolution,theCityCommissionmayamendsuch resolutionsoastoauthorizethetransferofunusedbalancesappropriatedforonepurposetoanother.Aformal budget-amendmentrequestispreparedbytheFinanceDirectorandsubmittedtotheCityManagerforapproval, priortosubmissiontotheCityCommission.

HeadleeLimitsandTruthinTaxation

HeadleeLimits

In1978,thevotersofMichiganapprovedProposalE(theHeadleeConstitutionalAmendment).UndertheHeadlee Amendment,theCitycannotcollectoperatingmillageontheincreaseintaxablevaluederivedfromexisting propertywhichexceedstheHeadleeinflationfactor(5.1%for2024-2025).Thislimitisestablishedbyreducingthe maximumauthorizedtaxratebytheproportionbywhichthepercentageincreaseinthetotaltaxablevalueof existingpropertyinanyyearexceedstherateofinflationduringtheprioryear.TheHeadleeamendmentlimitation maybewaivedonlybyavoteoftheelectorateanddoesnotapplytovoter-approveddebtlevies.Forfiscalyear 2024-2025,itisprojectedthattheChartermaximumfortheoperatinglevywillbereducedfrom20millsto11.0224 mills.

FollowingistheHeadleetaxlimitationformulafortheCity’soperatinglevy:

$3,193,177,600

$3,459,917,340 (2024TaxableValue)$94,302,950 (Additions) = $3,365,614,390 (2024Adjusted)

$3,345,083,797 (Ceiling) ÷ $3,365,614,390 (2024Adjusted) = 0.9939 (Millage-ReductionFraction)

*ConsumerPriceIndex **ReductionFractioncannotbegreaterthan1.0000

TruthinTaxation

InFebruary1982,alawwasapprovedthatrequiredcertainprocedurestobefollowedinlevyingpropertytaxes. Thislaw,referredtoasthe“TruthinTaxation”Act,requiresthattheCity’soperating-millagerateactuallyleviedin theprioryearberolledbackinproportiontothecurrentyear’saverageincreaseinthetaxablevalue(TV),unless otherwiseapprovedbytheCityCommission.Therolled-backmillagerateiscalledthe“basetaxrate.”Threebills weresignedintolawduring1995thatchangedthe“TruthinTaxation”process.Therequiredhearingcannowbe partofthebudgethearingaslongascertainrequirementsaremet.

1)2023-24millsleviedforoperating purposes X 2023TV-losses 2024TV-additions =

2)Basetaxrate

3)Operatingbasetaxrevenue2024-2025 budget = $44,895,480

4)Subtractbaseoperatingrevenue(step 2)from2023-2024operatingtaxrevenue (step3)

5)Additional(reduced)levy (2024TV/1,000) =

TV=TaxableValue

Basetaxrateincludesgeneraloperating(includingwaterandsewerinfrastructureandGeorgeW.KuhnDrain debt),Refuse,SeniorServicesandLibrary.

PropertyTaxReform

OnMarch15,1994,votersoftheStateofMichiganapprovedProposalA. Fortaxesleviedin1995andeachyear thereafter,assessmentincreasesarelimitedto5%ortherateofinflation,whicheverislower. Thismeasure seriouslyinhibitstheabilityofmanymunicipalitiestorecoverfromadownturnintheeconomy. Whilethereisno limitationondownwardadjustmentstoproperty-taxassessmentsinaweakeconomy,theabilitytorecoverinbetter timesisartificiallylimited. Thetaxablevalueofaparcelofpropertyisadjustedtotracemarketvalueonlyatthe time of sale. In addition, the Headlee calculation is no longer allowed to “roll up” to offset sub-inflationary assessmentincreases.

FundStructureofBudget

TheaccountsoftheCityofBirminghamareorganizedonthebasisoffunds. Fundsareestablishedtosegregate specificactivitiesorobjectivesofagovernmentinaccordancewithspecialregulations,restrictionsorlimitations. Allfundsestablishedbyagovernmentmustbeclassifiedinoneofeleven"fundtypes"forfinancialreporting purposes.

MajorfundsrepresentthesignificantactivitiesoftheCityandbasicallyincludeanyfundwhoserevenuesor expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expendituresoftheappropriatedbudget.ThebreakdownoftheCity’sfundstructureisasfollows:

MajorGovernmentalFunds

TheGeneralFundisamajorfundoftheCityandisusedtoaccountfortheresourcesdevotedtofundingservices traditionallyassociatedwithlocalgovernment.Ithassomelimitedinteractionwithamajorityoftheotherfunds.

MajorProprietaryFunds

Accountfortheacquisition,operationandmaintenanceofgovernmentfacilitiesandservicesthatareentirelyselfsupportedbyuserchargesandoperatesimilarlytoaprivatebusiness.TheSewerFund,whichprovidessewer utilityservicestotheCity’sapproximately8,900customersandtheAutomobileParkingSystemFund,which providesparkingtotheCentralBusinessDistrictaretheCity’sonlymajorproprietaryfunds.

Non-majorSpecialRevenueFunds

Usedtoaccountfortheproceedsofrevenuesources(otherthantrustsormajorcapitalprojects)whicharelegally restrictedtoexpendituresforspecificpurposes.Thesefundsinclude:MajorStreetFund,LocalStreetFund,Solid WasteFund,CommunityDevelopmentBlockGrantFund,MichiganIndigentDefenseCommissionFund,Opioid SettlementFund,SeniorServicesFundandLaw&DrugEnforcementFund.

Non-majorDebtServiceFund

Thisfundisusedtoaccountfortheaccumulationofresourcesforrepaymentofgenerallong-termdebt,interest and related costs. This fund includes the Parks & Recreation Bonds (attributable to park land and facilities acquisitionsandrecreationalimprovements).

Non-majorCapitalProjectsFunds

Thesefundsareusedtoaccountforfinancialresourcestobeusedfortheacquisitionorconstructionofmajor capitalfacilities.

Non-majorPermanentFund

Thisfundisusedtoaccountforandreportresourcesthatarerestrictedtotheextentthatonlyearnings,andnot principal,maybeusedforpurposesthatsupporttheCity’sprograms–thatis,forthebenefitoftheCityorits citizenry. ThisfundincludestheGreenwoodCemeteryPerpetualCareFund.

Non-majorProprietaryFunds

Accountfortheacquisition,operationandmaintenanceofgovernmentfacilitiesandservicesthatareentirelyselfsupportedbyuserchangesandoperatesimilarlytoaprivatebusiness.TheCityofBirminghamincorporatesboth EnterpriseFunds(WaterFund,LincolnHillsGolfCourseFund,andSpringdaleGolfCourseFund)andanInternal ServiceFund(InformationTechnologyFund)intoitsbudgetprocesses.

Non-majorComponentUnitFunds

Thesefundsareusedtoaccountfortheproceedsofrevenuesources(otherthantrustsormajorcapitalprojects) whicharelegallyrestrictedtoexpendituresforspecificpurposesandarelegallycontrolledbyaseparategoverning board.

AnnualbudgetsarelegallyadoptedfortheGeneralFundandSpecialRevenueFundsasrequiredbytheState’s UniformBudgetingAct.Inaddition,althoughnotrequiredbylaw,budgetsarepreparedandapprovedfortheCity’s Debt-ServiceFunds,PermanentFunds,CapitalProjectsFund,EnterpriseFunds,andInformationTechnology InternalServiceFund,andComponentUnits.Thesebudgetsarepreparedforfinancial-managementandproject-

control purposes. While no budget is prepared for theAuto and Vehicle Equipment Internal Service Fund, informationregardingscheduledvehiclereplacementshasbeenincludedintheCapitalImprovementssectionof thebudgetdocument. FiduciaryfundtypesandthefollowingInternalServiceFundshavenotbeenincludedinthe City’sbudgetdocument:PersonnelServicesFund,FireEquipmentFund,andRiskManagementFund.

Fund/DepartmentRelationship

AnnualBudget

LargestSourcesofRevenue

AnnualBudget

LargestRevenueSources (excludingtransfers)

DataUpdatedApr12,2024,10:40PM

CHARGESFORSERVICES

PropertyTaxes

$101,148,200.00

ObjectType(Re)fromFY2025

Propertytaxescomprise46%ofall2024-2025budgetedrevenue,excludingtransfersandotherfinancingsources. PropertytaxesarebudgetedintheGeneralFund,SolidWasteFund,SeniorServicesFund,DebtServiceFund, WaterFund,SewerFund,BaldwinLibraryFund,andtheBrownfieldRedevelopmentAuthorityFund. Property taxesareusedforthegeneraloperationsofthecityandlibraryandforthepaymentofcitydebt. Propertytax revenueisapprovedtoincreasefromthe2023-2024budgetbyapproximately7.4%asaresultofanincreasein taxablevalue. Forthe2024-2025approvedbudget,theestimatedtaxablevalueincreasefortheCityis8%.

ChargesforServices

ChargesforServices

DataUpdatedApr12,2024,10:40PM

$33,558,270.00

FundsDescriptionfromFY2025

SewageDisposalFundFees

Charges for services in the Sewer Fund comprise 12% of the total 2024-2025 budgeted revenue, excluding transfersandotherfinancingsources. Sewagedisposalfeesincludechargesforthedisposalofsewageand connectionandinspectionfees. Chargesforservicesinthefundareapprovedtoincreasebyapproximately 15.0%fromthepreviousyear. Theincreaseistheresultofanincreaseinsanitaryandstormwaterdisposal charges. Sewagedisposalratesareestimatedbasedonthenettotalcostofthesystemdividedbythenumberof estimatedunitsofwatersold. Thenumberofunitsofwatersoldisbasedonafive-yearhistoricalaverage. See theSewageDisposalFundSummaryformoreinformation.

AutomobileParkingSystemFees

ChargesforservicesintheAutomobileParkingSystemcomprise10%ofthetotal2024-2025budgetedrevenue, excludingtransfersandotherfinancingsources. Thesefeesincludemonthlypermits,transientparkingfees,onstreetmetercollections,andparking-relatedcharges. Parkingfeesfor2024-2025areestimatedbasedonthe currentyearrevenueprojections. Parkingfeerevenueisexpectedtoincreasefromtheprioryearprojected amountduetomorebusinesseshavingemployeesworkingfromtheoffice. SeetheAutomobileParkingSystem FundSummaryformoreinformation.

WaterSupplySystemFees

ChargesforservicesintheWaterFundcomprise6%ofthetotal2024-2025budgetedrevenue,excludingtransfers andotherfinancingsources. Waterfeesincludewaterusecharge,meterrepairandbasecharge,andconnection andinspectionfees. Totalfeesareapprovedtoincrease20.4%fromtheprioryear. Wateruseratesareestimated basedonthenetcostofthesystemdividedbythenumberofestimatedunitsofwatersold. Thenumberofunitsof water sold is based on a five-year historical average. See the Water-Supply System Receiving Fund Summaryformoreinformation.

StateGrants

TheStateofMichigandistributesaportionofthestatesalesandusetaxcollectedtocounties,cities,townships, andvillages. Thisamountrepresents7%ofthetotal2024-2025budgetedrevenue,excludingtransfersandother financingsources. Theserevenuesarebudgetedtoincreaseapproximately17%asaresultofagrantintheMajor StreetFundforroadimprovements. TheamountbudgetedisbasedonestimatesmadebytheStateofMichigan.

FiveYearComparison

MAJORFUNDS

NOTES:

CapitaloutlaywithintheproprietaryfunsarerecordedasassetsonaGAAPbasisandexpendedonabudget basis.

10%CHANGEINFUNDBALANCE

TheAutomobileParkingSystem'sNetPositionisprojectedtoincrease13%inFY2027asaresultoffewercapital improvementprojectsinthatyear.

NON-MAJORFUNDS

NOTES:

Othergovernmentalfundsincludespecialrevenuefunds,debtservicefund,capitalprojectsfund,permanentfund andcomponentunits.

Enterprise/internalservicefundsincluewater-supplysystemfund,golfcoursefundsandcomputerequipmentfund.

CapitaloutlaywithintheproprietaryfundsarerecordedasassetsonaGAAPbasisandexpendedonabudget basis.

10%CHANGEINFUNDBALANCE None.

Long-RangePlanningProcesses

AnnualBudget

Followingisasummaryoflong-rangeplanningprocessesdevelopedandusedbytheCitytomatchfinancial resourceswithlong-termobjectivesandservicedelivery:

Five-Year Forecast

Long-range(currentbudget plusfouryears)operatingplan tofacilitatefinancialplanning

FinanceDepartmentstaff workingwithconsultantto determinekeyforecast assumptionstoprojectmajor revenuesourcesand expenditures.Fundsincluded areGeneralFundandMajor andLocalStreetFunds. Forecastalsoincludeswater andsewerrateprojections. PresentedtopublicandCity Commissionatlong-range planningsessioninJanuary

Providesfinancialframeworkto evaluatefinancialconditionof Cityandrationalbasesfor devisingfiscalstrategy.Provides forbudgetstability,planning, directionanddecisionmaking. (Long-TermMunicipalGoal1) Seetrendsattheendofthis section.

Capital ProjectsPlan

Six-yearplanincludesproject listingbyplanyear

Park& Recreation MasterPlan

Five-yearmasterplanthat guidesfutureparksand recreationdevelopment

DepartmentssubmittoCity Managerforconsideration/ revision.Managersubmitsto CityCommissionforapproval.

Overallreview/assessmentof parksandrecreationfacilities andinventorywithinthe community.Publicprocess includinghostingworkshop, publichearingandParksBoard reviewpriortosubmittaltoCity Commissionandadoption.

Providesforpredictablefunding levelfromyeartoyeartoallow adequateplanningforfunding, debt-servicerequirements,and impactofoperatingcosts.See CapitalImprovementssectionof budgetdocumentforoperation impacts.(Long-TermMunicipal Goals1and5)

Masterplanusedbystaffand Commissionforplanning, budgetingpurposesand decisionmaking.MeetsState requirementsforuseinsecurity grantfunds.(Long-Term MunicipalGoals1a,1b,3a,4a and4b)

The Birmingham Plan2040

Long-rangecomprehensive masterplantoguideand accomplish,intheplanning jurisdictionanditsenvirons, developmentthatisdesiredby theCitythroughtheyear2040 withupdatesconsidered throughoutimplementation.

Afterathoroughadoption processwithover40public reviewsofplancontent,the PlanningBoardandCity Commissionprioritizes recommendationsandbegins implementationthroughthe ordinaryandcontinuouspublic process.

Multi-Modal Transportation Plan

Long-rangemasterplan focusedonimprovingand expandingopportunitiesfor pedestrians,bicyclesand transitusers

Developedwithadiverse advisorycommittee,theplan definestheCity’sfuture transportationneedsandgoals andguidestheimplementation ofbestpracticesformulti-modal travel

Budgetimpacts

Masterplanusedbystaffand theCityCommissionfor planningandzoning,decision making,andbudgeting purposes.Planwasdeveloped inaccordancewithAct33of 2008.(Long-TermMunicipal Goals1a,1b,3a,3b,4a,4b)

PlanaidsstaffandtheCity Commissionensuremulti-modal improvementsareroutinely consideredinallpublic infrastructureprojects. (Long-TermMunicipalGoals 1a,1b,3a,4a,4b,5)

Wayfinding andSignage MasterPlan

Mid-rangeplanincludes developmentofnewsignage designstandardsthatintegrate municipalsignageintoa cohesive,user-friendly programthatwillprovidefresh andconsistentwayfindingfor Birmingham.

CityStaff,togetherwiththe WayfindingandBranding Committeeguideddevelopment ofthisplanwithspecialcare takentoemphasizeconsistent brandingbasedonthethen newlyadoptedCitylogo.

Providesguidanceto Birmingham personnelandoutside consultantsinvolvedin specifying,fabricating,and installingsignsforthecity.Itis designedtoguidetheuseofthe Birminghamdesignstandard,to

assurethatitiscorrectlyand consistentlyapplied.(Long-Term MunicipalGoals1a,1b,4a,4b, 5)

Birmingham Green:Healthy

ClimatePlan

Currentlyindevelopment,this long-rangeplansetsawide rangeofcarbonreductionand resiliencygoalsfortheCity. Thisplan’sdevelopmentwas coupledwiththeCity’sfirst greenhousegasinventory.

TheAdHocEnvironmental SustainabilityCommitteewas formedconsistingofadiverse rangeofsustainability professionalstodevelopthis planwiththeBirmingham community.

Planwillprovidemeasurable goalsfortheCitytowork towardsandprovideabasisfor budgetarydecisionsbasedon anincreasedcommitmentto sustainability.(Long-Term MunicipalGoals1a,1b,3a,4a, 4b,5)

Building Maintenance Futurecapitalimprovements needsassessment.

BuildingMaintenance Supervisorprioritizesother departments'oractivities' requestsforprojectsalongwith knownmaintenance requirementsandsubmitsto CityManager.Managersubmits recommendationtoCity Commissionforapproval. This planisbeingupdatedin20242025.

Providesforastableannual levelofexpendituretoensure continuedmaintenanceofCity facilities.Integratswithvarious departmentalbudgetsandsixyearcapitalimprovements program.(Long-TermMunicipal Goals1a,1band5)

Backyard Sewerand WaterSystem Plan

Triangle DistrictUrban DesignPlan (2007)

Eight-yearcapitalimprovement program.

BasedoninputfromAdHoc Committee,Engineering Departmentandengineering consultant.Developmentof reportandrecommendationto CityCommission.

Twenty-yearmasterplanfor formerunderutilized commericalareaimmediately eastofdowntownBirmingham thatguidesfuturedevelopment ofbothpublicspacesand privateproperty.

Overallreviewofexisting conditionsconducted, extensivepublicmeetings, designworkshops,three-day charrette.Implementation commencedimmediately.

CorridorImprovementAuthority wasestablishedtoprovide fundingforpublicparkingto spurdevelopment.

Multi-yearplantoabandonor rehabilitateallpublicsewers andwatermainslocatedin backyards.Integrateswithsixyearcapitalimprovement program.(Long-TermMunicipal Goals1a,1band5)

Masterplanusedbystaffand Commissionforplanning, decisionmakingandbudgeting purposes.PlanmeetsState requirementstosecuregrant funds.(Long-TermMunicipal Goals2a,3a,3b,4aand4b)

FiveYearOperatingForecast

AnnualBudget

BelowissummarizedinformationfromtheCity’sfiveyearforecastwhichwaspresentedtotheCityCommissionin January2024. Theforecastconsistsoffivesignificantfunds: GeneralFund,MajorStreetFund,LocalStreet Fund,WaterFund,andtheSewerFund. TheforecastispreparedtogivetheCityCommissionapreviewofthe City’sfinancialpositionpriortoreviewingtheapprovedbudget. Significantchangesbetweenthefiveyearforecast andtheapprovedbudgetarenotedineachfund’ssummary.

FinancialPolicies

AnnualBudget

TheCityofBirmingham’sfinancialpolicies,compiledbelow,setforthbasictenetsforoverallfiscalmanagementof the City. Operating independently of changing circumstances and conditions, these policies provide a fiscal frameworkforthedecision-makingprocessoftheCityandtheAdministration.Thesepoliciesprovideguidelinesfor evaluatingbothcurrentactivitiesandproposalsforfutureprograms.Mostofthepoliciesrepresentlong-standing principles,traditionsandpracticeswhichhaveguidedtheCityinthepastandhavemaintaineditsfiscalstability

OperatingBudgetPolicies

TheCitywillmaintainabudgetarycontrolsystemtoensureadherencetothebudget;willpreparemonthly reportscomparingactualrevenuesandexpenditurestobudgetedamounts;andamendthebudgetfromtimeto timethroughouttheyearasrequiredbyStatelaw.−TheCitywillmonitordepartmentalexpendituresmonthly.

TheCitywillintegrateperformance-measurementandproductivityindicatorsintothebudget.

The City will continue its efforts to reduce major cost factors, such as costs for hospitalization and other insurancecoverage.

TheCitywillavoid,exceptinanextremeemergency,budgetarypracticesorproceduresthatbalancecurrentperiodexpendituresattheexpenseoffutureyears’revenues.

TheCitywillbudgetforadequatelevelsoffundingfortheretirementsystemandretirees’medicalinsurance.

TheCitywilldevelopandmaintainaccountingandbudgetarycontrolsystemstosafeguardtheassetsheldin publictrust.

The City shall adopt a balanced budget as required by State law in which total estimated expenditures/expenses, including an accrued deficit in the budget, shall not exceed the total estimated revenues,includinganavailableunappropriatedsurplus.

RevenuePolicies

TheCitywillmakeeveryattempttomaintainadiversifiedandstablerevenuebasetoshelteritfromshort-or long-termfluctuationsinanyonerevenuesource.

TheCitywillprojectitsannualrevenuesbyanobjectiveandthoroughanalyticalprocess.

TheCitywillmaintainsoundproperty-appraisalproceduresandpracticestoreflectcurrentvalues.

TheCitywillavoidtheuseofone-timerevenuestofundongoingexpenditures.

TheCitywillnotrelyontheuseorcollectionofanymajorrevenuesourceitconsidersunpredictableorunlikely tobecollected.

TheCitywillfollowapolicyofcollectingallrevenuesduetheCity

TheCitywillreviewandestablishfeesandchargestokeeppacewiththecostofprovidingservices.

FundBalancePolicy

TheCitywillmaintaintheunassignedfundbalanceoftheGeneralFundatanamountnotlessthantwomonths (17%)ofthegeneralfundoperatingexpendituresandnotmorethantheequivalentof(40%)ofthegeneral operatingbudget.

Accounting,AuditingandFinancialReportingPolicies

Anindependentauditwillbeperformedannually.

TheCitywillproduceannualcomprehensivefinancialreportsinaccordancewithGenerallyAccepted AccountingPrinciples(GAAP)asoutlinedbythepublication“GovernmentalAuditing,AccountingandFinancial Reporting”(GAAFR).

InvestmentPolicies

TheCitywillmakeacash-flowanalysisofallfundsregularly.Disbursement,collectionanddepositofallfunds willbescheduledtoensuremaximuminvestmentcapabilities.

Whenpermittedbylaw,theCitywillpoolcashfromseveraldifferentfundsforinvestmentpurposestomaximize potentialearnings.

TheCitywillanalyzemarketconditionsandpotentialinvestmentstomaximizeitsyield,whilemaintainingthe integrityandsafetyofitsprincipal.

TheCity’saccountingsystemwillprovideregularinformationconcerningitscashpositionandinvestment performance.

DebtPolicies

TheCitywillconfinelong-termborrowingtocapitalimprovementsorprojectsthatcannotbefinancedfrom currentrevenuesand,wheretheissuanceoflong-termdebtisrequired,itwillpaybackthebondswithina periodnottoexceedtheexpectedusefullifeoftheprojects.

TheCitywillkeeptheaveragematurityofgeneral-obligationbondsatorbelowtwentyyears,i.e.,belowthe expectedusefullifeofmostcapitalimprovements.

Whenpossible,theCitywillusespecial-assessmentorotherself-supportingbonds.

TheCitywillnotincurlong-termdebttosupportcurrent-fiscal-yearexpenditures.

TheCitywillmaintainasoundrelationshipwithallbond-ratingagencies,andwillkeeptheminformedaboutits currentfinancialcondition.TheCitywillcontinuethepracticeoffulldisclosureasitpertainstoallfinancial reportsandbondprospectuses.

CapitalImprovementBudgetPolicies

TheCitywillmakeallcapitalimprovementsinaccordancewithanadoptedcapital-improvementsprogram.

TheCitywillmaintainasix-yearplanforcapitalimprovements,withproposedfundingsources,updated annually.

TheCitywillcoordinatethedevelopmentofthecapital-improvementsprogramwiththeannualoperating budget.Futureoperatingcostsassociatedwithnewcapitalimprovementswillbeprojectedandincludedinthe operating-budgetforecasts.

TheCitywilluseintergovernmentalassistancetofinanceonlythosecapitalimprovementsconsistentwiththe adoptedcapital-improvementsplanandCitypriorities,andforwhichoperatingandmaintenancecostshave beenincludedinoperating-budgetforecasts.

TheCitywillattempttomaintainallitsassetsataleveladequatetoprotecttheCity’scapitalinvestmentsandto minimizefuturemaintenanceandreplacementcosts.

CapitalinvestmentswillbemadetofosterBirmingham’sgoalofinvestingintheCity’sinfrastructuretosupport urbanliving.

CityofBirmingham,Michigan 2024-2025ApprovedBudget

Forfiscalyear2024-2025,2025-2026,and2026-2027budgets,theCityCommissionhasapproved182full-time staffpositionsand101part-timeemployees. Inaddition,thereare22full-timepositionsand73part-timepositions attheBaldwinPublicLibraryforatotalof204full-timepositionsand174part-timepositions.

Belowisachartoutliningthepercentageofwagesbyunit:

FiscalYear2021-2022

TreasuryDepartment,ClerkDepartment,CityMaintenanceDepartment,andtheFireDepartmenteliminated theirhalf-timetransitionalpositions.

PoliceDepartmentaddedonehalf-timetransitionalposition.

FireDepartmentaddedonefull-timefirefighterposition.

City Manager’s Department and InformationTechnology Department added one full-time position split fifty percentbetweenthetwodepartments.

InformationTechnologyDepartmentremovedonepart-timeposition.

DepartmentofPublicServicesaddedonefull-timeparks,forestry,andarenaspecialistpositon.

AutomobileParkingSystemaddedonefull-timeparkingoperationsmanagerandonefull-timeadministrative assistantposition.

Thesechangesresultin162.5full-timepositionsand103part-timepositionsfor2021-2022whichisanincreaseof 3.5full-timepositionsandadecreaseof1part-timepositionfromthepriorfiscalyear

FiscalYear2022-2023

CityManager’sDepartmentaddedonefull-timeassistantcitymanagerposition.

TheCityManager’sDepartmentandHumanResourcesDepartmenteliminatedthesharedfull-timeassistantto thecitymanagerposition.

Treasurer’sDepartmentaddedonehalf-timetransitionalposition.

Museumrenamedthemuseumassistantpositiontoamuseumspecialistposition. PoliceDepartmentremovedonehalf-timetransitionalposition.

FireDepartmentaddedonefull-timefirefighterposition.

Building Department removed a part-time code enforcement officer position and added a full-time code enforcementofficerposition.

DepartmentofPublicServicesaddedonefull-timeparksandforestryoperatorpositionandonefull-timeice arenasuperintendentposition.

InformationTechnologyDepartmentaddedonepart-timetechnicianassistantposition.

BirminghamShoppingDistrictaddedtwopart-timeseasonalassistantpositionsandonepart-timespecialevent internposition.

Automobile Parking System added one full-time parking facility supervisor position, one full-time parking maintenance supervisor position, one full-time parking lead position, five full-time parking maintenance positions,andonepart-timeadministrativeassistantposition.

Thisresultsin174.5full-timepositionsand107part-timepositionsfor2022-2023.

FiscalYear2023-2024

Thecountincreasesbyfivefull-timepositionsfromtheprioryearto179.5full-timepositionsand103part-time positionsfor2023-2024.

PoliceDepartmentaddedonefull-timeschoolresourceofficerposition.

FireDepartmentaddedonefull-timefirefighterposition.

Manager’s Department and Birmingham Shopping District converted one shared part-time public relations specialistpositionintotwopart-timepositions.

BirminghamShoppingDistricteliminatedonevacantpart-timespecialeventinternposition.

FinanceDepartmenteliminatedonevacantpart-timeaccountspayableclerkpositionandaddedthetransitional FinanceDirectorposition.

PlanningDepartmentandEngineeringDepartmentaddedonesharedfull-timeclericalposition.

Planning Department eliminated one vacant part-time planner position and one vacant part-time clerical position.

EngineeringDepartmentaddedonefull-timeseniorengineeringtechnicianpositionandeliminatedonevacant part-timeinternposition.

InformationTechnologyDepartmentaddedonefull-timeITmanagerposition.

Fiscalyear2024-2025

Thepersonnelcountincreasesby2.5full-timepositionsanddecreasesby2part-timepositionsfromtheprioryear to182full-timepositionsand101part-timepositionsfor2024-2025.

ManagersandITDepartmentremovedonesharedvacantfull-timeMedia/ITspecialistposition.

IT Department removed two part-time technician assistant positions and created one full-time technician assistantposition.

BuildingDepartmentaddedonehalf-timetransitionalbuildinginspectorposition.

Department of Public Services eliminated one part-team seasonal position, added one full-time ice arena position,addedonefull-timestreets,sewer,andwateroperatorposition,andaddedoneparks/forestryposition. Onepark/forestryoperatorpositionwaseliminated.

BirminghamShoppingDistrictaddedonepart-timeseasonalassistantposition.

TheAutomobileParkingSystemFundacquiredthepart-timeparkingmetermaintenancepositionsfromthe PoliceDepartment.

FiscalYear2025-2026

Thepersonnelcountstaysthesamefromprioryear2024-2025at182full-timepositionsand101part-time positionsfor2025-2026.

BuildingDepartmentremovedonehalf-timetransitionalbuildinginspectorposition. FinanceDepartmentremovedonehalf-timetransitionalFinanceDirectorposition. DepartmentofPublicServicesaddedonefull-timeparksoperatorposition.

FiscalYear2026-2027

Thepersonnelcountstaysthesamefromtheprioryearat182full-timepositionsand101part-timepositionsfor 2026-2027.

PersonnelListing

GeneralFund AnnualBudget

FundDescription

TheGeneralFundistheCity’smajoroperatingfund.Allrevenueswhich,bylaworforadministrativecontrol,are notinseparatefundsaredepositedintheGeneralFund.TheGeneralFundisusedtoprovide:policeandfire services; planning, engineering and building inspection; recreation and leisure programs; and overall City administration, including management, finance and treasury, clerk’s office, human resources, and property maintenance.

ThissectionpresentsbudgetresultsandfinancialcomparisonsfortheGeneralFund.Thisincludes: GeneralFundOverview–IncludesasummaryofRevenues,ExpendituresandChangesinFundBalance,a comparisonofapprovedbudgetfundbalancetothe5yearforecast,andacomparisonofapprovedbudget fundbalancetotheCity’sfundbalancepolicy.

2.

1. General Fund Revenues – Includes an overview, assumptions for major revenue sources, and revenue comparisons.

3.

GeneralFundExpenditures–Includesanoverviewandsummaryanddetailexpenditurecomparisons.Detail expenditureexplanationscanbefoundintheindividualdepartmentbudgetsfollowingthissection.

GeneralFundOverview

BelowisanoverviewofthebudgetfortheGeneralFund. Detailsandassumptionsconcerningrevenuesand expenditurescanbefoundlaterinthissection.

Theapprovedbudgetmaintainsafundbalancefor2024-2025similartothe5-yearforecastfundbalance. In fiscalyear2026-2027,thefundbalancedropsbelowthe5-yearforecastasaresultofincreasedtransferstothe roadfundsasaresultofhigherestimatedprojectcosts.

TheCity'sfundbalancepolicystatesthatunassignedfundbalanceshouldbemaintainedbetween17%and40% ofthetotal General Fund expenditurebudget. Unassigned fund balanceisdifferentthantotal fund balance (above) because total fund balance includes funds which are restricted or assigned and cannotbe used for general operating purposes. The approved 2024-2025 budget increases unassigned balance near 38% of budgetedexpenditureswhichiswithintheCity'sfundbalancepolicyasshownbelow.

GeneralFundRevenues

RevenueOverview

GeneralFundrevenuesincludeallCityoperations,withtheexceptionofCitywater,sewer,solidwastedisposal, golf course operations, parking system, street construction and maintenance programs directly funded from grants,debtadministration,componentunitssuchastheLibraryandPrincipalShoppingDistrict,andinternal service programs such as computer and automobile equipment management. Excluding Draws from Fund Balance,thetotal2024-2025GeneralFundrevenueisapprovedtoincreasebyapproximately$772,000or1.7%, over2023-2024.TheincreaseisattributabletoanincreaseinInterestandRentofapproximately$610,000,an increaseinTaxesofapproximately$243,000,anincreaseinStateGrantsofapproximately$266,000. Thiswas partiallyoffsetbyadecreaseinOtherRevenueofapproximately$200,000andadecreaseinFinesandForfeitures ofapproximately$190,000. Thereasonsforthesechangesarediscussedbelow.

ThegraphbelowrepresentsthedifferentrevenuecategoriesandpercentageallocationintheGeneralFund:

FY2024-2025GeneralFund RevenuebyBudget Category

DataUpdatedJun05,2024,5:50PM

FINES&FORFEITURES LICENSES&PERMITS STATEGRANTS CHARGESFORSERVICES

$47,414,380.00 ObjectType(Re)fromFY2025 TAXES

RevenueCategoriesandAssumptions

Taxes

Thisrevenuesourceisbasedontaxablevaluationofindustrial,commercial,andresidentialrealandpersonal property.TaxesarecollectedbytheCityTreasurerandaredueonAugust31,withthefinalcollectiondateof February28,beforetheyareaddedtothecountytaxrolls.Forfiscalyear2024-2025approvedbudget,theCity’s propertytaxrevenuerepresents71.2%ofGeneralFundrevenues.Propertytaxrevenuesareapprovedtoincrease byapproximately0.7%fromthepriorfiscalyear’sbudget.Thenetincreaseisduetotheincreaseintaxablevalue offsetbyadecreaseintheGeneralFundoperatingmillageasaresultofanincreaseincapitalimprovementsin theSewerandWaterFundswhichtherebyincreasedtheirrespectivemillagestothesefunds. The2024taxable valueisestimatedtobegreaterthantheprioryearasaresultofa5.1%Headleeinflationrateadjustment, investmentinresidentialandcommercialproperties,andpropertysaleswhichallowaproperty’staxablevalueto beresettothecurrentassessedvalue.Forthepastfiveyears,theCityhasseenanaveragetaxablevalueincrease ofapproximately6.75%.Itisestimatedthatforthenextthreeyears,theCity’staxablevaluewillincrease8.35%, 5.29%,and5.29%for2024-2025,2025-2026,and2026-2027,respectively.

SpecialAssessments

SpecialassessmentrevenuerepresentspaymentsfrompropertyownerswheretheCityhasimprovedsidewalks adjacenttotheirproperty.Thiscategoryrepresents1.3%ofthetotalGeneralFundapprovedbudgetfor20242025.ThisbalancerepresentsmostlyspecialassessmentrevenuefromsidewalkimprovementsontheMapleRoad andS.OldWoodwardreconstructionprojects.

LicensesandPermits

LicensesandPermitsincludebusinesslicenses,liquorlicenses,rentalhousinglicensesandfee,buildingpermits andinspections,buildingcontractorlicenses,telecommunicationspermit,andcablefranchisefees.Thisrevenue categoryrepresents5.9%ofthetotalbudgetedGeneralFundrevenuesforfiscalyear2024-2025.Revenues generatedfromlicensesandpermitsareestimatedtoincreaseslightlyby$67,020,or2.5%,fromthepriorfiscal year’sbudget.Thisisprimarilyattributabletoanincreaseinbuildingpermits.

FederalGrants

FederalgrantsconsistofrevenuesdirectlyreceivedfromtheFederalgovernmentorfederalfundspassed-through totheCityfromthestateorcounty.Federalgrantsmakeupapproximately.3%ofthetotal2024-2025approved GeneralFundrevenuebudget.Thesefundsprimarilyconsistofemergencymanagementgrants.

StateGrants

StategrantsconsistofState-sharedrevenuesinadditiontoStategrants.Thisrevenuesourceisapproximately 6.5%ofthetotalestimated2024-2025GeneralFundrevenues.Stategrantsareapprovedtoincrease$266,400, or9.4%.ThisismainlyduetoanincreaseinMichiganDepartmentofTransportationgrantstoconverttheCity's streetlights to LED lighting. The primary source of State grants is State-shared sales tax revenue. This is approximately79%ofthetotalStategrantcategory.AnothersourceofrevenueinthiscategoryistheState’s statutoryrevenuesharingprogram(CVTRS–City,Village,andTownshipRevenueSharing).Thisaccountsfor approximately8%ofthiscategory.TheCityiseligibletoreceivethesefundsbyprovidingtransparencydataon theCity’swebsite.

The State-shared sales tax revenue projections for 2024-2025 are based upon estimates from the Michigan DepartmentofTreasuryandreflectthelatestbudgetprojections.TheStateRevenueSharingprogramdistributes salestaxcollectedbytheStateofMichigantolocalgovernmentsasunrestrictedrevenuesauthorizedbytheState RevenueSharingAct,PublicAct140of1971.Fundingconsistsoftwomajorcomponents:“constitutional”State salestaxandaprogramcalledCVTRS.The“constitutional”salestaxdependsonthelevelofStatesalestax collectionsandisdistributedonapercapitabasis.TheCVTRSpaymentisdistributedbasedonmeetingcertain criteriaestablished bytheState. TheCityanticipatesmeeting all ofthecriteria. Therefore, theCity’sbudget includestheCVTRSpaymentinitsrevenuesharingprojections.TheState-sharedsalestaxandCVTRSrevenue portionoftheStateGrantsrevenuecategoryisshowninthefollowingcharts:

LocalContributions

Localcontributionsarerevenuesfromothercities,townships,counties,schools,orothernonfederal/non-state units of government. This revenue source represents approximately .3% of the overall 2024-2025 approved revenuebudgetfortheGeneralFund.Theprimarysourceofrevenueinthiscategoryistheschoolliaisonpolice officer.

ChargesforServices

ThisrevenuecategoryaccountsforthevariousfeeschargedforCityservicesandrecreationalprograms.Italso includes inter-fund labor charges. This source represents 7.6% of General Fund revenues. Inter-fund labor transfersrepresentapproximately$1.5Mor 43%, icearenarevenuesrepresent$.7Mor 21%, EMS transport servicesrepresent$.6Mor16%,andBeverlyHillsdispatchservicesrepresent$.4Mor11%ofthetotalCharges forServicesrevenue.In2024-2025,chargesforservicesareexpectedtoincreaseoverallby0.8%,or$29,550 fromthepriorfiscalyear’sbudget.Theincreaseistheresultofanincreaseinlabortransferchargestoother fundsduetohighercompensationcosts,icearenarevenueduetohavingthefacilityopenall-yearround,EMS transportservices,anddispatchservices.

FinesandForfeitures

Thisrevenuesourceprimarilyrepresentsfinesthatarecollected throughthe48thDistrictCourtand parking violation fees. It makes up 3.7% of the approved General Fund revenues. For 2024-2025, total fines and forfeituresareestimatedtoincreaseby$25,000or1.4%,fromtheprojected2023-2024fiscalyear. Thechange isduetotheincreaseinparkingviolationfees.

InterestandRent

ThemajorityofthisrevenuesourcerepresentsinvestmentincomegeneratedfromtheCity’sgeneralinvestment portfolioallocatedtotheGeneralFund.Interestandrentrepresents2.9%ofGeneralFundrevenues.For20242025,totalinterestandrentisestimatedtoincreaseby$610,000,or80.6%,fromthe2023-2024fiscalyear budgetasaresultofanincreaseintherateofreturnoninvestments.Duringthepastfiscalyears,interestrates havebeensuppressedduetothepandemic.Interestratesareexpectedtoriseinthefuture,however,itwilltake timebeforetheportfolioturnsoverandtheCityisabletopurchasehigheryieldinginvestments.

OtherRevenue

Thiscategoryrepresentsrevenuethatdoesnotapplytootherrevenuecategories.Examplesofrevenuesinthis categoryincludedonationsandmiscellaneousdepartmentreceipts.Thiscategoryofrevenueis.1%ofthetotal 2024-2025approvedGeneralFundrevenue.Otherrevenueisestimatedtobeapproximatelythesameastheprior budgetyear.

OtherFinancingSources

OtherFinancing Sourcesisalmostexclusivelytransferscoming into theGeneral Fund fromotherfunds. The transferinfromLincolnHillsGolfCourseof$100,000representsapartialrepaymentofaseriesofloansfromthe GeneralFundtothegolfcourseforclubhouserenovationanddeficitsincurredduringtheeconomicdownturn.In 2025-2026 and 2026-2027, the transfer from Lincoln Hills Golf Course is planned to be $100,000. Other FinancingSourcesrepresentsapproximately.2%ofthetotalapproved2024-2025GeneralFundrevenuebudget.

DrawfromFundBalance

TheCity,underStatelaw,isrequiredtoadoptabalancedbudget,inwhichtotalestimatedexpendituresincluding anyaccrueddeficitwillnotexceedestimatedrevenuesincludingadrawfromfundbalance.Thedrawfromfund balance represents the available prior year’s ending fund balance needed to balance the budget when expendituresexceedrevenues.Forfiscalyear2024-2025,2025-2026,and2026-2027,thereisnoplanneduseof fundbalance.

GeneralFundExpenditures

ExpenditureOverview

General Fund expenditures are budgeted on a budgetary center basis (or functional basis). The different budgetarycentersinclude: GeneralGovernmentwhichincludestheCity’sadministrativeservicessuchascity commission,citymanager,accountingandtreasuryfunctions,legal,humanresources,assessing,cityclerk,and city hall maintenance; Judicial which includes the 48th District Court; Public Safety which includes police, dispatch, fire departments and building department; Public Works which includes engineering, public service administration,Citypropertymaintenance,sidewalks,alleysandstreetlights;HealthandWelfarewhichincludes contractswithcommunityagencieswhichprovidevarioushealthandseniorservices;CommunityDevelopment which includes planning; Recreation and Culture which includes the City’s parks, the ice arena, community activities,andthemuseum;andTransfersOutwhichincludetransferstootherfunds.

Belowisasummaryofthosecostsfortheapprovedbudget:

The 2024-2025 budget is approved to decrease $3M, or 6%, from the 2023-2024 amended budget. The decreaseismainlyattributabletoadecreaseinPublicWorksof$3M,adecreaseinTransfersOutof$.9M,a decreaseinHealthandWelfareof$.6M,andadecreaseinJudicialof$.4M. Thesedecreaseswereoffsetbyan increaseinPublicSafetyof$1.2M,anincreaseinRecreationandCultureof$.2MandanincreaseinGeneral Governmentof$.6M. ThedecreaseinPublicWorksof$3Mistheresultofadecreaseinsidewalkcostsof$2M relatedtotheS.OldWoodwardprojectcompletedinfiscalyear2023-2024and$1Minalleycostsrelatedto reconstructionofthePierceandMaplealleystobestartedinfiscalyear2023-2024. TransfersOutdecreasedasa resultofadecreasetostreetfundsof$.5Mandadecreaseof$.4MtotheCapitalProjectsFund. Healthand Welfare decreased $.6Mas a resultof pre-construction costs associated with the Senior/CommunityCenter. Judicialcostsdecreased$.4Masaresultoftheprojectedcaseloadatthe48thDistrictCourtrelatedtotheCity.

Public Safety costs increased primarily as a result of an increase in personnel costs in the police and fire departments,anincreaseincontractualservicesandbuildingimprovementsinthebuildingdepartment,andthe costofimplementingacity-widecamerasystem. RecreationandCultureincreasedasaresultofanincreasein personnelcostsintheparksandicesportsarenadepartments. GeneralGovernmentincreaseistheresultof anticipatedwageincreasesfornon-organizedandunioncontractsthatareinnegotiationandimprovementsto CityHallfirealarmandHVACcontrolsystems.

Moredetailsabouttheabovechangescanbefoundintheindividualdepartment'sapprovedbudget.

ThegraphbelowrepresentsthedifferentexpenditurescategoriesandpercentageallocationintheGeneralFund:

FY2024-2025GeneralFund ExpendituresbyFunction

DataUpdatedJun05,2024,5:50PM

$47,168,970.00 FunctionorProgramfromFY2025

Anotherwaytolookatexpendituresisbyobjectwhichincludes: PersonnelServices,Supplies,OtherCharges, CapitalOutlay,andTransfersOut. Belowisasummaryoftheapprovedbudgetbyobject:

PersonnelServicesisapprovedtoincreaseapproximately$1.4M,or6%,asaresultofcontractualandanticipated wage increases, an increase in the number of full-time employees, an increase in health care costs and an increaseindefinedcontributionretirementcosts.

Supplies are approved to increase slightly by approximately $.1M, or 8%, due to the purchase of recycling containers.

Other Charges is approved to decrease by .8M, or 7%, as a result of pre-construction costs related to the Senior/CommunityCenter.

Capital Outlay is approved to decrease approximately $2.7M, or 58%, as a result of sidewalk and alley improvementsmadeinfiscalyear2023-2024.

TransfersOutisapprovedtodecrease$.9M,or12%,duetoadecreaseintransferstothestreetfundsof$.5M andadecreaseintransferstotheCapitalProjectsFundof$.4M.

BelowisagraphofhowtheGeneralFundisallocatedonapercapitabasis:

GeneralFundExpendituresbyFunctionandObject

GeneralFundExpendituresbyObjectandAccount

CityCommission

DepartmentDescription

TheCityCommissionservesastheCity’slegislativebody,consistingofsevenCommissioners,oneofwhom servesasMayor.TheCommissionersrepresentthecitizensofBirminghamandformulateandenablepolicyasthe legislativeandpolicy-makingbodyofthemunicipalgovernment.Theyareelectedatlargeforfour-yeartermsat non-partisanelectionsheldinNovemberofeachodd-numberedyear.TheMayorandMayorPro-Temareelected fromamongtheirfellowCommissionersforaone-yearterm.TheCityCommissionoperatesasaHomeRule CharterCity,withaCouncil-Managerformofgovernment.

AstheCity’slegislativebody,theCityCommissionisempoweredtopassordinancesandadoptresolutionsasit deemsnecessarytocarryouttheresponsibilitiesoftheCity,consistentwiththeCityCharterandStatelaw.The CityCommissionalsoactsonrecommendationsfromthevariousCityboardsandcommissions.

TheCityCommissionappointstheCityManager,whoisresponsibletotheCityCommissionforcarryingoutthe day-to-dayoperationsoftheCity,consistentwithpolicysetbytheCityCommission.TheCityCommissionalso appointstheCityClerk;however,theCityClerkreportsto,andtakesdirectionfrom,theCityManager.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

942.0000ComputerEquipmentRental-Theincreaseof$30,950,or46%,reflectsanoverallincreaseof 15%incomputerequipmentchargesandachangeincostallocationduetodepartmentspecificsoftware.

942.0000ComputerEquipmentRental-Theincreaseof$9,800,or10%,showsanoverallincreaseof10% incomputerequipmentcharges.

SignificantNotesto2026-2027PlannedAmounts

942.0000ComputerEquipmentRental-Theincreaseof$10,780,or10%,reflectsanoverallincreaseof 10%incomputerequipmentcharges.

PerformanceGoals,Objectives,andMeasures

GOAL: TorepresentthecitizensofBirminghamandformulateandenactpolicyasthelegislativeand policy-makingbodyofthemunicipalgovernment. (Long-TermMunicipalGoals1,2,4)

OBJECTIVE: Toformulatepolicyinresponsetocurrentandanticipatedneedswithinpolitical,administrative andfiscalconstraints. MEASURES

GOAL: Toexercisefiscalstewardship. (Long-TermMunicipalGoals1a,1b,2b)*StrategicGoal:Efficient andEffectiveServices.

OBJECTIVE: TomaintaintheCity'sstrongfinancialposition. MEASURES

GOAL: Tocontinuerobustcitizeninvolvementingovernance. (Long-TermMunicipalGoals3a,3b)

*StrategicGoal:EngagedandConnectedCommunity.

OBJECTIVE: ToencouragerobustcitizenengagementandparticipationonCityboardsandcommittees.

MEASURES

CityManager

DepartmentDescription

TheCityManageristheChiefAdministrativeOfficeroftheCity,appointedbytheCityCommission. TheManager isresponsiblefordirectingtheadministrationoftheCitygovernment. TheManager’sOfficecoordinatesthe activitiesofallCitydepartments.TheManagerappointsalldepartmentheads,withtheexceptionoftheCityClerk. TheManagerisresponsibleforthepreparationoftheannualbudgetandalong-rangecapital-improvements program.The Manager is responsible for implementing the policies adopted by the City Commission and is responsiblefortheCity’spublic-relationsprogram.

DepartmentBudget

942.0000ComputerEquipmentRental-Theincreaseof$10,780,or33%,showstheoverall15%increase incomputerequipmentrentalchargesandachangeincostallocation.

957.0400Conferences&Workshops-Theincreaseof$9,330,or174%,relatestocostsforattending MichiganMunicipalExecutivesconference,MichiganMunicipalLeagueCapConconferenceandtheNational AssociationofGovernmentalCommunicatorsconference.

972.0000Furniture-Thebudgetof$5,500showsthecostoffurniturereplacementsforCityManagerand AssistantCityManageroffices.

972.0000Furniture-Thedecreaseof$5,500,or100%,relatestothecostofofficefurniturebudgetedinthe prioryear.

PerformanceGoals,Objectives,andMeasures

GOALS:

ToimplementCityCommissionpoliciesandprioritieseffectivelyandtoencouragerobustresident engagement. (Long-TermMunicipalGoals1b,2,3b,4,5)*StrategicGoals:Engagedand ConnectedCommunity&EfficientandEffectiveServices.

OBJECTIVES: TostrengthenservicedeliverytoCityresidentsandassurereliablemethodsofcommunicating withandengagingwiththecommunity.

GOALS:

TomaintainastrongfiscalpositionfortheCitytoensuretheprovisionofefficientandeffective servicesthroughefficientuseofpublicfunds. (Long-TermMunicipalGoals1a,1b,2b)*Strategic Goal:EfficientandEffectiveServices.

OBJECTIVES: To1)exercisestewardship;and2)establishexcellenceasthestandardfordeliveryofservices. MEASURES

PerformanceGoals,Objectives,andMeasures

GOALS:

Toprovideeffectivemanagementandleadershiptotheoperatingdepartmentstoensurethe achievementofCitygoalsefficientlyandresponsibly.(Long-TermMunicipalGoals1,2a, 3b)*StrategicGoal:EfficientandEffectiveServices.

OBJECTIVES: Toassurethatservicesareprovidedinthemostefficient,cost-effectiveandtimelymannerin servicetothecommunity.

TomaintainanengagedandconnectedcommunitythrougheffectivecommunicationwiththeCity andFederal,State,County,SchoolDistrictandotherlocalgovernments. (Long-TermMunicipal Goals1b,2a,3b)*StrategicGoal:EngagedandConnectedCommunity

OBJECTIVES: TopreservetheCity’sexistingrevenuebaseandlocalauthorityandadvocateforchangeatthe statelevelthroughregularmeetingswithappropriateparties.

CityHallandGrounds

DepartmentDescription

TheCityHallandGroundsdepartmentprovidesforthemaintenanceofCityHall.ReportingtotheCityBuilding Official,aBuildingFacilitiesSuperintendentmanagesdailyoperationsthatincludetheservicesofamaintenance specialistassignedtoCityHall.

ServicesProvided

ResponsibleforthemaintenanceandrepairsatCityHall.

Managetheheating,ventilation,andair-conditioning(HVAC)systemsincluding;controlsmonitoringand operationforCityHallandBaldwinPublicLibrary,testingandcertification,performingallscheduled maintenance,seasonalstartup/shutdownprocedures,filterreplacement,chemicaltreatment,andemergency repairs.

OverseecontractualservicesforjanitorialmaintenanceforCityHall.

SchedulingandmonitoringthecontractservicesforthewindowcleaningforallCityFacilities,Parking Structures,andBusStops.

CoordinateelevatorandliftmaintenancecontractforallapplicableCityfacilities. BuildingrepairsandfacilitiesmanagementforCityHall.

MaintainFireSuppressionSystemsinCityHallandBaldwinPublicLibrary MonitorandmaintainFireAlarmSystemsinCityHallandBaldwinPublicLibrary. ManageandmaintainelectricalandlightinginCityHallincludingrepairsandimprovementprojects. ManageandmaintainplumbinginCityHallincludingrepairsandimprovementprojects. EmergencygeneratormonitoringandmaintenanceforCityHall.

AssistdepartmentsinCityHallwithplanningandprojectmanagementforofficerenovations.

Monitor,address,andrectifybuildingcomplaintsforallCityHallfacilities. GenerateRFPforequipmentand/orservicesasnecessary.

DeliveriesfortheCityCommission,Boards,andvariousdepartments. HandlePostalServicelogisticsasdirectedbytheCityClerk.

AssistCityClerkofficewithvariousoperationalfunctionsduringelections. ProvideCityHalldepartmentswithserviceasneededfordailyoperations.

NewandOngoingProjects

BaldwinLibrary-Roof–Drainageaboveyouthwing. BaldwinLibrary–LoadingDockRepairsandResurface.

BaldwinLibrary–MechanicalRoomHeating.

CityHallandBaldwinLibrary-BuildingAutomationSystemmodernization.

CityHallandBaldwinLibrary-Comprehensivemechanicalassessment.

CityHall-LightingLEDretrofit.

CityHall-Restorationofthehistoricalexteriorwindows.

CityHall–Updatefireprotectionsystems.

CityHall–MechanicalRoomandGarageHeating.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

977.0000Buildings-Thebudgetof$257,000representsthecostsforsnowguards($15,000),firesystem upgrade($75,000),hallwaypartitions($122,000),andHVACcontrolsupgrade($45,000).

977.0000Buildings-Thedecreaseof$257,000,or100%,showsthecostofprojectsbudgetedintheprior fiscalyear. 1.

Performance,Goals,Objectives,andMeasures

GOAL: TocontinuemaintenanceprogramsfortheinspectionandrepairoftheexistingHVACsystems, firealarms,firesprinklersystemsandelevatorequipment. (Long-TermMunicipalGoals1a,5) *Strategicgoal:EfficientandEffectiveServices

OBJECTIVE: Tominimizeunscheduleddowntime,costlierrepairsandcomplywithStateregulations.

MEASURES

Numberofcompliance inspectionsandplanned maintenanceservicecalls forHVACSystems

Numberofcompliance inspectionsandplanned maintenanceservicecalls forfirealarmandsprinkler systems

Numberofcompliance inspectionandplanned maintenanceservicecalls forelevatorequipment

GOAL: To expand the City’s recycling programs. (Long-Term Municipal Goal 1a) *Strategic Goal:EnvironmentalSustainability

OBJECTIVE: To1)educatestaffonsustainablealternatives;and2)increaseparticipation.

MEASURES

Percentageofpurchased paper,cardboard,and plasticbottlesrecycled

Performance,Goals,Objectives,andMeasures

GOAL:

Usingacomprehensivemechanicalassessmentofbuilding,compiledataintoanoperatingplan forthereplacementandupgradeofequipmentbasedoncurrentoperatingcondition,expected lifecycle,andsustainability/energyefficiency.(Long-TermMunicipalGoals5,1a)*StrategicGoal: EnvironmentalSustainability

OBJECTIVE: Tobeproactivewithbuildingequipmentimprovementsbycreatingaplanforamorecost effectiveandsustainablyoperatingbuildingwhilereducingdowntimefromemergencyrepairs.

MEASURES

Percentageofmajor mechanicalequipmentin theMunicipalBuildingaged 15yearsorolder

GOAL:

Improvebuildinglifesafetyprotectionbyupdatingkeyfirealarmandsupressionsystem components,whiledevelopingamorestringentandefficienttestingandmaintenanceplan. (Long-TermMunicipalGoals4,5)*StrategicGoal:EnvironmentalSustainability

OBJECTIVE: Tobeproactivewithbuildingequipmentimprovements.

MEASURES

Percentageoffirealarm andsupressionequipment intheMunicipalBuilding improvedtomodern standards.

CityPropertyMaintenance-Library

DepartmentDescription

TheBaldwinPublicLibraryconsistsoftheoriginal(1930's)buildingofapproximately14,000squarefeet,an addition(1960's)ofapproximately4,000squarefeet,andanaddition(1981)ofapproximately19,000squarefeet, foratotalgrossareaofapproximately37,000squarefeet.

Inputwithrespecttoinfrastructureimprovements,mechanicalimprovementsandpreventative-maintenanceneeds isreceivedfromtheLibrary’sstaff,CityHallmaintenanceandcontractors.

TheLibraryMaintenanceactivityprovidesfortheannualmaintenanceoftheLibrary’sheating,ventilationandairconditioningsystems.Structuralrepairsandimprovementsareprovidedforundertheprovisionsofthe BirminghamCityCharter.

FutureProjects

Roof–drainageaboveyouthwing. Windowreplacementinadministrativeoffice. Loadingdockrepairsandresurface.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

1.

977.0000Buildings-Thebudgetof$245,000representscostsforloadingdockrepairs($200,000),and HVACControlssplitwithCityHallandLibrary($45,000).

SignificantNotesto2025-2026PlannedAmounts

1.

977.0000Buildings-Thedecreaseof$245,000,or100%,relatestoimprovementsbudgetedintheprior fiscalyear.

PerformanceGoals,Objectives,andMeasures

GOAL:

TocontinuemaintenanceprogramsfortheinspectionandrepairoftheexistingHVACsystems, firealarms,firesprinklersystemsandelevatorequipment. (Long-TermMunicipalGoals1a,5)

*Strategicgoal:EfficientandEffectiveServices

OBJECTIVE: Tominimizeunscheduleddowntime,costlierrepairsandcomplywithstateregulations.

MEASURES

HumanResources

DepartmentDescription

The Human Resources Department plays a strategic role in overseeing various workforce-related functions, providingservicetoCitydepartmentsandemployees.Coreservicesincludeemployeerecruitment,negotiation andadministrationofcollectivebargainingagreements,aswellascompliancewithlaborandemploymentlaws.

TheHRManagerdirectstheHRstaffandoverseestheHRrelatedactivitiesfortheCity.TheHRDepartment coordinates with the Finance Department for benefit and payroll administration. The HR Department also coordinateswithotherdepartmentstoaddressmattersrelatedtohiring,performancemanagement,coaching,and compliancewithFederal,State,andlocalregulationsconcerningemployeerights.

TheCityhasfive(5)laborunions,amanagementemployeegroup,andanon-organizedgroup.Inaddition,the HumanResourcesDepartmentprovidespersonnelservicesandsupportforemployeesworkingfortheBaldwin PublicLibraryandtheBirminghamShoppingDistrict.TheCity'slaborforceiscomprisedofover300full-time,parttime,temporaryandseasonalpositions.

EmployeeRecruitment,SelectionandTraining

NegotiationandAdministrationofFiveCollectiveBargainingAgreements

LaborRelationsandEmploymentLawCompliance

WageandSalaryAdministration

GroupBenefitsAdministrationforActiveandRetiredEmployees

MaintenanceofPersonnelFilesandEmployeeRecords

EmployeeRecognitionandEngagement

PerformanceManagement

DepartmentBudget

PerformanceGoals,Objectives,andMeasures

GOAL: Attractandrecruithighlyqualifiedcandidates. (Long-TermMunicipalGoals1a,4a)*Strategic Goal:EfficientandEffectiveServices

OBJECTIVE: Increasethenumberofinterestedcandidatesbytargetedadvertisements,thoroughjob descriptionsanddesigninganeasytouseonlineapplicationprocess.

MEASURES

GOAL: Addressorganizationallaborneeds. (Long-TermMunicipalGoals1a,4a)*StrategicGoal: EfficientandEffectiveServices

OBJECTIVE: Fillvacancieswithqualifiedcandidatestoensureeffectiveorganizationaloperations.

MEASURES

GOAL: Retainproductiveandskilledemployees.(Long-TermMunicipalGoal1a)*StrategicGoals: EfficientandEffectiveServices.

OBJECTIVE: Increaseemployeewellnessandemploymentsatisfactionwitheducationalopportunities,training andengagementintiatives.

MEASURES

GOAL: EffectiveLaborRelations.(Long-TermMunicipalGoals1a,2a,4a)*StrategicGoals:Efficientand EffectiveServices.

OBJECTIVE: Negotiateresponsiblecollectivebargainingagreementstobenefitlaborrelationsand organizationalneeds. MEASURES

CityClerk

AnnualBudget

DepartmentDescription

TheCityClerkisappointedbytheCityCommissionandisunderthegeneraldirectionoftheCityManager.Duties oftheofficearedefinedbytheCityCharter,StateandFederallaw,andCityordinancesandpolicies.Astheofficial custodianofCityrecords,theCityClerkisentrustedwithmaintainingallbooks,bonds,records,papersand documentsconstitutingtheofficialrecordoftheCity,aswellastheCityseal.

ServicesProvided

ServesasClerkoftheCommissionandisresponsibleforkeepingapublicrecordofallproceedingsofthe Commission,includingthecertificationofallordinancesandresolutions.

PreparestheagendapacketsandminutesforCommissionmeetingsandprovidesnoticeasrequiredbylawfor publichearings.

CoordinationoftheappointmentprocessandmaintenanceofmembershipdataforCityboardsandcommittees. AdministrativesupporttotheGreenwoodCemeteryAdvisoryBoardandtheBoardofEthics.

Michigan’sFreedomofInformationAct(FOIA)requestsareprocessedbytheCityClerk,whoistheFOIA CoordinatorfortheCity.

Administersavarietyofpermitsandlicenses:initialmerchant,specialevents,childcarefacilities,hotels,valet services,outdoordiningspaces,estatesales,vendors/peddlers/solicitors,refusecollection,pets,etc.

MaintainsandupdatestheCity’sfeeschedule.

Completeslocalgovernmentapprovalsforliquorlicensesandorganizesannualliquorlicenserenewals. Produces the annual Celebrate Birmingham Parade and the party in Shain Park afterward. Celebrate BirminghamisheldtheSundayfollowingMother’sDayeachyear.

DepartmentBudget

PerformanceGoals,Objectives,andMeasures

GOAL:

Toexchangeinformationusingmethodsthataresecure,transparent,efficient,andsustainable. (Long-TermMunicipalGoals1a,2b) *StrategicGoals:EngagedandConnectedCommunity, EnvironmentalSustainability,andEfficientandEffectiveServices

OBJECTIVE: Topromotetheuseofonlineformsandelectronicreplieswhileensuringpromptresponsetimes.

MEASURES

%ofhardcopyorinperson FOIAresponses/record

Topromoteanengagedandconnectedcommunitythroughcitizeninvolvementonboardsand committees. (Long-TermMunicipalGoals2a,3a)*StrategicGoals:EngagedandConnected Community

OBJECTIVE: Toincreaserecruitementefforts,retainqualifiedboardmembers,andreducevacancies.

MEASURES

Elections AnnualBudget

DepartmentDescription

TheClerk’sOfficeconductsallFederal,Stateandlocalelectionsandmaintainsvoterregistrationrecords.

Michigan’sElectionLaw(MCL168.1-168.992)regulatestheconductofelectionsintheState.

ServicesProvided

HiringandtrainingElectionInspectorsfornineprecincts,anAbsentVoterCountingBoardandaReceiving Board.

Testingthefunctionoftabulationequipmentandsoftware.

IssuingandreceivingAbsentVoterBallots.

EnforcingFederalandStatelawrelatedtotheprocessingofvoters.

MaintainingStatecertificationasanElectionOfficial.

MaintainsvoterfilesthroughtheMichiganQualifiedVoterFile,whichincludesanabsenteevoterlist.

Securesandstoresenvelopes,applicationstovote,ballotsandotherelectiondocumentationinaccordance withthedocumentretentionschedule.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

Salaries&Wages-Thebudgetof$18,720representsthecostofCitystaffattributedtoelectionsforthe fiscalyear.

FringeBenefits-Thebudgetof$12,114showsthecostofotherbenefitsforCitystaffattributedtoelections forthefiscalyear. 2.

3.

729.0000OperatingSupplies-Theincreaseof$11,500,or62%,regardstheincreaseincostsforthe additionalelectionsinthefiscalyear.

815.0100ElectionWorkers-Theincreaseof$30,000,or100%,relatestotheincreaseincostsforthe additonalelectionsinthefiscalyear. 4.

SignificantNotesto2025-2026PlannedAmounts

1.

729.0000OperatingSupplies-Thedecreaseof$15,000,or50%,relatestoexpensesfortheadditional electionspaidinthepriorfiscalyear.

2.

815.0100ElectionWorkers-Thedecreaseof$30,000,or50%,showsthecostsforadditionalelection workersneededinthepriorfiscalyear.

3.

901.0000Printing&Publishing-Thedecreaseof$8,000,or50%,representsthecostspaidforadditional electionsinthepriorfiscalyear.

SignificantNotesto2026-2027PlannedAmounts

729.0000OperatingExpenses-Theincreaseof$15,000,or100%,reflectstheincreasecostforadditional electionsforthefiscalyear. 1.

2.

815.0100ElectionWorkers-Theincreaseof$30,000,or100%,representsthecostforadditionalelections inthefiscalyear.

3.

901.0000Printing&Publishing-Theincreaseof$6,000,or75%,showstheincreaseincostsforadditional electionsinthefiscalyear.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

ToensurethatallelectionsconductedintheCityofBirminghamaresecure,accurate,andfair. (Long-TermMunicipalGoals1a,2b)*StrategicGoals:EngagedandConnectedCommunity, EfficientandEffectiveServices

Torecruit,train,andretainelectioninspectorsandCitystafftoensurethesmoothoperationof theelectionprocessinordertoaccomidateallvoters. MEASURES

Finance

DepartmentDescription

TheprimaryresponsibilityoftheFinanceDepartmentistomaintaintheCity’sfinancialrecordsinaccordancewith theCityCharter,Statelawandgenerallyacceptedaccountingprinciples(GAAP). ThisDepartmentincludesthe activitiesoffinanceandtreasury. Theseactivitiesareresponsiblefor:accounting;budgeting;cashmanagement andinvestments;billingandcollection;debtandpensionsystemadministration;andpurchasing.

ServicesProvided

AnnualbudgetdocumentpreparedandpublishedbasedoninformationsubmittedfromallCitydepartments, budgetamendmentsaremadeasneeded.

PeriodicfinancialandbudgetreportsarepreparedandsubmittedtotheCityCommission. FiveyearforecastdocumentpreparedandpublishedbasedoninformationsubmittedfromallCitydepartments. DebtAdministration.

PurchasingActivities,includingbutnotlimitedtopurchaseordersandinvoicepaymentpreparation. Accountingsystemsestablishedfornewfunds,grants,projects,orotherneeds.

Detailedrecordsofallpropertyandequipmentarekeptandreconciledwithanannualphysicalinventory Approximately150supportschedulespreparedinconjunctionwiththeCity’sannualaudit. Anannualcomprehensivefinancialreportpreparedinconjunctionwiththeannualaudit. PayrollprocessingforallCityemployees.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

901.0000Printing&Publishing-Thedecreaseof$40,980,or49%,isduetotheone-timefeefortheonline budgetsoftwarepaidinthepriorfiscalyear.

942.0000ComputerEquipmentRental-Theincreaseof$5,460,or8%,reflectsanoverallincreaseof15% inequipmentchargesandachangeincostallocationduetodepartmentspecificsoftware.

SignificantNotesto2025-2026PlannedAmounts

Salaries&Wages-Thedecreaseof$98,200,or16%,relatestotheeliminationofthetransitionalposition duetotheretirementofthefinancedirector.

942.0000ComputerEquipmentRental-Theincreaseof$7,060,or10%,reflectsanoverallincreaseof10% incomputerequipmentcharges.

SignificantNotesto2026-2027PlannedAmounts

1. PerformanceGoals,Objectives,andMeasures

942.0000ComputerEquipmentRental-Theincreaseof$7,770,or10%,reflectsanoverallincreaseof10% incomputerequipmentcharges.

GOAL:

OBJECTIVE:

MEASURES

Todevelopandmaintainautomatedaccountingandfinancial-reportingsystems,proceduresand practicesthatutilizeup-to-datetechnologyandenhanceperformanceandoperatingefficiency. (Long-TermMunicipalGoals1a,2a)*StrategicGoal:EfficientandEffectiveServices.

To:1)provideahighlevelofservicetobothinternalandexternalusers;2)streamlineprocesses toeliminateduplicationofeffortsandredundancy;3)maintainadequateinternalcontrols;4) improveaccesstomissioncriticalinformation.

GOAL:

OBJECTIVE:

MEASURES

TomaintaintheCity’sstrongfinancialconditionandprovidequalityfinancial-management serviceswithingenerallyacceptedaccountingprinciples. (Long-TermMunicipalGoals1a,1b)* StrategicGoal:EnvironmentalSustainability,andEfficientandEffectiveServices.

To:1)provideaccurateandtimelyreportsandinformationfordecisionmaking;2)improve, enhanceandrefinethebudgetdocumentandprocess;3)complywithnewreportingstandards; and4)improveaccesstoinformationandoperatingefficiency.

Implementdigitalbudget bookforinternaland externalcustomersas accordingtoGFOAaward standards

PerformanceGoals,ObjectivesandMeasures

GOAL:

OBJECTIVE:

Tosafeguardtheexpenditureofpublicfunds,adheringtoFederal,StateandCityregulations. (Long-TermMunicipalGoal1a)*StrategicGoal:EnvironmentalSustainability,andEfficientand EffectiveServices.

To:1)ensurethetimelyandaccurateissuanceofvendorandpayrolldisbursements;2)maintain adequateinternalcontrols;and3)complywithprocurementrequirementsandallstateand federalwithholdingrequirements.

MEASURES

DepartmentDescription

TheprimaryresponsibilityoftheTreasuryDepartmentiscashmanagement,billingandcollection,andpension administration.

ServicesProvided

CollectionofCity,county,schoolandStateeducationtaxes. Processparkingviolationnotices,paymentsandcollections. ManageCity'sinvestmentportfolio. Prepareannualtaxsettlement. CollectCityreceivables. Conductdailybanking. Processsnow,weed,utilityandmiscellaneousbills. ServeasSecretaryandTreasureroftheCity'sRetirementBoardandRetireeHealthCareFundInvestment Committee.

AdministertheBirminghamEmployees'RetirementSystem. Prepareandprocessspecialassessmentrollsandbillings. Processpropertytransferaffidavits.

MaintainpropertyidentificationandsidwellnumbersfortheCity Providethecountywiththebuildingpermit,name,addressandlegaldescriptioninformationonallrealand personalpropertyparcelsforfilemaintenancepurposesbyOaklandCounty.Additionally,thisactivityprovides assistancetoresidentsreviewingtheirpropertydataon-linefromterminalsthathavebeenprovided.

DepartmentBudget

811.0000-OTHERCONTRACTUALSERVICE

-Theincreaseof$23,190,or8%,representstheriseinhospitalizationanddental/optical costs.

SignificantNotesto2026-2027PlannedAmounts

1. PerformanceGoals,Objectives,andMeasures

942.0000ComputerEquipmentRental-Theincreaseof$8,690,or10%,reflectsanoverall10%riseinthe costforcomputerequipmentcharges.

GOAL:

OBJECTIVE:

Toprovidefortheefficientbilling,receipt,custodyandinvestmentofCityfundspromptlyand courteouslythroughsoundandprudentpoliciesthatcomplywithalllocal,stateandfederal requirements(Long-TermMunicipalGoal1a,2a)*StrategicGoal:EfficientandEffective Services.

To:1)providestafftrainingasrequired;2)enhancedepartmentcommunications;and3)review andamendexistingpolicies,procedures,ordinancesandprogramsrelatedtoallTreasury functionsinordertoprovidebetterserviceandtoincreaseefficiency.

MEASURES

PerformanceGoals,ObjectivesandMeasures

GOAL:

OBJECTIVE:

Toincreasetheefficiencyofthecash-receiptingprocess (Long-TermMunicipalGoals1a,2a)*

StrategicGoal: EfficientandEffectiveServices.

To:1)continueimplementationofautomaticpaymentsofutilitybillsandtaxesthroughelectronic transfersfromauthorizedaccounts;2)enableresidents/customerstopaytaxes,utilitybills,and parkingticketsbycreditordebitcardsorelectronicchecks;3)reducethenumberofpayments madeoverthecounter. MEASURES

Assessing

DepartmentDescription

TheCitycontractswiththeOaklandCountyDepartmentofEqualizationforassessingservices. OaklandCounty's primaryserviceisprovidingtheCitywithupdatestothepropertyvaluesintheCity. TheCountyalsomails assessmentnoticestoallpropertyownersintheCityaswellasprovidessupporttotheBoardofReview. The Board of Review is responsible for conducting meetings at which property owners may challenge the value assessedtothemandismadeupofresidentswithintheCity. OaklandCountyalsoprovidesassistancetothe City'sattorneyswhenpropertyvaluesarechallengedattheMichiganTaxTribunal.

DepartmentalBudget

PensionAdministration

AnnualBudget

DepartmentDescription

TheretirementsystemwasestablishedtoprovideretirementallowancesandbenefitsfortheemployeesoftheCity andtheirdependents.TheTreasurer,inconjunctionwithaneight-memberRetirementBoard,isresponsiblefor administering,managingandoperatingtheemployees’retirementsystem.Theeight-memberRetirementBoard consistsofacitizenmember,theCityManager,ageneralCitymember,aFireDepartmentmember,aPolice Department member, the Mayor, another Commission member, and a non-voting retiree member. The City TreasureristheSecretary-TreasurertotheRetirementBoard.AccordingtotheCityCharter,theRetirementBoard mustmeetatleastonceeachquarter.Currently,theBoardmeetsonthesecondFridayofthemonthinMarch, June,SeptemberandDecember.

TheexpensefundfortheRetirementSystemiscalledPensionAdministration.Chapter2,ArticleVI,Section2.240 oftheCityCodestates:

"The expense fund shall be the fund to which shall be credited all money provided by the City to pay the administrative expense of the Retirement System and from which shall be paid all expenses necessary in connectionwiththeadministrationoftheretirementsystem.Theboardshallannuallycertifytotheappropriating authoritiesoftheCity,onorbeforeApril1accordingtolegalbudgetprocedure,theamountofappropriation necessarytoadministertheretirementsystemduringthenextfiscalyearandtheCitymayappropriatesuch amounttothecreditoftheexpensefund.IntheeventtheCityfailstoappropriatesuchamounttothecreditofthe expensefund,theBoardshalltransferaportionoftheincomefromthereserveforemployercontributionsintothe expensefundtodefraytheexpensesfortheadministrationoftheretirementsystem.Providedthatintheevent thereisnotsufficientincomefromthereserveforemployercontributionstodefrayalloftheexpensesofthe retirementsystemtheCityshallappropriateasufficientamounttodefraytheportionofsuchexpensesnotcovered bytheincomefromthereserveforemployercontributions."

ComericaBankservesasthecustodianforthefund. TheBirminghamRetirementSystemcurrentlyemploys CapTrustFinancialAdvisorsastheinvestmentconsultantfortheportfolio.

ComericaBank’sPerformanceConsultingGrouppreparesperiodicreportstoprovidetheinvestmentreturnsand relativeperformanceofthevariousinvestmentmanagersandthetotalplan.InAugust2021,CapTrustwashiredto investtheportfoliointomutualfunds,withthemanagementfeebeingincorporatedinthemutualfundfees.

AsofJune30,2023,therewere59totalmembersintheRetirementSystem.Thenumberoftotalmembers includes45activemembers,12formeremployeeswhohavelefttheiraccumulatedcontributionsinthesystemin ordertoqualifyfordeferredbenefitsand2formermemberswhohavelefttheiraccumulatedcontributionsinthe systeminordertoqualifyforreciprocalbenefits.AtJune30,2023therewere232retireesandbeneficiarieswho arereceivingbenefits.

Thereisusuallyanannualincreaseintheinvestmentcustodialexpenditurebasedontheprojectedmarketvalueof theassets.

DepartmentBudget

DepartmentDescription

ThefirmofBeierHowlettprovidesgeneralcounseltotheCity. Thisactivityprovidesforroutinelegalwork, including: drafting ordinances; legal advice; preparing or reviewing contracts; attendance at City Commission meetings;andrepresentationinDistrictandotherCourts.

LegalfeesarealsobudgetedforemployeerelateditemsintheHumanResourcesbudgetandretirementrelated itemsinthePensionAdministrationFundbudget.

DepartmentBudget

GeneralAdministration

DepartmentDescription

TheGeneralAdministrationactivityisusedtobudgetandaccountforallgeneralCityexpenditurestobeincurred throughoutthefiscalyear. ThisactivityisusedforgeneralCityexpendituresnotdirectlychargeabletoanyone department.

ServicesProvided

DepartmentBudget

48thDistrictCourt

DepartmentDescription

TheCityofBirminghamisacontributingcommunitytowardstheoperationsofthe48thDistrictCourt. The48th DistrictCourt'sexpendituresareallocatedtotheCitybasedonthenumberofBirminghamcasesbroughttothe CourtcomparedtoothermunicipalitiesunderthejurisdictionoftheCourt.

DepartmentBudget

CityofBirmingham,Michigan 2024-2025ApprovedBudget

DepartmentDescription

Introduction

TheBirminghamPoliceDepartmentiscomprisedofseventy-nine(79)full-time,part-timeandvolunteermembers thatareresponsibleformaintainingpublicorderandsafety,enforcingthelaw,preventingcrime,respondingto emergenciesandprovidingsupportservicestoimprovethequalityoflifeforallcitizens.

Organization

Thechiefofpoliceisthedesignatedleaderofthedepartment. Underthechief’sdirection,thedepartmentis organizedintofourdivisions:Operations,Services,InvestigationsandAuxiliary.

Operations

TheOperationsDivisionissupervisedbyacaptainandconsistsoffour(4)uniformedpatrolplatoonsandthe dispatchcenter. Thefour(4)uniformedpatrolplatoonsoperateonatwelve-hourshiftformat. Eachplatoonis comprisedofone(1)lieutenant,one(1)sergeantandfour(4)officers. Theuniformedpatrolplatoonsarethe primarymeansfor:

Respondingtocallsforservice

Crimeprevention

Trafficenforcementandinvestigation

Conductingpreliminarycriminalinvestigations

Two(2)full-timedispatchersareassignedtoeachofthefour(4)uniformedpatrolplatoons.Four(4)part-time dispatchersworkeight(8)hourshiftsthatoverlaphighcallvolumetimeframes,aswellascovershiftopeningsdue to sick leave, annual leave days and training days. The department strives to provide as much two-person coverageonthedeskaspossible,anddependingontheschedulingmayinclude(3)dispatchpersonnel.

Communitypolicingisaveryimportantcomponentofthephilosophyofthepolicedepartment. Uniformedpatrol officersareoftenassignedtopatrolonfoot,bicyclesandmotorcycles. Officersareencouragedtoengagewiththe residents and members of the community while on patrol and during special events to promote a positive relationshipwiththosethatweserve.Patrolofficersfrequentlymakeappearancesatblockpartiesandother neighborhoodactivitiestobuildrapportwithcitizensanddiscussanyconcernstheymayhave,suchastraffic violations and any recent crimes in their area. Officers and dispatchers also volunteer their time with the department'sAdopt-A-SeniorprogrambyhelpingseniorswithinourCitywhomaystrugglewithresourcesand needassistancewithyardworkorcommonhouseholdchores.

Thedepartmentalsoemploysacommunityresourceofficerwhoisanexpertinbuildingsecurityassessmentand activeshooterresponsetraining. Thecommunityresourceofficerprovidespresentationstovariouscommunity organizationsandlocalbusinessessuchasgeneralpublicsafety,babysittingsafety,fraudawarenessandsafety for seniors. The community resource officer is responsible for organizing the Annual Police Open House, coordinatingactivitieswithnon-profitorganizationssuchasSpecialOlympicsandoftenworkswithotheragencies formulti-jurisdictioneventssuchasaRegionalYouthPoliceAcademy.

Afull-timeschoolresourceofficerpositionwasaddedforthe2023-2024schoolcalendaryear. Thispositionis staffedbyasergeantwhooperateswithinthedetectivedivisionandmaintainsanofficeatSeaholmHighSchool. Theschoolresourceofficerfocusesonstudentconcerns,juvenilecriminalcomplaintsandisavailableforallpublic schools located within the City of Birmingham. The school resource officer also collaborates on special events/activitieswiththecommunityresourceofficerifavailable.

Investigations

TheInvestigationsDivisionissupervisedbyacaptainandconsistsofthree(3)detectivesergeantsandthree(3) officersassignedtooutsideagenciesaspartofinter-localagreements(NarcoticsEnforcementTeam,Special InvestigationsUnitandtheFBIFinancialCrimesTaskForce). Twoofthedepartmentdetectivesergeantsare generalcasedetectives,whilethethirddetectivesergeantisthedepartment’sschoolresourceofficer.

TheInvestigationsDivisionisresponsibleforallcriminal,narcoticandliquorinvestigations. Allliquorlicense applications,employeebackgroundchecks,educationalseminarsanddecoyoperationstopromoteawareness andcomplianceregardingalcoholandmarijuanalawsareassignedtothisdivision.

Services

The Services Division is supervised by a captain and includes the services coordinator/community resource officer. Thedivisionisresponsibleforthepreparationandadministrationofthedepartment’sbudget,purchasingof items,recordkeeping,equipmentmaintenance,trafficcounts,FreedomofInformationAct(FOIA)requests,new technologyanddepartmentalfixedassets. Servicesisalsoresponsibleforpolice/fire/emergencymedicalservice dispatch,facilityequipment,propertyandevidencemanagement,parkingmetermaintenance,schoolcrossing guardsandallclericaloperations.

Auxiliary

The Birmingham Police Department is supported by an eleven (11) member volunteer police auxiliary unit. AuxiliarypoliceofficersserveathighschoolathleticeventsandatspecialeventssuchasBirminghamDream CruiseEvents,theVillageFairandparades. Auxiliaryofficersalsoridewithswornofficersduringpatrolshifts. Auxiliaryofficersarerequiredtomaintaintheirstandardizedtrainingthesameasotherswornpersonnel,whichis organizedbytheinvestigationscaptain.

CurrentProjects

Thepolicedepartmentcompletedseveralmajorprojectsin2023. Theseprojectsincluded:

Tocontinueimprovingourresponsetothoseinvolvedinamentalhealthcrisis,thepolicedepartmentexpanded its CoRe (co-response) program with the City of Auburn Hills, the Township of Bloomfield and Oakland CommunityHealthNetwork. TheprogramaddedtheCityofRochesterandcontractedasecondco-responder throughOaklandCommunityHealthNetwork.Thishelpsensureaclinicianismorereadilyavailableforcallsin progressandcanprovidequickerfollow-upservicesforourresidents.

Thedepartmentiscontinuingtheprocessofhavingeveryofficercertifiedincrisisinterventiontrainingor“CIT.” Eachofficerwillreceive40hoursofintensive,hands-ontraininginthisfield.Inanefforttocontinueourofficer certifications, one command officer and the community resource officer attended a certification training to becomeinstructorswiththeprogram.

Thepolicedepartmentsecuritycamerasystemstartedin2001withcamerasbeingaddedtotheexteriorofthe cityhall. Sincethen,manycamerashavebeenaddedtotheBirminghamdowntownareaandalongWoodward Avenue. Thefluidmeshsystemcurrentlyinplaceforvideocommunicationhasbeguntofailandmanyofour camerasarenolongermanufacturedcausingissuesinlocatingreplacementpartswhenrepairsareneeded.

Thedepartmentwillbecreatingarequestforproposal(RFP)toreplacetheexistingsystemwithup-to-date technologyandexpandthenetworktoadditionallocations,includingthecityparkingstructures.

Thepolicedepartmentisintheprocessofreviewingtheupdated127standardsrequiredforaccreditation through the Michigan Association of Chiefs of Police (MACP). Accreditation is a highly sought after commendationandisonlyawardedtopolicedepartmentswhomeetthesenationallyrecognizedbestpractice standards.Thepolicedepartmentinitiallyobtainedthisdesignationin2021.Theservicesdivisioncaptainis responsibleforensuringallstandardsaremetandadheredto.Thedepartmentvaluesitsresponsibilitytothe communityandallowsfortransparencywhenrequested.

Thepolicedepartmentisintheprocessofplanningseveralnewprojectsin2024-2025thatinclude:

Thedepartmentcontinuestoworkonfacilitydeficiencies,reviewingpotentialrenovationsandexpansionsto addressissuesnotedintheassessmentreportprovidedin2023.

Thedepartmentwillcontinuetoeducatecommunityorganizationsandeducationalfacilitieslocatedwithinthe Cityinactiveshooterresponsetraining(ALICEtraining)asrequested,andaddressanyadditionalconcernsthat mayimpactthecommunity. Thedepartmenthasalwaysbeenopenandresponsivetotheneedsofthe community,stateandnationandwillcontinuetotakeproactivemeasurestoprotectthoseinourCity.

Thepolicedepartmentwillbepurchasingnewequipmenttoupdateandreplacethein-carcameraunitsand officer body worn camera units (BWC). The department video recording system, Watchguard, no longer supportsthein-carsystemscurrentlyinstalledinpatrolvehiclesorthebodyworncameraunits. Thebodyworn cameraunitswerepurchasedafewyearsago,butarenolongeravailablemakingitdifficulttoreplaceand repairanyissuesthatdevelopwiththedevices.

Multi-JurisdictionalTaskForces

Thedepartmentparticipatesinanumberofmulti-jurisdictionaltaskforcessupportedbyinterlocalagreements. Thesecooperativeeffortsaresignificantinincreasingefficiencyandprovidingfiscallyresponsibledeliveryof services. Thedepartmenthasthefollowingassociations:

SpecialInvestigationsUnit(SIU):Comprisedoffourlocaldepartments,undercoverofficerstargetoffendersthat commitcrimesincludingburglary,larceny,larcenyfromauto,fraud,robbery,assaultandbatteryamongother

seriouscrimes.

OaklandCountyNarcoticsEnforcementTeam(NET):ElevenlocalOaklandcountydepartmentsprovideofficers whotargetlocalandcross-jurisdictionaldrugsalesandoperations.

Major CaseAssistanceTeam (MCAT): Consisting of ten local agencies and the FBI, these highly trained investigatorsassistparticipatingdepartmentswithlarge-scalemajorinvestigationsincludinghomicide,rapeand otherseriousfelonies.

OaklandCountyLawEnforcementTacticalResponseCoordinationGroup(OakTAC):Madeupoffortymember agenciesthatassistwithlarge-scaledemonstrationsorcivilunrestsituations. Alsoassistswithactiveshooter response(ASR)training.

Consolidated9-1-1PublicSafetyAnsweringPoint(PSAP)withtheBeverlyHillsPublicSafetyDepartmentwhich sharespolice/fire/EMS/dispatchoperations.

SouthOaklandCountyCrashInvestigationTeam(SOCCIT):Madeupofsixlocalagenciesthatinvestigate automobilecrashesinvolvingseriousinjuriesorfatalities.

FederalBureauofInvestigation's(FBI)DetroitFraudandFinancialCrimesTaskForce(DFFACT):Comprisedof fourlocal/stateagenciesandfourfederalagencies,coordinatedbytheFBI.OurTaskForceOfficerworksin conjunctionwiththeFBItoinvestigatelocalidentitytheft/fraudinvestigations.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

1.

FringeBenefits-Theincreaseof$221,220,or7%,representstheincreasecostforhospitlizations,defined contributioncosts,andretireehealthcarecontributionsasrecommendedbytheCity'sactuary.

2.

734.0000Ammunition&Weapons-Thedecreaseof$19,865,or33%,relatestoaweaponpurchases budgetedinthepriorfiscalyear.

3.

743.0000UniformAllowance-Thedecreaseof$29,090,or33%,showsachangeintheallottedamountfor replacementunforms.

4.

811.0000OtherContractualServices-Theincreaseof$8,220,or11%,primarilydepictstheincreaseinthe Flockcameraandsoftwarecharges.

5.

901.0000Printing&Publishing-Thedecreaseof$8,700,or47%,showsthereturntoanormalbudgeting amount.

6.

933.0400Radio&VehicleMaintenance-Theincreaseof$44,071,or60%,isforthestrip/build/equipment forpolicevehicles.

7.

933.0800PistolRange/EtonEvidenceBldg.Maint.-Theincreaseof$40,500,or188%,showsthecostfor thepistolrangeroofreplacement.

8.

942.0000 Computer Equipment Rental - The increase of $19,250, or 9%, represents the overal 15% increaseincomputerequipmentrentalchargesandanchangetocostallocation.

9.

957.0100Training-Theincreaseof$19,850,or112%,reflectstheincreasingcostsforpolicestaffand commandschool.

971.0100Machinery&Equipment-Thebudgetof$370,000depictsthecostoftheIn-CarVideoCamera SystemandBodyWornCamera($70,000)andtheCity-WideCameraSystem($300,000).

972.0000Furniture-Thebudgetof$5,000isfortheupdate,repair,andreplacementofoldofficechairsand tables.

SignificantNotesto2025-2026PlannedAmounts

1.

743.0000UniformAllowance-Theincreaseof$12,600,or21%,showsthecostsforpurchasingbodyarmor forspecializedunitpersonnel.

2.

811.0000OtherContractualServices-Thedecreaseof$11,340,or14%,relatestothepurchaseofFlock camerasbudgetedinthepriorfiscalyear.

3.

933.0400Radio&VehicleMaintenance-Thedecreaseof$48,390,or41%,primarilyreflectsthecostofthe strip/build/equipmentofpolicevehiclesbudgetedinthepriorfiscalyear

4.

933.0800PistolRange/EtonEvidenceBldg.Maint.-Thedecreaseof$49,500,or80%,showsthecost relatedtothepistolrangeroofreplacementbudgetedinthepriorfiscalyear

5.

942.0000ComputerEquipmentRental-Theincreaseof$22,470,or10%,representstheoverallincrease of10%forcomputerequipmentrentalcharges.

6.

971.0100Machinery&Equipment-Thedecreaseof$300,000,or19%,depictsthecostsfortheCity-Wide CameraSystembudgetedinthepriorfiscalyear.

SignificantNotesto2026-2027PlannedAmounts

1.

933.0400 Radio & Vehicle Maintenance - The increase of $19,750, or 29%, relates to the strip/build/equipmentofpolicevehicles.

2.

942.0000ComputerEquipmentRental-Theincreaseof$24,720,or10%,showstheoverallincreaseof 10%forcomputerequipmentrentalcharges.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

ThePoliceDepartmentseekstobeinnovativeandresponsivetotheneedsofourcommunity whilecultivatingasafe,healthyanddynamicCity.Ourofficerswillcontinuetofosteraninclusive environmentthatattractsallpeopletolive,work,shopandplaywhilemaintainingavibrantand walkablecommunity.(Long-TermMunicipalGoals2a,4a,4b)*StrategicGoal:Efficientand EffectiveServices,EngagedandConnectedCommunity.

To: 1)increasecommunityengagementinbothresidentialandbusinessdistrictsthroughactive patrols;2)increasecommunicationswithkeystakeholderstoimproveourcommunitypolicing efforts.

MEASURES

GOAL:

OBJECTIVE:

Tosustainthetimelyresponsesofourdepartmentwithinthevibrantandwalkablecommunity,the policedepartmentisworkingtokeepourbuildingcentrallylocatedwhilemaintainingasafe, securecityhallfacility. (Long-TermMunicipalGoals4,5)*StrategicGoal:EfficientandEffective Services,EnvironmentalSustainability.

To:1)improvethesafetyandsecurityofthePoliceDepartment;2)improvethesafetyand securityofthecityhallmunicipalbuilding.

MEASURES

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Tobetterservethecommunitywhilebalancingtheirneedsanddesireswithavailableresources, thepolicedepartmentwillbeproactivewithinfrastructuremaintenanceandcontinuetoprovide thehighestlevelsofcustomerservicesinaneconomicallysustainablemanner.(Long-Term MunicipalGoals2b,5)*StrategicGoal:EnvironmentalSustainabilityandEfficientandEffective Services.

To:1)continueevolvementofcommunityexpectationsofservices;2)reviewdepartmental operationsinvolvingtechnologicalupgrades.

GOAL:

OBJECTIVE:

ToimprovePoliceDepartmentstaffmentalhealthwellnessandencourageproactivementaland physicalwell-beingthroughvariousprogramsandopportunities.Addressingmentalandphysical wellnesswillimproveofficerefficiencywithinourcommunity.(Long-TermMunicipalGoals2,4)*

StrategicGoal:EfficientandEffectiveServices

To:1)increaseaccessibilitytoresourcesformental/physicalwellness;2)createapeersupport programwithinthedepartment.

MEASURES

DepartmentDescription

TheBirminghamFireDepartmenthasthequickestemergencyresponsetimeaverageintheStateofMichigan(2minutes43seconds)andoneofthebestresponsetimesinthecountry.Ourtwofirestationsarestrategically locatedwithintheCity’s4.8milesallowingustoprovidesuperiorfireandmedicalservices.Thedepartment’s emergency response has shifted from primarily fire related calls when it as established in 1913 to 56% of responsesbeingemergencymedicalcallsinfiscalyear2022-2023.Thedepartment’sfirefightersarelicensed paramedicstrainedtoprovideAdvancedCardiacLifeSupport(ACLS)topatientssufferingcardiacissues,strokes, etc.Withafast-responding,highly-traineddepartmentwithacloseproximitytoCorewellHealthWilliamBeaumont UniversityHospital,ourCityprovidestopemergencycareforitsresidentsandvisitors.TheFireDepartmentwill respondtoanestimated3,100emergenciesinfiscalyear2023-2024.

ServicesProvided

ProvidingAdvancedLifeSupport(ALS)emergencymedicalservicestoBirmingham’scitizensandvisitors FireSuppression,City’scurrentInsuranceServicesOffice(ISO)rating2 Fiscalyear2022-2023EMStransportcollectedfeestotaled$500,269.00

TheBirminghamFireDepartmentispartoftheOAKWAYMutualAidBoxAlarmSystem(MABAS)Inter-local Agreement, which includes the fire departments in Bloomfield Township, Farmington Hills, Ferndale, Independence Township, Madison Heights, Rochester Hills, Royal Oak, Southfield, Waterford Regional (WaterfordTownship/Pontiac),andWestBloomfieldTownship

Birminghamhasnine(9)membersontheOAKWAYhazardousmaterialsteamandnine(9)membersonthe OAKWAYtechnicalrescueteam

Firepreventionbureauinspectsallcommercialandindustrialoccupancies,schools,andmulti-familydwellings BuildingplansfornewconstructionandadditionsarereviewedbytheFireMarshal EnforcementoftheInternationalFireCode(IFC)2021edition Fireeducationforschoolsandcitizens

AnnualFireDepartmentopenhouse

Providemonthlycardiopulmonaryresuscitation(CPR)andAEDtrainingforFamilyandFriendsandyearly trainingforCityemployees

ProvideanAmericanHeartAssociationHeartSaverCardCPRcoursequarterly

Providehomesafetyinspectionsthroughourcommunityriskreductionprogram

Providesmoke,carbonmonoxide,andexplosivegasdetectorstoresidentsthatareinneedofassistance

ProvidetemporaryKNOXboxinstallationforeligibleresidents

Providefreebloodpressurechecksweekdaysfrom1:00p.m.to3:00p.m.

AnnuallyadministerflushotsforallCityemployeesandtuberculosistestingforFireDepartmentpersonnel AnnualinspectionandflowtestingoftheCity’s870hydrants

Inspectionsofhydrantsthroughthewintermonthstoensuretheyarenotfrozen

Thedepartmentwilltotalapproximately3,000visitseveryyeartothefirehydrantsinBirmingham

Maintainsthree(3)Class-Afireengines,three(3)ALSrescues,one(1)mini-pumper(Squad1),one(1)100-ft. laddertruck,one(1)26-ft.technicalrescuetrailer,two(2)utilitytrucks,three(3)staffvehicles,one(1)OAKWAY hazardousmaterialfoamtrailerandone(1)OAKWAYhazardousmaterialtruck

Maintainstwo(2)firestations:Station1at572S.AdamsandStation2at1600W.Maple

TheDepartment’sprogramswillcontinuetobemodified,asneeded,inordertomaintainthemostcost-effective operationforthecommunity

EmergencyCallBreakdownincludesthefollowing:

Medical–cardiac,trauma,environmental,ob/gyn,pediatric,hazmat,vehicleaccidentswithinjuries,extrications, childlock-ins,etc.

Fires–buildingfires,cookingfires,chimneyfires,dumpsterfires,vehiclefires,etc.

Hazardous Conditions – explosive gas leaks, gasoline spills, oil spills, chemical spills, carbon monoxide incidents,electricalwiresdown,etc.

FalseAlarms–firealarmsystems,smokedetectorsystems,firesprinklersystems,maliciousorunintentional activations,etc.

ServiceCalls–patientliftassists,assistthepolicedepartment,waterleaks,smokeorodorremovals,lock-outs, defectiveelevatorrescues,etc.

Good Intent Calls – smoke scares or odor of smoke, unintentional calls for emergency service without an emergency,authorizedburning,steamorothergasmistakenforsmoke,noincidentfoundorcancelledenroute, etc.

SignificantNotesto2024-2025BudgetAmounts

738.0000FirePrevention-Theincreaseof$5,100,or38%,showstheincreaseincostforfireprevention materials. 1.

2.

745.0000FoodAllowance-Theincreaseof$23,600,or82%,depictsthecontractualincreasetofood allowanceforfirepersonnel.

3.

930.0500BuildingMaintenance-Thedecreaseof$39,000,or49%,showsareturntoanormalbudgeting amount.

4.

933.0100FireApparatusMaintenance-Theincreaseof$13,500,or29%,relatestotherisingcostin maintainingspecializedfireequipment.

941.0000EquipmentRentalorLease-Theincreaseof$30,000,or10%,isduetoanoverallriseinrental equipmentcharges.

6.

942.0000ComputerEquipmentRental-Theincreaseof$13,560,or41%,representsanoverallincreaseof 15%forcomputerequimentrentalchargesandachangeincostallocation.

7.

971.0100Machinery&Equipment-Thebudgetof$58,000showsthecostsforthebattery-poweredpositive pressure fan for engine 3 ($6,500), thermal imaging cameras ($16,500), and Stryker Power Stretcher replacement($35,000).

977.0000Buildings-Thebudgetof$33,000isfortheStation1radioupgrade($15,000)andtheStation1 waterboilerreplacement($18,000).

SignificantNotesto2025-2026PlannedAmounts

2.

799.0000EquipmentUnder$5,000-Theincreaseof$11,700,or11%,representsthecostforreplacement fitnessequipmentatStation1andStation2. 1. 941.0000EquipmentRentalorLease-Theincreaseof$33,000,or10%,showstheoverallincreaseof10% forequipmentrentalcharges.

3. 977.0000Buildings-Thedecreaseof$33,000,or100%,showsthereturntoanormalbudgetingamount.

971.0100Machinery&Equipment-Thedecreaseof$58,000,or100%,reflectsthereturntoanormal budgetingamount.

SignificantNotesto2026-2027PlannedAmounts

941.0000EquipmentRentalorLease-Theincreaseof$37,000,or10%,representstheoverallincreaseof 10%forequipmentrentalcharges.

942.0000ComputerEquipmentRental-Theincreaseof$5,170,or10%,showstheoverallincreaseof10% forcomputerequipmentrentalcharges. 2.

PerformanceGoals,Objectives,andMeasures

GOAL:

ToprovideCPR,chokingemergenciesandAEDtrainingtothegeneralpublicandCity employees,thatmeetstheAmericanHeartAssociationcourserequirementsofFamilyand Friends,Heart-SaverStandards,andtheOaklandCountyMedicalControlBoardLetterof Compliance(Long-TermMunicipalGoals1a,1b,2b)*StrategicGoal:EfficientandEffective Services.

OBJECTIVE: ToincreasethenumberofindividualstrainedbytheBirminghamFireDepartmentparamedicsin CPR,chokingemergenciesandAEDdeployment.

MEASURES

GOAL:

OBJECTIVE:

ToprotectthelivesandpropertyofresidentsandvisitorstotheCity. Reducetheseverityand occurenceoffiresandinjurieswithintheCity(Long-TermMunicipalGoals2b,3b,4a)*Strategic Goal:EfficientandEffectiveServices.

To: 1)providein-homefireandsafetyinspectionsforsingle-familyandmulti-familydwellings;2) providesmoke,carbonmonoxideandexplosiongasdetectorstoresidentsthatareinneedof assistance;3)providelifesaving"CommunityRiskReduction"(CRR)talkstoindividualsand communitygroups.

MEASURES

CommunityRiskReduction publicspeaking engagementparticipants (Cityemployees,childcare facilities,churches,senior centers,neighborhood associations,etc.)

EmergencyManagement

AnnualBudget

DepartmentDescription

TheEmergencyPreparednessDivisioncoordinatestheCity’sEmergencyOperationsPlanandworkscloselywith the Michigan State Police Emergency Management Homeland Security Division to prepare for potential emergency/disasteroperations.TheDivisionprovidesfortheactivation,organization,andoperationoftheCityof Birmingham’sEmergencyOperationsCenter(EOC).AnEOCisestablishedtoorganize,coordinate,anddirectthe actionsoftheCityofBirmingham’sdisasterreliefforcesintheeventofadisaster.

TheEmergencyActionGuides(EAGs)andEmergencyActionPlan(EAP)areunderthesupervisionoftheFire Chief,whoactsastheEmergencyManagementCoordinator,andtheAssistantFireChief,whoactsasAssistant EmergencyManagementCoordinator.

TheEmergencyPreparednessDivisionisthecoordinatingpointforoperationsduringanynaturalorotherdisasters wherecoordinationofmultipleagenciesisnecessary.TheseagenciesmayincludeotherCitydepartments,state andfederalagencies,and/orrepresentativesfromotheremergency-responseagencies.TheDivisionconducts annualexercisesconsistingoftopicssuchasnaturaldisasters,technologicaldisasters,pandemics,andterrorist events.

TheEmergencyPreparednessDivisionalsohandlestheHomelandSecurityGrantsandpurchasesspecialized machineryandequipmenttoimprovetheCity’soverallpreparedness.

ServicesProvided

Coordinatesemergencyresponsewithstate,local,andfederalagencies

ParticipatesinquarterlytrainingwithallCitydepartments

Securing funds for preparedness through the Department of Homeland Security and Federal Emergency ManagementAgency(FEMA)

Attendmonthlylocal,county,andstateemergencymanagementmeetings

AttendtheannualGreatLakesHomelandSecurityConferenceandExpo

AttendtheannualMichiganEmergencyManagementAssociation(MEMA)Conference

Stockpilepersonalprotectiveequipment(PPE)foremergencyresponses

Personnelaretrainedandequippedtorespondtoanychemical,biological,radiological,nuclear,andexplosives (CBRNE)relatedemergencyincidents

Setsandimplementsoperationalpolicyduringpublichealthemergenciestoensureworkplacesafety

Building

AnnualBudget

DepartmentDescription

ServicesProvided

Provide plan review, permit assistance and inspection or services relating to commercial, residential and historicalconstructionprojects

MonitortheentireconstructionprocesstoensurecompliancewithallapplicableStateConstructionCodesand CityOrdinances

Meetwithresidents,developers,architects,buildersandpropertyownerstodiscusspotentialnewcommercial, multi-familyandmixed-useconstructionprojectsorrenovations,aswellastheconstructionofnewhomesand additions

Providesupportduringprojectdevelopmentthroughplanreview,useregulation,inspectionandoccupancy phases

Assistwiththereviewofallapplicationsfor:

Rezoning

Siteplananddesignreviews

CommunityImpactStudies

Subdivisionplats,lotsplitsandlotcombinations

Historicpreservation

SpecialLandUsePermits

TemporaryUsePermits

AdministrativeApprovals

Temporaryandpermanentsignage

ProvidestaffassistancetoCityboardsandcommissionsincluding:

BoardofZoningAppeals

HousingBoardofAppeals

BoardofBuildingTrades

PlanningBoard

RegulateandupholdtheCitycodeandMichiganPropertyMaintenanceCodewithregardtothestandardsfor rentaldwellingunitsandrentalpropertymaintenance

Providecodeenforcementservicesfortheprevention,detection,andinvestigationofCityOrdinanceviolations thatinterferewiththeregulationofpublichealth,safetyandwelfare

WorkwithCityClerkandotherdepartmentstoexpeditereviewsandInitialMerchantLicenseinspectionsfor variousbusinesses,peddlersandvendors,preciousmetalsdealers,otherregulatedusesandoutdoordining

CoordinateandmanageprocessesinvolvedwithspecialeventsthroughoutthecitysuchasDreamCruise permittingandtentinspections

TheBuildingDepartmentcoordinatesinterdepartmentalplanreviewprocessesfornewconstructiontofacilitate aseamlesspermitapplicationprocedure.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

2.

1. FringeBenefits-Thedecreaseof$45,780,or8%,showsadecreaseinretireehealthcarecontributionsand hospitlizations.

3.

4.

5.

Salaries&Wages-Theincreaseof$81,800,or7%,relatestoscheduledwageincreasesforemployees underunioncontractandthree(3)monthsofatransitionalbuildinginspectorposition.

811.0000OtherContractualServices-Theincreaseof$88,410,or16%,relatestotheusageofthridparty contractservices.

942.0000ComputerEquipmentRental-Theincreaseof$9,010,or8%,reflectsanoverallincreaseof15% forcomputerequipmentrentalchargesandachangeincostallocation.

972.0000Furniture-Thebudgetof$50,000isforinspectorroomworkstationreplacements.

981.0100PublicImprovements-Thebudgetof$40,000isforthePlanReview/Inspectorroomrenovation ($15,000)andthesaferoomdoor(25,000). 6.

SignificantNotesto2025-2026PlannedAmounts

811.0000OtherContractualServices-Thedecreaseof$81,340,or13%,showsadecreaseintheusageof thirdpartycontractservices. 1.

3.

942.0000ComputerEquipmentRental-Theincreaseof$12,570,or10%,reflectsanoverallincreaseof 10%forcomputerequipmentrentalcharges.

2. 971.0100Machinery&Equipment-Thedecreaseof$5,500,or79%,representsthereturntoanormal budgetingamount.

972.0000Furniture-Thedecreaseof$50,000,or100%,depictsthecostofinspectorroomworkstations budgetedinthepriorfiscalyear. 4.

981.0100PublicImprovements-Thedecreaseof$40,000,or100%,showsthecostofrenovationsandthe saferoomdoorbudgetedinthepriorfiscalyear. 5.

SignificantNotesto2026-2027PlannedAmounts

942.0000ComputerEquipmentRental-Theincreaseof$13,830,or10%,reflectsanoverallincreaseof 10%forcomputerequipmentrentalcharges.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

UtilizethestrengthofourresourcestohelpensuretheeconomicsuccessoftheCityby developinginnovativemethodsofservicedelivery (Long-TermMunicipalGoals1a,2aand2b) * StrategicGoal:EfficientandEffectiveServices.

TohelpmaximizedevelopmentpotentialwithintheCitybyincreasingaccountability, transparencyandcommunicationwithdevelopers,permitapplicantsandholders,residents, businessownersandotherCitydepartments.

MEASURES

Streamlineplanreview processwith implementationof electronicplanreview processeswithincreased collaborationwithpermit applicantsandotherCity departments

Develop"Quick Enforcements"inthe enforcementmoduleto simplifycomplaint processing.

GOAL:

OBJECTIVE:

Toensureandmaintaintheaestheticcharmandcharacteristicsofourneighborhoodsand businessdistricts;andencouragecontinuedreinvestmentintheCitybypromotingcompliance withtheInternationalPropertyMaintenanceCode (Long-TermMunicipalGoals1a,1b,2a,2b, 3a,3b,4aand4b) *StrategicGoal:EfficientandEffectiveServices.

Supportthesuccessandgrowthofthecommunitybyfosteringacollaborativeapproachbetween staff,citizensandbusinessowners;performthoroughinspectionsofdwellingunitrental properties;regularinspectionsofvacantpropertiesandconstructionsites;conductgeneral patrolsofbothresidentialandcommericaldistricts;andrespondtocitizencomplaints.

MEASURES

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toensurethepublichealth,safetyandwelfareforpersonswholive,workorengageinrecreation withintheCityinafairandconsistentmannerwhileprovidingthehighestlevelofcustomer service(Long-TermMunicipalGoals1a,1b,2a,2band3b) *StrategicGoal:Efficientand EffectiveServices.

Topromotethestrengthofourneighborhoodsandbusinessdistrictsbyassistingthepublicinall aspectsoftheconstructionpermitprocess,provideaccurateplanreviewsandthoroughbuilding, electrical,mechanicalandplumbinginspections.

MEASURES

Engineering

AnnualBudget

DepartmentDescription

TheEngineeringDepartmentisresponsiblefornumerousactivitieswhichinclude:

Planning,designing,estimatingcostsof,writingspecificationsfor,supervising,inspecting,andadministering street,sewer,water,sidewalk,parking,andmiscellaneousconstructionprojectslocatedintheCityright-of-way andproperties.

DevelopsandadministerstheCity’sCapitalImprovementProgram(CIP)includingstreet,sewer,andwater projects.

Record keeping and maintaining City maps and miscellaneous historical documents pertaining to streets, sewers,andthewatersystem.

Issuepermitsandinspectssidewalks,driveapproaches,curbcuts,soilerosionandsedimentationcontrol, specialtreatments,streetobstructions,andstormwaterrunoff.

AdministrationoftheStormWaterOrdinance.

AssistingthePlanningandPoliceDepartmentswiththeoperationoftheMulti-ModalTransportationBoard, whichreviewsandprovidesdirectiononallupcomingCitystreetprojectsandtransportationrelatedspecial projects.

AssistingtheBuildingDepartmentwithplanreviewandpermittingofallprivatesiteplans,particularlyfocusing ongradingplans,aswellasallworkthatisplannedwithintheCityright-of-way,includingwaterandsewer connections,drivewayapproaches,andsidewalks.

TheCityEngineerisdesignatedasWaterSuperintendent. Assuch,theCityEngineerhasseveralresponsibilities underChapter114oftheCityCode. TheCityEngineeristheCity’srepresentativeontheBoardofDirectorsfor

theSoutheasternOaklandCountyWaterAuthority(SOCWA).

TheCityEngineerisalsodesignatedasStreetAdministratorand,assuch,isresponsibleforsupervisingactivities oftheCity’shighwayfundsandreportingthemtotheMichiganDepartmentofTransportation.

TheCityEngineerisdesignatedasthemedium-sizedcommunities’representativefortheOaklandCountyFederal AidCommittee. TheEngineeringDepartmentendeavorseachyeartosecurefederalfundingforroadrepairsand reconstructionastheybecomeavailable.

TheEngineeringDepartmentisresponsiblefortheconstructionandanalysisoftheCitysewersystemandtakes anactiverolewiththeOaklandCountyWaterResourceCommissioner’s(OCWRC)staffactivitiesasitpertainsto itsimpactonBirmingham’ssewersystemandSewerFund.

TheDepartmenthaswell-establishedprogramstocomplywithrulesissuedbytheStateofMichiganDepartmentof Environment,GreatLakesandEnergy(EGLE)andFederalCourttoreducepollutionbycontrollingpollution dischargesandenhancingstorm-waterquality.TheCityhastwodrainagedistrictswithintheCitylimits:Rouge RiverWatershedandClintonRiverWatershed. TheCityisinfullcompliancewithEGLE’sNationalPollution Discharge Elimination System (NPDES) requirements and has taken the initiative to go beyond these requirements.Inaddition,theCityinitiallyenteredintoavoluntary“GeneralPermit”encouragedbyEGLEand FederalCourt.SinceMarch2003,Birminghamandsurroundingcommunitiesarerequiredtomeettheprovisionsof themandated“PhaseIIStormWaterPermit.”TheEngineeringDepartmentistakingthelead,withthesupportof Cityresidents,toimprovethewaterqualityoftheRougeRiverandQuartonLake.Thisisbeingaccomplishedwith fundingassistancefromtheAllianceofRougeCommunities(ARC),ofwhichtheCityEngineeriscurrentlya Representative,andinconjunctionwithawatershedcooperativeeffortwiththeOCWRC’sofficeandfourteenother communitiesintheRougeRiverWatershed.

TheEngineeringDepartmentreportsstreetlightoutagestoDTEEnergy,respondstorequestsfromcitizensforthe installationofstreetlights,responsiblefororderingmaterialsforreplacementorrepairofCity’sstreetlighting,and schedulesupgradesandupdatestotheCity’sstreetlightingsystem.

TheEngineeringDepartmentalsoisresponsibleforotheractivities,suchasdealingwithfloodplainmatters,the QuartonDam,andsoilerosionandsedimentationcontrol.

DepartmentBudget

702.0000Salaries&Wages-Theincreaseof$61,720,or8%,showsanincreaseofovertimeforscheduled projectsandscheduledwageincreasesforemployeesunderunioncontract.

Theincreaseof$28,970,or8%,relatestoanincreaseinhospitilizationcostsand definedbenefitplancontributionsaccordingtotheCity'sactuary

811.0000OtherContractualServices-Thedecreaseof$111,722,or38%,showsthedecreaseinneedof thirdpartyengineeringservices.

942.0000ComputerEquipmentRental-Theincreaseof$5,880,or12%,depictstheoverall15%increase incomputerequipmentrentalchargesandachangeincostallocation.

Computer Equipment Rental - The increase of $5,580, or 10%, represents the overall 10% increaseincomputerequipmentrentalcharges.

942.0000ComputerEquipmentRental-Theincreaseof$6,140,or10%,representstheoverallincreaseof 10%incomputerequipmentrentalcharges.

PerformanceGoals,Objectives,andMeasure

GOAL:

OBJECTIVE:

Tocontinueinvestmentandreinvestmentininfrastructure,includingmaintainingandupgrade infrastructure to prepare for future climate conditions. (Long-Term Municipal Goals 1,4,5) * StrategicGoal:EnvironmentalSustainability

Replaceandrehabilitatepermanentpavementsinsufficientquantitiestomaintainexistingquality ofsystem,whileupgradingsewersincludingstormwater,andwatersystemneedswithinthe samestreetsegments.Replaceallexisting4inchwatermaininCityRight-of-Wayoreasement by2030.

GOAL:

OBJECTIVE:

Planandimplementleadwaterservicelinereplacementprogram. (Long-TermMunicipalGoals 1,2,3,4,5)*StrategicGoal:EfficientandEffectiveServices.

ProvideaCity-wideplanfortheremovalandreplacementofknownleadwaterservicelinesper the State of Michigan requirements (E.G.L.E.) and exceed the minimum requirement for replacement.

Conclude Programby 12/31/24

PerformanceGoals,Objectives,andMeasure

GOAL:

Finish implementation of long-term master plan to address all maintenance needs of public sewersandwatermainslocatedinbackyards. (Long-TermMunicipalGoals3,5)*StrategicGoal: EnvironmentalSustainability,andEfficientandEffectiveServices.

OBJECTIVE: Successfully work with impacted residents to realize important improvements to backyard systems.

MEASURES

EasementAcquisition/ Design Easement acquisitionand design Sewer LiningProgram on3blocks Review remaining waterservice disconnects. Easement acquisition backyard SewerLining Programon remaining3 blocks Conclude Easement Acquisition/ Design

Construction

Begin implementing backyardwater main abandonment andline remaining3 blocksof backyard sewers

Continuewith backyardwater main abandonment andconclude liningof remaining3 blocksof backyard sewers Conclude backyardwater main abandonment Perform Preventative Maintenance

SidewalkConstruction&Maintenance

AnnualBudget

DepartmentDescription

TheCityconductsanannualsidewalk-replacementprogram. Foreachprogram,theEngineeringDepartment surveystheconditionofexistingsidewalksinspecificprogramareastodeterminewhatneedsreplacement. Propertyownersarebilledfortheirshareofsidewalkreplacement. TheCentralBusinessDistrictisdividedinto four(4)areasandoneofthoseareasisincludedineachyear'sprogram. TherestoftheCityisdividedintoseven (7)programareasandtheprogramsaremovedfromoneareatothenext. ItistheEngineeringDepartment’sgoal totakeseven(7)yearstocompleteafullcycleoftheCity.

ServicesProvided

Annualsidewalk-replacementprogrambudgetedfor$650,000. Annualtripeliminationprogram(targetssectionsofsidewalkthatareonlyraised,notcrackedordamaged).

SignificantNotesto2024-2025BudgetAmounts

SignificantNotesto2025-2026PlannedAmounts

SignificantNotesto2026-2027PlannedAmounts

AlleyConstruction&Maintenance

AnnualBudget

DepartmentDescription

Thisactivityisusedtoaccountforthecostofmaintainingandimprovingpavedalleys.

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

981.0100PublicImprovements-Thebudgetamountof$40,000representsthenormalbudgetedcostsof alleymaintenance. 1.

FiberOpticSystem

AnnualBudget

DepartmentDescription

TheFiberOpticSystemactivityisusedtobudgetandaccountforallnewinfrastructureandmaintenanceofthe fiberopticsystemlocatedinthecenteroftheCentralBusinessDistrictasshownbelow:

DepartmentBudget

981.0100 Public Improvements - The decrease of $274,616, or 100%, shows the return to a normal budgetingamount.

DepartmentDescription

Thisactivityisusedtoaccountforthecostsofmaintainingandinstallingstreetlights,aswellastheutilitycostsfor streetlights.

DepartmentBudget

PublicServices-General

DepartmentDescription

TheprimaryresponsibilityoftheDepartmentofPublicServices(DPS)istheoperationandmaintenanceofcityownedinfrastructure,recreationalamenitiesandmunicipalgrounds. Personnelperformthesefunctionsacross severaldivisionsincluding:

ParksandForestry Streets,SewerandWater FleetServices

BirminghamIceSportsArena MunicipalGolfCourses

ThedepartmentalsoadministersandoverseesthesolidwastecontractwiththeSoutheasternOaklandCounty ResourceRecoveryAuthority(SOCRRA)andthedesignatedwastehauler,CarTrucking,Inc. Theexpenses involvedinmaintenanceofthewaterandsewersystems,thesolid-wastedisposalprogram,golfcoursesandthe equipmentpoolarecontainedintheWater-SupplySystemReceivingFund,theSewerFund,theSolid-Waste DisposalFund,theGolfCourseEnterpriseFundandtheEquipmentFundrespectively,andarenotreflectedinthe GeneralFundbudget.

ServicesProvidedbyParksandForestry|IceSportsArena|MunicipalGolfCourses

Operateandmaintaintwonine-holemunicipalgolfcourses Operateandmaintaintheicesportsarenacomplex

Maintain230acresofparklandandthegreeninfrastructureconsistingofover25,000streetandparktrees PlanandimplementcapitalimprovementprojectsinaccordancewithBirmingham’sParksandRecreation20182022MasterPlan

Serveasthestaffliaisontotheseven-memberParksandRecreationBoardtoobtaininputonprojectplanning andparksandrecreationofferings

ServeasthestaffliaisontotheMarthaBaldwinParkBoardtoprovideDPSinputspecifictoMarthaBaldwin Park

Other responsibilities include providing logistical support for special events, invasive species mitigation, nuisancepropertyabatement,installationoftheCity’sholidaydecorations,andseasonalflowerplanting,among others

ServicesProvidedbyStreets,SewerandWater|FleetServices

Responsibleforthemaintenanceandrepairofmorethan90milesofmajorandlocalstreets,aswellasthe City’swaterdistributionandsewagedisposalinfrastructure

TheFleetServicesdivisionrepairs,maintainsandregularlyevaluatesover250piecesofequipment,andhelps administerthedepartment’svehiclereplacementprogram

AdministertheCooperativeFuelPurchasingprogramforCityfuelpurchasesforalltanks

OverseeandbudgetforofallcitywidevehiclepurchasesasidentifiedintheVehicle/EquipmentReplacement Schedule

BecausethePublicServicesDepartmentbudgetsareinmultiplefunds,itcanbedifficulttoassesstheoverall costs for certain expenditures. Below are summarized expenditures which are common among several departmentsandfunds:

Inadditiontoworkingtowardcitywidegoals,theDepartmentofPublicServicesisguidedbyitsownstrategic goals,including:

TheintegrationofGIStechnologytoidentifyandinventorypublicassets

Theestablishmentofstandardizedworkflowprocessesanddigitalizedrecord-keeping

TheadoptionofappropriatetechnologiesandbestpracticesineveryDPSoperationalcategorytoachievecost efficiencies

Increasedengagementwiththepublicinrelationtospecialprojectsandstrategicplanning

Pursuitofbestpracticesthatsupportlong-termeconomicsustainabilityalongwithallrelatedimpacts

FullysupportingotherCitydepartmentsinachievingCity-widegoalsandobjectives

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

1.

743.0000UniformAllowance-Thedecreaseof$13,815or100%,showsthecostofstaffallowancefor uniforms.

2.

811.0000OtherContractualService-Theincreaseof$32,900,or52%,primarilyrepresentsthecostofthe mechanicsfloorrefinish.

3.

851.0000Telephone-Thedecreaseof$5,880,or11%,representsthedecreaseincostsforofphone contractcosts.

4.

920.0000ElectricUtility-Thedecreaseof$5,540,or24%,showsanoveralldecreaseinelectricutility usage.

5.

930.0500BuildingMaintenance-Theincreaseof$22,840,or73%,representsthepurchaseofcommercial overheaddoorsandtheNorthGarageheaterreplacementandretrofit.

6.

957.0100Training-Theincreaseof$15,320,or88%,reflectsthecostforOSHA,andothergrouptraining throughtheyear.

7.

957.0400Conferences&Workshops-Theincreaseof$7,100,or39%,relatestoseveralworkshopstobe attendedbyadditionalstaffmembers.

8.

971.0100Machinery&Equipment-Thedecreaseof$65,000,or100%,depictsthereturntoanormal budgetingamount.

977.0000Buildings-Thedecreaseof$13,545,or100%,reflectsthereturntoanormalbudgetingamount.

SignificantNotesto2025-2026PlannedAmounts

811.0000OtherContractualServices-Thedecreaseof$14,850,or15%,representsthecostofprojects budgetedinthepriorfiscalyear. 1.

2.

930.0500BuildingMaintenance-Thedecreaseof$18,080,or33%,depictsthecostofprojectsbudgetedin thepriorfiscalyear.

957.0100Training-Theincreaseof$10,520,or32%,showstheincreaseincostsfortrainingcitystaffand additionaltraining. 3.

SignificantNotesto2026-2027PlannedAmounts

811.0000 Other Contractual Services - The decrease of $11,940, or 15%, shows the costs for door replacementandinitialsoftwaresetupsfeesbudgetedintheprioryear 1.

930.0500BuildingMaintenance-Theincreaseof$10,000,or28%,representsthecostforfrontoffice carpetforthebuilding. 2.

PropertyMaintenance

DepartmentDescription

TheDepartmentofPublicServices(DPS)utilizesthisactivityforthelandscapemaintenanceofallCity-owned properties,suchas:TheMunicipalBuilding,BaldwinPublicLibrary,PublicServices’facility,Birminghamgateway areas,landscapebedsonmedianislandsandalongsidewalksintheCentralBusinessDistrict(CBD),landscaped areassurroundingparkinglotsandstructures,andalongroadwaysthroughoutthecity

Currently,theBirminghamShoppingDistrict(BSD)annuallypurchasestheplantmaterialforthehangingbaskets andplantersthroughoutthedowntowndistrict. TheBSDalsopaysforDPStomaintainthehangingbasketsand planters.

ServicesProvided

Plantingofover1,200flatsofflowersandover23,000tulipandotherspringbulbsinlandscapebedsatvarious facilitylocationsthroughoutthecommunity

Upkeepandbeautificationofgroundsonallfacilitiesandpropertiesincludedinthisactivity,withgreatattention todetail,utilizingbothDPSstaffandoutsidecontractors

TreeandshrubcareonCity-ownedproperty

Snow-removalfromCity-ownedproperty,abuttingsidewalksandparkinglots

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

1.

Salaries&Wages-Theincreaseof$113,850,or27%,reflectsthecostsassociatedtoachangeinthecost allocationforDPSstaff.

FringeBenefits-Theincreaseof$27,520,or8%,representsthecostsassociatedtoachangeinthecost allocationforDPSstaff. 2.

3.

729.0000OperatingSupplies-Theincreaseof$8,798,or9%,demonstratestheriseincostofoperating supplies.

922.0000WaterUtility-Thedecreaseof$15,690,or28%,showsananticipatedreductioninwaterusagefor thefiscalyear. 4.

5.

941.0000 EquipmentRental or Lease -The increase of $13,190, or 13%, depicts the rise in cost for equipmentrental/leasecharges.

SignificantNotesto2025-2026PlannedAmounts

1.

Salaries&Wages-Theincreaseof$22,150,or4%,reflectsthecostsfortheallocationofanewPark Operator.

3.

FringeBenefits-Theincreaseof$25,900,or7%,relatestoanincreaseinhospitalizationcostsandthe allocationofanewParkOperator. 2. 811.0000 Other Contractual Services - The decrease of $34,000, or 18%, represents the removal of landscapingandwateringvendorcontracts.

PerformanceGoals,Objectives,andMeasures

GOAL: ToenhancetheoverallaestheticandenvironmentalsustainabilityoftheCity,includingallCity property.(Long-TermMunicipalGoal4)*Strategicgoal:EnvironmentalSustainability

OBJECTIVE: Todevelopandapprovetechniques,methods,andstandardsinlandscapepracticesforproperty maintenanceandsustainability

MEASURES

walkablecommunityduring allfourseasons

properties

CemeteryManagement&Maintenance

DepartmentDescription

TheCityClerk’sDepartmentandtheDepartmentofPublicServices(DPS)utilizethisactivityforthemanagement andmaintenanceofGreenwoodCemetery.

DepartmentBudget

Weed/SnowEnforcement

AnnualBudget

DepartmentDescription

Thisactivityprovidesforthecostofmowinggrassandweedsonprivatepropertyandiceandsnowremovalfrom sidewalksandwalkwaysintheCity.

CityCodedefinestheprogram’sregulationsandpublishingrequirements. Chapter118ArticleIXSection118-66to Section118-68coversthegrassandnoxiousweedcontrolprogram. Propertyownersarerequiredtomaintain their property and ensure that weeds or grass do not exceed a height of eight inches. If a property is not maintainedasrequiredbytheordinance,stepsaretakentoensurethegrassandweedsaremowedorremoved. In2023sixty-six(66)propertieswerecutbytheCity.

ArticleVofChapter118,Section118-19addressvegetationencroachmentandtheresponsibilityofproperty ownerstokeeppublicpropertysuchassidewalksandroadwaysclearofvegetationencroachment. Again,steps aretakentoeducatepropertyownersandensuretheremovalofsuchvegetation.

ArticleIIISidewalksSection98-66toSection98-68referstosidewalksandwalkwaysrequiredtobeclearedand maintainedfromsnowandice. Itrequirestheowneroroccupantofeverylotandanybusinessestablishmentto cleariceandsnowfromadjacentsidewalks.

TheOrdinancesforboth“GrassandNoxiousWeeds”and“SidewalkClearing”areontheCity’swebsite

ServicesProvided

EnforcementofOrdinanceviolationsbyperformingthemowing,cuttingandortrimmingofpropertiesinviolation andsnowremovalofsidewalksofpropertiesinviolation

Followupofcomplaintsregardingenforcementneeds

Publiceducationtoincreaseawarenessandreduceamountofnecessaryenforcementrequirements

DepartmentBudget

PerformanceGoals,ObjectivesandMeasures

GOAL:

Toimprovepublicawarenessandthemaintenanceofvegetationonprivatepropertyasrequired bytheCityCodewhereprivatepropertyownershavefailedtodoso,atrateswhichcoverthe costoftheservice.(Long-TermMunicipalGoals3,4)*StrategicGoal:EnvironmentalSustainability.

OBJECTIVE: To educate the public and reduce enforcement of the weeds and sidewalk encroachment ordinanceduringthegrowingseason.

MEASURES

PerformanceGoals,ObjectivesandMeasures

GOAL:

To improve public awareness and the maintenance of sidewalk clearance of snow and ice throughouttheCityasrequiredbytheCityCodewhereprivatepropertyownershavefailedtodo so,atrateswhichcoverthecostoftheservice. (Long-TermMunicipalGoal4)*StrategicGoal: EngagedandConnectedCommunityandEfficientandEffectiveServices.

OBJECTIVE: Toeducatethepublicandreduceenforcementofthesnowandiceremovalordinanceduringthe winterseason.

MEASURES

HealthandWelfare

DepartmentDescription

Thisactivityprovidesfortheadministrationofcontractswithexternalagenciestoprovideforthehealthandwelfare oftheresidentsoftheCityofBirmingham.

ServicesProvided

Birmingham/BloomfieldCommunityCoalition$3,000

BirminghamYouthAssistance$18,000

CommonGround$1,500

MentalHealthCo-Responder$57,400+$10,000

NEXT–SeniorServicesCenter$126,640

MichiganIndigentDefenseFund$7,050

DepartmentBudget

CityofBirmingham,Michigan 2024-2025ApprovedBudget

AnnualBudget

DepartmentDescription

ThePlanningDepartmentisadivisionoftheCommunityDevelopmentoffice,whichhousestheofficesofthe Building,Planning,andEngineeringDepartments.ThePlanningteamconsistsofthePlanningDirector,Urban Planners,andAdministrativeAssistantswhoareresponsibleforassistingcitizensanddevelopmentteamswithall aspectsoftheirdevelopmentneeds.Thisincludesreviewingallplanssubmittedregardingthedevelopmentof propertylocatedwithintheCityofBirmingham,assistingwiththeapplicationprocessforamultitudeofprocesses including (but not limited to) site plan review, rezoning amendments, subdivision plats, lot splits, historic preservation,sustainability,SpecialLandUsePermits,andsignage.Planningisresponsibleforadministeringand maintainingtheBirminghamZoningCode,comprehansivemasterplan,andtheOfficialZoningMap,aswellas coordinatingspecialprojectsanddisseminatinginformationtothepublicregardingtheseprojects.

ServicesProvidedbythePlanningDivision

Meetwithresidents,developers,architects,builders,tenantsand/orpropertyownerstodiscusspotentialnew commercial, multi-family and mixed-use construction projects or renovations, as well as the renovation or alterationofallhistoricproperties.

ReviewandevaluatePlanningDivisionapplicationsincludingRezoning,Preliminary/FinalSitePlan,Community ImpactStudy,Combination/DivisionofPlattedLots,DesignReview,SpecialLandUsePermit,TemporaryUse Permit,AdministrativeApproval,AdministrativeSignApproval,WallArt,andFilmPermits.

ReviewandevaluateBuildingDivisionapplicationsforincludingBuildingPermits,SignPermits,Mechanical Permits,Interior/ExteriorRenovationPermits,TenantBuildoutPermits,andotherpermits. ProvideinspectionsforalldevelopmentprojectsandenforcementoftheZoningOrdinance.

Administer and implement all planning-related documents and policies, including (but not limited to) the following:

TheBirminghamPlan2040

BirminghamZoningOrdinance

OfficialZoningMap

BirminghamCodeofOrdinances

EtonRoadCorridorPlan

TriangleDistrictUrbanDesignPlan

Multi-ModalTransportationPlan

Wayfinding&SignageDesignProgram

ActivatingUrbanSpace:AStrategyforAlleys&Passages

Designanddevelopmasterplans,conductpublicengagement,andgenerateeducationalmaterialsforpublic consumption.

PreparerevisionstotheZoningOrdinance,SignOrdinance,HistoricDistrictOrdinances,andotherrelated codesandordinances.

Conductstudiesandformulatereportsrelatingto:

Zoning

Landuse

Subdivisionofland

Population/Demographics

Housing

Parking

History

Urbandesign

Sustainability

Transportation/Transit

OtherinformationpertinenttoCity-widedevelopmentconcerns

ProvidestaffassistancetoCityboardsandcommissions,including(butnotlimitedto):

CityCommission

PlanningBoard

HistoricDistrictCommission

HistoricDistrictStudyCommittee

DesignReviewBoard

EnvironmentalSustainabilityCommittee

Wayfinding&BrandingCommittee

BrownfieldRedevelopmentAuthority

Parks&RecreationBoard

CorridorImprovementAuthority

BoardofZoningAppeals

MultiModalTransportationBoard

PublicArtsBoard

ArchitecturalReviewCommittee

BoardofZoningAppeals

DraftpoliciesdesignedtoguidethefuturedevelopmentoftheCityofBirmingham. RepresentBirminghaminregionalplanningeffortswithneighboringmunicipalitiesandregionalpartners.

DepartmentBudget

811.0000-OTHERCONTRACTUALSERVICE

SignificantNotesto2024-2025BudgetAmounts

811.0000OtherContractualServices-Thedecreaseof$42,937,or49%,representsthedeclineinuseof thirdpartyservices.

825.0100MasterPlanImplementation-Theincreaseof$13,000,or65%,showsthecostsofbikefacilities ($10,000)andhistoricplaques($3,000).

901.0000Printing&Publishing-Theincreaseof$6,000,or60%,reflectstheriseincostsforlegaladsand postcards. 3.

942.0000ComputerEquipmentRental-Theincreaseof$13,050,or47%,showstheoverallincreaseof 15%forcomputerequipmentrentalchargesandachangeincostallocation. 4. 981.0100PublicImprovements-Thebudgetof$30,000representsthebudgetforwayfindingthroughthe City. 5.

SignificantNotesto2025-2026PlannedAmounts

981.0100PublicImprovements-Thebudgetof$50,000representsthebudgetforwayfindingthroughthe City.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

TofacilitatecitizeninvolvementinthedevelopmentprocessandtoimplementCitypoliciesand regulationseffectively.(Long-TermMunicipalGoals:1,2,3,4)*StrategicGoals:Engagedand ConnectedCommunity;EfficientandEffectiveServices

ToprovidehighqualityprofessionalguidanceandtechnicalassistancetotheCityManager,City Commission,CityBoards/Commissions,neighborhoods,propertyowners,residents,and businesses.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toimprovethecharacterofthebuiltenvironmentbypreservingandenhancingthearchitectural, culturalandhistoriccharacterofBirmingham. (Long-TermMunicipalGoals3,4,5)*Strategic Goals:EngagedandConnectedCommunity;EnvironmentalSustainability

Toreviewandimplementpublicandprivateinitiativestoensuretheoverallenhancementofthe aestheticenvironmentoftheCity.

MEASURES

PerformanceGoals,Objectives,andMeasures

GOAL:

Toverifythroughtheplanandpermitprocessesthatplans,specificationsandengineering calculationsmeettherequirementsoftheCity'sadoptedbuildingcodes,zoningordinance, masterplan,andotheradoptedregulations. (Long-TermMunicipalGoals2,3,and4)*Strategic Goals:EngagedandConnectedCommunity;EnvironmentalSustainability

OBJECTIVE: Toprocessapplications,inconjunctionwiththeEngineering,PublicServices,Fire,andPolice Departments.

PerformanceGoals,Objectives,andMeasures

GOAL:

Toencourageadiverseandviablecommunitybyrecognizingthecommoninterestsofthe businessandresidentialcommunities. (Long-TermMunicipalGoals1,3,4,5)*StrategicGoals: EngagedandConnectedCommunity,EnvironmentalSustainability,EfficientandEfficient Services

OBJECTIVE: TopromoteandplanforsustainableandresponsibledevelopmentthroughouttheCitytoensure propertyvaluesremainstrong.

MEASURES

CityofBirmingham,Michigan 2024-2025ApprovedBudget

ParksandRecreation

AnnualBudget

DepartmentDescription

TheDepartmentofPublicServices(DPS)isresponsibleforthemaintenanceoftwentysix(26)parksincluding highlyactiveparkssuchasBoothPark,BarnumPark,andShainParkand14-acreQuartonLakeinadditionto passive-recreation areas along the Rouge River Trail Corridor and a nature preserve at Manor Park. DPS maintainsacurrent5-yearParksandRecreationMasterPlanandplansforcapitalprojectsandparkimprovements usingtheParksandRecreationMasterPlanasaguide.

ServicesProvided

Maintenanceoffourteen(14)asphalt-surfacedtenniscourts

Maintenanceofsix(6)asphalt-surfacepicklelballcourts

Playgroundmaintenanceandsafetyinspection(fourteen(14)playgrounds)

Regulargroomingandmaintenanceofbaseballandsoftballdiamonds,servingLittleLeague,girls’softball,and seniors’softball

Soccerandopenfieldmaintenance

UpkeepofaskateparklocatedinKenningPark

TherentalandupkeepofadevelopedpicnicareaandparkshelteratSpringdalePark

Thesalesofresidentandnon-residentannualdogparkpasses,andcareofthe.85-acredogparklocatedatthe LincolnHillsGolfCourse

SeasonalsetupandmaintenanceofanoutdooricerinklocatedatBarnumPark

Treetrimmingandremoval,andtreeplantingutilizingbothCitystaffandoutsidecontractorsinCityparks

LawnandgroundscareutilizingbothCitystaffandoutsidecontractorsatallCityparks

UpkeepofseveralmilesoftrailsalongtheRougeRiverCorridorandaroundQuartonLake RemovalofinvasivespeciesalongtheRougeRiverCorridorandonParkProperty

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

Salaries & Wages -The increase of $118,050, or 40%, represents the cost for two (2) part-time Park Rangers,anupgradeofaposition,andachangeinthecostallocationsforDPS.

FringeBenefits-Theincreaseof$52,630,or28%,relatestonewpositionsandariseinhospitalization costs.

3. 935.0300QuartonLakeMaintenance -Thedecreaseof$24,980,or21%,representsthedecreasein anticipatedneedformaintenance. 4.

5.

729.0000OperatingSupplies-Theincreaseof$138,217,or80%,primarilyrelatestothecostofrecycling containersandsitefurnishingsintheparks.

981.0100PublicImprovements-Thebudgetof$75,000isforsitefurnishingsandsoundbarriersatthe pickleballcourts.

SignificantNotesto2025-2026PlannedAmounts

FringeBenefits-Theincreaseof$16,800,or7%,relatesprimarilytotherisingcostsofhospitalization.

2.

1. 729.0000 Operating Supplies - The decrease of $116,720, or 38%, depicts the amounts for recycling containersandsitefurnishingsbudgetedinthepriorfiscalyear

4.

3. 981.0100 Public Improvements - The decrease of $75,000, or 100%, shows the return to a normal budgetingamount.

811.0000OtherContractualServices-Thedecreaseof$70,000,or14%,relatestothecostofparksigns withnewlogo,andareductioninlandscapingcontracts.

SignificantNotesto2026-2027PlannedAmounts

1. PerformanceGoals,Objectives,andMeasures

811.0000OtherContractualServices-Thedecreaseof$48,000,or11%,relatestothecostofparksigns withnewlogo,andareductioninpaintingcontracts.

GOAL:

Implement improvements for Parks and Recreation using Parks and Recreation Bond Issue funds,Grants,PrivateDonationsandcontributionsfromtheGeneralFund.Allimprovementsshall be budgeted and approved accordingly based on priority. (Long-Term Municipal Goal 4) * StrategicGoal:EngagedandConnectedCommunityandEnvironmentalSustainability

OBJECTIVE: To: 1)provideahighlevelofservicetobothinternalandexternalusers;2)streamlineprocesses toeliminateduplicationofeffortsandredundancy;3)maintainadequateinternalcontrols;4) improveaccesstomissioncriticalinformation.

IceSportsArena

AnnualBudget

DepartmentDescription

TheBirminghamIceSportsArenaislocatedat2300E.LincolnontheKenningParkproperty. Themissionofthe IceSportsArenaistoprovideresidentsandtheregionalcommunityanoutstandingfacilityprovidingtop-notch recreationprogramsontheice. Thearenawillbeservingthecommunityonayear-roundbasis.

Theindoorarenacontainsaregulationsizedicerinkwithbleacherseating,asmallerstudioarenaforlessonsand skatingparties,astudiopartyroomandaconferenceroomforrentwithinthecomplex. Inaddition,theParksand Recreationoperationislocatedinthefacilityoffice.

The approval of the Parks and Recreation Bond in 2020 allowed for the advancement of the ice arena renovation/additionprojectthatwascompletedNovember,2021. Capitalimprovementsincludedcriticalupgrades for a new refrigeration/mechanical system along with accessibility enhancements for example; locker room expansion,addingadditionallockerroomsandofficialrooms,newobservationareaandmeetingroomspace alongwithconcessionareaupgrades.

ServicesProvided

AfullmenuofprogramsforiceskatingandhockeyareprovidedattheBirminghamIceSportsArena. Whether youareabeginnerlookingforopenpublicskatingoranadvancedfigureskaterorhockeyplayer,programsare availableforallages.

TheBirminghamIceArenaisthehomeforthefollowingclubs: BirminghamHockeyAssociation,Birmingham UnitedHighSchoolVarsityandJVteams,FigureSkatingClubofBirminghamandBirminghamSeniorHockey League.

Openpublicskating:timesareavailabledailythroughouttheyearforskatersofallages.

TheArenahostsvariouseventsandhockeytournaments.

TheLearnToSkateprogramoffersawiderangeofclassestosuiteveryone’sneedsfromagesthreetoadult. Theprogramisaplacetolearnbasicskatingskillsandisastepping-stoneforhockeyaswellasfreestyle, synchronized,andrecreationalskating.

Theannualiceshowisacrowdpleaser,providingfriendsandfamiliesachancetoseeyoungskatersshowoff theirskills.

Afull-serviceconcessionstandwithaseating/viewingarea.

Foracompletelistingofofferings,pleasegototheCity’swebsite: www.bhamgov.org/icearena

DepartmentBudget

SignificantNotesto2024-2025BudgetAmounts

2.

1. FringeBenefits-Theincreaseof$59,520,or64%,relatestothecostofafull-timepositionaddedtostaff,as wellasachangeinthecostallocationforDPSstaff.

Salaries&Wages-Theincreaseof$119,130,or49%,showsthecostofafull-timepositionaddedtostaff, aswellasachangeinthecostallocationforDPSstaff.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toprovideaplaceforthoseengagedinicesportstodeliverqualityprogrammingwherethe benefitsofsportsinvolvementarerealized. Providingaccessible,enjoyablecommunityfacility thatcontributestothewell-beingofindividualsandfamiliesutilizingtheCityofBirminghamIce SportsArena. (Long-TermMunicipalGoal4)*StrategicGoal:EfficientandEffectiveServicesand EngageandConnectedCommunity.

Todevelopandimproverecreationalice-skatingprogramsforyouth,adultsandgroupsandto provideyear-roundseasoniceforhockeycampsandfigureskatingorspecialeventsandto coordinatepublicandprivaterecreationprogramstoreachthecommunitybetter.

MEASURES

IceContracts:Contracted Iceisalargepartof BirminghamIceSports Arenausage.The participantscontractingice includeFSCB(memebers ofthefigureskatingclub), BU(membersofthe BirminghamJV/Varsity HockeyTeams)and additionalicecontractors.

OpenSkateParticipants:All agesandabilities

LearnToSkateParticipants: Varietyofclassesavailable. Ages3andup.

Thanksgiving3on3Hockey Tournament:Basedonthe numberofteams participating.Thisreplaces thepastThanksgiving tournamentthatwasheld.

SummerProgramming: MainArenaContractIce, LTSlessons,OpenSkatein theSummerMonths

CommunityActivities

AnnualBudget

DepartmentDescription

TheDepartmentofPublicServices(DPS)usesthisactivitytosupportservicesforspecialeventsinShainPark andtheCentralBusinessDistrict(CBD),placementofUnitedStatesflagsintheCBDonseven(7)occasions duringtheyear,andthewinterholiday-decorationprogram.

ServicesProvided

Placementofapproximately220UnitedStatesflagsonthestreetsintheCBDonthefollowingoccasions: GovernmentDay,MemorialDay,FlagDay,FourthofJuly,CitizenshipDayofConstitutionWeek,VeteransDay, andPatriotDay. FlagstobeplacedonthestreetsduringothercommemorationsasdirectedbytheCity Commission.

Decorationofover370treesintheCBDandShainParkwithLEDlightsaspartoftheHolidayLighting Program.

Preparatorywork,supportservices,andclean-upworkasrequestedorneededincivic,ChamberofCommerce and PrincipalShoppingDistrictactivitiessuchas“DayontheTown”,“BirminghamCruiseEvent”,andWinter Markt”,“TheVillageFair”,and“ArtinthePark”.

TheCityalsousesthisactivitytosupportservicesforotherspecialeventsthroughouttheCity

ServicesProvided

CelebrateBirminghamParade

SisterCityProgram

MemorialDayProgram

PublicArts

CulturalCouncil

DepartmentBudget

SignificantNotesto2024-2025Budget

-Theincreaseof$55,960or39%,reflectsachangeintheallocationcostsforDPSstaff.

Theincreaseof$26,720,or28%,showsthechangeintheallocationcostsforDPSstaff.

Thedecreaseof$32,140,or47%,depicts2022-2023encumbrancesrolling overinto2023-2024forpurchasingholidaylights.

PublicArts - The increase of $7,500, or 22%, relates to an increase in the cultural council insurance.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toprovidesupportservicesandappropriatecommemorativedecorationsforculturalactivities andnationalholidays. (Long-Term Municipal Goal 4) *Strategic Goal: Engaged and Connected Community.

To provide appropriate community recognition for local cultural events and commemorative decorations for national holidays. Improve the operating effectiveness and efficiency of the holidaylightsprogramaspartofacollaborativeeffortwiththeBSD.

MEASURES

AllenHouse

AnnualBudget

DepartmentDescription

TheBirminghamMuseumiscomposedofthecity-ownedhistoricAllenandHunterHousepropertiesonanearly four-acre park site. The museum is a community resource whose purpose is to preserve and interpret Birmingham’s history and culture. It accomplishes this by acquiring, maintaining, and exhibiting a permanent collectionofartifactsanddocumentsaswellasthehistoricbuildingsandgrounds.TheBirminghamMuseum operationsandactivitiesareguidedbyaregularlyreviewedandupdatedstrategicplan.

ServicesProvided

Careandstorageofpermanentcollection,includingdigitizationofarchivesandphysicalcareofobjectsand artifacts.

Exhibitionsofmaterialsandinterpretivecontentonandoffsiteandinvirtualenvironments. Ongoingeducationalsocialmediaengagement. Educationalprogramsforadultsandchildrenonandoffsite. Annualschooltoursincoordinationwithrequiredschoolcurriculumobjectives.

Guidedandself-guidedinterpretivetoursofonandoffsitehistoricresourcesinthecity,includingGreenwood Cemetery.

Maintenanceandrestorationofthe1822JohnWestHunterHouseand1926AllenHouse. Researchservicesforcitystaffandadministration. Researchservicesforresidentsandbusinesses.

ImplementPondZonelandscapeenhancements.

ImplementonlineaccesstomuseumcollectionsandGreenwoodCemeterydatabaseforpublicandcityclerk’s officeuse.

DepartmentBudget

-Theincreaseof$7,820,or15%,relatestoariseinhospitalizationcosts.

811.0000OtherContractualServices-Thedecreaseof$73,860,or48%,isduetothelandscapingproject budgetedinthepriorfiscalyear.

930.0500BuildingMaintenance-Thebudgetof$13,600representsthecostforcarpetingforthemain stairway,watertankheaterreplacement,andgeneralmaintenance. 3. 942.0000ComputerEquipmentRental-Theincreaseof$6,320,or15%,showstheoverallincreaseof15% incomputerequipmentrentalchargesandachangeincostallocation. 4. 981.0100PublicImprovements- Thebudgetof$46,450isforPhaseIIIADABarrier-FreeBoardwalkand Pathwaysproject. 5.

SignificantNotesto2025-2026PlannedAmounts

2.

1. 930.0500 - Building Maintenance - The decrease of $10,600, or 78%, shows the return to a normal budgetingamount.

3.

811.0000OtherContractualServices-Thedecreaseof$57,420,71%,reflectsthenewfurnace,fence replacement,balconyandnorthporchroofrepairs,plasterrepairandmini-splitsystemintheserverroom beingcompletedinthepriorfiscalyear.

981.0100PublicImprovements-Thedecreaseof$46,450,or100%,representsthePhaseIIIADAproject budgetedintheprioryear.

SignificantNotesto2026-2027PlannedAmounts

811.0000OtherContractualServices-Thedecreaseof$57,420,or71%,showsthereturntoanormal budgetingamount.

1. 942.0000ComputerEquipmentRental-Theincreaseof$5,440,or10%,showstheoverallincreaseof10% forcomputerequipmentrentalcharges.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toadministerthegroundsandhistoricassetsasavitallocalculturalresourceandprovide accessforthebenefitofthepublic. (Long-TermMunicipalGoals1a,1b,2a,2b,3a,4a,4b,and 5)*StrategicGoal:EngagedandConnectedCommunityandEnvironmentalSustainability

TorevisetheBirminghamMuseumStrategicPlan:1)preserve,maintainandimprovemuseum andparkassetsforenhancedaccesstoserveadiverseaudiencephysicallyandvirtually;2) develop a comprehensive plan to engage with and educate the public; 3) incorporate sustainabilityobjectivesinoperationsandpreservationefforts.

MEASURES

Physicalattendanceand utilization(AllenHouse, HunterHouse,park); events;andvisitorservices1

Publicoutreachfigures,offsiteexhibits,events,and programattendance2

Publicengagementfigures viaelectronicmedia,e.g., socialmedia,website, onlinecontent,video,and virtualexhibits3

Publiccontactfiguresvia traditionalmedia(printand electronic)throughongoing articles,pressreleases, newsletters,booklets,and otherpromotion4

2021-2024StrategicPlan implementationofobjectives 1),2),and3)above 70% Complete 2025-2028StrategicPlan implementationofobjectives 1),2),and3)above

Review/revise StrategicPlan for25-28

1Includesparkuseandmuseumsitevisits,grouptours,andGreenwoodcemeteryandhistoricwalkingtours,andresearchinquiries.

2Collaborative/grantprograms/exhibits/outreachsuchasUGRRproject; museumstaffeducationalprograms(virtualandinperson);andoff-sitemuseumdisplaysandeventsandtheirvirtualimpact.

3IncreaseinsocialmediaengagementfollowingUGRRandGreenwoodCemeterycontentin22/23andadditionofpodcastin23/24tosuccessfulFacebookandInstagrampresence,butlevelingoffdueto decreaseinactiveuseofTwitterbeginning2023.

4IncreaseattributedtohighervisibilityandpublicinterestinlocalBlack/UGRRhistory,diversity,andGreenwoodCemetery.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toestablishandenhancephysicalandelectronicaccesstohistoricalandarchivalrecords, enhancethecollectionanditsutilization,andcontinuetodevelopandmaintaindigitizedcontent inaccordancewithacceptedmuseumstandards. (Long-Term Municipal Goals 1a, 1b, 2a, 2b)*StrategicGoal:EfficientandEffectiveServicesandEnvironmentalSustainability

To:1)catalogueanddigitizecollectioncontentsandrecordspernationallyacceptedstandards with improved efficiency and accuracy to preserve and provide sustainable access; 2) assessment,storage,andmaintenanceofexistingcollectionspernationally-acceptedmuseum standards for collection preservation and sustainability through efficient technology; and 4) provideresearchforcollectionandexhibitionmaterialsandmakecontentvirtuallyaccessibleto thepublicusingsustainabledigitalcontent.

MEASURES

Totalnumberofresearch inquiries,information requests,andutilized collectionitemsviaonline contact,phone,walk-in, objectloans,socialmedia inquiries,andformal researchrequests2

1OnlinecollectionaccessincludesmuseumwebsiteandmuseumcollectionscontentsharedwithBaldwinPublicLibrary,BloomfieldTownshipLibrary,andtheOaklandCountyHistoricalResourcesLibrary; increasefor24/25reflectsacquisitonofGreenwoodCemeteryFindAGravedigitalgravefilesnowundermanagementatthemuseum.

2Onlinecontentandaccessisexpectedtoincreasewithonlinedigitalmaterialsandcollections(e.g.,yearbooksonline),throughgrant-fundedUGRRinteractivewebmap,andthroughpublicaccessto museum-managedFindAGraveonlinematerials.

HunterHouse

AnnualBudget

DepartmentDescription

TheBirminghamMuseumiscomposedofthecity-ownedhistoricAllenandHunterHousepropertiesonanearly four-acre park site. The museum is a community resource whose purpose is to preserve and interpret Birmingham’s history and culture. It accomplishes this by acquiring, maintaining, and exhibiting a permanent collectionofartifactsanddocumentsaswellasthehistoricbuildingsandgrounds.TheBirminghamMuseum operationsandactivitiesareguidedbyaregularlyreviewedandupdatedstrategicplan.

ServicesProvided

Careandstorageofpermanentcollection,includingdigitizationofarchivesandphysicalcareofobjectsand artifacts.

Exhibitionsofmaterialsandinterpretivecontentonandoffsiteandinvirtualenvironments. Ongoingeducationalsocialmediaengagement. Educationalprogramsforadultsandchildrenonandoffsite.

Annualschooltoursincoordinationwithrequiredschoolcurriculumobjectives. Guidedandself-guidedinterpretivetoursofonandoffsitehistoricresourcesinthecity,includingGreenwood Cemetery.

Maintenanceandrestorationofthe1822JohnWestHunterHouseand1926AllenHouse.

Researchservicesforcitystaffandadministration. Researchservicesforresidentsandbusinesses.

NewProjects

ImplementPondZonelandscapeenhancements.

ImplementonlineaccesstomuseumcollectionsandGreenwoodCemeterydatabaseforpublicandcityclerk’s officeuse.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toadministerthegroundsandhistoricassetsasavitallocalculturalresourceandprovide accessforthebenefitofthepublic. (Long-TermMunicipalGoals1a,1b,2a,2b,3a,4a,4b,and 5)*StrategicGoal:EngagedandConnectedCommunityandEnvironmentalSustainability

TorevisetheBirminghamMuseumStrategicPlan:1)preserve,maintainandimprovemuseum andparkassetsforenhancedaccesstoserveadiverseaudiencephysicallyandvirtually;2) develop a comprehensive plan to engage with and educate the public; 3) incorporate sustainabilityobjectivesinoperationsandpreservationefforts.

MEASURES

Physicalattendanceand utilization(AllenHouse, HunterHouse,park); events;andvisitorservices1

Publicoutreachfigures,offsiteexhibits,events,and programattendance2

Publicengagementfigures viaelectronicmedia,e.g., socialmedia,website, onlinecontent,video,and virtualexhibits3

Publiccontactfiguresvia traditionalmedia(printand electronic)throughongoing articles,pressreleases, newsletters,booklets,and otherpromotion4

2021-2024StrategicPlan implementationofobjectives 1),2),and3)above

2025-2028StrategicPlan implementationofobjectives 1),2),and3)above

Review/revise StrategicPlan for25-28

1Includesparkuseandmuseumsitevisits,grouptours,andGreenwoodcemeteryandhistoricwalkingtours,andresearchinquiries.

2Collaborative/grantprograms/exhibits/outreachsuchasUGRRproject; museumstaffeducationalprograms(virtualandinperson);andoff-sitemuseumdisplaysandeventsandtheirvirtualimpact.

3IncreaseinsocialmediaengagementfollowingUGRRandGreenwoodCemeterycontentin22/23andadditionofpodcastin23/24tosuccessfulFacebookandInstagrampresence,butlevelingoffdueto decreaseinactiveuseofTwitterbeginning2023.

4IncreaseattributedtohighervisibilityandpublicinterestinlocalBlack/UGRRhistory,diversity,andGreenwoodCemetery.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Toestablishandenhancephysicalandelectronicaccesstohistoricalandarchivalrecords, enhancethecollectionanditsutilization,andcontinuetodevelopandmaintaindigitizedcontent inaccordancewithacceptedmuseumstandards. (Long-Term Municipal Goals 1a, 1b, 2a, 2b)*StrategicGoal:EfficientandEffectiveServicesandEnvironmentalSustainability

To:1)catalogueanddigitizecollectioncontentsandrecordspernationallyacceptedstandards with improved efficiency and accuracy to preserve and provide sustainable access; 2) assessment,storage,andmaintenanceofexistingcollectionspernationally-acceptedmuseum standards for collection preservation and sustainability through efficient technology; and 4) provideresearchforcollectionandexhibitionmaterialsandmakecontentvirtuallyaccessibleto thepublicusingsustainabledigitalcontent.

MEASURES

Totalnumberofresearch inquiries,information requests,andutilized collectionitemsviaonline contact,phone,walk-in, objectloans,socialmedia inquiries,andformal researchrequests2

1OnlinecollectionaccessincludesmuseumwebsiteandmuseumcollectionscontentsharedwithBaldwinPublicLibrary,BloomfieldTownshipLibrary,andtheOaklandCountyHistoricalResourcesLibrary; increasefor24/25reflectsacquisitonofGreenwoodCemeteryFindAGravedigitalgravefilesnowundermanagementatthemuseum.

2Onlinecontentandaccessisexpectedtoincreasewithonlinedigitalmaterialsandcollections(e.g.,yearbooksonline),throughgrant-fundedUGRRinteractivewebmap,andthroughpublicaccessto museum-managedFindAGraveonlinematerials.

TransfersOut

DepartmentSummary

ThisactivityaccountsforGeneralFundtransferstootherCityfundsandorganizations. Inthe2024-2025fiscal year,itaccountsforthefollowing:

TransfertoStreetFunds–TheGeneralFundmakesupthedifferencebetweenrevenuesreceivedprimarily fromthestateandexpendituresrequiredfromtheMajorandLocalStreetFunds.

TransfertoCapitalProjects–ThisaccountisusedtorecordappropriationstotheCapitalProjectsFundfor capitalimprovements.

DepartmentBudget

995.4030-TRANSFERTOCAPITALPROJECTS

CityofBirmingham,Michigan 2024-2025ApprovedBudget

SpecialRevenueFunds

AnnualBudget

SpecialRevenueFundsareusedtoaccountfortheproceedsofspecificrevenuesources(otherthanexpendable trustsormajorcapitalprojects)thatarelegallyrestrictedtoexpendituresforspecificpurposes.

SpecialRevenueFunds-RevenueSummary

SpecialRevenueFunds-Expenditure Summary

MajorStreetFund

FundDescription

TheMajorStreetFundisusedtoaccountforconstruction,maintenanceandotherauthorizedoperationspertaining toallstreetsclassifiedas“MajorStreets”withintheCityofBirmingham. MajorStreetsaredesignatedbytheState HighwayCommissionundertheprovisionsofAct51,PublicAct(P.A.)1951,asamended.

TheDepartmentofEngineeringandPublicServicesareresponsibleforthemaintenance,resurfacingandpaving ofapproximatelytwentytwo(22)milesofmajorstreets. Streetmaintenanceincludes:repairofpotholes;crack sealing;cleaningofcatchbasins;pulverizingandcape-sealingprogramsforoil-matstreets;mowingofrights-ofway;snowandicecontrol;careofCitytreesalongstreetrights-of-way;andbridgemaintenanceandrepair. The Police Department is responsible for traffic services and coordinates the replacement of signs, signals and pavementmarkings. ThePoliceDepartment,inconjunctionwiththeMulti-ModalTransportationBoard(MMTB), assistsintheevaluationoftraffic-flowpatternswithintheCity.

FundOverview

BelowisanoverviewofthebudgetfortheMajorStreetFund. Detailsandassumptionsconcerningrevenueand expendituresarealsodiscussedinthissummary.

Belowisacomparisonofthebudgetendingfundbalancesascomparedtothe5-yearforecastaspresentedatthe LongRangePlanningMeetinginJanuary2024.

Theapprovedbudget'sfundbalancefor2024-2025islowerthanthe5-yearforecastbyapproximately$1.8Masa resultofhigherthananticipatedconstructioncosts. Thistrendcontinuesinfiscalyears2025-2026and2026-2027 wherefundbalancesarenowprojectedtobe$1.2Mand$1.7Mlessthanthe5-yearforecast. The5-yearforecast wasbasedonthecapitalimprovementplancostsincludedinthecurrentfiscalyearbudgetdocument. However, throughoutthecurrentfiscalyearasprojectswerebid,itbecameevidentthattheestimatesusedinthecurrent capitalimprovementplanwerenotrepresentativeofcurrentmarketprices. Asaresult,theCityEngineerreestimated the remaining projects in the capital improvement plan using recent bid items which resulted in significantlyhigherprojectcosts.

RevenueAssumptions

TheMajorStreetFundderivesrevenuesprimarilyfromoperatingtransfersfromtheGeneralFundandgas-and weight-taxdistributionsfromthestate. Theprocesstoestimategas-andweight-taxrevenuesforthebudget assumestheAct51fundingformulacurrentlyineffectandestimatesfromtheStateofMichigan. Gas-andweighttaxrevenuesforfiscalyear2024-2025areestimatedtobeslightlyhigher. Forfiscalyears2024-2025through 2026-2027,theCityisanticipatingreceivingstategrantsforthefollowingprojects: 2024-2025E.MapleRoad Rehabilitation$626,880;2025-2026S.EtonBikeLaneImprovements$1,154,240;and2026-2027DerbyBridge $4,592,610. Ifthesegrantsarenotreceived,theseprojectswillneedtobereconsideredbasedonavailable funding.

Gas-andweight-taxdistributionsandgrantsfromthestatecontributeapproximately38%ofthefundingforstreet maintenanceandconstructioncostsforfiscalyear2024-2025. Locally-raisedrevenuesandfundbalancereserves mustbeusedtooffsettheremainingcosts. Theapprovedbudgetincludesatransferof$1,750,000fromthe GeneralFund. ThistransferwillallowtheMajorStreetFundtomaintainsufficientreserves.

ExpenditureAssumptions

Approvedexpendituresforfiscalyear2024-2025total$6,744,110.Thisamountis$3,893,669or37%,lessthan amendedbudgetedexpendituresforfiscalyear2023-2024.Theprimaryreasonforthedecreaseisadecreaseof constructioncosts.

Capitaloutlayintheamountof$4,834,870represents72%ofthetotalbudgetfor2024-2025.Thisamountincludes thefollowingroadprojects:

AdamsandDerbyTrafficSignalImprovements$350,000

TrafficSignalMastArms$300,000

2024ConcreteProgram$42,000

2025ResurfacingProgram$228,000

EastMapleRoadRehabilitation$844,090

NorthAdamsRoadResurfacing$1,054,110

Willits&BatesReconstruction$821,680

WimbletonDriveReconstruction$948,350

ClickingontheabovelinkswilltakeyoutotheindividualprojectpageintheCapitalImprovementPlansectionof thisdocument.

FundSummaryBudgetbyObject

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

1. FringeBenefits-Thedecreaseof$37,290,or18%,depictsareallocationofpublicserviceemployees'time tootheractivities. 2.

3.

Salaries&Wages-Thedecreaseof$62,600,or22%,representsareallocationofpublicserviceemployees' timetootheractivities.

729.0000OperatingSupplies-Thedecreaseof$27,415,or15%,isprimarilyduetoareductioninde-icing supplies.

937.0200ContractLanePainting-Theincreaseof$70,053,or21%,reflectstherisingcostsforlane paintingservices. 4.

937.0400ContractMaintenance-Thedecreaseof$14,852,or8%,istheresultofcatchbasincleaning doneeveryotheryear. 5.

6.

941.0000EquipmentRentalorLease-Thedecreaseof$109,330,or57%,reflectsthereallocationofpublic serviceemployees'time.

971.0100Machinery&Equipment-Thebudgetof$667,000representsthecostsforfollowing: AdamsandDerbyTrafficSignalImprovements $

$

981.0100PublicImprovements-Thebudgetof$4,167,870representstheprojectsasfollows:

937.0200ContractLanePainting-Theincreaseof$50,000or13%,relatestotherisingcostsoflane paintingservices.

-Theincreaseof$76,160,or46%,representsthecostforthecatchbasin cleaning.

-TheBudgetof$6,392,200isformajorstreetprojectsasfollows:

937.0400ContractMaintenance-Thedecreaseof$67,730,or28%,showsthereductionofthecatchbasin cleaningthatwasbudgetedinthepriorfiscalyear.

LocalStreetFund

AnnualBudget

FundDescription

TheLocalStreetFundisusedtoaccountforconstruction,maintenance,andotherauthorizedoperations pertainingtoallstreetsclassifiedas“LocalStreets”withintheCityofBirmingham. LocalStreetsaredesignatedby theStateHighwayCommissionundertheprovisionsofAct51,PublicAct(P.A.)1951,asamended.

TheDepartmentofEngineeringandPublicServicesareresponsibleforthemaintenance,resurfacingandpaving ofapproximatelysixtythree(63)milesoflocalstreets. Streetmaintenanceincludes:repairofpotholes;crack sealing;cleaningofcatchbasins;pulverizingandcape-sealingprogramsforoil-matstreets;mowingofrights-ofway;snowandicecontrol;careofCitytreesalongstreetrights-of-way;andbridgemaintenanceandrepair. The PoliceDepartmentisresponsiblefortrafficservicesandcoordinatesthereplacementofsigns,signalsand pavementmarkings. ThePoliceDepartment,inconjunctionwiththeMulti-ModalTransportationBoard,assistsin theevaluationoftraffic-flowpatternswithintheCity.

FundOverview

BelowisanoverviewofthebudgetfortheLocalStreetFund. Detailsandassumptionsconcerningrevenuesand expendituresarealsodiscussedinthissummary.

Theapprovedbudgetincreasesfundbalanceby$872,360or936%fromtheprojected2023-2024fundbalance. Belowisacomparisonoftheapprovedbudgetendingfundbalanceascomparedtothe5yearforecastas presentedattheLongRangePlanningMeetinginJanuary2024.

Theapprovedbudget'sfundbalancefor2024-2025islowerthanthe5-yearforecastbyapproximately$1.5Masa resultofhigherthananticipatedconstructioncosts. Thistrendcontinuesinfiscalyears2025-2026and2026-2027 wherefundbalancesarenowprojectedtobe$1.4Mand$.6Mlessthanthe5-yearforecast. The5-yearforecast wasbasedonthecapitalimprovementplancostsincludedinthecurrentfiscalyearbudgetdocument. However, throughoutthecurrentfiscalyearasprojectswerebid,itbecameevidentthattheestimatesusedinthecurrent capitalimprovementplanwerenotrepresentativeofcurrentmarketprices. Asaresult,theCityEngineerreestimated the remaining projects in the capital improvement plan using recent bid items which resulted in significantlyhigherprojectcosts.

RevenueAssumptions

TheLocalStreetFundderivesrevenuesprimarilyfromoperatingtransfersfromtheGeneralFund,gas-and weight-taxdistributionsfromthestate,andpaymentsreceivedfromspecialassessments. Theprocesstoestimate gas-andweight-taxrevenuesforthebudgetassumestheAct51fundingformulacurrentlyineffectandestimates fromtheStateofMichigan. Gasandweight-taxrevenuesforfiscalyear2024-2025areestimatedtobeslightly higher.

Gas-andweight-taxdistributionsfromthestateprovideapproximately15%ofthefundingforstreet-maintenance andconstructioncostsforfiscalyear2024-2025. Locallyraisedrevenuesandfundbalancereservesmustbe usedtooffsettheremainingcosts. TheapprovedbudgetincludesatransferfromtheGeneralFundtotheLocal StreetFundof$4,750,000.ThistransferwillalsoallowtheLocalStreetFundtomaintainsufficientreserves.

ExpenditureAssumptions

ApprovedLocalStreetexpendituresforfiscalyear2024-2025total$5,314,200,representingadecreaseof $972,807,or15%fromfiscalyear2023-2024budget.

Capitalimprovementstotaling$3,131,090represents59%ofthetotalbudgetforfiscalyear2024-2025.This amountincludesthefollowingroadwork:

2024ConcreteProgram$520,000

2025CapeSealProgram$360,000

2025ResurfacingProgram$1,110,000 BirdAve.Reconstruction,Phase1A$995,510

ClickingontheabovelinkswilltakeyoutotheindividualprojectpageintheCapitalImprovementPlansectionof thisdocument.

FundSummaryBudgetbyObject

FundSummaryBudgetbyDepartment

FundExpenditureBudget

-Thedecreaseof$70,640,or16%,depictsareallocationofpublicserviceemployees' timetootheractivities.

FringeBenefits-Thedecreaseof$55,670,or16%,depictsareallocationofpublicserviceemployee'stime tootheractivities.

729.0000OperatingSupplies-Thedecreaseof$34,630,or24%,reflectsareductioninsaltpurchases. 3. 937.0400ContractMaintenance-Thedecreaseof$453,060,or97%,depictsthecostofcapesealingwhich isnowrecordedinaccount981.0100infiscalyear2024-2025andcatchbasincleaningwhichisperformed everyotheryear. 4. 941.0000EquipmentRentalorLease-Thedecreaseof$43,910,or15%,reflectsareallocationofpublic serviceemployee'stimetootheractivities. 5. 981.0100PublicImprovements-Thebudgetof$3,131,090isforthefollowingprojects:

SignificantNotesto2025-2026PlannedAmounts

SignificantNotesto2026-2027PlannedAmounts

SolidWasteFund

AnnualBudget

FundDescription

TheSolid-WasteDisposalFundprovidesforallcostsassociatedwiththecollectionanddisposalofsolidwaste fromresidentialareas.Aprivaterefuse-collectioncompanyundercontractwiththeSoutheastOaklandCounty ResourceRecoveryAuthority(SOCRRA)providesresidentialcollectionfortheCitythroughfiscalyear2027.The currentcontract,whichwasinitiatedonJuly1,2007,providesforcurbsidecollectionofyardwaste,recyclables separated from other mixed refuse and the pickup of bulky items on regularly scheduled collection days. HouseholdhazardouswasteandelectronicequipmentmustbedroppedoffatSOCRRAbyappointment.

TheseasonforyardwastecollectionbeginsthesecondWednesdayinAprilandrunsthroughthethirdFridayin December. Grassiscollectedfromcurbsidelocationswhenplacedindurable(plastic,metal,etc.)containersor thebrownKraft-typepaperyard-wasterecyclingbags.Yardwasteplacedinplasticbagsisnotcollected.Under currentpractice,leavesmaybeplacedindurable(plastic,metal,etc.)containersorlawnpaperbagsforcurbside collection.Leavesplacedinplasticbagsarenotcollected.

Followingaretheapproximatevolume/tonnage-totalsresultingfromcollectionofdisposablematerialsfromthe mostrecentfull-yearrecordingperiod(2022-2023fiscalyear):

MunicipalSolidWaste–9,185tonswerecollectedandhauledtotheSOCRRAfacility.

LandfillMaterial–City–1,969tonsofwater/sewerexcavationmaterialwerepickedupbyprivatecontractorfrom thePublicServicesyardandhauledtoaprivatedisposalarea.

Compost–4,560tonsofyardwaste,leavesandgrasswerehauledtotheSOCRRAfacility. SOCRRAinturn providestheCity,freeofcharge,compostedmaterialforusebyresidentsforflowerbedsandyarduse. City residentsuseapproximately1,000yardsofcompostannually.

RecyclableMaterial–2,314tonsofrecyclablematerialwerecollectedandhauledtotheSOCRRAfacility.Inan efforttoincreaserecycletonnage;theCityofBirminghamhasexpandedrecyclinginthedowntownbusiness districtandatvariousCityparkswiththeplacementofrecyclingcontainers.Thiseffortcontinuestoexpandandis anexampleofthemany“greeninitiatives”Birminghamisundertaking.Theregionalauthoritymarketsrecyclables andcreditsbi-monthlybillingsbacktoauthoritymembersbasedonrespectivetonnagecollected.

ServicesProvided

AnotherprogramincludedintheSolid-WasteFundisremovalofinvasivespeciesofplantandwoodymaterialfrom theRougeRiverBasin. Birminghamisrecognizedasaleaderintheremovalofinvasivespeciesofplantmaterial. WorkoccursprimarilyalongtheCity’s1.50-mileRougeRivertrailsystem.

FundExpenditureBudget

SeniorServicesFund

FundDescription

OnNovember7,2023,theCityofBirminghamvotersapprovedtocollect0.33millageforathree-yearterm,ending July1,2027,foraSeniorServicesFund.Thisfundwasestablishedtoprovidefundingforimprovementstothe newlypurchasedseniorcenterbuildingand/orotherseniorservices. Onceananalysisoftheseniorcenteris completed,aplanfortheuseofthisfundingwillbeestablished.

FundSummaryBudget

MichiganIndigentDefenseFund

FundDescription

In2021,theCityofBirminghamassumedtheresponsibilityfortheaccountingoftheMichiganIndigentDefense Commission on behalf of the 48th District Court. This fund is used to account for state grant revenue and mandatedlocalsharecontributionstoprovideindigentdefendantsincriminalcaseswitheffectiveassistanceof counsel.ThisfundisrequiredbytheMichiganIndigentDefenseCommissionAct,PublicAct93of2013.

FundSummaryBudget

FundExpenditureBudget

LawandDrugEnforcementFund

FundDescription

Thisfundaccountsforfederalandstatesharedforfeitures. Federalfundsaretheproductofourparticipationina United States Department of Justice Drug Enforcement Administration task force from 1991 through 2012. AlthoughtheDepartmentisnolongeranactiveparticipantwiththetaskforce,federalforfeituresarestillreceived ascasesthatourofficersinvestigatedareadjudicatedwithrevenuesaccordinglyshared. TheDepartmentmay receivefederalforfeiturefundsfromtheDepartment’sparticipationintheFederalBureauofInvestigationFinancial CrimesTaskForce.

TheLawandDrugEnforcementFundalsoincludesstateforfeituresreceivedfromlocaldruglawenforcement activityandtheDepartment’smembershipintheOaklandCountyNarcoticsEnforcementTeamthatwasinitiatedin 2013. Theuseofstateforfeiturefundswaspreviouslylimitedtoexpendituresrelatedtodruglawenforcement activities,howeverthatrestrictionwasrepealedin2011withanamendmenttoMichigan’sforfeiturestatute.

FundSummaryBudget

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

734.0000Ammunition&Weapons-Theincreaseof$24,000,or100%,representsthepurchaseof ammunition&weapons.

1. 957.0400Conferences&Workshops-Theincreaseof$2,000,or29%,representstheriseincostforthe FBINationalAcademyAssociates(FBINAA)andtheInternationalAssociationofChiefsofPolice(IACP) conferences.

3.

2. 971.0100Machinery&Equipment-Thedecreaseof$47,890representsthereplacementofmobiledata computersbudgetedintheprioryear.

OpioidSettlementFund

FundDescription

Thisfundaccountsforthedistributionofthenationalopioidsettlementwithpharmaceuticalcompanies.Fundsfrom thesettlementarerestrictedforthefollowing:

NaloxoneofotherFDAapproveddrugtoreverseopioidoverdoses

Medication-AssistedTraining(MAT)distributionandotheropioidrelatedtreatment

Pregnant&postpartumwomen

ExpandingtreatmentforNeonatalAbstinenceSyndrome(NAS)

Expansionofwarmhand-offprogramsandrecoveryservices

Treatmentforincarceratedpopulation

Preventionprograms

Expandingsyringeserviceprograms

Evidencebaseddatacollectionandresearchanalyzingtheeffectivenessoftheabatementstrategieswithinthe StateofMichigan.

FundSummaryBudget

CommunityDevelopmentBlockGrantFund AnnualBudget

FundDescription

Oakland County receives block-grant funds annually from the federal department of Housing and Urban Developmentasan“urbancounty”byformula. TheCityofBirminghamisoneoffiftythree(53)communitiesin OaklandCountywhichparticipateintheUrbanCountyprogram. Fundsfromthisprogramcanonlybeusedto supportapprovedactivities,asauthorizedinthecurrentHousingandCommunityDevelopmentAct. Oneofthe primaryfunctionsoftheCommunityDevelopmentActistoallowlocalcommunitiestheopportunitytostructurea programtomeettheirownspecificneeds.

TheCityofBirminghamhasbeenarecipientofCommunityDevelopmentBlockGrant(CDBG)fundsforthirtyfive (35)programyearsandtodatehasreceivedfundstotaling$1,443,086underthisprogram. Fundingreceivedmay onlybeusedforactivitiesdirectedatmeetingspecificobjectives. ForBirmingham,theseprogramobjectives includeproviding:barrier-freeaccesstoallCitybuildingsandfacilities;public-servicesactivitiesandminorhome repairtoseniorand/orlow-andmoderate-incomeandhandicappedhouseholdstomaintaintheirhomes;and recreationalequipmentaccessibletohandicappedpersons.

Activitieswhichhavebeenundertakeninpastyearstomeetprogramobjectiveshaveincluded:YardandSenior OutreachServices;MunicipalBuilding,IceArena,AllenHouseMuseumandPublicServicesbuildingbarrier-free designprojects;HousingRehabilitationProgram;andhandicapped-accessiblerampingandwalkwaysonpublic streetsandinpublicfacilities.

The2024-2025budgetisbasedupontheapplicationforCDBGfundingsubmittedtoOaklandCountyinDecember 2023. Theprojectsintheapplicationinclude:

TheprogramyearfortheCDBGgrantextendsfromJuly1toJune30.Itisanticipatedthatfundingwillremainat thesamelevelforfiscalyear2025-2026.

FundSummaryBudget

FundExpenditureBudget

DebtAdministration

AnnualBudget

Debt-ServiceFundsaccountforthepaymentofprincipalandinterestonbondsandcontractsforgovernmental funds. Debt-Service Funds are required only when they are legally mandated, or if revenues are being accumulatedforgenerallong-termprincipalandinterestpaymentsmaturinginfutureyears.Themostcommon typeofgenerallong-termdebtaccountedforinDebt-ServiceFundsistheGeneral-Obligation(GO)Bond.

Payment of principal and interest on bonds and contracts related to enterprise funds are recorded in their respectivefunds.

DebtAdministration

FundDescription

Debt-ServiceFundsaccountforthepaymentofprincipalandinterestonbondsandcontractsforgovernmental funds. Debt-Service Funds are required only when they are legally mandated, or if revenues are being accumulatedforgenerallong-termprincipalandinterestpaymentsmaturinginfutureyears.Themostcommon typeofgenerallong-termdebtaccountedforinDebt-ServiceFundsistheGeneral-Obligation(GO)Bond.

Payment of principal and interest on bonds and contracts related to enterprise funds are recorded in their respectivefunds.

FundSummaryBudget

BorrowingAuthority/OutstandingDebt

ChapterVIII,SectionI,oftheCityofBirmingham’sCityCharter,adoptedApril3,1933,setsforththegeneral borrowingpoweroftheCity,asfollows:

SubjecttotheapplicableprovisionsofstatelawandthisCharter,theCityCommission,byproperordinanceor resolution,mayauthorizetheborrowingofmoneyforanypurposewithinthescopeofthepowersvestedintheCity andtheissuanceofbondsorotherevidencesofindebtednessoftheCitytherefore,andmaypledgethefullfaith, creditandresourcesoftheCityforthepaymentoftheobligationscreditedthereby

TheCityCharteralsostipulatesthattheCitymayborrow,subjecttothegenerallawsofthestate,inanticipationof thepaymentofspecialassessmentsmadefordefrayingthecostofanypublicimprovements.

SummaryofOutstandingDebt2024-2025

LegalDebtLimit

UnderAct279of1909,theCity’sindebtednessissubjecttoalegaldebtlimitof10%ofthetotalassessed valuationofbothrealandpersonalpropertyintheCity. TheCity’sassessedvaluationasofJune30,2024,is $4,226,491,175whichmeanstheCity’slegaldebtlimitis$422,649,118. TheCity’stotalindebtednessatJune30, 2024is$12,782,900,or3.0%,ofthetotallimitallowed.

General-ObligationBonds

TheCity’soutstandinggeneral-obligationbondswilltotal$12,645,000,$12,215,000,and$11,785,000atJune30, 2024,2025and2026,respectively. Thesebondswereissuedforparkimprovements.

ContractualObligations

Contractualobligationswilltotal$137,900,$108,050,and$77,520atJune30,2024,2025and2026,respectively. This amount represents the City’s portion of Oakland County bonds related to the George W. Kuhn retention/treatmentfacility.

NetBondedDebtRatios

Theratioofnetbondeddebttoassessedvalueandtheamountofnetbondeddebtpercapitaareusefulindicators tomunicipalmanagement,citizensandinvestorsoftheCity’sdebtposition.

DebtPolicy

The City’s policy is to balance the sources of funding, constrain bonded indebtedness and support needed investment in capital facilities so that the City remains a desirable location for residence, employment and investment.

BoththeCityAdministrationandCityCommissionarecommittedtomaintainingtheoutstandingcreditratingthe Cityenjoysinnationalbondmarkets,whichisAAAwithStandard&Poor’sCorporation. TheCityremainsamonga fewexceptionallocalgovernmentsnationwidewithsimilarratings.

DescriptionofOutstandingDebt

Debt-ServiceFunds

TheCity’sDebt-ServiceFundsareusedtoaccountfortheaccumulationofresourcesfor,andthepaymentof,the followinggeneral-obligationbonds:

ParksandRecreationBonds–Toaccumulatemoniesforthepaymentofthe2016and2021bondissues.The 2021generalobligationbondissuanceof$4,750,000wasutilizedforParkandRecreationimprovements.The bondsbearaninterestrateof2.75%withannualinstallmentsthroughOctober2041. The2016$14,375,000, general-obligationrefundingbonds,refundedthe2006ParksandRecreationRefundingBonds,aportionofthe 2008ParksandRecreationBonds,andthe2004SewerImprovementRefundingBonds. $10,360,000ofthe $14,375,000bondissuewasusedtorefundtheaboveparkandrecreationbondissues. Therefundingbondsare

serialbondsdueinvaryingannualinstallmentsthroughOctober2028. Thebondsbearinterestratesrangingfrom 2%to5%. Theoriginalbondproceedswereusedtoacquire,construct,furnish,equip,andrenovateparksand recreationimprovements,includinglandandfacilitiesacquisitionandrelatedsiteimprovementslocatedintheCity Propertytaxesleviedinexcessofactualrequirementsarelegallyrestrictedtoservicingthisdebt.

SewageDisposalFund

GeorgeW.KuhnDrain–ToaccumulatemoniesforthepaymentoftheCity’sportionofOaklandCountyDrain CommissionbondsrelatedtotheGeorgeW.Kuhn(GWK)DrainProject. Thecostoftheproject,whichwas completedinearly2010,was$139,500,000. TheCountyhasissuedeightbondsrelatedtothisprojectinthe amountof$130,760,000,ofwhich$6,205,500isattributabletotheCity. Thebondsbearinterestratesranging from1.6%to4.375%andmatureinApril2029. Financingisprovidedthroughpropertytaxesleviedunderthe City’soperatingmillage.

FutureBondIssues

ParksandRecreationBonds-TheCityintendstoissueanadditional$6.5MinApril2024inparksandrecreation bondswhichwereapprovedbythevotersinNovember2020.

Debt-ServiceFundPark&RecreationBondExpenditures

TheannualrequirementstopaybothprincipalandinterestonthebondsandcontractsoutstandingatJune30, 2024areasfollows:

*Includesestimatefor2024ParkBondDebt

ScheduleofIndebtedness

ThisgraphshowsprincipalandinterestpaymentsoftheCity’sbondeddebtbyfund. Thegraphshowshowmany yearsuntilthedebtisretiredandtheamountsnecessarytofundthedebteveryyear. Graphlinesthatdrop dramaticallyfromoneyeartothenextindicatethatabondissuehasbeenretired.

*Includesestimatesfor2024ParkBondIssue

PermanentFunds

PermanentFundsareusedtoaccountforandreportresourcesthatarerestrictedtotheextentthatonlyearnings, andnotprincipal,maybeusedforpurposesthatsupporttheCity’sprograms–thatis,forthebenefitoftheCityor itscitizenry.

GreenwoodCemeteryPerpetualCareFund

FundDescription

OnOctober13,2014,theCityCommissionestablishedtheGreenwoodCemeteryPerpetualCareFundasallowed underAct215of1937. ThepurposeofthefundistoaccountfortheinvestmentearningsonthesaleofCityowned plots and donations which will be used for the perpetual care and maintenance of the Greenwood Cemetery.

FundsreceivedfromthesaleofplotsareconsideredpublicfundsandareinvestedinaccordancewithP.A.20of 1943,P.A.215of1937,andtheCity'sPerpetualCareFundsInvestmentPolicy.

RevenueAssumptions

Thesaleofcemeteryplotsiscurrentlythemainsourceofrevenueforthisfund. Asthefundscontinuetogrow, investmentearningsonthesaleoftheplotsandanydonationswillbethemainoperatingrevenueforthisfund. TheCityanticipatesrevenuesfromthesaleofplotstobeapproximately$40,000foreachofthenextthreeyears. Onlyinvestmentearningsonthesaleofplotsanddonationscanbeusedforthecareandmaintenanceofthe cemetery.

ExpenditureAssumptions

Therearenoanticipatedexpendituresforthe2024-2025budgetyear

FundSummaryBudget

CapitalProjectFunds

AnnualBudget

Thepurposeofacapitalprojectsfundistoaccountforthefinancialresourcestobeusedfortheacquisition, constructionorimprovementofmajorcapitalassetsotherthanthoseacquiredthroughproprietaryorfiduciary funds.

CapitalProjectsFund

FundDescription

TheCapitalProjectsFundisgenerallyusedforcapitalexpenditureswhicharegreaterthan$250,000oraproject whichmayneedtobefundedoverseveralyears,oraprojectthatisuniqueandtypicallynotrecordedinanother otherfunds'activities.

Projects

FiscalYear2024-2025

ParkingLot6Floodwall$1,203,480fundedbyagrantfor$1,031,560andatransferfromtheGeneralFundof $171,920. FinalpaymentontheYMCAfundedbyfundreserves.

FiscalYear2025-2026

None

FiscalYear2026-2027

Self-ContainedBreathingApparatus(SCBA)for$400,000fundedbyatransferfromtheGeneralFund. BusShelterfor$40,000fundedbyatransferfromtheGeneralFund.

FundSummarybyDepartment

FundExpenditureBudget

ParkSystemConstructionFund

FundDescription

TheParkSystemConstructionFundisusedtorecordexpendituresofbondproceeds.

Projects

FiscalYear2024-2025

BoothParkEntryPlazaandTrailImprovements$900,000

FiscalYear2025-2026

PoppletonParkPhase1-UniversallyAccessiblePlayground$1,000,000

KenningParkImprovements-Design$150,000

St.JamesParkImprovements-Design$150,000

FiscalYear2026-2027

KenningParkImprovements-Construction$1,000,000

St.JamesParkImprovements-Construction$845,000

PembrokeParkInclusivePlayground$500,000

TrailImprovements$400,000

PumphouseParkandLincolnWellParkInclusivePlayground$300,000

FundSummarybyObject

FundExpenditureBudget

CityofBirmingham,Michigan 2024-2025ApprovedBudget

EnterpriseFunds

AnnualBudget

Enterprise Funds are used to account for governmental activities that are similar to activities that might be performedbyacommercialentity.Thepurposeofthesefundsistocarryonspecificactivitiesortoattaincertain objectivesinaccordancewithspecialregulations,restrictionsorlimitations.

EnterpriseFunds-RevenueSummary

EnterpriseFunds-ExpenseSummary

AutomobileParkingSystem

FundDescription

TheCityofBirminghamAutomobileParkingSystem(APS)consistsofthefollowing:

Five(5)ParkingStructures

Three(3)MeteredParkingLots

StreetMeters

Management

Thefive(5)City-ownedparkingstructureswerepreviouslyoperatedandmanagedbyStandardParkingPlus (SP+).InJanuaryof2024,theCityterminatedthecontractwithSP+andbroughttheoperationin-house. The parkingsystemsmanagerisnowresponsibleforoverseeingthedaytodayoperationoftheparkingsystem, includingallmeteredparking.Allparkingenforcementoperationswillremainunderthesupervisionofthepolice department.

AdvisoryBoard

The CityhasanAdvisoryParkingCommittee(APC)thatconsistsofseven(7)membersfromthepublicwho considerallparkingrelatedmatterswithintheCity’sparkingsystem(seeattacheddiagram).ThesizeoftheAPC wasreducedfromnine(9)regularmemberstoseven(7)in2023tomakeiteasiertohaveaquorum.Theroleof theAPCistomakerecommendationstotheCityCommission. Theparkingsystemsmanagerandthepolice department’sservicescaptainsarebothex-officiomembersoftheCommittee.Theparkingsystemsmanageris responsibleforsettingtheAPC’smonthlyagendas.

ParkingStructureandMeterUsage

Duetothepopularityofremotework,theamountofparkershasnotreturnedtopre-pandemicnumbers.Mostof thedecksareoperatingat30to80percentoccupancybasedontheseestimates.ThePeabodystructurewilloften fillbrieflyonadailybasisaroundlunchtime.However,thisistheonlygaragethatfills,andforaveryshortperiodof timeduetothesmallsizeofthegarageandthepopularityofthenearbygym.

Newparkingequipmentwasinstalledatallfive(5)garagesinearly2023.Thechangeallowsgueststopullaticket oruseacreditcardtogetin/out.Whenguestsexit,theyscanabarcodeontheirticketandthegatearmgoesup ortheguestisaskedtopaytheappropriatefee.Thechangeinequipmenthasbeenamajorimprovementinthe experienceguestshavewhileparkinginthecity.Thepriorparkingequipmentwasamajorsourceofcomplaintsfor thecity.

Atotalof1,494,367transactionsoccurredattheon-streetmetersforfiscalyear2022-2023.Thisfigurerepresents adecreaseofapproximately7%fromthepreviousfiscalyear.

APSRevenue

TheprimaryrevenuesourcesfortheAPSFundarederivedfromparkingfeesgeneratedbytheCity’sfive(5) parkingstructures,metercollectionsfromthree(3)surfacelotsandmeterslocatedinthedowntownarea.

Fortransientparkingcustomers,thefirsttwohoursofparkinginthestructuresarefree. Afterthefirsttwohours, thecostforparkinginthestructuresis$2.00perhour,uptothemaximumdailyrate,whichis$10perdayatall parkingstructures.

CurrentmeteredparkingratesintheCentralBusinessDistrictare$1.50perhour. Themeteredparkinginthe outlyingareasarounddowntownis$1.00perhour.TheCityisexploringthepossibilityofusingdynamicpricingto placeapremiumforusingmeteredspacesinareasofmostdemandinattemptstodrivegueststotakeadvantage ofthefreeparkingmadeavailableintheparkingstructures.

MonthlyParking

Inconjunctionwithbringingtheparkingoperationin-house,theCityimplementednewmonthlyparkingsoftware callZephire.Thenewsoftwareallowsmonthlyparkerstofind,sign-up,andmanagetheirmonthlyparkingaccount on-linewithminimalinteractionfromstaff.Thenewprocessismakingthemonthlyparkingprocesssmootherand easiertounderstand.Monthlypermitratesareasfollows:

Awaitlistcurrentlyexistsatthree(3)ofthefive(5)parkingstructures.Therateformonthlyparkingincreasedatall five(5)garagesinJulyof2023.Thisrateincreasestillkeepsmonthlyparkingratesmanageablebuthopefully causescompanieswhodon’tusealltheirmonthlypassestoturntheminforthoseonthewaitlisttouse.

APSExpenditures

TotalexpensesfortheAPSfundforfiscalyear2022-2023were$3,890,240. Thisfigurerepresentsapproximately a15%increasefromfiscalyear2021-2022. ThemajorityofAPSexpendituresduringthepastfiscalyearwerefor salaries and wages, administrative charges (labor transfers), other contractual services, operational costs, promotionalexpensesanddepreciation. Bringingtheparkingoperationin-houseshouldstreamlineoperations, share duties with other departments, and provide a significant decrease in operating costs than when SP+ operatedtheparking.

CapitalImprovements

TheCityisinthemiddleofacomprehensivefive(5)yearimprovement/repairprojectofallfive(5)municipal parkingstructures. Thetotalcostforthefive-yearimprovementisnearly$15,000,000. Concrete,stairwell,and painting have been completed at the N. Old Woodward structure. Long-range improvements/repairs include updatingalllightingtoLED’swithlightingcontrols,façade,stairwellrepairs,painting,andretrofittingthestructures tosupportEVcharging.

The2023-2024budgetincludedfundingforanetworkofvideocamerasforeachparkingstructure. Thisproposal providedforcamerainstallationsateveryentranceandexitforeachparkingstructureaswellasinallparking

structureelevators.Thisprojectisstillongoing. TheCityistryingtointegratethisnewcamerasystemwithinthe policedepartment’salreadyexistingcameranetwork. Ifsuccessful,thiscouldoffersubstantialcostsavingsand keepallCitymonitoredcamerasundertheumbrellaofasinglesystem.

TheWayfindingandSignageCommitteeisworkingwithCorbinDesigntoaddresswayfindingthroughouttheCity. IncludedintheRFPisarebrandingoftheparkinggarages,includingallexteriorsigns.Therebrandingofthe garageswillsignificantlyimprovethelookandfeelofthegarages.Thecurrentsignsareold,battered,and inconsistentintheirlook.Aseparateproposalisbeingsoughtforthereplacementofallsignsinsidethefive(5) parkinggarages.Allinteriorsignagewasnotincludedinthecity’swayfindingRFP.

CurrentInitiatives

TheCityisexploringmakingsomechangestoitson-streetmeterprogram.Staffisproposingtoconvertall1-hour timezonesto2-hourtimezones.Oneofthemorecommoncomplaintsisthatyoucannotgoouttoeat,workout, orgetyourhairdoneinjustonehour.Lastly,staffisproposingtoincreasethenumberof15-minuteparkingspaces atselectspotsthroughoutdowntowntohelpaccommodatedeliveriesandDoorDash,GrubHub,andUberEats.

Withtheinstallationofnewparkingequipment,theCityisexploringexpandingitsrelationshipwithParkMobile. Currently,ParkMobileisusedasaformofmobilepaymentforallparkingmetersintheCity.ParkMobilealso supportsoff-streetprogramsaswell.Similartobothmobilepaymentsformetersandthe“scantopay”featurewith theparkingequipment,ParkMobileofferstheirownformof“scantopay”aswellasareservationplatformso patronscanprepayfortheirparkingifdesired.TheseservicesfromParkMobileoffertheCitytheopportunityto provideguestsasinglesourcemethodtosecureandpayfortheirparkingintheCity,regardlessofon-streetoroffstreet.

ValetParking

TheCitywillcontinuetoprovidevaletservicesaspartofacontinuingagreementwiththeDaxtonHotelatthe cornerofS.OldWoodwardandBrown(298S.OldWoodward). Thisprivate/publicpartnershipvaletoperation allowsforbothpatronsofthehotelandthepublictousethevaletserviceofthehotel.

FundSummaryBudget

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

Salaries&WagesDirect-Theincreaseof$49,850,or6%,isbasedonestablishedwagesforthenew positionsversusestimatedcostsin2023-2024beforepersonnelwerehired.

1. AdministrationCost-Thedecreaseof$70,220,or65%,isduetotheremovalofpoliceallocatedcosts duringtheparkingmanagertransition.

3.

2. FringeBenefits-Theincreaseof$64,850,or12%,isduetoanincreaseinhospitalizationcosts.

4.

729.0000OperatingSupplies-Thedecreaseof$50,000,or40%,isprimarilyduetoadecreaseinoffice suppliesneededduringthetransitionofparkingoperationstoCitystaff.

5.

828.0100ParkingOperations-Thedecreaseof$1,552,860,or100%,isduetothetransitionofparking operationstoin-housemanagement.

880.0000Promotion-Thedecreaseof$15,000,or30%,relatestoadecreaseinpromotionalcosts. 6.

7.

930.0500BuildingMaintenance-Thedecreaseof$91,650,or68%,isduetoanormallevelofbuilding maintenancecosts.

933.0200EquipmentMaintenance-Theincreaseof$22,000,or73%,isduetoincreasedmaintenance costs.

941.0000EquipmentRentalorLease-Thedecreaseof$7,140,or43%,isduetoreallocationofpublic serviceemployees'time. 9.

957.0400Conferences&Workshops-Thedecreaseof$5,320,or62%,isduetoadecreasedlevelof conferences.

971.0100Machinery&Equipment-Thisaccountincludestheinstallationofsecuritycamerasinallofthe parkingstructures. 11.

977.0000Buildings-Thisaccountincludesthefollowingimprovements:

$ 4,141,000

981.0100PublicImprovements-Thedecreaseof$176,105,or100%,representspavementimprovements forNorthOldWoodwardstructuredoneintheprioryear. 13.

SignificantNotesto2025-2026PlannedAmounts

1. 930.0200ElevatorMaintenance-Thedecreaseof$6,650,or12%,depictsthecostofN.OldWoodward structureelevatorrepairsintheprioryear.

729.0000OperatingSupplies-Theincreaseof$18,110,or24%,isduetogatearmparts,receiptandprinter paperforparkingsystemequipment.

2. 930.0500BuildingMaintenance-Theincreaseof$5,750,or13%,isduetoananticipatedincreasein buildingmaintenancecosts.

3. 977.0000Buildings-Thisaccountincludesthefollowingimprovements:

Pierce Structure engineering costs and structurerepairs $ 1,600,000

Park Structure engineering costs and structurerepairs 2,685,000

Total $ 4,285,000 4.

SignificantNotesto2026-2027PlannedAmounts

729.0000OperatingSupplies-Theincreaseof$22,360,or24%,isduetoanincreaseinsupplyusage.

1. 930.0200 Elevator Maintenance - The increase of $7,750, or 16%, is due to an increase in elevator maintenancecosts.

3.

2. 930.0500 Building Maintenance - The increase of $6,600, or 13%, is due to an increase in building maintenancecosts.

WaterSupplySystemFund

AnnualBudget

FundDescription

Thisfundisusedtoaccountforallrevenuesandexpensesofthewater-supplysystem. Birminghampurchases waterfromtheSoutheasternOaklandCountyWaterAuthority(SOCWA),whichbuysitfromtheCityofDetroit. TheCity’swatersystemconsistsofapproximately101milesofwatermains. Itincludesapproximately862 hydrantsandtwoelevatedwater-storagetanks.

PursuanttoChapter114,ArticleIV,Section114-298oftheCityofBirminghamCode,waterratesareasfollows:

CurrentWaterRates

Additionalchargeforwaterused: Foreach1,000gallons,orpartthereof $6.13

Currently,thesystemhas8,879customerswhoreceivewaterservicefromtheCity,ofwhich8,124areresidential and755arecommercialaccounts.

RevenueAssumptions

Total revenues are approved to increase $1,160,140, or 16%, to $8,733,390. The increase in revenues is attributabletoanincreaseinpropertytaxesandchargesforserviceswhichwaspartiallyoffsetbyadecreasein federalgrantrevenue.

ChargesforServices

Ofthe$8,733,390intotalapprovedrevenues,$6,753,040,or78%,representschargesforwateruseandwater servicefees. Revenuefromwateruserepresents$6,026,040,or90%,ofthetotalchargesforservicesbudgetand

69%ofthetotalrevenuebudget. Theapprovedbudgetfor2024-2025includesarateincreaseof$1.25,or20%. Theaverageresidentialwaterbillwouldincreaseasfollows:

*Basedon90,000gallonsperyear.

Theapprovedrateincreasefor2024-2025andfutureyearsissignificantlyhigherthanwhatwasforecastedin January2024. Thisisaresultoffundingforinfrastructure. Currentwaterratelevelswerenotsufficienttofund projectedinfrastructurecostsinthefuture. TheCityCommissionapprovedincreasingthewaterrateoverthenext 2yearstogetfundinglevelsinlinewithprojectedfutureinfrastructurecosts.

Otherchargesforservices,excludingwaterrates,areexpectedtoremainat2023-2024levels. Revenuefrom otherchargesisusedtooffsetoperatingcosts.

The2024-2025approvedratesusea5-yearmovingaverageforplannedconsumptionwhichsmoothsvariancesin consumptionduetoweatherconditions. Asshownbelow,thereisadownwardtrendinwaterconsumptioninthe Citywhichisalsohappeningatbothregionalandnationallevels. Lowerwaterconsumptionwillcausehigher waterratesasthecostofwaterandmaintenancearespreadoverfewerunitsofconsumption.

FederalGrants

Totalfederalgrantrevenueisbudgetedfor$500,000,or6%oftotalrevenues. TheCityisanticipatingusingARPA federalgrantrevenueof$500,000forabatementofleadservicelines.

Interest

Interestincomeisapprovedtobehigherthanthe2023-2024budgetedamountasaresultofhigherinterestrates ontheCity’sinvestmentportfolio. Bystatelaw,theCityislimitedinwhatsecuritiesitcaninvestin(mostlyin governmentalfixedincomesecuritiesorbankcertificatesofdeposit). TheforecastedreturnontheCity’sgeneral investmentsisexpectedtobeapproximately4%for2024-2025.

PropertyTaxes

Theapprovedbudgetincludes$1,300,000inpropertytaxeswhichwillbeusedforcapitalimprovements.

ExpenseAssumptions

ApprovedoperatingcostsoftheWater-SupplyReceivingFund(whichexcludescapitaloutlayandleadservice line/grantactivities)forfiscalyear2024-2025are$5,532,600,anincreaseof$245,030,or4.6%fromtheprior year’soriginalbudget. Capitaloutlayof$2,845,400andleadservicelinereplacement/grantactivitiesof$500,000 havebeenapproved,foratotalbudgetof$8,878,000.

Asthechartbelowshows,thewaterratebasicallyconsistsoftwocosts: thecostofwaterpurchasedfrom SoutheasternOaklandCountyWaterAuthority(SOCWA)andtheCityofBirminghammaintenancecharge.

CostofWater

Thecostofwateristhesingle,largestexpenseintheWater-SupplySystemReceivingFund. Itcomprises approximately39%oftheoperatingcostsofthesystem. TheCitypurchasesitswaterfromSOCWA. SOCWAisa regionalwaterauthoritythatsupplies11communitieswithwater. SOCWApurchasesitswaterfromtheGreat LakesWaterAuthority(GLWA)andmaintainsthewatermainsandpumpingstationsthatserviceitscommunities. SOCWAhasestimatedarateincreasetoBirminghamofapproximately4%. Thefinalwillbedeterminedafter GLWAapprovesitsrateincreaseinAprilorMayof2024. Thisincreasealoneresultedinthiscomponentofthe ratetoincrease$.13.

CityMaintenance

TheothercomponentofthewaterrateisCitymaintenance. Thisincludesoperatingcostsotherthanwater purchases,leadservicelinereplacement,orgrantactivitieslesswaterservicerevenueandinterestincome. This componentofthewaterrateisapprovedtoincrease$.13,or5%. Operatingcosts,excludingthecostofwater, leadservicelinereplacement,andgrantactivities,areapprovedtoincrease$116,520,or5%,over2023-2024’s originalbudget. Theincreaseistheprimarilytheresultofanincreaseindepreciationcostsof$114,490.

InJune2018,theStateofMichiganadoptedtheLeadandCopperRule(LCR). ThegoaloftheupdatedLCRisto protectpublichealthbyreducingleadandcopperlevelsindrinkingwater.Therulerequireswaterutilitiestomake aninventoryofallwaterserviceconnections,tellcustomersiftheyhavealeadserviceline,andfullyreplaceall leadservicelinesoverthenext20years. ThereisnofundingfromtheStateforthismandate. Theapproved budgetincludes$500,000incontractualservicesfundedbyfederalgrantstoabateleadservicelines.

CapitalImprovements

TheCityexpectstoreplacewatermainsinconnectionwiththestreetconstructionon: BirdAvenue EastMapleRoad NorthAdamsRoad WillitsandBatesStreets WimbletonDrive

ClickingontheahoveprojectswilltakeyoutothespecificprojectpagelocatedintheCapitalImprovementPlan sectionofthisbudget.

2025-2026and2026-2027Assumptions

Theplannedratefor2025-2026isexpectedtoincrease$1.54,or20%asaresultofa4%increaseinwateranda 3%increaseinCitymaintenancecosts,andanincreaseincapitalimprovementsfundedbytheuserrate.

Theplannedratefor2026-2027isexpectedtoincrease$.54,or7%,asaresultofa4%increaseinwateranda 5%increaseinCitymaintenancecosts,andanincreaseincapitalimprovementsfundedbytheuserrate.

FundSummaryBudget

981.0100-PUBLICIMPROVEMENTS

SignificantNotesto2024-2025BudgetAmounts

Salaries&Wages-Theincreaseof$44,080,or10%,depictsachangeinthecostallocationforDPSstaff.

2.

729.0000 Operating Supplies - The decrease of $23,830, or 13%, relates to a decrease in operating suppliesneededforwatermains.

3.

747.0000WaterMeters-Theincreaseof$87,340,or210%,reflectsthereplacementofmeterswherethe batteryisnolongerworking.

802.0100Audit-Theincreaseof$8,100,or171%,isduetotheamountofARPAfederalfundingreceived whichtriggeredasingleaudit. 4.

5.

811.0000 Other Contractual Services - The decrease of $2,381,332, or 76%, depicts 2022-2023 encumbrancesrollingoverinto2023-2024forleadservicelineandassetinventoryactivitesfundedbyfederal grants.

981.0100PublicImprovements-Thebudgetof$2,845,400isforwatermainimprovementsinconjunction withstreetprojects:

SignificantNotesto2025-2026PlannedAmounts

811.0000OtherContractualServices-Thedecreaseof$240,610,or31%,depictsareductionofthecosts fortheLeadServiceLineReplacementproject. 1.

2.

981.0100PublicImprovements-Thebudgetof$2,699,050isforwatermainimprovementsinconjunction withstreetprojects:

SouthEtonProject-RoadOnly 668,330

WimbletonRoadReconstructionPhaseII 1,093,860

$ 2,699,050

SewageDisposalFund

AnnualBudget

FundDescription

TheCityofBirminghamdisposesofsewagethroughtwocounty-operatedfacilities. Theeasterlysectionofthe CityisservedbytheSoutheasternOaklandCountySewageDisposalDistrict(SOCSDD)TwelveTownsDrain District. ThecentralandwesterlysectionsoftheCityareservedbytheEvergreen-FarmingtonDrainDistrict. The DetroitSewageTreatmentfacilitytreatssewageflowsfrombothdistricts.

TheCity’ssewersystemconsistsofapproximately116milesofsewers. Birminghamresidentslocatedinthe Evergreen-Farmington Drain District are also served by three Combined Sewer Overflow (CSO) retentiontreatmentbasins,whichwerebuilttoholdcombinedflowthatotherwisewouldoverwhelmthesewersystemduring heavyrainstorms. Previously,33outletpipesdumpeduntreatedwasteintotheRougeRiverduringstorms. When thebasinswenton-line,theoverflowswerecapped,preventingrawsewagefromenteringtheriverfromthose pipes.

PursuanttoChapter114,ArticleIV,Section114-298oftheCityofBirminghamCode,sewerratesareasfollows:

SewerServiceRate

For each 1,000 gallons, or partthereof $9.79

PursuanttoChapter114,ArticleVI,Section114-401oftheCityofBirminghamCode,stormwaterratesareas follows:

DisposalDistrict

DisposalDistrict

RevenueAssumptions

Totalrevenuesareapprovedtoincrease$2,939,370,or25%,to$14,777,650. Revenuesconsistofchargesfor services,propertytaxes,intergovernmentalrevenue,specialassessmentsandinterestincome. Theincreaseis primarilytheresultofanincreaseinchargesforservicesduetoanincreaseinpropertytaxesallocatedfor infrastructureimprovements.

ChargesforServices

Ofthe$14,777,650intotalrevenue,chargesforservicesrepresent$12,860,330,or87%. Sanitarysewageand stormwaterdisposalchargestotal$12,750,330andrepresent99%oftheoverallchargesforservicesrevenueand 86%ofthetotalrevenuebudget. Anincreaseof$1.47,or15%,totheexistingratehasbeenapprovedfor20242025,whichwillaffecttheaverageresidentialsewerbillasfollows:

*Basedon90,000gallonsperyear.

Theapprovedrateincreasefor2024-2025andfutureyearsissignificantlyhigherthanwhatwasforecastedin January2024. Theincreaseistheresultoffundingforinfrastructureimprovements. Currentrateswerenot sufficienttofundprojectedinfrastructureimprovements. TheCityCommissionapproveda2yearrateincreaseto bringcurrentratesinlinewithfutureprojectedinfrastructurecosts.

Therateincreaseof$1.47,or15%,ismainlytheresultofhighersewagedisposalcosts,higherdepreciationcosts, anincreaseintherateforinfrastructurereplacement. (seeExpenseAssumptions).

Belowareapprovedrateincreasesforthetwostormwaterdistricts:

BelowisacomparisonoftheCity’s2023-2024combinedwaterandsewerquarterlybilltootherlocalcommunities basedonawaterusageof30,000gallonsandanyotherquarterlyfixedfees:

PropertyTaxes

Propertytaxesof$1,881,470,or13%,oftotalrevenueareapproved. Thepropertytaxeswillbeusedtomake debt-servicepaymentsontheGeorgeW.KuhnDrainbondsandprovidefundingforinfrastructureimprovements.

IntergovernmentalRevenue

ThisrevenuerepresentsreimbursementfromtheStateofMichigan-LocalCommunityStabilizationAuthorityfor debtservicerelatedpropertytaxeslostasaresultofpersonalpropertytaxexemptionsfiledbybusinesses.

Interest

Interestincomeisapprovedtoincreaseslightly. Bystatelaw,theCityislimitedinwhatsecuritiesitcaninvestin (mostlyingovernmentalfixedincomesecuritiesorbankcertificatesofdeposit). TheforecastedreturnontheCity’s generalinvestmentsis4%in2024-2025.

SpecialAssessments

Specialassessmentrevenueconsistsofinterestonsewerlateralspecialassessments.

ExpenseAssumptions

Approvedoperatingcosts(whichexcludescapitaloutlayanddebtservice)oftheSewageDisposalFundforfiscal year2024-2025are$12,116,750,anincreaseof$771,440,or7%fromtheprioryear’soriginalbudget. Capital outlaytotaling$3,157,960anddebtserviceof$3,210arealsoapproved,foratotalbudgetof$15,277,920.

Asthechartbelowshows,thesewerratebasicallycomprisesthreecomponents: sewagetreatmentcosts,sewer improvementcharges,andCitymaintenancecosts.

SanitarySewageDisposal

ThecostofsanitarysewagedisposalisthelargestexpenseintheSewageDisposalFund. Itcomprises41%of theoperatingcostsofthesystem. ThecostofsewagedisposalconsistsoftheOaklandCountyWaterResources Commissioner(WRC)maintenancechargesandtheGreatLakesWaterAuthority(GLWA)treatmentcharges. This portionoftherateisprojectedtoincrease$.23,or4%.

StormWater

StormwaterconsistsofchargesfromtheGeorgeW.KuhnDrainandthethreecombinedseweroverflowfacilities intheEvergreen-FarmingtonSewageDisposalDistrict. Stormwatercostsmakeupapproximately30%ofthetotal operatingcosts. GeorgeW.KuhnDrainisestimatedtoincreaseapproximately3%whileEvergreen-Farmingtonis anticipatedtoincrease12%. Stormwaterisbilledtoeachpropertybasedonthesizeofthepropertyandthe amountofrunoffderivedfromit. FormoreinformationontheCity’sstormwaterpolicyandratedetermination, pleaseseeourwebsiteatwww.bhamgov.org/stormwater

CityMaintenance

Operating expenses other than sanitary sewage and storm water disposal represent the City’s maintenance expenses. TheCity’smaintenanceexpenseisbudgetedtoincrease$150,200,or6%fromthe2023-2024original budget. Theincreaseismainlytheresultofaincreaseindepreciationcostsof$214,660asaresultoflargecapital outlaycostsinFY2023-2024. Thiswaspartiallyoffsetbyadecreaseinoutsidecontractorcostsof$57,330. This resultedinanincreaseintherateof$.23.

CapitalImprovements

The$3,157,960isforsewerimprovementsinconjunctionwithstreetprojectsasfollows:

BirdAvenue

NorthAdamsRoad

WillitsandBatesStreets

WimbletonDrive

2025SewerRehabilitationProgram

ClickingtheonthelinksabovewilltakeyoutotheindividualprojectpagelocatedintheCapitalImprovementPlan sectionofthebudget.

DebtService

Debtservicecostsfor2024-2025includepaymentofinterestof$3,210fortheGeorgeW.KuhnDrainbonds. The GeorgeW.KuhndebtisfundedbyapropertytaxeswithintheCity’soperatingmillage.

2025-2026and2026-2027Assumptions

Theplannedratefor2025-2026isexpectedtoincrease$1.59,or14%. Assumptionsusedforthisplannedrate includea4%overallincreaseinsanitarysewagedisposalcostsanda4%increaseinoperatingcostsaswella 37%increaseforinfrastructurefunding.

Theplannedratefor2026-2027isexpectedtoincrease$.51,or4%. Assumptionsusedforthisplannedrate includea4%overallincreaseinsanitarysewagedisposalcosts,a4%increaseinoperatingcosts,anda7% increaseininfrastructurefunding.

FundSummaryBudget

993.0400-KUHNDRAINBONDINTEREST

SignificantNotesto2024-2025BudgetAmounts

1.

729.0000 Operating Supplies - The decrease of $49,207, or 58%, depicts the decrease in operating expensesrelatedtosewermaintenance.

2.

811.0000OtherContractualServices-Thedecreaseof$163,150,or37%,reflectsthemoveoftrench maintenancecostsbeingmovedtoMajorandLocalStreetFunds.

3.

927.0200BirminghamCSOMaintenance-Theincreaseof$168,610,or16%,relatestosignificantrepairs atthefacilityasdeterminedbyOaklandCountyWaterResources.

4.

981.0100PublicImprovements-Thebudgetof$2,677,960isforsewerimprovementsinconjunctionwith streetprojects:

Total $2,677,900

5.

981.0200 Sewer Improvements - The budget of $480,000 represents the annual sewer rehabilitation program.

SignificantNotesto2025-2026PlannedAmounts

Total $3,322,730 1.

981.0100PublicImprovements-Thebudgetof$3,464,760isforsewerimprovementsinconjunctionwith streetprojects:

$ 142,030

981.0200SewerImprovements-Thebudgetof$580,000isfortheannualsewerrehabilitationprogram.

981.0100PublicImprovements-Thebudgetof$3,387,210isforsewerimprovementsinconjunctionwith streetprojects:

981.0200SewerImprovements-Thebudgetof$370,000isfortheannualsewerrehabilitationprogram.

SpringdaleGolfCourseFund

AnnualBudget

FundDescription

Springdaledatesbackto1929andwasdesignedbyJerryMatthews. Itislocatedat316StrathmoreRoadandis oneoftwomunicipalgolfcoursesownedbytheCityofBirmingham. Itisoneofthe“BestKeptSecrets”inOakland County. Thegolfcoursetotalyardageisjustunder3,000andplaystoapar34andisenjoyedbyallages.

ServicesProvided

Wellmaintainedandmanicured9-holeswiththreesetsofteestobeginplay; PracticeAreaincludesapracticeputtinggreenandfive(5)hittingstationsforfullswingsintonettingsystem; ProShopisstockedwithgolfballs,golfgloves,headwearandaccessories; PowerCarts,AdaptiveCartandPullCartsavailable; PrivateandGroupgolfinstructionbyPGAprofessional; SpringdaleisthehostfortheSeaholmHighSchoolgolfteams; Numerousgolfleaguesoffered;

Diningareathatoffersavarietyofburgers,grilledchicken,assortedsandwiches,freshsalads,non-alcoholic beverages,beer,wineandbuffetmenusfortournamentsandevents; ClubTournamentsforthemembersandtheirguests: CincodeMayo

NiteGolfTournaments(Threetournamentseachseason)

Nine&DineThemedEvents(Threetournamentseachseason)

ClubChampionship

JuniorClubChampionship

Parent/ChildTournaments

Abeautifulparkthatmayberentedoutforalltypesofeventsthatoffersapicnicpavilion,children’splayground andpicnicfacilities;

InformationalwebsitetokeepallmembersupdatedofeverythingthatgoesonatSpringdaleGC–www.golfbirmingham.org.

FundSummaryBudget

FundExpenseBudget

SignificantNotesto2024-2025BudgetAmount

Salaries&Wages-Theincreaseof$21,280,or10%,depictsachangeinthecostallocationforDPSstaff.

729.0000 Operation Supplies - The decrease of $26,100, of 35%, represents the return to a normal budgetingamount. 2.

3.

935.0400GolfCourseMaintenance-Thedecreaseof$40,000,or100%,isduetomaintenanceprojects budgetedintheprioryear.

979.0000LandImprovements-Thebudgetof$850,000isforanewirrigationsystemforthecourse. 4. 981.0100 Public Improvements - The budget of $250,000 reflects the cost of the stabilization of the streambank.

5. SignificantNotesto2026-2027PlannedAmounts

799.0000EquipmentUnder$5,000-Thedecreaseof$5,000,or100%,representsthereturntoanormal budgetingamount.

LincolnHillsGolfCourseFund

AnnualBudget

FundDescription

LincolnHillsopenedin1964andwasdesignedbyJerryMatthews. Itislocatedat2666WestFourteenMileRoad andisoneoftwomunicipalgolfcoursesownedbytheCityofBirmingham. Withitsuniqueelevationchanges, tree-linedfairwaysandalternativeteeboxes,itmakesforaverychallengingroundofgolf. Thegolfcoursetotal yardageisjustunder3,000andplaystoapar35.

ServicesProvided

Wellmaintainedandmanicured9-holeswiththreesetsofteestobeginplay; PracticeAreaincludesapracticeputtinggreen,practicechippinggreenandtwelve(12)hittingstationsforfull swingsintonettingsystem;

StockedProShopwithgolfballs,golfgloves,Men’sandLadiesapparel,headwearandaccessories; PowerCarts,AdaptiveCart,andPullCartsavailable; PrivateandGroupgolfinstructionbyPGAprofessional;

RobustJuniorGolfProgramforallagesandlevelstopromotethe“GameofaLifetime”; LincolnHillsisthehostfortheGrovesHighSchoolgolfteams; Numerousgolfleaguesoffered;

Diningareathatoffersavarietyofburgers,grilledchicken,assortedsandwiches,freshsalads,non-alcoholic beverages,beer,wineandbuffetmenusfortournamentsandevents; ClubTournamentsforthemembersandtheirguests: CincodeMayo

Nine&DineThemedEvents(Threetournamentseachseason)

ClubChampionship

JuniorClubChampionship

Parent/ChildTournaments

WinterSportsareofferedtotheresidentsduringthewinterwhichincludessledding,snowshoeingandcrosscountryskiing;

Informational website to keep all members updated of everything that goes on at Lincoln Hills –www.golfbirmingham.org

FundSummaryBudget

FundExpenseBudget

SignificantNotesto2024-2025BudgetAmounts

2.

729.0000OperatingSupplies-Thedecreaseof$10,210,or13%,depictsthereductionofcostsforthe maintenanceofthegolfcourse.

1. 740.0000Food&Beverage- Thedecreaseof$6,230,or21%,representsthereturntoanormalbudgeting amount.

3. 930.0500BuildingMaintenance-Thedecreaseof$8,000,or100%,reflectsthecostsforthestainingofthe exteriorwallsbudgetedintheprioryear.

5.

811.0000OtherContractualService-Theincreaseof$18,900,or126%,showsthecostsassociatedfor new sand for the bunkers, pond maintenance, irrigation software, mobil reservation app, and event entertainment.

4. 960.0400 Liability Insurance - The budget of $31,470 includes the costs for both the general liability insuranceandtheliquorliabilityinsurance.

SignificantNotesto2025-2026PlannedAmounts

811.0000OtherContractualService-Thedecreaseof$8,300,or25%,reflectsthecostsforthenewsand forthebunkersbudgetedintheprioryear.

InternalServiceFunds

AnnualBudget

InternalServiceFundsareusedtoaccountforthefinancingofgoodsorservicesprovidedbyonedepartmentor agencytootherdepartmentsoragenciesoftheCity.ThemainpurposeofInternalServiceFundsistoidentifyand allocatecostsrelatedtotheprovisionofspecificgoodsandservices.Anequipment-rentalchargeisincludedinthe budgetsoftherespectiveactivitiesthatusetheservices.

InformationTechnologyFund

AnnualBudget

FundDescription

TheITDepartmentisresponsibleforprovidingtheinfrastructureforautomation.Itimplementsthegovernancefor theuseofnetworkandoperatingsystems,andassistsotherdepartmentsbyprovidingthemthefunctionalitythey needtoefficientlyservicetheCity’sresidents. TheITDepartmentisresponsibleforthehardwarecomponents,the network,thecircuitry,andallotherequipmentnecessarytomakeanITsystemfunctionaccordingtotheCity’s needs and system size. The IT department is also responsible for creating and maintaining operational applications;developing,securing,andstoringelectronicdatathatbelongstotheorganization;andassistinginthe useofsoftwareanddatamanagementtoallfunctionalareasoftheorganization. AlthoughtheITdepartment implementsandfacilitatestheflowofinformationanditssecurity,ITdoesnotcreatethepolicythatdefineswhich informationiscorrectoraccessibletoothers. TheITdepartmentstrivestohelpimproveproductivityandprovide foranextensiverangeofbusinessactivities. Thisincludesexaminingtheinformationtechnologyneedsofthe variousCitydepartmentstoprovidethebestinformationavailableformanagementdecisionmaking.

ServicesProvided

Evaluateandimplementtechnologicaladvancementstargetedtoenhanceoperatingefficiencies.

Maintaintheday-to-dayoperationsofnetwork,computerequipment,software,telephone,AudioVisualand othercommunicationsystemstoensureuninterruptedservice.

Planandimplementinformationsecurity,recovery,complianceandintegrityaswellaspoliciesandprocedures inthoseareas.

Provide centralized recommendations, purchase and installation of hardware and software used by departments.

ActasaliaisonbetweenCitystaffusers,outsidecontractors,hardwarevendors,andsoftwarevendorsin support,trainingandevaluationofhardwareandsoftware.

Focus on developing and implementing solutions across all departments, which will enhance service to residentsandminimizecosts.

RevenueAssumptions

RevenueintheComputerEquipmentFundisderivedprimarilyfromrentalchargestootheruserdepartmentsof theCity. Departmentsarechargedaratesufficienttocoveralloperatingcostsofthefund,plusaprovisionfor depreciation. Operatingcostsincludesuchitemsaspersonnel,computerandtelephonemaintenancecharges, computer-softwareupgradesandconnectivitychargesfortheCity’swide-areanetwork. Theapprovedcomputerequipmentrentalchargesforfiscalyear2024-2025,2025-2026,2026-2027werecalculatedtoprovide$1,233,420, $1,356,750, and $1,492,430 in 2024-2025, 2025-2026 and 2026-2027 respectively. This would leave cash reservesofapproximately$665,254attheend2024-2025.

ExpenditureAssumptions

OperatingexpensesoftheComputerEquipmentFundforfiscalyear2024-2025approvedbudgettotal$1,057,410 and$1,038,710and$1,046,140forthesubsequentplanningyears. Capitalpurchasesof$177,880infiscalyear 2024-2025,$123,880infiscalyear2025-2026and$123,880,infiscalyear2026-2027havebeenapprovedto provideforreplacementofprinters,copiers,softwareupgradesandGISimprovements.

The increase in “Supplies” is due to the purchase of software, IPads, and laptops, as well as telephone maintenance.

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

1.

711.0000FringeBenefits-Theincreaseof$21,280,or18%,isprimarilyduetothechangeofafull-time sharedpositionwiththeManager'sofficetoafull-timeTechnicianposition.

2.

742.0000 Computer Software - The increase of $36,580, or 58%, represents the cost of software subcriptionsandupgradetoWindows2022software.

4.

3. 933.0700Connectivity-Theincreaseof$18,200,or18%,relatestothecostoftheYMCAtoCityHall connectivity.

6.

799.0000EquipmentUnder$5,000-Theincreaseof$14,000,or28%,showsthecostofafiredepartment laptopreplacementandanengineeringlargescreenmonitorfordigitalplanning.

971.0100Machinery&Equipment-Thebudgetamountof$54,000relatestotheAppliedInnovationprinter refresh($36,000),theIceArenacopierreplacement($9,000),andtheMuseumcopierreplacement($9,000).

5. 973.0400NetworkUpgrade-Theincreaseof$41,060,or53%,showsthecostincreaseforDarkTrace IntrutionDetectionandInlineEmailSecurity.

SignificantNotesto2025-2026PlannedAmounts

1.

742.0000 Computer Software -The decrease of $13,000, or 13%, depicts the cost of the upgrade to Windows2022softwarethatwaspaidinthepriorfiscalyear.

3.

2. 971.0100-Machinery&Equipment-Thedecreaseof$54,000,or100%,showsthecostofpurchasespaid forintheprioryear.

799.0000EquipmentUnder$5,000-Thedecreaseof$10,000,or16%,relatestotheFireEOCLaptops purchasethatoccuredinthepriorfiscalyear.

PerformanceGoals,Objectives,andMeasures

GOAL:

OBJECTIVE:

Provideaportalforresidentsandbusinesspartnerstoaccesspublicinformationquicklyandat their convenience. (Long-Term Municipal Goals 2a, 2b) *Strategic Goal: Environmental Sustainability,andEfficientandEffectiveServices.

To:1)continuetodevelopwebsolutions;2)standardizeaccesstopublicinformation;and3) researchemergingapplicationsthatwillprovideincreasedservicesusingdigitaltechnology

Utilizationofbhamgov.org website:

GOAL:

OBJECTIVE:

Exercisebusinessstrategiestominimizeexpenditureofpublicfundsandstillprovidethehighest standardoftechnologyservicestostaffandexternalusersoftechnology. (Long-TermMunicipal Goals 1a, 1b). *Strategic Goal: Environmental Sustainability, and Efficient and Effective Services.OBJECTIVE:

Implementbudgetplanningandfunding-acquisitionproceduresthatwillallowtheCitytoacquire andimplementnewtechnologicaldevelopmentsinacost-effectivemanner.Providetechnology servicestodepartmentsthatwillassisttheminperformingtheirjobdutiesmostefficiently. MEASURES

Note:Duetoanincreaseinautomatedmonitoring ofsystemstherewasanincreaseinlowpriority helpdeskticketsskewingresolutionnumbers.

GOAL:

OBJECTIVE:

Todevelopanefficientandsecuremethodforstaffandotherstoaccessthenetworkanddata. DeveloppoliciesforInformationTechnologystafftofollowtoensuresystemsecurity. (Long-Term Municipal Goal 2b).*Strategic Goal: Environmental Sustainability, and Efficient and Effective Services.BJECTIVE:

To:1)followfederalandstateguidelines,andabidebyauditingstandardsfordataintegrityand security;2)developamethodologytochroniclecomputerdataandequipmentaccesstonew employees/users,changestosecurityaccessforexistingemployees/users,andtheremovalof access when it is no longer needed; 3) ensure standards for electronic data storage are productiveforemployees/users.

MEASURES

Note:GenerativeAItechologiesbeingreviewedan policybeingimplemented

CityofBirmingham,Michigan 2024-2025ApprovedBudget

ComponentUnits

AnnualBudget

BaldwinPublicLibrary

Baldwin Public Library provides full library service to all eligible patrons, including residents of the City of Birmingham,aswellasresidentsfromothermunicipalitiesthathaveacontractualagreementforlibraryservices. TheLibraryBoardhassixmembers,electedeveryfouryearsbytheresidentsoftheCity.Revenuestofinancethe operationsofthelibraryareobtainedthroughseparateproperty-taxlevy,chargesforservicesandcontributions.

PrincipalShoppingDistrict

ThePrincipalShoppingDistrictwascreatedtopromoteeconomicactivitywithintheCity’sprincipalshopping districtsbyconductingmarketresearchandpublic-relationscampaigns,promotionsandspecialevents.ItsBoard consistsofeighttotwelvemembersappointedbytheCityManagerwiththeconcurrenceoftheCityCommission. Revenueisprovidedthroughaspecialassessmentleviedagainstbusinesspropertieswithinthethreedistricts.

BrownfieldRedevelopmentAuthority

TheBrownfieldRedevelopmentAuthoritywascreatedtofacilitatetherevitalizationofenvironmentallydistressed areaswithintheCity.TheAuthority’sBoardconsistsoffivemembersappointedbytheCityCommission.Financing for cleanup is provided for by grants received from the State of Michigan and revenues received from taxincrementfinancing.

CorridorImprovementAuthority–TheCorridorImprovementAuthoritywascreatedtoprovideanalternatemeans offundingpublicinfrastructureimprovementstoassistwithredevelopmentwithintheCity’sTriangleDistrict.The Authority’sBoardconsistsofsevenmembersappointedbytheChiefExecutiveOfficerwithconcurrenceoftheCity Commission.FundingforCapitalImprovementsisobtainedfromtax-incrementfinancingbutmayalsoinclude variousothersourcessuchasspecialassessmentsandusercharges.

CorridorImprovementAuthority

TheCorridorImprovementAuthoritywascreatedtoprovideanalternatemeansoffundingpublicinfrastructure improvementstoassistwithredevelopmentwithintheCity’sTriangleDistrict.TheAuthority’sBoardconsistsof sevenmembersappointedbytheChiefExecutiveOfficerwithconcurrenceoftheCityCommission.Fundingfor CapitalImprovementsisobtainedfromtax-incrementfinancingbutmayalsoincludevariousothersourcessuchas specialassessmentsandusercharges.

BaldwinPublicLibraryFund

AnnualBudget

FundDescription

The Baldwin Public Library (BPL) provides informational, educational, and cultural services to the residents, employees,students,andpropertyownersinBirmingham,BeverlyHills,BinghamFarmsandtheCityofBloomfield Hills.TheLibraryfocusesondevelopingandofferinghigh-qualitymaterialsandservicestothoseinitsservice area,whilemaintainingcarefulcontrolovercosts.

Baldwin’smissionstatementreads:

The Baldwin Public Library in Birmingham, Michigan enriches lives by providing opportunities and resourcesforeveryonetolearn,connect,anddiscover.

TheLibrary’sstrategicgoalsare:

Programs&Services-Adaptprogramsandservicestomeettheneedsofthechangingpopulation 1.

Facility-Createawelcoming,safe,andaccessiblebuildingthatmeetstheneedsofourstaffandusers 2. Diversity&Equity-Provideandpromoteequitableandinclusiveresourcesandopportunitiesforall populations 3.

CommunityOutreach&Partnerships-DevelopandstrengthenBPLconnectionswithinthecommunity 4. Personnel&Organization-Train,empower,andequipmembersoftheorganizationtobestsupportusers andeachother 5.

Financial-Maintainandimprovefinancialhealth 6.

SinceFY2021-22,thelibraryhasbeenworkingwitharchitectsfromMCDArchitectstodesignthethirdandfinal phaseoflibraryrenovationstothefrontentrance,lobby,andcirculationarea.PCIDaileywasselectedasthe constructionfirmtobuildtheprojectinspring2023.ConstructionbeganinJuly2023andwascompletedinApril 2024.Highlightsoftheprojectinclude:

Welcomingandaccessiblestreet-levelentrancewithelevatorandrenovatedhandicapramp

Vendingcaféandcollaborationspace

Lightingandwindowstobrightentheentryway

RenovationandreallocationoftheInformationdeskandcheckoutareatoconnectthethreewingsofthe building

ImprovementofexteriorplazatointegratewiththeCity’sciviccenterandaddoutdoorprogramspace 4additionalstudyroomsforindividualsorpairs

DedicatedsalespacefortheFriendsoftheBPL

Baldwin is strongly committed to offering new formats and technologies, as well as traditional services and materials. In recent years, it has responded to user demand by shifting its budget more toward electronic resources,suchase-books,andsteamingmedia.TheLibrary’scatalognowcontainsmoreelectronicresources thanphysicalmaterials.Wewillcontinuetostrengthentheelectronicofferingsasweanticipatemoreuseduring

theupcomingPhase3construction.Whileaccesstothebuildingwillbemaintained,wewilllikelyexperiencea temporaryreductionofin-personvisitsandprojectaspikeinuseofe-materialsandcurbsideservice.

TheBaldwinPublicLibraryoffersawiderangeofprogramstothecommunitiesweserve.Amongtheseare:

Summerreadingprograms

Youthstorytimes

Authorvisitsandlecturesonawidevarietyoftopics

Bookclubs

Computerclasses

Curbsidepickup

Servicestopatronswithlearning,developmental,physical,andvisualdisabilities—includinghomedelivery

Baldwin’sIdeaLab(i.e.,makerspace)keepsexpandingservicesanddrawingpeopletotheLibrary.Amongits servicesare3Dprinters,alasercutter,vinylcutting,aheatpress,computerizedembroidery,sewing,andformat conversionservices.

MembershipsinconsortiumsallowBaldwintomakecost-effectivepurchasesandimproveservices.Forexample, theLibraryparticipatesinMeLCat,astatewideinterlibraryloanservice,whichallowspatronstoborrowmaterials fromhundredsoflibrariesthroughoutMichigan.

The Library’s website (www.baldwinlib.org) provides access to research databases and brings Baldwin’s resourcesintothehomesofresidentsatanyhouroftheday.TechnologytrainingsessionsprovidedbyLibrarystaff enableresidentstomakeoptimaluseoftheLibrary’scomputerizedresources.

QualityserviceisakeystoneoftheLibrary.Baldwinhasareputationthroughoutthestateasanexemplarylibrary. Thededicatedstaffworkswithpatronsinafriendlyandwelcomingmannertohelpthemgetthemostoutoftheir Libraryanditsresources.TheLibraryiscommittedtoalevelofservicethatsatisfiestheindividualandenriches thecommunity

BaldwinPublicLibrary’sservicesarebasedonthefollowingcorevalues:

IntellectualFreedom-Providingunfetteredaccesstoallpointsofview

EquitableandInclusiveAccess-Offeringawidevarietyofdiverseresourcesforeveryone

EducationandLifelongLearning-Empoweringindividualspersonallyandprofessionallybyfacilitatingthe acquisitionofcredibleandviableinformation

Innovation-Anticipatingchangingcustomerneedswithcreative,relevant,andtimelyofferings

WelcomingEnvironment-Ensuringarespectfulandsafespace Integrity-Demonstratingresponsiblestewardship,transparency,ethicalbehavior,andhonesty

Collaboration-Meetingcommunityneedsbyworkingtogether,seekinginput,andofferingassistance CommitmenttoExcellence-Deliveringhighqualityserviceinallwedo

FundSummaryBudget

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

Personnelexpensesincludea3%salaryincreaseforalllibrarystaff.Personnelexpensesaccountfor63.5%of theoperatingexpensesbudget,whichiswithintherangeconsideredacceptablebypubliclibrarybestpractices. TheLibrarywilleliminatethemonthly20%healthinsurancedeductionthatfull-timeemployeesoptingintothe City’shealthinsuranceplanpay.Theeliminationofthismonthlystipend,originallypassedalongtostaffin2010, willkeepLibraryandCityhealthinsurancebenefitsidentical.

TheLibrarywillpayfull-timeemployeesoptingoutoftheCity’shealthinsuranceplananannualstipendfornot usingCityhealthinsurance.Thisamountrangesfromaround$3,800forasingleemployeewhooptsoutofthe City’splanto$10,200forafamilythatoptsoutoftheCity’splan.

TheLibrarywillremainopen67hoursperweek.TheLibrarywillbeopen348daysperyearandclosedtothe public17daysduringtheyear.Eligiblestaffwillreceive11pro-ratedpaidholidays.

TheLibrarywillcontinuetoprovideawidevarietyofmaterials,programsandservicestotheresidentsofour servicearea. ThecollectionsbudgetforFY2024-25willaccountfor15%oftheoperatingexpensesbudget, whichconformstopubliclibrarybestpractices. TheLibrarywillcontinuetodevotemoreofitsmaterialsbudget to online services (e-books, e-audiobooks, streaming music, streaming video, databases, online learning programs,etc.),theareawheretheLibraryisexperiencingthestrongestincreaseincirculation.

Thebudgetincludesmoneyforkeepingcomputerequipmentandtechnologyuptodate,includingupgradingthe securitycamerasystem,upgradingallIdeaLabcomputers,upgradingtheFirewall,andaddingtwoadditional self-checkmachines.

SignificantNotesto2025-2026BudgetAmounts

Planned improvements include adding shades on the north end of the Youth wing, installing soundproofing measuresintheYouthRoom,replacingrestroommirrorsinthelowerlevel,andpaintingthewallsintheBirkerts firstflooraddition.

SignificantNotesto2026-2027PlannedAmounts

Plannedbuildingimprovementsincludearefreshofthelowerlevelwithnewflooring,restroompartitions,andoffice furniture,plustheinstallationofsolarpanels,andbirdfriendlyglass.

PerformanceGoals,Objectives,andMeasures

GOAL:

Providesoundleadershipandresponsiblegovernancetomaintainfinancialstability.Utilizepublic resourcesinaneffective,efficientmanner.Balancecommunityneedsanddesireswithavailable resources.(Long-TermMunicipalGoals1A&1B)*StrategicGoal:EfficientandEffectiveServices.

OBJECTIVE: ToensuretheLibrarydeliversservicesinlinewithcommunityexpectationswhilecontainingcosts andtakingadvantageofallpossiblerevenuesources.

MEASURES

Operatingexpenses (ExcludesPhase3 Renovationcostsinvarious fiscalyears.)

computersandwireless access(measuredin sessions)

Numberofphysicalprint andaudiovisualitems (excludingmagazines)in collection

Numberofhoursworkedby volunteers

*Duetotheanticipatedfrontentranceconstruction, thesegoalshavebeenadjustedforFY2023-2024

PrincipalShoppingDistrictFund

AnnualBudget

FundDescription

TheBirminghamShoppingDistrict(BSD)wasestablishedinSeptemberof1992,functioningunderatwelvememberboard,whichfirstmetinJanuary1993. TheBoardappointsanexecutivedirectorwhoisresponsiblefor theday-to-dayoperationoftheBSDoffice. Theappointeddirectortakeshis/herdailydirectivesfromtheCity Manager. ThegoalsoftheBSDBoardareto:

1.PromoteandmarketdowntownBirminghamandthetwospecial-assessmentdistricts;

3.

2. FacilitatebusinessdevelopmentandcreateapartnershipamongtheBSD,propertyowners,commercialreal estatebrokersandmanagementcompanies;

IncreaseconsumerawarenessofBirmingham’sshopping,diningandentertainmentvenuesandservicerelatedbusinesses;

4.SupporttheCity’seffortstomaintainaclean,attractiveworkingandlivingenvironment;

5.ActasaliaisonbetweentheCityandnewbusinesses;

6.

EstablishopenlinesofcommunicationbetweenbusinessesandtheBSDBoardforthedevelopmentof beneficialprogramsandservices.

The Birmingham Shopping District has four major focus areas consisting of business development, events, marketingtheBSDanditsactivities,andmaintenance/capitalimprovements.TheeconomicstrategytheBSDis focusedonthiscomingyearistoincreasefrequencyofpatrons,buildgreaterawarenessoftheBSDvalue,deeper marketpenetrationofregionalattraction,andsustainservicesandprogramswhilecontinuallyevolving.

BusinessDevelopment:

TheBSDresearches,analyzes,marketsandassistspropertyownerswithbringingkeyretailerstothedowntown usingthefollowingstrategy:

Maintainanupdatedtenantmixanalysisinordertoaddressmarketsaturationofspecificeconomicsectorsand identifyopportunitiestoimprovethediversityofthebusinessmix.Thiswillinformandsetcriteriaoftheretail recruitmentincentiveprogramandotherrecruitmenteffortsoftheBSD.

Support and retain existing businesses by connecting current merchants, restaurants, and businesses to businessresources,identifyingchangingneedsofthedistrictandrecognizingbusinesscontributionsoftime, talentandgrowthwithabusinessanniversaryprogram.

Identifyandrecruitbusinessesthatwillhelpincreasefrequencyofvisitsbyconsumersandbuilduponthe regionalattraction.

ImplementaCity,PropertyOwner,andBrokerprogramtoconnectbrokersrepresentingspecificpropertiesto potentialbusinessesinterestedinlocatingtoBirmingham. Updatethetradeareaanalysisandmarketrecommendations.

Events&Promotions:

TheBSDplans,organizesandpromotesevents,marketingandadvertisingforthedowntowndistricttobuildupon theinvitingsenseofplace,buildawarenessofthebusinesseswithinthedistrictandincreasefoottrafficandsales.

In2024,theBSDwillbehostingthefollowingevents:

BRRminghamBlast–January

SpringStroll-April

FarmersMarket–May–October

MovieNights–June–September

DayontheTown–July

BirminghamCruiseEvent–August

ArtWalk–September

BirminghamBurger–October

SmallBusinessSaturday,SantaWalk,SantaHouseandcarriagerides–November–December

WinterMarkt&HolidayTreeLighting-December

TogrowtheBirminghamShoppingDistrict’smarketpenetrationandrecognitionasapremieredestinationfor shopping,dining,andentertainment,theBSDproducesseasonalvideosandshoppingguidesthataredistributed SeenMedia,localandregionalmedia,digitaladvertisingandsocialmedia.TheBSDalsocontinuestogarner organicreachthroughitspublicrelationseffortsandsocialinfluencers.

MaintenanceandCapitalImprovements:

TheBSDcontinuestooverseethemaintenanceof240hangingbasketsandflowerplantersthroughouttheCity. Additionally,theBSDprovidessnowremovalforten(10)milesofsidewalksdowntown.TheBSDalsopartnerswith the Department of Public Services (DPS) to decorate the City and Shain Park with holiday lighting, and is evaluatingtheoverallplantoassuresustainabilityforyearstocome.Lastly,theBSDworkswithDPStopower washCitysidewalksseveraltimesthroughouttheyearandkeepsitclearoflitteranddebris.

UpcomingFiscalYear:

Inspring2023,theBirminghamShoppingDistrict(BSD)BoardofDirectorsapprovedanewStrategicPlantochart thepathfordowntownBirminghamforthenextthree-to-fiveyears.Severalstrategicgoalswereidentifiedasa resultoftheplanningprocess:

IncreaseFrequencyofVisits

Growbrandloyaltyofthedistrictandbusinesses

Meetmarket/productconsumerdemandstocapturesalesleakage

Makeiteasyandengagingforconsumers–fromgettingheretopatronizingbusinesses

GrowBSDPerceivedandRealValue

Celebratesuccessesdowntownlocally,regionally,andnationally

Showcaseorganizationalanddistrictstatsandreturnoninvestment

Supportbusinessgrowthwithresources,toolsandtrainings

Engagemorebusinessesandcommunitymembersinprocess

Educateandengagenewbusinessesandpropertyowners

ExpandRegionalAttraction&ExtendStays

Standoutinthecrowdamongstotherdowntownswithsignatureevents,promotionsandretailmix

Leverageandmarketthedowntown’sbroadappeal,shopping,diningandassetstoregionalareas

DiversifyandBalanceBusinessandProductMix

MarketImproveEaseofAccessandConnectivity

SustainServices&Appeal

Retentionofkeyassetsandattractions

Maintainandenhancevisualappealtodrawpeoplethroughthedistrictandkeepthemhere Organizationalandfinancialrefinementandbalancetocontinuetoprovideexistingresourceswhileexpanding anddiversifyingasmarketchanges

FundSummaryBudget

FundExpenditureBudget

SignificantNotesto2024-2025BudgetAmounts

1.

702.0000Salaries&Wages-Thedecreaseof$34,670,or8%,reflectsadecreaseinhoursfortheseasonal employees,aswellasachangeintheallocationforthedowntownmaintenance.

2.

811.0000 Other Contractual Service - The increase of $35,950, or 191%, is primarily due to aesthic improvementsinthePierceandMaplealleysinconjuctionwiththeCity'sreconstructionproject.

3.

829.0100SnowRemovalContract-Theincreaseof$7,900,or10%,depictstheincreaseincostsforsnow removal.

4.

881.0000Marketing&Advertising-Thedecreaseof$117,835,or62%,representsthereturntoanormal budgetingamount.

5.

882.0000 Public Relations - The increase of $14,100, or 176%, shows the Customer Relationship Management(CRM)softwareimplementationandannualfees.

6.

888.0000SpecialEvents-Theincreaseof$138,070,or59%,reflectstheadditionofneweventsandevent inflationcosts.

935.0200MaintenanceShoppingDistrict-Thebudgetof$82,050depictsthecostsoftheholidaylighting, hangingbaskets,sidewalkpower-washing,dogwastebagsandeventgarbagecontainers. 7.

941.0000EquipmentRentalorLease -Thedecreaseof$8,440,or19%,representsachangeinthe allocationforthedowntownmaintenance.

942.0000ComputerEquipmentRental-Theincreaseof$7,650,or21%,showstheoverallincreaseof15% forcomputerequipmentrentalchargesandachangeincostallocation.

811.0000OtherContractualServices-Thedecreaseof$50,000,or91%,representsthereturntoanormal budgetingamount.

829.0200WebSiteMaintenance-Thedecreaseof$15,000,or70%,reflectsthecostsofthenewweb platformpurchasedintheprioryear.

882.0000PublicRelations-Thedecreaseof$5,000,or23%,depictstheimplentationfeefortheCRM purchasedintheprioryear.

942.0000ComputerEquipmentRental-Theincreaseof$4,460,or10%,showstheoverallincreaseof10% forcomputerequipmentrentalcharges.

SignificantNotesto2026-2027PlannedAmounts

942.0000ComputerEquipmentRental-Theincreaseof$4,910,or10%,showstheoverallincreaseof10% forcomputerequipmentrentalcharges.

BrownfieldRedevelopmentAuthorityFund

AnnualBudget

FundDescription

The Brownfield RedevelopmentAuthority Fund is used to account for transactions related to the cleanup of environmentalcontaminantsatapprovedsitesundertheBrownfieldRedevelopmentFinancingAct.Thisprovides forthecleanupofcontaminationfrompropertythatotherwisewouldnotbedevelopedwithouttheuseofeconomic incentives. Once a property has been cleaned up, it can then be redeveloped and placed on the tax rolls. FinancingforcleanupisprovidedfromgrantsreceivedfromtheStateofMichiganandrevenuesreceivedfromtaxincrementfinancing.

Thefollowingareactivebrownfieldsites:

2400E.LincolnAve. 33588WoodwardAve. 2483W.MapleRd. 856N.OldWoodwardAve. 34965WoodwardAve. 35975WoodwardAve.

Thefollowingarebrownfieldsiteswherepropertytaxesarebeingcaptured:

2400E.LincolnAve. 33588WoodwardAve. 2483W.MapleRd. 856N.OldWoodwardAve. 34965WoodwardAve. 35975WoodwardAve.

FundExpenditureBudget

CorridorImprovementAuthorityFund

AnnualBudget

FundDescription

The Triangle District Corridor Improvement Authority is used to account for transactions related to public infrastructureimprovementstoassistwithredevelopmentwithintheCity’sTriangleDistrictpursuanttoPublicAct 280. TheAuthorityconsistsofsevenmembersappointedbytheChiefExecutiveOfficerwithconcurrenceofthe CityCommission. TheCorridorImprovementAuthorityisresponsibleforcreatingaplanforthedevelopmentarea thatoutlinesthenatureandpriorityofpublicimprovementsneededwithinthearea. Itisanticipatedthatpublic parkingimprovementswillbetheprimarycomponentoftheplanwithfundingfortheimprovementsbeingfinanced fromtax-incrementfinancingaswellasvariousothersourcessuchasspecialassessmentsandusercharges. The development area that is under the jurisdiction of the Authority excludes the single-family residential neighborhoodatthenorthendoftheTriangleDistrict.

FundSummaryBudget

CapitalImprovementPlanSummary

ThispageprovidesinformationontheCity'scapitalimprovementplanforthefiscalyearsJune30,2024through June30,2030.

TheCityCharterrequiresthateachyear,onorbeforethefirstMondayinMay,theCityManagerpreparesand submitstotheCityCommissionanestimateofallcapitalprojectstobeundertakenwithinthebudgetyearanda five-yearcapitalprogram. And,inaccordancewithPublicAct33of2008,the“PlanningEnablingAct,”asixthyear hasbeenaddedtothecapitalprogram. Thiscapitalimprovementsprogramandthecorrespondingoperating budgetaresubmittedtotheCityCommissionforapprovalatthesametime. Capitalexpendituresfortheupcoming fiscalyearcontainedinthecapitalimprovementsprogramareapprovedasthecapitalbudget. AllCityprograms andservicesnotincludedinthecapitalbudgetareincludedintheoperatingbudgetforthefiscalyear

The capital budget is a financial plan for the expenditure of money which adds to or improves the City’s infrastructureorcapitalassets. Capitalprojectsmayapplytothefollowingareas:

1.Expenditureswhichmaytakeplaceovermorethanoneyear,therebyrequiringcontinuingappropriations; Projectswhichrequirefundingwithdebtbecauseofsignificantcoststobesharedbycurrentandfuture beneficiaries;

3.

2. Projectswhichrequiresystematicacquisitionoveranextendedperiodoftimeinordertoimplementmajor operatingsystemsorpublicprograms;and

4.Scheduledreplacementofphysicalassets.

TheCapitalImprovementssectionofthisbudgetdocumentincludesthefollowing:

1.Alisting,bydollaramount,ofthemostsignificantcapitalexpendituresapprovedforfiscalyear2023-2024;

2.Anarrative,byfund,ofthemajorcapitalimprovementsapprovedforfiscalyear2023-2024;

3.Anumericalsummaryofcapitalimprovementsandfundingsourcesforthenextsixfiscalyears; Anumericallisting,byfund,of:a)allcapitaloutlayapprovedforfiscalyear2023-2024;b)capitalprojects plannedforfiscalyear2023-2024and2024-2025;c)anticipatedprojectsforfiscalyears2025-2028; 4. Alistingofvehiclesandequipmentscheduledforevaluationand/orreplacementinfiscalyears2023-2024 and2024-2025. 5.

2024-2025CapitalImprovements

Approvedcapitalexpendituresforfiscalyear2024-2025total$22,224,850,notincludingInternalServiceFundsor Component Units. Of the total approved capital expenditures, $13,261,580, or 60%, is designated for infrastructureimprovementssuchasstreets,bridges,watermains,andsewerlines.

2024-2025Capital ImprovementsbyFund

DataUpdatedJun03,2024,1:39PM

$22,134,850.00

FundsDescriptionfromFY2025

FiscalYear2024-2025CapitalImprovementsOverviewbyFund

GeneralFund

Capitalexpendituresforfiscalyear2024-2025total$1,793,450. Ofthisamount,$430,000,or24%,isrelatedto sidewalks.Otherexpendituresinclude$300,000forcitywidecameras,$200,000forrepairsattheBaldwinLibrary loading dock, and $180,000 to upgrade the City's streetlights to LED. To find a project go to the Capital ImprovementProjectpagehere

MajorandLocalStreetFunds

ApprovedcapitalexpendituresfortheMajorandLocalStreetFundstotal$7,533,740.Thisincludes$1,054,110for N.Adams,$955,510forBird,$948,350forWimbleton,$884,090forE.Maple,and$821,680forWillits/Bates.

Street fund projects are funded primarily by contributions from the General Fund and state grants. Detailed informationabouteachprojectcanbefoundontheindividualprojectpages.TofindaprojectgototheCapital ImprovementProjectpagehere

WaterSupplySystemFund

ApprovedcapitalexpendituresfortheWaterSupplySystemFundtotals$2,707,640.Thisincludes$1,094,030 Wimbleton,$751,820Bird,and$405,580N.Adams.Fundingfortheseprojectscomefrompropertytaxesanduser rates.TofindaprojectgototheCapitalImprovementProjectpagehere.

SewageDisposalSystemFund

ApprovedcapitalexpendituresfortheSewageDisposalSystemFundtotals$3,020,200.Thisincludes$1,492,760 forWimbleton,$760,940Bird,and$480,000for2025SewerRehabilitationProgram.Fundingfortheseprojects comefrompropertytaxesanduserrates.TofindaprojectgototheCapitalImprovementProjectpagehere

AutomobileParkingSystemFund

Approved capital expenditures for the Automobile Parking System Fund totals $3,416,000. This includes $1,250,000forrepairsattheChesterParkingStructure,$1,176,000forrepairsatthePeabodyParkingStructure, and$610,000forgaragesignage.Fundingfortheseprojectswillcomefromuserrates.Tofindaprojectgotothe CapitalImprovementProjectpagehere

GolfCourses

Approved capital expenditures for the Springdale Golf Course totals $1,100,000. This includes $850,000 for irrigationimprovementsand$250,000forstreambankimprovements.Fundingfortheseprojectswillcomefrom userrates.TofindaprojectgototheCapitalImprovementProjectpagehere.

CapitalProjectFunds

ApprovedcapitalexpendituresfortheCapitalProjectFundstotal$2,603,480.Thisincludes$1,203,480foraflood wallatLot6whichisprimarlyfundedbyagrant,$500,000forthefinalpaymentontheYMCAwhichwillbefunded byreservesintheCapitalProjectsFund,and$900,000forBoothParkEntryPlazaandtrailsystemfundedby parksandrecreationbonds.TofindaprojectgototheCapitalImprovementProjectpagehere

2024-2025Projects

2025-2026Projects

2026-2027Projects

2027-2028Projects

2028-2029Projects

2029-2030Projects

CityofBirmingham,Michigan 2024-2025ApprovedBudget

CapitalImprovementPlanListing

ForFiscalYearsJune30,2024throughJune30,2030

BelowisalistingofcurrentandfuturecapitalprojectsforfiscalyearsJune20,2024throughJune30,2030that exceed$25,000. Pleaseclickontheprojectnametogototheprojectpageformoredetails. Projectsinitalics representroadswithspecialassessments.

Street,Water,andSewerCapital Projects

FY2023-2024

2023ConcreteSidewalkProgram

2024CapeSealProgram

2024ResurfacingProgram

2024SewerRehabilitationProgram

2024SidewalkGapProgram

ArlingtonandShirleybetweenMapleandLincoln BackyardSewerLining

BrandonbetweenShirleyandLinden BusShelters

EdgewoodbetweenE.LincolnandE.Southlawn

OaklandbetweenN.OldWoodwardandWoodward HaynesbetweenS.OldWoodwardandWoodward Piercebetween14MileandBrown

PierceandMapleAlleys

ReddingRoadbetweenLakeparktoWoodward TrafficSignalMastArms

FY2024-2025

2024ConcreteProgram

2025ResurfacingProgram

2025CapeSealProgram

2025SewerRehabilitationProgram

2025SidewalkGapProgram

AdamsandDerbyTrafficSignalImprovement

BirdReconstructionPhase1A

E.MapleRoadRehabilitation

E.MapleRoadWaterMainReplacement

N.AdamsRoadResurfacing

SEMCOG-MDOTStreetLightCarbonReduction GrantPhase1

TrafficSignalMastArms

WillitsandBatesReconstruction

WimbletonDriveReconstruction,Phase1

FY2025-2026

2025ConcreteProgram

2026CapeSealProgram

2026ResurfacingProgram

2026SewerRehabilitationProgram

2026SidewalkGapClosure

BirdAvenueReconstruction,Phase1B

MapleandCranbrookTrafficSignalImprovements

N.OldWoodwardResurfacing

S.EtonRoadProject

S.EtonRoadBikeLanes

SEMCOG-MDOTStreetLightCarbonReduction GrantPhase2

WimbletonRoadReconstruction,Phase2

FY2026-2027

14MilebetweenGreenfieldandSouthfield 2026ConcreteProgram

2027CapeSealProgram 2027ResurfacingProgram 2027SewerRehabilitationProgram 2027SidewalkGapClosure

AbbeyStreetReconstruction

BirdAvenuePhase2

DerbyBridge

Henley/OxfordReconstruction

N.OldWoodwardResurfacing

W.MerrillReconstructionPhase1

Street,Water,andSewerCapital Projects

FY2027-2028

2027ConcreteProgram

2028CapeSealProgram 2028ResurfacingProgram

2028SewerRehabilitationProgram

2028SidewalkGapClosure Abbey/WarwickReconstructionProgram BusShelters

E.LincolnResurfacingProjectPhase1 LindenbetweenMapleandHawthrone

W.MerrillReconstructionPhase2 WindemerebetweenN.EtonandSt.Andrews

FY2028-2029

2028ConcreteProgram 2029CapeSealProgram 2029ResurfacingProgram 2029SewerRehabilitation 2029SidewalkGapClosure BusShelters

E.LincolnResurfacingPhase2 EmmonsReconstruction

N.AdamsbetweenMapleandMadison PembrokeRoadReconstruction

S.AdamsRoadResurfacing Shepardbush/TottenhamReconstruction SmithAvenueReconstruction

FY2029-2030

2029ConcreteProgram

2030CapeSealProgram

2030ResurfacingProgram

2030SewerRehabilitationProgram 2030SidewalkGapClosure Abbey/HenleyReconstruction BusShelters

BloomfieldCourtReconstruction

ChapinAvenuebetweenTorryandWoodward MarylandBlvdbetweenLincolnandSouthlawn TootingLaneWaterMainbetweenDeweyand BonnieBrier

W.LincolnbetweenSouthfieldandWoodward

BuildingsandImprovements

FY2023-2024

LibraryLoadingDock(postponed)

LibraryYouthRoomRoof YMCABuilding

FY2024-2025

CCTVSecurityCameras(ParkingSystem) ChesterParkingStructureRepairs CityHallFireSystemsandAlarms CityHallandLibraryHVACControls CityHallHallwayWallPartitions LibraryLoadingDock

ParkingSystemGarageInteriorSignDesign PeabodyParkingGarageStructureRepairs PistolRangeRoofReplacement PlanReview/InspectorRoomRenovation SafeRoomDoor-CommunityDevelopment YMCABuilding

FY2025-2026

ParkStreetParkingStructureRepairs PierceParkingStructureRepairs

FY2026-2027 NoProjects

FY2027-2028

CityHallSecuritySystemUpgrade/Replacement

MachineryandEquipment ParkandOtherLand Improvements

FY2023-2024

City-WideCameraSystem DoublewalledBrineTank(cancelled) WayfindingSigns

FY2024-2025

City-WideCameraSystem

In-CarVideoCameraSystemandBodyWorn Camera(BWC) StrykerPowerStretcher WayfindingSigns

FY2025-2026

In-CarVideoCameraSystemandBodyWorn Camera(BWC) WayfindingSigns

FY2026-2027

In-CarVideoCameraSystemandBodyWorn Camera(BWC)

Self-ContainedBreathingApparatus(SCBA) Replacement WayfindingSigns

FY2027-2028

In-CarVideoCameraSystemandBodyWorn Camera(BWC) SingleSpaceParkingMeterReplacement WayfindingSigns

FY2028-2029

In-CarVideoCameraSystemandBodyWorn Camera(BWC) WayfindingSigns

FY2029-2030

In-CarVideoCameraSystemandBodyWorn Camera(BWC) WayfindingSigns

FY2023-2024

CrestviewPickleballCourt(postponed) LincolnWellTennisCourts ParkingLot#6Floodwall

FY2024-2025

BoothParkEntryPlazaandTrailImprovements CrestviewPickleballSiteFurnishingsandSound Barrier

JohnWestHunterParkADABoardwalkandPaths ParkingLot#6Floodwall SpringdaleIrrigationImprovements SpringdaleStreambankStabilization

FY2025-2026

KenningParkImprovements

PoppletonParkPhaseI-UniversallyAccessible Playground

SpringdaleStreambankStabilization St.JamesParkImprovements

FY2026-2027

KenningParkImprovements

PembrokeParkInclusivePlayground PumphousePark&LincolnWellInclusive Playgrounds

SpringdaleStreambankStabilization St.JamesParkImprovements TrailImprovements

FY2027-2028

CrestviewParkInclusivePlayground TrailImprovements

FY2028-2029

HowarthParkInclusivePlayground LindenParkInclusivePlayground SpringdaleInclusivePlayground Vehicles

ScheduleofProposedVehiclePurchasesforFiscal Years2025,2026,2027

2023ConcreteSidewalkProgram

EngineeringDepartment

Description

The2023ConcreteReplacementProgramincludes:

Area6(WestCitylimitstoRougeRiverandQuartonRoadtoMapleRoad)

ADARampsinArea1A(ChesterStreettoNorthOldWoodwardandNorthOldWoodwardParkingStructureto MapleRoad)

City-widescatteredconcreterepairs

ShainParksidewalkrepairs

12concretebikepadsatvariouslocationsthroughouttheCity.

RoadInformation

EstimatedStartDate:7/1/2023

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2024CapeSealProgram

EngineeringDepartment

Description

Includestheresurfacingofthecapesealtreatmentonunimprovedroads.Theunimprovedstreetstoberesurfaced include:

N.WorthSt.-RivenoakSt.toKennesawSt. RosedaleSt.-OaklandAve.toRivenoakSt. OakdaleSt.-RidgedaleAve.toOaklandAve. OxfordSt.-MadisonSt.toRivenoakSt. LawndaleSt.-OaklandAve.toMadisonSt. ChestnutSt.-ElmSt.toAdamsRd. HazelSt.-ElmSt.toAdamsRd. WorthingtonRd.-SouthfieldRd.toLathamSt. WakefieldSt.-SouthfieldRd.toNorfolkSt. W.SouthlawnBlvd.-SouthfieldRd.toLathamSt.

Propertyownersintheprojectareawillbespecialassessedforthecapesealtreatment.

2024ResurfacingProgram

EngineeringDepartment

Description

ProjectIncludes:

1.Resurfacingofstreets

BirminghamBlvd.-14MileRd.toNorthlawnBlvd. HenriettaSt.-W.FrankSt.toW.BrownSt. AnnSt.-E.FrankSt.toLandonSt. S.ChesterSt.-MartinSt.toW.MapleRd.

2.CracksealingpreventativemaintenanceonportionsofPurdySt.,LandonSt.,WestboroDr.,StanleyBlvd., AshfordLn.,CoolidgeHwy.,HiddenRavineDr.,Hidden RavineCt.,HiddenRavineTrail,andMapleRd.

3.Scatteredrepairsofasphaltpavement.

RoadInformation

EstimatedStartDate:6/1/2024

ProjectType: StreetResurfacingandRehabiiitation

LengthofProject: N/A Type:Asphalt

2024SewerRehabilitationProgram

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:2/1/2025

ProjectType: SewerCleaning,Repairsand Rehabilitation

LengthofProject: N/A

Type: Lining

2024SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. 2024locationstobedetermined.

RoadInformation

EstimatedStartDate:6/1/2024

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material: Concrete

ArlingtonandShirleyReconstruction

Description

ArlingtonStreetbetweenW.MapleRoadandW.LincolnStreet,andShirleyDrivebetweenW.MapleRoadandW. LincolnStreet.Projectincludes: Replacementofwatermain

Replacement/Upgradestosomeofthecombinedsewerandseparatedstormsewer Replacementofunimprovedcapesealsurfacewithanimprovedstreetsurface.

Propertyownersinthisprojectareawillbespecialassessedforthenewstreetsurface. Aswithanystreet reconstructionproject,propertyownersmayalsobespecialassessedforreplacementofwaterandsewerlateral linesfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:6/1/2024

BackyardSewerLining

EngineeringDepartment

Description

InstallinglinersinrearyardsewersbetweenChesterfieldAveandPilgrimAve.andbetweenPineSt.andOakBlvd.

RoadInformation

EstimatedStartDate:6/1/2024

TypeofImprovement: SewerLining

BackyardSewerLining

BrandonReconstructionProject

EngineeringDepartment

Description

BrandonStreetbetweenShirleyDriveandLinden.Projectincludes: Replacementofpavedsurfacetoimprovedroadwithconcretecurbs Sidewalkalongonesideofthestreet

Propertyownersinthisprojectareawillbespecialassessedforthenewstreetandsidewalk. Aswithanystreet reconstructionproject,propertyownersmayalsobespecialassessedforreplacementofwaterandsewerlateral linesfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:6/1/2024

LengthofRoad:.08Mile

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal RoadSpecialAssessment: Yes

Ratingoutof300

Description

PurchaseandinstallationofbussheltersthroughouttheCityonbusroutesaccordingtoestablishedpriority

ProjectInformation

Numberofbussheltersinthisrequest: 7

EdgewoodReconstructionProject

Description

EdgewoodRoadbetweenE.LincolnSt.andE.SouthlawnBlvd.Projectincludes: ReplacementofcombinedsewerbetweenE.LincolnSt.andCatalpaDr. InstallationofnewwatermainbetweenCatalpaDr.andSouthlawnBlvd. SomeseparatedstormseweronEdgewoodforfutureinfiltrationfeatureswithin Reconstructionofthestreetsurface

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:4/22/2024

LengthofRoad:.3Mile TypeofRoad:Improved CurrentPavementType:Concrete RoadSpecialAssessment: No

Ratingoutof300

OaklandandHaynesProject

Description

Project limits are OaklandAve. from N. Old Woodward to WoodwardAve. and Haynes Street from S. Old WoodwardtoWoodwardAve.

OaklandAve. project scope consists of some sewer repairs, abandonment of the existing 6" water main, reconfigurationoftheintersectionatN.OldWoodward,andresurfacingoftheroadway. HaynesStreetprojectscopeconsistsofresurfacingtheroad.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

OaklandAvenue

ProjectInformation

HaynesStreet

PierceStreetProject

Description

PierceStreetbetweenLincolnand14MileRd. Projectincludes: Replacementofwatermain Repavingofimprovedroad

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:7/15/2023 LengthofRoad:.5Mile

PierceandMapleAlleys

EngineeringDepartment

Description

ProjectincludesreconstructionoftheW.MapleAlleybetweenHenriettaStreetandPierceStreetsouthofW.Maple Road.AlsoincludesthereconstructionofthePierceAlleybetweenPierceStreetandMerrillAvenuesouthofW. MapleRoad.Theproposedworkwillconsistof:

W.MapleAlley-Existingdrainagestructuresateachendofthealleytoberehabilitated,andnewconcrete pavement.

PierceAlley-Theupgradingofthedrainagefacilitiesalongthealley,minorimprovementstothecombined sewer,andnewconcretepavement.

Propertyownersintheprojectareawillbespecialassessedfortheimprovements.

ProjectInformation

EstimatedStartDate:6/1/2024

LengthofRoad:N/A TypeofRoad:Improved CurrentPavementType:Concrete RoadSpecialAssessment: Yes

PierceandMapleAlleys

ReddingRoadProject EngineeringDepartment

Description

ReddingRoadbetweenLakeParkDriveandWoodwardAvenue.Thisprojectincludes:

Replacementofwatermain

Replacementofstormsewer

Repavingofimprovedroad

Installationofsomesidewalktoclosegap

PresentedtoMulti-ModalTransportationBoard.Roadreplacementwillincludenarrowingtheislandbetweenthe twoapproachesatWoodward.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:3/1/2024

TrafficMastArmSignalImprovements

EngineeringDepartment

Description

ReplaceMastArmSignalsatthefollowingintersections:

FY2023-2024

E.MapleRoadandN.AdamsRoad

E.MapleRoadandElmSt./PoppletonSt. SouthfieldRoadandW.BrownStreet

FY2024-2025

WillitsStreetandN.BatesStreet

Theworkwillconsistofnewpolesandsignals,andsomesidewalkrampupgrades

ProjectInformation

EstimatedStartDate:6/15/2024

ProjectType: TrafficMastArmandSignal Replacement

2024ConcreteProgram

EngineeringDepartment

Description

The2024ConcreteReplacementProgramincludes:

SidewalkremovalandreplacementofdefectiveareaswithinMaintenanceDistrict7andDowntownDistrict1A. SidewalkandconcretestreetrepairsatmiscellaneouslocationsthroughouttheCity. Removalandreplacementofhandicaprampsatseverallocationsthroughoutthedowntownarea.

ConcreteslabreplacementatFireStationNo.1. Installationofconcretepadsforbussheltersat3locationsonOldWoodwardandWestMapleRoads.

RoadInformation

EstimatedStartDate:7/1/2024

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2025ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

RoadInformation

EstimatedStartDate:5/1/2025

ProjectType: StreetResurfacingandRehabiiitation

LengthofProject: N/A

Type:Asphalt

2025CapeSealProgram

EngineeringDepartment

Description

Includestheresurfacingofthecapesealtreatmentonunimprovedroads.Theunimprovedstreetstoberesurfaced include:

BuckinghamAve.-N.EtonSt.toEdenboroughRd. EdenboroughRd.-DorchesterRd.toWindemereRd. DorchesterRd.-CoolidgeHwy.toSt.AndrewsRd. YorkshireRd.-N.EtonSt.toMaple YosemiteBlvd.-N.AdamsRd.toYankeeSt. YankeeSt.-YosemiteBlvd.toVillaRd.

Propertyownersinthisprojectareawillbespecialassessedforthecapesealtreatment.

RoadInformation

EstimatedStartDate:4/1/2025

LengthofRoad:N/A

TypeofRoad:Unimproved CurrentPavementType:CapeSeal

2025SewerRehabilitationProgram

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:2/1/2025

ProjectType: SewerCleaning,Repairsand Rehabilitation

LengthofProject: N/A

Type: Lining

2025SidewalkGapClosure

Description

InstallsidewalkonthenorthandsouthsideofWimbletoneastofWoodwardAve.

RoadInformation

EstimatedStartDate:3/1/2025

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material: Concrete

AdamsandDerbyTrafficSignal Improvements

Description

ReplaceexistingtrafficsignalatAdamsandDerbytoanewboxspantrafficsignal.

RoadInformation

EstimatedStartDate:7/1/2024

ProjectType: TrafficSignalReplacement

BirdAvenueReconstructionPhase1A

EngineeringDepartment

Description

Phase1AoftheBirdAvenueReconstructionProjectistheportionofthestreetbetweenPierceStreetandGrant Street.Theprojectscopewillincludethereplacement/upsizingoftheexisting4"watermainwithanew8"water main,replacementofsomecombinedsewer,rehabilitationofsomecombinedsewer,andreplacementofthe improvedroad.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2025

E.MapleRoadRehabilitation

Description

TheEastMapleRoadRehabilitationProjectconsistsofconcreteslabrepairstotheexistingroadbetweenS.Eton StreetandCoolidgeHighway. Thisprojectispartiallyfundedbyagrantasdescribedbelow.

Grant $626,890

Local(includingdesign engineering) $250,000 Total $876,890

RoadInformation

EstimatedStartDate:6/1/2025

E.MapleRoadWaterMainReplacement

EngineeringDepartment

Description

Replaceapproximately500'of12inchwatermainviapipeburstingbetweenS.EtonandEdenboroughpriortothe E.MapleRoadRehabilitationProgram.

RoadInformation

EstimatedStartDate:4/1/2025

ProjectType: WaterMainReplacement

LengthofProject: 500feet Method: PipeBursting

E.MapleRoadWaterMainReplacement

N.AdamsRoadResurfacing

EngineeringDepartment

Description

TheN.AdamsRoadResurfacingProjectwillextendfromMadisonStreettotheNorthCityLimits.Theprojectdoes notincludetheAdamsRoadbridgethatextendsovertherailroadtracks.Theprojectwillinclude: Resurfacingoftheroadwithsomefulldepthrepairsandspotcurbandgutterreplacement. Someexistingcombinedsewerupgrades

Someexistingwatermainupgrades

Existingdrainagestructureswillbereplaced

Aspartoftheproject,thisportionofAdamsRoadwillbereducedtothreelanesoftraffic.

RoadInformation

EstimatedStartDate:8/1/2024

LengthofRoad:.48Mile

TypeofRoad:Improved

CurrentPavementType:Asphalt

RoadSpecialAssessment: No

Ratingoutof300

SEMCOG-MDOTStreetLightCarbon ReductionGrantPhase1

EngineeringDepartment

Description

ReplaceallmercuryvaporstreetlightsalongroadwaysthroughoutthecitywithLEDfixtures.Locationsareinthe theneighborhoodsandsomeinthedowntownarea. Replacingthesemercuryvaporoverheadlightswithhigh colorrenderingLEDfixtureswillhelpdriversandpedestriansbetteridentifyobjectsandroadconditions.The projectwillalsoreducelightpollutionandglare,reducecarbonemissionsandprovideannualcostsavingstothe city.

Theprojectisbeingfundedwithagrantasfollows:

ProjectInformation

EstimatedStartDate:7/1/2024

ProjectType: LEDStreetlightConversion

WillitsandBatesReconstruction

EngineeringDepartment

Description

TheWillitsandBatesReconstructionprojectconsistsofWillitsStreetbetweenWarrenCourtandN.OldWoodward Avenue,andN.BatesStreetbetweenMapleRoadanditsdeadendatParkingLot#6.Theprojectscopewill includethereplacementofthe6"watermainonBatesbetweenWillitsandMaplewithanew8"watermain,some drainage improvements, improvements to the intersections, and resurfacing of the road. As with any road reconstruction,propertyownersmaybespecialassessedforwaterandsewerlateralsfromthemaintothe propertyline.

RoadInformation

WimbletonDriveReconstruction,Phase1

EngineeringDepartment

Description

Phase1oftheWimbletonDriveReconstructionProjectextendsfromWoodwardAvenuetoOxfordStreet.The projectscopeconsistsofreplacing/upsizingthe6"watermainto12",replacementofsanitary/combinedsewer, installationofsomeseparatedstormsewer,andresurfacingofroad. Theunimprovedroadwillbereplacedwithan improvedroadandpropertyownersonthestreetwillbespecialassessedforthenewstreet.Aswithanyroad reconstructionpropertyownersmayalsobespecialassessedforwaterandsewerlateralsfromthemaintothe propertyline.

RoadInformation

2025ConcreteProgram

EngineeringDepartment

Description

The2025ConcreteReplacementProgramincludes: SidewalkremovalandreplacementofdefectiveareaswithinMaintenanceDistrict8andDowntownDistrict1C. SidewalkandconcretestreetrepairsatmiscellaneouslocationsthroughouttheCity. Removalandreplacementofhandicaprampsatseverallocationsthroughoutthedowntownarea.

RoadInformation

EstimatedStartDate:7/1/2025

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2026CapeSealProgram

EngineeringDepartment

Description

Includestheresurfacingofthecapesealtreatmentonunimprovedroads.Theunimprovedstreetstoberesurfaced include:

N.GlenhurstDr.-PineSt.toOakBlvd. FairviewSt.-ChesterfieldAve.toDeadEnd HillsideDr.-S.CranbrookRd.toW.LincolnSt. FairwayDr.-S.CranbrookRd.toW.LincolnSt. GreenlawnSt.-HillsideDr.toNorthlawnBlvd. GolfviewBlvd.-W.LincolnSt.toNorthlawnBlvd. LathamSt.-W.LincolnSt.toNorthlawnBlvd. CanterburySt.-LathamSt.toSouthfieldRd. CherryCt.-W.BrownSt.toDeadEnd StanleyBlvd.-W.BrownSt.toW.FrankSt. CedarDr.-E.LincolnSt.toCatalpaDr. LincolnCt.-E.LincolnSt.toDeadEnd FloydSt.-E.LincolnSt.toGeorgeSt.

Propertyownersinthisprojectareawillbespecialassessedforthecapesealtreatment.

RoadInformation

EstimatedStartDate:4/1/2026

LengthofRoad:N/A

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal RoadSpecialAssessment: Yes

2026ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

RoadInformation

EstimatedStartDate:7/1/2025

ProjectType: StreetResurfacingandRehabiiitation

LengthofProject: N/A

Type:Asphalt

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:2/1/2026

ProjectType: SewerCleaning,Repairsand Rehabilitation

LengthofProject: N/A

Type: Lining

2026SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. Locationstobedetermined.

RoadInformation

EstimatedStartDate:4/1/2026

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material: Concrete 2026SidewalkGapClosure

BirdAvenueReconstructionPhase1B

EngineeringDepartment

Description

Phase 1B of the BirdAvenue Reconstruction Project is the portion of the street between Grant Street and CummingsStreet.Theprojectscopewillincludethereplacement/upsizingoftheexisting4"watermainwithanew 8"watermain,replacementofsomecombinedsewer,rehabilitationofsomecombinedsewer,andnewroad pavement.

RoadInformation

EstimatedStartDate:4/1/2026

LengthofRoad: .2Miles

TypeofRoad: Improved

CurrentPavementType: Concrete

RoadSpecialAssessment: No

Ratingoutof300

MapleandCranbrookTrafficSignal Improvements

Description

ImprovetheexistingtrafficsignaltoaboxspanatMapleandCranbrook.TheCity'sportionofthetotalprojectcost is25%.

ProjectInformation

EstimatedStartDate:7/1/2025

ProjectType: TrafficSignalReplacement MapleandCranbrookTrafficSignalImprovement

N.OldWoodwardResurfacingProject

EngineeringDepartment

Description

TheN.OldWoodwardResurfacingprojectistheportionoftheroadfromOakStreettowhereitmergeswith WoodwardAvenuetothenorth.Thescopeconsistsofreplacing/upsizingthe8"watermainwithanew12" watermain,somedrainageandsewerimprovements,andresurfacingthisportionofN.OldWoodward.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:7/1/2026 LengthofRoad:.21Mile TypeofRoad:Improved CurrentPavementType:Asphalt RoadSpecialAssessment: No

Ratingoutof300

S.EtonReconstructionProject

EngineeringDepartment

Description

TheS.EtonRoadProjectwillextendfrom14MileRoadtoYosemiteBlvd.justsouthofE.MapleRoad.Theproject willconsistofthefollowing:

Theresurfacingoftheroadpavement

Somecombinedsewerimprovements

Somewatermainreplacement

Somedrainagefacilitiesreplacement.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:7/1/2026

S.EtonBikeLanesProject

EngineeringDepartment

Description

TheS.EtonRoadProject-BikeLanewillextendfrom14MileRoadtoYosemiteBlvd.justsouthofE.MapleRoad. Theprojectwillconsistofthefollowing: PavetheexistingbikelanesfromE.LincolntoYosemite. Createnewbikelanesfrom14MileRoadtoE.Lincoln

TheCityiscurrentlyapplyingforagranttoinstallbikelanesfrom14MiletoE.Lincoln,andwidentheexisting sidewalktoallmulti-usepathfromYosemitetoMaple/N.Eton.Thisgrantiscurrentlyincludingintherevenue amount.

RoadInformation

EstimatedStartDate:7/1/2026

LengthofRoad:.97Mile TypeofRoad:Improved

CurrentPavementType:AsphaltandConcrete(if possible)

RoadSpecialAssessment: No

S.EtonBikeLanesProject

SEMCOG-MDOTStreetLightCarbon ReductionGrantPhase2

EngineeringDepartment

Description

Replace all streetlights in the downtown with context appropriate LED fixtures. Replacing the lights in the downtownwithLEDfixtureswillhelpdriversandpedestriansbetteridentifyobjectsandroadconditionsaswellas reducelightpollutionandglare.Theprojectwillalsoreducecarbonemissionsandprovideannualcostsavingsto thecity.Thisprojectwillcompletethecity’sstreetlightconversionto100%LED,alongstandinggoalofthecity.

Theprojectisbeingfundedwithagrantasfollows:

ProjectInformation

EstimatedStartDate:7/1/2025

ProjectType: LEDStreetlightConversion

WimbletonDriveReconstruction,Phase2

EngineeringDepartment

Description

Phase2oftheWimbletonDriveReconstructionProjectextendsfromOxfordStreettoAdamsRoad.Theproject scopeconsistsofreplacing/upsizingthe6"watermainto12",replacementofsanitary/combinedsewer,installation ofsomeseparatedstormsewer,andreplacingtheroad.Theunimprovedroadwillbereplacedwithanimproved road and property owners on the street will be special assessed for the new street. As with any road reconstructionpropertyownersmayalsobespecialassessedforwaterandsewerlateralsfromthemaintothe propertyline.

RoadInformation

14MileRoadReconstruction

EngineeringDepartment

Description

TheRoadCommissionforOaklandCounty(RCOC)isproposingthereconstructionof14MileRoadbetween Southfield Road and Greenfield Road.The City will take the opportunity of the road being reconstructed to replacedsomewatermainatthesametime.

RoadInformation

EstimatedStartDate:07/01/2026

TypeofRoad:Improved

2026ConcreteProgram

EngineeringDepartment

Description

The2026ConcreteReplacementProgramincludes: SidewalkremovalandreplacementofdefectiveareaswithinMaintenanceDistrict2andDowntownDistrict1A. SidewalkandconcretestreetrepairsatmiscellaneouslocationsthroughouttheCity. Removalandreplacementofhandicaprampsatseverallocationsthroughoutthedowntownarea.

RoadInformation

EstimatedStartDate:7/1/2026

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2026ConcreteProgram

2027CapeSealProgram

Description

Includes cape seal treatment on unimproved roads. The unimproved streets selected to receive cape seal treatmentaretobedetermined.

Propertyownersintheprojectareawillbespecialassessedforthecapesealtreatment.

RoadInformation

EstimatedStartDate:4/1/2027

LengthofRoad:N/A

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal

RoadSpecialAssessment: Yes

Ratingoutof300

2027ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

RoadInformation

EstimatedStartDate:4/1/2027

ProjectType: StreetResurfacingandRehabilitation

LengthofProject: N/A

Type:Asphalt

2027SewerRehabilitationProgram

EngineeringDepartment

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:2/1/2027

ProjectType: SewerCleaning,Repairs,and Rehabilitation

LengthofProject: N/A 2027SewerRehabilitationProgram

2027SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. Locationstobedetermined.

RoadInformation

EstimatedStartDate:4/1/2027

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material: Concrete

AbbeyStreetReconstruction EngineeringDepartment

Description

TheAbbeyStreetReconstructionwillextendfromWimbletonDrivetoOxfordStreet.Theprojectscopewillconsist ofreplacement/upsizingofthe4"watermain,replacement/rehabilitationofsomesewer,andreplacementofthe road. Theunimprovedroadwillbereplacedwithanimprovedroadandpropertyownersonthestreetwillbe special assessed forthe new street. Aswith any road reconstruction property owners may also be special assessedforwaterandsewerlateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:3/1/2026

BirdAvenueReconstructionPhase2

Description

TheBirdAvenueReconstruction,Phase2istheportionofthestreetbetweenCummingsandWoodwardAvenue. Theprojectscopewillincludereplacing/upsizingtheexisting4"watermain,sewerimprovements,andreplacing theroad.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

DerbyBridgeReplacement

EngineeringDepartment

Description

ThisprojectwillbetheremovalandreplacementoftheDerbyDrivebridgeovertheCanadianNationalRailroad.

TheCityhasbeenapplyingforaLocalAgencyProgramthroughtheMichiganDepartmentofTransportation,but havenotrecievedityet.Thegrantwouldcover80%oftheconstructioncosts.

ProjectInformation

EstimatedStartDate:7/1/2026

ProjectType: BridgeReplacement

LengthofProject: 500feet

YearConstructed: 01/01/1930

Henley/OxfordReconstruction

EngineeringDepartment

Description

TheHenley/OxfordReconstructionwillextendonHenleyfromOxfordStreettoWarwickDriveandonOxford StreetfromAbbeyStreettoWimbletonDrive.Theprojectscopewillconsistofreplacement/upsizingofthe4" watermain,replacement/rehabilitationofsomesewer,andreplacingoftheroad. Theunimprovedroadwillbe replacedwithanimprovedroadandpropertyownersonthestreetwillbespecialassessedforthenewstreet. As withanyroadreconstructionpropertyownersmayalsobespecialassessedforwaterandsewerlateralsfromthe maintothepropertyline.

ProjectInformation

EstimatedStartDate:4/1/2027

LengthofRoad:.25Mile

TypeofRoad:Unimproved CurrentPavementType:CapeSeal RoadSpecialAssessment: Yes

Ratingoutof300

W.MerrillReconstructionProjectPhase1

Description

TheW.MerrillStreetReconstructionprojectistheportionofMerrillbetweenChesterStreetandBatesStreet.The projectscopeconsistsofreplacement/upsizingofthe6"watermain,replacement/rehabilitationofthesewer,and replacingoftheroadsurface.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:7/1/2026

2027ConcreteProgram

EngineeringDepartment

Description

The2027ConcreteReplacementProgramincludes: SidewalkremovalandreplacementofdefectiveareaswithinMaintenanceDistrict3andDowntownDistrict1B. SidewalkandconcretestreetrepairsatmiscellaneouslocationsthroughouttheCity. Removalandreplacementofhandicaprampsatseverallocationsthroughoutthedowntownarea.

RoadInformation

EstimatedStartDate:7/1/2027

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2027ConcreteProgram

2028CapeSealProgram

EngineeringDepartment

Description

Includes cape seal treatment on unimproved roads. The unimproved streets selected to receive cape seal treatmentaretobedetermined.

Propertyownersintheprojectareawillbespecialassessedforthecapesealtreatment.

RoadInformation

EstimatedStartDate:4/1/2028

LengthofRoad:N/A

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal

RoadSpecialAssessment: Yes

Ratingoutof300

2028ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

RoadInformation

EstimatedStartDate:4/1/2028

ProjectType: StreetResurfacingandRehabilitation

LengthofProject: N/A

Type:Asphalt

2028SewerRehabilitationProgram

EngineeringDepartment

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:7/1/2027

ProjectType: SewerCleaning,Repairs,and Rehabilitation

LengthofProject: N/A

2028SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. Locationstobedetermined.

RoadInformation

EstimatedStartDate:4/1/2028

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material:Concrete

Abbey/WarwickReconstructionProject

EngineeringDepartment

Description

TheAbbey/WarwickReconstructionprojectwillincludethefollowingareas:

AbbeyRoad-OxfordStreettoWarwickDrive WarwickDrive-WimbletonDrivetoCitylimits

The scope of the project will include the replacement/upsizing of the existing 4" and 6" watermain, replacement/rehabilitationofthesewer,andnewpavement.

Theunimprovedroadwillbereplacedwithanimprovedroadandpropertyownersonthestreetwillbespecial assessedforthenewstreet. Aswithanyroadreconstructionpropertyownersmayalsobespecialassessedfor waterandsewerlateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2028

LengthofRoad:.42Mile

TypeofRoad:Unimproved CurrentPavementType:CapeSeal RoadSpecialAssessment: Yes

Ratingoutof300

E.LincolnResurfacing,Phase1

EngineeringDepartment

Description

TheE.LincolnReconstructionprojectwillextendfromWoodwardAvenuetoS.Eton.Theprojectscopewillbe resurfacingtheroadwithsomewatermainandsewerimprovements.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

LindenRoadReconstructionProject

Description

TheLindenRoadReconstructionProjectwillinvolvethereplacement/upsizingoftheexisting4"watermain,sewer anddrainageimprovements,andresurfacingoftheroadway.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2028

W.MerrillReconstructionProjectPhase2

EngineeringDepartment

Description

TheW.MerrillStreetReconstructionprojectistheportionofMerrillbetweenSouthfieldandChesterStreet.The projectscopeconsistsofreplacement/upsizingofthe6"watermain,replacement/rehabilitationofthesewer,and replacingoftheroadsurface.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2028

WindemereReconstructionProject

Description

TheWindemereRoadReconstructionprojectextendsfromN.EtonStreettoSt.AndrewsRoad.Theprojectscope consistsofthereplacementofthe8"watermain,improvementstotheseweranddrainage,andresurfacingofthe roadway.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:6/1/2027

2028ConcreteProgram

EngineeringDepartment

Description

The2028ConcreteReplacementProgramincludes: SidewalkremovalandreplacementofdefectiveareaswithinMaintenanceDistrict4andDowntownDistrict1A. SidewalkandconcretestreetrepairsatmiscellaneouslocationsthroughouttheCity. Removalandreplacementofhandicaprampsatseverallocationsthroughoutthedowntownarea.

RoadInformation

EstimatedStartDate:7/1/2028

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2028ConcreteProgram

2029CapeSealProgram

EngineeringDepartment

Description

Includes cape seal treatment on unimproved roads. The unimproved streets selected to receive cape seal treatmentaretobedetermined.

Propertyownersintheprojectareawillbespecialassessedforthecapesealtreatment.

RoadInformation

EstimatedStartDate:4/1/2029

LengthofRoad:N/A

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal

RoadSpecialAssessment: Yes

Ratingoutof300

2029ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

RoadInformation

EstimatedStartDate:4/1/2029

ProjectType: StreetResurfacingandRehabilitation

LengthofProject: N/A

Type:Asphalt

2029SewerRehabilitationProgram

EngineeringDepartment

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

RoadInformation

EstimatedStartDate:4/1/2029

ProjectType: SewerCleaning,Repairs,and Rehabilitation

LengthofProject: N/A

2029SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. Locationstobedetermined.

RoadInformation

EstimatedStartDate:4/1/2029

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material:Concrete

E.LincolnResurfacing,Phase2

Description

TheE.LincolnStreetResurfacing,Phase2projectwillextendfromS.EtonStreettotheeastwhereitendsby KenningParkandtheBirminghamIceArena.Theprojectscopewillberesurfacingtheroad.

RoadInformation

EstimatedStartDate:7/1/2028

LengthofRoad:.24Mile

Ratingoutof300

EmmonsAvenueReconstructionProject

Description

TheEmmonsAvenueReconstructionprojectwillextendfromCummingsStreettoWoodwardAvenue.Theproject willconsistofreplacement/upsizingofthe4"watermain,replacement/rehabilitationofthesewer,andresurfacingof theroadway.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:6/1/2029 LengthofRoad:.14Mile

N.AdamsResurfacing-MapletoMadison

Description

ThisprojectonNorthAdamsRoadwouldbetheportionfromE.MapleRoadtoMadisonStreet.Theprojectscope wouldconsistofsomesewerimprovements,andresurfacingtheroad.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:7/1/2028

PembrokeRoadReconstructionProject

Description

ThePembrokeRoadReconstructionprojectextendsfromN.EtonStreettoEdenboroughRoad.Theprojectscope consists of the replacement/upsizing of the 6" watermain, improvements to the sewer and drainage, and resurfacingoftheroadway.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:7/1/2028

LengthofRoad:.17Mile TypeofRoad:Improved CurrentPavementType:Asphalt

SouthAdamsResurfacingProject

Description

TheSouthAdamsRoadResurfacingProjectwillextendfromMapleRoadatthenorthendtoWoodwardAvenueat thesouthend.Theprojectwillincludesomesewerimprovementsandresurfacingtheroad.

RoadInformation

EstimatedStartDate:7/1/2028 LengthofRoad:.62Mile

Shepardbush/TottenhamReconstruction Project

EngineeringDepartment

Description

TheWarwick/Shepardbush/TottenhamReconstructionprojectwillincludethefollowingareas:

WarwickDrive-WimbletonDrivetoCitylimits

ShepardbushStreet-WarwickDrivetoTottenhamRoad

TottenhamRoad-WarwickDrivetoShepardbushStreet

The scope of the project will include the replacement/upsizing of the existing 4" and 6" watermain, replacement/rehabilitationofthesewer,andresurfacingoftheroadway.

Propertyownersinthisprojectareawillbespecialassessedforthenewstreetsurfaceandanysidewalks. Aswith anystreetreconstructionproject,propertyownersmayalsobespecialassessedforreplacementofwaterand sewerlaterallinesfromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2028

LengthofRoad:.45Mile

TypeofRoad:Unimproved

Ratingoutof300

SmithAvenueReconstructionProject

Description

TheSmithAvenueReconstructionprojectwillextendfromEdgewoodRoadtoGrantStreet.Theprojectwillconsist of replacing/upsizing the existing 4" water main, replacement/rehabilitation of the sewer, and resurfacing the roadway.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:6/1/2029

2029ConcreteProgram

Description

TheW.MerrillStreetReconstructionprojectistheportionofMerrillbetweenChesterStreetandBatesStreet.The projectscopeconsistsofreplacement/upsizingofthe6"watermain,replacement/rehabilitationofthesewer,and resurfacingoftheroadsurface.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:7/1/2029

ProjectType: SidewalkandConcreteRepairs

LengthofProject: N/A

Type: Concrete

2030CapeSealProgram

EngineeringDepartment

Description

Includes cape seal treatment on unimproved roads. The unimproved streets selected to receive cape seal treatmentaretobedetermined.

Propertyownersintheprojectareawillbespecialassessedforthecapesealtreatment.

ProjectInformation

EstimatedStartDate:4/1/2030

LengthofRoad:N/A

TypeofRoad:Unimproved

CurrentPavementType:CapeSeal

RoadSpecialAssessment: Yes

2030ResurfacingProgram

EngineeringDepartment

Description

Thisprojectincludesresurfacingofstreets,cracksealingpreventativemaintenanceonportionsofthestreets, scatteredrepairsofasphaltpavement,andrejuvenationofasphaltpavementonportionsofthestreets.

Thespecificstreetstobeaddressedinthisprojectwillbedeterminedatalaterdate.

ProjectInformation

EstimatedStartDate:4/1/2030

ProjectType: StreetResurfacingandRehabilitation

LengthofProject: N/A

Type:Asphalt

2030SewerRehabilitationProgram

EngineeringDepartment

Description

Rehabilitationofsanitary,stormandcombinedsewers.Workmayincludecleaningandtelevisingsewerruns, installingfulllengthorspotlinersinsewers,groutingjoints,andrehabilitatingmanholes.

Specificsewerrunstoberehabilitatedtobedetermined.

ProjectInformation

EstimatedStartDate:7/1/2029

ProjectType: SewerCleaning,Repairs,and Rehabilitation

LengthofProject: N/A

2030SidewalkGapClosure

Description

Installsidewalksinareaswherethereisagapinthesidewalkpath. Locationstobedetermined.

RoadInformation

EstimatedStartDate:4/1/2030

ProjectType: SidewalkConstruction

LengthofProject: N/A

Material: Concrete 2030SidewalkGapClosure

Abbey/HenleyReconstructionProject

Description

TheAbbey/HenleyReconstructionprojectwillincludethefollowingareas:

AbbeyStreet-WarwickDrivetoN.AdamsRoad

HenleyStreet-WarwickDrivetoTottenhamRoad

The scope of the project will include the replacement/upsizing of the existing 4" and 6" watermain, replacement/rehabilitationofthesewer,andnewpavement. Propertyownersintheprojectareawillbespecial assessedforimprovingthestreet.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

RoadInformation

EstimatedStartDate:4/1/2030

LengthofRoad:.47Mile

BloomfieldCt.ReconstructionProject

Description

The Bloomfield Court Reconstruction project will include the replacement/upsizing of the 6" watermain, replacementofthesewer,andresurfacingoftheroadway.

Propertyownersinthisprojectareawillbespecialassessedforthenewstreetsurfaceandanysidewalks. Aswith anystreetreconstructionproject,propertyownersmayalsobespecialassessedforreplacementofwaterand sewerlaterallinesfromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:4/1/2030

ChapinAve.ReconstructionProject

Description

TheChapinRoadReconstructionprojectwillextendfromWoodwardAvenuetoCummingsStreet.Theproject scopewillincludethereplacement/rehabilitationoftheexisting4"watermain,sewerreplacement/rehabilitation, andresurfacingoftheroadway.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:6/1/2029

MarylandBlvd.ReconstructionProject

Description

TheMarylandBlvd.ReconstructionprojectwillextendfromW.LincolnStreettoW.SouthlawnBlvd.Theproject scopewillincludethereplacement/upsizingofthe6"watermain,replacementofsomesewer,andreplacingofthe roadway.

Aswithanystreetreconstructionproject,propertyownersmaybespecialassessedforwaterandsewerlaterals fromthemaintothepropertyline.

ProjectInformation

TootingLaneWaterMainReplacement

EngineeringDepartment

Description

TheTootingLaneWatermainReplacementprojectwillinvolvethereplacement/upsizingofthe4"watermainthat extendsfromDeweyStreettoBonnieBrierAvenue.Somesewerreplacement/rehabilitationwillalsooccur.

ProjectInformation

EstimatedStartDate:4/1/2030

ProjectType: WaterMainReplacement

LengthofProject: 500feet

Method: PipeBursting TootingLaneWaterMainReplacement

W.LincolnReconstructionProject

Description

TheW.LincolnStreetReconstructionprojectwillextendfromSouthfieldRoadtoWoodwardAvenue.Thescopeof theprojectwillinvolvesomewatermainandsewerreplacementandrehabilitation,andtheresurfacingofthe roadway.

Aswithanyroadreconstruction,propertyownersmaybespecialassessedforreplacementofwaterandsewer lateralsfromthemaintothepropertyline.

ProjectInformation

EstimatedStartDate:7/1/2029

Description

TheBaldwinPublicLibraryYouthRoomroofneedstobere-pitchedandmembranereplacedinordertohave properdrainageandpreventwaterintrusion.

Theprojectwillincludenewinsulationandmembrane constructedinawaytoforcewatertowardstheroof drain.

YMCABuildingPurchase

Manager'sOfficeDepartment

Description

InJuly2023,theCitypurchasedtheYMCAbuildingonLincolnAve.Thesaleincludedaninitialpaymentof $1,000,000fromtheCityand$500,000fromNEXT.Thesecondpaymentof$500,000fromtheCityisdueinJuly 2024.Thebuildingistobeusedasacommunity/seniorcenter.TheYMCAwillcontinuetousethebuildinguntil June2026andpayfornormaloperatingandmaintenancecostswhiletheyareinthebuilding.

ProjectInformation

Yearbuilt: 1959

Totalsquarefeet: 40,000

AnnualOperatingCosts

CCTVSecurityCameras

Description

Installationofnewsecuritycamerasatallfivegarages.Alsoplantoreplacetheexistingcamerasattheentrance andexitlanesofallfivegarages.Estimateapproximately18securitycameraspergarage.

ProjectInformation

Estimatedtotalnumberofcameras: 90

ChesterParkingStructureRepairs

ParkingDepartment

Description

Engineering and Construction of repairs to the Chester Parking Structure as recommended by the City's engineeringconsultantWJE.

ProjectInformation

Removalandreplacementofpreviouspatch repairswhichareunsound.

1. Installationofnewpre-formedsiliconesealantat allexpansionjoints.

2. Installationofamorerobusttrafficcoatingat skywardfacingexpansionjoints.

3. Localizedrepairs(bothpartialandfulldepth)of unsoundconcreteonthestructuralslabs.

4. Localizedpartialdepthrepairstounsound concreteatbeams,columns,andspandrelpanels.

a.Estimatedtoapproximately5percentofthe totalarea.

5. Sealingofunsealedcracksandconstruction joints.

6. Replacementofthrough-corrodedfloordrainage pipes.

8.

7. Installationofinsulationontheobservedcopper watersupplyline.

9.Localizedtuckpointingoferodedmortarjoints.

10.Localizedrepairofspalledorcrackedbrick.

AnnualOperatingCosts

CityHallFireSystemsandAlarms

CityHallandGroundsDepartment

Description

FiresystemupgradeinCityHallincluding:alarmpanels,notifiers,andmonitoring,firepump,andtesting.Outdated systemrequiresimprovementtoensuresafetyprotection.

CityHallandLibraryHVACControls

CityHallandGroundsDepartment

Description

UpdateHVACControlsforCityHall&BaldwinPublicLibrary.LongoutdatedAndovercontrolswillneedtobe replaced.SystemisoutdatedandrunningonnolongersupportedWindows7whichcouldbeapossiblesecurity risk.Obsoletehardwaremakesitdifficultorimpossibletosourcereplacementparts--meaningwhenthissystem fails,itwillneedtobereplacedonanemergencybasiswhichwillbefarmorecostlythanaplannedreplacement. Limitedfunctionalitycomparedtomoderndaysystemswithregardtoefficiency,sustainability,andmonitoring.

ProjectInformation

HallwayPartitions-CityHall

Description

Construct hallway partition walls and secure doors to improve safety and security in City Hall and Police Department.

TheBaldwinPublicLibraryloadingdockincludingthestairs,overhang,andrailingareinneedofrepair

Theprojectwillincluderesurfacingtheloadingdock, rebuildingthestairsandoverhang,andreplacingthe railing.

ParkingSystemGarageInteriorSignDesign

ParkingDepartment

Description

Cost to have Corbin Design design and provide construction documents for interior signs at all five parking garages.Newsignswouldincludealldirectional,identifier,etc.Thiswouldbeconsideredarebrandingofthe garages. CorbinwasthecompanywhowonthebidtodesigntheCity'swayfindingplan.

ProjectInformation

Estimatedtotalnumberofsigns: TBD

AnnualOperatingCosts

PeabodyParkingStructureRepairs

ParkingDepartment

Description

Engineering and Construction of repairs to the Peabody Parking Structure as recommended by the City's engineeringconsultantWJE.

ProjectInformation

1.

Removalandreplacementofpreviouspatch repairswhichareunsound.

f.Partial-depthrepairsatconcretewalls. 2.

Concreterepairsatthefollowinglocations:

a.Partial-depthrepairsonthetopsurfaceofthe slabsandramps.

b.Partial-depthrepairsontheundersideofthe slab.

c.Full-depthrepairsonthesupportedslabs.

d.Partial-depthrepairsatcolumns.

e.Partial-depthrepairsatbeams.

3.PartialdepthrepairsatCMUwalls.

Slabpost-tensionedtendonandanchorage repairs. 4.

5.Sealantreplacementatfailedjointsintheslab.

Sealingofunsealedcracksandconstruction joints. 6.

Paintandsealantreplacementatwindowsin stairwells. 7.

8.LocalizedtuckpointofmortarjointsinCMUwalls.

Localizedtuckpointingoferodedmortarjointsin brick. 9.

10.Localizedrepairofspalledorcrackedbrick.

AnnualOperatingCosts

PistolRangeRoofReplacement

Thepolicepistolrangeisinneedofaroofreplacementduetoageanddisrepair.Thecurrentroofistheoriginal roofapproximately25yearsold.

PlanReview/InspectorRoomRenovation

Description

Remove built in furnishings in the Plan Review/Inspector room and rework electrical/data lines for new workstations.Purchase5newworkstations.

SafeRoomDoor-CommunityDevelopment

Description

Installationofbulletproofdooratentrancetoplanreview/inspectorroomallowingthisareatofunctionasasafe roomforallCommunityDevelopmentstaff.

ProjectInformation N/A

ParkStreetParkingStructureRepairs

ParkingDepartment

Description

EngineeringandConstructionofrepairstotheParkStreetParkingStructureasrecommendedbytheCity's engineeringconsultantWJE. Thetiming/cadenceoftheworkatthegaragecouldchangedependingonparking needs.TheParkSt.garageworkwillrequirelongerworkasanewfaçadeisbeingproposed.

ProjectInformation

1.

Removalandreplacementofpreviousconcretepatchrepairswhichareunsoundorexhibitsignsofwater infiltrationorhaveefflorescence.

2.

Localizedrepairs(bothpartialandfulldepth)ofunsoundconcreteonthestructuralslabs.

a.Estimatedtobeapproximately10percentofthetotalarea.

3.Slabpost-tensionedtendonandanchoragerepairs(pendingfurtherinvestigation,asdiscussedbelow).

4.Replacementoffacadepanelsatrooflevelthatexhibitsignsofvehicleimpact.

5.Installationofnewanchorboltsatfacadepostanchorageswheremissing.

6.Installationofnewpre-formedsiliconesealantatallexpansionjoints.

7.Sealingofunsealedcracksandconstructionjoints.

8.Cleaningandcoatingofsteelmembersthatexhibitsignsofcorrosion.

9.Replacementorreinforcementofsteelmemberswithseverecorrosion.

10.Installationofprotectivemeasuresatthebasesofsteelcolumns.

11.Installationofnewtrafficbearingmembraneatlocationswhereexistingmembraneisdeterioratedormissing.

PierceParkingStructureRepairs

ParkingDepartment

Description

EngineeringandConstructionofrepairstothePierceStreetParkingStructureasrecommendedbytheCity's engineeringconsultantWJE. Thetiming/cadenceoftheworkatthegaragecouldchangedependingonparking needs.

ProjectInformation

Additionalstructureanalysisisneededontheslab deflectionareastodetermineascopeofworktobe performedatthePierceSt.ParkingStructure.

AnnualOperatingCosts

CityHallSecuritySystem Upgrade/Replacement

Description

ThepolicedepartmentcurrentlymonitorsandmaintainsthesecuritysystemfortheCityHallfacility.Thisincludes thealarmsystem,doorlocks,panicbuttonsalertsandemployeekeycardaccess.Upgradesshouldbemadeto ensurethefacilityisproperlysecured.

WayfindingSignage

PlanningDepartment

Description

NewwayfindingsignsbasedonrecommendationsintheCitywideWayfindingandSignagePlan(2023).

ProjectInformation

Numberofsigns:81

AnnualOperatingCosts

CityWideCameraSystem

PoliceDepartment

Description

Theexistingcamerasystemandconnectivitysoftwareisobsolete.Thecameraunitsthemselvesarealsono longeravailableanditisdifficulttofinditemsforrepairs,causingustoprioritizewhatcamerascanremaininuse. Thecamerasystemneedstobereplaced;cameraunitsandconnectivity.Thisprojectwillbeacollaborationwith theParkingDepartment.

ProjectInformation

Numberofcamerastobeinstalled: 131

AnnualOperatingCosts

In-CarVideoCameraSystemandBody WornCamera(BWC)

Description

Thecurrentvideosysteminthepatrolvehiclesalongwiththebodyworncameras(BWC)areattheendoflifeand needreplacement.Replacementsarenecessaryforofficersafetyandcommunitytransparencyofeventsinvolving ourpolicedepartment.Thisprojectwillinvolveanannualcostoverthenext5yearstocompletetheproject.

ProjectInformation

Numberofincarcamerastobeinstalled: 12

Numberofbodyworncamerastobepurchased:45

AnnualOperatingCosts

StrykerPowerStretcher

Description

TheStrykerpowerstretcherisfortransportingpatientstothehospital.Itisareplacementofthestretchercurrently intheRescue3truck.Thisstretcherhasoutliveditslifeexpectancyandneedstobereplaced.

ProjectInformation

Ageofcurrentstretchertobereplaced:12years

Self-ContainedBreathingApparatus(SCBA)

Description

ThefiredepartmentSCBA'sbottlesweremanufacturedinDecember2011andmustbereplacedbyJanuary2027 pertheDepartmentofTransportation(DOT).

ProjectInformation

Ageofcurrentbottlestobereplaced: 13years

Numberofbottlestobereplaced: 54

Numberofpackstobereplaced: 27

SingleSpaceParkingMeterReplacement

Description

Replaceallexistingparkingmeterswitheithernewmetersortransitiontoazoneparkingconcept.

ProjectInformation

Estimatedtotalnumberofparkingmeters: 1,350 Yearcurrentmetersinstalled: 2017

AnnualOperatingCosts

LincolnWellSiteTennisCourts

Description

LincolnWellSitetenniscourtswillundergocrackrepairandnewaacrylicsurfaceoverbothcourts.

ProjectInformation

Crackrepairandacrylicsurface. AnnualOperatingCosts

ParkingLot#6Floodwall

EngineeringDepartment

Description

ThedesignofafloodwalltoprotectthegroupofcommercialbuildingsalongN.OldWoodwardthathavelowerlevelentrancestoParkingLotNo.6whileprovidingADAcompliantwalkingandentrancestothebuilding.This projectisbeingfundedby2grantsfromFEMA:oneforthedesignofthefloodwallandthesecondforthe construction. TheothersourceoffundingisatransferfromtheGeneralFundtotheCapitalProjectsFund.The grantinformationislistedbelow:

ProjectInformation

N/A

BoothParkEntryPlazaandTrail Improvements

Description

BoothParkEntryPlazaandTrailImprovementsisapriorityprojectfortheBirminghamvoter-approvedParksand Recreation Bond (November 2020). The City Commission approved the Trail Improvement Concept Plan in September2023.PhaseIoftheTrailImprovementConceptplanincorporatestheBoothParkCornerFeature project,whichisthelastphaseofBoothParkImprovements.

ProjectInformation

Included in this project are: an ADA-compliant and accessible seating plaza near the corner of Harmon andOldWoodward,sustainabilityfeaturessuchasa rain garden/pollinator garden, native landscaping, a restroomfacility,trailentryidentifiers,andwayfinding signage. Design work began in March of 2023 and anticipatedconstructiontobegininSpringof2025.

Description

PhaseIIofPickleballCourtinstallation. Provideseating,trashandrecyclingreceptacles,andpotentiallyasound barrierfenceorothernoisemitigatingmeasure.

ProjectInformation

Sitefurnishingsforrecentlyinstalledpickleballcourts.

PhaseIII-JohnWestHunterParkADA BoardwalkandPaths

Description

Phase3ofADAParkImprovementstotheJohnWestHunterParkwillcreatepublicaccesstothepondareawith ADA-approvedboardwalkandpaths,andwillre-introducenaturalwetlandslandscaping.CDBGfundsfor2023in the amount of $20,912 are expected to be released in early 2024 for this project. In addition, the City has requestedanadditional$29,435inCDBGfundsforexpectedapprovalinlate2024andreleaseinearly2025.This wouldmake$50,335availabletobeappliedtotheprojectestimatedtotalof$96,785,reducingtheanticipatedCity fundingto$46,450forFY24-25.

ProjectInformation

Included in this project are: an ADA-compliant and accessible pathway and boardwalk with views of a naturalpond,low-impacthistoricinterpretationsignage, andsustainabilityfeaturessuchaswetlandsplantings andnativelandscaping. Finaldesignworkbeganin early 2023 following the Birmingham Museum 2018 LandscapeMasterPlan,withanticipatedconstruction tobegininthefallof2024.

AnnualOperatingCosts

SpringdaleIrrigationImprovements

Description

SpringdaleGolfcoursehasneededupdatingtotheagingsprinklerinfastructureformanyyears.Theimprovements shouldallowformoreefficentwaterusageanddistributiontoallowbothforgreenerpropertiesandlimitwaste.The wellsourcelocationwillbemovedintothepond,outoftheriversothatfuturerepairsdonotimpacttheexisting river,thisshouldalsohelplimitsedimentbackupatthewellsitewhichwillhelpreducetheamountofmaintenance required.

ProjectInformation

Thisprojectisintendedtobecompletedoverthe20242025fiscalyear.Workisintendedtooccurinthefall andoverthewinterinordertolimitimpacttotheuseof thefacility.

AnnualOperatingCosts

SpringdaleStreambankStabilization

Description

TheSpringdaleGolfCoursehasobservederrosionalongthebanksfortheRougeRiver.AttheCity'srequesta consultant,HRC,reviewedtheexistingconditonstoproviderecomendationstowardsimprovementsforthestream bankstohelplimittheerrosioncausedbytheriver.Thestreambankimprovementswillhelpbothtopreservethe golfcourseandtheriverastheyexisttoday.

ProjectInformation

Thisprojectduetosizewillbesplitupover3years. This will allow the City more opportunities to seek additional funding for project work through anditional sourcessuchasgrants.

AnnualOperatingCosts

KenningParkImprovements

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.

KenningParkrecentlyreceivedballfieldimprovements(completed2020).Withthereconfigurationofthe2easterly fields,adjustmentstofield4werealsomade.TheKenningParkMasterPlan(2014-attached)shouldbeupdatedto reflect this change and consider additional improvements such as the other fields, walking paths, drainage improvementsincludinggreeninfrastructure,andplaygroundimprovements.

ProjectInformation

FundingSource:BondProceeds

Potential improvements include an accessible and inclusive playground, the addition of walking paths, green infrastructure, and ballfield improvements. Annualoperatingcoststobedeterminedbasedonfinal parkplan.*

AnnualOperatingCosts

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.PoppletonParkisacommunityparkandisoneoftheoldest playgroundsinBirmingham'sParkSystem.

ProjectInformation

Replacement of existing playground with a fully inclusiveandaccessibleplayground.

AnnualOperatingCosts

St.JamesParkImprovements

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand condition of the play equipment were also considered. St. James Park is a neighborhood park with a high concentration of all age groups within a walkable distance and is ranked as a high priority for playground improvements.WiththerecentacquisitionoftheYMCAbuildingandpartnershipwithNEXT,thepropertyisinneed ofaparkplanthatcomplementsimprovementstothebuilding.

ProjectInformation

Parkfeaturesandestimatedannualoperatingcostsare tobedetermined*baseduponcommunitystudiesand associatedprojectworkwiththenewlyaquiredproperty at400E.Lincoln.Thereispotentialforupdatedand accessible and inclusive playground equipment, walking paths throughout the park, native plant and pollenatorgardens,andadultfitnessequipment.

AnnualOperatingCosts

PembrokeParkInclusivePlayground

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.PembrokeParkisaNeighborhoodParkandisoneoftheoldestplaygroundsinBirmingham'sPark System.Priorityranking2.

ProjectInformation

Replacementofexistingplaygroundwithaninclusive andaccessibleplayground.

AnnualOperatingCosts

PumphousePark&LincolnWellInclusive Playgrounds

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.PumphouseParkisranked#1(highestpriority)duetothenumberofallagegroupswithinawalkable distanceoftheplayarea.Theageandconditionoftheplayequipmentwerealsoconsidered.WestLincolnWell SiteislocatedclosetoPumphouseParkandwitharankingof2,itmakessensetogroupthemunderone contract.

ProjectInformation

Replacementofexistingplaygroundsatbothparkswith anaccessibleandinclusiveplayground.

AnnualOperatingCosts

TrailImprovements

Description

TrailImprovementsisapriorityprojectoftheBirminghamvoter-approvedParks&RecreationBond(Nov2020). The 2024 Bond Issue includes continuing with improvements to the trail system, Phase II (connection from Booth/Willits-toWestMaple)&III(WestMapleatWaterfalltoLindenPark).

ProjectInformation

FundingSource:BondProceeds LenthofTrailImproved: 3,000ft

AnnualOperatingCosts

CrestviewParkInclusivePlayground

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.

CrestviewParkisaNeighborhoodParkandhasarecommendedpriorityof2.

ProjectInformation

Replacementofexistingplaygroundwithaninclusive, accessibleplayground.

AnnualOperatingCosts

HowarthParkInclusivePlayground

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.

HowarthParkisaNeighborhoodParkandhasapriorityrankingof2duetothehighpopulationforallagegroups inawalkablearea.

ProjectInformation

Replacementofexistingplaygroundwithaninclusive, accessibleplayground.

AnnualOperatingCosts

LindenParkInclusivePlayground

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.

LindenParkisaNeighborhoodPark,itisoneoftheolderplaygroundsinBirmingham'sParkSystembutservesa lowpopulationofallagegroupsinwalkability.Priorityranking3.

ProjectInformation

Replacementofexistingplaygroundwithaninclusive, accessibleplayground.

AnnualOperatingCosts

SpringdaleParkInclusivePlayground

DepartmentofPublicServices

Description

The2024BondIssueprioritizationidentifiedasubsetofparksfortheinstallationofinclusiveandaccessible playgrounds.Theupdated2024-2028ParksandRecreationMasterPlandisplaysarecommendedprioritizationof plannedplaygroundimprovementsbasedonasynthesisofinformationgatheredorgeneratedduringtheParks and Recreation Master Plan process. The highest prioritization was given to community parks due to the populationtheyserveinadditiontothenumberofchildrenwithinawalkabledistanceoftheplayarea.Theageand conditionoftheplayequipmentwerealsoconsidered.Playgroundswererankedaseither1,2,or3,1=Highest priority.SpringdaleisconsideredaCommunityParkanddoeshavesomeoftheoldestequipment,however,the locationisnotinwalkableproximityforresidents-allagegroupsandhasapriorityrankingof3(lowest).

ProjectInformation

Replacementofexistingplaygroundwithaninclusive, accessibleplayground.

AnnualOperatingCosts

2025-2026

2026-2027

SupplementalInformation

AnnualBudget

The Supplemental Information Section contains historic informaiton about the City's revenues, expenditures, propertytaxes,debt,andotherstatisticalinformation.Thissectionalsoincludesaglossaryofkeyconcepts, explanationofabbreviationsinthedocument,theapprovedbudgetresolution,andanindex.

GovernmentalRevenuesbySource

AnnualBudget

ThisscheduleincludesrevenuesoftheGeneralFund,SpecialRevenueFunds,Debt-ServiceFund,Permanent Fund,andCapitalProjectFunds. Interfundtransfersbetweenthesefundshavebeeneliminated.

GovernmentalExpendituresbyFunction

AnnualBudget

ThisscheduleincludesexpendituresoftheGeneralFund,SpecialRevenueFunds,Debt-ServiceFund,Permanent Fund,andCapitalProjectFunds. Interfundtransfersbetweenthesefundshavebeeneliminated.

PropertyTaxes

Source:CityofBirminghamFinanceDepartment

PropertyTaxLeviesandCollections

LastTenFiscalYears

Source:CityofBirminghamFinanceDepartment N/A=Notavailable

IncludestaxlevyfortheBaldwinPublicLibrarywhichisadiscretely-presentedcomponentunit.Whilelegally separate,thelibraryisfiscallydependentontheCity.

IncludespaymentfromOaklandCounty.Allunpaidrealandpersonalpropertytaxes(exceptPA189)arereturned toOaklandCountyattheendofthecollectionperiod.TheCityispaidinfullfordelinquentrealpropertyatthetime ofsettlementwithOaklandCounty. TheCityispaidfordelinquentpersonalpropertytaxesastheyarecollectedby OaklandCounty.

CollectedwithintheFiscalYearincludespersonalpropertytaxpaymentsreceivedsubsequenttosettlementwith OaklandCountybutpriortotheendofthefiscalyear.

RepresentscollectionsofpersonalpropertytaxesandPA189taxes,ifany. RepresentsamendedlevyattimeofsettlementwithOaklandCounty Itdoesnotreflectsubsequentadjustments tothelevywhicharenotreadilyavailable.

Beginningin2007,TaxesLeviedincludestheBrownfieldAuthority,acomponentunitwhichisfiscallydependent ontheCity. Taxesleviedareinsignificant.

AssessedandTaxableValuesofProperty

Source:CityofBirminghamFinanceDepartment

Note1:Allvaluationsaretakenfromtheoriginalwarrantforeachyearanddonotreflectanysupplemental warrantsorsubsequentBoardofReview/TaxTribunaladjustments.

Note2:PropertyintheCityofBirminghamisre-assessedannually. OnMarch15,1994,thevotersoftheStateof Michigan approved Proposal A, which includes significant changes to Section 3 of Article IX of the State constitution.Startingin1995,thevalueagainstwhichtaxesarespreadwaschangedfromassessedvalueto taxablevalue. Taxablevaluerepresentsassessedvalue(50%oftruecashvalue),limitedforeachpropertybythe lowerof5%orinflationforaslongastheparceldoesnotchangeownership. Whenownershipistransferred,the taxablevaluerevertstotheassessedvalue.

Per$1,000oftaxablevalue.a

PrincipalPropertyTaxPayers

June30,2014

Source:CityofBirmingham

June30,2023

DirectandOverlappingPropertyTaxRates

LastTenFiscalYears

CityDirectRates

OaklandCountyOverlappingRates

(Millagerateper$1,000oftaxablevalue,roundedtotwodecimalplaces)

(Millagerateper$1,000oftaxablevalue,roundedtotwodecimalplaces)

Source:CityofBirminghamFinanceDepartment

Note:ThefollowingstaterequirementslimittheCity'sabilitytoincreasetaxrates:

1.

TheHeadleeconstitutionalamendment:thisamendmenttothestateconstitutionapprovedin1978placesan upperlimitontheannualoperatingmillagerate. Themaximumrateiscalculatedbyaformulatiedtotherate ofinflationandpreviousyears'cumulative"roll-backfactor." TheHeadleemaximumallowablemillagerates per$1,000oftaxablevaluationforfiscalyear2020-2021areasfollows:generaloperating11.44,refuse1.72, library1.36. ThereisnoHeadleelimitationondebtservice.TheHeadleelimitationmaybewaivedonlybya voteoftheelectorate.

2.

TruthinAssessingAct:thisactapprovedin1981requiresarollbackinmaximumauthorizedtaxrateswhen thetotalassessedvalueofallpropertyintheCityislessthanthetotalStateEqualizedValue.To-datethishas notappliedtotheCityofBirmingham.

TheCitychartergeneraloperating-tax-ratelimitis20.00millsper$1,000oftaxablevaluation. MichiganlawallowstheCitytolevyupto3.00millsper$1,000oftaxablevalueforrefusecollection.

TheCitycharterprovidesforataxlevyinsupportofthelibrary(adiscretely-presentedcomponentunit). Thelevy mustbenolessthan0.50millsandnomorethan1.75millsper$1,000oftaxablevaluation. Citydebt,unlessotherwiseprovidedbystatelaw,mustbeapprovedbytheelectorate.Thecitycommissionshall levytaxessufficienttopaytheannualdebtservice.

SuburbanMobilityAuthorityforRegionalTransportation.

ComputationofLegalDebtMargin

Lessdeductionsallowedbylaw: WaterSupplySystemRevenueBondsSeries1993

Source:CityofBirminghamFinanceDepartment

Thelegaldebtlimitissetforthinsection117.4aofAct279of1909(HomeRuleCityAct).Thisactalsodefines alloweddeduction.

ActNo.202,P.A.1945asamendedbyActNo.42,P.A.1960definesassessedvaluation. SeeSummaryofOutstandingDebt2024-2025inDebtAdministrationsectionofthisbudget.

TenYears

NetBondedDebt

See"AssessedandTaxableValues"scheduleinthissection.

bGrossBondedDebtincludesgeneral-obligation(g.o.)bondsandcontractualobligationssupportedbyproperty taxes. Theg.o.bondshavebeenissuedbytheCity. ThecontractualobligationsrepresenttheCityshareofbonds issuedbyothergovernmentalentities. (SeetheDebtAdministrationsectionofthisbudgetfordetails.)Theamount forGrossBondedDebtdoesnotincluderevenuebondsorcontractualobligationsrepaidfromtheEnterprise Funds(usercharges).Allamountsarenetofrelatedpremiums,discounts,andadjustments.

Amountrestrictedforrepaymentofgeneral-obligationbondsinthegovernmentalactivities.Priortothe2017-2018 budget,thiscolumnreportedCashintheDebt-ServiceFund(s). Beginningwiththe2017-18budget,thiscolumn moreappropriatelyreportsRestrictedNetAssetsintheDebt-ServiceFund(s).

Beginninginfiscalyear2003andinaccordancewithGASB34,severalbondissuesarenowmoreappropriately accountedforintheSewage-DisposalFundratherthantheDebt-ServiceFunds,whichincludestheGeorgeW. Kuhnbond.

e

Dataforfiscalyear2021isfromU.S.CensusBureaufor2020. Estimatesforfiscalyears2014-2023arefrom SEMCOG(SoutheastMichiganCouncilofGovernments). a c d

TenYears

Source:CityofBirminghamFinanceDepartment

Includesallgeneral-obligationbondsandallcontractualobligationssupportedbypropertytaxes.Anygeneralobligationbondsnotsupportedbypropertytaxeshavebeenexcluded. Alloftheexcludedbondswerereportedin EnterpriseFunds.

IncludesallexpendituresoftheGeneralFund,SpecialRevenueFunds,Debt-ServiceFund,andCapitalProjects Fund,includingexpendituresfordebt-serviceandcapitaloutlay.

ComputationofDirectandOverlapping BondedDebt

General-ObligationBonds

See"RatioofNetGeneralObligationBondedDebttoTaxableValue"scheduleinthissectionforcalculationofthis number.Theamountisnetofallrelatedpremiums,discounts,adjustments.Itisalsonetoffundsrestrictedto repaymentofdebt.

a b

InformationprovidedbytheCity'sbondingagent,Bendzinski&Co.,courtesyoftheMunicipalAdvisoryCouncilof Michigan.ThepercentagesforeachoverlappingentityarecalculatedbydividingtheCity'staxablevaluebythe taxablevalueforeachentity.

PrincipalEmployers

June30,2023

Sources include Reference USA, an on-line data base (http://www.referenceusa.com) and previous Top Employerlistsusedby theBirminghamFinanceDept. Numbersreportedbytheemployersmayincludepart-time employeesand/orindependentcontractors.

The primary source is the 2014 Community Profile prepared by Oakland County Planning & Economic DevelopmentasmodifiedbytheCityFinanceDepartment.RankingshavechangedduetorestatementofCityof Birmingham. Seefootnote"e"fordetails.

ThesourcefortotalemploymentdataisSEMCOG(SoutheastMichiganCouncilofGovernments).Thenumber usedfor2014is17,152basedonanestimatefrom2010.Thenumberusedfor2023is23,061basedonnumbers from2019bySEMCOG.Thesenumbersdonotincludeconstruction,farming,ormilitaryemployment.Theydo includefull-timeandpart-timeaswellastheself-employed.

The2014numberrepresentsallschooldistrictemployees,notjustemployeesworkingwithinBirminghamcity limits.

Thenumberfor2023reflectsallbudgetedpositionsforfiscalyear2022-2023.Thenumberfor2014reflectsjust full-timeemployees.

Demographic&EconomicStatistics

Last10CalendarYears

Sources:

2023dataisfromU.S.CensusBureaufor2020.Estimatesfor2010-2020arefromSEMCOG, Southeast MichiganCouncilofGovernments.

2023estimatesarefromSEMCOG,SoutheastMichiganCouncilofGovernments. Estimatedpercapitaincomefiguresfornon-censusyearsarenotreadilyavailablebelowthecountylevel.The amountshownfor2023isanestimatebasedonrevisedvaluesforthreesurroundingcommunitieswithinOakland Countywithapopulationgreaterthan20,000. Itisassumedthatnosignificantchangesoccurredintherelative values between Birmingham and these larger surrounding communities between 2020 (themostrecent U.S. Censusyear)and2023. ThisestimatewaspreparedbytheBirminghamFinanceDepartment.2018-2023 estimatesarefromtheUSCensusBureau5-YrAmericanCommunitySurvey. 2023dataisfromU.S.CensusBureaufor2020. 2018-2023estimatesarefromUSCensusBureau5-Yr AmericanCommunitySurvey.

Represents Birmingham residents enrolled in public schools, kindergarten through high school. 2018-2023 estimatesarefromU.S.CensusBureau5-YrAmericanCommunitySurvey. PerBirminghamPublicSchools. DatareflectsenrollmentofBirminghamresidents. DataisfromtheMichiganDepartmentofTechnology,ManagementandBudget(DTMB)andreflectstheannual averageasofDecember31.

MiscellaneousStatisticalData

2022-2023BudgetedEmployees

PopulationData

MileageofalleysarenotcalculatedasstatedintheAct51calculations (1)Basedonpopulationfortheserviceareaofthelibrary:Birmingham,BeverlyHills,andBinghamFarms.

BudgetResolution

WHEREAS,theCityManagerhassubmittedtheproposed2024-2025Budget,and; WHEREAS,theCityCommissionhasreviewedthe2024-2025Budget,and; WHEREAS,theCityCommissionhasheldaPublicHearingonthe2024-2025Budget; WHEREAS,ChapterVII,Section14oftheBirminghamCityCharterrequiresthattheCityCommissionpassan annualappropriationsresolution,and;

NOWTHEREFORE,BEITRESOLVED,thattheCityCommissiondoesherebyadoptthefollowingestimated revenuesfortheCityofBirminghamforthefiscalyearcommencingJuly1,2024,andendingJune30,2025:

AND,BEITFURTHERRESOLVED,thattheCityCommissiondoesherebyadoptonabudgetarycenterbasisthe followingexpendituresfor2024-2025:

GREENWOODCEMETERYPERPETUAL CAREFUND:

BEITFURTHERRESOLVEDthatthebudgetsummaryabovebeapprovedasthe2024-2025CityBudgetand thatthisresolutionshallbeknownastheCityofBirmingham2024-2025GeneralAppropriationsAct.

BEITFURTHERRESOLVEDthattheCityCommissiondoesherebydesignate$36,918,990toberaisedby 10.7224millsleviedforgeneralpurposesonthetaxablevaluationofallrealandpersonalpropertysubjectto taxationintheCity.

BEITFURTHERRESOLVEDthattheCityCommissiondoesherebydesignate$4,497,490toberaisedby1.3062 millsleviedforlibraryoperationsonthetaxablevaluationofallrealandpersonalpropertysubjecttotaxationin theCity.

BEITFURTHERRESOLVEDthattheCityCommissiondoesherebydesignate$2,344,490toberaisedby0.6809 millsleviedonthetaxablevaluationofallrealandpersonalpropertysubjecttotaxationintheCityforthepurpose ofthecollectionandremovalofgarbageandtrashoftheCityasauthorizedbyMCL123.261,etseq.

BEITFURTHERRESOLVEDthattheCityCommissiondoesherebydesignate$1,134,510toberaisedby0.3279 millsleviedonthetaxablevaluationofallrealandpersonalpropertysubjecttotaxationintheCityforthe purposesofprovidingseniorserviceswithintheCityasauthorizedbyMCL401.571,etseq.

BEITFURTHERRESOLVEDthattheCityCommissiondoesherebydesignate$792,320toberaisedby0.2287 millsleviedfordebtservicerequirementsonthetaxablevaluationofallrealandpersonalpropertysubjectto taxationintheCity.

BEITFURTHERRESOLVEDthattheCityManagerisherebyauthorizedtomakebudgetarytransferswithinthe budgetarycentersestablishedthroughtheadoptionofthisbudget,andthatalltransfersbetweenbudgetary centersmaybemadeonlybyfurtheractionoftheCityCommissionpursuanttotheprovisionsoftheMichigan UniformAccountingandBudgetingAct.

BEITFURTHERRESOLVEDthatthe2024-2025budgetshallautomaticallyamendedonJuly1,2024,toreappropriateencumbrancesoutstandingandreservedatJune30,2024.

BEITFINALLYRESOLVEDthattheCityTreasurerbeauthorizedtoaddtoalltaxespaidafterSeptember3, 2024,three-fourthsofonepercent(3/4of1%)penaltyeachandeverymonth,orfractionthereof,thatremains unpaid. OnalltaxespaidafterFebruary14,2025,andthroughFebruary28,2025,thereshallbeaddedalate penaltychargeequaltothreepercent(3%)ofsuchtax.

GlossaryofKeyConcepts

AccrualBasis: Accountingwhichrecognizestransactionswhentheyoccur,regardlessofthetimingofrelated cash flows. The application of accrual accounting techniques prevents distortions in financial-statement representationsbecauseofshiftsinthetimingofcashflowsandrelatedunderlyingeconomiceventsneartheend ofafiscalperiod. TheaccrualbasisofaccountingisutilizedindevelopingtheEnterpriseFunds’budgets.

Activity: Aspecificanddistinguishablelineofworkperformedbyoneormoreorganizationalcomponentsofa governmentalunitforthepurposeofaccomplishingafunctionforwhichtheunitisresponsible. Forexample, “Elections”isanactivityoftheCityClerk’sOffice.

Appropriation: Anauthorizationgrantedbyalegislativebodytoincurobligationsandtoexpendpublicfundsfora statedpurpose.

ApprovedBudget: TherevenueandexpenditureplanfortheCityforthefiscalyearasreviewedandapprovedby theCityCommission.

AssessedValuation: Thetaxablevalueplaceduponpropertyasabasisforlevyingtaxes,equalto50%of marketvalue,asrequiredbystatelaw.

Assets: Resourcesownedorheldbyagovernmentwhichhavemonetaryvalue.

Audit:Anofficialinspectionofanindividual’sororganization’saccounts,typicallybyanindependentbody.

Available (Unassigned) Fund Balance: The funds remaining from the prior year which are available for appropriationandexpenditureinthecurrentyear.

BalancedBudget:Abudgetinwhichtotalestimatedexpenditures/expenses,includinganaccrueddeficitinthe budget,shallnotexceedthetotalestimatedrevenues,includinganavailableunappropriatedsurplus.

Bond(DebtInstrument):Awrittenpromisetopay(debt)aspecifiedsumofmoney(calledprincipalorfacevalue) ataspecifiedfuturedate(calledthematuritydate)alongwithperiodicinterestpaidataspecifiedpercentageofthe principal(interestrate).Bondsaretypicallyusedforlong-termdebttopayforspecificcapitalimprovements.

Budget: Aplanoffinancialoperationembodyinganestimateofproposedexpendituresforagivenperiodandthe proposedmeansoffinancingthem. Usedwithoutanymodifier,thetermusuallyindicatesafinancialplanfora singlefiscalyear.

BudgetAdjustment: AdjustmentmadetothebudgetduringthefiscalyearbytheCityCommissiontoaccount properly for unanticipated changes which occur in revenues and/or expenditures and for program initiatives approvedduringthefiscalyear.

BudgetCalendar: ThescheduleofkeydatesormilestoneswhichtheCityfollowsinthepreparationandadoption ofthebudget.

Budgetary Center: Ageneral operating department of a local governmental unit, or any other department, institution,board,commission,agency,office,program,activityorfunctiontowhichmoneyisappropriatedbythe localunit.

CapitalAsset: AnassetusedinCityoperations,costingmorethan$5,000($500forcomputerequipment),and havingausefullifeofmorethanoneyear. Acapitalassetmaybeinfrastructureornon-infrastructure. Examplesof infrastructureincluderoads,bridges,sidewalks,watersystem,sewersystem,streetlightingsystem. Examplesof non-infrastructure capital assets include land, land improvements, buildings, building improvements, vehicles, machineryandequipment,furnitureandcomputerequipment

CapitalBudget: Aplanofproposedcapitalexpendituresandthemeansoffinancingthem. Thecapitalbudgetis enactedaspartoftheCity’sconsolidatedbudget,whichincludesbothoperatingandcapitaloutlaysandisbased onacapitalimprovementsprogram(CIP).

CapitalImprovementsProgram: Aplanforcapitalexpenditurestobeincurredeachyearoveraperiodoffive futureyears,settingfortheachcapitalproject,theamounttobeexpendedineachyear,andthemethodof financingthoseexpenditures.

Capital Outlay/Expenditure: An expenditure which results in the acquisition of a capital asset, or an addition/improvementtoanexistingcapitalasset. (SeeCapitalAsset.)

CapitalProjectsFunds: Fundscreatedtoaccountforallresourcesusedfortheacquisitionofdesignatedfixed assetsbyagovernmentalunit,exceptthosefinancedbyspecialassessmentorbyanEnterpriseFund.

ComponentUnits: Legallyseparateorganizationsforwhichtheelectedofficialsoftheprimarygovernmentare financiallyaccountable. Inaddition,acomponentunitcanbeanotherorganizationforwhichthenatureand significanceofitsrelationshipwithaprimarygovernmentissuchthatexclusionwouldcausethereportingentity’s financialstatementstobemisleadingorincomplete.

CRIMEDAR:Communitycrimemappingsoftware.

Debt-ServiceFund: Afundtoaccountfortheaccumulationofresourcesfor,andthepaymentof,generallongtermdebtprincipalandinterest.

Department:Amajoradministrativedivisionofgovernment.

Depreciation:Thatportionofthecostofacapitalassetusedduringtheyeartoprovideservice.

Encumbrances: Obligationsintheformofpurchaseordersforcontractcommitmentswhicharechargeabletoan appropriationandforwhichapartoftheappropriationisreserved. Theyceasetobeencumbranceswhenpaidor whenanactualliabilityissetup.

EnterpriseFunds: Afundestablishedtoaccountforoperationsthatarefinancedandoperatedinamanner similartoaprivatebusiness;i.e.,theintentofthegoverningbodyisthatthecostofprovidinggoodsorservicesto the general public on a continuing basis shall be financed or recovered primarily through user charges. Birmingham has Enterprise Funds for water, sewer, parking and golf courses. Enterprise Funds, unlike governmentalfunds,recordland,buildingsandequipmentasassetsandexpensedepreciationonthem.

Expenditure: Thecostofgoodsdeliveredandservicesrendered,whetherpaidorunpaid,includingexpenses, debtretirementnotreportedasaliabilityofthefundfromwhichretired,orcapitaloutlay

FiscalYear: Atwelve-monthperioddesignatedastheoperatingyearforanentity. ThefiscalyearfortheCityof BirminghamisJuly1-June30.

FullTimeEquivalent:Anemployeethatisscheduledtowork40hoursperweek.

Fund: Afiscalandaccountingentitywithaself-balancingsetofaccountsrecordingcashandotherfinancial resources,togetherwithallrelatedliabilitiesandresidualequitiesorbalancesandchangestherein,whichare segregatedforthepurposeofcarryingonspecificactivities.

FundBalance: Thedifferencebetweenthefinancialassetsofthefundandcertainliabilitiesexpectedtobe liquidatedinthenearfuturefromthoseassets,i.e.,theequity(netassets)inagovernmentalfund.

GeneralFund: TheCity’smajoroperatingfund,whichaccountsforallfinancialresourcesexceptthoserequired tobeaccountedforinanotherfund.

Goal:Along-term,attainabletargetforanorganization–itsvisionofthefuture.

GovernmentalAccountingStandardsBoard(GASB): ThepurposeoftheGovernmentalStandardsBoardisto establishandimprovestandardsofstateandlocalgovernmentalaccountingandfinancialreportingstandards.

GovernmentalFunds: Afundthatisusedtoaccountforgovernmentalactivitiesthatareprincipallysupportedby taxesandintergovernmentalrevenues.PleaseseedefinitionofFund.

HeadleeAmendment: In1978,MichiganvotersapprovedanamendmenttotheMichiganConstitutionto: 1) requirevoterapprovalforanylocaltaxincreasesornewtaxesestablishedafterHeadleewasapproved;2)limit propertytaxrevenueresultingfrompropertytaxassessmentincreases;and3)limitrevenuecollectedtothe amountoftheoriginalmillagerateadjustedforinflation. SeetheBudgetOverviewsectionformoredetail.

Infrastructure: ThebasicphysicalframeworkorfoundationoftheCity;i.e.,itsroads,bridges,sidewalks,water systemandsewersystem.

Internal Service Fund: A fund to account for any activity that provides goods or services to other funds, departmentsoragenciesoftheprimarygovernmentanditscomponentunits.

LaborBurden:Allbenefitsprovidedtoemployeesotherthandirectcompensation.

Liability: Debtorotherlegalobligationsarisingoutoftransactionsinthepastwhichmustbeliquidated,renewed orrefundedatsomefuturedate. NOTE: Thetermdoesnotincludeencumbrances.

Line-Item Budget: Abudget which emphasizes allocations of resources to specific organizational units or particularobjectsofexpenditures,suchaspersonnelservices,supplies,andcapitaloutlay. Line-itembudgetsmay beorganizedtoprovideaccountabilityatvaryinglevels,suchasdepartments,divisionsoragencies.

LocalStreets: StreetswithinandunderthejurisdictionoftheCity,exclusiveofstatetrunk-linehighways,county roadsandstreetsincludedintheMajorStreetsystem.

Long-TermDebt: Debtsthatwillnotbepaidorotherwisesatisfiedwithinoneyearorthenormaloperatingcycle.

MajorFund:Afundwhoserevenues,expenditures/expenses,assets,orliabilitiesareatleast10percentof correspondingtotalsforallgovernmentalorenterprisefundsandatleast5percentoftheaggregateamountforall governmentalandenterprisefunds.

MajorStreets: ThoseCitystreetsofthegreatestgeneralimportancetotheCity. Thiscategoryincludesstreets carryingrelativelyhightrafficvolumeinservingoneormoreofthefollowing: extensionstostatetrunklineson countyprimaryroads;trafficdemandscreatedbyindustry,commercial,educational,orothertraffic-generating centers;circulationoftrafficinandaroundtheCentralBusinessDistrict;designatedtruckroutes;orconnector streetsservedbyanextensivenetworkofLocalStreets.

MichiganIndigentDefenseCommissionFund:AfundrequiredbytheMichiganIndigentDefenseCommission Act,PublicAct93of2013toaccountforstategrantrevenueandmandatedlocalsharecontributionstoprovide indigentdefendantsincriminalcases.

Mill:Ataxationunitequaltoonedollaroftaxobligationforevery$1,000oftaxablevaluationofproperty.

Millage: Thetotaltaxobligationper$1,000ofassessedvaluationofproperty.

ModifiedAccrual: Accounting which recognizes revenues in the accounting period in which they are both measurableandavailabletofinanceexpenditures. Expendituresaregenerallyrecognizedintheaccountingperiod inwhichtheyarebothmeasurableandincurred. Themodifiedaccrualbasisofaccountingisutilizedinthe preparationofbudgetsforallgovernmentalfundtypes,whichincludetheGeneralFund,SpecialRevenueFunds andtheDebtServiceFundcontainedinthisdocument.

Non-MajorFund:FundsthataccountforassetsheldbytheCityasanagentforindividuals,privateorganizations, andothergovernments.ThefinancialactivitiesofthesefundsareexcludedfromtheGovernment-widefinancial statements,butarepresentedintheseparateFiduciaryFundfinancialstatements.

NotesandAdjustmentstoDepartment-RequestedAmountsfromPriorYear’sBudget: Itemswhichcause expenditureobjects(personnel,supplies,otherandcapital)tovaryupordownbyamaterialamountfromlast year’sbudget.

Object: Anexpenditurecategorywithineachactivitymadeupofsub-objects. Cityobjectsincludepersonnel services,supplies,otherchargesandcapitaloutlays.

Objective: A specific measurable and observable result of an organization’s activity which advances the organizationtowardoneofitsgoals.

OtherCharges: Anexpendituresobjectwithinanactivitywhichincludes,forexample,professionalservices, utilities,rentsandtransportation.

PerformanceMeasures: Specificquantitativemeasuresofworkperformedwithinanactivityorprogram(e.g., totalmilesofstreetscleaned). Also,aspecificqualitativemeasureofresultsobtainedthroughaprogramofactivity (e.g.,reducedincidenceofvandalismbecauseofanewstreet-lightingprogram).

PermanentFunds:Afundwheretheprincipalfundmaynotbeusedandonlyearningsonthefundareusedfor thebenefitofthegovernmentoritscitizens.

PersonnelServices: Itemsofexpendituresintheoperatingbudgetforsalariesandwagespaidforservices performedbyCityemployeesandtheincidentalfringe-benefitcostsassociatedwithCityemployment.

Policy:Aplan,courseofactionorguidingprincipledesignedtosetparametersfordecisionandactions.

ProposalA: InMarchof1994,MichiganvotersapprovedtheMichiganeducationfinanceamendmentwhich changethewayMichiganschoolswasfunded;createdanewbasefromwhichtaxeswerecalculated(taxable value);limitedincreasestotaxablebytherateofinflationor5percentwhicheverwasless;andcreatedaprocess bywhichaproperty’staxablevaluewouldberesettoassessedvaluewhenapropertywassoldortransferred. SeetheBudgetOverviewsectionformoreinformation.

ProprietaryFunds: Afundusedtoaccountforagovernment’sbusiness-typeactivitiesthatareintendedto recoverallorasignificantportionoftheircoststhroughuserfeesandcharges.PleaseseedefinitionofFund.

Recommended Budget: The City’s revenue and expenditure plan for the fiscal year, as prepared and recommendedbytheCityManagerforCityCommissionconsideration.

Revenue: Anadditiontotheassetsofafundwhichdoesnotincreasealiability,doesnotrepresenttherecovery ofanexpenditure,doesnotrepresentthecancellationofaliabilitywithoutacorrespondingincreaseinanyother liabilityoradecreaseinassets,anddoesnotrepresentacontributionoffundcapitaltoenterpriseortointragovernmentalservicefunds.

SewageFund: ThisEnterpriseFundaccountsfortheoperationoftheCity’ssewersystem. Therevenuesconsist ofchargesforservicestoCitybusinessesandresidences.

SpecialRevenueFund: Afundtoaccountfortheproceedsofspecificrevenuesources(otherthanexpendable trustsormajorcapitalprojects)thatarelegallyrestrictedtoexpendituresforspecifiedpurposes.

StateEqualizedValue(SEV): Theproportionoftruecashvalueatwhichpropertyshallbeassessed. SEVis 50%oftruecashvalue.

Supplies: Anexpendituresobjectwithinanactivitywhichincludesallsuppliesthathaveausefullifeoflessthan oneyearand/orapurchasepriceoflessthan$500.

TaxableValue:Avaluethatisestablishedforrealandpersonalpropertyforuseasabasisforlevyingproperty taxes.

Unassignedfundbalance:Residualnetresources,i.e.,surplus(totalfundbalanceinthegeneralfundinexcess ofnon-spendable,restricted,committed,andassignedfundbalance)ordeficit(excessofnon-spendable,restricted andcommittedfundbalanceovertotalfundbalance).

UserCharges: Thepaymentofafeefordirectreceiptofapublicservicebythepartywhobenefitsfromthe service.

Water-SupplySystemReceivingFund: ThisEnterpriseFundaccountsfortheoperationoftheCity’swater system. TherevenuesconsistofchargesforservicestoCitybusinessesandresidences.

Abbreviations&Acronyms

ACFR AnnualComprehensiveFinancialReport

ACH AutomatedClearingHouse

ACLS AdvancedCardiacLifeSupport

AED AutomatedExternalDefibrillator

AFSCME AmericanFederationofState,CountyandMunicipalEmployees

AI ArtificialIntelligence

ALICE Alert,Lockdown,Inform,Counter,Evacuate

ALS AdvancedLifeSupport

APC AutomobileParkingCommittee

APS AutomobileParkingSystem

ARC AllianceofRougeCommunities

ARPA AmericanRescuePlanAct

ASR ActiveShooterResponse

BCOA BirminghamCommandOfficer’sAssociation

BFFA BirminghamFireFighter’sAssociation

BPL BaldwinPublicLibrary

BPOA BirminghamPoliceOfficer’sAssociation

BSD BirminghamShoppingDistrict

BU BirminghamUnited

BWC BodyWornCamera

CBD CentralBusinessDistrict

CBRNE Chemical,Biological,Radiological,Nuclear,andExplosives

CDBG CommunityDevelopmentBlockGrant

CIP CapitalImprovementsProgram

CIT CrisisInterventionTraining

CoRe Co-Response

CPR Cardio-PulmonaryResuscitation

CRR CommunityRiskReduction

CSO CombinedSewerOverflow

CVTRS City,Village,andTownshipRevenueSharing

DFFACT DetroitFraudandFinancialCrimesTaskForce

DPS DepartmentofPublicServices

DTMB DepartmentofTechnology,ManagementandBudget

EAG EmergencyActionGuides

EAP EmergencyActionPlan

EGLE Environment,GreatLakesandEnergy

EOC EmergencyOperationCenter

EPS EngineeringandPublicServices

ESWU EquivalentStormWaterUnit

EV ElectronicVehicle

FBI FederalBureauofInvestigation

FDA FederalDrugAdministration

FEMA FederalEmergencyManagementAgency

FOIA FreedomofInformationAct

FSCB FigureSkatingClubofBirmingham

FY FiscalYear

GAAFR GovernmentalAuditing,Accounting&FinancialReporting

GAAP GenerallyAcceptedAccountingPrinciples

GASB GovernmentalAccountingStandardsBoard

GC GolfCourse

GFOA GovernmentFinanceOfficersAssociation

GIS GeographicInformationSystem

GLWA GreatLakesWaterAuthority

GO GeneralObligation

GWK GeorgeW.KuhnDrain

HVAC Heating,Ventilation,&Air-Conditioning

HR HumanResources

ICC InternationalCodeCouncil

IFC InternationalFireCode

ISO InsuranceServicesOffice

IT InformationTechnology

LCR LeadCopperRule

LTS LearnToSkateFigureSkatingClubofBirmingham

MABAS MutualAidBoxAlarmSystem

MACP MichiganAssociationofChiefsofPolice

MAT Medication-AssistedTraining

MCAT MajorCaseAssistanceTeam

MCL MichiganCompiledLaws

MEMA MichiganEmergencyManagementAssociation

MML MichiganMunicipalLeague

MMTB Multi-ModalTransportationBoard

NAS NeonatalAbstinenceSyndrome

NET NarcoticsEnforcementTeam

NOW NorthOldWoodward

NPDES NationalPollutionDischargeEliminationSystem

OakTAC OaklandCountyLawEnforcementTacticalResponseCoordinationGroup

OCWRC OaklandCountyWaterResourceCommission

PA PublicAct

PGA ProfessionalGolfAssociation

PPE PersonalProtectiveEquipment

PSAP PublicSafetyAnsweringPoint

PSD PrincipalShoppingDistrict

RFP RequestforProposal

SEMCOG SoutheastMichiganCouncilofGovernment

SEV StateEqualizedValue

SIU SpecialInvestigationUnit

SLUP SpecialLandUsePermit

SOCCIT SouthOaklandCountyCrashInvestigationTeam

SOCRRA SouthOaklandCountyResourceRecoveryAuthority

SOCSDD SoutheasternOaklandCountySewageDisposalDistrict

SOCWA SouthOaklandCountyWaterAuthority

SOW SouthOldWoodward

SP+ StandardParkingPlus

TV TaxableValue

WRC WaterResourcesCommissioner