OAKLAND COUNTY BOARD OF COMMISSIONERS FINANCE AND … · 2020. 12. 10. · Grand Rapids, Ml Aug....
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OAKLAND COUNTY BOARD OF COMMISSIONERS FINANCE AND INFRASTRUCTURE COMMITTEE Monday, December 7, 2020 @ 9:00 a.m. - Board of Commissioners (Via Videoconference) Helaine Zack, Chairperson [email protected] Vice Chairperson, Gwen Markham Minority Vice Chairperson, Tom Middleton Call Meeting to Order Roll Call Pledge of Allegiance Approval of Agenda Public Comment COMMUNICATIONS* ACTION REQUIRED REGULAR AGENDA* ACTION REQUIRED PRESENTER(S) Report to Board Helaine Zack 546-7392 Report to Board Helaine Zack 546-7392 Report to Board Helaine Zack 546-7392 Report to Board Sean Carlson 296-0449 Recommend to Board April Lynch 858-1558 Recommend to Board April Lynch 858-1558 Recommend to Board Helaine Zack 546-7392 Recommend to Board David Woodward 296-5033 1. Board of Commissioners - County Executive Appointment – Director of Management and Budget 2. Board of Commissioners - County Executive Appointment – Director of Human Resources 3. Board of Commissioners - County Executive Appointment – Director of Economic Development 4. Board of Commissioners – Reallocation of Coronavirus Relief Funds to Create Oakland Together Restaurant Rescue Program 5. Human Resources Department – COVID-19 Temporary Emergency Leave Policy Extension 6. Human Resources Department – Fiscal Years 2021, 2022, 2023 and 2024 Collective Bargaining Agreement for Employees Represented by the United Auto Workers, Local 889 (UAW), Representing Clerk/Register of Deeds Supervisory Employees 7. Board of Commissioners – Compensation Adjustments for Elected Officials 8. Board of Commissioners – Reorganization of Units and Positions 9. Presentation – Water Resources Commissioner – Oakland County Lake Level Control Structure Review Informational Mike McMahon 858-5397 Ryan Woloszyk 467-2321 OTHER BUSINESS/ADJOURNMENT *Previous minutes, all agenda items/communications and in some instances additional backup materials are available for viewing online at https://www.oakgov.com/boc/Committees/Pages/resources.aspx If you require special accommodations because of a disability, please contact the Board of Commissioners at (248) 858-0100 or TDD Hearing- Impaired (248) 858-5511 at least three (3) business days in advance of the meeting.
Transcript of OAKLAND COUNTY BOARD OF COMMISSIONERS FINANCE AND … · 2020. 12. 10. · Grand Rapids, Ml Aug....
OAKLAND COUNTY BOARD OF COMMISSIONERS FINANCE AND INFRASTRUCTURE COMMITTEE
Monday, December 7, 2020 @ 9:00 a.m. - Board of Commissioners (Via Videoconference) Helaine Zack, Chairperson
[email protected] Vice Chairperson, Gwen Markham Minority Vice Chairperson, Tom Middleton
Call Meeting to Order Roll Call Pledge of Allegiance Approval of Agenda Public Comment
COMMUNICATIONS* ACTION REQUIRED
REGULAR AGENDA* ACTION REQUIRED PRESENTER(S)
Report to Board Helaine Zack 546-7392
Report to Board Helaine Zack 546-7392
Report to Board Helaine Zack 546-7392
Report to Board Sean Carlson 296-0449
Recommend to Board April Lynch 858-1558
Recommend to Board April Lynch 858-1558
Recommend to Board Helaine Zack 546-7392
Recommend to Board David Woodward 296-5033
1. Board of Commissioners - County Executive Appointment – Director ofManagement and Budget
2. Board of Commissioners - County Executive Appointment – Director ofHuman Resources
3. Board of Commissioners - County Executive Appointment – Director ofEconomic Development
4. Board of Commissioners – Reallocation of Coronavirus Relief Funds toCreate Oakland Together Restaurant Rescue Program
5. Human Resources Department – COVID-19 Temporary EmergencyLeave Policy Extension
6. Human Resources Department – Fiscal Years 2021, 2022, 2023 and 2024Collective Bargaining Agreement for Employees Represented by theUnited Auto Workers, Local 889 (UAW), Representing Clerk/Register of Deeds Supervisory Employees
7. Board of Commissioners – Compensation Adjustments for ElectedOfficials
8. Board of Commissioners – Reorganization of Units and Positions
9. Presentation – Water Resources Commissioner – Oakland County LakeLevel Control Structure Review
Informational Mike McMahon 858-5397 Ryan Woloszyk 467-2321
OTHER BUSINESS/ADJOURNMENT
*Previous minutes, all agenda items/communications and in some instances additional backup materials are available for viewing online athttps://www.oakgov.com/boc/Committees/Pages/resources.aspx
If you require special accommodations because of a disability, please contact the Board of Commissioners at (248) 858-0100 or TDD Hearing-Impaired (248) 858-5511 at least three (3) business days in advance of the meeting.
PUBLIC ACCESS INFORMATION
View Meeting: https://www.oakgov.com/boc/about/Pages/watch.aspx
Public Comment Written Submission Form: https://forms.oakgov.com/143
Public Comment Email: [email protected]
Public Comment Phone Participation* United States: +1 (872) 240-3311
Access Code: 271-151-061
*Public access lines may be muted if necessary when facilitating
OAKLAND COUNTY EXECUTIVE DAVID COULTER
2100 Pontiac Lake Rd | L. Brooks Patterson Building 41W | Waterford, MI 48328 | tel (248) 858-0480 | fax (248) 452-9215 | OakGov.com
December 3, 2020
Dear Commissioners,
I am excited to announce the addition of three talented Directors to our leadership team. After a thorough independent search and comprehensive interview process, we have identified three individuals to lead Economic Development, Human Resources and Management and Budget starting December 30, 2020.
They each bring expertise and experience in their fields, a collaborative leadership style and a passion and commitment around our vision for Oakland County’s future.
Brittani Anthony – Director, Human Resources
Britani has served as the Director of Human Resources (HR) in both a corporate and non-profit setting. She has also worked in HR at the county government and municipal levels. She combines an analytical, strategic approach to her work with a commitment to employee engagement, career development and workplace improvement. She has a collaborative management style and is passionate about creating an inclusive and dynamic workforce for all employees.
Kyle Jen – Director, Office of Management and Budget
Kyle has served both Republican and Democratic Administrations and is currently the State’s Deputy Budget Director. He has led a team developing numerous budgets and long-term fiscal plans. He has led large capital and enterprise projects and built presentations for credit rating agencies. He has both the technical expertise and the vision to manage, maintain and strengthen Oakland County’s strong fiscal position.
Ingrid Tighe – Director, Economic Development
Ingrid has led business development and workforce initiatives for the State of Michigan at both the Michigan Economic Development Corporation (MEDC) and the Michigan Veterans Affairs Agency. At MEDC her area of responsibility included Oakland County and she currently serves as the Executive Director of the Birmingham Shopping District. She is a strategic planner and collaborative manager with a strong network of relationships around the state. She also served our nation in combat as a Captain in the U.S. Army.
I am providing their resumes and they look forward to appearing before the Finance Committee on Monday. Thank you in advance for your affirmation of their appointments.
Sincerely,
David Coulter
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REPORT BY: Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: BOARD OF COMMISSIONERS – COUNTY EXECUTIVE APPOINTMENT – DIRECTOR OF MANAGEMENT AND BUDGET To the Board of Commissioners Chairperson, Ladies and Gentlemen: The Finance and Infrastructure Committee, having reviewed the appointment by the County Executive of Kyle Jen as Director of Management and Budget effective December 4, 2020, recommends concurrence of this appointment, pursuant to Public Act 139 of 1973. Chairperson, on behalf of the Finance and Infrastructure Committee, I move acceptance of the foregoing report.
___________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
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l{yle I. Jen
Summary • Trusted advisor to elected and appointed officials from both political parties, with demonstrated ability to
simplify complex budget and financial issues, ensure that a range of viewpoints and options are presented,and offer clear recommendations regarding critical short- and long-term decisions.
• Strategic thinker focused on solving problems and building innovative approaches to serve public purposesand program beneficiaries through a political process involving a broad and diverse set of stakeholders.
• Skilled written and verbal communicator for both internal and external audiences.
• Experienced leader with proven history of building team-based cultures, improving internal processes, andmanaging major transitions.
Experience
NOVEMBER 2016- PRESENT
Deputy State Budget Director/ State Budget Office, State of Michigan
Direct the operations of a cabinet-level state agency that houses the State of Michigan's central budget, financial management, and internal audit functions, operating on a total annual budget of $60 million with a 240-person staff.
o Oversee annual development of the Governor's $60 billion Executive Budget Recommendation andassociated materials presented to Legislature. Brief and advise State Budget Director and Governor on keybudget policy decisions. Develop and edit internal briefing and decision documents.
o As part of a small team, negotiate the enacted budget with legislative leadership on behalf of theGovernor. Work collaboratively with an array of internal and external participants - including statedepartment leaders, legislators, and interest groups - throughout budget process.
o Guide Capital Outlay budgeting process for construction of state department, public university, andcommunity college facilities. Review and approve allocations from central funding pools of $30 million-pluseach for state facility maintenance and information technology system upgrades.
o Present budget information to internal and external audiences, including active participation in periodicstate presentations to credit rating agencies.
o Monitor state and national economic and policy spheres to maximize readiness of office to respond to newdevelopments. Maintain long-term state budget projections to inform near-term recommendations.
o Supervise eight direct reports (seven deputy/office directors; one assistant). Oversee operations of state'sintegrated payroll, financial, and accounting system. Provide direction regarding year-end book closingprocess and publication of state's Comprehensive Annual Financial Report.
o Participate in multi-departmental Enterprisewide Risk Coordinating Committee, which facilitatesidentification, prioritization, and monitoring of significant risks to state government. Guide key internalaudit engagements.
o Provide guidance to the state's Office of Retirement Services (ORS) on policy and actuarial decisionsaffecting the state budget for the state's school and state employee retirement systems.
o Consult with State Personnel Director, Office of State Employer, and Governor's Office regarding statewidepersonnel issues, including bargaining with state employee unions, planning for potential stategovernment shutdown, and state government response to COVID-19 emergency.
o Work with Attorney General's Office and Governor's Legal Office to determine most effective actions andarguments in legal cases affecting the state's financial practices and position.
REPORT BY: Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: BOARD OF COMMISSIONERS – COUNTY EXECUTIVE APPOINTMENT – DIRECTOR OF HUMAN RESOURCES To the Board of Commissioners Chairperson, Ladies and Gentlemen: The Finance and Infrastructure Committee, having reviewed the appointment by the County Executive of Brittani Anthony as Director of Human Resources effective December 4, 2020, recommends concurrence of this appointment, pursuant to Public Act 139 of 1973. Chairperson, on behalf of the Finance and Infrastructure Committee, I move acceptance of the foregoing report.
___________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
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Brittani Anthony, PHR
SENIOR HUMAN RESOURCES LEADER
PROFESSIONAL PROFILE
Senior Human Resources Executive, who has developed high performing cultures with prolific communications and robust development programs that bring double digit revenue growth. Employs current human capital practices that attract and retain high potential talent. Strategically develops executable strategy that motivates teams individually and financially to exceed the corporate objectives through various economic cycles.
• Strategic Human Resources Planning
• Organizational Development
• High Performing Talent Acquisition
• Change Management
• Leadership Coaching
• Training and Development
• Compensation Programing
• National Employment Law Expertise
• Benefits and Compensation
• Employee and Labor Relations
PROFESSIONAL ACHIEVEMENTS & EXPERTISE
Bethany Christian Services Director of Human Resources
Grand Rapids, Ml Aug. 2017 - Present
• Evaluate and advise on long-term planning impacts of new strategies and legal regulations asthey affect off-boarding, compensation, benefits, policy and procedures, employee engagement,and retention of employees
• Transformed the organization's culture to an effective listening, problem-solving, collaborative,and proper documentation of all employee-related issues and concerns
• Successfully implemented an organizational gap analysis practice and developed changemanagement strategies to ensure effective organizational preparedness for external economicand legal changes
• Developed and implemented organizational performance core competencies that transformed apassive workforce into a performance-based workforce that produced more revenue
• Successfully maintain and update the organization's compensation and classification programprocess to ensure competitive standards to attract and retain top talent across 30 plus states
Gold Star Mortgage Financial Vice President of Human Resources
Ann Arbor, Ml Sept. 2015 - Sept. 2017
• Promoted within the first ninety (90) days of employment to Vice President of Human Resourcesbased on creating influential organizational effectiveness assessments
• Transformed the organization's human resource function and performance from a one (1)person Human Resources Department to four (4) person department within a year
• Supervised and oversaw the Marketing and Communications Departments to ensure allmaterials were aligned with the company's brand and communication strategies
• Improved retention by 15% through the development and implementation of individualdevelopment plans (I DPs) and career advance opportunities
• Researched and developed best practice HR process infrastructures for offices in 23 states
• Standardized domestic acquisitions of other businesses with revenues of up to $1.5 million
• Designed and delivered a learning management system (LMS) that improved talentdevelopment and retained high potential employees
• Successfully implemented a strategic performance management practice and procedure thatcreated a global culture of continuous performance feedback
Brittani Anthony, PHR Human Resources Executive
• Organized a progressive employee compensation plan and practice to ensure sustainableemployee growth and development, while also increasing employee motivation
• Evaluated and streamlined payroll practices in accordance with federal and state legislation
• Developed and spearheaded the corporate manager development training program forsupervisory employees that improved staff retention and decreased employee relation concerns
• Augmented a new employee handbook that aligned with the company's values and goals whilesupporting all applicable federal, state, and local laws
Arlington County Government HRD Staff Specialist, Arlington County Government
Arlington, VA Sept. 2013 -May 2015
• Served in a strategic business partner role for the organization's retention, training, andemployee development initiatives with the Organizational Development Committee
• Effectively planned, developed, implemented, and evaluated the organization's compliance withleave of absence policies and practices that mitigated organizational revenue risk
• Successfully developed and launched a company-wide organizational best practice for medicalleaves and traveled throughout the County to facilitate an educational training to all leaders
Total Wine & More Benefits Administrator/Supervisor
Potomac, MD March 2012 -Sept. 2013
• Managed a team of 4 HR professionals to cultivate a high compliance and timely service culture
• Identified as a high potential HR professional by the V.P. of Human Resources and assisted inthe development of the HR Business Partner model
City of Ann Arbor HR Employee Benefits Coordinator
Ann Arbor, Ml Aug. 2009 - March 2012
• Achieved standardized benefit plan designs across 7 collective bargaining agreements thatserved over 1,000 employees
• Recovered over $10,000 within one year of employment by implementing dependent audits
Bethany Christian Services HR Benefits Specialist
Grand Rapids, Ml Aug. 2008 -Aug. 2009
• Recovered over $15,000 within one year of employment by implementing benefit reconciliationpractices
EDUCATION & CERTIFICATION CREDENTIALS
The George Washington University, Washington D.C. M.A in Education and Human Resources Development
Grand Valley State University B.A. in Psychology, Minor in Management
Professional in Human Resources Certification (PHR)
PROFESSIONAL CREDENTIALS
Society of Human Resources Management (SHRM)
Board of Directors Member at Camp Casey (BOD)
Brittani Anthony, PHR Human Resources Executive
REPORT BY: Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: BOARD OF COMMISSIONERS – COUNTY EXECUTIVE APPOINTMENT – DIRECTOR OF ECONOMIC DEVELOPMENT To the Board of Commissioners Chairperson, Ladies and Gentlemen: The Finance and Infrastructure Committee, having reviewed the appointment by the County Executive of Ingrid Tighe as Director of Economic Development effective December 4, 2020, recommends concurrence of this appointment, pursuant to Public Act 139 of 1973. Chairperson, on behalf of the Finance and Infrastructure Committee, I move acceptance of the foregoing report.
___________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
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INGRID TIGHE
EXECUTIVE LEADER
PROFESSIONAL SUMMARY
Accomplished executive leader in economic development, business development, strategy, and operations honed over 17 years of serving in the military in combat and peacekeeping operations, working in government and business. Recognized as a collaborative and inclusive leader able to manage and develop high performing teams focused on improving community economic development, business growth, and creating jobs. An effective communicator adept at building relationships with key stakeholders and the community. Innovative problem solver that uses thorough research and analysis to develop strategy and make informed decisions.
Leadership Workforce Development
CAPTAIN I U.S. ARMY
Iraq, Kosovo, Macedonia, Germany
MASTER OF PUBLIC ADMINISTRATION
CORE COMPETENCIES
Economic Development Strategic Planning
Business Development Public Relations & Marketing
EDUCATION & MILITARY SERVICE
University of Michigan, Gerald R. Ford School of Public Policy
BACHELOR OF ARTS
Vanderbilt University, Communications and German
EMPLOYMENT EXPERIENCE
EXECUTIVE DIRECTOR I BIRMINGHAM SHOPPING DISTRICT - CITY OF BIRMINGHAM, Ml
Budget & Finance Public Policy
September 1998 - May 2005
May 2013
May 1998
April 2017 - Present
( Plans, organizes, coordinates and directs programs and activities designed to promote downtown Birmingham (comprised of almost 700 businesses) as a center for business, social, cultural and community activity. Works with individual retailers, restaurant owners, commercial property owners, business owners, local and regional officials, and civic and community organizations.
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• Implemented an attraction and retention strategy for the BSD. Attracted two national retailers (first-ever Ml locations) and also attracted / worked with 70+ new regional/local businesses achieving 96% occupancy rate in downtown Birmingham.
• Implemented a BSD retention program working with approximately 300 service-related businesses, providing information,assistance, and resources to aid in their growth and expansion.
• Leads a 4-member team, works with a 12-member board, and directs 40 sub-committee members on BSD strategy and operations.• Published 7 magazines, executed 35 multifaceted marketing campaigns using a mix of TV, radio, print, and social media, managed
and executed daily marketing and social media efforts that promote downtown Birmingham and its businesses.• Conducted 10-year budget projection calculating the necessary BSD assessment rate for the BSD to remain solvent in next decade.• Manages $1.5 Million annual budget, resulting in spending 99.5% of the planned 100% budget every year.• Supervises the planning, development, and execution of approximately 30 events in the BSD to include the Farmers Market, annual
Day on the Town sidewalk sale, Birmingham Dream Cruise, Winter Market, Summer Movie Night series, and Restaurant Week.• Manages 20+ BSD contracts to include hanging flower baskets and planters, sidewalk snow removal, holiday lighting, and valet.
BUSINESS DEVELOPMENT & WORKFORCE DEVELOPMENT MANAGER I STATE OF MICHIGAN June 2013-May 2017
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Promotes Michigan as a competitive place for business investment and job growth by developing key relationships with private sector leaders, entrepreneurs, local economic development partners, and government agencies. Managed company growth and expansion projects creating approx. 3299 new jobs and over $425 Million in private investment in Michigan to include a 1 Million SF Amazon Distribution Center in Livonia creating 1500 jobs and $90 Million in investment. Worked with 60 cities and assisted approximately 435 companies in their growth by connecting them to Federal, State, local, and private-sector programs, grants, and resources in workforce development, capital, and business-to-business growth. Helped develop first-ever strategic plan for brand new state agency, MVAA, working with MEDC, MSHDA, DOL, & Michigan Works!. Participated in meetings with Governor of Michigan and company executives to address business growth and expansion in Michigan, educating and developing the state's workforce, and how to attract international and national companies to Michigan. Connected companies and local communities to MEDC community development tools and resources to help areas in Oakland and Wayne Counties create vibrant, sustainable and unique places to live, work, and play. Implemented a Veteran Hiring Initiative Program educating 100+ employers on how to recruit, hire and retain veterans - included working with MichiganWorks!, Michigan Economic Development Corp., U.S. Veteran Affairs, and the Michigan National Guard.
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INGRID TIGHE EXECUTIVE LEADER
EMPLOYMENT EXPERIENCE
ASSISTANT GENERAL MANAGER I HINES - ATLANTA, GA January 2006 - June 2007
• Assistant chief executive officer of an 83-acre mixed-use development including three Class "A" office towers totaling
approximately 1.5 Million square feet managing business development, marketing, lease negotiation, client relationship
management, identify and implement capital improvement projects, construction, pre-development activities including
attaining all government approvals, asset financing activities, operations, lease administration, vendor
sourcing/selection/management, tenant relations, and team building and development.• Responsible for annual profit and loss of over $30 million in revenues and $10 million in expenses which included budget
development, financial reporting, operations analysis, financial planning, and administration.
CAPTAIN I U.S. ARMY - IRAQ, KOSOVO, MACEDONIA, GERMANY September 1998- May 2005
pt Cavalry Division - Baghdad, Iraq and Texas
• Led 40 combat soldiers in Baghdad, Iraq with the 1st Cavalry Division providing Information Technology, telecommunications,
radio, and cryptology services for 37,000 soldiers in combat throughout Iraq.• Trained and mentored Iraq's first cohort of female Army officers in leadership, management, and military skills.• Procured ~$4.2 M of telecommunications equipment and trained 10,000 Iraqi National Guard soldiers on its use.
pt Infantry Division - Kosovo, Macedonia, and Germany
• Led 60 soldiers implementing and managing a top-secret digital, voice, radio network supporting 20,000 customers.• Planned, installed, and operated information technology and telecommunication services in Macedonia and Kosovo for 516
NATO soldiers and 57 helicopters in Germany, Macedonia, Greece, and Kosovo.• Served as German Liaison Officer coordinating tactical exercises between U.S. and German military units and translating for
( military and civil officials during military training and at cultural events.
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CERTIFICATIONS, SERVICE, SKILLS, AWARDS
CERTIFICATIONS: Economic Development Finance Professional - National Development Council
SERVICE: Industrial Development Authority CEO - Clifton Park, New York
Executive Leadership Instructor and Coach - lnforum of Michigan
University of Michigan, Gerald R. Ford School of Public Policy Alumni board
Michigan Political Leadership Program Fellow
Iraq and Afghanistan Veterans of America (IAVA) and Veterans of Foreign War (VFW) member
SKILLS: Proficient in German
AWARDS: Meritorious Service Medal, Army Commendation Medal (3 awards), Army Achievement Medal (2 awards), Global War on
Terrorism Expeditionary Medal, Global War on Terrorism Service Medal, NATO Medal, Kosovo Campaign Medal, National
Defense Service Medal, Army Service Ribbon, Overseas Service Ribbon - U.S. ARMY
MISCELLANEOUS RESOLUTION #20XXX December 7, 2020 BY: Commissioner David T. Woodward, Chairman, Pandemic Response & Economic Recovery Committee IN RE: BOARD OF COMMISSIONERS – REALLOCATION OF CORONAVIRUS RELIEF FUNDS TO CREATE OAKLAND TOGETHER RESTAURANT RESCUE PROGRAM To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: WHEREAS the novel Coronavirus Disease 2019 (COVID-19) pandemic has resulted in significant economic impacts to the residents of Oakland County; and WHEREAS the spread of COVID-19 throughout Oakland County has had a detrimental effect upon the economy and health of our residents, it is incumbent upon our government to leverage available resources; and WHEREAS pursuant to the State of Michigan health orders issued on November 15th, businesses and business organizations were required to prohibit or limit gatherings significantly impacting their operations in the face of the public health emergency; and WHEREAS until the COVID-19 pandemic is under control and a vaccine is distributed the food services and lodging industry will continue to experience unplanned new costs associated with COVID-19 response as well as adjusting services/operations to comply with social distancing public health regulations; and WHEREAS a Oakland Together Restaurant Rescue Program will provide economic support to a specific sector that has been greatly impacted during the COVID-19 pandemic in the following three areas: financial relief, weatherization upgrades for expanded capacity, and funding to support reopening safely; and WHEREAS the County of Oakland was allocated $219,438,710 under the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) Coronavirus Relief Fund (CRF) to respond directly to the emergency as well as expenditures incurred to respond to second-order effects of the emergency; and WHEREAS the Coronavirus Aid, Relief, and Economic Security (CARES) Act funding received by Oakland County is a funding source that can be used to provide this needed support to our food service and lodging industry during the COVID-19 pandemic; and WHEREAS the establishment of an Oakland Together Restaurant Rescue Program will provide necessary funding relief for Oakland County small business bars and restaurants that were required to close for three weeks per State of Michigan health orders issued on November 15, 2020; and WHEREAS the Oakland Together Restaurant Rescue Program will provide economic support to Oakland County small business restaurants and bars to curb the spread of COVID-19 in the Oakland County community and still adhere to social distancing and limiting indoor gatherings; and WHEREAS the County has retained outside expert counsel in Pierce Monroe & Associates assisted by Guidehouse to ensure compliance with the CARES Act and full utilization of federal funding resources; and WHEREAS these funds may only be used to cover costs that are necessary expenditures incurred due to the public health emergency; were not accounted for in a budget approved as of March 27, 2020; are not government revenue replacements; and are incurred by December 30, 2020; and WHEREAS the guidance provided by the U.S. Treasury in “Coronavirus Relief Fund, Frequently Asked Questions” dated September 2, 2020, indicates that a county may fund payments for economic support, even in the absence of a stay-at-home order, including, for example, a grant program to benefit restaurants, bars, cafes and other food services businesses that close voluntarily to promote social distancing measures or that are affected by decreased customer demand as a result of the COVID-19 public health emergency. NOW THEREFORE BE IT RESOLVED that the Oakland County Board of Commissioners hereby reallocates a total of $7,000,000 in Coronavirus Aid, Relief, and Economic Security Act - Coronavirus Relief Funds for the Oakland Together Restaurant Rescue Program to provide grants for financial relief, to Oakland County restaurants and bars impacted by the State of Michigan health orders issue on November 15, 2020. BE IT FURTHER RESOLVED that the Oakland County Board of Commissioners authorizes one-time funding of up to $2,000,000, which is available to transfer from the General Fund (#10100) _________Fund Balance for ____________(GL #____) to the Economic Development Department, General Fund, _____Account (#xxxxxx) for restaurant weatherization of eligible restaurants to adapt their operations for outdoor dining services under the Oakland Together Restaurant Rescue Program. BE IT FURTHER RESOLVED that the Oakland County Board of Commissioners authorizes one-time funding of up to $1,000,000, which is available to transfer from the General Fund (#10100) _________Fund Balance for ____________(GL #____) to the Economic Development Department, General Fund, _____Account (#xxxxxx) for supporting the safe reopening of eligible restaurants and bars in Oakland County under the Oakland Together Restaurant Rescue Program. BE IT FURTHER RESOLVED the Oakland Together Restaurant Rescue Initiative shall be administered by the Oakland County Economic Development Department with the following guidelines:
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• Financial relief, the program will be utilized by restaurants to cover expenses for perishable foods, rent, mortgage payments, and labor costs,
• Restaurant weatherization, the program will be utilized by restaurants to adapt and expand capacity toward outdoor dining services,
• Support safe reopening, the program will be utilized by restaurants to acquire PPE and other equipment (i.e. foot door openers) and support the payment of software applications to assist restaurants and the County with contact tracing,
• Eligible restaurants are those who were required to close their indoor dining operation in order to prevent spread of COVID-19 during the latest issued health orders and submitted under one of Oakland County’s previously sponsored grant programs,
• Eligible restaurants and bars to order to receive grants and support from the Oakland Together Restaurant Rescue Program. shall be in full compliance with local, county, and state health orders as a result of the COVID-19 pandemic.
• Oakland County General Fund support shall extend the program application process through March 31, 2021 or until 100% of the funding is expended.
BE IT FURTHER RESOLVED the county administration is authorized to move allocations of funds among Program areas up to 20% without further action from the Oakland County Board of Commissioners; and BE IT FURTHER RESOLVED that the Board of Commissioners shall be notified when grant applications for the Oakland Together Restaurant Rescue Program are open. BE IT FURTHER RESOLVED that Oakland County Economic Development Department shall issue a report to the Oakland County Board of commissioners by April 30, 2021 detailing how the funds for the Oakland Together Restaurant Rescue Program were administered. BE IT FURTHER RESOLVED that the FY 2021 budget be amended as follows:
ADD BUDGET AMENDMENT Chairperson, on behalf of the Pandemic Response and Economic Recovery Committee, I move the adoption of the foregoing resolution. ______________________________________ Commissioner David T. Woodward, District #19
Chairman, Pandemic Response & Economic Recovery Committee
PANDEMIC RESPONSE AND ECONOMIC RECOVERY COMMITTEE VOTE: Motion carried on a roll call vote with Miller absent.
COMMITTEE AMENDMENT IN RE: BOARD OF COMMISSIONERS – REALLOCATION OF CORONAVIRUS RELIEF FUNDS TO CREATE OAKLAND TOGETHER RESTAURANT RESCUE PROGRAM Amend the title to the following: BOARD OF COMMISSIONERS – REALLOCATION OF CORONAVIRUS RELIEF FUNDS AND APPROPRIATION TO CREATE OAKLAND TOGETHER RESTAURANT RESCUE PROGRAM Amend the 3rd WHEREAS statement to the following: WHEREAS pursuant to the State of Michigan health orders issued on November 15th, 2020 businesses and business organizations were required to prohibit or limit gatherings significantly impacting their operations in the face of the public health emergency; and Insert the following for the 5th WHEREAS statement: WHEREAS an Oakland Together Restaurant Rescue Program will provide economic support to a specific sector that has been greatly impacted during the COVID-19 pandemic in the following three areas: financial relief, weatherization upgrades for expanded capacity, and funding to support reopening safely; and Delete the following from the 7th WHEREAS statement: WHEREAS the Coronavirus Aid, Relief, and Economic Security (CARES) Act funding received by Oakland County is a funding source that can be used to provide this needed support to our food service and lodging industry during the COVID-19 pandemic; and Insert the following in the NOW THEREFORE BE IT RESOLVED clause: NOW THEREFORE BE IT RESOLVED that the Oakland County Board of Commissioners hereby reallocates a total of $7,000,000 in Coronavirus Aid, Relief, and Economic Security Act - Coronavirus Relief Funds for the Oakland Together Restaurant Rescue Program to provide grants for financial relief, to Oakland County restaurants and bars impacted by the State of Michigan health orders issue on November 15, 2020 (Project ID #100000003319). Amend the following 1st BE IT FURTHER RESOLVED clause: BE IT FURTHER RESOLVED that the Oakland County Board of Commissioners authorizes one-time funding of up to $2,000,000, which is available to transfer from the General Fund (#10100) Assigned Fund Balance for titled Investing in Oakland’s Economy (GL Account #383457) to the Economic Development Department General Fund, Account (#xxxxxx) (Project ID #100000003320) for restaurant weatherization of eligible restaurants to adapt their operations for outdoor dining services under the Oakland Together Restaurant Rescue Program. Amend the following in the 2nd BE IT FURTHER RESOLVED clause: BE IT FURTHER RESOLVED that the Oakland County Board of Commissioners authorizes one-time funding of up to $1,000,000, which is available to transfer from the General Fund (#10100) Assigned Fund Balance titled Investing in Oakland’s Economy for (GL Account #383457) to the Economic Development Department General Fund, Account (#xxxxxx) (Project ID #100000003321) for supporting the safe reopening of eligible restaurants and bars in Oakland County under the Oakland Together Restaurant Rescue Program. Amend the following in the 3rd BE IT FURTHER RESOLVED clause: BE IT FURTHER RESOLVED the Oakland Together Restaurant Rescue Initiative Program shall be administered by Oakland Together Coronavirus Relief Funds Coordinating Committee and the Oakland County Economic Development Department with the following guidelines:
• Financial relief, the program will be utilized by restaurants to cover expenses for perishable foods, rent, mortgage payments, and labor costs,
• Restaurant weatherization, the program will be utilized by restaurants to adapt and expand capacity toward outdoor dining services,
• Support safe reopening, the program will be utilized by restaurants to acquire PPE and other equipment (i.e. foot door openers) and support the payment of software applications to assist restaurants and the County with contact tracing,
• Eligible restaurants and bars are those who were required to close their indoor dining operation in order to prevent spread of COVID-19 during the latest issued health orders and submitted an application under one of Oakland County’s previously sponsored grant programs,
• Eligible restaurants and bars to in order to receive grants and support from the Oakland Together Restaurant Rescue Program. shall be in full compliance with local, county, and state health orders as a result of the COVID-19 pandemic.
• Oakland County General Fund support shall extend the program application process through March 31, 2021 or until 100% of the funding is expended.
Amend the following in the 4th BE IT FURTHER RESOLVED clause: BE IT FURTHER RESOLVED the county administration Oakland Together Coronavirus Relief Funds Coordinating Committee is authorized to move allocations of funds among Program areas up to 20% without further action from the Oakland County Board of Commissioners. ; and Amend the 6th BE IT FURTHER RESOLVED as follows: BE IT FURTHER RESOLVED that Oakland County Economic Development Department shall issue a reports regularly to the Oakland County Board of Commissioners by April 30, 2021 detailing how the funds for the Oakland Together Restaurant Rescue Program were administered. A final report shall be issued not less than 30 days following the completion of the program. Amend the following in the 7th BE IT FURTHER RESOLVED clause: GENERAL FUND (#10100) FY 2021 Expenditures 9010101-133095-731598 Regranting Program ($7,000,000) Expenditures Project: 100000003319 Bud Ref: 2021 Activity: GLB Analysis: GLB 9010101-133095-731598 Regranting Program $7,000,000 Total Expenditures $ 0 GENERAL FUND (#10100) FY 2021 Project: 100000003320 Bud Ref: 2021 Activity: GLB Analysis: GLB Revenue 9010101-196030-665882 Planned Use of Balance $2,000,000 Total Revenue $2,000,000 Expenditures 1090201-133095-750462 Provisions $2,000,000 Total Expenditures $2,000,000 GENERAL FUND (#10100) FY 2021 Project: 100000003321 Bud Ref: 2021 Activity: GLB Analysis: GLB Revenue 9010101-196030-665882 Planned Use of Balance $1,000,000 Total Revenue $1,000,000
Expenditures 1090201-133095-750462 Provisions $1,000,000 Total Expenditures $1,000,000
ADD BUDGET AMENDMENT Amend the signature line to include the following: ______________________________________ Commissioner David Woodward, District #19 Chairperson, Pandemic Response & Economic Recovery Committee
MISCELLANEOUS RESOLUTION #20xxx BY: Commissioner Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: HUMAN RESOURCES DEPARTMENT – COVID-19 TEMPORARY EMERGENCY LEAVE POLICY EXTENSION To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: WHEREAS in an effort to provide flexibility for departments to address employees who may be experiencing issues due to COVID-19, the Board of Commissioners approved a Temporary Emergency Leave Policy (“Policy”) with M.R. # 20334; and WHEREAS to qualify under the Policy the absence must be related to needs as a result of COVID-19, or an involuntary or voluntary furlough due to COVID-19; and WHEREAS qualifying leaves referenced in the Policy must be approved by the employee’s department as well as the Human Resources Department; and WHEREAS the Policy allows departments and employees flexibility regarding work schedules / work hours that meet the Policy criteria and will require employees to sign an agreement that overtime will be calculated based on over 40 hours per week; and WHEREAS the extension of benefits was allowed for any leave related to COVID-19 from March 23, 2020, through December 31, 2020; and WHEREAS the Human Resources Department is proposing to extend the Policy (with the exception of the Expanded FMLA) through March 31, 2021; and WHEREAS no additional funding or budget amendment is required at this time. NOW THEREFORE BE IT RESOLVED the Oakland County Board of Commissioners approves to extend the COVID-19 Temporary Emergency Leave Policy through March 31, 2021. BE IT FURTHER RESOLVED that no budget amendment is required at this time. Chairperson, on behalf of the Finance and Infrastructure Committee, I move the adoption of the foregoing resolution.
______________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
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Upon recommendation from the Health Officer and Oakland County Executive David Coulter, as well as direction from the Department of Labor’s Families First Coronavirus Response Act’s paid leave guidelines in effect April 1, 2020 through March 31, 2021, the following guidelines have been updated:
COVID-19 TEMPORARY EMERGENCY LEAVE POLICY Updated 12/07/2020
Employees who are unable to perform their assigned duties during the COVID-19 pandemic are eligible to use COVID-19 temporary emergency leave. This includes, but is not limited to, employees who are unable to perform their assigned duties due to: the inability to work remotely (telecommute or telework), self-quarantine, self-isolation, symptoms associated with the COVID-19 virus (by the employee or a member of the employee’s household), the need to care for an immediate family member, or the impact of school, child care, or elder care closures, or the employee or a member of the employee’s household falls into one of the categories identified by the CDC as being high risk for serious complications from the pandemic COVID-19 virus.
In order to utilize the emergency leave option, employees may be required to attest to their need for the time off and its relation to the COVID-19 virus pandemic in a manner specified by the County and/or their Division or Department Director.
Department Directors must approve an employee’s request for temporary emergency leave. Any disputes regarding a Department Director’s decision should be submitted, in writing to Labor Relations for final review and determination. Any employee deemed not eligible for emergency leave will still be subject to all applicable County annual, personal and unpaid leave policies and procedures as well as potential disciplinary actions for violations of such policies.
Please be advised that Oakland County’s Administrative Staff will be monitoring the current emergency crisis. These guidelines may be revised, as necessary based on new recommendations and updates from the Center for Disease Control (CDC), the Oakland County Health Officer, and other governing authorities.
The County is temporarily allowing paid emergency leave for full-time employees and qualifying part-time, non-eligible employees impacted by the COVID-19 pandemic as follows:
Full-time employees:
A. Emergency Leave is paid at 100% of an employee’s current straight-time rate of pay for up to two weeks (40 hours per week, maximum hours to be paid 80 hours).
B. Benefits continue during emergency leave. C. All normal benefit contributions will be deducted from an employee’s bi-weekly payroll check. D. Employees will continue to accrue vacation time while on Emergency Leave. E. Emergency Leave does not impact an employee’s benefit date.
F. Emergency Leave may be used intermittently with approval of the Department Director and Human Resources/Labor Relations. However, access to emergency leave time is temporary and will cease at the conclusion of the pandemic, and/or as directed by the Oakland County Health Officer and Labor Relations.
G. Approved Family Medical Leave Act (FLMA) Leave will run concurrently with Emergency Leave. H. If the employee is not eligible for FMLA leave or FMLA benefits are exhausted, the employee may still be eligible for Emergency Leave
time. Part-time non-eligible employees:
A. Emergency Leave is paid at 100% of an employee’s current straight time rate of pay for up to two weeks (20 hours per week, maximum hours to be paid 40 hours).
B. The number of hours of leave that the employee is eligible for is based on the number of hours the employee works on average over a two week period.
Any unused/remaining Emergency Leave Hours (NPH) must be used by March 31, 2021.
12/07/2020
EXPANDED FAMILY AND MEDICAL LEAVE
Expanded FMLA is a Federal mandate that will expire on December 31, 2020 and will no longer be an option for eligible employees.
ADMINISTRATIVE LEAVE WITHOUT PAY
To assist employees who may need to be off during this time, rules related to Administrative Leave without pay (ADM) have been changed as follows:
Employees can use ADM in single-hour increments and/or in fractions-of-an-hour that are no smaller than 1/4 of one hour.
Employees using unpaid leave must exhaust ½ of their accumulated leave banks from date of leave before using Administrative Leave Without Pay (ADM).
Employees can use over 30 days of ADM in a month.
Employees will not be responsible for any health-care premium costs, with the exception of their regular, bi-weekly contributions.
REQUESTING TIME OFF
Employees may request to use any combination of the following to cover absences during the pendency of the COVID-19 pandemic:
COVID-19 Temporary Emergency Leave (attendance code NPH)
Accrued paid leave available to the employee (Vacation, Personal, Floating, etc.)
Up to 960 hours of Administrative Leave Without Pay (attendance code ADM) Please note: Employees must exhaust ½ of their accumulated leave banks from date of leave before using Administrative Leave Without Pay.
An employee will be required to submit a separate, COVID-19 Leave Request Form (available on the Telegraph/Coronavirus Portal) to their department head for approval, if the leave is related to the COVID-19 pandemic.
RETURNING FROM LEAVE
Employees who are off for three (3) or more consecutive days during the COVID-19 pandemic will be required to obtain a clearance through Julie Fisher/Manager of Labor Relations 248-858-0539 or 248-459-3936 before returning to work.
OTHER PROVISIONS
A. Use of COVID-19 Temporary Emergency Leave is only available to be claimed during the time period covering the COVID-19 pandemic emergency. This policy expires at the conclusion of the COVID-19 pandemic emergency, or on its expiration date(s), whichever is sooner, but not later than March 31, 2021.
B. There is no entitlement to the COVID-19 Temporary Emergency Leave after the conclusion of the COVID-19 pandemic emergency. C. COVID-19 Temporary Emergency Leave does not accrue and may not be rolled-over or combined into other types of leave. D. Exceptions to the Emergency Leave policy may be sought in extreme cases by submitting a written request to Labor Relations. E. This policy may be modified or extended at any time, as needed by the County Executive in response to the unique and evolving
circumstances of the COVID-19 emergency pandemic. F. Each department has unique operational needs, therefore extended leave may not be applicable and disputes on approval will need to
go through Labor Relations. G. Oakland County reserves the right to request documentation that supports or confirms and employee’s basis for requesting COVID-19
Temporary Emergency Leave. Employees who provide false or misleading information to support their request for leave may be subject to discipline up to and including dismissal.
H. This Policy Statement supersedes all prior versions.
MISCELLANEOUS RESOLUTION #20xxx BY: Commissioner Helaine Zack, Finance and Infrastructure Committee IN RE: HUMAN RESOURCES DEPARTMENT – FISCAL YEARS 2021, 2022, 2023 AND 2024 COLLECTIVE BARGAINING AGREEMENT FOR EMPLOYEES REPRESENTED BY THE UNITED AUTO WORKERS, LOCAL 889 (UAW), REPRESENTING CLERK/REGISTER OF DEEDS SUPERVISORY EMPLOYEES To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: WHEREAS the County of Oakland, the Oakland County Clerk/Register of Deeds and the United Auto Workers, Local 889 (UAW), have negotiated a Collective Bargaining Agreement covering approximately fourteen (14) Clerk/Register of Deeds supervisory employees; and WHEREAS the parties agreed the following classifications will be represented by this bargaining unit: Chief Deputy County Clerk; Chief Deputy Register of Deeds; Director of Elections; Elections Specialist; Micrographic Equipment Operator Supervisor; Office Supervisor I; Office Supervisor II; Supervisor County Clerk; Supervisor County Clerk Vital Records; Supervisor Register of Deeds; and WHEREAS a four (4) year Collective Bargaining Agreement has been reached for the period December 7, 2020, through September 30, 2024; and WHEREAS the parties have agreed employees will move to the next highest step that gives them an increase, plus one more step; with the exception of the current employees in the following classifications: Chief Deputy County Clerk; Chief Deputy of Register of Deeds; Director of Elections who will move to step 7; and WHEREAS the parties agreed that a one-time 1% equity adjustment will be made to all current members upon ratification of this contract based on current salary; and WHEREAS the parties have agreed to a 1% wage increase for Fiscal Year 2022 or “Me Too” with the general, non-represented employees if a greater increase were provided; and WHEREAS the parties have agreed to a 1% wage increase for Fiscal Year 2023 or “Me Too” with the general, non-represented employees if a greater increase were provided; and WHEREAS the parties have agreed to a 1% wage increase for Fiscal Year 2024 or “Me Too” with the general non-represented employees; and WHEREAS the parties have agreed the County may change carriers and plans as long as the benefits are comparable; the County will not make any changes in the insurance programs that will result in bargaining unit employees having increased costs for employee contribution, co-pays, co-insurance and deductibles over current levels (as of November 1, 2020) of more than $1,000 over the term of the Agreement. Any agreed amount changes resulting in an increase in costs will not occur prior to January 1, 2022; and WHEREAS the parties have agreed to increase the incentive for participation in the voluntary annual Wellness health screening from $100 to $150; and WHEREAS the parties agreed the County will increase the 457 match from $500 to $1,500; and WHEREAS the parties have agreed employees will receive five (5) days of death leave for the death of a spouse and/or partner, parent or guardian, or child; Three (3) days for all other relations presently in Merit Rules; and WHEREAS the parties agreed that unless otherwise noted, all employees and their eligible dependents shall become eligible for employee benefits beginning the first day of the month following their date of hire. Except that, an employee hire date after the 15th of the month shall become eligible for benefits on the first day of the second month following their date of hire; and WHEREAS the parties have agreed there will be no other changes to defined benefit plan or eligibility for defined benefit plan; If any other (non-312 union) gets a defined benefit retirement, this group of represented employees will automatically receive it; and WHEREAS the parties agreed to a “Me Too” clause for any changes to retirement with both the defined benefit and defined contribution retirement plans for unrepresented employees and union represented employees, but not to include Oakland County Deputy Sheriff’s bargaining units (bargaining units 9, 10 and 15); and WHEREAS the parties have agreed to contractual guarantee of retiree healthcare (mirrors other unions); and WHEREAS the parties have agreed that employees will continue to receive a merit step increase for the remainder of the year and future years upon an acceptable review from their supervisor; if supervisor fails to complete the review timely, employee will automatically move to the next step; and
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WHEREAS the parties agreed that under the sole discretion of the supervisor, employees may move up more than one step with appropriate justification from the supervisor (this decision shall not be reviewable under the grievance and arbitration procedures); and WHEREAS the parties have agreed that the County has the authority to place new hires in any step within the classification taking into consideration job experience and other factors requiring a new hire to start above the base salary; and WHEREAS the parties agree that non-exempt employees will receive a minimum of two hours of overtime Monday-Friday and three (3) hours of overtime on weekends if called into work or required to stay; and WHEREAS the parties have agreed that an employee performing a temporary assignment shall receive the higher classification wage after fifteen (15) consecutive working days instead of the current thirty (30) consecutive days requirement; and WHEREAS the parties agreed to participate in the Employee Benefits Task Force by providing two employees within the group, one will be primary and another designee; and WHEREAS parties agreed to follow the Annual Leave Buyback program as set forth in Miscellaneous Resolution #20103 adopted by the Board of Commissioners on April 13, 2020; and WHEREAS the parties have agreed to increasing the tuition reimbursement maximum to $1,400 per semester and $4,200 annually, with a “Me Too” in place should the amount be raised by the Board of Commissioners; and WHEREAS the parties have agreed to hazard pay in the event of a declared State of Emergency where the public is ordered to remain home by either the Governor, County Executive or County Health Officer, those employees deemed “essential” and exempted from the provisions of the “stay home” order may receive hazard pay for time spent at their worksite; Should the County pay hazard pay to its employees, it shall be paid in an amount determined by the Board of Commissioners; Payments shall cease the pay period following the termination of the “stay home” order; and WHEREAS the parties agreed the County will provide Social Security and Medicare coverage to employees who are subject to mandatory withholding under federal law and to employees show position requires coverage under a Section 218 agreement between the State and the Social Security Administration; and WHEREAS the parties agreed employees who are unable to report to work on their regularly scheduled shift because of severe weather or other conditions which interfere with access to their work sites may use accumulated paid leave to cover their absences. Employees who do not have sufficient accumulated leave to cover their absences will not be paid for the time absent; If a situation arises that causes facilities to close, the employee shall be paid for their regularly scheduled work shift; and WHEREAS the parties have agreed employees shall have the option of using a county pool vehicle when conducting County business; Employees electing not to use a County pool vehicle, shall be reimbursed for mileage expenses in accordance with the County’s established procedures; Employees who use their personal vehicle for County business shall be reimbursed at the IRS federal standard mileage rate for all miles driven in County service in accordance with the County’s established procedures; and WHEREAS the parties agree to adoption by reference of relevant resolutions and personnel policies in place on or before September 30, 2020; and WHEREAS the parties have agreed all employees shall be provided the ability to dress casually with the approval of their supervisor, but such approval shall not be unreasonably withheld as long as the Employer casual dress code is observed; and WHEREAS the parties agreed employees who have attained or are completing professional certifications in their field, shall be entitled to complete the necessary requirements to maintain those certifications; the Employer shall pay for conference registration, session fees and necessary travel to maintain or acquire the professional certification; the Employer shall pay for required trainings and related travel that are necessary for the performance of an employee’s job duties; and WHEREAS the parties have agreed to form an employee taskforce to study and provide recommendations on remote work practices to be implemented once the COVID-19 pandemic is no longer deemed a public health crisis; and WHEREAS the parties agreed that employees shall only receive their annual performance appraisal. No other appraisals or surveys will take place without an opportunity and discussion with the union; and WHEREAS the parties have agreed to employees having a specific contractual procedure to follow if the contract is being violated or there are issues with working conditions; and
WHEREAS the parties agreed to a discipline and discharge process similar to the Merit System Rules. Bargaining unit employees will use the Personnel Appeal Board (PAB), however, either party may appeal a suspension of five days or more, or a discharge decision of the PAB to arbitration; and WHEREAS the FY 2021 one-time 1% equity payment has already been accounted for in a separate resolution that was presented at the December 2, 2020 Finance & Infrastructure Committee meeting; and WHEREAS estimated impact of the agreement is approximately $84,000 in FY 2021 to account for the compensation changes and where the FY 2022 – FY 2024 estimated impact is approximately $15,300 per year to account for a 1% general salary increase (subject to change based “Me Too” provision); and WHEREAS funding for the agreement will come from the non-departmental General Fund Salary Adjustment Reserve line item; and WHEREAS this agreement has been reviewed by the Finance & Infrastructure Committee, which recommends approval of the agreement. NOW THEREFORE BE IT RESOLVED that the Board of Commissioners approves the proposed Collective Bargaining Agreement between the County of Oakland, the Oakland County Clerk’s Office and the United Auto Workers, Local 889, covering the period of October 1, 2020, through September 30, 2024, and that the Board Chairperson, on behalf of the County of Oakland, is authorized to execute said agreement. BE IT FURTHER RESOLVED that the written contract will be presented to the Board of Commissioners for receive and file in January 2021. BE IT FURTHER RESOLVED that the FY 2021 – FY 2024 budget be amended as reflected in the attached Schedule A document. Chairperson, on behalf of the Finance & Infrastructure Committee, I move the adoption of the foregoing resolution. ____________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance & Infrastructure Committee
Schedule "A"
Fund # Dept # Dept Name Program Number Account Number Account Name FY 2021 FY 2022 FY 2023 FY 202410100 9090101 Non-Departmental 196030 740142 Salary Adjustment Reserve (83,998.00) (15,148.00) (15,306.00) (15,473.00)
10100 2010201 County Clerk Admin Unit 125000 702010 Salaries 12,888.00 1,958.00 1,977.00 1,997.00 10100 2010201 County Clerk Admin Unit 125000 722900 Fringe Benefit Adjustment 4,601.00 699.00 706.00 713.00 10100 2010205 County Clerk Vital Records Unit 132305 702010 Salaries 2,690.00 688.00 695.00 702.00 10100 2010205 County Clerk Vital Records Unit 132305 722900 Fringe Benefit Adjustment 960.00 246.00 248.00 251.00 10100 2010210 County Clerk Legal Records Unit 125000 702010 Salaries 5,380.00 1,377.00 1,390.00 1,404.00 10100 2010210 County Clerk Legal Records Unit 125000 722900 Fringe Benefit Adjustment 1,921.00 491.00 496.00 501.00 10100 2010301 Elections Administration 185010 702010 Salaries 20,208.00 2,938.00 2,976.00 3,017.00 10100 2010301 Elections Administration 185010 722900 Fringe Benefit Adjustment 6,863.00 958.00 967.00 978.00 10100 2010401 Register of Deeds Administrative Unit 172190 702010 Salaries 19,283.00 3,674.00 3,711.00 3,748.00 10100 2010401 Register of Deeds Administrative Unit 172190 722900 Fringe Benefit Adjustment 6,884.00 1,312.00 1,325.00 1,338.00 10100 2010601 Micrographics Unit 172190 702010 Salaries 1,710.00 595.00 601.00 607.00 10100 2010601 Micrographics Unit 172190 722900 Fringe Benefit Adjustment 610.00 212.00 214.00 217.00
Total Expenditures - - - -
Oakland County Michigan Salary Increase and Associated Fringe Benefits FY2021-2024 Budget Amendment UAW Union
OAKLAND COUNTY EXECUTIVE DAVID COULTER
April Lynch, Deputy County Executive
2100 Pontiac Lake Road | L. Brooks Patterson Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
TO: Helene Zack, Chairperson Finance & Infrastructure Committee
Dave Woodward, Chairman Board of Commissioners FROM: April M. Lynch, Deputy County Executive
DATE: December 7, 2020
RE: United Auto Workers, Local 889 Summary and background: United Auto Workers (UAW), Local 889 formed a unit that represents supervisors within the Clerk/Register of Deed’s Department. The following classifications will be represented:
• Chief Deputy County Clerk • Chief Deputy Register of Deeds • Director of Elections • Elections Specialist • Micrographic Equipment Operator Supervisor • Office Supervisor I • Office Supervisor II
There are currently 14 members in Local 889. I, along with Craig Schwartz a Labor Attorney with Butzel Long met with the UAW Bargaining Committee throughout the fall of 2020 to bargain the first contract of this newly formed Union. The members ratified the contract on Thursday, December 3, 2020. This will be an original contract and the final version is still being created. However, I have provided a high-level summary for approval below: Non-Economic
• Labor Relations was successful in negotiating non-economic portions of the contract which is comparable to, or more favorable to the County, than contained in other County labor contracts.
• Many policies and procedures will follow the direction of the current Merit Rules and read as this: ADOPTION BY REFERENCE OF RELEVANT RESOLUTIONS AND PERSONNEL POLICIES: All Resolutions which have been passed by the Oakland County Board of Commissioners on or before September 30, 2020, relating to the working conditions and compensation of the employees covered by this Agreement, and other benefits and policies provided for in the Oakland County Merit System, which incorporates the Oakland County Employee’s Handbook, are incorporate herein by reference and made part hereof to the same extent as if they were specifically set forth, except as provided and amended by this Agreement.
2100 Pontiac Lake Road | County Executive Building 41W | Waterford, MI 48328 | Fax (248) 452-9172 | OakGov.com
Economic
• Four-year contract (ends September 30, 2024) • Wages were based on compensation study recommendations • Employees will move to the next highest step that gives them an increase, plus one more step.
Exceptions include: Chief Deputy County Clerk, Chief Deputy of Register of Deeds, Director of Elections and Election Specialist will move to Step 7.
Class Title Step Step Step Step Step Step Step Step
1 2 3 4 5 6 7 8
Chief Deputy County Clerk 83,682 87,744 91,806 95,868 99,931 103,993 108,055 112,117
Chief Deputy Register of Deeds 75,902 79,586 83,271 86,955 90,640 94,324 98,009 101,694
Director Elections 83,682 87,744 91,806 95,868 99,931 103,993 108,055 112,117
Elections Specialist 56,639 59,388 62,138 64,887 67,637 70,386 73,136 75,885
Micrographic Equipment Operator Supervisor 44,378 46,532 48,687 50,841 52,995 55,150 57,304 59,458
Office Supervisor I 42,265 44,317 46,368 48,420 50,472 52,523 54,575 56,627
Office Supervisor II 51,373 53,867 56,361 58,855 61,349 63,843 66,336 68,830
Supervisor County Clerk 62,444 65,476 68,507 71,538 74,570 77,601 80,632 83,664
Supervisor County Clerk Vital Records 51,373 53,867 56,361 58,855 61,349 63,843 66,336 68,830
Supervisor Register of Deeds 62,444 65,476 68,507 71,538 74,570 77,601 80,632 83,664
• 1% Equity Bonus paid upon contract approval. • FYE22 - 1% general salary increase, me too based on non-represented across the board annual
general salary increases • FYE23 - 1% general salary increase, me too based on non-represented across the board annual
general salary increases • FYE24 – 1% general salary increase, me too based on non-represented across the board annual
general salary increases
Benefits: • UAW members will participate in health care task force. • County will not make changes in the insurance programs that will result in our bargaining unit
having increased costs of employee contribution, co-pays, co-insurance and deductibles over current levels of more than $1,000 over the term of the agreement. No changes may occur prior to January 1, 2022.
• Increase in annual Wellness Program payment from $100 to $150. • Increase in DC457 retirement match contribution from $500 to $1,500. • Death Leave – Five days for Spouse/Partner, Parent, Child. Three days for all other relations
presently in Merit Rules.
The costs to the General Fund for this contract are approximately $67,184.
I am respectfully requesting that the Finance Committee and the Board of Commissioners approve this contract.
Thank you!
MISCELLANEOUS RESOLUTION #20xxx BY: Commissioner Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: BOARD OF COMMISSIONERS – COMPENSATION ADJUSTMENTS FOR ELECTED OFFICIALS To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: WHEREAS pursuant to Public Act 261 of 1966, which states that the compensation for members of the Board of Commissioners shall be fixed by resolution approved by the Board of Commissioners; and WHEREAS the statute further states that compensation changes for Commissioners are effective only after the commencement of a new term office, following a general election; and WHEREAS the Board of Commissioners approved an additional stipend in recognition of the additional duties and responsibilities of several Board leadership positions with the adoption of MR#14303 in 2014; and WHEREAS statute authorizes the Board of Commissioners to direct payment from the general fund for compensation of countywide elected officials. NOW THEREFORE BE IT RESOLVED the Oakland County Board of Commissioners authorizes a ___% adjustment in compensation for all members of the Board of Commissioners, effective at the commencement of the new term of office on January 1, 2021. BE IT FURTHER RESOLVED that the Board of Commissioners authorizes the following leadership stipends based upon annual base salary of members of the Board of Commissioners, effective at the commencement of the new term of office on January 1, 2021:
1. Chairperson of the Board - ___%,2. Vice-Chairperson of the Board – ___%,3. Majority Caucus Chairperson, Minority Caucus Chairperson – ___%,
BE IT FURTHER RESOLVED that the Board of Commissioners authorizes a ___% adjustment in compensation for the County Executive, Prosecuting Attorney, County Clerk/Register of Deeds, Water Resources Commissioner, Sheriff, and County Treasurer effective January 1, 2021. BE IT FURTHER RESOLVED if any of the aforementioned leaders desire, they can commit to donating any compensation paid for their leadership role to the annual level paid for calendar year 2021 and will voluntarily forgo the applicable stipend for their leadership role during the course of the term in which they serve in the leadership role. BE IT FURTHER RESOLVED a budget amendment shall be included in a subsequent quarterly forecast report reflecting the enactment of this resolution. Chairperson, on behalf of the Finance and Infrastructure Committee, I move the adoption of the foregoing resolution.
______________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
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MISCELLANEOUS RESOLUTION # BY: Commissioner Helaine Zack, Chairperson, Finance and Infrastructure Committee IN RE: BOARD OF COMMISSIONERS – REORGANIZATION OF UNITS AND POSITIONS To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: WHEREAS due to the increased activity of the Commissioners and Committees the Board of Commissioners (BOC) has reviewed the overall operations and staff restructuring needs have been identified; and WHEREAS the BOC Chief of Staff has gone from supervising nine (9) employees to fourteen (14) employees, including the Legal Resources Center staff; and WHEREAS it is purposed to update the BOC management structure by creating three (3) separate units within the BOC Administration division, an Operations unit, a Communications and Community Outreach unit, and a Policy and Fiscal Analysis unit; and WHEREAS each unit would have a supervisor overseeing the unit functions, who would report to the BOC Chief of Staff; and WHEREAS this would provide more efficient operations, administration support and the ability to conduct independent fiscal reviews and analysis of proposals before the Board; and WHEREAS this reorganization will create two (2) new GF/GP positions; and WHEREAS this reorganization will delete four (4) GF/GP positions; and WHEREAS this reorganization of units and positions will result in a General Fund savings of approximately $35,000 in FY 2021 and $46,700 thereafter. NOW THEREFORE BE IT RESOLVED to create the following new units within the Board of Commissioners, Administration division:
Operations Communications and Community Outreach Policy and Fiscal Analysis
BE IT FURTHER RESOLVED to transfer the following positions to the Board of Commissioners department, Administration division, Operations unit:
Position Number Classification 5010101-11610 Staff Assistant BOC 5010101-01688 Committee Coordinator 5010101-02568 Committee Coordinator 5010101-00620 Secretary – Board of Commissioners II 5010101-00910 Library Acquisitions Specialist 5010101-03642 Library Technician I 5010101-03538 Library Technical Support Specialist
BE IT FURTHER RESOLVED to transfer the following positions to the Board of Commissioners department, Administration division, Communications and Community Outreach unit:
Position Number Classification 5010101-07908 Senior BOC Community Liaison 5010101-11957 Board of Commissioners Community Liaison 5010101-12246 Board of Commissioners Community Liaison 5010101-12137 Communications and Marketing Assistant
BE IT FURTHER RESOLVED to transfer the following positions to the Board of Commissioners department, Administration division, Policy and Fiscal Analysis unit:
Position Number Classification 5010101-04793 Senior Board of Commissioners Analyst 5010101-12197 Senior Board of Commissioners Analyst 5010101-11609 Board of Commissioners Analyst 5010101-12136 Board of Commissioners Analyst
BE IT FURTHER RESOLVED to delete the following positions: Position Number Classification 5010101-12245 Board of Commissioners Budget Analyst 5010101-02140 Library Supervisor 5010101-07860 Secretary I 5010101-11958 College Intern
BE IT FURTHER RESOLVED to create the following new classifications:
20xxx
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Classification Grade FLSA Status Policy & Fiscal Analysis Supervisor 128 Exempt BOC Operations Supervisor 125 Exempt Operations Analyst BOC 120 Non-Exempt Fiscal Policy Analyst BOC 120 Non-Exempt Legal Resources Specialist 113 Non-Exempt BE IT FURTHER RESOLVED to reclassify the following positions: Position # From To 5010101-04793 Senior BOC Analyst Policy & Fiscal Analysis Supervisor 5010101-11610 Staff Assistant BOC BOC Operations Supervisor 5010101-07908 Senior BOC Community Liaison Supervisor Marketing & Communications 5010101-00910 Library Acquisitions Specialist Legal Resources Specialist BE IT FURTHER RESOLVED that upon implementation of the new Salary Administration Plan employees will be placed two steps higher than their current salary. BE IT FURTHER RESOLVED to create one (1) GF/GP Full-Time Eligible (FTE) Operations Analyst BOC position in the Board of Commissioners department, Administration division, Operations unit. BE IT FURTHER RESOLVED to create one (1) GF/GP FTE Fiscal Policy Analyst BOC position in the Board of Commissioners department, Administration division, Policy & Fiscal Analysis unit. BE IT FURTHER RESOLVED that the FY 2021 – FY 2024 budget is amended as follows: General Fund (#10100) Revenues FY 2021 FY 2022-24 9010101-196030-665882 Planned Use of Balance ($35,060) ($46,747) Total Revenue ($35,060) ( $46,747) Expenditures 5010101-180010-702010 Salaries Regular ($78,485) ($104,647) 5010101-180010-722900 Fringe Benefit Adj (43,415) ( 57,886) 5010101-165015-702010 Salaries Regular (59,546) (79,395) 5010101-165015-722900 Fringe Benefit Adj (23,897) (31,862) 5010101-180010-702010 Salaries Regular 14,956 19,941 5010101-180010-722900 Fringe Benefit Adj 5,339 7,119 5010101-165015-702010 Salaries Regular 1,772 2,362 5010101-165015-722900 Fringe Benefit Adj 632 843 5010101-180010-702010 Salaries Regular 46,769 62,358 5010101-180010-722900 Fringe Benefit Adj 27,023 36,031 5010101-180010-702010 Salaries Regular 46,769 62,358 5010101-180010-722900 Fringe Benefit Adj 27,023 36,031 5010101-180010-702010 Salaries Regular (187,391) (249,854) 5010101-180010-722900 Fringe Benefit Adj (115,726) (154,301) 5010120-180010-702010 Salaries Regular-Admin Unit 187,391 249,854 5010120-180010-722900 Fringe Benefit Adj-Admin Unit 115,726 154,301 5010101-180010-702010 Salaries Regular (156,456) (208,608) 5010101-180010-722900 Fringe Benefit Adj (82,828) (110,437) 5010130-180010-702010 Salaries Regular-Comm&Com OR 156,456 208,608 5010130-180010-722900 Fringe Benefit Adj-Comm&ComOR 82,828 110,437 5010101-180010-702010 Salaries Regular (244,503) (326,004) 5010101-180010-722900 Fringe Benefit Adj (126,854) (169,138) 5010140-180010-702010 Salaries Regular-Research/FA 244,503 326,004 5010140-180010-722900 Fringe Benefit Adj-Research/FA 126,854 169,138 Total Expenditures ($35,060) ($46,747) Chairperson, on behalf of the Finance and Infrastructure Committee, I move the adoption of the foregoing resolution.
______________________________________ Commissioner Helaine Zack, District #18 Chairperson, Finance and Infrastructure Committee
REQUEST:
1. To create the following new units within the Board of Commissioners department, Administration division:
• Operations • Communications and Community Outreach • Policy and Fiscal Analysis
2. To transfer the following positions to the Board of Commissioners department, Administration
division, Operations unit: Position Number Classification 5010101-11610 Staff Assistant BOC 5010101-01688 Committee Coordinator 5010101-02568 Committee Coordinator 5010101-00620 Secretary – Board of Commissioners II 5010101-00910 Library Acquisitions Specialist 5010101-03642 Library Technician I 5010101-03538 Library Technical Support Specialist
3. To transfer the following positions to the Board of Commissioners department, Administration
division, Communications and Community Outreach unit: Position Number Classification 5010101-07908 Senior BOC Community Liaison 5010101-11957 Board of Commissioners Community Liaison 5010101-12246 Board of Commissioners Community Liaison 5010101-12137 Communications and Marketing Assistant
4. To transfer the following positions to the Board of Commissioners department, Administration division, Policy and Fiscal Analysis unit: Position Number Classification 5010101-04793 Senior Board of Commissioners Analyst 5010101-12197 Senior Board of Commissioners Analyst 5010101-11609 Board of Commissioners Analyst 5010101-12136 Board of Commissioners Analyst
5. To delete the following positions:
Position Number Classification 5010101-12245 Board of Commissioners Budget Analyst
5010101-02140 Library Supervisor 5010101-07860 Secretary I 5010101-11958 College Intern
6. To create the following new classifications: Classification Grade FLSA Status Research & Fiscal Analysis Supervisor 128 Exempt BOC Operations Supervisor 125 Exempt Operations Analyst BOC 120 Non-Exempt Fiscal Policy Analyst BOC 120 Non-Exempt
Legal Resources Specialist 113 Non-Exempt
7. To reclassify the following positions: Position # From To 5010101-04793 Senior BOC Analyst Research & Fiscal Analysis Supervisor 5010101-11610 Staff Assistant BOC BOC Operations Supervisor 5010101-07908 Senior BOC Community Liaison Supervisor Marketing & Communications 5010101-00910 Library Acquisitions Specialist Legal Resources Specialist
8. That upon implementation of the new Salary Administration Plan employees will be placed two steps higher than their current salary.
9. To create one (1) GF/GP Full-Time Eligible (FTE) Operations Analyst BOC position in the Board of
Commissioners department, Administration division, Operations unit.
10. To create one (1) GF/GP FTE Fiscal Policy Analyst BOC position in the Board of Commissioners department, Administration division, Policy and Fiscal Analysis unit.
PROPOSED FUNDING: None. This reorganization of units and positions will result in a General Fund savings. OVERVIEW: Due to the increased activity of the Commissioners and Committees the Board of Commissioners (BOC) has reviewed the overall operations and staff restructuring needs have been identified. The BOC Chief of Staff has gone from supervising nine (9) employees to fourteen (14) employees, including the Legal Resources Center staff. It is purposed to update the BOC management structure by creating three (3) separate units within the BOC Administration division, an Operations unit, Communications and Community Outreach unit, and Policy and Fiscal Analysis unit. Each unit would have a supervisor overseeing the unit functions, who would report to the BOC Chief of Staff. This would provide more efficient operations, administration support and the ability to conduct independent fiscal reviews and analysis of proposals before the Board. This reorganization will create two (2) new GF/GP positions. This reorganization will delete four (4) GF/GP positions. COUNTY EXECUTIVE RECOMMENDATION: Recommended as Requested PERTINENT SALARIES FY 2021 Class Gr Period Base 1 Year 2 Year 3 Year 4 Year 5 Year
College Intern HRL Hourly 15.0113 16.2869
Secretary I 06 Annual Bi-wkly
34,630 1,331.92
36,722 1,412.37
38,819 1,493.03
40,912 1,573.54
43,004 1,654.01
45,101 1,734.67
Library Acquisitions Specialist
08 Annual Bi-wkly
40,101 1,542.33
42,520 1,635.38
44,945 1,728.67
47,367 1,821.79
49,792 1,915.07
52,213 2,008.21
Board of Commissioners Budget Analyst
10 Annual Bi-wkly
48,481 1,864.64
51,407 1,977.19
54,336 2,089.84
57,263 2,202.42
60,184 2,314.76
63,108 2,427.23
Staff Assistant BOC 11
Annual Bi-wkly
53,303 2,050.13
56,517 2,173.72
59,736 2,297.55
62,950 2,421.16
66,164 2,544.77
69,377 2,668.33
Senior BOC Community Liaison
12 Annual Bi-wkly
56,128 2,158.75
59,546 2,290.24
62,697 2,421.81
66,389 2,553.44
69,812 2,685.06
73,231 2,816.59
Library Supervisor 12
Annual Bi-wkly
56,128 2,158.75
59,546 2,290.24
62,697 2,421.81
66,389 2,553.44
69,812 2,685.06
73,231 2,816.59
Senior BOC Analyst EXC
Annual Bi-wkly
73,722 2,835.47
78,162 3,006.22
82,606 3,177.15
87,041 3,347.72
91,480 3,518.47
95,920 3,689.24
Class Gr Period Base 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year
Legal Resources Specialist
113 Annual Bi-wkly
42,265 1,625.58
44,317 1,704.50
46,368 1,783.38
48,420 1,862.31
50,472 1.941.23
52,523 2,020.12
54,575 2,099.04
56,627 2,177.96
Operations Analyst BOC
120 Annual Bi-wkly
59,471 2,287.35
62,358 2,398.38
65,245 2,509.42
68,132 2,620.46
71,019 2,731.50
73,906 2,842.54
76,793 2,953.58
79,680 3,064.62
Fiscal Policy Analyst BOC
120 Annual Bi-wkly
59,471 2,287.35
62,358 2,398.38
65,245 2,509.42
68,132 2,620.46
71,019 2,731.50
73,906 2,842.54
76,793 2,953.58
79,680 3,064.62
Supervisor Marketing & Comm.
123 Annual Bi-wkly
68,845 2,647.88
72,187 2,776.42
75,529 2,904.96
78,871 3,033.50
82,213 3,162.04
85,555 3,290.58
88,897 3,419.12
92,239 3,547.65
BOC Operations Supervisor
125 Annual Bi-wkly
75,902 2,919.31
79,586 3,061.00
83,271 3,202.73
86,955 3,344.42
90,640 3,486.15
94,324 3,627.85
98,009 3,769.58
101,694 3,911.31
Policy & Fiscal Analysis Supervisor
128 Annual Bi-wkly
87,866 3,379.46
91,131 3,543.50
96,396 3,707.54
100,662 3,871.62
104,927 4,035.65
109,192 4,199.69
113,458 4,363.77
117,723 4,527.81
*Note: Annual rates are shown for illustrative purposes only.
Delete one (1) GF/GP FTE Library Supervisor position (#5010101-02140)
Salary Grade 12 – One Year Step $59,546 Fringes – 35.66% $21,234
Direct Contract Charge $13,794 Savings ($94,574)
Delete one (1) GF/GP FTE Secretary I position (#5010101-07860)
Salary Grade 06 – Five Year Step $45,101 Fringes – 35.66% $16.083
Direct Contract Charge $13,794 Savings ($74,978)
Delete one (1) GF/GP FTE BOC Budget Analyst position (#5010101-12245)
Appointed – Four Year Step $60,184 Fringes – 35.66% $21,462
Direct Contract Charge $13,794 Savings ($95,440)
Delete one (1) GF/GP PTNE 1,000 hours per yr. College Intern position (#5010101-11958)
Hourly – One Year Step $16,287 Fringes – 5.26% $857
Savings ($17,144)
Total Savings ($282,136)
Create one (1) GF/GP FTE Operations Analyst BOC position Salary Grade 120 – One Year Step $62,358
Fringes – 35.66% $22,237 Direct Contract Charge $13,794
Cost $98,389
Create one (1) GF/GP FTE Fiscal Policy Analyst BOC position Salary Grade 120 – One Year Step $62,358
Fringes – 35.66% $22,237 Direct Contract Charge $13,794
Cost $98,389
Upwardly reclassify one (1) GF/GP FTE Senior BOC Analyst position (#5010101-04793) to Policy & Fiscal Analysis Supervisor
From Salary EXC – Five Year Step $95,920 To Salary Grade 128 – Three Year Step $100,662
Difference in Salary $4,742 Fringes – 35.7% $1,693
Cost $6,435
Upwardly reclassify one (1) GF/GP FTE Staff Assistant BOC position (#5010101-11610) to BOC Operations Supervisor
From Salary Grade 11 – One Year Step $56,517 To Salary Grade 125 – One Year Step $79,586
Difference in Salary $23,069 Fringes – 35.7% $8,236
Cost $31,305
Upwardly reclassify one (1) GF/GP FTE Senior BOC Community Liaison position (#5010101-07908) to Supervisor Marketing and Communications
From Salary Grade 12 – Three Year Step $66,389 To Salary Grade 123 – One Year Step $72,187
Difference in Salary $5,798 Fringes – 35.7% $2,070
Cost $7,868
Upwardly reclassify one (1) GF/GP FTE Library Acquisitions Specialist position to Legal Resources Specialist
From Salary Grade 08 – Five Year Step $52,213 To Salary Grade 113 – Six Year Step $54,575
Difference in Salary $2,362 Fringes – 35.7% $843
Cost $3,205
Total Cost Position Creations/Reclasses $245,591
Total Savings ($36,545)
Policy & Fiscal Analysis Supervisor.MB.12-04-20 DRAFT
Class Title:
OAKLAND COUNTY MICHIGAN
POLICY & FISCAL ANALYSIS SUPERVISOR
Department: Board of Commissioners / Administration
Reports To: BOC – Chief of Staff
FLSA: Exempt
Salary Plan: EXC
GENERAL SUMMARY
Under limited direction, oversees the Board of Commissioners Policy and Fiscal Analysis Unit staff. Guides, directs and monitors the functions as a staff and resource person for the Board of Commissioners' assigned to specific standing committees and task forces. Responds to individual Board Members' request for information as approved, coordinated and prioritized by the Chief of Staff and/or Board Chairperson. Conducts research on proposals presented to the Board of Commissioners, provides analysis, recommendations, alternatives and reports as requested by the Chief of Staff and/or the Board Chairperson. Ensures all requests to the Board of Commissioners comply with County policies, procedures and regulations. Functions as a liaison with County departments, outside agencies, firms and other government officials as requested by the Chief of Staff and/or the Board Chairperson. May be required to work an adjusted schedule involving evening hours and/or weekends. Utilizes current Countywide and/or department specific software to complete assignments.
SUPERVISION EXERCISED
Functions as a working supervisor over the Board of Commissioners Policy and Fiscal Analysis Unit employees. Instructs, assigns, schedules and checks work, appraises performance and recommends employees for salary increase or promotion. Effectively recommends on hiring, discipline and discharge. In the absence or at the request of the Chief of Staff, may assume duties of the BOC – Chief of Staff.
ESSENTIAL JOB FUNCTIONS
Assists in the development of both short and long-range plans for the Board of Commissioners Policy and Fiscal Analysis Unit staff.
Guides, directs, and monitors the Board of Commissioners Analyst staff.
As directed by the Chief of Staff, conducts management improvement studies involving the analysis of departmental systems, organization methods, structures, functions, work procedures, basis of operations, financial sources and duplication of programs. Presents reports and recommendations to various standing committees and subcommittees as requested.
Functions as a staff and resource person at assigned Board of Commissioners' standing committees assigned by the Chief of Staff. Performs research on difficult and complex issues as requested by committees and individual members, if approved by the Chief of Staff. Reviews materials presented by administration and
2
CLASS TITLE: POLICY & FISCAL ANALYSIS SUPERVISOR
other officials. Identifies potential problems, verifies information and develops alternatives for Commissioners' review when appropriate.
Attends budget hearings and assists in the review of requested appropriations through the presentation and exposition of data concerning the fiscal condition of operating departments and the interpretation of data.
Participates as a representative of the Board of Commissioners on various subcommittees, tri-county committees and ad hoc County committees. Provides updates on activities and progress of the committees and task forces to the Chief of Staff.
Provides assistance in the review of outside auditors' reports as they pertain to assigned areas of responsibility. Assists in identifying areas in need of audits, coordinates audit activities with the Audit Subcommittee and provides assistance to the auditors.
Conducts research for various studies assigned by the Chief of Staff, Board Chairperson and/or standing committees. Gathers information from public records, reports, financial statements, etc. Organizes, summarizes, prepares and presents information and reports as required.
On matters relating to areas of responsibility of assigned standing committees and task forces, provides assistance to outside attorneys retained by the Board of Commissioners to represent the Board on specific issues and lawsuits. Coordinates with involved departments in the collection of data needed by outside counsel.
Functions as a liaison with other governmental officials on specific areas of concern to the County. Meets with officials to gather or provide information and assists individual Board of Commissioner members in responding to requests and questions of other government officials.
Represents the Board of Commissioners, when assigned by the Chief of Staff, at hearings regarding legislative actions at the federal, state and local level affecting County government.
Assists the Chief of Staff by ensuring all matters presented to the various standing committees comply with all County policies, procedures and regulations.
Utilizes current Countywide and/or department specific software to complete assignments.
ADDITIONAL DUTIES & RESPONSIBILITIES
May take on responsibilities of BOC – Chief of Staff in the absence of the Chief and Deputy.
ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS
Ability to effectively communicate to accurately convey information.
WORKING CONDITIONS
Work is performed in a typical office environment.
3
CLASS TITLE: POLICY & FISCAL ANALYSIS SUPERVISOR
IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor.
EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES
A. REQUIRED MINIMUM QUALIFICATIONS
1. Possess a Bachelor's degree from an accredited college or university with a major in PublicAdministration, Business Administration, Accounting, Economics, Political Science, or arelated field.
NOTE: Applicants possessing transcripts from a college or university outside of the United States will be required to provide documentation of degree equivalency from a member of the National Association of Credential Evaluation Services (http://naces.org/members.html). The degree evaluation will be required for application processing.
2. Have had six (6) years of full-time work experience in financial analysis, businessadministration, accounting, economic analysis, system analysis, personnel administration,or related area.
NOTE: A Master's degree in one of the fields listed above may be substituted for one (1) year of the work experience described above.
3. Pass the complete examination, including the employment medical, established for thisclassification.
4. Successfully complete the six month probationary period.
B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. Excellent verbal and written communication skills.
2. Ability to conduct public hearings regarding controversial subject matter.
3. Demonstrated ability to unite diverse interests towards the objective of implementing anefficient and effective solution.
4. Considerable ability to prepare and analyze detailed technical reports related to a varietyof county activities.
5. Considerable ability to develop and maintain effective relationships with public officials,consultants, contractors, engineers and the general public.
6. Reasonable ability to utilize current word processing, spreadsheet, database, e-mail andInternet software.
Fiscal Policy Analyst BOC.MB.12-04-2020 DRAFT
OAKLAND COUNTY MICHIGAN
Class Title: FISCAL POLICY ANALYST BOC
Department: Board of Commissioners
Reports To: Policy and Fiscal Analysis Supervisor
FLSA Status: Non-Exempt
Salary Plan: SAP
GENERAL SUMMARY
Under general supervision functions as the lead analyst for the Board of Commissioners assigned to duties related to fiscal analysis and budgetary oversight. Assesses, researches and applies advanced governmental accounting practices including MGFOA standards to inform decisions of the Board of Commissioners. Responds to individual Board Members' request for information, as approved, coordinated and prioritized by the BOC Chief of Staff and/or Board Chairperson. Conducts research on proposals presented to and developed by the Board of Commissioners, provides analysis, recommendations, alternatives and fiduciary briefing reports as requested by the Chief of Staff and/or the Board Chairperson. Monitors and ensures all requests to the Board of Commissioners comply with County policies, procedures and regulations.
Plans, researches, analyzes and evaluates departmental budgetary functions to determine and recommend operating and funding requirements. Assists Board Members and other personnel in technical budgetary matters during budget hearings, in committee meetings, and advises in the general preparation and administration of the budget. Provides independent analysis of the annual county budget, capital improvement program and capital budget. Serves as the fiscal liaison between departments and agencies addressing impacts of current economic issues. At the direction of the BOC Chief of Staff, independently prepare budget analysis on behalf of the Board and appropriations measures. Responsible for fiscal data indicators including dashboard metrics and performance measures. Prepares short and long-range budgetary projections, utilizing economic forecasting and financial analytic techniques to assess the impact of budget changes and legislative requirements. Utilizes current Countywide and/or department specific software to complete assignments
SUPERVISION EXERCISED
May provide guidance to interns and other support staff.
ESSENTIAL JOB FUNCTIONS
Functions as a general staff and resource person for the Board of Commissioners for matters related to fiscal analysis and budget/appropriations process.
Performs research and analysis on difficult and complex issues as requested by committees and individual members, if approved by the Chief of Staff. Reviews materials presented by administration and other officials. Identifies potential problems, verifies information and develops alternatives for Commissioners’ review when appropriate.
CLASS TITLE: FISCAL POLICY ANALYST BOC
2
Provides fiscal and organizational analysis to the Board of Commissioners and representatives of County departments regarding projected programs and objectives according to established budgetary procedures.
Provides assistance to the Board of Commissioners on the formulation of budget requests, including necessary documentation, investigation, and related budget impact studies.
Analyzes and evaluates budget requests to prepare budgetary documents, reports, and recommendations for the Board.
Attends committee meetings and budget hearings and, as requested, presents fiscal data and analysis.
Compiles budgetary and fiscal data to prepare estimations of revenues and expenditures for the purpose of supporting Members in the fulfilment of their budget and appropriations responsibilities.
Provides independent technical assistance to Board Members on budget issues in current or proposed programs.
Prepares Resolutions, Budget Amendments and Fiscal Reports for presentation to the Finance Committee; including financial impact statements relating to proposed legislative action and BOC grant applications and awards. May present reports to Board of Commissioners Standing Committees.
Prepares charts and diagrams showing prior, current and projected revenues and expenditures to provide a basis for comparison and evaluation.
Monitors newly mandated County activities emanating from the State legislation to ensure adequate state financing as required by the Michigan Constitution.
Evaluates and reports on deviations from County fiscal policy and procedures.
Using data processing capabilities, prepares reports analyzing specific aspects of department structures, functions and operational procedures and recommends ways to improve efficiency and/or effectiveness.
Utilizes various computer financial information systems in the preparation of analyses, evaluation and reports relating to assigned areas.
Utilizes current Countywide and/or department specific software to complete assignments.
ADDITIONAL DUTIES & RESPONSIBILITIES
May research, evaluate and recommend compliance guidelines for financial matters as they pertain to Oakland County and its operations.
ESSSENTIAL MENTAL & PHYSICAL REQUIREMENTS
Ability to communicate to accurately convey information.
WORKING CONDITIONS
Work is performed in a typical office environment.
CLASS TITLE: FISCAL POLICY ANALYST BOC
3
IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor.
EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES
A. REQUIRED MINIMUM QUALIFICATIONS
1. Possess a Bachelor's degree from an accredited college or university with a major inPublic Administration, Business Administration, Accounting, Economics, or a relatedfield.
NOTE: Applicants possessing transcripts from a college or university outside of the United States will be required to provide documentation of degree equivalency from a member of the National Association of Credential Evaluation Services (http://naces.org/members.html). The degree evaluation will be required for application processing.
2. Have one (1) year of full-time work experience in financial analysis, businessadministration, general accounting, cost accounting, economic analysis, systems analysis,personnel administration, or related field.
3. Pass the complete examination, including the employment medical, established for thisclassification.
4. Successfully complete the six month probationary period.
B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. Reasonable knowledge of budgetary management and accounting principles, andprocedures.
2. Reasonable ability to utilize current word processing, spreadsheet, database, e-mail andInternet software.
3. Knowledge of program analysis and evaluation.
4. Ability to utilize computer software to provide fiscal analysis.
5. Ability to make routine decisions in accordance with policies and procedures.
6. Ability to plan and complete assignments within deadlines.
7. Ability to recognize and correct departures from budgetary practices and procedures.
8. Ability to initiate improvements in budgetary operations.
9. Ability to follow complex oral and written instructions.
10. Ability to prepare and present complex and written and oral reports.
11. Ability to perform standardized and statistical computations.
BOC Operations Supervisor.MB.12-04-2020 DRAFT
OAKLAND COUNTY MICHIGAN
Class Title: BOC OPERATIONS SUPERVISOR
Department: Board of Commissioners/ Administration
Reports To: BOC – Chief of Staff
FLSA: Exempt
Salary Plan: SAP
GENERAL SUMMARY
Under direction, organizes, plans and directs the daily operations of the Board of Commissioners Operations Unit. Is responsible for ensuring that the Chairman of the Board, members of the Board of Commissioners and the BOC – Chief of Staff are provided with requested assistance involving organizational, administrative support, special projects, information technology, audio/visual/webcasting technology, and other assigned activities. Identifies operational areas of concern, oversees and conducts research, performs analysis and makes recommendations, prepares written reports for Board of Commissioner members, makes presentations to the Board, and functions as a spokesperson for the Board, as directed by the BOC – Chief of Staff. Maintains and develops contact with various personnel and organizations in order to remain current on new government programs and innovative planning and research. Utilizes current Countywide and/or department specific software to complete assignments.
SUPERVISION EXERCISED
Functions as a supervisor over the Board Operations Unit employees. Instructs, assigns, schedules and checks work, appraises performance and recommends employees for salary increase or promotion. Effectively recommends on hiring, discipline and discharge. In the absence or at the request of the Chief of Staff, may assume duties of the BOC – Chief of Staff.
ESSENTIAL JOB FUNCTIONS
Organizes, plans and directs the daily operations of the Board of Commissioners Operations Unit.
As directed by the Chief of Staff, assists in the conduct of management improvement studies involving the analysis of departmental systems, organization, methods, structures, functions, work procedures, basis of operations, financial sources and duplication of programs.
Coordinates maintenance and support of the Board of Commissioners audio/visual and information technology issues.
Provides administrative support for assigned authorities, boards, and committees, and other board study groups.
Collects and receives data from multiple sources and compiles into a summary report, possibly for publication.
CLASS TITLE: BOC OPERATIONS SUPERVISOR
2
Assists the Chairman of the Board of Commissioners, BOC – Chief of Staff, and members of the Board of Commissioners with planning, and execution of assigned projects, by identifying tasks and resources needed to complete the project, monitors project progress, follow-up as needed and complete projects by deadlines. Utilizes current Countywide and/or department specific software to complete assignments. ADDITIONAL DUTIES & RESPONSIBILITIES May take on responsibilities of BOC – Chief of Staff in the absence or at the request of the BOC – Chief of Staff. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information. WORKING CONDITIONS Work is performed in a typical office environment. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor.
EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES A. REQUIRED MINIMUM QUALIFICATIONS
1. Possess a Bachelor's degree from an accredited college or university with a major in Business Administration, Public Administration, Communications or closely related area.
2. Have six (6) years of full-time work experience in Business Administration, Public
Administration, Communications or closely related area. Including at least two (2) years in a supervisory capacity.
3. Possess a valid United States motor vehicle operator’s or chauffeur’s license. Out of
Country driver’s license holders will be required to obtain the appropriate valid State of Michigan driver’s license before the hire date.
4. Pass the complete examination, including the employment medical, established for this
classification.
5. Successfully complete the six month probationary period.
CLASS TITLE: BOC OPERATIONS SUPERVISOR
3
B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. Considerable strong interpersonal, organizational and critical thinking skills; adaptability to meet changing demands.
2. Considerable ability to establish and maintain effective working relationships with County
elected officials, appointees, and the general public.
3. Considerable knowledge of and ability to utilize current word processing, spreadsheet, database, e-mail and Internet software.
4. Considerable strategic planning skills and facilitation with continual improvements to set
and achieve vision goals. 5. Considerable ability to identify, analyze and address a wide variety of issues and problems
in a high-intensity environment and recommend solutions. 6. Considerable ability to gather data, compile information, analyze and prepare reports. 7. Considerable ability to perform complex tasks and prioritize multiple projects in a timely
manner. 8. Considerable analytical skill and applied experience in understanding policy, examining
and re-engineering operations, and developing and implementing new strategies and procedures.
9. Considerable ability to make sound decisions and balance multiple critical priorities. 10. Reasonable ability to collaborate with cross functional leaders and solve complex problems
maintaining partnerships and confidentiality.
C. SPECIAL REQUIREMENTS
1. Must maintain a valid United States motor vehicle operator’s or chauffeur’s license.
Operations Analyst BOC.DRAFT
OAKLAND COUNTY MICHIGAN Class Title: OPERATIONS ANALYST BOC Department/Division: Board of Commissioners / Administration Reports To: BOC Operations Supervisor FLSA Status: Exempt Salary Plan: SAP GENERAL SUMMARY Under general direction, is responsible for the execution and maintenance of administrative and support services necessary for the efficient operation of the Board of Commissioners. Serves as a confidential assistant developing and overseeing solutions to address matters for the Chairman of the Board, members of the Board of Commissioners and the BOC - Chief of Staff keeping informed of priorities. Acts on behalf of the Board to administer objectives serving as a liaison between departments and agencies to manage initiatives effectively, solving problems, and promoting progress with programs to increase value. Provides oversight on contract compliance, project performance measures, and budgetary controls. Schedules and arranges meetings for the Chairman of the Board, members of the Board of Commissioners and the Chief of Staff with County appointed and elected officials, state and federal appointed and elected officials and business leaders. Attends meetings as requested providing executive summaries and analytical reports with recommendations on complex issues. Utilizes current Countywide and/or department specific software to complete assignments.
SUPERVISION EXERCISED Assigns, instructs, reviews the work and assists in hiring of part-time employees. ESSENTIAL JOB FUNCTIONS Plans, develops and implements special projects managing and administering programs through effective policy and procedures to achieve objectives guiding initiatives for of the Board of Commissioners administrative unit, other government agencies and local communities. Reviews and facilitates work with staff to address challenges and meet collective goals promptly analyzing aspects of department structures, functions, and operations to improve efficiency and identify and resolve problems early. Acts as an aide to the Chairman of the Board, members of the Board of Commissioners and the Chief of Staff, serving as an executive confidential administrator and liaison to department heads and elected and appointed officials.
CLASS TITLE: OPERATIONS ANALYST BOC
2
Manages analytical reports, supportive materials, and executive briefings summarizing significant data with recommendations on critical decisions for meetings of the Chairman of the Board, members of the Board of Commissioners and the Chief of Staff, with staff, business leaders and representatives of other governmental units. Maintains collaborative partnerships with department heads, executive officers, other government agencies, and local communities to resolve complex issues, assure contract compliance, and improve scope performance. Liaisons with Management and Budget Fiscal Services and Purchasing to carry through appropriations for initiatives assessing and analyzing fiscal impacts of priority matters for the Board to consider with leading research models to codevelop opportunities that increase value.
Manages risk matters guiding County operations in accordance with council legislature opinions and best governing practices.
Consults with analysts, administration and county leaders to build partnerships and co-form successful strategic plans to make progress on priorities and apply analysis and reviews to administer high quality effective resolutions and initiatives.
Researches and/or drafts from verbal instructions or rough notes, reports and correspondence as requested by the Chairman of the Board, members of the Board of Commissioners and the Chief of Staff, or other members of the administration. Utilizes current Countywide and/or department specific software to complete assignments. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information. WORKING CONDITIONS Work is performed in a typical office environment. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor. EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES
A. REQUIRED MINIMUM QUALIFICATIONS
1. Possess a Bachelor’s degree from an accredited college or university with a major in public administration, business administration, business analytics, and political science or related area.
CLASS TITLE: OPERATIONS ANALYST BOC
3
NOTE: Applicants possessing transcripts from a college or university outside of the United States will be required to provide documentation of degree equivalency from a member of the National Association of Credential Evaluation Services (http://naces.org/members.html). The degree evaluation will be required for application processing.
2. Have had at least three (3) years of full-time work experience in public administration,
business administration, business analytics, and political science or related area.
NOTE: A Master’s degree from an accredited college or university with a major in one the areas outlined in number one above, may substitute for one (1) year of the work experience outlined in number two.
4. Pass the complete examination, including the employment medical established for this
classification. 5. Successfully complete the six month probationary period.
B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. Excellent verbal and written communication skills.
2. Reasonable ability to utilize current word processing, spreadsheet, database, e-mail and Internet software.
3. Considerable ability to work collaboratively, develop successful strategies as a team, and
liaison with county leaders to build strong relationships. 4. Considerable ability to establish and maintain effective working relationships with County
elected officials, appointees, media and the general public. 5. Ability to exercise mature judgment and initiative in analyzing problems and
recommending solutions.
Legal Resources Specialist.MB.12-04-20 DRAFT
OAKLAND COUNTY MICHIGAN Class Title: LEGAL RESOURCES SPECIALIST Department: Board of Commissioners / Legal Resources Center Reports To: BOC – Chief of Staff FLSA Status: Non-Exempt GENERAL SUMMARY Under limited supervision performs acquisition services for the Oakland County Legal Resources Center. Receives requests from judges, the Prosecuting Attorney’s Office, Sheriff’s Office, Friend of the Court, County Executive Office, Corporation Counsel and other entities. Researches the most up to date materials and formats, and contacts vendors to place orders either electronically or verbally. Reviews library collections and makes recommendation to administration on subject matter areas that should be increased. Reconciles Legal Resources Center financial transactions monthly, including order invoices, P card invoices and daily cash drawer deposits. Instructs patrons in the use of legal research materials. Assists library patrons with use of computer, photocopier, library equipment, computer access cards, checking materials in and out of the library, and library card registration. Utilizes current Countywide and/or department specific software to complete assignments. SUPERVISION EXERCISED May provide guidance to lower level department staff. ESSENTIAL JOB FUNCTIONS Performs acquisitions duties for all legal libraries within the County, including the Oakland County Law Library, judges, Prosecuting Attorney’s Office, Sheriff’s Office, Friend of the Court, County Executive Office, and Corporation Counsel and others. Researches the most up to date materials and formats, and contacts vendors to place orders either electronically or verbally. Receives all delivered materials and reconciles shipping invoice to the purchase request. Distributes all materials to the requesting offices. Researches requested materials to obtain the lowest cost for purchase, including negotiating with vendors to receive discounts for bulk orders. Follows standards set by the American Association of Law Libraries (AALL) and the State Court Administrative Office (SCAO) to assist the BOC Chief of Staff in determining the relevance of materials. Makes recommendation to the BOC Chief of Staff on subject matter areas that should be increased or decreased.
CLASS TITLE: LEGAL RESOURCES SPECIALIST
2
Reconciles Library financial transactions monthly, including order invoices, P card invoices and daily cash drawer deposits. Assists the BOC Chief of Staff in budget preparation by analyzing pricing trends and making recommendations on funding allocations on Library collections. Utilizes current Countywide and/or department specific software to complete assignments. ADDITIONAL DUTIES & RESPONSIBILITIES Discusses with patrons the information they are seeking and assists in locating the materials. Performs bibliographic instruction and assistance to patrons utilizing library materials. Reviews and answers patron inquiry requests either in person, telephone, email, US mail or by fax. Assists patrons with use of computer, photocopier, library equipment, computer access cards, checking materials in and out of the library, and patron registration. Services library clients by answering courthouse and library service questions. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information. Ability to transport materials to various County offices and locations. Ability to lift up to 40 lbs. WORKING CONDITIONS Work is performed in a typical office environment with some exposure to various weather elements. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor. EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES A. REQUIRED MINIMUM QUALIFICATIONS
1. a. Possess an Associate's degree in Applied Science, Library Technology or related area from an accredited college or university; AND
b. Have had at least two (2) years of full-time work experience in a library which
included work in the areas of reference, acquisition or cataloging. OR
CLASS TITLE: LEGAL RESOURCES SPECIALIST
3
NOTE: Applicants possessing transcripts from a college or university outside of the United States
will be required to provide documentation of degree equivalency from a member of the National Association of Credential Evaluation Services (http://naces.org/members.html). The degree evaluation will be required for application processing.
2. a. Be a high school graduate or the equivalent; AND b. Have had at least four (4) years of full-time work experience in a library which
included work in the areas of reference, acquisition or cataloging. 3. Possess a valid United States motor vehicle operator’s or chauffeur’s license. Out of
Country driver’s license holders will be required to obtain the appropriate valid State of Michigan driver’s license before the hire date.
4. Pass the complete examination, including the employment medical established for this
classification.
5. Successfully complete the six month probationary period. B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. DALNET Consortium or MELCAT experience. 2. Knowledgeable of bibliographic displays.
3. Current knowledge of cataloging trends and/or changes.
4. Knowledge of online catalog services.
5. Knowledge of an ILS System.
6. Considerable ability to conduct online searches.
7. Considerable oral and written communication skills.
8. Considerable ability to follow oral and written instructions.
9. Reasonable computer and Internet skills.
10. Reasonable customer service skills. 11. Reasonable ability to utilize current word processing, spreadsheet, database, e-mail and
Internet.
C. SPECIAL REQUIREMENTS
1. Must maintain a valid United States motor vehicle operator’s or chauffeur’s license.
Supervisor Marketing & Communications.MB.12-04-20 DRAFT
OAKLAND COUNTY MICHIGAN Class Title: SUPERVISOR MARKETING & COMMUNICATIONS
Department/Division: Board of Commissioners / Administration Reports To: BOC – Chief of Staff FLSA Status: Exempt Salary Plan: SAP Do we need to know where this puts me pre-comp study? *Note: A separate job description exists within Economic Development & Community Affairs and the Water Resource Commissioner. GENERAL SUMMARY Under direction, provides assistance to the Chief of Staff, and Board Chairperson in the drafting of proclamations, reports, speeches and correspondence. Performs research and prepares and presents reports. Assists in coordinating media and information activities with the County’s Office of Communications. Writes press releases, news articles, feature stories and newsletters. Writes copy for flyers and brochures and assists with the distribution of printed materials. Communicates with media outlets to arrange media coverage and prepares public service announcements for television and radio. Coordinates and organizes special events for the Board of Commissioners. Schedules meetings and locates and provides necessary materials and information for County Commissioners, as prioritized by administration. May be required to work an adjusted schedule involving evening hours and/or weekends. Utilizes current Countywide and/or department specific software to complete assignments. SUPERVISION EXERCISED Functions as a working supervisor over the Board of Commissioners Marketing & Communications unit. Assigns, instructs, reviews the work and assists in hiring of employees. ESSENTIAL JOB FUNCTIONS Communicates with state, federal and local officials to provide and gather information as directed and prioritized by administration. Assists the Commissioners by gathering information, scheduling meetings and locating and providing necessary materials. Assists in researching, evaluating and preparing background information for use in written and oral reports, proclamations and resolutions. Coordinates with the County’s Office of Communications in the writing of press releases for the media, arranging cable and commercial T.V. communications, and publicizing the Board of Commissioners’ calendar, events and agendas, as directed and prioritized by administration. Ensures that public communications from the Board of Commissioners is accurate and properly represents
CLASS TITLE: SUPERVISOR MARKETING & COMMUNICATIONS
2
Oakland County and/or the individual Commissioners’ initiatives and projects. Provides specific talking points to media outlets in order to guide interviews with County Commissioners. Responds to media requests for information and for statements on current Board of Commissioners events. Contacts County departments, elected, and appointed officials to schedule meetings and to research and gather information as directed and prioritized by administration. Organizes special Board of Commissioners events. Coordinates guest speakers, vendors, on-site support staff, menus, and presentation talking points. Creates event timelines, presentations, marketing materials, and registration materials. Utilizes current Countywide and/or department specific software to complete assignments. ADDITIONAL DUTIES & RESPONSIBILITIES Coordinates the planning and organizing of conference registrations, travel and housing arrangements for local and out-of-town meetings for Commissioners. As needed, assists Commissioners in preparing for media interviews. Creates or assists in creating logos for various Board of Commissioners projects. Assists administration in the research, evaluation and analysis of proposed or pending legislation. Assists with the completion of flyers, newsletters, design and other assignments. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information. Ability to operate a motor vehicle and/or be a passenger. WORKING CONDITIONS Work is performed in a typical office environment. May participate in activities that require driving or being a passenger in an automobile or bus. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor.
CLASS TITLE: SUPERVISOR MARKETING & COMMUNICATIONS
3
EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES
A. REQUIRED MINIMUM QUALIFICATIONS
1. Possess a Bachelor’s degree from an accredited college or university with a major in communications, journalism, public relations, political science, public administration, or related area.
NOTE: Applicants possessing transcripts from a college or university outside of the United States will be required to provide documentation of degree equivalency from a member of the National Association of Credential Evaluation Services (http://naces.org/members.html). The degree evaluation will be required for application processing.
2. Have had at least five (5) years of full-time work experience in communications,
journalism, public relations, public administration, legislative activities, or related area.
NOTE: A Master’s degree from an accredited college or university with a major in one the areas outlined in number one above, may substitute for one (1) year of the work experience outlined in number two.
3. Possess a valid United States motor vehicle operator’s or chauffeur’s license. Out of
Country driver’s license holders will be required to obtain the appropriate valid State of Michigan driver’s license before the hire date.
4. Pass the complete examination, including the employment medical established for this
classification. 5. Successfully complete the six month probationary period.
B. ADDITIONAL DESIRABLE QUALIFICATIONS
1. Excellent verbal and written communication skills.
2. Proficiency in computer applications, Microsoft Word, Access, Desktop Publishing, Office Suite and the internet.
3. Considerable ability to prepare and present reports related to a variety of County activities. 4. Considerable ability to establish and maintain effective working relationships with County
elected officials, appointees, media and the general public. 5. Considerable ability to analyze and recommend alternatives and solutions. 6. Ability to exercise mature judgment and initiative in analyzing problems and
recommending solutions.
CLASS TITLE: SUPERVISOR MARKETING & COMMUNICATIONS
4
C. SPECIAL REQUIREMENTS
1. Must maintain a valid United States motor vehicle operator’s or chauffeur’s license.
Form DC–001
OAKLAND COUNTY WATER RESOURCES COMMISSIONER Page 1 of 1 Rev.: 02/12/2018
OAKLAND COUNTY WATER RESOURCES COMMISSIONER MEMORANDUM
TO: Commissioner Helaine Zack, Chairperson, Finance and Infrastructure Committee
FROM: Mike McMahon PE, Ryan Woloszyk PE
SUBJECT: Resolution No. 20196 Lake Level Control Structures
DATE: 11/24/2020
On July 2, 2020, the Oakland County Board of Commissioners passed Resolution No. 20196 directing the Water Resources Commissioner (WRC) to ascertain and report on the status of all lake level control structures (dams) in Oakland County. The purpose of the resolution was to determine the condition, inspection status, and required maintenance of those structures. The attached report is in response to the Board’s request and is based on information obtained from the Michigan Department of Environment, Great Lakes, and Energy (EGLE), as well as field work undertaken by the WRC staff.
After reviewing and compiling the available data, it can be said that the majority of dams in Oakland County are characterized as being in fair or better condition. Even among those that did not meet this threshold, there were no structures identified that appear to pose an immediate or significant threat to the environment or to the downstream property owners. WRC staff will make the effort to follow up with owners of lake level control structures that need a current inspection and/or repairs and will provide information to the State to update their database.
Enclosures
c: Dave Woodward, Chairperson, Oakland County Board of Commissioners Chris Ward, Administrative Director
Return to Agenda
Oakland County Lake Level Control Structure Review
Prepared for:
Oakland County Board of Commissioners
November 2020
Executive Summary
On July 2, 2020, the Oakland County Board of Commissioners passed Resolution No. 20196 directing the Water Resources Commissioner (WRC) to ascertain and report on the status of all lake level control structures (dams) in Oakland County. The purpose of the resolution was to determine the condition, inspection status, and required maintenance of those structures. This report is based on information obtained from the Michigan Department of Environment, Great Lakes, and Energy (EGLE), as well as field work undertaken by the WRC staff.
After reviewing and compiling the available data, it can be said that the majority of dams in Oakland County are characterized as being in fair or better condition. Even among those that did not meet this threshold, there were no structures identified that appear to pose an immediate or significant threat to the environment or to the downstream property owners. WRC staff will make the effort to follow up with owners of lake level control structures that need a current inspection and/or repairs and will provide information to the State to update their database.
The State’s inventory of dams in Oakland County included 149 structures. The data set pertinent to this report is included in Appendix A. It was determined that one structure, owned and operated by the WRC was missing from the database, and 12 structures have either been removed, decommissioned, or were never built and should be removed from the list. Therefore, this report will focus on the following information for the 138 documented lake level control structures in Oakland Country.
Number of control structures EGLE (State of Michigan) ID Ownership Party responsible Hazard classification
Condition rating Last inspection date Frequency of inspection Emergency Action Plan (EAP)
For the review process, WRC staff utilized data from the Michigan Department of Environment, Great Lakes, and Energy’s (EGLE) geographical information system (GIS). This data set was then divided into three categories for review-
1) Regulated structures not owned by WRC - In total there are 60 structures in this category. Spicer Group was contracted to review 51 inspection reports that were on file with EGLE. Much of the information from Spicer’s report has been incorporated into the body of this report. In addition, there are another 9 structures in this category that have no inspection report on file with EGLE that were visited by WRC staff.
2) Regulated structures owned and maintained by WRC - There are 32 structures in this category, and all have reports on file with EGLE. WRC staff reviewed the reports in this category.
3) Unregulated or inventoried structures - These structures do not have an inspection report on file since they are not regulated and, therefore, are not required to submit inspection reports. There is a total of 46 structures in this category. The review of the structures in this category was completed by WRC Staff through site visits and high-level visual inspection.
In summary then, there are 92 regulated and 46 unregulated dams resulting in a total of 138 known lake level control structures in Oakland County. The ownership of these structures is split between public and private ownership for both the regulated (66/26) and unregulated (14/32) dams.
Generally, the regulated dams have a much greater potential to cause downstream impact if they were to fail. Therefore, it is required that regulated dams be inspected on a specified interval and a report be submitted to the State.
Of the 83 regulated dams that have inspection reports on file, most are rated at satisfactory or fair condition. There are six dams that are in poor condition; one is privately owned and five are owned by a governmental agency. Five of the six structures are considered low hazard and have minimal risk downstream. The remaining structure is considered significant hazard. This structure does have some downstream flood capacity in the water course, limiting the potential risks downstream. However, a conversation with the governmental agency should be initiated to ensure repairs are made in a timely manner. All six of these structures should be reviewed over the next year to ensure that they are moving toward correction. There are no regulated structures rated as being in unsatisfactory condition.
As indicated previously, there are 9 regulated structures that do not have a report on file with EGLE. All these structures have a low hazard rating. There is one structure that, based on the WRC field visit, is considered in poor condition. Should it fail, this structure could affect the values of the homes on the waterbody it impounds. However, there is low risk downstream as there is flood capacity. It should also be noted that 14 dams with reports on file, are overdue for an inspection. These outstanding and overdue reports should be a priority moving forward to ensure the inspections are completed and any necessary repairs made to keep the dams in good operating condition. This is something the WRC will have to work with EGLE Staff on, as the WRC does not have jurisdiction or any mechanism to enforce compliance.
Regarding unregulated structures without inspection requirements, there are seven that are noteworthy and are discussed in some detail later in this report. There are three that are listed in EGLE’s database as unsatisfactory, however, all three are decommissioned and are not holding water. Additionally, there are four that need repairs. They are all low risk as they detain a minimal amount of water.
General Information
Regulation
Of the 138 dams in Oakland County, 92 are regulated under Parts 307 (Inland Lake Levels) and/or 315 (Dam Safety) of Natural Resources and Environmental Protection Act (NREPA). Dam inspection reports are required at regular intervals for dams that are regulated under Part 307 and/or Part 315 of NREPA. Figure 1 below shows all the regulated and unregulated dams in Oakland County as inventoried by EGLE.
Dams are regulated by Part 307 when a circuit court issues an order establishing the water elevation (legal level) at which the lake is to be maintained. Dams regulated by Part 307 must be inspected every three (3) years. Dams within this category are all owned and operated by WRC.
Dams are regulated by Part 315 when they are over 6 feet in height and impound over 5 acres of water during the design flood (EGLE, 2020). Dams regulated by Part 307 and/or Part 315 that are classified as high, significant, or low hazard dams must be inspected every three (3), four (4) years, or five (5) years, respectively. EGLE does not have any inspection requirements for dams that are not regulated under Part 307 and/or Part 315.
Figure 1: Dams Located in Oakland county
Ownership
Of the 138 dams within Oakland County, 58 is owned privately. The remaining 80 dams are owned by either Federal, State, or Local Agencies, according to EGLE data. This ownership distribution places a significant portion of required inspection and maintenance on private owners.
Ownership Number of
Dams Percentage
Federal 3 2%
State 18 13%
Local Government 59 43%
Private 58 42%
Total 138 100%
Table 1 – Dam Ownership
Structure Age
Table 2 below shows the age distribution of the dams in Oakland County. The table is based upon the date when the dam was originally constructed. It does not consider if a dam has been reconstructed or reconfigured. There were 12 dams in Oakland County that are over 100 years old. Note, some dams have been reconstructed since they were originally built. For example,, the Davisburg Dam was originally constructed in 1835 but was reconstructed in the 1980s. The Ray Dam had an unknown original construction date; however, there was a partial breach in the 1980s and the dam was reconstructed between 2005 and 2006. 28% of the dams are between 51-75 years old.
Age of Dams Number of Dams Percentage
Over 100 years old 12 9%
76-100 years old 25 18%
51-75 years old 38 28%
26-50 years old 30 22%
0-25 years old 2 1%
Unlisted Age 31 22%
Total 138 100%
Table 2: Age Distribution
Table 3 – High and Significant Hazard Dams
Hazard Classification
All regulated dams in Michigan are required to have a hazard classification assigned to them based on potential downstream impacts caused by failure of the dam. The hazard classification is NOT based upon the structural condition of the dam. The three (3) hazard potentials are:
• Low: no loss of life; minor impacts
• Significant: possible loss of life; significant impacts
• High: expected loss of life; severe impacts
Within Oakland County 77%, or 71 of the 92 regulated dams are classified as a low hazard potential. The remaining 23%, or 21 structures, with a significant or high hazard classification were reviewed in more detail and are listed in Table 3. The vast majority, 76% or 16, are under the ownership of some form of governmental agency. WRC owns and maintains 8 of these structures. This suggests that most of the structures with a high or significant hazard classification have a funding source for required repairs.
EGLE ID Name Hazard Classification Ownership
240 Clarkston Dam High Private
241 Clintonville Dam Significant WRC
245 Loon Lake Dam Significant WRC
248 Ford Dam #3 (Hubbell Pond) Significant CVT
253 Holly Dam Significant CVT
255 Lake Louise Dam High WRC
259 Lake Orion Dam Significant CVT
263 Oxbow Dam High WRC
265 Pontiac Lake Dam High WRC
267 Quarton Dam Significant CVT
275 Waterford Multi-Lakes Level Control Significant WRC
276 Wildwood Lake Dam High State
277 Winkler Pond Dam Significant Private
614 Lake Neva Dam High Private
615 Lake Sherwood Dam Significant Private
684 Endicott Lake Dam Significant Private
692 Heron Dam High State
693 Davisburg Trout Pond Dam Significant State
718 Dawson Millpond Dam High WRC
777 Wolverine Lake Dam Significant CVT
1675 Wau-Me-Gah Lake Dam Significant WRC
Emergency Action Plans
An Emergency Action Plan (EAP) is required for dams that have a hazard classification of either significant or high. The EAPs are required to be submitted to the State for approval and should be updated at the same interval as the inspections. Of the 21 dams that are required to have EAPs, it was verified that all 21 dams had EAPs in place, based upon information included in the EGLE GIS layer and the inspection reports provided. The EAPs were not evaluated as part of this review process.
Condition Assessment
All regulated dams are required to have an overall condition assessment assigned as part of the inspection process. Condition assessments are assigned in accordance with the following four categories:
Satisfactory: No existing or potential dam safety deficiencies are recognized. Acceptable performance is expected under all conditions in accordance with the applicable regulatory criteria. Minor maintenance items may be required.
Fair: Acceptable performance is expected under all conditions in accordance with the applicable dam safety regulatory criteria. Minor deficiencies may exist that require remedial action and/or secondary studies or investigations.
Poor: A dam safety deficiency is recognized for any condition in accordance with the applicable dam safety regulatory criteria. Remedial action is necessary. Poor also applies when further critical studies or investigations are needed to identify any potential dam safety deficiencies.
Unsatisfactory: Considered unsafe. A dam safety deficiency is recognized that requires immediate or emergency remedial action for problem resolution. Reservoir restrictions may be necessary.
Approximately 52%, or 48 of all dams, and 81% or 17, of the high and significant hazard dams in Oakland County, were in satisfactory condition. It should be noted that unregulated dams are not required to have a condition assessment completed.
Figure 2: Hazard Classification and Condition Assessment assigned to each dam
0 Missing Reports 7 Missing Reports
0 Overdue Reports 9 Overdue Reports
0 Missing EAPs 0 Missing EAPs
13 4 3 6 3 210 0 1 3 0 01 0 0 1 0 00 0 0 Unsatisfactory 0 0 0 Unsatisfactory0 0 0 11 0 0
2 Missing Reports
5 Overdue Reports
0 Missing EAPs
12 4 19 1 13 1 00 0 0 Unsatisfactory2 0 0
Poor Poor PoorUnsatisfactory UnsatisfactoryNot Rated Not Rated Not Rated
Satisfactory Satisfactory SatisfactoryFair Fair Fair
Not Rated Not Rated
Other Government (34)
Low (26) Significant (6) High (2)
Unsatisfactory Unsatisfactory Unsatisfactory UnsatisfactoryNot Rated Not Rated Not Rated Not Rated
FairPoor Poor Poor Poor Poor PoorFair Fair Fair Fair Fair
Significant (3) High (2)
Satisfactory Satisfactory Satisfactory Satisfactory Satisfactory Satisfactory
NUMBER OF REGULATED DAMS IN OAKLAND COUNTY (92)(Shown by Ownership with Hazard Rating & Condition)
WRC (32) Private (26)
Low (24) Significant (4) High (4) Low (21)
Regulated Dams Not Owned By WRC
Of the 92 regulated dams, 60 are not owned by WRC. Some are owned by other government agencies and some are privately owned. Nine of the 60 structures do not have an inspection report on file with the State. Spicer Group received inspection reports on 51 dams to review and report back to WRC. The dam inspection reports were the most recent inspection reports on file with the State. Based on the 51 reports and the information contained within the EGLE GIS layer, Spicer Group created a report from which most of the information in this section is drawn from.,
General Recommendations
Based upon the inspection reports and information provided by EGLE, 23 of the 60 regulated dams not owned by Oakland County either had no inspection report on file or were overdue for inspection. The owners should be contacted, inspections completed, and reports submitted to the State.
Structures with No Reports or Past Due Reports
EGLE ID Name Hazard Classification
Ownership Date of last Inspection
240 Clarkston Dam High Private 03-Aug-11
247 Erity Dam Low CVT 25-Sep-12
259 Lake Orion Dam Significant CVT 29-Jul-16
264 Perrysville Dam Low Private 01-May-96
273 Spring Lake Dam Low Private
277 Winkler Pond Dam Significant Private 09-Sep-16
448 Seven Lakes Addition Dam Low State 07-May-15
684 Endicott Lake Dam Significant Private 15-Apr-08*
758 Renchik Dam Low Private
968 Petrauskas Pond Dam Low Private
1667 Cranbrook Lake Dam Low Private 05-Dec-96
1669 Farmington Venture Detention Pond
Dam Low Private 04-Dec-97
1674 Heather Lake Dam Low Private 22-Jul-78
1676 Lake Charnwood Dam Low Private 01-Nov-12
1679 Lower Hatchery Dams Low CVT 16-Aug-89
1686 Meadow Lake Dam Low Private 06-Sep-00
1707 Secord Lake Dam Low Private
1710 Lake Araho Dam Low Private
1717 Tull Lake Dam Low Private
1971 Pettibone Pond Dam Low State 13-Sep-00
2120 Proud Lake Dam Low State 13-Sep-00
2472 Troy Lakes Estates Dam Low Private
2580 Pebble Creek Detention Basin Dam Low CVT
* Note Endicott Lake Dam was rebuilt in 2019.
The nine structures listed below are regulated by Part 315 and need to have an inspection completed, as there is no inspection report on file with EGLE.
Spring Lake Dam, 273
Renchik Dam, 758
Petrauskas Pond Dam, 968 (Outlet Failed Poor Condition)
Lower Hatchery Dams, 1679 (WRC Spoke with CVT and will be inspected)
Secord Lake Dam, 1707
Lake Araho Dam, 1717 (WRC Spoke with owner and will be inspected Poor Condition)
Tull Lake Dam, 1717
Troy Lake Estates Dam, 2472
Pebble Creek Detention Basin Dam, 2580
As a courtesy, WRC Staff performed a visual inspection of these 9 structures. At least three appear to need significant repairs – Petrauskas Pond Dam, the Secord Lake Dam and the Lake Araho Dam (see recommendations below). While all 9 dams are rated low hazard, it is important that they be inspected as soon as possible and be put on a regular inspection schedule.
Table 4 shows common recommendations found in the 51 inspection reports reviewed and the number of dams that received the recommendation. Most of the dams received multiple recommendations in an inspection report. Please note, this list is an overview and does not include all recommendations given in an inspection report.
Table 4: Overview of Typical Recommendations
Recommendation Number of
Dams
Televised Inspection 12
Clear trees/brush off embankment and mow 35
Monitor and remove debris from spillway 11
Fill animal burrows 9
Lubricate machinery 5
Monitor seepage 13
Install flow monitoring 1
Complete structural analysis 1
Repair railings 3
Update O&M Plan 34
Concrete Repairs 20
Specific Recommended Repairs
This section focuses on specific dams, that included recommended repairs in the inspection reports on file with the State. In addition, recommendations are given for specific dams without inspection reports, based on observations made during the visual inspection conducted by WRC staff.
Erity Dam (EGLE ID 247)
The inspection report for the Erity Dam was from October 2012. The dam had a hazard classification of Low and a condition assessment of Poor. The east structure of the Erity Dam is owned by the Village of Beverly Hills and the west structures ownership is unknown. The report stated that DEQ staff were attempting to determine the ownership of the West structure. Please note, the Erity Dam has been inspected by DEQ staff since 1992 and is overdue for an inspection and report. The report noted that the dam did not have adequate spillway capacity to pass the design flood. Additionally, both structures needed vegetation removal and management around the structures.
Regarding the west structure with unknown ownership, the report included a recommendation to enlist a qualified engineer to evaluate the spillway condition. The spillway was observed to have deficiencies and was in poor condition with trees growing along the spillway abutments, causing deflection of the concrete walls. It was recommended that the left and right upstream abutment
walls should be repaired as soon as possible. Additionally, the report recommended preparing a plan to address the structural deficiencies and implementing it as soon as possible as the west spillway had continued to deteriorate from previous reports.
Regarding the east structure owned by Village of Beverly Hills, the report recommended completing an in-depth analysis of the spillway within the next 15 years, though it was in fair condition. The left abutment wall had a tree growing adjacent to the wall, which caused the wall to crack and rotate. There was a void behind the right abutment wall that was creating an unstable condition. The report stated there was not an immediate threat with the East spillway; however, this had been a noted problem in past inspection reports.
Holly Dam (EGLE ID 253)
The inspection report for the Holly Dam was from November 2017. The dam had a hazard classification of Significant and a condition assessment of Poor. The Holly Dam is owned by the Village of Holly. According to the 2017 report, the deterioration of the principal spillway could be a threat to the stability of the dam. The dam was noted as having insufficient freeboard; however, it had adequate spillway capacity. It was observed that the concrete of the principal spillway had cracked and spalled. The powerhouse spillway structure was observed to have structural deficiencies; however, this was deemed not a direct threat to the stability or operation of the dam. The concern with the powerhouse was for public safety, unauthorized entry, and vandalism. The report recommended the owner of the dam to submit a plan and schedule to address deficiencies with the principal spillway and left earthen embankment of the diversion dam by February 1, 2018.
Haven Hill Lake Dam (EGLE ID 696)
The inspection report for the Haven Hill Lake Dam was from May 2015. The dam had a hazard classification of Low and a condition assessment of Poor. The Haven Hill Lake Dam is owned by the Michigan Department of Natural Resources (MDNR) Parks and Recreation. The report noted that there was deterioration of the concrete principal spillway. It was also stated that the dam had adequate spillway capacity to pass the design flood but with insufficient freeboard. The 2015 report recommended repair or replacement of both concrete principal spillway abutment walls due to exposed stone masonry and reinforcing steel. The 2015 inspection report stated that this was a repeated recommendation from past reports.
Duck Lake Dam (EGLE ID 698)
Spicer Group reviewed the Duck Lake Dam inspection report from October 2016. The dam had a hazard classification of Low and a condition assessment of Fair. The Duck Lake Dam is owned by the Charter Township of Orion. The report recommended restoring the function of the dam’s three (3) drawdown gates. The report speculated that the conduits near the drawdown gates had become damaged or separated. It also noted that stabilization measures should be implemented in the eroded areas adjacent to the bridge/spillway abutment wall. It was noted that major improvements were completed in 2014 which included removing trees along the embankment, regrading and installing gabion baskets, rehabilitation of the concrete abutment walls, and replacement of the Nakomis Road bridge. Additionally, monitoring was recommended for the seepage area, also known as a boil, located immediately downstream of the drawdown structure.
Vhay Lake Dam (EGLE ID 783)
Spicer Group reviewed the Vhay Lake Dam inspection report from April 2017. The dam had a hazard classification of Low and a condition assessment of Poor. The Vhay Lake Dam is owned by the Vhay Lake Property Owner’s Association (POA). The report noted that the concrete spillway was in poor condition and the hydraulic capacity was less than the 100-year design flood event. According to the 2017 report, the dam was only capable of conveying approximately half of the 100-year flood discharge. It was recommended that significant work be completed on the dam to increase the hydraulic capacity.
Additionally, the report recommended repair or replacement of the left and right upstream wingwalls and the right and left downstream abutment due to loss of concrete and exposed rebar. These were both recommended to take place within the next five (5) years from the report date. The report also recommended replacing the weir crest. The report noted that the weir crest should be replaced with a new concrete weir or adjustable stop log system. It specifically mentioned the weir should NOT be replaced in kind. The report also noted that there were areas of seepage observed on the downstream face and toe of the embankment slope. It was recommended that the seepage should be monitored and if the condition worsens, a French Drain or toe blanket drain should be installed.
Petrauskas Pond (EGLE ID 968)
The Petrauskas Pond Dam was visited on September 8, 2020 by WRC Staff. The dam has a hazard classification of Low with no condition assessment. As part of the visit it was noted that the primary outlet should be inspected due to failure. Additionally, this structure is regulated under Part 315 and is need of a full inspection. WRC Staff spoke with the owners and will continue to follow up to have the structure inspected in 2021. Additional, WRC note, there is minimal downstream risk due to available floodway and minimal impoundment of water.
Cranbrook Lake Dam (EGLE ID 1667)
The inspection report for the Cranbrook Lake Dam was from December 1996. Please note, the Cranbrook Lake Dam is overdue for an inspection and report. The Cranbrook Lake Dam is owned by the Cranbrook Educational Community. The dam had a hazard classification of Low and a condition assessment of Fair. According to the 1996 report, the spillway capacity was inadequate to pass peak flood flows. Key recommendations in the report include the following:
Lower the lake level by removal of the single timber stop log (approximately four (4) inches) in each spillway
Construct a new gate in Upper Spillway No. 2 and two (2) gates in the Lower Spillway Consider raising the dam by approximately two (2) feet to provide adequate freeboard
and/or consider creation of an emergency spillway immediately north of the Lower Spillway (at the location of previous overtopping)
The Upper No. 2 spillway was observed to have weakened embankment and spillway abutment walls from tree roots. The Upper No. 1 spillway was observed to have dry-laid field stone walls which were in poor condition. The report stated that the combined capacity of the three spillways in the dam was inadequate to pass the required design flow.
Lower Hatchery Dams (EGLE ID 1679)
The Lower Hatchery Dam was visited on September 22, 2020 by WRC Staff. The dam had a hazard classification of Low with no condition assessment. The Lower hatchery Dam is in the Drayton Plains Nature Center in Waterford. As part of the visit it was noted that the center support should be inspected due to spalling concrete. Additionally, this structure is regulated under Part 315 and is need of a full inspection. WRC Staff spoke with representatives from the city and they plan to have the structure inspected in 2020. Additionally, WRC noted, there is minimal downstream risk due to available floodway and minimal impoundment of water.
Secord Lake Dam (EGLE ID 1707)
The Secord Lake Dam was visited on September 10, 2020 by WRC Staff. The dam had a hazard classification of Low with a condition assessment of Fair. As part of the visit it was noted that the pipe from the lake appears to be collapsing. Additional WRC note, there is minimal downstream risk due to available floodway. However, there are 7 homes on the impoundment that may lose value if the structure failed.
Lake Araho Dam (EGLE ID 1710)
The Lake Araho Dam was visited on September 1, 2020 by WRC Staff. The dam had a hazard classification of Low with no condition assessment. As part of the visit it was noted that the primary outlet should be inspected due to failing concrete. Additionally, this structure is regulated under Part 315 and is need of a full inspection. WRC Staff spoke with the owners and they plan to have the structure inspected in 2020. Additional, WRC note, there is minimal downstream risk due to available floodway and minimal impoundment of water. However, there are 26 homes on the impoundment that may lose value if the structure failed.
Pettibone Pond Dam (EGLE ID 1971)
Spicer Group reviewed the inspection report for the Pettibone Pond Dam from September 2000. The dam had a hazard classification of Low and a condition assessment of Poor. The Pettibone Pond Dam is owned by MDNR Parks and Recreation. Please note, the Pettibone Pond Dam is overdue for an inspection and report. According to the 2000 report, the dam did not have sufficient capacity to pass the design flood. Key recommendations in the report include the following:
Remove a minimum of one foot of stoplogs from the spillway to provide adequate spillway capacity during design flood conditions
Install toe drain on the right embankment by October 1, 2001 Develop a plan to address repairs to the concrete spillway by 2005 Monitor settlement and seepage at the embankment toe on a quarterly basis.
The concrete spillway was observed to have deterioration in several locations; however, they did not require immediate repair. There was also observation of cracks at the junction of the right abutment wall and right downstream wingwall. These cracks were also observed in the 1992 report. Please note, this recommendation is from 2000 and Spicer Group is unaware of the current condition of the dam.
Hartman & Tyner Mitigation Pond 1 (EGLE ID 2641)
Spicer Group reviewed the inspection report for the Hartman & Tyner Mitigation Pond 1 Dam inspection report from November 2019. The dam had a hazard classification of Low and a condition assessment of Fair. The Hartman & Tyner Mitigation Pond 1 is owned by MDNR Wildlife. The report recommended urgent work on portions of the dam. Key recommendations in the report included the following:
Remove or replace both failing principal spillway outlet pipe end sections as soon as practical
Backfill, compact, and seed the eroded segment of the embankment to the right of the left spillway outlet pipe as soon as practical
Monitor the erosion occurring adjacent to the left concrete spillway structure monthly
The principal spillway outlet was recommended for removal or replacement due to previous inspection reports indicating the pipes had signs of sag and misalignment. Both pipes were in a state of partial collapse.
Regulated Dams Owned by WRC
Of the 92 regulated dams, 32 are owned and maintained by WRC. Dam inspections were completed by WRC staff for all dams in 2019 as part of our scheduled triennial inspection process and reports are on file with the State. Key information from those reports related to existing conditions and recommended repairs are summarized here.
General Recommendations
Of the 32 structures owned and operated by WRC, 31 are rated at Satisfactory or Fair condition. Most of the repairs recommended through the inspection process have been completed by WRC staff. For outstanding repairs, WRC is either working internally or working with a contractor to complete the repairs.
Currently the only general recommendation is to update EAP maps to better reflect dam break flood mapping. WRC staff has started this process utilizing a consultant.
Specific Recommended Repairs
This section focuses on specific dams, that included recommended repairs from the inspection reports, or existing condition. Additionally, any structure with a poor or unsatisfactory condition and a hazard classification of Significant or High is included here.
Clintonville Dam {Oakland-Woodhull} (EGLE ID 241)
The Oakland-Woodhull Lake Dam was inspected in 2019. The dam had a hazard classification of Significant and a condition assessment of Satisfactory. In the report there are notes of minor repairs for fencing and vegetation. This work will be handled internally.
Loon Lake Dam (EGLE ID 245)
The Loon Lake Dam was inspected in 2019. The dam had a hazard classification of Significant and a condition assessment of Satisfactory. In the report there are notes of minor repairs for low flow valves and additional consideration for the operation of Loon #1. WRC is working with a contractor to complete the repairs noted.
Lake Louise Dam (EGLE ID 255)
The Lake Louise Dam was inspected in 2019. The dam had a hazard classification of High and a condition assessment of Satisfactory. In the report there are notes of minor repairs for low flow valves and vegetation removal. WRC is working with a contractor to complete the repairs noted.
Oxbow Lake Dam (EGLE ID 263)
The Oxbow Lake Dam was inspected in 2019. The dam had a hazard classification of High and a condition assessment of Satisfactory. In the report a missing downstream bar screen is noted. WRC is working with a contractor to complete the repair.
Pontiac Lake Dam (EGLE ID 265)
The Pontiac Lake Dam was inspected in 2019. The dam had a hazard classification of High and a condition assessment of Fair. In the report there are notes of the following-
Non-Functional Gate – WRC, worked through a contractor and completed gate repairs
Wingwall Cracks – WRC, through a consultant, is monitoring the wingwalls for movement. This has been deemed a nonstructural concern at this time
Spalling of concrete in spillway – WRC Field Staff are monitoring the spillway for additional cracks.
South of Dike No. 1 Saturation – WRC is working with a consultant to determine if this poses any risk to the structure. This work is scheduled to be complete in 2021.
WRC is in the long-range planning phase for a major reconstruction project on this dam in the next 10-years.
Waterford Multi-Lake Level Control (EGLE ID 275)
The Waterford Multi-Lake Dam was inspected in 2019. The dam had a hazard classification of Significant and a condition assessment of Satisfactory. In the report there are notes of changes to the O & M plan for the gates. WRC is working internally to make the O & M changes noted.
Dawson Millpond Dam (EGLE ID 718)
The Dawson Millpond Dam was inspected in 2019. The dam had a hazard classification of High and a condition assessment of Satisfactory. In the report there are notes to repair the damaged sluice gate and remove vegetation from the dam. This work was completed by a contractor this year.
Bevins Lake Dam (EGLE ID 1661)
The Bevins Lake Dam was inspected in 2019. The dam had a hazard classification of Low and a condition assessment of Poor. This structure poses no risk to downstream residents in its current condition. The Bevins Lake Dam is a sheet pile structure that has failed and currently is not functioning. The WRC is in the design process for a new dam at this location.
Wau-Me-Gah Lake Dam (EGLE ID 1675)
The Wau-Me-Gah Lake Dam was inspected in 2019. The dam had a hazard classification of Significant and a condition assessment of Satisfactory. In the report there are notes of minor grout work in the downstream culvert. WRC is working internally to make the repairs noted.
Unregulated or Inventoried Structures
There are 46 structures that are not regulated under any act and are considered inventory dams. They do not require inspection by the State and therefore, no report has been submitted. WRC staff conducted site visits for most of the dams in this category to confirm their existence and determine the general condition of these structures. WRC was unable to locate several of the structures. Additional effort will be required to verify the information for these dams.
It should be noted that inventory structures in this section are not regulated by any authority. As such there is limited action that can be taken to ensure the structure is maintained.
General Recommendations
Regarding the data within EGLE’s GIS, it is recommended the information be updated, based on the findings of this report. There are several structures that no longer exist and should be removed or noted as such. Additional structures may need to be added to their inventory list.
The following structures have been removed, failed or are no longer in service (these are the same structures mentioned in the first paragraph of this report). As such they should be removed from the EGLE Database-
Gehrke Dam, 250
Crystal Lake Dam, 776
Pontiac Motor Division Detention Basin, 1367
Eggleston Dam, 1673
Paint Creek Cider Mill Dam, 1700
Rochester City Park Dam, 1702
Shoup Pond, 1709
Woodcreek Hills Dam, 1718
Misuaraca Dam, 2286
Mill Pond Dam, 2287
Outwood Sub Dam, 2289
Specific Recommended Repairs
This section focuses on specific unregulated inventory dams that have no report on file and have noted deficiencies. Recommendations are given based on observations made during the visual inspection conducted by WRC staff.
Fenton Dam #1 (EGLE ID 1670)
The Fenton Dam #1 is unregulated but has a condition assessment of “unsatisfactory”. The Fenton Dam #1 is owned by Rose Township Parks. The township has removed all boards from this structure, and it is abandoned. There is only natural flow and impoundment.
Fenton Dam #2 (EGLE ID 1671)
The Fenton Dam #2 is unregulated but had a condition assessment of “unsatisfactory”. The Fenton Dam #2 is owned by Rose Township Parks. The township has removed all boards from this structure, and it is abandoned. There is only natural flow and impoundment.
Fenton Dam #3 (EGLE ID 1672)
The Fenton Dam #3 is owned by Rose Township Parks the last in a chain of three structures. The township has removed all boards from this structure, and it is abandoned. There is only natural flow and impoundment.
Lake Genesareth Dam (EGLE ID 1677)
The Lake Genesareth Dam was visited on September 28, 2020 by WRC Staff. The Lake Genesareth Dam is in Farmington Hills. As part of the visit it was noted that the weir needs repair due to spalling concrete. Additional WRC note, there is minimal downstream risk due to available floodway and minimal impoundment of water.
Franklin Drain Dam (EGLE ID 1689)
The Franklin Drain Dam was visited on September 28, 2020 by WRC Staff. The Franklin Drain Dam is in West Bloomfield Township. As part of the visit it was noted that the weir needs repair. Additional WRC note, there is minimal downstream risk due to available floodway, culvert restriction, and minimal impoundment of water. However, there are 7 homes on the impoundment that may lose value if the structure failed.
Franklin Drain Dam (EGLE ID 1695)
The Franklin Drain Dam was visited on September 28, 2020 by WRC Staff. The Franklin Drain Dam is in West Bloomfield Township. As part of the visit it was noted that the sheet pile wall needs repair. Additional WRC note, there is minimal downstream risk due to available floodway and minimal impoundment of water.
Franklin Drain #2 Dam (EGLE ID 1696)
The Franklin Drain Dam #2 was visited on September 28, 2020 by WRC Staff. The Franklin Drain #2 Dam is in West Bloomfield Township. As part of the visit it was noted that the sheet pile wall needs repair. Additional WRC note, there is minimal downstream risk due to available floodway and minimal impoundment of water.
Appendix A
Summary of Pertinent Information from EGLE Database Note: the recommendations for each structure are located on pages 10 - 18.
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
237 Oxford Multi-lakes Control Structure Private
Oakland County Drain
Commissioner Low Satisfactory 1975 45 25-Jul-19 3
239 Bunny Run Dam Private Oakland County WRC Low Satisfactory 1926 94 31-Oct-19 3
240 Yes Clarkston Dam Private Lehman Investment Company High Satisfactory 1900 120 03-Aug-11 3
241 Clintonville Dam Private
Oakland County Drain
Commissioner Significant Satisfactory 1915 105 01-Nov-19 3
242 Commerce Dam Private
Oakland County Drain
Commissioner Low Fair 1915 105 16-Aug-19 3
244 Yes Davisburg Dam
Local
Government
Oakland County Parks and
Recreation (County) Low Satisfactory 1835 185 16-Jul-18 5
245 Loon Lake Dam Private
Oakland County Drain
Commissioner Significant Satisfactory 1936 84 19-Aug-19 3
247 Yes Erity Dam
Local
Government Village of Beverly Hills Low Poor 1913 107 25-Sep-12 5
248 Yes Ford Dam #3 (Hubbell Pond)
Local
Government Village of Milford Significant Satisfactory 1939 81 25-Apr-17 4
250 Gehrke Dam Private Anmar Inc. Significant Not Rated 1913 107 01-Jan-01
253 Yes Holly Dam
Local
Government Village of Holly Significant Poor 1840 180 31-Jul-17 4
255 Lake Louise Dam Private
Oakland County Drain
Commissioner High Satisfactory 1925 95 31-Jul-19 3
1 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
256 Lakeville Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1913 107 31-Jul-19 3
259 Yes Lake Orion Dam
Local
Government Village of Lake Orion Significant Satisfactory 1829 191 29-Jul-16 4
263 Oxbow Dam Private
Oakland County Drain
Commissioner High Satisfactory 1964 56 30-Aug-19 3
264 Yes Perrysville Dam Private
Dennis Karas, Karas Industrial
Sales, Inc. Low Not Rated 1890 130 01-May-96 5
265 Pontiac Lake Dam Private
Oakland County Drain
Commissioner High Fair 1920 100 05-Nov-19 3
266 Yes Pungs Dam Private Jay and Bernadett Gagen Low Satisfactory 1923 97 07-Apr-16 5
267 Yes Quarton Dam
Local
Government City of Birmingham Significant Satisfactory 1921 99 20-Jun-17 4
272 Bald Mountain Pond Dam State MDNR Fisheries Low Not Rated 1946 74 03-Sep-92
273 Spring Lake Dam Private
Great Lakes Lot Owners
Association Low Not Rated 1938 82 01-Jan-01 5
275 Waterford Multi-Lakes Level Control Private
Oakland County Drain
Commissioner Significant Satisfactory 1973 47 12-Jun-19 3
276 Yes Wildwood Lake Dam State MDNR Parks & Recreation High Satisfactory 1961 59 17-Oct-18 3
277 Yes Winkler Pond Dam Private Nathaniel L. & Bryn Brock Significant Satisfactory 1917 103 13-May-20 4
314 Yes Phipps Lake Dam Private UJF Otronville Low Fair 1930 90 12-Nov-16 5
315 Dixie Lake Dam Private Low Not Rated 1940 80 01-Jan-01
432 Yes Big Seven Lake Dam State MDNR Parks & Recreation Low Fair 1967 53 28-Oct-19 5
2 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
448 Yes Seven Lakes Addition Dam State MDNR Parks & Recreation Low Fair 1970 50 07-May-15 5
614 Yes Lake Neva Dam Private
Lakewood Village Improvement
Assoc High Satisfactory 1955 65 17-Dec-15 3
615 Yes Lake Sherwood Dam Private Lake Sherwood Association Significant Satisfactory 1957 63 13-Oct-17 4
679 Addison Oaks Dam
Local
Government Oakland County Parks Low Not Rated 1976 44 14-Sep-77
681 Twelve Oaks Mall Dam Private The Taubman Company, Inc. Low Not Rated 1976 44 14-Jul-77
682 Yes Upper Trout Lake Dam State MDNR Parks & Recreation Low Fair 1963 57 16-Sep-15 5
683 Yes Lower Trout Lake Dam State MDNR Parks & Recreation Low Fair 1963 57 16-Sep-15 5
684 Yes Endicott Lake Dam Private Linda Goldman Significant Satisfactory 1913 107 15-Apr-08 4
687 Yes Indian Lake Dam Private Indian Lake Dam Association Low Satisfactory 1928 92 06-Sep-18 5
3 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
688 Yes Prince Lake Dam State MDNR Parks & Recreation Low Satisfactory 1963 57 28-Jul-17 5
689 Yes Pettibone Creek Dam #1
Local
Government Village of Milford Low Satisfactory 1938 82 25-Apr-17 5
690 Pettibone Creek Dam No 2 Private Tom Callan Low Not Rated 1938 82 01-Jan-01
691 Yes Moore Lake Dam State MDNR Parks & Recreation Low Fair 1938 82 28-Jul-17 5
692 Yes Heron Dam State MDNR Parks & Recreation High Fair 1969 51 17-Oct-18 3
693 Yes Davisburg Trout Pond Dam State MDNR Wildlife Significant Satisfactory 1951 69 28-Jul-17 4
694 Yes Braemar Lake Dam Private Braemar Lake POA Low Satisfactory 1960 60 19-Oct-18 5
695 Yes Knoblock Lake Dam Private Knobby Hill Farms Association Low Fair 1935 85 18-Jul-17 5
696 Yes Haven Hill Lake Dam State MDNR Parks & Recreation Low Poor 1924 96 07-May-15 5
698 Yes Duck Lake Dam
Local
Government Charter Township of Orion Low Fair 1920 100 29-Jul-16 5
4 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
699 Indianwood Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1920 100 22-Jul-19 3
718 Dawson Millpond Dam Private
Oakland County Drain
Commissioner High Satisfactory 1915 105 12-Sep-19 3
758 Renchik Dam Private
Christopher & Elizabeth
Smither Low Not Rated 1957 63 01-Jan-01 5
776 Crystal Lake Dam State MDNR Parks & Recreation Low Not Rated 1924 96 19-Aug-92
777 Yes Wolverine Lake Dam
Local
Government Village of Wolverine Lake Significant Fair 1925 95 17-Nov-16 4
783 Yes Vhay Lake Dam Private Vhay Lake POA Low Poor 1966 54 24-Mar-17 5
819 Duck Lake Dam Private
Oakland County Drain
Commissioner Low Fair 1953 67 01-Oct-19 3
850 Yes Susin Lake Dam Private Susin Lake Improvement Board Low Satisfactory 1945 75 06-Oct-17 5
862 Yes Crystal Lake Dam Private City of Pontiac Low Fair 1989 31 16-Aug-19 3
916 Union Lake Level Control Structure Private
Oakland County Drain
Commissioner Low Satisfactory 1964 56 30-Aug-19 3
917 Walled and Shawood Lakes Dam Private
Oakland County Drain
Commissioner Low Fair 1985 35 16-Aug-19 3
918 Watkins Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1960 60 29-Aug-19 3
919 Williams Lake Control Structure Private
Oakland County Drain
Commissioner Low Satisfactory 1972 48 18-Sep-19 3
968 Petrauskas Pond Dam Private Raymond Petrauskas Low Not Rated 1988 32 5
969 Yes Leavenworth Detention Pond Dam
Local
Government City of Novi Low Satisfactory 1995 25 05-Jun-18 5
1151 Sisters of Mercy Dam Private Sisters of Mercy Low Not Rated 0 01-Jan-01
5 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
1367 Pontiac Motor Division Detention Basin Private Pontiac Motor Division Significant Not Rated 1982 38 13-Jun-82
1661 Bevins Lake Dam Private
Oakland County Drain
Commissioner Low Poor 1966 54 31-Oct-19 3
1662 Buell Road Dam Private Ralph Zakerski Low Not Rated 0 01-Jul-82
1663 Yes Bush Lake Dam Private Village of Holly Low Satisfactory 2011 9 09-Nov-19 3
1664 Cass Lake Control Structures 1 and 2 Private Oakland County WRC Low Fair 1968 52 29-Jun-19 3
1665 Cedar Island Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1965 55 16-Aug-19 3
1667 Yes Cranbrook Lake Dam Private
Cranbrook Educational
Community Low Fair 0 05-Dec-96 5
1669 Yes
Farmington Venture Detention Pond
Dam Private Farmington Brook Sub Ha Low Not Rated 1979 41 04-Dec-97 5
1670 Fenton Dam #1
Local
Government Rose Township Low Unsatisfactory 1937 83 10-Sep-92
1671 Fenton Dam #2
Local
Government Rose Township Low Unsatisfactory 1937 83 10-Sep-92
1672 Fenton Dam #3 Private Private Wm Wilson Low Not Rated 1937 83 04-May-89
1673 Eggleston Dam Private W. B. Eggleston Low Not Rated 1953 67 01-Jan-01
1674 Yes Heather Lake Dam Private
Village Oaks Common Areas
Assn Low Not Rated 1978 42 22-Jul-78 5
1675 Wau-Me-Gah Lake Dam Private
Oakland County Drain
Commissioner Significant Satisfactory 1930 90 18-Sep-19 3
1676 Yes Lake Charnwood Dam Private
Lake Charnwood Property
Owners Asso Low Not Rated 1963 57 01-Nov-12 5
1677 Lake Genesareth Dam Private Holy Sepulchre Cemetary Low Not Rated 0 01-Jan-01
1678 Lovett Dam Private J. L. Lovett Jr Low Not Rated 0 01-Jan-01
1679 Lower Hatchery Dams Private Drayton Plains Nature Center Low Not Rated 0 16-Aug-89 5
1680 Manito Lake Dam
Local
Government Oakland County Low Not Rated 1950 70 01-Jan-01
1681 Yes McGinnis Lake Dam State MDNR Parks & Recreation Low Fair 1978 42 07-May-15 5
1682 Meadowbrook Retention Dam Private Trinity Land Limited Low Not Rated 1979 41 05-Sep-80
6 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
1683 Yes Meadowglen Sub Storm Ret Pond Dam Private Meadowglen HOA Low Satisfactory 1977 43 26-Oct-18 5
1684 Meadowhills Est Retention Pond North Private Low Not Rated 1978 42 01-Jan-01
1685
Meadowhills Estates Retention Pond
South Private Low Not Rated 1978 42 18-Sep-79
1686 Yes Meadow Lake Dam Private Meadow Lake Farm Association Low Satisfactory 1950 70 06-Sep-00 5
1689 Franklin Drain Dam Private Unknown Low Not Rated 0 01-Jan-01
1690 Stony Creek Dam Private Unknown Low Not Rated 0 01-Jan-01
1691 River Rouge Dam #1 Private Unknown Low Not Rated 0 01-Jan-01
1692 River Rouge Dam #2 Private Unknown Low Not Rated 0 01-Jan-01
1693 Baldwin Pond Dam Private Donald Barlow Low Not Rated 0 01-Jan-01
1694 Cranbrook Foundation Dam Private Cranbrook Foundation Low Not Rated 0 01-Jan-01
1695 Franklin Drain Dam Private Unknown Low Not Rated 0 01-Jan-01
1696 Franklin Drain #2 Dam Private Unknown Low Not Rated 0 01-Jan-01
1697 Northbrook Gardeners Dam Private Northbrook Gardeners Low Not Rated 0 01-Jan-01
1698 Yes Northfield Hills Dam Private City of Troy Low Satisfactory 1971 49 02-May-19 5
1699 Old Hamestead Private Unknown Low Not Rated 0 01-Jan-01
1700 Paint Creek Cider Mill Dam Private Oakland Township Low Not Rated 0 01-Jan-01
1702 Rochester City Park Dam
Local
Government City of Rochester Low Not Rated 1934 86 01-Jan-01
1704 Hillview Lake Dam Private Mitchell Balcerzak Low Not Rated 0 01-Jan-01
1705 San Marino Golf Club Dam Private San Marina Golf Club Low Not Rated 1967 53 01-Jan-01
1706 Sashabaw Creek Dam Private R. J. Clark Low Not Rated 0 01-Jan-01
1707 Secord Lake Dam Private Alan & Charmaine Paulson Low Not Rated 0 01-Jan-01 5
1708 Sargent Creek Dam Private Carraher Adele Low Not Rated 0 01-Jan-01
1709 Shoup Pond
Local
Government Oakland County Low Not Rated 0 01-Jan-01
1710 Lake Araho Dam Private Paint Creek Group, Inc. Low Not Rated 0 01-Jan-01 5
1711 Smith Dam Private Fresh Air Society Low Not Rated 1938 82 01-Jan-01
1713 Stewart Lake Dam
Local
Government Oakland County Parks Low Not Rated 0 01-Jan-01
1714 Taylor Lake Dam Private Green & Les Low Not Rated 0 01-Jan-01
1715 Traxler Dam Private Traxler Low Not Rated 0 01-Jan-01
1716 Waldon Pond Dam Private Unknown Low Not Rated 0 01-Jan-01
1717 Tull Lake Dam Private
Twin Lakes Improvement
Association Low Not Rated 0 5
7 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
1718 Woodcreek Hills Dam Private Woodcreek Hills Development Low Not Rated 0 01-Jan-01 5
1719 Yates Mill Dam Private Yates Cider Mill Low Not Rated 0 01-Jan-01
1971 Yes Pettibone Pond Dam State MDNR Parks & Recreation Low Poor 1940 80 13-Sep-00 5
1998 Lake Angelus Level Control Structure
Local
Government Village of Lake Angelus Low Not Rated 1979 41 15-Aug-90
1999 Big Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1969 51 08-Nov-19 3
2000 Eagle Lake Dam
Local
Government Oakland County Low Not Rated 1978 42 01-Jan-01
2001 Fox Lake Dam Private
Oakland County Drain
Commissioner Low Fair 1965 55 12-Sep-19 3
2002 Middle & Lower Straits Dam Private Oakland County Water Low Fair 1965 55 25-Oct-19 3
2004 Storm Retention Pond Dam
Local
Government West Bloomfield Township Low Not Rated 1975 45 12-Sep-95
2005 Tipsico Lake Dam Private
Oakland County Drain
Commissioner Low Fair 1954 66 01-Oct-19 3
2120 Yes Proud Lake Dam State MDNR Parks & Recreation Low Satisfactory 1962 58 13-Sep-00 5
2172 Cemetary & Dollar Lake Dam Private
Oakland County Drain
Commissioner Low Fair 1973 47 12-Jun-19 3
2197 Yes Taft Road Regional Detention Basin
Local
Government City of Novi Low Satisfactory 1990 30 05-Jun-18 5
2198 Yes Thornton District Detention Basin
Local
Government City of Novi Low Satisfactory 1985 35 05-Jun-18 5
2199 Yes Meadowbrook Lake Dam
Local
Government City of Novi Low Satisfactory 1984 36 05-Jun-18 5
2286 Misuaraca Dam Private Josephine Misuraca Low Not Rated 0 01-Jan-01
2287 Mill Pond Dam Private C S Harding Mott Jr Low Not Rated 0 01-Jan-01
2288 Yes Ray Dam
Local
Government City of Southfield Low Satisfactory 0 20-Jun-17 5
2289 Outwood Sub Dam Private Unknown Low Not Rated 0 01-Jan-01
2290 Warstler Dam Private Floyd Warstler Low Not Rated 0 01-Jan-01
2413 Galloway Creek USGS Control Federal DOI USGS Low Not Rated 1960 60 01-Jan-01
8 of 18
Summary of Data for Dams In Oakland County
DamID
WRC
provided
Report Dam Name Owner Type Owner Name
Downstream Hazard
Potential Condition Assessment Year Constructed Age Last Inspection Date
Frequency of
Inspection
2415 River Rouge USGS Control Private DOI USGS Low Not Rated 1962 58 01-Jan-01
2416 Upper River Rouge USGS Control Private DOI USGS Low Not Rated 1959 61 01-Jan-01
2470 Applebrook Detention Basin #1 Private Biltmore Properties Low Not Rated 1981 39 01-Jan-01
2471 Oak River Sub #2 Dam Private Biltmore Properties Low Not Rated 1981 39 29-Jan-88
2472 Troy Lakes Estates Dam Private Chris Nelson & Son Inc Low Not Rated 1993 27 01-Jan-01 5
2496 Yes Waterfowler's Impoundment Dam State MDNR Wildlife Low Fair 1985 35 28-Oct-19 5
2497 Yes Thread Creek Impoundment Dam State MDNR Wildlife Low Satisfactory 1969 51 28-Oct-19 5
2570 Orchard Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1968 52 26-Nov-19 3
2580 Pebble Creek Detention Basin Dam
Local
Government City of Farmington Hills Low Not Rated 0 5
2641 Yes Hartman & Tyner Mitigation Pond 1 State MDNR Wildlife Low Fair 1993 27 28-Oct-19 5
2642 Yes Hartman & Tyner Mitigation Pond 2 State MDNR Wildlife Low Satisfactory 1993 27 28-Oct-19 5
2643 Commerce Township Park Dam
Local
Government Low Not Rated 0
4002 Long Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1965 55 25-Oct-19 3
4003 Scott Lake Control Structure Private
Oakland County Drain
Commissioner Low Not Rated 0 3
4004 White Lake Dam Private
Oakland County Drain
Commissioner Low Satisfactory 1948 72 29-Aug-19 3
9 of 18
Summary of Data for Dams In Oakland County
DamID
237
239
240
241
242
244
245
247
248
250
253
255
Recommendations
Repairs performed in 2006 and 2008 addressed current maintenance concerns. Banks and vegetation should be maintained at their present condition. The headwall of the outlet structure has spalling on its concrete face. An epoxy mortar
overlay on sound concrete should be placed in the near future. The headwall railing is in need of repair at the same time.
The Davisburg Dam is in satisfactory overall condition. Based upon observations at the time of the inspection, there were no apparent structural deficiencies that may lead to the dam’s immediate failure. The principal spillway does not have
adequate capacity to convey the design flood; however, the embankment has been armored for protection from overtopping flows. Therefore, the dam is considered to have adequate spillway capacity to safely convey the design flood. The
following recommended actions are listed by priority: 1. Continue to monitor the condition of the principal spillway gate and outlet pipe monthly. 2. Perform a follow-up televised camera inspection of the interior of the principal spillway gate
and outlet pipe within five years. Implement repairs or replacement as recommended in the inspection report. 3. Remove woody debris from the upstream slope and continue to mow the entire earthen embankment a minimum of two
times per year to prevent further establishment of woody vegetation and facilitate visual inspection. 4. Continue to monitor the grouted riprap overtopping protection for damage during overtopping events. Repair as necessary. 5. Continue
to lubricate and operate the principal spillway gate a minimum of two times per year to ensure its proper operability. 6. Prepare, and keep up-to-date an Operation and Maintenance (O&M) Plan for the dam. Provide updated copies to the
Dam Safety Program. The dam’s current low hazard potential rating remains appropriate.
The Erity Dam is in poor condition. The dam does not have adequate spillway capacity to safely pass the design flood. Based upon observations at the time of the inspection, there were, however, no other apparent structural deficiencies that
may lead to the immediate failure of the dam. The following recommended actions should be completed by the owner of the right spillway. 1. Enlist the services of a qualified engineer to further evaluate the right spillway’s condition and
develop a long-term plan to address its deficiencies. Implement the plan for major repair, replacement, or removal of the structure as soon as reasonably possible. 2. Develop a plan to address the spillway capacity deficiency as soon as
reasonably possible. This should be done in accordance with the repair, replacement, or removal of the spillway. 3. Remove all trees and brush from the embankments as soon as reasonably possible. 4. Backfill, compact, and seed the eroded
areas adjacent to both downstream abutment walls as soon as possible. 5. Monitor quarterly the seepage collection pipe located along the left downstream channel wall. Report any changes in the flow rate, color, or sediment transport to
the Dam Safety Program. 3 The following recommended actions should be completed by the Village of Beverly Hills on the left spillway. 1. Repair the left upstream and right downstream abutment walls as soon as possible. 2. Remove all
trees and brush from both embankments as soon as reasonably possible. 3. Within 15 years, perform an in-depth analysis of the left spillway’s concrete structure. 4. Prepare an Operation and Maintenance Plan (O&M Plan), providing a copy
to the Dam Safety Program. The low hazard potential rating for this dam remains appropriate.
1. Within the next year, remove trees at the toe of the right earth embankment downstream slope to a point approximately 8-feet away from the toe of slope. 2. Continue to monitor by either observation or collection of the seepage flow in
both earth embankments. Note any increase in flow or movement of soil particles. 3. Use the Operation and Maintenance (O&M) Plan outlined both the office notebook and items covered in this Operation and Maintenance Section of this
Report. 4. Update the Emergency Action Plan contacts. Provide information to the Oakland County Emergency Services Coordinator for acceptance then provide EAP documentation to the MDEQ.
The Holly Dam is in overall poor condition. Continued deterioration of the principal spillway and powerhouse structure will pose a threat to the stability of the dam in the mid to long-term. The dam has adequate spillway capacity to convey
the design flood, but with less than recommended freeboard. The following recommended actions are listed by priority: 1. Remove all trees and brush from both earthen embankments. This recommendation is repeated from the 2009
inspection report, and should be completed as soon as possible. After clearing, both embankments should be mowed or treated with herbicide a minimum of two times per year to prevent further establishment of woody vegetation and to
facilitate visual inspection. 2. Submit a plan and schedule to address deficiencies with the principal spillway and left earthen embankment of the diversion dam by February 1, 2018. Plans could include repair, replacement, or removal of the
structures. 3. Implement a program to remove all burrowing animals and beavers from the vicinity of the dam. Backfill existing burrows and remove debris from both spillway structures as necessary. 4. Review, and update as necessary, the
Emergency Action Plan (EAP) for this dam in coordination with Oakland County Homeland Security. Provide the results of this review, and any updates, to the Dam Safety Program by December 31, 2017. 5. Review and update the Operation
and Maintenance (O&M) Plan periodically. Provide updated copies to the Dam Safety Program. The dam’s current significant hazard potential rating remains appropriate.
10 of 18
Summary of Data for Dams In Oakland County
DamID
256
259
263
264
265
266
267
272
273
275
276
277
314
315
432
Recommendations
The Lake Orion Dam is in satisfactory overall condition. Based upon observations at the time of the inspection, there were no apparent structural deficiencies that may lead to the dam’s immediate failure. The dam has adequate spillway
capacity to safely convey the design flood. The following recommended actions are listed by priority: 1. Repair cracks and spalling on the downstream face of the principal spillway. This recommendation is repeated from previous inspection
reports and should be completed as soon as reasonably possible. 2. Remove all trees and brush from the earthen embankment. This recommendation is repeated from previous inspection reports and should be completed as soon as
reasonably possible. After clearing, the entire earthen embankment should be mowed or treated with herbicide a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. 3.
Provide Dam Safety Program staff access to the auxiliary spillway head gate and powerhouse structures during the 2020 inspection of the dam or have a consulting engineering firm inspect these structures before that inspection. 4. Review,
and update as necessary, the dam’s current Emergency Action Plan (EAP) in coordination with Oakland County Emergency Management. Provide the results of this review, and any updates, to the Dam Safety Program. This action was due on
December 31, 2008. 5. Prepare and keep up to date an Operation and Maintenance Plan (O&M Plan) for the dam. Provide updated copies to the Dam Safety Program. The dam’s current significant hazard potential rating remains appropriate.
Mortared joints in the spillway tunnel should be inspected occassionally and repointed as is necessary to ensure the walls stay in good repair. Rip rap should be replaced if losta long the north and south banks of the spillway tunnels outflow
to ensure good protection of the slopes.
Recommended all trees and stumps be removed from the entire embankment and to 10 feet beyond the toe of embankment at a time when the lake has been drawn down. Keep embankment free of trees and brush in the future. Steps
should be taken to provide for frequent monitoring during any flood situation and to provide a sure, effective method for removing an adequate number of stop logs during a flood situation. Plans should be made for replacement of the
upstream wingwalls and downstream upper retaining walls. Other unsound concrete should be chipped away and be armored with a 6" layer of new concrete, anchored to the old concrete. This work should be completed prior to the next
required inspection in five years. Burrowing animals should be removed from the area. It is recommended that a simple operation and maintenance plan be established for this dam.
1. Continue to monitor the seepage along the downstream right abutment of the principal spillway and downstream left abutment of the auxiliary spillway outlet structures on a quarterly basis. Report any changes in seepage flow rate, color,
or sediment deposition to the Dam Safety Program. 2. Remove all trees and brush from the upstream face of the left earthen embankment. This recommendation is repeated from the 2013 inspection report and should be completed as soon
as possible. After clearing, both embankments should be mowed a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. 3. Backfill and seed the small eroded area along the
upstream face of the left earthen embankment by November 1, 2018. 4. Continue to operate the auxiliary spillway gates through their entire range of motion a minimum of two times per year to ensure their proper operability. 5. Prepare,
and keep up-to-date, an Operation and Maintenance Plan (O&M Plan) for the dam. Provide copies, and any updates, to the Dam Safety Program.
1. Perform a televised camera inspection of the interior of the principal spillway outlet pipe. This recommendation is repeated from previous inspection reports and should be completed as soon as reasonably possible. 2. Monitor the foot
traffic erosion along the upstream slope of the earthen embankment on an annual basis. If the condition worsens, implement erosion control measures as necessary. 3. Review, and update as necessary, the dam's Emergency Action Plan
(EAP) in coordination with Oakland County Emergency Management. Submit the results of this review, and any updates to the Dam Safety Program. This action was due on December 31, 2012. 4. Periodically review and update the dam's
Operation and Maintenance Plan (O&M Plan). Provide updated copies to the Dam Safety Program.
1. Monitor seepage on the back left slope (as facing downstream) and report any flow change or sedimentation accumulation. 2. Backfill animal burrown on the embankment side of the left buttress. 3. Locate, mark and monitor the toe
drains. 4. Repair spalling concrete in the spillway structure.
11 of 18
Summary of Data for Dams In Oakland County
DamID
448
614
615
679
681
682
683
684
687
Recommendations
1. Perform repairs to the drawdowsn gate and restore the normal impoundment level, as authorized by DEQ Permit No. 15-63-0023-P. Replace the missing access hatch upon completion of these repairs, as it is a potential safety hazard and is
susceptible to unauthorized entry and/or vandalism. 2. Remove all remaining trees and brush from the earthen embankment and principal spillway inlet. THis condition is repeated from previous inspection reports and should be completed
as soon as possible. After clearing, the entire embankment should be mowed a minimum of two times per year to prevent further establishment of woody vegetation and facilitate visual inspection. 3. Remove all burrowing animals from the
vicinity of teh dam by June 1, 2016. Backfill, compact, and seed all existing burrows once the animals are removed. 4. Monitor the historical depression at the downstream face of the earthen embankment on an annual basis for changes in
size or erosion. If the condition worsens, the depression should be backfilled, compacted, and seeded. 5. Commission a televised camera inspection of teh interior of the principal spillway outlet pipe within 10 to 15 years. Implement repairs
or replacement of the pipe as recommended in that inspection report. 6. Review and update the Operation and Maintenance Plan (O&M Plan) annually. Provide any updates to the Dam Safety Program.
1)Some minor bare spots and mole “tracks/tunnels” were found in several areas over the length of the earthen dam on the east side of Biscayne Street. These have very little impact on the integrity of the dam, as long as they are repaired
and controlled. To repair, anyholes should be filled and compacted with clay material and the “tracks”compacted level the vegetative surface. Eliminating or controlling the moles is essential to prevent major future maintenance
requirements. The bare spots should be seeded with a field grass such as perennial rye or wild flowers. 2)Depressions and eroded areas along the shoreline of Brendel Lake at the outlet pipes. The gabion baskets installed with the
reconstruction of the outlet structure are still in good condition, but the shoreline on each side of baskets is eroding. There is no major urgency but these areas need to be watched for continued erosion. 3)Debris in the overflow pipe. The
flared end section and the bar grate have collected sticks and leaves that should be cleaned out. This overflow pipe is an important safety devise to control the maximum high water elevation of Lake Neva and control the hydrostatic pressure
on the earthen dam of which Biscayne Avenue is built. 4)Lake Neva Shoreline Erosion. There is some shoreline erosion along the west side of Biscayne Street, but, it is very minor and just needs to be monitored.
1. Monitor all cracks in the principal spillway drop structure for changes in crack size.2. Monitor the upstream sheet piling retaining wall for continued deterioration. The wall has gaps and is tipping.3. Monitor seepage areas located in the
roadside ditch and adjacent to the outlet culvert. 4. Monitor minor stoplog leakage. Minor leakage is normal for wood stoplogs, but should be monitored for any increases in flow.5. The existing trash rack is old, but is still functioning. When
the trash rack is replaced, we recommend upgrading to a self-cleaning design trash rack.6. Develop a written Operation & Maintenance (O&M) Plan for the dam, which wasoutlined in the Operation and Maintenance Section of previous
Inspection Reports andrepeated herein.7. Update the Emergency Action Plan contacts with the Oakland CountyEmergency Services Coordinator and notify MDEQ of status upon submittal ofthis Report.
1. Complete a televised camera inspection of the interior of the corrugated metal pipe (CMP) outlet pipe as soon as reasonably possible. Implement repairs or replacement as recommended in that inspection. 2. Remove all trees and brush
from the earthen embankment and auxillary spillway channel by November 1, 2016. Once cleared, the entire embankment and channel should be mowed and/or treated with herbicide a minimum of two times per year to prevent futher
establishment of woody vegetation and facilitate visual inspection. 3. Review the Operation and Maintenance Plan (O&M Plan) annually and update as necessary. Provide updated copies to the Dam Safety Program.
1. Complete a televised camera inspection of the interior of the corrugated metal pipe (CMP) outlet pipe as soon as reasonably possible. Implement repairs or replacement as recommended in that inspection report. 2. Repair the crack in the
principal spillway inlet riser headwall as soon as reasonably possible. 3. Remove all trees and brush from the earthen embankment and auxillary spillway channel by November 1, 2016. Once cleared, the entire embankment and channel
should be mowed and/or treated with herbicide a minimum of two times per year to prevent further establishment of woody vegetation and facilitate visual inspection. 4. Continue to monitor seepage at the downstream toe of the earthen
embankment slope on a quarterly basis. Report any changes in seepage conditions to the Dam Safety Program. 5. Review and update the Operation and Maintenance Plan (O&M Plan) annually. Provide updated copies to the Dam Safety
Program.
Evaluate strength of existing concrete and stability of structure. Repair concrete piers and wingwalls at principal outlet. Repair concrete channel of secondary outlet. Remove trees and brush from earthen embankments. Grub embankments
and remove roots and animal burrows. Inspect dam on an annual basis prior to and after embankment improvements. Evaluate options/alternatives for increasing spillway capacity. Increase spillway capacity.
Install filter fabric and plain riprap in these areas to prevent further erosion from strom events. Divert storm water runoff from two-track leading to the dam to the upstream side of the road with an angled diversion channel as discussed
during the inspection. Remove existing vegetation from concrete and monitor twice a year to keep the concrete clear of vegetation in the future. The few remaining trees and brush should be removed from the downstream toe of slope.
Paint the metal safety railings and replace corroding sections with holes in them. Also, plan to either fully repair or replace all metal safety railings in the next ten years if possible.
12 of 18
Summary of Data for Dams In Oakland County
DamID
688
689
690
691
692
693
694
695
696
698
Recommendations
1. Remove all woody vegetation, weeds, and cattails from both embankments and in the immediate vicinity of the principal spillway inlet structure. This recommendation is repeated from the 2012 inspection report and should be completed
as soon as reasonably possible. Once cleared, both embankments should be mowed or treated with herbicide a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. 2.
Perform a televised camera inspection of the principal spillway drop inlet and outlet pipe within five years. Implement repairs or replacement as recommended in that report. 3. Continue to monitor the principal spillway for debris build-up
monthly and after major rainfall events. Remove the debris as necessary. 4. Monitor the principal spillway for additional erosion. Install erosion control measures as necessary. 5. Review and update the Operation and Maintenance Plan
(O&M Plan) regularly. Provide updates to the Dam Safety Program.
It is recommended that all brush and young trees be removed from the area surrounding the open channel spillway and from the shoreline surrounding the spillway intakes to maintain the integrity of the spillways. Regular observations of
the spillway and embankment slopes (at least monthly and during/after heavy rains) and the periodic maintenance mentioned in the Operation and Maintenance section below should be continued.
1. Spillway repairs were previously permitted by the DEQ in 1999 under DEQ Permit No. 99-10-0609-P, but were never implemented. Subsequent dam safety inspection reports have recommended that these repairs be completed as soon as
possible. Parks and Recreation Division (PRD) should respond to this report in writing by January 20, 2018 with a plan and schedule for addressing these deficiencies. 2. Remove all brush from both earthen embankments. This
recommendation is repeated from the 2012 inspection report and should be completed as soon as reasonably possible. Once clear, both embankments should be mowed or treated with herbicide a minimum of two times per year to prevent
further establishment of woody vegetation and to facilitate visual inspection. 3. Review and update the Operation and Maintenance Plan (O&M Plan) regularly. Provide any updates to the Dam Safety Program.
1. Reconstruct the sandbag ring adjacent to the principal spillway outlett. Continue to monitor seepage conditions monthly. Report any changes in seepage flow rate, color, or sediment deposition to the Dam Safety Program. 2. Complete a
televised camera inspection of the interior of the principal spillway outlet pipe by the end of 2022. 3. Remove all trees and brush from the earthen embankment. This recommendation is repeated from previous inspection reports and should
be completed as soon as practical. Once cleared, the entire embankments should be mowed a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. 4. Backfill, compact, and
stablize the eroded areas along the upstream slope of the earthen embankment. This recommendation is repeated from previous inspection reports and should be completed as soon as practical. 5. Consider repairing and restoring
operability to the drawdown gate and operator. 6. Review and update as necessary the dam's Emergency Action Plan (EAP) in coordination with Oakland County Emergency Management. Provide the results of this review, and any updates to
the Dam Safety Program. This action was due on December 31, 2012. 7. Review and update the Operation and Maintenance Plan (O&M Plan) periodically. Provide updated copies to the Dam Safety Program.
1. Continue to monitor the principal spillway for buildup of debris monthly and during heavy rainfall events. Remove debris as needed. 2. Continue current efforts to remove beavers from the vicinity of the dam. 3. Continue to mow both
embankments a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. 4. Repair the minor spalling at the right principal spillway abutment wall, adjacent to the catwalk safety
railing connection, within 5 to 10 years. 5. Continue to monitor the seepage and condition of the concrete at the right downstream headwall on an annual basis. Implement repairs as needed. 6. In coordination with Oakland County
Homeland Security, review, and update as necessary, the Emergency Action Plan (EAP) for the dam by December 31, 2017. Provide any updates to the Dam Safety Program. 7. Review and update the Operation and Maintenance Plan (O&M
Plan) regularly. Provide any updates to the Dam Safety Program.
Clear brush before the next inspection. Monitor the cracks for displacement and widening. Also watch for spalling of the concrete in areas around the cracks. Recommends continued semi-annual operations of the sluice gate. Recommned
that the gear box have annual grease applications using the grease zert on the structure.
All brush and trees should be removed. Replace and compact soils in loose areas, add additional fill to downstream slope to increase slope to a 4H: 1V slope. Properly seed with grass to prevent tree and brush growth. Fill burrows and
sinkholes as they are discovered. Annually walk crest of earthen dam to inspect for animal activity. Investigate the routing and determine if it is necessary to increase the spillway capacity or just provide an overflow channel to route
additional flows. Monitor cracks for widening and displacement. It should be noted these cracks were documented in the past two reports, therefore may not be a major issue, but still should be monitored.
1. Repair or replace both concrete principal spillway abutment walls. This recommendation is repeated from previous inspection reports and should be completed as soon as reasonably possible. 2. Remove all trees and brush from the
upstream face of the right earthen embankment and both downstream principal spillway abutment walls by June 1, 2016. Mow the entire embankment a minimum of two times per year to prevent further establishment of woody vegetation
and facilitate visual inspection. 3. Continue to monitor seepage at the toe of the earthen embankment on a quarterly basis. 4. Monitor the bare foot path along the embankment crest on an annual basis. Implement erosion control measures
as necessary. 5. Review and update the Operation and Maintenance Plan (O&M Plan) annually. Provide any updates to the Dam Safety Program.
Monitor the boiling water area immediately downstream of the principal spillway on a monthly basis. Report any changes in flow rate, color, scour or sediment deposition, or movement of the spillway structure to OHM and the Dam Safety
Program. Continue efforts to remove all trees from the upstream slopes of the earthen embankments. This recommendation is repeated from the 2012 inspection report and should be completed as soon as reasonably possible. Once
cleared, both embankments should be mowed or treated with herbicide a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual inspection. Implement stabilization measures in the
eroded areas adjacent to the bridge/spillway abutment wall by November 1, 2017. Restore function to the dam's three drawdown gates. Lubricate and operate the gates a minimum of two times per year. Prepare and keep up to date an
Operations and Maintenance (O&M) Plan for the dam. Provide updated copies to the Dam Safety Program.
13 of 18
Summary of Data for Dams In Oakland County
DamID
699
718
758
776
777
783
819
850
862
916
917
918
919
968
969
1151
Recommendations
Several areas along the berm hae settled. Depressions along the concrete wing walls of the dam. Eroded areas along the seawall. The overall berm must be brough back up to elevation 920.50 NAVD 88.
Remove brush and trees from the upstream and downstream slopes including trees around plunge pool and 10' beyond the toe of slope. Remove stumps and immediately fill any void space with engineer approved fill. Observe and monitor
for continued erosion. If erosion progresses, install riprap toe of slope protection. Monitor seepage rates and the extents of the seepage area to determine if the rates are increasing or the seepage area is growing in size. If this condition is
worsening, then install a French or toe blanket drain system on the right downstream toe of slope to reduce seepage. Widening of the embankment or flattening the slope will also reduce the potential of seepage reaching the surface. The
wingwalls should be repaired or replaced within the next 5 years. Repair or replace the abutments within a 5-year period. Replace the weir crest with a new concrete weir or adjustable stop log system if the weir continues to degrade and
there is loss in lake level. Replacing in kind is not recommended given the overall structural deficiencies. Continue to inspect the area of concern in future inspections. The 1993 report recommended removal or relocation of the 3 underspill
pipes, yet two remain in place. We recommend removal of these underspill pipes. If it is recommended that the pipes must remain in place, we recommned they be installed through the upper portions of teh embankment and discharge to
the existing plunge pool. Valves could be installed to control and maintain these structures. Repair or replace the safety fencing along the dam spillway deck. Open the sanitary manhole and verify the pipe is not connected to the manhole.
The city will need to remove this cover since it is bolted in place. Monitor the groundwater seepage through the outlet. If seepage rates increase, remove the concrete pipe and install a toe drain or toe blanket system as recommended in
Item No 2. An Emergency Action Plan is not required for this dam as it is a low hazard dam. However, we do recommend preparation of an Operation, Monitoring, and Maintenance plan given the existing condition of the dam. This plan
should remain in place until repair or replacement has been completed and a new Operation and Maintenance Plan can be enacted. The Vhay Lake property owners have taken the responsibility of having the dam inspected and are acting as
the operator for the dam. Actual ownership of the dam is likely the adjacent landowners. Therefore, we recommend that the Vhay Lake Property Owners Association acquire easements for access, operation, and maintenance of the dam
from the adjacent landowners. Based on our determination, the dam has enough capacity to convey the 294 cfs at the crest of the embankment. HOwever, the Flood Insurance Study indicates a significant backwater effect on the Amy Drain
for storms larger than a 10-year design storm which indicates that the hydraulics of the dam may not impact the flood elevation on Vhay Lake. HOwever, we recommend with any significant work done on the dam to include increasing the
hydraulic capacity of the structure to meet MDEQ's hydraulic requirements of safely passing the 100-year flood.
Remove brush and trees from the downstream slopes including trees up to 10' beyond the toe of slope. Remove stumps and immediately fill any void space with engineer approved fill. I recommend implementing a tree removal program to
systematically clear over a period of time. One example would be to start by clearing all trees and woody vegetation smaller than 4 inches in diameter one year then progress to larger diameter trees. Place topsoil, seed, and mulch to
establish grass growth. FIll with dirt, seed and mulch.
1) Perform spot welding for sheet pile for spillway weir (occassional pinholes and leaking - rerplace as necessary). 2) Repair missing fencing section west of Oaks Drain. 3) Add sight glasses for the two 66-inch sluice gates. 4) Fill animal burrow
at sheet pile.
Continue to monitor the pine trees growing along the downstream face of the earthen embankment on a quarterly basis. If signs of distress or seepage are observed, the trees and roots should be removed, and voids filled with engineered
fill. Repair the damaged concrete at the overflow structure of the principal spillway by the end of 2018. Continue to monitor the principal spillway inlets for debris buildup monthly and after high-flow events. Remove the debris as necessary.
Prepare, and keep up-to-date, a written Operation and Maintenance Plan (O&M Plan) for the dam. Provide updated copies to the Dam Safety Program.
14 of 18
Summary of Data for Dams In Oakland County
DamID
1367
1661
1662
1663
1664
1665
1667
1669
1670
1671
1672
1673
1674
1675
1676
1677
1678
1679
1680
1681
1682
Recommendations
List work needed, how to be done, by whom, estimated cost, source of funds, recommended completion date. If emergency, to what extent. ADDITIONAL COMMENTS.
1. Request the Michigan Department of Environmental Quality to conduct further hydrologic and hydraulic analysis to assess spillway needs. 2. Lower the lake level by removal of the single timber stop log (approximately 4 inches) in each
spillway. 3. Remove debris from all spillways and perform detailed inspection of all spillway walls and foundations. Repair cracks and/or wall joints with injection grouting. 4. Construct a new gate in Upper Spillway No. 2 and two gates in teh
Lower Spillway. 5. Consider raising the dam by approximately 2 feet to provide adequate freeboard and/or consider creation of an emergency spillway immediately north of the Lower Spillway (at the location of previous overtopping). 6.
Develop a written Operation and Maintenance (O&M) Plan. The plan should address operation of the spillway gates based on pond levels, both under normal and emergency conditions.
1. Remove all trees and brush from the earthen embankment. This recommendation is repeated from previous inspection reports and should be completed as soon as reasonably possible. After clearing, the entire embankment should be
mowed a minimum of two times per year to prevent further establishment of woody vegetation. 2. Remove all burrowing animals from the vicinity of the dam and backfill, compact, and seed any burrows found along the earthen
embankment by June 1, 2016. 3. Continue to mointor the depression along the upstream face of the earthen embankment on an annual basis. Report any significant increases in the depression size to the Dam Safety Program immediately. 4.
Consider increasing the safety of the dam by removing a number of the stop logs from the principal spillway, thereby increasing its flow capacity during flood conditions. 5. Perform a televised camera inspection of the interior of the principal
spillway outlet pipe within 10 to 15 years. Implement repairs or replacement of the pipe as reommended in that inspection report. 6. Review the Operation and Maintenance Plan (O&M Plan) for the dam and update as necessary. Provide
any updated copies to the Dam Safety Program.
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Summary of Data for Dams In Oakland County
DamID
1683
1684
1685
1686
1689
1690
1691
1692
1693
1694
1695
1696
1697
1698
1699
1700
1702
1704
1705
1706
1707
1708
1709
1710
1711
1713
1714
1715
1716
1717
Recommendations
1. The 21-inch CMP inlet pipe appears to be partially plugged by debris. This debris should be removed as soon as possible. 2. It is recommended that an improved trash rack be installed at the upstream entrance to the 21-inch CMP inlet pipe
to minimize debris entering the pipe. 3. The concrete stormwater pipe that outlets downstream of the dams twin 48-inch CMP outlet pipes has several joint separations and should be repaired. 4. Continue to remove all weeds, brush and
trees from the earthen embankment. This work should be completed annually. 5. The flared end sections on the downstream end of the twin 48-inch CMP outlet pipes are showing signs of deterioration. The condition of these end sections
should be monitored on a quarterly basis. As they degrade, they will eventually need to be replaced. 6. The dam and its appurtenances should be monitored on a regular basis and a journal of regular maintenance, repair and observances
kept.
The existing maintenance program is excellent and should be continued. The only item that should be added to the maintenance program is the removal of brush from the downstream slope of the embankment. This work should be
completed within the next three years. No repairs are recommended at this time. No alterations to the dam are recommended. Since there are no operating gates at this facility, there are no recommendations for operation.
1. Remove all brush and trees from the upstream and downstream embankments. This work should be completed annually. 2. The dam and its appurtenances should be monitored on a semi-annual basis and a journal of regular
maintenance, repair, and observances kept. This should include observances of water level, looking for changes in structures condition, looking for unwanted animal activity, and erosion or seepage.
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Summary of Data for Dams In Oakland County
DamID
1718
1719
1971
1998
1999
2000
2001
2002
2004
2005
2120
2172
2197
2198
2199
2286
2287
2288
2289
2290
2413
Recommendations
1. Remove a minimum of one foot of stoplogs from the spillway to provide adequate spillway capacity during design flood conditions. The drawdown will require a permit under Part 301, Inland Lakes and Streams, of the Natural Resources
and Environmental Protection Act, 1994 PA 451, as amended. 2. Install toe drain on the right embankment by October 1, 2001. 3. Clear brushy growth and trees from teh embankment by May 1, 2001. 4. Develop a plan to address repairs to
the concrete spillway by 2005. 5. Monitor settlement and seepage at the embankment toe on a quarterly basis. 6. Develop an Operation and Maintenance (O&M) Plan for the dam.
An Operation and Maintenance (O&M) Plan should be prepared for this structure.
1. Remove all trees and brush from the downstream slope of the earthen embankment. Mow and/or treat the entire embankment with herbicide at least two timies per year to prevent further establishment of woody vegetation and to
facilitate visual inspection. Avoid planting of additional trees along the earthen embankment slopes. 2. Perform an inspection of the interior of both 78-inch diameter corrugated metal outlet pipes by December 31, 2023. 3. Prepare and keep
up-to-date a written Operation and Maintenance Plan (O&M Plan) for the dam. Provide updated copies to the Dam Safety Program.
1. Remove all trees and brush from the earthen embankment by July 1, 2020. Mow and/or treat the entire embankment a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate visual
inspection. 2. Lubricate and operate the low-level inlet gate through its full range of motion a minimum of two times per year to ensure its proper operability. 3. Perform a televised camera inspection of the interior of corrugated metal pipe
(CMP) outlet within 5 years. 4. Prepare and keep up-to-date, an Operation and Maintenance Plan (O&M plan) for the dam. Provide updated copies to the Dam Safety Program.
1. Remove all trees and brush from both earthen embankments by July 1, 2020. After clearing, mow and/or treat both embankments a minimum of two times per year to prevent further establishment of woody vegetation and to facilitate
visual inspection. 2. Within the next five years, backfill and stablize the upstream face of the left embankment where wave action erosion is occuring. 3. Prepare, and keep up-to-date, an Operation and Maintenance Plan (O&M Plan) for the
dam. Provide updated copies to the Dam Safety Program.
1. Remove all trees and brush from both earthen embankments by November 1, 2018. After clearing, both embankments should be mowed a minimum of two times per year to prevent further establishment of woody vegetation and to
facilitate visual inspection. 2. Continue to monitor the low flow notch in the principal spillway for debris buildup on a quarterly basis. Remove debris as necessary. 3. Continue to lubricate and operate the drawdown gate a minimum of two
times per year in order to ensure its proper functioning. 4. Develop an Operation and Maintenance Plan (O&M Plan) for the dam and update as necessary. Provide a copy of the O&M Plan to the Dam Safety Program.
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Summary of Data for Dams In Oakland County
DamID
2415
2416
2470
2471
2472
2496
2497
2570
2580
2641
2642
2643
4002
4003
4004
Recommendations
1. Remove all trees and brush from the earthen embankment and auxillary spillway. This recommendation is repeated from past inspection reports and should be completed as soon as practical. After clearing, mow and/or treat the entire
embankment and auxillary spillway channel a minimum of two times per year to prevent further establishment of woody vegetation and facilitate visual inspection. 2. Perform a televised camera inspection of teh interiors of the inlet and
outlet pipes of the principal spillway within five years. 3. Confirm that repairs were completed or make repairs to the wooden inline riser structure of the principal spillway as necessary. 4. Review the Operation and Maintenance (O&M) Plan
and update as necessary. Provide any updates to the Dam Safety Program.
1. Remove cattail buildup from primary spillway inlet as soon as practical. Continue to monitor inlet on a quarterly basis and remove debris as necessary. 2. Remove all trees and brush from the earthen embankments and auxillary spillway.
This recommendation is repeated from past inspection reports and should be completed as soon as reasonably possible. Mow both embankments a minimum of two times per year to prevent further establishment of woody vegetation and
facilitate visual inspection. 3. Perform a televised inspection of the interior of the primary spillway structure within five years. 4. Review and update the Operation and Maintenance (O&M) Plan annually. Provide updated copies to the Dam
Safety Program.
1. Remove or replace both failing principal spillway outlet pipe end sections as soon as practical. 2 Backfill, compact, and seed the eroded segment to the right of the left spillway outlet pipe as soon as practical. Monitor this segment and
report any changes in the conditions to the Dam Safety Program. 3. Continue efforts to remove all trees and brush from the earthen embankments and auxillary spillway. After clearing, mow both embankments a minimum of two times per
year to prevent further establishment of woody vegetation and facilitate visual inspection. 4. Monitor the erosion occuring adjacent to the left concrete spillway structure on a monthly basis. Implement repairs as necessary to prevent further
erosion. 5. Continue to regularly monitor the spillway inlet structures for debris buildup and remove the debris as necessary. 6. Continue to monitor the outlet pipes for additional movement or deflection on a quarterly basis. 7. Prepare an
Operation and Maintenance Plan (O&M Plan) and update as necessary. Provide updated copies to the Dam Safety Program.
1. Remove all trees and brush from the earthen embankments and auxillary spillway. This recommendation is repeated from past inspectio nreports and should be completed as soon as reasonably possible. Mow both embankments a
minimum of two times per year to prevent further establishment of woody vegetation and facilitate visual inspection. 2. Continue efforts to remove burrowing animals from the dam's vicinity. Backfill, compact, and seed all existing burrows
as soon as possible. 3. Continue to monitor the spillway for inlet debris buildup on a quarterly basis and remove debris as necessary. 4. Prepare an Operation and Maintenance Plan (O&M Plan) and update as necessary. Provide updated
copies to the Dam Safety Program.
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