HomeMy WebLinkAboutAgendas/Packets - 2026.05.06 - 42829Call Meeting to Order
Roll Call
Pledge of Allegiance
Approval of Agenda
Public Comment
PRESENTATIONS/RECOGNITIONS:ACTION PRESENTER(S)
A
B
C
COMMUNICATIONS/REPORTS:ACTION PRESENTER(S)
D
REGULAR AGENDA:ACTION PRESENTER(S)
Informational Receive
and File
Chris Ward / 858-4944
Approval & Fwd to BOC Chris Ward / 858-4944
Approval
Approval & Fwd to BOC
UNFINISHED BUSINESS:ACTION PRESENTER(S)
NEW & MISCELLANEOUS BUSINESS:ACTION PRESENTER(S)
10
ANNOUNCEMENTS
Approval of Minutes - April 1, 2026 Regular Meeting & April 1, 2026 Closed Session
OAKLAND COUNTY PARKS AND RECREATION COMMISSION
Ebony Bagley, Chair
Wednesday, May 6, 2026 @ 2:00 pm
Parks Commission Room - 2800 Watkins Lake Rd, Waterford, MI 48328
Regular Monthly Meeting Agenda
Public Access Information
If you require special accommodations because of a disability, please contact the Parks & Recreation Department at
(248) 858-0906, Ext. 9, at least three (3) business days in advance of the meeting.
ADJOURNMENT TO: June 3, 2026 at 2:00 p.m. or to the Call of the Chair
View Agenda Packets/Minutes Here:
https://www.oakgov.com/community/oakland-county-parks/get-involved/parks-commission
April 1, 2026
Secretary LaFontaine called the meeting of the Oakland County Parks and Recreation Commission to
order at 2:00 p.m. in the Parks Commission Room.
COMMISSION MEMBERS PRESENT:
Andrea LaFontaine, Ann Erickson Gault, Kate Baker, Lola Banks, Christine Long, Eric McPherson, Jim
Nash, Shanell Weatherspoon
COMMISSION MEMBERS ABSENT WITH NOTICE:
Ebony Bagley, Yolanda Smith Charles
OTHERS PRESENT:
PARKS AND RECREATION Chris Ward, Director
Alan Jaros, Deputy Director
Jim Dunleavy, Manager – Park Management & Operations
Esther Jackson, Manager – Strategic Planning & Performance
Sarah Cook-Maylen, Chief – Natural Resources Management
Zach Crane, Supervisor – Design, Engineering & Compliance
Tom Hughes, Chief – Park Operations – North District
Brandy Sotke-Boyd, Chief – Recreation Programs & Services
Kevin Syoen, Chief – Budget & Procurement
Zach Zuchowicz, DEI & Community Engagement Coordinator
Liz Caltagirone, Data Analyst
Jami Monte, Staff Assistant
Shannon Kenny, Technical Office Specialist
MSU EXTENSION Kristi Evans, Director
Lisa Mazzola, 4-H Program Coordinator
Cheyenne Shields, 4-H Program Coordinator
PUBLIC Rex Mathewson, Headwater Trails, Inc.
Madison Conforte
Lance Stokes
APPROVAL OF AGENDA
Weatherspoon moved to approve the agenda, as presented. Seconded by Long.
Motion carried on a voice vote with Erickson Gault absent.
APPROVAL OF MINUTES
Baker moved to approve the minutes of March 11, 2026, as presented. Seconded by
Weatherspoon.
Motion carried on a voice vote with Erickson Gault absent.
OAKLAND COUNTY
PARKS AND RECREATION COMMISSION
2800 WATKINS LAKE ROAD, WATERFORD, MICHIGAN 48328
Telephone: (248) 858-0906
REGULAR MEETING
Ebony Bagley, Chair Yolanda Smith Charles
Vice Chair
Andrea LaFontaine
Secretary
Kate Baker
Lola Banks
Ann Erickson Gault
Christine Long
Eric McPherson
Jim Nash
Shanell Weatherspoon
RETURN TO AGENDA
April 1, 2026 Page 2
PUBLIC COMMENT
None.
PRESENTATIONS/RECOGNITIONS
A. Campgrounds / ORV Presentation
Mr. Hughes provided an overview of the 2025 Campgrounds and ORV season.
COMMUNICATIONS/REPORTS
B. Monthly Financial Report
Mr. Syoen presented the Monthly Financial Report.
REGULAR AGENDA ITEMS
1. Waterford Oaks BMX Agreement
Nash moved to approve the License Agreement between the Oakland County Parks and
Recreation Commission (OCPRC) and O.C. BMX for the use of the Waterford Oaks BMX Track.
Seconded by Long.
Motion carried unanimously on a roll call vote.
2. FY2026 Capital Equipment Budget Amendment
McPherson moved to approve the proposed amendments to the FY2026 Capital Equipment
Budget. Seconded by Baker.
Motion carried unanimously on a roll call vote.
3. Parks Facility/Property Use Agreement Update
McPherson moved to approve the updated Parks Facility/Property Use Agreement, including
Parts I and II, and to authorize the Director to approve and modify Part III (Rules for Specific
Facility/Property). Seconded by Erickson Gault.
Motion carried unanimously on a roll call vote.
4. Authorization to Execute Master Research Agreement with Oakland University
Long moved to authorize the Director of Oakland County Parks and Recreation to execute a
Master Research Agreement with Oakland University, in substantially the form presented,
subject to final review and approval as to form by Corporation Counsel; provided that the Director
is further authorized to approve non-substantive modifications, technical corrections, or form
revisions requested by Corporation Counsel without further action of the Commission. Seconded
by Nash.
Motion carried unanimously on a roll call vote.
UNFINISHED BUSINESS
None.
April 1, 2026 Page 3
NEW & MISCELLANEOUS BUSINESS
5. Director’s Report
Director Ward presented his report.
6. Executive Committee Update
Secretary LaFontaine noted that there is no update on this item.
CLOSED SESSION
7. Pursuant to MCL 15.268(d) – Discussion to consider the purchase or lease of real property
McPherson moved that the Oakland County Parks and Recreation Commission enter into Closed
Session for the purposes of discussion to consider the purchase or lease of real property.
Seconded by Long.
Motion carried unanimously on a roll call vote.
The Commission went into Closed Session at 2:33 p.m.
The Commission reconvened in Open Session at 3:23 p.m.
Erickson Gault moved to direct staff to proceed as discussed in Closed Session. Seconded by
Nash.
Motion carried unanimously on a roll call vote.
ANNOUNCEMENTS/ADJOURNMENT
Deputy Director Jaros highlighted upcoming summer camp promotional materials that were distributed
to Commissioners.
At 3:24 p.m., there being no further business to come before the Commission, the meeting was
adjourned to May 6, 2026, or to the Call of the Chair.
Andrea LaFontaine, OCPRC Secretary Jami Monte, Recording Secretary
NOTE: The foregoing minutes are subject to Commission approval.
Fund Balance
Adopted Amended Actual Favorability/UNF Percentage
$68,596,827.00 $70,820,827.00 $57,658,229.45 ($13,162,597.55)81.41%
$68,596,827.00 $70,820,827.00 $24,060,169.99 $46,760,657.01 33.97%
Adopted Amended Actual Favorability/UNF Percentage
$6,574,600.00 $6,574,600.00 $1,249,347.84 ($5,325,252.16)19.00%
$7,400,995.00 $7,400,995.00 $3,142,777.37 $4,258,217.63 42.46%
Adopted Amended Actual Favorability/UNF Percentage
$1,635,615.00 $1,635,615.00 $0.00 ($1,635,615.00)0.00%
$2,177,748.00 $2,177,748.00 $481,637.17 $1,696,110.83 22.12%
Adopted Amended Actual Favorability/UNF Percentage
$2,226,000.00 $2,222,600.00 $1,052,629.32 ($1,169,970.68)47.36%
$4,490,879.00 $4,490,879.00 $1,651,671.79 $2,839,207.21 36.78%
Adopted Amended Actual Favorability/UNF Percentage
$320,000.00 $320,000.00 $81,504.50 ($238,495.50)25.47%
$446,124.00 $446,124.00 $280,513.94 $165,610.06 62.88%
Awarded Amount Paid Out
$2,995,216.00 $2,116,750.00
$940,740.22
Expenses
Amount Remaining
$878,466.00
$2,242,274.65
FY 2025
FY 2026 YTD
The County strategy is to invest in longer term Agencies and Treasuries. Before the
unprecedented rise in short term rates this strategy consistently outpreformed the short term
investments (CDs and High Yeild Savings accounts).
FY 2022 - 2026 YTD
Expenses
Investment Income
Summary of Community Grant Program
Parks and Recreation
Summary of Waterpark Programs
Summary of Golf Programs
FY 2026 YTD
Revenue
Expenses
Summary of Parks and Recreation
FY 2026 YTD
Revenue
Expenses
As of 9/30/2025 Current 4/30/2026
$54,556,755.98 $88,366,647.95
Revenue
Expenses
FY 2026 YTD
Expenses
Summary of Campground Programs
Summary of ORV Park Operations
FY 2026 YTD
Revenue
FY 2026 YTD
Revenue
RETURN TO AGENDA
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 1
Department: Administration
From: Chris Ward, Director
Subject: Mission 26 Foundational Governance and System Alignment
PURPOSE
This memo provides context for the first set of actions following the Commission's adoption of
Mission 26 on March 11, 2026.
Two memos follow on the agenda. The first covers the Proposed FY27 Budget. The second
covers the Commission Policy Modernization Package. Each carries its own recommendation.
Together, they represent the initial structural steps in aligning how the system operates with the
direction the Commission has set.
Mission 26: What the Commission Adopted
On March 11, 2026, the Commission unanimously adopted the Mission 26 Strategic
Transformation Plan and authorized the Director to begin implementation. Before turning to the
work that follows, I want to restate plainly what Mission 26 is and what it commits this system to.
Oakland County Parks is sixty years old. The first generation of leaders preserved land before
development consumed it. The second generation built the programs and amenities residents
came back to year after year. Both eras produced lasting public value. We are now in a third era,
and the residents of this county have already told us what they expect from it. In 2024, voters
approved an increased millage at seventy-six percent. That is not a vote for incremental
improvement. Residents are telling us to do more, reach further, and meet them where they live.
They are asking for a system that supports their health, connects their communities, and shows
up in their daily lives.
We have already proven this approach works. The Healthy Communities Plan, approved in 2022,
put federal recovery funding and our own capital into nine sites where increased investment could
have the biggest impact. We brought new sites under operational control through partnerships
with municipalities and school districts rather than buying land. We leveraged outside funding to
multiply public investment. The projects we will celebrate this summer and fall at Pontiac Oaks,
Cattail Cove at Waterford Oaks, Red Oaks Play Garden, Oak Park Woods, and Southfield Oaks
are the evidence. Mission 26 makes that approach the operating standard of the entire system.
Why This Work Matters
Parks are proven preventive health and wellness infrastructure. Regular access to parks supports
physical activity, mental health, and the social connection that protects against isolation. The
scientific evidence is consistent: residents who use parks regularly are healthier, more connected,
and more resilient than residents who do not.
RETURN TO AGENDA
When residents cannot or do not use the system, that is a missed opportunity to improve lives.
And the gaps in who uses the system are not random. There are documented gaps by income,
age, and season:
• Lower-income residents use parks measurably less than higher-income residents, despite
paying the millage at the same rate.
• Use of parks among older adults is declining, even as their share of the county's population
grows faster than any other group.
• Nearly seventy percent of residents report not using parks in winter, leaving public
infrastructure largely empty in the months when the conditions parks address are most
pronounced.
These are not isolated issues. They are system-level gaps.
Mission 26 addresses them directly. We close them through improved proximity to communities
where increased investment can have the biggest impact. We close them by putting guest
experience front and center, so a resident's first visit gives them reason to come back. And we
close them by providing engaging opportunities for activation and social connection at every age
and in every season.
The Idea Behind the Framework
Mission 26 rests on one operating idea. A park system works only if residents can reach it, use it,
and feel it is for them. And only if they can do all three often enough that going to the park becomes
part of regular life. A great park no one can reach is a missed opportunity. A close park no one
wants to spend time in is a missed opportunity. Visitation that does not turn into habit does not
change lives.
This is the standard that now governs how decisions get made.
What the System Is Committed to Producing
The plan commits the system to five things:
• Recreation for All. High-quality parks, programs, and trails closer to where residents live,
work, and learn.
• Activation and Health. Parks alive with people year-round, treated as essential
infrastructure for physical, mental, and social health.
• Discovery, Learning, and Environmental Action. Parks as places where residents at
every age learn from, work in, and steward the natural systems around them.
• Natural Asset Stewardship and Climate Resilience. Active care of the forests,
wetlands, and watersheds the system holds, adapted to a changing climate so they
continue to absorb storm surge, cool urban heat, and protect drinking water for the
residents downstream.
• Public Value and Impact. Demonstrable results, measured and reported. Trust earned,
not assumed.
The system commits to being usable year-round and at every age. The investments that make a
park work in February are the investments that make it work in July. The investments that make
a park work for a seventy-year-old also work for a parent with a stroller and a teenager on a bike.
We invest once, for everyone, across every season.
What the Commission Authorized on March 11
The resolution did three specific things.
It established Mission 26 as the controlling framework for capital investment, enterprise facility
management, performance reporting, and land stewardship. It authorized the Director to begin
implementation. And it directed staff to review the system and return with recommendations.
The work that follows on this agenda is the first comprehensive set of recommendations returned
under that direction.
The FY27 Implementation Package
The package has four interrelated layers, working together to put Mission 26 into operation. They
are governance, budget, capital, and organizational structure.
• Governance establishes the standards under which decisions get made. Ten
Commission policies that write the Mission 26 framework into standing policy. Coming
forward today.
• Budget puts resources behind those standards. The FY27 operating budget, aligned to
the Mission 26 commitments. Coming forward today for review and for action on the
Commission's normal budget cycle.
• Capital commits investment to the priorities the framework identifies. Coming forward in
coordinated sequence over the budget cycle.
• Organizational Structure builds the capacity to deliver. Coming forward after the external
organizational analysis currently underway.
The four layers depend on each other. Policy without budget is a document. Budget without capital
priorities funds the system we have rather than the system we are building. Each layer is
necessary, and each layer needs the others to do its work.
The Difficult Work of System Transformation
What the Commission authorized in March is system transformation, and the work that follows
begins to operationalize it. Not adjustment. Not refinement. The deliberate evolution of a sixty-
year-old institution into the system the residents of this county have funded it to become. That
work is hard, and worth being honest about.
It requires standing Commission policy where past practice has done the governing work. It
requires aligning a budget to commitments rather than to inherited line items. It requires capital
prioritization disciplined by framework rather than by site-by-site advocacy. And it requires
building organizational capacity calibrated to the system the Commission has authorized rather
than the system we have operated.
This organization has done difficult work before, and done it well. The Healthy Communities Plan
was not an easy initiative. It required identifying the sites where increased investment could have
the biggest impact and committing capital to them. It required structuring partnerships rather than
buying land. It required leveraging outside funding to multiply public investment, and designing
for the long term rather than for the federal funding window. It required this Commission, this staff,
and this Director to do the hard work of building a case, winning support, and executing a strategy
that had not been tried at this scale before.
The 2026 reopenings are the proof. We have done complex, high-stakes work, and we have
delivered. Mission 26 asks us to do that work again, at the scale of the entire system, across
multiple budget cycles, with the same discipline that made Healthy Communities succeed.
Closing
Mission 26 sets a clear expectation: a system that more residents can reach, use, and rely on.
The work that follows on this agenda establishes the foundation required to deliver on that
commitment.
Mission 26
Parks as Essential Civic
Infrastructure
A Countywide Strategic Framework for Community Health &
Well-being, Expanded Access, and Environmental Stewardship
Oakland County Parks – May 5, 2026
Parks as Essential Civic Infrastructure | May, 2026
Abstract
Public park systems in the United States are undergoing a fundamental reorientation -- from
amenity-based recreation providers toward essential civic infrastructure supporting measurable
outcomes related to public health, social connection, environmental stewardship, and climate
resilience. This paper presents Oakland County Parks and Recreation Commission's Mission 26
strategic framework as a case study in that transition. Drawing on peer-reviewed evidence linking
regular nature exposure to physical, mental, and social health outcomes, original survey research
of 500 Oakland County residents, and an operational analysis of a 7,000-acre, 20-plus-site county
park system serving 1.27 million residents, the paper argues that the dominant model of park
management -- organized around destination facilities, episodic visitation, and asset preservation
-- is structurally misaligned with the demands now being placed on public outdoor spaces. It
proposes an alternative operating logic built on three categories of barrier reduction (access,
usability, belonging), a distributed site typology, year-round and all-ages activation, and a
performance framework that measures repeat household participation rather than gross
visitation. The framework has been tested through a $20.2 million capital deployment across nine
equity-priority sites and a 20-year voter-approved millage renewal. The paper is intended for park
system leaders, public health professionals, county and municipal officials, and researchers
engaged in the design of health-supportive outdoor environments.
1. Introduction
Outdoor places matter to the people who live in Oakland County. They matter individually, in the
texture of daily life -- the walk after work, the trail a family returns to across seasons, the place a
child first encounters a heron. They matter at the scale of public health, in a moment when chronic
disease, mental health burden, and social isolation are accelerating and the institutions
traditionally responsible for those outcomes are reaching the limits of what they can address
alone. And they matter at the scale of the county itself, as part of what makes Oakland County
recognizably the place it is -- a county residents choose, stay in, and raise families in because of a
quality of life the recreation landscape has helped define for sixty years.
These three scales are not separate arguments. They are the same argument at different altitudes.
A park system that works in the lives of individual residents is the same park system that produces
public health outcomes at population scale, and is the same park system that sustains the county's
Parks as Essential Civic Infrastructure | May, 2026
quality of place. The mechanism is identical at every altitude: outdoor places that residents can
reach, return to, and rely on across seasons and across stages of life.
This paper presents the strategic and empirical foundation for Mission 26 -- Oakland County
Parks and Recreation Commission's framework for transforming a legacy regional park system
into countywide civic infrastructure. It synthesizes peer-reviewed health evidence, original
resident survey data, and a decade of operational experience to make the case that park systems
must evolve from asset-centered management toward barrier-reduction systems designed for
distributed, repeat, habitual use.
Oakland County Parks operates approximately 7,000 acres across more than 20 sites, serving a
county of 1.27 million residents. The system is funded through a voter-approved countywide
millage -- renewed in 2024 at an increased rate -- giving the agency both the mandate and the
accountability to serve the full county population. The 2024 millage renewal, increased rather
than merely extended, signals that residents across the county are prepared to invest more in what
parks can deliver. That vote raises the accountability standard.
2. Evidence Base: Parks as Health Infrastructure
The scientific foundation for treating parks as health infrastructure has strengthened
considerably over the past decade. What was once a loosely supported intuition -- that nature is
good for people -- is now a well-documented, multi-pathway evidence base spanning
cardiovascular health, mental well-being, cognitive function, social connection, childhood
development, and climate resilience. This section synthesizes the evidence most relevant to park
system design and investment decisions.
2.1 The Nature Dose Threshold
A landmark study by White et al. (2019), drawing on a nationally representative sample of
approximately 20,000 individuals in England, established that people reporting at least 120
minutes per week in nature had significantly higher odds of reporting good health and high well-
being. Below that threshold, the association was not statistically different from zero exposure. The
finding introduced a practical dose-response benchmark: park systems must be designed to make
120 minutes per week achievable through proximity-based, repeat-use access -- not through
occasional destination visits.
This threshold is consistent with experimental biomarker evidence. Hunter et al. (2019)
demonstrated dose-related reductions in salivary cortisol during nature experiences as short as
20 minutes, with the steepest cortisol decline occurring in the first 20 to 30 minutes of exposure.
These findings together suggest that a system of short, frequent, local nature contacts -- rather
Parks as Essential Civic Infrastructure | May, 2026
than infrequent, extended destination visits -- is the design pattern most likely to produce
population-level health benefit.
2.2 Physical Health Outcomes
The physical health evidence is the most extensively documented category. Twohig-Bennett and
Jones (2018) conducted a systematic review and meta-analysis of greenspace exposure and health
outcomes, reporting associations with lower salivary cortisol, lower heart rate, lower diastolic
blood pressure, favorable heart-rate-variability shifts, lower risk of type 2 diabetes, and lower all-
cause mortality with higher greenspace exposure. Subsequent meta-analyses have reinforced the
cardiovascular signal: Liu et al. (2022) found significant associations between green space and
reduced cardiovascular disease risk, while Zhao et al. (2022) reported associations with lower
blood pressure in a meta-analytic framework.
Luo et al. (2020) conducted a meta-analysis of greenspace exposure and obesity indicators,
finding that greater greenspace access was associated with lower odds of overweight and obesity.
James et al. (2016), in a prospective cohort study following over 100,000 women in the Nurses'
Health Study, found that residential greenness was associated with lower mortality, with mental
health pathways accounting for a meaningful share of the association.
A key umbrella review by Xie et al. (2024) graded 154 meta-analyzed associations across the
greenspace-health literature. While the overall pattern supports beneficial associations, only a
subset met the most stringent credibility thresholds. The strongest evidence was for
cardiovascular outcomes and mortality signals, diabetes risk, blood pressure, and stress
biomarkers. This nuance matters for public agencies: the case is strong enough to act on, and it is
strongest in the outcome domains most closely tied to chronic disease burden.
2.3 Mental Health and Cognitive Restoration
Mental health evidence has moved beyond correlational studies into experimental and quasi-
experimental designs. Liu et al. (2023) conducted a meta-analysis of green space exposure and
depression and anxiety outcomes, finding significant associations between greater greenspace
exposure and lower risk of both conditions. South et al. (2018) demonstrated this in a cluster
randomized trial of vacant-lot greening in Philadelphia, where participants living near greened
lots reported large decreases in feeling depressed and worthless -- with effects strongest in
neighborhoods below the poverty line.
Jimenez et al. (2021) provided a comprehensive review of the associations between nature
exposure and health, covering cognitive function, affect, and physiological stress markers. The
review identified multiple converging pathways -- attention restoration, stress recovery, physical
activity facilitation, and social interaction -- through which nature contact operates. Cognitive
Parks as Essential Civic Infrastructure | May, 2026
benefits, while showing moderate evidence strength, are consistent for short-term restoration
effects and have particular relevance for youth populations.
2.4 Social Health and Loneliness
Social isolation carries chronic disease risk comparable to major lifestyle risk factors. The clinical
literature is increasingly clear: chronic loneliness contributes measurably to cardiovascular
disease, cognitive decline, and mortality. Astell-Burt and Feng (2022) conducted a systematic
review indicating that urban greening may help reduce loneliness, outlining conceptual pathways
through which parks function as settings for social interaction and community connection.
This evidence stream has particular implications for park system design. A park that generates
social connection at scale is producing a measurable health intervention. Gathering spaces,
community event infrastructure, flexible social environments, and the everyday social density of
well-used parks are the primary delivery mechanisms. A system that delivers participation
through individual rather than social use is missing one of its most consequential health
pathways.
2.5 Equity Gradients and the Design of Access
The health benefits of parks are not distributed equally, and the inequity is driven by system
design rather than resident preference. Cohen et al. (2016), in the first national study of
neighborhood parks, found that lower-income parks had lower use -- driven largely by fewer
supervised activities and less marketing and outreach, not by resident disinterest. This finding is
critical: it locates the problem in operational investment, not in the populations the system
underserves.
The Community Preventive Services Task Force recommends physical activity interventions
combining park infrastructure with additional programming, outreach, and access
improvements. The evidence suggests that infrastructure alone is insufficient -- activation, safety,
and outreach are the operational complements that translate proximity into use.
2.6 Climate Resilience and Ecological Co-Benefits
Parks serve dual climate functions: as infrastructure contributing to regional climate resilience,
and as natural assets being reshaped by climate change that require active management. Li et al.
(2024) demonstrated that the cooling efficacy of urban trees varies with background climate,
urban morphology, and tree trait, underscoring that canopy investments must be matched to local
conditions. The IPCC AR6 Working Group II (2022) identified green infrastructure -- including
urban parks and nature-based solutions -- as a significant contributor to urban climate
adaptation, with co-benefits across health, social equity, and biodiversity.
Parks as Essential Civic Infrastructure | May, 2026
The U.S. EPA's Green Infrastructure Program documents the stormwater management, flood
mitigation, and water quality functions that park and greenspace systems provide. For a county
system holding tens of thousands of acres of forest, wetland, prairie, and headwater corridors,
these ecosystem services represent a substantial public value contribution that is often uncounted
in traditional park performance metrics.
2.7 Summary of Evidence Strength
Cardiovascular & Mortality Lower all-cause mortality, CVD risk with
greenspace exposure Strong
Blood Pressure & Diabetes Associations with lower BP and reduced type
2 diabetes risk
Strong
Stress Biomarkers Dose-related cortisol reduction; 20-min
threshold for acute effect Strong
Depression & Anxiety Lower risk with greenspace; RCT evidence
from greening interventions Moderate-Strong
Cognitive Function Consistent short-term restoration effects;
youth evidence emerging
Moderate
Obesity & Physical Activity Lower overweight/obesity risk with
greenspace access
Moderate-Strong
Social Connection Conceptual pathways supported;
intervention evidence emerging Moderate
Child Development Associations with behavior and ADHD
outcomes; academic links mixed Moderate
Climate Resilience Cooling, stormwater, flood mitigation; IPCC-
recognized co-benefits
Strong (for services)
Table 1. Summary of evidence strength by outcome domain, drawing on meta-analyses,
systematic reviews, and intervention studies cited in Section 2.
3. The Oakland County Context
Oakland County, Michigan, is the second-most-populous county in the state, with approximately
1.27 million residents across 62 municipalities. The county spans a geographic and demographic
range from densely populated urban communities in the south -- including Pontiac, Southfield,
Oak Park, and Farmington Hills -- to exurban and rural communities in the north. Median
household income varies by more than threefold across communities within the county. This
diversity creates both the opportunity and the obligation for a park system that operates at
countywide scale.
Parks as Essential Civic Infrastructure | May, 2026
3.1 System Profile
Oakland County Parks and Recreation Commission operates approximately 7,000 acres across a
legacy system of regional parks concentrated primarily in northern and western Oakland County.
The system includes large destination parks, golf facilities, campgrounds, a waterpark, nature
centers, and a county farmers market. It is funded through a voter-approved countywide ad
valorem millage -- renewed in 2024 at an increased rate -- and is governed by a Parks Commission
appointed by the Board of Commissioners.
The legacy system was assembled across two prior eras. The first era (founding through the mid
1970s) focused on land acquisition -- securing large tracts of ecologically significant land before
suburban development consumed them. The second era expanded programming: campgrounds,
golf courses, waterparks, and event facilities reflecting what residents wanted and what the system
could sustain. Both eras produced genuine public value. Neither was designed for the distributed,
proximity-based, repeat-use model that the current evidence and demographic conditions
demand.
3.2 The Access Gap
The geographic concentration of legacy parks in northern and western Oakland County left major
population centers in the southern part of the county -- including some of the county's most
densely populated and lowest-income communities -- with limited proximity to any county park
site. Operational data documented an income-correlated visitation gap of approximately 33
percentage points between higher-income and lower-income resident groups. This gap was not
explained by preference. It was a structural consequence of where parks were located, how they
were designed, and what operational investment they received.
3.3 Resident Survey Findings
In November 2025, the Glengariff Group conducted a live-operator telephone survey of 500
Oakland County residents (margin of error +/- 4.4%, 95% confidence). The survey produced
several findings directly relevant to system design.
Satisfaction is high but masks uneven access. 89.7% of residents reported satisfaction with
recreational opportunities within fifteen minutes of their home, with 56.6% very satisfied. Among
those who had visited an Oakland County park in the past year, satisfaction reached 92.5%.
Among those who had not visited, satisfaction with nearby options was still 82.1% -- suggesting
that residents evaluate their recreation landscape broadly, not just through the county park
system.
Visitation is broad but age-stratified. 71.3% of residents reported visiting an Oakland
County park in the past year. But visitation declined sharply with age: 93.3% of residents aged 18-
Parks as Essential Civic Infrastructure | May, 2026
24 reported visiting, compared to 51.4% of residents aged 65 and older. Retired residents visited
at 51.2%, compared to 80.5% of employed residents. This age gradient is particularly significant
given the county's projected 36.9% growth in the 65-and-older population through 2050.
Seasonal disengagement is severe. Among park visitors, 97.8% reported summer use, 84.4%
spring use, and 79.4% fall use. Only 31.1% reported winter use. When asked why, 77.8% of non-
winter users cited cold weather. This represents a near-complete loss of system capacity for
roughly five months of the year -- a period during which the conditions parks address (physical
inactivity, social isolation, mental health burden) do not pause.
Regional variation reflects the access gap. The North region reported 76.8% visitation and
68.3% very satisfied. The Southwest region -- encompassing several lower-income communities -
- reported 65.1% visitation and 58.7% very satisfied. The Bloomfield region, despite high income,
reported only 62.1% visitation, suggesting that proximity and activation matter independent of
socioeconomic status.
Income stratification is present but nuanced. Households earning under $25,000
reported 50.0% visitation, rising to 87.5% for the $25,000-$50,000 bracket, and holding in the
50-60% range for higher brackets before rising again above $200,000. The pattern suggests both
an access barrier at the lowest income levels and a complex relationship between income, life
stage, and park engagement at higher levels.
3.4 The Healthy Communities Proof of Concept
In October 2022, the Parks Commission and staff team built and won the case for the Healthy
Communities Park and Outdoor Recreation Investment Plan, deploying $20.2 million ($15
million in federal ARPA funding plus $5.2 million in OCP capital) into nine equity-priority sites
across the county. Sites were targeted using U.S. Treasury Final Rule criteria, partnerships were
structured to bring new sites into OCP operational control without land acquisition, and capital
was leveraged through GameTime, the National Fish and Wildlife Foundation, and municipal
master planning assistance.
The Plan was a strategic hypothesis: that the system's reach could be expanded fastest through
partnership-based investment in communities where access and equity gaps were largest. Early
implementation evidence supports the hypothesis. The 2026 reopenings of Pontiac Oaks, Red
Oaks Play Garden, Oak Park Woods at Shepherd Park, and Southfield Oaks are the operational
evidence. The 2024 millage increase is political evidence. Together they establish that a
partnership-based, equity-targeted, activation-oriented approach can expand a legacy park
system's reach into communities it has historically underserved and that voters will support that
expansion.
Parks as Essential Civic Infrastructure | May, 2026
4. The Structural Problem: Why Existing Park Models Cannot
Meet Current Demand
The demand being placed on park systems is no longer about recreation. It is about infrastructure
for daily life -- physical, mental, social, and ecological. The structural shift is driven not by
changing perceptions alone but by the growing failure of existing systems to address rising
physical, mental, and social health challenges at scale.
Most park systems, including Oakland County Parks as it existed circa 2020, were not designed
to deliver that outcome. They were built around destinations, amenities, and episodic use. That
model produced genuine public value and continues to serve residents who can reach it. But it
was never designed for proximity-based, repeat-use engagement at the household level across an
entire county. Three structural failures define the gap.
4.1 The Reach Problem
Countywide funding requires countywide reach. Oakland County Parks is funded through a
millage paid by every property owner in the county. Yet the geographic distribution of parks left
large population centers -- particularly in the more urbanized, more densely populated, lower-
income southern portion of the county -- with limited proximity to any county site. Oakland
County contains approximately 66,754 acres of public recreation land across all providers,
roughly 56 acres per 1,000 residents. OCP directly operates approximately 10% of that land. The
other 90% is managed by municipal parks departments, school districts, the Huron-Clinton
Metropolitan Authority, the Michigan DNR, and other operators. None of it is coordinated at
countywide scale. The result is a landscape that is asset-rich and system-poor.
4.2 The Activation Problem
Visitation without repeat use does not produce the outcomes the evidence base identifies. A
system designed for occasions rather than habits cannot sustain public support or deliver
measurable health outcomes. The seasonal data from the resident survey makes this concrete:
with only 31.1% of park visitors reporting winter use, the system effectively loses its health-
supportive capacity for nearly half the year. The age-stratified decline in visitation -- from 93.3%
among 18-24 year olds to 51.4% among those 65 and older -- represents a growing failure as the
population most in need of the system's benefits disengages from it.
4.3 The Access Gap Problem
The gap between higher-income and lower-income park use is not a preference gap. It is a
consequence of system design. Access barriers (distance, transportation, cost, awareness)
disproportionately affect residents in more urbanized areas. Usability barriers (unwelcoming
conditions, poor maintenance, stripped amenities) compound the access problem. Belonging
Parks as Essential Civic Infrastructure | May, 2026
barriers (environments that signal, through their condition and design, who they were built for)
prevent return even when access and usability are adequate. A park without functioning
restrooms, adequate lighting, legible wayfinding, or maintained surfaces does not generate repeat
use regardless of proximity.
4.4 The Health Infrastructure Lens
Framing parks as health infrastructure changes what failure means. Access becomes a health
equity issue, not a convenience issue. Communities without proximity to parks carry measurably
higher chronic disease burden. Social isolation becomes a health emergency, not an ambient
condition. An underused park is a missed intervention at scale -- not a neutral asset but a foregone
opportunity measured in every household that did not engage, every week, every year. Design
quality becomes the condition under which the health claim is true, because health outcomes are
driven by frequency, duration, and regularity -- not by the existence of a facility.
5. The Mission 26 Framework
Mission 26 is the transformation of Oakland County Parks into a countywide system of outdoor
infrastructure designed to deliver equitable access, repeat participation, social and civic
engagement, nature engagement, natural asset stewardship, and measurable public value aligned
with its voter-authorized mandate. It shifts the organization from managing individual parks to
operating a coordinated system accountable for reach, activation, engagement, stewardship, and
impact across the county.
5.1 Operating Logic: Reducing Barriers to Use
The effectiveness of the park system is determined not by the presence of assets, but by the
absence of barriers that prevent residents from using them regularly. Mission 26 operates by
identifying and reducing three categories of barrier that limit repeat participation, with habit as
the outcome those reductions produce together.
Access -- whether residents can reach parks easily and incorporate them into daily life. Distance,
transportation, time, cost.
Usability -- whether parks are intuitive, legible, and immediately usable without prior
knowledge. Wayfinding, design clarity, condition, ease of first use.
Belonging -- whether residents feel that parks are for them, and see themselves reflected in their
use. Cultural welcome, social environment, signal that the place was built for them.
Habit is the outcome. Repeat, routine use becomes possible only when access, usability, and
belonging barriers are reduced together. Removing one without the others does not produce
Parks as Essential Civic Infrastructure | May, 2026
return. Proximity without usability does not produce use. Access without belonging does not
produce return. Visitation without habit does not produce impact.
5.2 Strategic Pillars
The framework is organized around four strategic pillars that translate the operating logic into
institutional commitments.
Access and Equity. Expand geographic and social access to parks, trails, and outdoor recreation
across the county. Reduce access and belonging barriers in the communities the system has
historically reached least.
Activation, Health, and Social Connection. Increase repeat participation, social
connection, and civic gathering through year-round outdoor use available at every age and life
stage. Treat physical, mental, and social health as inseparable system outcomes.
Discovery, Learning, and Stewardship. Build a multi-generational pathway through nature
discovery, environmental learning, and active stewardship -- available across the county and at
every age. Parks function as the primary environments where residents encounter the natural
world, build environmental literacy, and progress from curiosity to participation in caring for the
land and water around them.
Public Value and Impact. Deliver measurable outcomes through increased participation,
social and civic engagement, environmental stewardship, ecological condition, and improved
quality of life across the county.
5.3 Zone-Based Planning
Mission 26 plans at the level of functional zones within parks rather than assigning whole-park
identity labels. Every park is composed of one or more zones, each carrying its own planning
designation, design standards, and operational standards. Zone types include: Healthy Activity
and Social Connection; Discovery and Learning; Stewardship and Cultivated Landscapes; Habitat
and Ecological Protection; Restorative Nature Immersion; Corridor and Connectivity; and
Enterprise. This approach resolves a persistent tension in park planning: the pressure to make
every park everything. Zone-based planning makes multi-function parks legible and plannable
while positioning each park to maximize system-wide value rather than site-level accumulation.
5.4 Year-Round, All-Ages Activation
The system operates against a single temporal commitment with two dimensions: residents can
use it across all seasons and at every age. This commitment applies at the system level. Four-
season activation is the temporal spine -- the conditions parks address do not pause for winter.
All-ages activation is the demographic spine -- the system serves residents from early childhood
Parks as Essential Civic Infrastructure | May, 2026
through advanced age. Both dimensions share infrastructure: accessible surfaces, lighting,
seating, shelter, drainage, and welcoming design serve year-round and all-ages usability
simultaneously.
5.5 The Nature Engagement Pathway
The system's contribution to civic identity and ecological stewardship depends on how residents
build relationships with the natural world. That relationship is built through a developmental
pathway with four stages -- Discovery, Understanding, Action, and Leadership -- each of which
delivers value in its own right and each of which is open to residents at every age and life stage.
Discovery is a complete experience. Learning is a complete experience. Most residents will engage
at one of those stages and never become active stewards, and that engagement is itself the public
value the system is designed to deliver. A child who encounters a heron at a Discovery Gateway, a
family that learns the watershed they live in at a nature center, a teenager who develops
environmental literacy through a school-park program -- each is the system delivering on its
purpose, not a partial version of something the resident failed to complete.
At the action stage, the system's stewardship platform -- NatureCorps -- organizes residents,
students, and community groups into structured hands-on environmental work across Oakland
County. Well-run volunteer stewardship programs demonstrate that 30 to 40 percent of total
ecological restoration labor can be delivered through structured public participation. The scale of
Oakland County's ecological challenge -- declining canopy, fragmented corridors, degraded
watersheds, invasive species pressure -- mathematically exceeds what any public agency can staff
and fund alone. Public participation is not a supplement to professional management. It is a
structural requirement.
5.6 The Investment Ladder
When discretionary resources are limited, Mission 26 applies a preferred order of investment.
Access expansion (new sites in underserved areas, trail connections, regional corridors) holds the
highest priority. System activation (trail loops, play environments, waterfront access, winter-use
design) is second. Stewardship and resilience (habitat restoration, watershed protection, climate
adaptation) is third. Strategic partnerships that unlock additional public value through
collaboration are fourth. Enterprise and revenue sustainability is fifth. This sequencing reflects
the operating logic: access is the foundation on which every other outcome depends.
Parks as Essential Civic Infrastructure | May, 2026
6. Performance Framework
Mission 26 defines success not by assets built or visits generated, but by the portfolio of outcomes
the system delivers. The performance framework replaces activity and attendance as primary
measures with metrics that test whether barriers to use are actually being reduced at scale.
6.1 Governing Metrics
Countywide Distributed Repeat Household Participation. The percentage of Oakland
County households that use the park system three or more times per year. The strongest single
predictor of system value. "Distributed" means participation is measured across the county, not
concentrated at a handful of sites. A system that hits this number only through high-volume
destination parks is not meeting the standard.
Cost per Experience. Total operating cost divided by distinct park experiences delivered. This
is the efficiency metric. It tests whether the system is activating at scale relative to its resource
base. Cost per Experience should decline or hold steady as the system expands. A rising figure
signals that growth is adding overhead faster than activation.
6.2 Diagnostic Metrics
Diagnostic metrics do not drive primary investment decisions but flag conditions where governing
targets may be met in ways that mask underlying failures.
Equity Distribution Index -- the share of park experiences delivered to underserved ZIP codes
relative to population share. Closes the "but who?" accountability gap.
Seasonal Distribution Rate -- the share of experiences occurring outside the May-October
primary season. Closes the "but when?" gap.
Age Distribution Rate -- the share of experiences distributed across age cohorts relative to
population share. Closes the "but for whom across age?" gap.
Social and Civic Engagement Rate (methodology in development) -- the system's
contribution to social connection and civic life. Closes the "but with whom?" gap.
Natural Asset Condition Index (methodology in development) -- a composite measure of
ecological condition under OCP stewardship. Closes the "what about the land?" gap.
7. The Recreation Ecosystem Connector Role
Oakland County contains approximately 66,754 acres of public recreation land distributed across
municipal parks departments, school districts, the Huron-Clinton Metropolitan Authority, the
Michigan DNR, federal agencies, and private and nonprofit operators. The county has 101 miles
Parks as Essential Civic Infrastructure | May, 2026
of regional trails, approximately 60 miles of designated water trails, five major river systems, and
a dense network of inland lakes. OCP directly operates approximately 10% of this land.
The result is a landscape that is asset-rich and system-poor. Trail networks terminate at municipal
boundaries. School recreation facilities sit unused while nearby parks are overcrowded.
Stewardship organizations work in isolation from adjacent public agencies. Investment is
duplicated in some places and absent in others. Fragmentation across providers is itself a barrier
to use.
OCP is the only entity with the countywide mandate, scale, and relationships to serve as catalyst
and connector across this landscape. The countywide millage gives OCP standing to convene that
no other entity has. That role does not require OCP to own more land or operate more facilities.
It requires OCP to convene, connect, and align a fragmented ecosystem around shared public
access goals. Every partnership brokered, every trail connection enabled, every shared facility
activated adds public value that no single provider could have created alone.
PureOakland, a proposed countywide outdoor recreation navigation platform, exemplifies this
connector posture. The platform aggregates parks, trails, nature programs, markets, water access,
and outdoor experiences across the county regardless of operator -- functioning as the public front
door to the entire ecosystem. Operator neutrality is the condition that makes the platform credible
and useful: OCP is listed as one provider among many, with no advertising and no preferential
promotion.
8. Natural Assets and Climate Resilience
Oakland County holds tens of thousands of acres of ecologically significant land -- forest, wetland,
prairie, water, river corridor, and the headwater systems of the Clinton, Rouge, and Huron
watersheds. These assets serve two structural functions in a changing climate.
First, they are foundational to the county's climate resilience, providing stormwater absorption,
urban heat reduction, watershed protection, air quality function, and emergency response
capacity. Wetland complexes absorb storm surge. Forest canopy reduces urban heat island effects.
Watershed-critical land protects drinking water supply. Trail networks and gathering spaces
provide community resilience capacity during extreme weather events.
Second, these assets are themselves being reshaped by the climate conditions they help stabilize.
Precipitation patterns are shifting toward more frequent intense rainfall events. Invasive species
pressure is intensifying. Forest canopy faces drought, disease, and storm damage stress. Wetland
hydrology is destabilizing. Protection alone is insufficient under these conditions. Land that was
stable under twentieth-century climate conditions requires active management to remain
functional.
Parks as Essential Civic Infrastructure | May, 2026
The system's commitment to natural assets has therefore expanded from preservation to active
adaptation: protecting what it holds, restoring ecological function where degradation has
occurred, adapting management practices to changing conditions, and managing assets to
maximize their climate resilience contribution. NatureCorps, partnerships with conservancies
and watershed councils, and federal climate resilience programs contribute capacity OCP could
not deploy independently.
9. Implications for Practice and Policy
9.1 For Park System Leaders
The Mission 26 framework suggests that park systems facing similar structural conditions --
legacy destination models, income-correlated visitation gaps, seasonal disengagement, aging
populations -- can productively reorient around barrier reduction as an operating logic. The three-
barrier framework (access, usability, belonging) provides a diagnostic that is transferable across
systems of different scale and geography. The zone-based planning approach resolves the
persistent tension between multi-function parks and system-level coherence without requiring
whole-park identity labels.
9.2 For Public Health Professionals
The evidence synthesized here supports parks as infrastructure that can support population-level
health outcomes -- but only when designed for repeat, habitual use. The 120-minute weekly
threshold, the dose-response relationship for stress biomarkers, and the equity-gradient evidence
all point to the same conclusion: parks as health infrastructure is a design and operations claim,
not a proximity claim. A park that exists near a community but is not designed, maintained, and
activated for regular use delivers no sustained health benefit.
9.3 For County and Municipal Officials
The partnership-based expansion model tested through the Healthy Communities Plan
demonstrates that county park systems can extend reach into underserved communities through
interlocal agreements rather than land acquisition. The model preserves municipal ownership
while bringing county operational capacity and capital investment to sites that would otherwise
remain underfunded. The 2024 millage renewal -- at an increased rate -- provides political
evidence that voters support this approach when the case is made on the basis of expanded access
and measurable public value.
9.4 For Researchers
Several gaps in the current evidence base are particularly consequential for park system design.
Longitudinal studies linking park system redesign to population-level health outcomes at the
Parks as Essential Civic Infrastructure | May, 2026
county scale remain sparse. The social health pathway -- parks as infrastructure for reducing
loneliness and building civic engagement -- has conceptual support but limited intervention
evidence. Methods for measuring nature engagement as a developmental pathway for youth (not
just as exposure) are underdeveloped. And the relationship between park system investment
patterns and long-term public support (millage renewals, bond measures) is poorly studied
despite its central importance to system sustainability.
10. Conclusion
Oakland County Parks and Recreation Commission's Mission 26 framework represents a
deliberate, evidence-informed transition from a legacy regional park model to a countywide
system of civic infrastructure designed for the demands of the current era. The transition is
grounded in a substantial and growing evidence base linking regular nature exposure to
measurable health outcomes across physical, mental, and social domains. It is informed by
original resident survey data that reveals the scale and structure of seasonal disengagement, age-
stratified visitation decline, and income-correlated access gaps. And it has been tested through a
$20.2 million capital deployment that demonstrated the viability of partnership-based, equity-
targeted park system expansion.
The core argument is not complex. A park system funded by all residents must serve all residents.
Serving them requires more than proximity -- it requires environments designed for repeat use,
activated across the full year, welcoming at every age, and accountable for the outcomes the public
investment is intended to produce. The barriers that prevent those outcomes are identifiable:
access, usability, and belonging. The operating logic that addresses them is barrier reduction at
scale. And the performance framework that holds the system accountable measures repeat
household participation, cost efficiency, equity distribution, seasonal reach, age distribution, and
ecological condition -- not assets built or visits generated.
Mission 26 does not ask Oakland County Parks to become something different. It asks the system
to become more fully what it has always been: an institution committed to putting outdoor places
within reach of the residents who fund it, and to stewarding the natural assets that make those
places worth reaching. The first era expanded that reach through land. The second era expanded
it through programming. The third era -- built on the case the Parks Commission and staff team
made for Healthy Communities, the mandate residents renewed in 2024, and the proof now
visible in the 2026 reopenings -- expands it through the operating standard this framework
defines.
Parks as Essential Civic Infrastructure | May, 2026
References
Astell-Burt, T., & Feng, X. (2022). Green space and loneliness: A systematic review with theoretical and
methodological guidance for future research. Science of the Total Environment.
Cohen, D. A., et al. (2016). The first national study of neighborhood parks: Implications for physical
activity. American Journal of Preventive Medicine. doi:10.1016/j.amepre.2016.02.044
Community Preventive Services Task Force. (2025). Physical activity: Park, trail, and greenway
infrastructure interventions when combined with additional interventions.
de Vries, S., et al. (2022). Residential green space associated with the use of attention deficit hyperactivity
disorder medication among Dutch children. Frontiers in Psychology.
Hunter, M. C. R., et al. (2019). Urban nature experiences reduce stress in the context of daily life based on
salivary biomarkers. Frontiers in Psychology. doi:10.3389/fpsyg.2019.00722
Intergovernmental Panel on Climate Change. (2022). AR6 WGII Chapter 6: Cities, settlements and key
infrastructure; Chapter 7: Health, wellbeing and the changing structure of communities.
James, P., et al. (2016). Exposure to greenness and mortality in a nationwide prospective cohort study of
women. Environmental Health Perspectives. doi:10.1289/ehp.1510363
Jimenez, M. P., et al. (2021). Associations between nature exposure and health: A review of the evidence.
International Journal of Environmental Research and Public Health. doi:10.3390/ijerph18105479
Li, H., et al. (2024). Cooling efficacy of trees across cities is determined by background climate, urban
morphology, and tree trait. Communications Earth & Environment.
Liu, X.-X., et al. (2022). Green space and cardiovascular disease: A systematic review with meta-analysis.
Environmental Pollution.
Liu, Z., et al. (2023). Green space exposure on depression and anxiety outcomes: A meta-analysis.
Environmental Research. doi:10.1016/j.envres.2023.116770
Luo, Y.-N., et al. (2020). Greenspace with overweight and obesity: A systematic review and meta-analysis
of epidemiological studies up to 2020. Obesity Reviews. doi:10.1111/obr.13078
South, E. C., et al. (2018). Effect of greening vacant land on mental health of community-dwelling adults:
A cluster randomized trial. JAMA Network Open. doi:10.1001/jamanetworkopen.2018.0300
Twohig-Bennett, C., & Jones, A. (2018). The health benefits of the great outdoors: A systematic review
and meta-analysis of greenspace exposure and health outcomes. Environmental Research.
doi:10.1016/j.envres.2018.06.030
U.S. Environmental Protection Agency. (2026). Green Infrastructure Program and Mitigate Flooding.
White, M. P., et al. (2019). Spending at least 120 minutes a week in nature is associated with good health
and wellbeing. Scientific Reports. doi:10.1038/s41598-019-44097-3
World Health Organization. (2016). Urban green spaces and health.
Xie, Y., et al. (2024). Credibility of the evidence on green space and human health: An overview of meta-
analyses using evidence grading approaches. eBioMedicine.
Zhao, Y., et al. (2022). Association between greenspace and blood pressure: A systematic review and
meta-analysis. Science of the Total Environment.
Parks Director Recommended FY 2027 Budget Message
Director’s Revised Financial Summary:
Parks Director Message
FY27 marks the first full operating cycle in which Mission 26 governs how Oakland County Parks is funded, organized, and held accountable. It is also
the first cycle in which the system operates at the scale authorized by voters through the 2024 millage.
This budget aligns the organization’s financial structure with the framework adopted by the Commission. It puts resources behind those standards and
establishes the operating model required to deliver them.
Strategic Context
The Healthy Communities Plan (2022) focused on improving proximity to communities where the system could have the greatest impact. Through
targeted investment and partnership, Oakland County Parks expanded its presence in areas with historically limited access to the system. Projects
funded through that plan are reaching completion.
Mission 26 builds on that work by extending this approach across the entire system. It establishes a consistent framework for capital investment,
operations, performance reporting, and stewardship.
Budget Structure
The FY27 budget reflects a shift from a site-based structure to a system-based model.
New system-level cost centers include:
•Access and Activation
•Outdoor Learning
Revenue and Expense Budget
FY2027 - $72,583,960
FY2028 - $74,035,639
FY2029 - $75,516,352
FY2027 Unrestricted net position projection FY2027
Projected unrestricted net position 9/30/2027 $51,332,135
RETURN TO AGENDA
• Strategic Partnerships and Investments
• Shared Services
• Food and Managed Landscapes
These consolidate functions that previously operated independently and establish a unified operating structure aligned to Mission 26.
Implementation
The budget funds key components required to implement Mission 26, including:
• NatureCorps stewardship programming
• Expansion of the Outdoor Learning network
• Development of the PureOakland data and performance platform
• System-wide accessibility assessment
• Guest experience and program design pilots
These investments establish the organization’s ability to measure performance, test approaches, and scale effective practices.
Organizational Approach
Personnel growth is targeted to the delivery of programs and services prioritized within the Mission 26 framework and reflects the operational
requirements of an expanded system.
An external organizational efficiency study remains in progress and will inform future decisions regarding staffing, structure, and system design. This
work ensures that organizational capacity evolves in alignment with operational demand, performance expectations, and long-term sustainability.
Partnerships
FY27 incorporates new and expanded partnership sites into the operating system, including:
• Discovery Oaks and Bloomfield Oaks
• Clinton River Oaks
• Pine Lake Park
• Turtle Woods
These sites are fully integrated into operating cost centers and revenue assumptions.
Oakland County Parks will continue to operate in partnership with municipalities, school districts, and regional collaborators across the system. Existing
grant programs are paused and being restructured to align with Mission 26 partnership and equity standards.
Financial Overview
The FY27 operating budget includes:
• Total revenue: $72.6 million
• Operating expense: $53.6 million
• Projected surplus: $19.0 million
The surplus is directed to capital reserves to support future system investments.
Revenue composition reflects the voter-approved operating model:
• Property tax and state share: approximately 78%
• Charges for services: approximately 20%
• Investment income: approximately 2%
The commitment to free general park admission for Oakland County residents is fully incorporated into the operating model.
Capital and Equipment
The FY27–FY29 Capital Improvement Plan maintains a consistent annual investment level of approximately $15 million across:
• Completion of Healthy Communities projects
• Mission 26 strategic capital, held in reserve until project readiness
• Lifecycle and asset management investments
The FY28 plan includes construction of the Bicentennial Oaks Farmers Market and Park, integrating regional market function with park, learning, and
community programming.
The FY27 Capital Equipment Plan totals $2.0 million and supports fleet and equipment replacement across the system.
Outlook
FY27 establishes the operating foundation for Mission 26. It aligns structure, funding, and operations to a single framework and positions the system
for future decisions regarding performance, cost management, and long-term investment.
Closing
The 2024 millage provided the resources to expand the reach and impact of the system. Mission 26 defines the standards for how those resources are
used. The FY27 budget aligns the organization to deliver on those standards.
Respectfully submitted,
Chris Ward, Director
Oakland County Parks
Parks Director Recommended FY 2027 Budget Message (continued)
Budget Year Cycles
• FY 2027 budget year will commence October 1, 2026 - September 30, 2027
• FY 2028 budget year will commence October 1, 2027 - September 30, 2028
• FY 2029 budget year will commence October 1, 2028 - September 30, 2029
Note: These dates coincide with the County of Oakland’s fiscal years and its 3-year budget forecasting process.
FY 2027 Proposed Revenue
The recommended revenue budget is $72,583,960 which is a 2.45% increase from the FY 2026 amended budget of $70,820,827. Budgets for FY 2027
through FY 2029 were developed from the FY 2025 Actuals and the FY 2026 Amended Budget. Overall revenues increased $1,763,133, the result of
increased Property Taxes of $1,683,533 due to property values. Also, increase to Charges for Services of $2,288,400 due to fee structure changes for
enterprise operations. Offsetting these increases is a decrease in Capital Contributions State Grants ($2,175,000) due to one-time grant in FY 2026 for
Turtle Woods Park.
The FY 2026 revenue budget includes:
• Property taxes from the .35 Millage $56,084,545 (77.26%)
• Other Intergovernmental Revenue $ 310,000 (.4270%)
• Charges for Services $14,389,115 (19.82%)
• Contributions $ 35,300 (.0486%)
• Income on Investments & Other Revenue $ 1,765,000 (2.431%)
$72,583,960
$56,084,545
$14,389,115
$310,000 $35,300
$1,765,000
FY2027 REVENUE
Property Taxes
Charges for Services
Other Intergov't
Revenues
Contributions
Investment Income
Parks Director Recommended FY 2027 Budget Message (continued)
FY 2027 Proposed Expense
The recommended operating expense budget is $72,583,960; an increase from the FY 2026 amended budget by 2.45%.
The FY 2027 expense budget includes:
• Personnel $28,407,633 (39.14%)
• Operating Expense $17,279,965 (23.81%)
• Depreciation $ 4,495,001 (6.19%)
• Internal Services $ 2,324,330 (3.20%)
• Budgeted Equity Adjustments $18,990,031 (26.16%)
• Intergovernmental Transfers $ 1,050,000 (1.45%)
• Transfers Out $ 37,000 (0.05%)
$72,583,960
The proposed FY2027 expense budget of $72,583,960 is an increase of $1,763,133
from the FY2026 amended budget of $70,820,827. The FY 2026 budget contains a
general salary increase and new position requests resulting in an overall Personnel
cost of $28,407,633 and Operating Expense of $17,279,965. Budgeted Equity
Adjustment of $18,990,031 is unassigned for future capital acquisitions and
unanticipated one-time expenses.
A Fiscally Sound Budget Proposal
The Administrative Management Team, Fiscal/Operational staff and I firmly believe the enclosed budget shows our dedicated commitment to offer the
highest quality facilities, programs, and services to the residents of Oakland County for FY2027-FY2029.
Sincerely,
Chris Ward, Parks Director
$28,407,633
$17,279,965 $4,495,001
$2,324,330
$18,990,031
$1,050,000 $37,000
FY2027 EXPENDITURES
Personnel
Operating
Depreciation
Internal Services
Budgeted Equity
Adjustments
Intergovernmental
Transfers
Transfers Out
A budget stabilization financial reserve of not less than 25% or three months of the annual operating expenditures reflected in annual budget
(excluding depreciation and budgeted surplus funds). This amount is consistent with Oakland County’s financial policies and best practices
recommended by the Government Finance Officers Association (GFOA). The purpose of maintaining these reserves is to ensure continuity of services
during an economic downturn or emergency and to ensure adequate cash flow throughout the budget year.
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Fiscal Year
Net Position Forecast
Total Revenues
Net Expenses
Capital Projects
Net Position
Depreciation
$310,000
$35,300
$56,084,545
$14,389,115
$1,765,000
$72,583,960 $72,583,960
$28,407,633
$17,279,965
$4,495,001
$2,324,330
$1,087,000
$18,990,031
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
FY 2026
Operating Budget Revenue and Expense
2026Revenues 2026
Expenses
160710 Campground
Addison
Oaks
ADD
5060150
Groveland
Oaks
GRV
5060152
GRAND
TOTAL
Revenue
Charges for
Services Charges for Services
GRAND TOTAL
Expenses
Personnel
Salaries
Fringe Benefits
Operating
Expense
Contractual Services
Commodities
Depreciation Depreciation
Transfers OutTransfers Out
Internal
Services Internal Services
GRAND TOTAL
$726,750 $1,448,500 $2,175,250
$726,750 $1,448,500 $2,175,250
$141,304
$682,947
$232,874
$1,100,904
$374,178
$1,783,851
$109,405
$306,765
$162,700
$444,800
$272,105
$751,565
$67,478 $381,000 $448,478
$37,000 $37,000
$62,020 $101,900 $163,920
$1,406,919 $2,424,178 $3,831,097
FY2027 Recommended Budget
160710 Campground Summary
RETURN TO AGENDA
160720 Conference Center
Addison
Oaks
ADD
5060150
Glen Oaks
GLG
5060172
Lyon Oaks
LYP
5060174
White
Lake Oaks
WLG
5060180
GRAND
TOTAL
Revenue
Charges for
Services Charges for Services
GRAND TOTAL
Expenses
Personnel
Salaries
Fringe Benefits
Operating
Expense
Contractual Services
Commodities
Depreciation Depreciation
Internal
Services Internal Services
GRAND TOTAL
$90,000 $120,000 $95,000 $40,000 $345,000
$90,000 $120,000 $95,000 $40,000 $345,000
$8,930
$27,076
$20,482
$46,102
$13,410
$27,110
$853
$11,881
$43,675
$112,169
$4,750
$94,000
$4,000
$99,475
$1,250
$69,400
$3,000
$38,850
$13,000
$301,725
$199,000 $90,500 $180,000 $469,500
$6,300 $3,200 $15,000 $15,700 $40,200
$141,056 $372,259 $216,670 $250,284 $980,269
FY2027 Recommended Budget
160720 Conference Center Summary
160010 Golf
Glen Oaks
GLG
5060172
Lyon Oaks
LYP 5060174
Red Oaks
RDP
5060176
Springfield
Oaks
SPR
5060178
White Lake
Oaks
WLG
5060180
GRAND
TOTAL
Revenue
Charges for
Services Charges for Services
GRAND TOTAL
Expenses
Personnel
Salaries
Fringe Benefits
Operating
Expense
Contractual Services
Commodities
Depreciation Depreciation
Internal
Services Internal Services
GRAND TOTAL
$1,464,000 $2,546,500 $626,500 $1,323,600 $1,344,100 $7,304,700
$1,464,000 $2,546,500 $626,500 $1,323,600 $1,344,100 $7,304,700
$182,865
$791,014
$242,131
$1,245,964
$70,178
$376,262
$132,336
$644,593
$194,425
$754,375
$821,935
$3,812,208
$95,900
$303,500
$232,750
$508,700
$23,950
$275,375
$95,350
$267,600
$101,650
$233,850
$549,600
$1,589,025
$255,000 $292,000 $167,300 $228,000 $145,000 $1,087,300
$48,450 $63,650 $29,020 $52,250 $51,000 $244,370
$1,676,729 $2,585,195 $942,085 $1,420,129 $1,480,300 $8,104,438
FY2027 Recommended Budget
160010 Golf Summary
Type Category Subcategory Account Description
Revenue
Taxes Taxes 601637-Property Tax Levy
Total
Intergovernmental Intergovernmental 620573-Local Comm Stabilization Share
Total
Charges for Services Charges for Services
630084-Antenna Site Management
630301-Commission Contracts
630308-Commission Food Services
630644-Entrance Fees Gen Admission
630651-Entrance Fees Swimming Class
630693-Fees Camping
630700-Fees Day Use
630707-Fees Driving Range
630847-Greens Fees
631001-Interest on Delinquent Taxes
631253-Miscellaneous
631743-Refunds Miscellaneous
631771-Reimb 3rd Party
631799-Reimb Contracts
631911-Rent House
631918-Rental Equipment
631925-Rental Facilities
631932-Rental Golf Carts
631946-Rental Units or Events
632037-Sales Retail
632135-Special Contracts
Total
Investment Income Investment Income 655077-Accrued Interest Adjustments
655385-Income from Investments
Total
Contributions Contributions 650104-Contributions Operating
650305-Sponsorships
Total
Other Revenue Other Revenue 675354-Gain on Sale of Equip
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
702110-Per Diem
702140-Other Miscellaneous Salaries
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating Expense Contractual Services
730072-Advertising
730114-Auction Expense
730198-Building Maintenance Charges
730247-Charge Card Fee
730373-Contracted Services
730429-Custodial Services
730520-Design Fees
730562-Electrical Service
730585-Employee License-Certification
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730660-Equipment Repair
730786-Garbage and Rubbish Disposal
730789-General Program Administration
730814-Grounds Maintenance
730926-Indirect Costs
731059-Laundry and Cleaning
731073-Legal Services
$56,084,545
$56,084,545
$300,000
$300,000
$854,500
$1,602,000
$115,000
$1,820,000
$1,238,700
$44,700
$67,100
$95,000
$5,100
$700
$16,915
($1,000)
$4,175,000
$190,000
$535,000
$1,977,000
$30,000
$1,500,000
$4,400
$48,000
$71,000
$14,389,115
$1,750,000
$15,000
$1,765,000
$35,000
$300
$35,300
$10,000
$10,000
$72,583,960
$115,993
$20,600
$266,700
$200,000
$9,500
$21,508,839
$6,286,001
$28,407,633
$6,900
$349,710
$4,000
$350
$141,825
$61,700
$50,000
$500,000
$145,900
$911,650
$19,200
$225,000
$30,000
$64,650
$18,750
$2,900
$183,000
$27,900
$35,225
$6,500
$750
$5,825
$47,575
$125
$1,000
$29,265
$950,000
$3,560,200
$2,000,000
$74,850
$3,000
$83,500
$671,000
$2,825
$75
$709,700
$500,000
$127,000
$2,072,700
$329,100
$1,024,000
$500
$50,000
FY2027 Recommended Budget
Oakland County Parks Department
Type Category Subcategory Account Description
Expenses
Operating Expense
Contractual Services
731059-Laundry and Cleaning
731073-Legal Services
731108-License Plates and Title Fees
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731143-Mail Handling-Postage Svc
731157-Maintenance Equipment
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731339-Periodicals Books Publ Sub
731346-Personal Mileage
731388-Printing
731458-Professional Services
731500-Public Information
731633-Rental Property Maintenance
731689-Security Expense
731780-Software Support Maintenance
731822-Special Projects
731836-Sponsorship
731941-Training
732018-Travel and Conference
732020-Travel Employee Taxable Meals
732039-Twp and City Treas Bonds
732102-Water and Sewage Charges
732165-Workshops and Meeting
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750287-Maintenance Supplies
750301-Medical Supplies
750385-Merchandise
750392-Metered Postage
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Transfer to Municipalities Transfer to Municipalities 762011-Transfer to Municipalities
Total
Internal Services Internal Services
771639-Drain Equipment
773630-Info Tech Development
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charges
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
Transfers Out Transfers Out 788001-Transfers Out
Total
Budgeted Equity
Adjustments
Budgeted Equity Adjust..796500-Budgeted Equity Adjustments
Total
GRAND TOTAL
$6,900
$349,710
$4,000
$350
$141,825
$61,700
$50,000
$500,000
$145,900
$911,650
$19,200
$225,000
$30,000
$64,650
$18,750
$2,900
$183,000
$27,900
$35,225
$6,500
$750
$5,825
$47,575
$125
$1,000
$29,265
$950,000
$3,560,200
$2,000,000
$74,850
$3,000
$83,500
$671,000$2,825$75$709,700$500,000$127,000$2,072,700$329,100$1,024,000$500$50,000
$157,275
$438,750
$198,750
$295,350
$51,550
$7,500
$677,000
$2,000
$6,750
$292,900
$17,890
$106,100
$17,279,965
$106,400
$1,413,901
$1,397,500
$1,577,200
$4,495,001
$1,050,000
$1,050,000
$173,050
$551,200
$118,600
$34,000
$279,460
$25,220
$1,068,000
$50,000
$24,800
$2,324,330
$37,000
$37,000
$18,990,031
$18,990,031
$72,583,960
FY2027 Recommended Budget
Oakland County Parks Department
Access & Activation
ACT 50601XX
106XXX Food
& Managed
Landscapes
160XXX
Access &
Activation
160020 Mobile
Rec
160030
Archery &
Events
160040
Adaptive &
Wellness
Revenue
Charges for
Services
Charges for
Services
631925-Rental Facilities
631946-Rental Units or Events
632037-Sales Retail
632135-Special Contracts
Total
Contributions Contributions 650305-Sponsorships
Total
Other
Revenue
Other Revenue 675354-Gain on Sale of Equip
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730373-Contracted Services
730646-Equipment Maintenance
730653-Equipment Rental
730814-Grounds Maintenance
731059-Laundry and Cleaning
731108-License Plates and Title Fees
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731157-Maintenance Equipment
731213-Membership Dues
731241-Miscellaneous
731346-Personal Mileage
731388-Printing
731458-Professional Services
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732020-Travel Employee Taxable Meals
732165-Workshops and Meeting
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$13,000$7,500
$5,000
$3,000
$110,000
$50,000
$423,000
$175,000
$13,000$12,500$113,000$648,000
$2,000$18,000$5,000
$2,000$18,000$5,000
$10,000
$10,000
$15,000$30,500$113,000$663,000
$1,000
$198,270
$2,500
$6,000
$363,295
$2,500
$15,000
$814,786
$500
$750
$7,000
$293,969
$87,095$97,311$221,810$113,767
$286,365$469,106$1,054,096$415,986
$100
$50
$8,000
$600
$250
$300
$100
$105
$125
$1,500
$200
$150
$7,500
$1,000
$2,000
$150
$750
$570
$650
$1,500
$7,000
$2,000
$150
$8,225
$2,100
$800
$1,500
$150
$750
$250
$500
$350
$500
$1,500
$20,000
$3,000
$2,000
$100,000
$2,000
$5,000
$500
$10,000
$3,000
$1,000
$4,000
$2,500
$1,200,000
$1,300
$35,000
$1,200
$10,000
$900
$100
$1,500
$70,000
$2,000
$15,000
$750
$3,000
$295
$450
$6,000
$35,500
$7,500
$17,500
$750
$50,000
$295
$450
$5,000
$35,000
$2,000
$25,000
$2,500
$30,000
$2,500
$500
$59,830$116,265$159,770$100,000$1,330,500
$750
$9,000
$170,000
$22,000
$92,000
$179,750$114,000
$2,500
$7,500
$4,500
$5,000
$5,000
$300
$3,000
$1,500
$25,000
$8,500
$55,000
$20,000
$300
$19,000
$1,500
$35,000
$10,000$44,300$139,300
$535,945$629,671$1,467,166$100,000$1,746,486
FY2027 Recommended Budget
ACT 50601XX
Addison Oaks
ADD 5060150
160700
General
Operations
160710
Campground
160720
Conference
Center
Revenue
Charges for
Services
Charges for
Services
630084-Antenna Site Management
630693-Fees Camping
631799-Reimb Contracts
631918-Rental Equipment
631925-Rental Facilities
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
$90,000
$54,000
$2,750
$670,000
$6,000
$15,000
$8,250
$32,000
$90,000$726,750$61,250
$90,000$726,750$61,250
$1,000
$26,076
$5,225
$1,100
$11,000
$665,622
$4,275
$900
$9,000
$544,599
$8,930$141,304$115,613
$36,006$824,251$674,387
$4,000
$1,000
$500
$2,500
$25,000
$1,000
$10,000
$50,000
$26,250
$1,650
$550
$560
$36,000
$4,400
$880
$500
$1,200
$300
$2,100
$475
$52,000
$6,750
$600
$27,000
$71,250
$14,800
$59,500
$8,750
$1,350
$450
$140
$9,000
$1,100
$720
$12,000
$500
$1,200
$300
$900
$475
$78,000
$2,250
$400
$18,000
$23,750
$3,700
$25,500
$750
$4,000
$7,200
$35,000
$4,600
$5,000
$2,100
$36,000
$9,375
$330
$9,800
$4,800
$4,600
$900
$4,000
$3,125
$270
$4,200
$98,750$416,170$210,380
FY2027 Recommended Budget
ADD 5060150
Addison Oaks
ADD 5060150
160700
General
Operations
160710
Campground
160720
Conference
Center
Expenses
Operating
Expense Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
Transfers OutTransfers Out 788001-Transfers Out
Total
GRAND TOTAL
$2,340
$20,588
$10,800
$33,750
$2,860
$25,163
$13,200
$41,250
$67,478$82,473
$1,700
$2,600
$2,000
$4,740
$11,460
$4,500
$420
$10,500
$1,200
$22,000
$7,200
$3,160
$7,640
$3,000
$280
$7,000
$800
$5,500
$1,800
$6,300$62,020$29,180
$37,000
$37,000
$141,056$1,406,919$996,420
FY2027 Recommended Budget
ADD 5060150
Admin
ADM 5060101
160000
Administrative
Services
Revenue
Taxes Taxes 601637-Property Tax Levy
Total
Intergovernmental Intergovernmental 620573-Local Comm Stabilization Share
Total
Charges for Services Charges for Servi..630301-Commission Contracts
Total
Investment Income Investment Income 655077-Accrued Interest Adjustments
655385-Income from Investments
Total
Contributions Contributions 650104-Contributions Operating
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
702110-Per Diem
702140-Other Miscellaneous Salaries
712020-Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating Expense
Contractual
Services
730072-Advertising
730114-Auction Expense
730198-Building Maintenance Charges
730373-Contracted Services
730429-Custodial Services
730562-Electrical Service
730611-Employees Medical Exams
730646-Equipment Maintenance
730814-Grounds Maintenance
730926-Indirect Costs
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731143-Mail Handling-Postage Svc
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731339-Periodicals Books Publ Sub
731346-Personal Mileage
731388-Printing
731500-Public Information
731689-Security Expense
$56,084,545
$56,084,545
$300,000
$300,000
$10,000
$10,000
$1,750,000
$15,000
$1,765,000
$100
$100
$58,159,645
$38,900
$11,000
$200,000
$9,500
$4,085,054
$1,724,097
$6,068,551
$2,000
$5,000
$4,000
$150
$35,000
$4,500
$50,000
$120,000
$675,000
$225,000
$12,000
$5,750
$1,500
$12,500
$12,000
$12,000
$500
$1,000
$200
$950,000
$3,000
$500
$1,750
$30,000
$30,000
$500,000
$25,000
$500
$50,000
FY2027 Recommended Budget
ADM 5060101
Admin
ADM 5060101
160000
Administrative
Services
Expenses
Operating Expense Contractual
Services
731500-Public Information
731689-Security Expense
731780-Software Support Maintenance
731836-Sponsorship
731941-Training
732018-Travel and Conference
732020-Travel Employee Taxable Meals
732039-Twp and City Treas Bonds
732102-Water and Sewage Charges
732165-Workshops and Meeting
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750392-Metered Postage
750399-Office Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761156-Depreciation Vehicles
Total
Internal Services Internal Services
773630-Info Tech Development
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$2,000
$5,000
$4,000
$150
$35,000
$4,500
$50,000
$120,000
$675,000
$225,000
$12,000
$5,750
$1,500
$12,500
$12,000
$12,000
$500
$1,000
$200
$950,000$3,000$500$1,750$30,000$30,000$500,000$25,000$500$50,000
$15,000
$45,000
$10,000
$14,000
$7,500
$50,000
$270
$750
$2,911,370
$5,000
$5,000
$26,700
$50,000
$6,500
$5,000
$15,000
$10,000
$343,700
$50,000
$506,900
$9,491,821
FY2027 Recommended Budget
ADM 5060101
Bloomfield Oaks
BLMF 50601XX
160700 General
Operations
Revenue
Charges for
Services
Charges for
Services
631253-Miscellaneous
631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries 702010-Salaries Regular
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730429-Custodial Services
730562-Electrical Service
730660-Equipment Repair
730814-Grounds Maintenance
731115-Licenses and Permits
731157-Maintenance Equipment
731213-Membership Dues
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731458-Professional Services
731689-Security Expense
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
776659-Motor Pool Fuel Charges
Total
GRAND TOTAL
$3,000
$10,000
$13,000
$13,000
$318,608
$77,462
$396,070
$2,500
$2,000
$500
$2,500
$10,000
$1,500
$1,000
$5,000
$1,000
$1,000
$1,000
$35,000
$500
$8,000
$10,000
$8,000
$40,000
$2,500
$5,000
$2,500
$5,000
$1,000
$2,000
$250
$4,000
$151,750
$500
$500
$65,000
$66,000
$613,820
FY2027 Recommended Budget
BLMF 5060189
Catalpa Oaks
CAT 5060170
160700 General
Operations
Revenue
Charges for
Services
Charges for Servi..631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries 702010-Salaries Regular
712020-Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731269-Natural Gas
731388-Printing
731689-Security Expense
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
Total
Internal
Services
Internal Services
774677-Insurance Fund
775754-Maintenance Department Charg..
778675-Telephone Communications
Total
GRAND TOTAL
$40,000
$40,000
$40,000
$500
$65,028
$19,357
$84,885
$20,000
$500
$100
$2,100
$40,000
$4,000
$200
$500
$5,000
$6,000
$200
$1,000
$3,000
$82,600
$9,800
$33,000
$85,000
$127,800
$1,200
$1,000
$2,800
$5,000
$300,285
FY2027 Recommended Budget
CAT 5060170
Clinton River Oaks
CRO 5060151
160700 General
Operations
Expenses
Personnel Salaries 702010-Salaries Regular
712020-Overtime
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730373-Contracted Services
730646-Equipment Maintenance
730653-Equipment Rental
730814-Grounds Maintenance
731241-Miscellaneous
Commodities
750063-Custodial Supplies
750154-Expendable Equipment
750504-Small Tools
750581-Uniforms
Total
GRAND TOTAL
$500
$13,500
$14,000
$500
$90,000
$500
$5,000
$10,000
$7,000
$500
$5,000
$10,000
$500
$129,000
$143,000
FY2027 Recommended Budget
CRO 5060151
Discovery Oaks
DISC 50601XX
160700 General
Operations
Revenue
Charges for
Services
Charges for
Services
630700-Fees Day Use
631253-Miscellaneous
631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries 702010-Salaries Regular
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730429-Custodial Services
730562-Electrical Service
730660-Equipment Repair
730814-Grounds Maintenance
731115-Licenses and Permits
731157-Maintenance Equipment
731213-Membership Dues
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731458-Professional Services
731633-Rental Property Maintenance
731689-Security Expense
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$53,000
$5,000
$385,000
$443,000
$443,000
$367,343
$105,003
$472,346
$2,500
$5,000
$500
$15,000
$2,500
$10,000
$3,000
$1,000
$7,500
$1,000
$5,000
$1,000
$65,000
$2,500
$23,000
$20,000
$30,000
$60,000
$5,000
$85,000
$3,000
$45,000
$2,000
$15,000
$850
$4,000
$414,350
$10,000
$55,000
$5,000
$2,000
$225,000
$297,000
$1,183,696
FY2027 Recommended Budget
DISC 5060187
Facilities & Maintenance
FM 5060146
160700 General
Operations
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730429-Custodial Services
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
731059-Laundry and Cleaning
731213-Membership Dues
731241-Miscellaneous
731339-Periodicals Books Publ Sub
731346-Personal Mileage
731388-Printing
731941-Training
732018-Travel and Conference
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750287-Maintenance Supplies
750399-Office Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$37,500
$500
$7,500
$1,307,667
$467,863
$1,821,030
$2,000
$3,000
$500
$500
$200
$1,000
$1,000
$5,000
$3,000
$200
$25,000
$200
$2,000
$10,000
$5,000
$20,000
$400
$5,000
$12,000
$3,500
$600
$100,100
$3,500
$114,000
$180,000
$297,500
$15,000
$95,000
$28,000
$1,000
$10,000
$1,000
$40,000
$190,000
$2,408,630
FY2027 Recommended Budget
FM 5060146
Glen Oaks
GLG 5060172
160010 Golf
160720
Conference
Center
Revenue
Charges for
Services
Charges for
Services
630847-Greens Fees
631918-Rental Equipment
631925-Rental Facilities
631932-Rental Golf Carts
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731213-Membership Dues
731269-Natural Gas
731388-Printing
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750385-Merchandise
750399-Office Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$120,000
$150,000
$410,000
$4,000
$900,000
$120,000$1,464,000
$120,000$1,464,000
$300
$45,802
$5,000
$2,000
$20,000
$764,014
$20,482$182,865
$66,584$973,879
$5,000
$6,000
$675
$3,000
$8,000
$800
$14,000
$22,000
$40,000
$1,200
$4,000
$1,500
$2,300
$600
$1,500
$1,700
$110,000
$700
$1,000
$100,000
$27,500
$42,000
$9,500
$2,000
$2,000
$3,000
$3,000
$2,000
$85,000
$900
$2,000
$103,475$399,400
$75,000
$102,000
$22,000
$94,000
$131,000
$30,000
$199,000$255,000
$700
$2,500
$7,200
$10,000
$250
$1,500
$10,000
$19,500
$3,200$48,450
$372,259$1,676,729
FY2027 Recommended Budget
GLG 5060172
Groveland Oaks
GRV 5060152
160710
Campground
Revenue
Charges for
Services
Charges for
Services
630301-Commission Contracts
630308-Commission Food Services
630693-Fees Camping
631253-Miscellaneous
631911-Rent House
631918-Rental Equipment
631925-Rental Facilities
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731633-Rental Property Maintenance
731689-Security Expense
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
$105,000
$9,500
$15,000
$11,000
$1,000
$1,300,000
$4,000
$3,000
$1,448,500
$1,448,500
$500
$500
$7,500
$1,092,404
$232,874
$1,333,778
$32,500
$2,300
$1,000
$45,000
$1,200
$3,000
$250
$9,000
$1,000
$2,750
$600
$3,300
$1,500
$100,000
$13,000
$300
$25,000
$100
$95,000
$30,500
$77,500
$7,500
$25,000
$17,000
$10,200
$4,500
$75,000
$10,000
$1,000
$12,500
FY2027 Recommended Budget
GRV 5060152
Groveland Oaks
GRV 5060152
160710
Campground
Expenses Operating
Expense
Commodities
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$7,500
$25,000
$17,000
$10,200
$4,500
$75,000
$10,000
$1,000
$12,500
$607,500
$87,000
$89,000
$205,000
$381,000
$8,400
$30,000
$5,000
$1,000
$18,000
$1,500
$33,000
$5,000
$101,900
$2,424,178
FY2027 Recommended Budget
GRV 5060152
Highland Oaks
HGH 5060156
160700 General
Operations
Revenue
Charges for
Services
Charges for Servi..631911-Rent House
Total
GRAND TOTAL
Expenses
Personnel
Salaries 702010-Salaries Regular
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730646-Equipment Maintenance
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731388-Printing
731633-Rental Property Maintenance
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
761084-Depreciation Buildings
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$10,500
$10,500
$10,500
$43,423
$15,115
$58,538
$6,060
$2,000
$200
$5,000
$300
$2,500
$500
$200
$500
$200
$17,460
$4,500
$30,000
$34,500
$700
$700
$111,198
FY2027 Recommended Budget
HGH 5060156
Holly Oaks OR..
HRV 5060154
160700 General
Operations
Revenue
Charges for
Services
Charges for
Services
630700-Fees Day Use
631925-Rental Facilities
632135-Special Contracts
Total
Contributions Contributions 650305-Sponsorships
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731241-Miscellaneous
731269-Natural Gas
731388-Printing
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
761121-Depreciation Equipment
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774677-Insurance Fund
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$25,000
$135,000
$150,000
$310,000
$10,000
$10,000
$320,000
$1,000
$12,500
$151,254
$35,582
$200,336
$3,000
$1,000
$500
$1,000
$600
$500
$315
$110,000
$3,000
$30,000
$18,000
$2,500
$4,200
$15,000
$500
$5,000
$3,000
$1,500
$250
$1,000
$3,000
$100
$1,000
$204,965
$42,000
$20,000
$62,000
$600
$10,000
$3,000
$2,400
$1,000
$17,000
$484,301
FY2027 Recommended Budget
HRV 5060154
Independence ..
IND 5060160
160700 General
Operations
Revenue
Charges for
Services
Charges for
Services
630308-Commission Food Services
630693-Fees Camping
631911-Rent House
631918-Rental Equipment
631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731633-Rental Property Maintenance
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
$55,000
$3,600
$12,000
$4,500
$250
$75,350
$75,350
$3,500
$500
$7,000
$626,656
$190,800
$828,456
$1,500
$500
$900
$15,000
$2,500
$2,000
$100
$10,000
$1,000
$3,000
$600
$65,000
$2,800
$2,200
$35,000
$22,000
$9,500
$60,000
$3,500
$9,100
$2,500
$1,500
$21,300
$825
$8,500
$280,825
FY2027 Recommended Budget
IND 5060160
Independence ..
IND 5060160
160700 General
Operations
Expenses
Operating
Expense Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$13,500
$115,000
$117,000
$78,000
$323,500
$10,000
$55,000
$5,000
$3,000
$13,500
$500
$23,000
$500
$110,500
$1,543,281
FY2027 Recommended Budget
IND 5060160
Learning & Stewardship
L&S 50601XX
160XXX
Environmental
Stewardship
160XXX Outdoor
Learning
Revenue
Charges for
Services
Charges for
Services
632037-Sales Retail
632135-Special Contracts
Total
GRAND TOTAL
Expenses
Personnel
Salaries 702010-Salaries Regular
712020-Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730373-Contracted Services
730429-Custodial Services
730562-Electrical Service
730646-Equipment Maintenance
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731213-Membership Dues
731269-Natural Gas
731339-Periodicals Books Publ Sub
731346-Personal Mileage
731388-Printing
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
732165-Workshops and Meeting
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750287-Maintenance Supplies
750301-Medical Supplies
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761121-Depreciation Equipment
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$740,000
$4,000
$744,000
$744,000
$1,500
$1,446,804$128,883
$143,196$52,939
$1,591,500$181,822
$2,000
$1,250
$20,000
$5,000
$7,000
$2,000
$500
$12,000
$2,000
$1,500
$1,500
$2,500
$5,000
$27,000
$40,000
$8,000
$100,000
$500
$3,000
$1,000
$6,000
$750
$100
$500
$1,500
$350,000
$7,500
$10,000
$50,000
$4,000
$50,000
$5,000
$5,000
$2,000
$5,000
$500
$4,000
$800
$4,000
$5,500
$300
$250
$2,000
$90
$372,750$383,790
$800
$800
$4,000
$20,000
$5,500
$600
$3,000
$2,000
$5,000
$2,000
$2,000
$40,100$4,000
$2,004,350$570,412
FY2027 Recommended Budget
L&S 50601XX
Lyon Oaks
LYP 5060174
160010 Golf 160700 General
Operations
160720
Conference
Center
Revenue
Charges for
Services
Charges for
Services
630707-Fees Driving Range
630847-Greens Fees
631918-Rental Equipment
631925-Rental Facilities
631932-Rental Golf Carts
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731143-Mail Handling-Postage Svc
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
$95,000$85,000
$370,000
$400,000
$185,000
$1,500
$1,400,000
$190,000
$95,000$85,000$2,546,500
$95,000$85,000$2,546,500
$27,110
$1,500
$500
$1,100
$116,051
$4,000
$38,000
$1,203,964
$13,410$29,397$242,131
$40,520$148,548$1,488,095
$6,000
$600
$2,000
$2,000
$800
$3,000
$25,000
$30,000
$5,600
$500
$50
$550
$59,000
$650
$100
$24,500
$18,000
$1,000
$20,000
$10,000
$6,000
$1,000
$2,500
$500
$500
$13,000
$1,000
$2,000
$250
$4,100
$2,500
$200,000
$3,200
$8,000
$90,000
$150
$70,000
$69,000
$25,000
$500
$250
$500
$1,700
$1,000
$1,150
$350
$7,100
$600
$5,000
$4,000
$14,000
$1,200
$205,000
$750
$2,800
$70,650$141,850$741,450
$87,000
$3,500
$2,600
$3,500
$20,000
$45,000
$15,000
$135,000
$75,000
$67,000
FY2027 Recommended Budget
LYP 5060174
Lyon Oaks
LYP 5060174
160010 Golf 160700 General
Operations
160720
Conference
Center
Expenses Depreciation Depreciation
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$2,600
$3,500
$15,000
$135,000
$90,500$71,100$292,000
$2,000
$13,000
$3,900
$1,000
$4,800
$21,000
$7,500
$15,000
$200
$3,000
$20,000
$950
$17,000
$15,000$30,700$63,650
$216,670$392,198$2,585,195
FY2027 Recommended Budget
LYP 5060174
Oak Park Woods
OPW 5060179
160700 General
Operations
Expenses
Personnel
Salaries 702010-Salaries Regular
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730814-Grounds Maintenance
Total
Transfer to
Municipalities
Transfer to Munici..762011-Transfer to Municipalities
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$5,000
$2,000
$7,000
$25,000
$10,000
$35,000
$50,000
$50,000
$2,000
$2,000
$94,000
FY2027 Recommended Budget
OPW 5060179
Orion Oaks
ORN 5060162
160700 General
Operations
Revenue
Charges for
Services
Charges for Servi..631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731115-Licenses and Permits
731241-Miscellaneous
731269-Natural Gas
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750154-Expendable Equipment
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774677-Insurance Fund
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$1,200
$1,200
$1,200
$500
$1,500
$187,546
$55,217
$244,763
$450
$3,000
$7,500
$1,000
$700
$200
$875
$45,000
$1,000
$500
$8,500
$2,200
$1,000
$4,000
$575
$5,000
$1,000
$350
$10,000
$500
$93,350
$28,000
$28,000
$1,700
$57,700
$800
$12,000
$5,000
$2,100
$13,000
$32,900
FY2027 Recommended Budget
ORN 5060162
Orion Oaks
ORN 5060162
160700 General
Operations
Expenses
Internal
Services Total
GRAND TOTAL $428,713
FY2027 Recommended Budget
ORN 5060162
Planned Use
PLANNED USE
PRG 160666
Expenses
Budgeted Equity
Adjustments
Budgeted Equity ..796500-Budgeted Equity Adjustments
Total
GRAND TOTAL
$18,990,031
$18,990,031
$18,990,031
FY2027 Recommended Budget
PLANNED USE
Pontiac Oaks
PO 5060175
160700 General
Operations
Revenue
Charges for
Services
Charges for Servi..631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750154-Expendable Equipment
750399-Office Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$2,000
$2,000
$2,000
$500
$500
$1,000
$25,000
$8,000
$35,000
$1,500
$3,000
$5,000
$500
$60,000
$2,500
$500
$5,000
$1,500
$10,000
$500
$2,000
$8,000
$100
$10,000
$3,000
$113,100
$2,000
$2,000
$150,100
FY2027 Recommended Budget
PO 5060175
Red Oaks
RDP 5060176
160010 Golf 160700 General
Operations
160740
Waterpark
Revenue
Charges for
Services
Charges for
Services
630301-Commission Contracts
630308-Commission Food Services
630644-Entrance Fees Gen Admission
630651-Entrance Fees Swimming Class
630847-Greens Fees
631253-Miscellaneous
631918-Rental Equipment
631932-Rental Golf Carts
632037-Sales Retail
632135-Special Contracts
Total
Contributions Contributions 650104-Contributions Operating
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730373-Contracted Services
730429-Custodial Services
730562-Electrical Service
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750476-Recreation Supplies
$120,000
$615
$30,000
$1,500,000
$5,000
$150
$16,000
$20,000
$200,000
$5,500
$385,000
$1,655,615$150$626,500
$200
$200
$1,655,615$350$626,500
$1,000
$20,000
$1,203,530
$500
$4,400
$367,971
$750
$7,000
$368,512
$142,623$122,507$70,178
$1,367,153$495,378$446,440
$90,000
$6,000
$32,000
$3,000
$50,000
$1,500
$200
$25,000
$5,000
$500
$650
$1,500
$3,000
$50,000
$10,000
$2,000
$20,000
$80,000
$5,000
$20,000
$115,000
$3,000
$1,000
$800
$3,000
$17,300
$500
$200
$1,000
$300
$300
$2,200
$60,000
$3,000
$350
$12,500
$4,000
$5,000
$3,000
$16,500
$110,000
$2,500
$500
$1,500
$100
$2,500
$150
$500
$250
$1,000
$85,000
$2,000
$750
$18,500
$125
$19,000
$18,000
$13,000
$35,000
$200
$20,000
$90,000
$2,150
$55,000
$25,000
$825
$9,000
$3,600
$50
$3,000
$1,000
$1,250
$2,000
$300
$2,750
$3,500
$1,500
$4,000
$500
$500
$11,000
$550
$2,400
FY2027 Recommended Budget
RDP 5060176
Red Oaks
RDP 5060176
160010 Golf 160700 General
Operations
160740
Waterpark
Expenses Operating
Expense
Commodities
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$35,000
$200
$20,000
$90,000
$2,150
$55,000
$25,000
$825
$9,000
$3,600
$50
$3,000
$1,000
$1,250
$2,000
$300
$2,750
$3,500
$1,500
$4,000
$500
$500
$11,000
$550
$2,400
$757,525$147,900$299,325
$3,000
$45,000
$240,000
$2,600
$27,000
$40,000
$35,000
$2,500
$84,800
$45,000
$35,000
$288,000$104,600$167,300
$6,200
$2,500
$200
$3,000
$18,000
$22,000
$300
$1,800
$11,000
$1,650
$600
$3,410
$1,000
$20,600
$5,000
$6,000
$500
$1,000
$4,400
$120
$12,000
$52,200$40,060$29,020
$2,464,878$787,938$942,085
FY2027 Recommended Budget
RDP 5060176
Rose Oaks
RSE 5060158
160700 General
Operations
Expenses
Personnel
Salaries 702010-Salaries Regular
712020-Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730646-Equipment Maintenance
730653-Equipment Rental
730814-Grounds Maintenance
731115-Licenses and Permits
731388-Printing
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750154-Expendable Equipment
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
761121-Depreciation Equipment
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$100
$47,825
$14,009
$61,934
$4,550
$200
$250
$7,500
$500
$5,000
$100
$1,000
$2,000
$200
$21,300
$17,000
$45,000
$62,000
$650
$650
$145,884
FY2027 Recommended Budget
RSE 5060158
Shared Services
SHSV 50601XX
160XXX
Development &
Engineering
160XXX NR
Expenses
Personnel
Salaries 702010-Salaries Regular
712020-Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730520-Design Fees
730585-Employee License-Certification
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730789-General Program Administration
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731213-Membership Dues
731339-Periodicals Books Publ Sub
731346-Personal Mileage
731388-Printing
731941-Training
732018-Travel and Conference
732020-Travel Employee Taxable Meals
Commodities
750140-Employee Footwear
750154-Expendable Equipment
750287-Maintenance Supplies
750399-Office Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774677-Insurance Fund
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$15,000
$1,171,945
$2,500
$488,681
$465,783$246,668
$1,652,728$737,849
$150
$6,500
$2,000
$5,000
$500
$100
$800
$1,000
$1,500
$1,500,000
$30,000
$15,000
$200
$75
$4,000
$2,000
$800
$2,000
$500
$2,000
$1,000
$2,000,000
$200
$500,000
$6,000
$500
$12,000
$750
$1,500
$17,000
$3,275
$300
$1,000
$900
$1,603,850$2,514,700
$6,000
$175,000
$181,000
$8,000
$65,000
$15,000
$6,500
$28,000
$2,000
$200
$5,000
$500
$3,600
$124,500$9,300
$3,562,078$3,261,849
FY2027 Recommended Budget
SHSV 50601XX
Southfield Oaks
SO 5060177
160700 General
Operations
Expenses
Personnel
Salaries 702010-Salaries Regular
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730646-Equipment Maintenance
730814-Grounds Maintenance
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$5,000
$2,000
$7,000
$25,000
$3,000
$28,000
$2,000
$2,000
$37,000
FY2027 Recommended Budget
SO 5060177
Strategic
Partnerships & ..
SPI 5060130
160000
Administrative
Services
Expenses
Operating
Expense
Contractual
Services
730373-Contracted Services
731822-Special Projects
Total
Transfer to
Municipalities
Transfer to Munici..762011-Transfer to Municipalities
Total
GRAND TOTAL
$500,000
$250,000
$750,000
$1,000,000
$1,000,000
$1,750,000
FY2027 Recommended Budget
SPI 5060130
Springfield Oaks
SPR 5060178
160010 Golf 160700 General
Operations
Revenue
Charges for
Services
Charges for
Services
630084-Antenna Site Management
630301-Commission Contracts
630693-Fees Camping
630847-Greens Fees
631771-Reimb 3rd Party
631799-Reimb Contracts
631911-Rent House
631918-Rental Equipment
631925-Rental Facilities
631932-Rental Golf Carts
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731633-Rental Property Maintenance
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities 750063-Custodial Supplies
750140-Employee Footwear
$150,000
$5,000
$5,000
$2,500
$30,000
$39,000
$180,000
$390,000
$1,100
$12,500
$740,000
$231,500$1,323,600
$231,500$1,323,600
$2,500
$500
$5,700
$277,692
$6,093
$1,000
$14,000
$623,500
$80,085$132,336
$366,477$776,929
$5,000
$300
$21,000
$500
$30,000
$300
$2,250
$50,000
$5,000
$200
$27,500
$26,000
$55,000
$3,500
$500
$3,000
$1,000
$200
$500
$5,500
$200
$500
$4,000
$2,000
$115,000
$3,000
$700
$55,000
$27,000
$20,000
$26,000
$3,000
$2,500
$500
$5,000
$4,000
$3,500
$3,500
$800
$85,000
$750
$1,800
FY2027 Recommended Budget
SPR 5060178
Springfield Oaks
SPR 5060178
160010 Golf 160700 General
Operations
Expenses Operating
Expense
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774637-Info Tech Managed Print Svcs
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$3,000
$2,500
$500
$5,000
$4,000
$3,500
$3,500
$800
$85,000
$750
$1,800
$238,050$362,950
$7,500
$98,000
$175,000
$8,000
$90,000
$100,000
$30,000
$280,500$228,000
$4,300
$8,000
$300
$3,000
$26,000
$150
$7,500
$4,000
$6,700
$5,000
$500
$2,000
$17,550
$500
$20,000
$53,250$52,250
$938,277$1,420,129
FY2027 Recommended Budget
SPR 5060178
Turtle Woods
TW 5060185
160700 General
Operations
Expenses
Personnel
Salaries 702010-Salaries Regular
712020-Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730646-Equipment Maintenance
730653-Equipment Rental
730814-Grounds Maintenance
731115-Licenses and Permits
732102-Water and Sewage Charges
Commodities 750154-Expendable Equipment
750504-Small Tools
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
Total
Internal
Services
Internal Services 774677-Insurance Fund
Total
GRAND TOTAL
$100
$35,000
$9,900
$45,000
$2,000
$250
$7,500
$500
$5,000
$1,000
$2,000
$18,250
$25,000
$25,000
$650
$650
$88,900
FY2027 Recommended Budget
TW 5060185
White Lake Oaks
WLG 5060180
160010 Golf
160720
Conference
Center
Revenue
Charges for
Services
Charges for
Services
630847-Greens Fees
631253-Miscellaneous
631743-Refunds Miscellaneous
631771-Reimb 3rd Party
631918-Rental Equipment
631925-Rental Facilities
631932-Rental Golf Carts
632037-Sales Retail
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730562-Electrical Service
730611-Employees Medical Exams
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731073-Legal Services
731115-Licenses and Permits
731136-Logos Trademarks Intellect Prp
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731388-Printing
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750385-Merchandise
750399-Office Supplies
$40,000
$170,000
$420,000
$3,000
$100
$700
$300
$750,000
$40,000$1,344,100
$40,000$1,344,100
$11,881
$1,100
$18,000
$735,275
$853$194,425
$12,734$948,800
$1,500
$3,500
$100
$550
$3,000
$500
$4,200
$500
$15,000
$10,000
$2,100
$2,000
$400
$3,000
$250
$1,500
$6,800
$500
$400
$3,200
$500
$1,000
$80,000
$2,100
$1,000
$42,000
$100
$35,000
$40,000
$12,000
$2,500
$500
$5,000
$6,000
$1,100
$85,000
$550
$4,000
FY2027 Recommended Budget
WLG 5060180
White Lake Oaks
WLG 5060180
160010 Golf
160720
Conference
Center
Expenses Operating
Expense
Commodities
750385-Merchandise
750399-Office Supplies
750504-Small Tools
750581-Uniforms
Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
774636-Info Tech Operations
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$2,500
$500
$5,000
$6,000
$1,100
$85,000
$550
$4,000
$41,850$335,500
$13,000
$67,000
$95,000
$5,000
$60,000
$50,000
$35,000
$180,000$145,000
$1,200
$11,000
$3,500
$7,400
$7,600
$500
$2,000
$15,400
$18,100
$15,700$51,000
$250,284$1,480,300
FY2027 Recommended Budget
WLG 5060180
Waterford Oaks
WTR 5060164
160700 General
Operations
160740
Waterpark
Revenue
Charges for
Services
Charges for
Services
631911-Rent House
631925-Rental Facilities
Total
GRAND TOTAL
Expenses
Personnel
Salaries
702010-Salaries Regular
712020-Overtime
712040-Holiday Overtime
712090-On Call
Fringe Benefits 722740-Fringe Benefits
Total
Operating
Expense
Contractual
Services
730198-Building Maintenance Charges
730247-Charge Card Fee
730429-Custodial Services
730562-Electrical Service
730646-Equipment Maintenance
730653-Equipment Rental
730786-Garbage and Rubbish Disposal
730814-Grounds Maintenance
731059-Laundry and Cleaning
731115-Licenses and Permits
731213-Membership Dues
731241-Miscellaneous
731269-Natural Gas
731346-Personal Mileage
731388-Printing
731633-Rental Property Maintenance
731689-Security Expense
731780-Software Support Maintenance
731941-Training
732018-Travel and Conference
732102-Water and Sewage Charges
Commodities
750063-Custodial Supplies
750140-Employee Footwear
750154-Expendable Equipment
750399-Office Supplies
750476-Recreation Supplies
750504-Small Tools
750511-Special Event Supplies
750581-Uniforms
Total
Depreciation Depreciation 761042-Depreciation Park Improvements
$75,000
$21,100
$96,100
$96,100
$5,000
$3,000
$20,000
$852,162
$203,079
$1,083,241
$1,600
$2,500
$800
$3,000
$6,000
$10,000
$400
$200
$10,000
$1,500
$50
$1,500
$2,500
$44,000
$5,000
$500
$22,000
$30,000
$20,000
$1,400
$90,000
$10,000
$5,000
$20,000
$1,000
$500
$8,000
$915
$16,000
$314,365
FY2027 Recommended Budget
WTR 5060164
Waterford Oaks
WTR 5060164
160700 General
Operations
160740
Waterpark
Expenses
Operating
Expense Total
Depreciation Depreciation
761042-Depreciation Park Improvements
761084-Depreciation Buildings
761121-Depreciation Equipment
761156-Depreciation Vehicles
Total
Internal
Services
Internal Services
771639-Drain Equipment
774636-Info Tech Operations
774677-Insurance Fund
775754-Maintenance Department Charg..
776659-Motor Pool Fuel Charges
776661-Motor Pool
778675-Telephone Communications
Total
GRAND TOTAL
$5,000
$7,500
$40,000
$20,000
$120,000
$5,000$187,500
$5,000
$10,000
$3,000
$4,000
$8,700
$14,000
$2,000
$46,700
$5,000$1,631,806
FY2027 Recommended Budget
WTR 5060164
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
The annual Capital Improvement Program identifies projects that extend the life of an existing asset, replace an existing asset, or create a new asset or facility. Capital
projects can impact buildings, site improvements, amenities, and infrastructure. Examples of individual Capital projects include road replacements, stormwater
infrastructure improvements, building renovations and additions, and replacement of HVAC systems. Capital projects are an opportunity to address the Core Values
envisioned in the Recreation Master Plan, by renovating and replacing at a higher level of accessibility, inclusion, and environmental sustainability in ways that support the
health and wellness of park visitors. Capital investments are guided by the public engagement and the park action plans for each park location.
This information is provided for review and approval of the FY2026 Capital Improvement Program budget.
Capital Improvement Program 15,000,000 15,362,100 15,000,000
FY2027 FY2028 FY2029
Capital Improvement Projects Listed by Park 15,000,000 15,362,100 15,000,000
FY2027 FY2028 FY2029
Administrative Services General Services Admin
Bowers/Johnson (Bloomfield Oaks and Discovery Oaks)ADM 3390 1,500,000 0 0
Commitment to terms and conditions of the agreement with the school district.
Farmers Market Building, Parking and Site Features Construction ADM 2672 0 8,000,000 0
The Farmers Market at Waterford Oaks was constructed in 1954 and is outdated, inefficient and
undersized for current demand. Construct a new Farmers Market and parking lot at a new location south
of the County Service Drive off Telegraph Road in Pontiac identified as Bicentennial Oaks. Design the
market to offer a rich, unique experience that engages a variety of people in new ways as well as serving
the traditional population of farmers market shoppers. The new market will continue to promote
healthy, nutritious food from 100+ vendors including area farms and growers. Project goals include
universal accessibility, program space for educational activities, commercial kitchen for food preparation
and cooking demonstrations, health and fitness classes, and outdoor facilities for picnicking, play, and
walking. Include public transportation and pedestrian access to the site. Design fees were budgeted in
FY2025.
Farmers Market Modernization HUD Grant ADM 2671 0 -2,236,900 0
The Farmers Market Modernization grant from the U.S. Department of Housing and Urban Development
(HUD) was awarded in 2024. A match equal to the grant award is required. Funds must be expended by
2030.
Farmers Market Modernization HUD Match ADM 3385 0 2,369,000 0
The Farmers Market Modernization grant from the U.S. Department of Housing and Urban Development
(HUD) was awarded in 2024. A match equal to the grant award is required. Funds must be expended by
2030.
Page 14/23/2026 Capital Improvement Program
DRAFT
RETURN TO AGENDA
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
Mission 26 Strategic Projects to be approved by Parks Commission ADM 3391 4,945,000 0 0
Mission 26 Strategic Projects to be approved by Parks Commission ADM 3392 0 0 10,225,000
PR Addison Oaks Campground
Campground Restroom Improvements ADD 3395 0 1,800,000 0
Improvements to Area A & C Restroom, evaulate addtion of family restrooms. address all deferred
maintenance and ADA items. Evaulate well and pump/waterline service. Evaulate (2) Area D Pit/Vault
Toliets restrooms to combine into single use facility.
Campground Restroom Improvements - Design ADD 2375 180,000 0 0
Design - Improvements to Area A & C Restroom, evaulate addtion of family restrooms. address all
deferred maintenance and ADA items. Evaulate well and pump/waterline service. Evaulate (2) Area D
Pit/Vault Toliets restrooms to combine into single use facility.
Generator Replacement ADD 3325 60,000 0 0
Replace multiple generator locations throughout Addison Oaks past useful lifecycle. Generators critical
to campground operations given its frequent outages this park location recieves.
PR Addison Oaks Conference Center
Buhl Estate Flat Roof Replacement ADD 2943 80,000 0 0
Replace approx. 2300 Sqft roof with new 60 mil membrane. Replace new metal gauge edging and
counter flashing. Replace Insulation decking as required.
Exterior Renovation_Design ADD 2054 0 130,000 0
Exterior improvements include renovation of the stucco exterior and wood framing of the building,
determination of the future use or removal of the Pool House building, update of lanscaping and
irrigation system, and parking lot improvements. The renovation is timed to coincide with termination of
the current vendor contract and commencement of in-house management of the event center.
Interior Improvements - Construction ADD 3379 0 1,300,000 0
Conversion of facility to in-house management/operations. Replace (2) Iron cast boilers past useful use
cycle
Interior Updates_Design ADD 3324 130,000 0 0
Conversion of facility to in-house management/operations. Replace (2) Iron cast boilers past useful use
cycle
PR Glen Oaks Golf
Golf Course Infrastructure Improvements GLG 3158 85,000 850,000 0
Replacement of cart path sections throughout the course, replacement of irrigation system on fairways
and greens.
Page 24/23/2026 Capital Improvement Program
DRAFT
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
PR Groveland Oaks Campground
Campground Restrooms Renovation Construction GRV 3300 1,750,000 0 0
Renovation of Section A and Pines Restroom Facility, evaulate four season restroom spaces, addtion of
family restrooms, address all defered maintenance and ADA items. Evaluate site access/ADA parking.
Maintenance Improvements GRV 3161 0 150,000 0
Improve maintenance yard, including a vehicle wash station and materials storage, to bring the park into
compliance with stormwater regulations.
Paradise and Mathews Island Updates GRV 3241 0 0 935,000
Evaluate Paradise Island and Mathews Island bridges for replacement, evaluate alternatives and
repurpose Paradise Island former boat rental building, evaluate both island rental pavilions and improve
as needed.
PR Highland Oaks General Operations
Highland and Rose Maintenance Yard HGH 3242 0 0 440,000
Evaluate future of Highland Oaks residential lease which ends in 2026. Determine if we are ending lease
and alert tenant in advance. If lease ends, remove all buildings and build pole building shed for staging
of management of Rose and Highland Oaks. Evaluate electric and well. If it is decided to continue the
lease, remove barn from lease and renovate for staff usage.
PR Holly Oaks General Operations
Trail Development HRV 3380 165,000 0 0
Holly Oaks ORV Park opened in 2020 and is a joint state-county project operated by Oakland County
Parks in a partnership with the Michigan Department of Natural Resources. Continued development of
ORV features at Holly Oaks.
Trail Development Grant HRV 3381 -165,000 0 0
Annual grant application to the Michigan Department of Natural Resources ORV Trail Improvement Fund
to assist with continued development of ORV features at Holly Oaks.
PR Independence Oaks General Operations
Former Manor House Area Trail Access - Design IND 3244 0 0 200,000
Design trail connectivity to existing park trail system further restoring site of removed former Manor
House.
PR Red Oaks Golf
Golf Infrastructure Improvements RDP 3247 0 0 550,000
Renovate tee 5 and hole 7, continue replacement of cart paths and irrigation components.
Page 34/23/2026 Capital Improvement Program
DRAFT
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
PR Red Oaks General Operations
Exterior Nature Center Improvements - Design RDP 3387 75,000 0 0
Improve and redesign staff and public areas. Install on-site generator for uninterrupted care of animals if
power goes out. Power is needed for basic life support of 8 tanks, pond and emergency tank; to run
exhibit hall furnace; animal care fridge and freezer; and strategic lighting for staff doing animal care.
Interior Nature Center Improvements RDP 3249 0 0 550,000
Improve and redesign staff and public areas in coordination with Park Operations Hub project. Install on-
site generator for uninterrupted care of animals if power goes out. Power is needed for basic life support
of 8 tanks, pond and emergency tank; to run exhibit hall furnace; animal care fridge and freezer; and
strategic lighting for staff doing animal care.
Nature Center Parking Lot Replacement - Design RDP 3386 75,000 0 0
Design for Nature Center Parking Lot Replacement.
Replace parking lot per site plan developed in 2017, adjusting as needed to current conditions and goals.
Adjust connection to pedestrian pathways to increase visitor safety. Provide for bus parking and safe
off/on-loading. Include improvements to existing overflow parking off Hales Road.
Restroom Installation RDP 3251 0 0 400,000
Replace portable toilet at dog park parking lot with prefabricated flushable toilet connected to sewer.
Relocate to centralized access area.
PR Springfield Oaks Golf
Golf Infrastructure Improvements Year 2 SPR 3301 1,200,000 0 0
Complete the final phase irrigation replacements (back nine holes, mainline, loops and heads) and final
phase cart path repaving (front nine holes).
PR Springfield Oaks General Operations
Ellis Barn Stud Barn Bathrooms Construction SPR 3302 600,000 0 0
Install permanent restroom facility within Ellis Barn to replace temporary trailer restrooms for Event and
Park Day use patrons. Restrooms to be accessible not only for events within the Ellis Barn but access to
all park patrons. Provides permanent restroom option for Springfield Oaks Day Use park. Tempory Trailer
is past useful lifecycle. Install leach per OC WRC and HD requirements. Comply w/ all regulatory
agencies, including SHPO (State Historic Preservation Office)
PR White Lake Oaks Golf
Clubhouse Flat Roof and HVAC Replacements WLG 3273 80,000 0 0
Replace flat and shingle roof, 3 rooftop units and condenser. Evaluate benefits or replacing other rooftop
elements when crane is in use.
Page 44/23/2026 Capital Improvement Program
DRAFT
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
Golf Course Maintenance Building Tube Heater Replacements WLG 3169 80,000 0 0
White Lake Oaks Golf Course was acquired in 1971 (former Twin Lake Golf Course). The Maintenance
Building was built between 1960 and 1973 with an renovation doubling its size built in 1991. Replace 4
maintenance building tube heaters.
Huron River Access WLG 3255 0 0 1,100,000
Develop canoe/kayak launch to the Upper Huron River with parking lot. Work with the Huron River
Watershed Council and White Lake Township to improve the water route and identify additional access
points.
PR Waterford Oaks General Operations
Administration and Facilities Buildings HVAC Replacement WTR 3184 900,000 0 0
The Facilities and Maintenance building was built prior to 1963 as a cafeteria for the church complex. It
was acquired by OCP with surrounding parkland in 1973 and updated to serve as the first administration
building until the current Administration Building was constructed in 1991. HVAC systems are original
and have been maintained and repaired but not fully replaced and are past end of their lifecycles.
Replace HVAC systems with modern systems to improve efficiency, sustainability and employee comfort.
BMX Upgrades WTR 3258 0 0 300,000
Upgrade BMX complex, including rebuilt corners for safety, replacement of asphalt, improved drainage
at the finish line, repairs to the starting hill, installation of a safety gate, additional lighting and
installation of a pavilion or other permanent structure for the staging area.Waterford BMX (volunteer
organization that operates the track) have requested upgrades to facilitate future hosting of BMX
National competition on alternate years starting in 2026. As an alternative, consider moving BMX with
new facility to Groveland and repurposing current BMX as part of Waterford master plan.
Design for Master Plan Phase II WTR 3384 500,000 0 0
Create and implement park master plan to modernize park, increase usage, improve accessibility.
Sheriff's Office Roof Replacement WTR 3284 60,000 0 0
Replace approx. 3200 sqft Parks Sheriff's Office at Park Administration Complex. Roof inspection
completed 2025, past useful life cycle of 25 years. Replacement decking as required.
Telegraph Road Erosion Repair WTR 3257 0 0 300,000
Include in master planning project: Significant erosion along the northwest side of Telegraph Rd draining
onto Waterford Oaks property is creating increased sedimentation and safety risk along wetland trails.
This effort will entail partnering with Oakland County Facilities, and potentially Oakland County WRC to
implement a previously scoped green stormwater infrastructure solution to the erosion and
sedimentation issue. The newly created stormwater infrastructure will help reduce, treat and slow
stormwater entering into Waterford Oaks.
Page 54/23/2026 Capital Improvement Program
DRAFT
Oakland County Parks and Recreation Commission FY2027 - FY2029 CAPITAL IMPROVEMENT PROJECTS
PR Turtle Woods General Operations
Turtle Woods Development Construction TTW 3304 900,000 0 0
Design - Turtle Woods is a 70-acre parcel containing woods and wetlands where rare habitats and
species have been identified in past assessments. OCP has been approved for a grant from the Michigan
Natural Features Inventory (MNFI) for acquisition of the property to manage as an OCP Nature Preserve.
In 2015, we will complete our project agreement with MNFI and implement the acquisition. Planned
development includes boundary delineation, trails and boardwalks.
Turtle Woods Entrance, Parking and Trailhead Construction TTW 3303 1,800,000 0 0
Design - As part of the Turtle Woods project, an 1.7-acre parcel has been acquired by OCP for
development of the entrance to the new Turtle Woods Nature Preserve. Development of the entrance
will include a parking lot, restroom and trailhead.
PR Oak Park Woods General Operations
Oak Park Woods Park Development Phase II OPW 3175 0 3,000,000 0
Phase II of Oak Park Woods development will focus on the areas east of Phase I and the woodlands to
the south. Repair or replace existing pavilions and replace playground equipment, adding poured-in-
place surfacing, site amenities and site furnishings. Improve trails, repairing or replacing asphalt paths as
needed and installing boardwalks through the wooded wetland trail.
Page 64/23/2026 Capital Improvement Program
DRAFT
Park/Department Program Proposed Equipment Type
Addison Oaks ADD710 Carryall 300 Utility Vehicle
Addison Oaks ADD710 Kubota RTV Utility Vehicle
Addison Oaks ADD710 Enclosed Trailer Trailer
Addison Oaks ADD710 Z-Turn Mower Mower
Admin ADM000 Drone Equipment
Clinton River Oaks CRO700 Kubota RTV Utility Vehicle
Clinton River Oaks CRO700 Turbine Blower Grounds Equipment
Facilities Maintenance FM700 Scissor Lift Building Equipment
Glen Oaks GLG010 Workman HD Utility Vehicle
Glen Oaks GLG010 Golf Carts Vehicle
Glen Oaks GLG010 3500D Mower
Groveland Oaks GRV710 Rest Room Cleaning Machine Accessories
Groveland Oaks GRV710 Enclosed Cargo Trailer Trailer
Groveland Oaks GRV710 Heavy Duty Utility Vehicle Utility Vehicle
Independence Oaks IND700 Four Passenger Cart Utility Vehicle
Independence Oaks IND700 Can Am Tracks Accessories
Lyon Oaks LYP010 Greensmower Mower
Lyon Oaks LYP700 Fairway Aerifier Grounds Equipment
Lyon Oaks LYP010 Golf Carts Vehicle
Orion Oaks ORN700 Z-Turn Mower Mower
Pontiac Oaks PTC700 Carryall 1500 w/ cab and heat Utility Vehicle
Pontiac Oaks PTC700 Z-Turn Mower Mower
Recreation REC030 Enclosed Trailer Trailer
Recreation REC030 Light Tower Event Equipment
Recreation REC030 Light Tower Event Equipment
Recreation REC030 Split Deck Trailer Trailer
Recreation REC030 Mini Skid Grounds Equipment
Recreation REC020 Ninja Warrior Rec Equipment
Recreation REC020 Putt It Rec Equipment
Red Oaks RDP010 Pool Vacuum Grounds Equipment
OAKLAND COUNTY PARKS
FY2027 Capital Equipment
RETURN TO AGENDA
Red Oaks RDP010 Skid Steer Grounds Equipment
Red Oaks PDP010 Golf Carts Vehicle
Springfield Oaks SPR010 Golf Carts Vehicle
Springfield Oaks SPR010 Workman HD Utility Vehicle
Springfield Oaks SPR010 Greens Roller Grounds Equipment
Waterford Oaks WTR700 Leaf Sweeper Grounds Equipment
Waterford Oaks WTR700 Carryall 1500 Utility Vehicle
Waterford Oaks WTR700 Floor Scrubber Building Equipment
White Lake Oaks WLG010 Golf Carts Vehicle
White Lake Oaks WLG010 Power Broom Accessories
Total
Contingency
Budget
Balance
Budgeted Amount
13,000.00$
30,000.00$
12,000.00$
20,000.00$
70,000.00$
25,000.00$
12,000.00$
25,000.00$
35,000.00$
235,000.00$
45,000.00$
6,000.00$
7,000.00$
36,000.00$
15,000.00$
8,000.00$
50,000.00$
55,000.00$
235,000.00$
18,000.00$
25,000.00$
16,000.00$
15,000.00$
12,000.00$
12,000.00$
10,000.00$
15,000.00$
120,000.00$
15,000.00$
7,000.00$
90,000.00$
93,000.00$
231,000.00$
55,000.00$
20,000.00$
30,000.00$
26,000.00$
17,000.00$
210,000.00$
12,000.00$
1,983,000.00$
17,000.00$
2,000,000.00$
-$
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 3
Department: Administration
From: Chris Ward, Director
Subject: Oakland County Farmers Market Relocation Feasibility Analysis
RECOMMENDED MOTION
Move to approve the site feasibility analysis, conceptual planning, and preliminary cost estimating
for the relocation of the Oakland County Farmers Market to a parcel on the south county campus,
located outside the Bicentennial Oaks footprint between the Board of Commissioners building
and the Bicentennial wetland complex, and forward to the Board of Commissioners for
authorization.
INTRODUCTION AND HISTORY
The Oakland County Farmers Market is on a defined relocation path. The existing 14-acre market
site at Waterford Oaks is anticipated to be utilized for other county government needs. The market
serves an estimated 175,000 guests annually and supports more than 100 farmers and local
artisan vendors. Permanent relocation requires identifying a site that supports vendor success,
public accessibility, transit access, and long-term operational sustainability.
Site analysis to date has considered two locations: the eastern Bicentennial Oaks parcel, which
was studied as part of the joint development planning with the Water Resources Commissioner
under Board Resolution #2025-5171, and a parcel on the south county campus identified through
continued staff analysis.
Federal Grant Context
The U.S. Department of Housing and Urban Development has appropriated $2.269 million for
modernization and improvement of the Oakland County Farmers Market under the Economic
Development Initiative grant program. HUD has confirmed eligibility for use of these funds at the
alternative site identified in this recommendation. The grant carries a 2030 project completion
deadline. Continued forward movement on site decision, conceptual planning, and cost
development is required to maintain compliance with the federal grant timeline.
Site Analysis Findings
Continued analysis of the east Bicentennial parcel surfaced material constraints on market
construction at that location:
•Multiple delineated wetland areas across the parcel limit buildable footprint and require
costly mitigation.
•Site hydrology makes large impervious surfaces such as parking and a building pad
difficult to permit and maintain.
•Mature woodland and habitat areas would be displaced by market-scale development.
•Site constraints reduce the ability to find efficiencies in shared infrastructure with the
planned Water Resources Commissioner public works facility.
•Combined site preparation, mitigation, and infrastructure extension drive estimated
construction cost above the alternative site.
RETURN TO AGENDA
Analysis of the south county campus parcel identified six structural advantages:
1. Underutilized existing parking. The south courthouse campus parking lot has surplus
capacity following the shift to remote services and remote court proceedings. Market use
reactivates capacity already constructed.
2. Existing service drive network. The county campus internal road system was designed to
handle traffic volume from Telegraph Road. No new primary road construction is
anticipated.
3. Telegraph Road visibility. The parcel sits on a bend in Telegraph Road, providing direct
sightline from northbound and southbound traffic and creating a recognizable civic anchor
for the county campus.
4. Daily population already present. Courthouse staff, county campus employees, and
visitors create a built-in midweek market audience that the existing Waterford site does
not have.
5. Transit access. The parcel has closer alignment with regional transit routes than the
existing Waterford site, supporting access for Pontiac residents and other transit-
dependent users.
6. Linear trail connection. The parcel sits on the alignment for a potential trail loop connecting
Pontiac Oaks, Waterford Oaks, and Bicentennial Oaks as a connected three-park district.
Guiding Principle
The recommendation reflects a consistent planning principle: adapt our plans to fit the existing
features rather than adapting the land to fit our plans. The natural and built features of each
candidate site shape what can be done well there. The east Bicentennial parcel is well-suited to
passive recreation, edible park programming, ecological stewardship, and walking loops. The
south county campus parcel is well-suited to a permanent market facility integrated with existing
campus infrastructure.
Mission 26 Alignment
The recommendation advances all four pillars of Mission 26:
• Access and Equity. Improved transit access supports market participation by Pontiac
residents and other transit-dependent users.
• Activation and Health. The integrated trail network supports daily walking and physical
activity for county staff, campus visitors, and surrounding communities.
• Learning and Environmental Leadership. Reserving the east Bicentennial parcel for edible
park and stewardship programming preserves capacity for environmental education and
community-rooted food system work.
• Stewardship and Public Value. Reusing existing campus parking and road infrastructure
represents a higher-value use of public assets than constructing dedicated infrastructure
on a constrained parcel.
Coordination with the Water Resources Commissioner
This recommendation does not affect the Water Resources Commissioner public works footprint
authorized under Board Resolution #2025-5171. The eastern 38-acre WRC footprint and the joint
development direction for Bicentennial Oaks remain in place. Commissioner Nash has been
informed of this recommendation in advance of Commission and Board consideration.
Phased Approach
Authority requested today supports Phase 1 only. Subsequent phases require return to the
Commission and Board for separate authorization at each fiscal commitment point.
• Phase 1: Feasibility analysis, conceptual plans, and preliminary cost estimates. Authority
requested today.
• Phase 2: Schematic design, refined cost estimates, partner coordination. Returns to
Commission and Board for authorization.
• Phase 3: Final design, construction documents, procurement. Returns to Commission and
Board for construction authorization.
• Phase 4: Operations and activation at the new site. Edible park and stewardship
programming activates on the eastern Bicentennial parcel.
ATTACHMENTS
1. Farmers Market Location PowerPoint
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 4
Department: Planning
From: Simon Rivers, Supervisor of Planning
Subject: Clinton River Oaks Preliminary Integrated Park Plan
RECOMMENDED MOTION
Move to approve the Clinton River Oaks Preliminary Integrated Park Plan and authorize staff to
complete the plan in compliance with the Interlocal Partnership Agreement dated December 13,
2025, and submit the Final Integrated Park Plan to the City of Rochester’s representative for
approval.
INTRODUCTION AND HISTORY
The City of Rochester and Oakland County Parks negotiated and executed an Interlocal
Partnership Agreement that details the long-term relationship intended to improve and manage
the city-owned greenspace (Parcel Identification Numbers listed below) as part of Clinton River
Oaks County Park for the residents of Rochester and Oakland County. This Park Action Plan
Amendment and its component parts are requirements of the Interlocal Partnership Agreement.
The Park Action Plan Amendment is described in Section 4.7, quoted below:
4.7. Park Action Plan for the Park. By April 30, 2026, OCPRC shall create a Park Action
Plan for the Park, including discussion related to the following: (1) nature exploration trails
connecting to the Clinton River Trail; (2) educational and interpretive opportunities; (3)
stewardship of natural resources and the river corridor; (4) maintenance of the river trail;
(5) pull-out points for people using the Clinton River; and (6) dialogue with the Clinton
River Watershed Council regarding planning for the Park. The Park Action Plan shall be
created pursuant to OCPRC’s current policies and procedures. Once drafted, OCPRC
shall submit the Park Action Plan to the City Representative for comments and
recommendations, including comments and recommendations by the City Council. The
City Representative shall submit City comments and recommendations to the OCPRC
Representative within forty-five (45) Days of receipt of the Park Action Plan. The OCPRC
Representative shall review and consider the City’s comments and recommendations and
shall endeavor to address all comments and recommendations. The Park Action Plan
shall not be approved or implemented by OCPRC without prior written approval by the
City Representative and the City Council. Notwithstanding any other provision, if the City
Council does not approve the Park Action Plan by June 30, 2026, OCPRC or City may
terminate this Agreement. Such termination shall not be deemed a breach or default of
the City or OCPRC. Modifications to the Park Action Plan shall be codified according to
the procedure set forth in this Section.
ATTACHMENTS
1.Clinton River Oaks Integrated Park Plan 2026-2031 (Draft 2026-04-28)
RETURN TO AGENDA
Clinton River Oaks Park Action Plan 2026–2031
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Clinton River Oaks
Integrated Park Plan
2026–2031
A Partnership of
Oakland County Parks
and the cities of
Rochester
and
Rochester Hills
DRAFT - March 2026
Clinton River Oaks Park Action Plan 2026–2031
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Table of Contents
Table of Contents ......................................................................................................................... 2
Executive Summary ..................................................................................................................... 4
1.0 Park Action Plan ..................................................................................................................... 6
1.1 Vision and Guiding Principles .................................................................................................. 8
1.2 Park Areas and Zone Framework ........................................................................................... 11
1.3 Community Context ............................................................................................................. 15
1.4 Community Engagement ...................................................................................................... 21
1.5 Existing Conditions ............................................................................................................... 24
1.6 Environmental Conditions and Natural Resources ................................................................. 27
1.7 Issues, Opportunities, and Constraints ................................................................................. 30
1.8 Strategies and Priority Actions .............................................................................................. 32
1.9 Implementation and Accountability ...................................................................................... 34
2.0 Capital Improvement Plan .................................................................................................... 34
3.0 Park Operations and Maintenance Plan ................................................................................. 37
References ................................................................................................................................ 38
Appendices ............................................................................................................................... 39
Appendix A: Interlocal Agreement Reference Materials ................................................................ 40
Appendix B: Existing Facilities and Asset Inventory- City of Rochester .......................................... 52
Appendix C: Community Engagement Reference ........................................................................ 60
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Table of Figures
Figure 1- Map of Clinton River Oaks by ownership ....................................................................... 15
Figure 2- Map of individual Rochester parcels with acreage ......................................................... 16
Figure 3 -Clinton River Oaks 10-minute walk and 10-minute drive area ......................................... 18
Figure 4- Demographic Comparison- Race and Ethnicity ............................................................. 19
Figure 5- Demographic Comparison- Languages Spoken in the Home .......................................... 19
Figure 6- Demographic Comparison- Age Distribution and Household Income Distribution .......... 20
Figure 7- Demographic Comparison- Economic Status and Disability .......................................... 20
Figure 8- Screenshot of interactive Clinton River Oaks map engagement on Co-Creation Lab ....... 22
Figure 9- Map and labels of each of the five Rochester parcels..................................................... 52
Table of Tables
Table 1- Descriptions of the unique character zones of Clinton River Oaks ..................................... 5
Table 2- Summary of Clinton River Oaks acreages by ownership .................................................. 15
Table 3- City of Rochester individual parcel breakdown ............................................................... 16
Table 4- Critical infrastructure elements ..................................................................................... 17
Table 5- Population, Household Income and Diversity Index ........................................................ 19
Table 6- Five Parcels owned by the City of Rochester ................................................................... 52
Table 7- Grant history of Rochester parcels ................................................................................. 53
Table 8: City of Rochester engagement methods and main takeaways ......................................... 62
Table 9: City of Rochester Hills engagement methods and main takeaways ................................. 63
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Executive Summary
Integrated Park Plan
The Integrated Park Plan (2026–2031) establishes a five-year framework for stewardship,
operations, and near-term investment at Clinton River Oaks under parallel interlocal agreements
between Oakland County Parks and Recreation Commission (OCPRC) and the cities of Rochester
and Rochester Hills. The plan fulfills the requirements of the interlocal agreements and provides
clear guidance for coordination, decision-making, and public accountability during the initial phase
of County operation.
This is an integrated planning document encompassing the Park Action Plan (PAP), Capital
Improvement Plan (CIP), and Park Operations and Maintenance Plan (POMP) for the properties.
Mission 26
This plan is grounded in Mission 26, Oakland County Parks' strategic transformation initiative.
Mission 26 guides the long-term evolution of the park system to operate as a connected, equitable,
and resilient countywide network. Mission 26 recognizes parks as essential civic infrastructure that
supports public health, environmental stewardship, learning, and community life.
The Park Experience
Clinton River Oaks is organized around five distinct experiential areas that guide stewardship,
operations, and investment decisions:
Area Experience
infrastructure and proximity to Yates Cider Mill. This zone serves as the
park's 'front door' with visitor amenities, orientation, and accessible
river experiences. The existing Yates Dam and planned stream reroute
for sea lamprey control are located in this zone.
Clinton-Kalamazoo Canal remnants. This zone balances active
recreation with historic interpretation and serves as a hub for
environmental education programming. Washout #1 is located at the
northern edge of this zone, where it meets the Letica property.
corridor emphasizing habitat conservation, passive recreation, and
immersive nature experiences. This area includes approximately one
mile of undeveloped Clinton River frontage. Development is limited to
sustainable trail infrastructure and low-impact water access.
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primarily for conservation and passive nature observation. This zone
protects sensitive habitat along the western river corridor and provides
a true 'backcountry' experience within a suburban context. Adjacent to
Washout #2 repair area.
entry point serving residents from Rochester and points west. This zone
distributes visitor pressure, provides direct Clinton River Trail
connections, and anchors the park's relationship with downtown
Rochester. Washout #2 is located near this zone's northern boundary.
Table 1- Descriptions of the unique experience areas of Clinton River Oaks
Strategic Priorities
The plan establishes six strategies focused on:
• Managing the park at a scale appropriate to its location in one of the county’s population
centers
• Protecting environmental assets while supporting equitable access
• Improving accessibility, inclusivity, and visitor experience
• Advancing learning and stewardship through Discovery Gateway principles
• Coordinating governance and decision-making across jurisdictions
• Phasing actions responsibly within available resources
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1.0 Park Action Plan
The Clinton River Oaks Park Action Plan (2026–2031) establishes a five-year framework to inform
the stewardship, operation, and near-term investment of Clinton River Oaks under an interlocal
agreement between Oakland County Parks and the Cities of Rochester and Rochester Hills.
This Park Action Plan is intended to:
• Inform operational and capital decisions during the first five years of implementation
• Align local park priorities with countywide system goals
• Provide continuity and transparency as planning, engagement, and investment activities
proceed
• Ensure that Clinton River Oaks is managed in a manner that is equitable, fiscally
responsible, resilient, and sustainable over the long term
Mission 26 & Recreation Master Plan
Mission 26 is the transformation of Oakland County Parks into a countywide system of outdoor
infrastructure designed to deliver equitable access, repeat participation, social and civic
engagement, nature engagement, natural asset stewardship, and measurable public value aligned
with its voter-authorized mandate for the population it is funded to serve. It shifts the organization
from managing individual parks to operating a coordinated system accountable for reach,
activation, engagement, stewardship, and impact across the county.
Mission 26 serves as the strategic plan for Oakland County Parks, while the 2023 to 2027
Recreation Master Plan functions as the statutory document governing DNR compliance and grant
eligibility, requiring clear acknowledgment that the two serve distinct roles: Mission 26 directs
strategy, sequencing, and operational priorities, while the Recreation Master Plan governs
regulatory compliance.
Local Planning Context and Shared Stewardship
The 5-Year Parks and Recreation Plans for the City of Rochester (Rochester 2024) and the City of
Rochester Hills (Rochester Hills 2023)provide important local context for Clinton River Oaks,
reflecting community engagement, recent accomplishments and proposed future enhancements
in the communities where Clinton River Oaks sits. This Park Action Plan is intended to be
consistent with and supportive of the City's adopted plan where local priorities align with
countywide system goals.
The interlocal agreements between Oakland County Parks and the City of Rochester and Oakland
County Parks and the City of Rochester Hills function as collaborative frameworks for shared
stewardship, aligning ownership, operations, and long-term investment responsibilities for Clinton
River Oaks.
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Application of the Park Action Plan
This Park Action Plan applies Mission 26's strategic direction within the implementation structure
of the Recreation Master Plan and the governance framework of the interlocal agreement. All
planning, design, capital, and operational decisions for Clinton River Oaks during the 2026–2031
period will be evaluated for consistency with these guiding frameworks.
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1.1 Vision and Guiding Principles
Purpose of This Section
This section establishes a shared vision and guiding principles for the operation of Clinton River
Oaks under the interlocal agreements between Oakland County Parks and the Cities of Rochester
and Rochester Hills. It translates the system-level direction of Mission 26 to the park scale and
provides a consistent framework for decision-making, coordination, and evaluation over time.
Vision Statement
Clinton River Oaks will be a 286-acre river green recreation corridor stretching along three miles of
the Clinton River corridor, connecting the communities of Rochester and Rochester Hills through
trails, waterways, and protected natural lands. The park will serve as a gateway to nature for more
than 100,000 residents within a 10-minute drive, offering opportunities for quiet reflection, active
recreation, environmental learning, and community connection—all anchored by the historic beauty
of the Clinton River and the enduring legacy of conservation that began here over a century ago.
Mission 26 Alignment
This Park Action Plan is guided by the four Mission 26 Strategic Pillars. The pillars define what
Oakland County Parks delivers as a system, and how each park contributes to that delivery. The
table below names each pillar and identifies how Clinton River Oaks contributes to it.
Pillar Application at Clinton River Oaks
Access & Equity
connections to Clinton River Trail, Paint Creek Trail, and
adjacent neighborhoods; accessible fishing and water-
access points; targeted reduction of barriers identified
through demographic and engagement analysis.
Activation, Health & Social Connection
and outdoor fitness opportunities; year-round usability
across the corridor; social infrastructure at the two
trailheads (River Gateway and Western Trailhead)
supporting both individual and group use.
Discovery, Learning & Stewardship
WWII heritage interpretation; Indigenous-history
interpretation along the river corridor; youth and school
programming; volunteer stewardship through invasive-
species management and habitat restoration.
Public Value & Impact
Fishery Commission; riverbank stabilization following the
July 2024 storm events; wetland and floodplain
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approximately three miles of Clinton River corridor.
Guiding Principles
The following principles are the operational expression of the Strategic Pillars at Clinton River
Oaks. They guide planning, design, partnership, and operations decisions across the 2026–2031
period.
Nature Immersion
Create experiences in nature that improve mental and cognitive health outcomes.
• Access to green and blue spaces — design spaces and programs that enable access
without diminishing the immersive quality of the corridor.
• Urban forestry — manage tree canopy as a primary contributor to the restorative experience
of visitors.
Protect the River
Prioritize water quality, riparian health, and natural floodplain function in all design decisions.
• Let the land lead — natural systems are a key consideration in planning, integrated with
system priorities for access, activation, stewardship, and public value.
Connect Communities
Create seamless trail connections between Rochester, Rochester Hills, and the regional trail
network.
• Organize the park as a set of distinct areas offering different experiences, all connected by
the river and trail network.
• Invite active stewardship — create opportunities for residents to participate in the care of
the park.
• Spark curiosity — design spaces and programs that engage residents with art, ecology,
history, and the natural world.
Honor History
Preserve and interpret the site's layered history — beginning with Indigenous connections and
progressing through the Clinton-Kalamazoo Canal, the Yates Mill, New Deal-era structures, and
WWII manufacturing.
• Recognize the history, character, and community significance of the Clinton River corridor.
• Cultivate an immersive historical experience that encompasses the layered history that
shaped the park's current state.
Design for All
Ensure equitable access regardless of age, ability, or background.
• Serve the whole community — meet core recreational needs so Clinton River Oaks
functions as a true neighborhood park while serving its regional role.
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• Build for all abilities — advance universal accessibility through barrier-free loops, sensory
experiences, and welcoming design.
Partner Boldly
Leverage relationships with municipal partners, conservation organizations, and local businesses
to multiply impact.
• Respect and build on existing community investment — work collaboratively with those
who have invested in the area over many years.
• Ensure a transparent and respectful transition — operate the park in a manner that is
transparent, communicative, and respectful.
• Practice fiscal responsibility and shared sustainability — manage operations and
investments in a fiscally responsible manner.
Build for Resilience
Design infrastructure to withstand flooding, adapt to climate change, and require sustainable long-
term maintenance.
• Sustain what we build — model sustainability through regenerative maintenance practices
and disciplined investment.
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1.2 Park Areas and Zone Framework
How This Section Works
Clinton River Oaks is organized in two layers. The first layer is a set of five descriptive Park Areas
that orient visitors and partners to distinct parts of the park. The second layer is the Mission 26
Zone Framework, which classifies each area by its functional role in the system. Capital
investment, programming standards, and design requirements follow the zone type and scale
designation, not the area name.
Park Areas are how residents experience the park. Zone types are how the park is planned, built,
operated, and held accountable to system standards.
Park Areas
The 286-acre site is organized into five distinct areas. Area boundaries generally align with
ownership parcels. This framework allows for varied experiences across the park while maintaining
a coherent identity along the river corridor.
Areas Acres Ownership Intensity
Note on application. Zone Type designations carry the Mission 26 Design and Operational
Standards that apply to capital investment, programming, and operations. Scale Designations
determine the level of facility, service, and programming intensity expected at each area.
Together they make the Capital Improvement Plan and Park Operations and Maintenance Plan
accountable to system standards. The Park Area names below are retained as the public-facing
wayfinding and identity layer.
A. River Gateway (Yates Park Area)
Approximate size: ~25 acres
Ownership: Rochester Hills (Interlocal)
Development intensity: Moderate–High
Primary zone type: Healthy Activity & Social Connection
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Secondary zone types: Discovery & Learning; Corridor & Connectivity
Scale: Everyday Use, with Signature Destination elements at the dam overlook and the Yates
Cider Mill connection
Character. The primary eastern entry point to the park, leveraging existing Yates Park
infrastructure and proximity to Yates Cider Mill. This area serves as the park's front door with
visitor amenities, orientation, and accessible river experiences. The Yates Dam and the planned
stream reroute for sea-lamprey control are located in this area.
Potential Elements
• Existing parking and restroom facilities
• Park welcome and orientation kiosk
• Accessible fishing pier and river overlook
• Picnic groves with views of Yates Dam
• Pedestrian connection to Yates Cider Mill
• Trailhead for Clinton River Trail (east)
• Interpretation of dam history and sea-lamprey project
• Pedestrian bridge to Letica riverfront — signature design feature paying homage to the
historical connection without disrupting existing features
B. Heritage Core (Northern Portion of Bloomer Park)
Approximate size: ~84 acres
Ownership: Rochester Hills (Interlocal)
Development intensity: Moderate
Primary zone type: Discovery & Learning
Secondary zone types: Healthy Activity & Social Connection; Stewardship & Cultivated
Landscapes
Scale: Everyday Use
Character. The historic heart of the park, adjacent to CCC-era structures and the Clinton-
Kalamazoo Canal remnants. This area balances active recreation with historic interpretation and
serves as a hub for environmental-education programming. Washout #1 is located at the
northern edge of this area, where it meets the Letica property.
Potential Elements
• Historic river stairs and overlook
• Canal remnant interpretive trail
• WWII manufacturing significance highlighted
• Environmental-education staging area
• Nature play area
• Existing mountain-bike trails maintained in coordination with CRAMBA
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C. River Nature Area (Letica Property — East)
Approximate size: ~70 acres
Ownership: Oakland County Parks
Development intensity: Low
Primary zone type: Restorative Nature Immersion
Secondary zone types: Habitat & Ecological Protection; Discovery & Learning
Scale: Everyday Use
Character. The ecological core of the park — a protected river-corridor area emphasizing
habitat conservation, passive recreation, and immersive nature experiences. This area includes
approximately one mile of undeveloped Clinton River frontage. Development is limited to
sustainable trail infrastructure and low-impact water access.
Potential Elements
• Natural-surface hiking trails
• River overlooks and wildlife-viewing blinds
• Wetland boardwalks
• Interpretive signage on watershed ecology and wildlife
• Canoe and kayak launch — soft launch, no motorized craft
• Heron rookery buffer and viewing area
• Restored native plantings
• Opportunities for interpreting Indigenous connections to the river
D. Wildlands (Letica Property — West)
Approximate size: ~59 acres
Ownership: Oakland County Parks
Development intensity: Very Low
Primary zone type: Habitat & Ecological Protection
Secondary zone types: Restorative Nature Immersion
Scale: Community Scale
Character. The most remote and least developed portion of the park, managed primarily for
conservation and passive nature observation. This area protects sensitive habitat along the
western river corridor and provides a true backcountry experience within a suburban context.
Adjacent to Washout #2.
Potential Elements
• Natural, rustic hiking trails — natural surface, minimal width
• Seasonal access management for sensitive habitat
• Habitat restoration areas including invasive removal and native plantings
• Research and monitoring plots for university and partner use
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• Minimal signage and infrastructure
• Wildlife corridor protection
E. Western Trailhead (Rochester Parcels)
Approximate size: ~48 acres (multiple parcels)
Ownership: City of Rochester (Interlocal)
Development intensity: Moderate
Primary zone type: Corridor & Connectivity
Secondary zone types: Healthy Activity & Social Connection; Discovery & Learning
Scale: Everyday Use
Character. The western gateway, providing trail access, parking, and a secondary entry point
that serves residents from Rochester and points west. This area distributes visitor pressure,
provides direct Clinton River Trail connections, and anchors the park's relationship with
downtown Rochester. Washout #2 is located near this area's northern boundary.
Potential Elements
• Trailhead parking — primary western access
• Restroom facilities
• Trail kiosk and wayfinding hub
• Picnic area and shelter
• Connection to downtown Rochester via trail, sidewalk, and River Walk
• Canoe and kayak take-out, downstream from the River Nature Area launch
• Bunker trail — interpretive loop featuring at least five WWII-era concrete bunkers from
McAleer Manufacturing's aluminum-powder plant; bunkers on city-owned land east of
the former plant; tells the Arsenal of Democracy story; access currently restricted but
planned for public interpretation
• Potential future trail connection to Paint Creek Trail
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1.3 Community Context
Location & Boundaries
Clinton River Oaks is located at the confluence of Rochester and Rochester Hills, bounded
generally by Avon Road and Bloomer Road to the south, Dequindre Road and South Street to the
west, John R Road to the east, and extending north along the Clinton River corridor past Letica
Drive. The park encompasses three distinct ownership areas united by the river and connected to
the regional trail network.
Property Summary
Table 2- Summary of Clinton River Oaks acreages by ownership
Figure 1- Map of Clinton River Oaks by ownership
Ownership Acres Segment color
(in figure below) Status
purchased by OCP
executed
detail in next table) executed
TOTAL 286.1 — —
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City of Rochester Parcels (Detail)
The City of Rochester contribution consists of multiple parcels along the western portion of the
park, providing critical trail access and a secondary entry point. Acreages and parcel IDs are listed
in the table below and the following map. Shaded areas are part of the parcels listed but are
excluded from the agreement.
Parcel ID Acres Figure ID Location/Notes
Table 3- City of Rochester individual parcel breakdown
Figure 2- Map of individual Rochester parcels with acreage
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Key Infrastructure & Project Sites
Several critical infrastructure elements and active project sites will shape park development:
Feature Location Notes
(East, near River Mist Dr) project funded
(West, near South St) project
(Existing) adjacent to Yates Cider Mill sea lamprey barrier
(Planned) construction anticipated 2027 or later
Table 4- Critical infrastructure elements
Regional Connectivity
Clinton River Oaks occupies a strategic position within Oakland County's trail network and serves
as a convergence point for multiple regional and statewide trail systems:
1. Clinton River Trail: 16-mile rail-trail connecting Macomb County through Rochester,
Rochester Hills, Auburn Hills, Pontiac, and Sylvan Lake
2. Paint Creek Trail: 8.9-mile trail connecting to Lake Orion and Polly Ann Trail
3. Iron Belle Trail: North-south cross-state trail from Belle Isle to Ironwood
4. Great Lake-to-Lake Trail: East-west route connecting Lake Michigan to Lake Huron
Community Description
Clinton River Oaks spans two cities, Rochester and Rochester Hills, and its easternmost boundary
is along the county line between Oakland and Macomb Counties. More than 45% of people living
both within a 10-minute walk and within a 10-minute drive of the park entrances are Macomb
County residents. The large reach into a neighboring county led to comparisons of the
characteristics of the nearest residents to those of both Oakland County and Macomb County in
their entirety.
The area directly surrounding Clinton River Oaks represents a diverse community, with a Diversity
Index of 60 compared to 55 for Oakland County overall. Median household income in the 10-
minute walk radius is $96,264 and within a 10-minute drive radius is $104,139, falling just below
and above the Oakland County average of $99,616.
Local Recreation System Context
Both the City of Rochester and the City of Rochester Hills own and operate their own park systems.
The City of Rochester either own or maintains 14 parks and recreational facilities, including more
than half of the Paint Creek Trail and a significant stretch of the Clinton River Trail, which forms the
northern border of Clinton River Oaks. The City's 5-Year Parks and Recreation Master Plan (Rec
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Plan) shows that residents are very familiar with the Clinton River Trail and about 88% of survey
respondents regularly utilize parks and recreation facilities. Top priorities identified in the Rec Plan
are hiking/walking trails, community gardens and available restrooms. Other priorities include
adult fitness and wellness and dog parks.
The City of Rochester Hills owns and maintains 20 public parks and recreational facilities including
golf courses and land conservancies. The northern 108-acre section of Bloomer Park, the largest in
the Rochester Hills park system, serves as the southern boundary along the eastern portion of
Clinton River Oaks. The City's 5-Year Parks and Recreation Master Plan, adopted January 9, 2023,
identifies residents’ desire for preservation of natural areas, more accessible trails for walking and
biking and available restroom facilities.
Mission 26 Commitment- Recreation for All
Oakland County Parks is committed to the principles of Mission 26, including Recreation for All.
Using demographic data from the area directly surrounding Clinton River Oaks, Oakland County
Parks has identified some priorities to help ensure the park’s closest neighbors have access. The
priorities in the planning, development and operation of this park include, but are not limited to:
• Low or no-cost programming
• Free park entry
• Identification of prominent Languages Other Than English (LOTE) spoken in the area and
materials translated accordingly
• Universal accessibility in design, maintenance and operation of the park
Community Data Tables and Charts
Clinton River Oaks 10-Minute Walk and 10-Minute Drive Area
Figure 3 -Clinton River Oaks 10-minute walk and 10-minute drive area
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Population, Household Income and Diversity Index
Geography Total
Population Households Income Index
Clinton River Oaks (10m walk) 2,025 976 $96,264 60
Clinton River Oaks (10m drive) 137,245 56,895 $104,139 45
Oakland County, MI 1,271,173 542,625 $99,616 55
Macomb County, MI 880,068 359,577 $77,464 47
Table 5- Population, Household Income and Diversity Index
Demographic Comparison- Race and Ethnicity
Figure 4- Demographic Comparison- Race and Ethnicity
Demographic Comparison- Languages Spoken in the Home
Figure 5- Demographic Comparison- Languages Spoken in the Home
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Demographic Comparisons
Age Distribution Household Income Distribution
Figure 6- Demographic Comparison- Age Distribution and Household Income Distribution
Demographic Comparison- Economic Status and Disability
Figure 7- Demographic Comparison- Economic Status and Disability
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1.4 Community Engagement
Engagement Purpose and Framework
Community engagement for Clinton River Oaks builds on recent, adopted engagement conducted
by Oakland County Parks as well as engagement conducted by each City for their Five-Year Park
and Recreation Master Plans. This approach ensures continuity with prior public input while
applying a countywide stewardship lens consistent with Mission 26. In addition to the existing
engagement data, Oakland County Parks, in partnership with both Rochester and Rochester Hills,
will implement engagement specific to Clinton River Oaks and the priorities of the community for
this new park.
Sources of Existing Engagement
This Park Action Plan draws from:
• City of Rochester 5-Year Parks and Recreation Master Plan (2024–2028): Statistically valid
community needs mail-in surveys (n=563), online public survey, focus groups, stakeholder
interviews and a pop-up open-house (all conducted in 2022). Public hearing on Jan. 9, 2023.
• City of Rochester Hills 5-Year Parks and Recreation Master Plan (2023–2027): Online survey
(n=246), stakeholder meetings, public engagement event, 2 public hearings (all in 2023).
• Oakland County Parks and Recreation Master Plan (2023–2027): Countywide needs
assessment
• Recent Oakland County Parks planning engagement and outreach efforts
Engagement Focus Areas
Across recent engagement efforts, input consistently addressed:
• Natural area stewardship - protection and care of forests, wetlands, and wildlife habitat
• Trails and pathways - connectivity, maintenance, accessibility, and varied experiences
• Welcoming experiences - safety, cleanliness, restrooms and amenities
• Facility condition - maintenance of buildings, playgrounds, and infrastructure
Co-Creation Lab Online Engagement Hub
Oakland County Parks maintains a Co-Creation Lab, an online engagement hub for sharing
information and gathering feedback. For Clinton River Oaks, the Co-Creation Lab may be used to
share updates, invite targeted feedback, test ideas, and reach both local and regional users.
The Co-Creation lab hosts the online survey for Clinton River Oaks as well as an interactive map of
the area, on which community members can offer direct feedback, bring innovative ideas and
share memories with OCP and with the community. Innovative new engagement methods such as
these are intended to broaden the reach of traditional engagement and hear from community
members in a way that offers rich qualitative data.
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Figure 8- Screenshot of interactive Clinton River Oaks map engagement on Co-Creation Lab
Role of Engagement in Decision-Making
Community input informs planning, operational, and investment decisions. Engagement outcomes
are considered alongside Mission 26 priorities, the Oakland County Parks and Recreation Master
Plan, and the interlocal agreement to ensure decisions support equitable access, long-term
sustainability, and public value.
Clinton River Oaks Engagement Summary
Oakland County Parks implemented an engagement plan to solicit feedback from the community
and local stakeholders regarding their vision for the park and which park elements they see as
priorities.
Engagement opportunities included:
• An online survey promoted via e-marketing messages and shared social media posts
• Open house at the City of Rochester Hills
• Pop-up event at the City of Rochester’s community event
• Pop-up event at the City of Rochester’s Farmers Market
• Co-Creation Lab interactive mapping activity
Engagement Overview
Section under development, to be completed upon closing of public engagement phase prior to
final Park Action Plan approval.
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Engagement update as of March 27, 2026: Both the online survey and the interactive map are still
open for participation, with around 300 people having already participated. There have been 222
online survey responses, 50 people attended the City of Rochester Hills open house event, and 38
ideas have been added to the interactive map, gathering 60 likes and 16 comments.
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1.5 Existing Conditions
Location and Property Description
Documentation of existing park conditions is required under the interlocal agreements (Section
3.3.3). Clinton River Oaks is located within the Cities of Rochester and Rochester Hills. The park
consists of sections of five parcels owned by the City of Rochester, three parcels owned by the City
of Rochester Hills and one parcel in Rochester owned by Oakland County Parks and totaling 286
acres.
The park is generally bounded by the Clinton River Trail all along the north, Dequindre Road to the
east and South Street and Bloomer Park to the south.
Note: The southern portion of Bloomer Park is not included in the Clinton River Oaks agreement
and remains under separate City of Rochester Hills management.
Existing Facilities and Assets
Clinton River Oaks contains a mix of official trails, unofficial trails, undeveloped natural areas,
undeveloped residential parcels, recreational amenities and supporting infrastructure. Details
about the properties can be found in Existing Conditions appendices.
Recreation and Circulation Infrastructure
• Trail system - largely unpaved trails, primarily used for mountain biking, extensive stair
structures along southern edge of Clinton River Oaks, unofficial trails created throughout
• Boardwalks and bridges – large bridge entering northern edge of Clinton River Oaks from
Clinton River Trail
• Parking lot – currently one official parking lot at Yates Park with 39 parking spaces
Natural and Landscape Features
• Historically forested lands
• Floodplain habitat
• Clinton River, Stony and Paint Creeks confluence
Historical Significance
History
• Indigenous People, in particular the Anishinaabe, utilized the Clinton
River as a water highway.
• Three significant Indigenous trails intersected just north of Clinton River
Oaks.
• Given the rich resources of the area, Clinton River Oaks was likely the
site of early Indigenous seasonal camps.
• Later in time, a documented Indigenous village existed just to the
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• Given the many Indigenous connections to the area, Clinton River Oaks offers
many opportunities for archaeological surveys to locate prehistoric artifacts,
1817 Avon Township was surveyed by Joseph Wampler. One of the few natural
features he identified on the map he created was the Clinton River in the area
where Clinton River Oaks is today. (NOTE: The river was labeled as the “Huron
River” because the river was referred to as the Huron River of St. Clair in the
early 1800s.) This is the only place in Avon Township where he drew and
labeled the river, a clear indication of the importance of the river to this
section of land.
c1818
federal government. One of the first people to purchase was John Lockwood
of Detroit. He claimed his land in 1819 but did not fully pay for it until 1823. He
sold it 6 years later.
1820s, 1830s
Creek, encouraged settlement in the area that became the park.
c1838
line of plains directly to the north of the river, two features highly sought after
by non-Indigenous settlers hoping to farm in the area. Settlement increased.
1838–1843
which are still visible. In 1838 construction had begun at Mount Clemens on
the canal. It was hoped this canal would make it possible to cross southern
Michigan by boat from Lake St. Clair to Lake Michigan. Only 16 miles, the
eastern section between Mount Clemens and Rochester, was ever built. This
section contained 17 oak locks and one aqueduct.
1863 I
improved an existing dam as well as a mill structure and began operating a
sawmill and gristmill service. By 1876 the Yates family had added cider
pressing. Today it is the oldest cider mill in Michigan.
1870s – early
1900s
Families that owned the land that became Clinton River Oaks included the
Parker, Pickering and Slipperly families.
1907 -1913
land adjacent to the park, and called it Parkedale Farm. The farm, which
focused on pharmaceutical production, was dedicated on October 8, 1908.
Early production included the antitoxin for diphtheria and tetanus as well as a
vaccine for smallpox preventatives.
1922
creation of 4 state parks. His 47-acre parcel along the banks of the Clinton
River became Bloomer State Park No.2. Bloomer also donated money to fund
initial improvements to the properties to make them accessible for public
recreation.
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1930s
improvement projects in the Bloomer State Parks including Bloomer No. 2. At
the park the CCC built a parking lot, picnic grounds and toilet facilities. Paths
and trails were also improved. In 1942 Congress ended the CCC program
shelter, restroom facility and concession stand in the park was left unfinished.
In 1946 work on the stone shelter was completed with funds allocated by the
riverbank were created.
1926–1940s
farmland southwest of where Clinton River Oaks is today and constructed a
world class ski jump on Newberry Hill. The 112-foot jump hosted Olympic
medalist Anders Haugen at an event that drew 10,000+ spectators. It was
eventually destroyed by windstorms, but foundations still remain in The Bluffs
subdivision west of the park.
1942–1945
Detroit to Rochester where it purchased the vacant Western Knitting Mills
Factory. In 1942 it began producing a variety of materials for the war effort. As
a result, it expanded and built a new factory on South Street which was
operated as an aluminum powder. Because the work done at the plant was
dangerous, several concrete bunkers were built along the Clinton River away
from the main plant to further isolate the risky operations. They were used by
the company to mix explosives for AN-M26 parachute flares and AN-M46
photoflash bombs. Remnants of the bunkers are still visible.
1950s
nationally to manufacture the Salk polio vaccine. Four hundred and thirty
Rochester children participated as “Polio Pioneers.”
1994
2025
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1.6 Environmental Conditions and Natural Resources
Environmental Site Assessment
A Phase I Environmental Site Assessment was ordered on the Rochester parcels from ASTI
Environmental in April 2026 as required under the interlocal agreement (Section 3.4). The
assessment is in progress.
Note: A Phase I Environmental Site Assessment has been completed on the Rochester Hills
property and identified no Recognized Environmental Conditions (REC). A Phase I was completed
for the Letica property and identified potential RECsPhase II was required for the Letica property
(128.7 acres) and identified several RECs, including arsenic in the groundwater and glassware
around the property due to previous pharmaceutical dumping. The Letica property will also receive
a baseline environmental assessment and a due care plan which will be submitted to EGLE and will
inform final site planning.
Natural Systems Overview
Clinton River Oaks contains significant natural resources that define the park's character, support
biodiversity, and provide ecosystem services.
Freshwater Resources
• Clinton River - approximately 5,000 linear feet through the park
• Two tributary streams – properties contains the confluence of Stoney Creek and the Clinton
River, and Paint Creek and the Clinton River
• Associated wetlands and floodplain areas
Terrestrial Habitat
• Historically Forested Lands
• Open Prairie Habitat
• Migratory and Nesting Bird Habitat
Natural Resources
The site contains significant ecological assets that will inform park development:
• Clinton River corridor with intact riparian zones (3+ miles)
• Wetland complexes and floodplain forests
• Great blue heron rookery (located near Washout #1 area)
• Mature upland forest stands
• Native pollinator habitat potential
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Climate Resilience
Climate resilience is integrated into natural resource stewardship. The park's natural systems
provide important climate adaptation benefits including stormwater management, urban heat
mitigation, carbon sequestration, and habitat connectivity along the Clinton River corridor.
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Natural Resource Management Considerations
The following management activities have been identified through baseline assessment as relevant
to maintaining and restoring ecological health. This information is provided for planning context
only and does not represent adopted priorities, approved projects, or funding decisions.
Activity Description
Great Lakes Fishery
Commission (GLFC) project
maintenance.
channel modifications and associated restoration
implemented by the GLFC.
natural communities,
Significant treatment along the restored channel of the Letica
property will be necessary to maintain high quality habitat.
understory and inter-seeding within the project restoration
area.
regeneration of native trees, shrubs and herbaceous plants.
maintenance Clinton River maintenance, vernal pool mapping and wetland
protection.
habitat improvements implement habitat improvements as necessary.
health trails and around infrastructure. Continued monitoring of tree
and forests pests and pathogens.
Important: This table identifies potential stewardship activities. It does not establish priorities,
authorize expenditures, or commit Oakland County Parks or the Cities of Rochester or Rochester
Hills to any specific actions or investments.
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1.7 Issues, Opportunities, and Constraints
Purpose of This Section
This section identifies key issues, opportunities, and constraints influencing stewardship,
operations, and future investment at Clinton River Oaks. These factors inform decision-making for
a park that functions as both a space for environmental restoration and a large park with a regional
draw.
Key Issues
Balancing High Use with Environmental Stewardship
Clinton River Oaks is situated in a densely populated area and borders the Clinton River Trail, a
popular trail system. The park’s nearly 300 acres of natural area contribute to its public value as a
space for recreational access but also place pressure on natural systems, infrastructure, and
maintenance capacity. Managing use in a way that protects environmental assets while
maintaining equitable access is an ongoing challenge.
Access, Experience, and Equity
While the areas of Clinton River Oaks that have previously been open to the public are widely used,
access and experience are not uniform across all users. Barriers related to accessibility,
wayfinding, and facility conditions may limit participation for some residents and visitors.
Environmental Pressures
Invasive species, altered hydrology, erosion and climate events, and high deer density affect
habitat quality and require sustained stewardship rather than one-time solutions.
Historical Land Use
Much of the land that comprises Clinton River Oaks has evidence of historic industrial dumping.
Finding ways to safely remove debris and eliminate any ongoing environmental threats caused by
debris will require partnerships with land and river stewardship organizations.
Key Opportunities
• Countywide Stewardship Capacity - Integration into the OCP system provides specialized
expertise and operational capacity
• Enhancing a Park That Already Serves a Regional Audience - Strategic investments can
build on established use patterns
• Strengthening Environmental Resilience - Opportunities for restoration, stormwater
management, and climate adaptation
• Advancing Learning Through Discovery Gateways - Nature-based education reaching local
and regional users
• Rich historical interpretation (i.e. bunkers, ski jump, canal, etc.)
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• System Connectivity – Clinton River Oaks can serve as a connection point for different trail
systems as well as the Clinton River Water Trail
• Partnerships with local organizations, such as service and conservation organizations for
things like environmental coordination and volunteerism or schools for interpretive
collaboration
• Mobile Recreation programming
Key Constraints
• Fiscal and Resource Limitations - Not all needs can be addressed simultaneously
• Environmental Constraints - Floodplain, wetlands, and sensitive resources limit
development
• Physical Changes- Proximity to the river creates unpredictable conditions and potential
safety hazards, particularly in large weather events
• Regulatory Frameworks - Local, county, state, and federal regulations shape potential
actions
• Emergency and maintenance access, particularly to the river, would be very difficult given
the topography and surface constraints
• Parking- existing parking at Yates Park is limited and does not provide direct access to the
largest portion of Clinton River Oaks and creating new parking opportunities with more
direct access could require a partnership or acquisition (note: Pfizer property on northern
border may provide access but has its own constraints caused by past land use)
• Getting from Dequindre Road into the park requires river crossing, and a potential bridge
replacement opportunity (former bridge has been removed)
• Community Expectations and Tradeoffs - Balancing competing interests will require
transparent decision-making
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1.8 Strategies and Priority Actions
Purpose of This Section
The strategies outlined below represent considerations for stewardship, operations, and phased
investment at Clinton River Oaks during the 2026–2031 planning period. These strategies respond
to the issues, opportunities, and constraints identified above and apply Mission 26's framework to
a park that functions as both a local park and a regional draw.
Strategy 1: Operate the Park as a High-Use, Regionally Significant Resource
Intent: Manage Clinton River Oaks at a scale appropriate to its level of use, ensuring operations
and visitor experience are consistent with other high-use parks in the Oakland County Parks
system.
Priority Actions:
• Apply countywide operational standards to maintenance, safety, and visitor services
• Monitor visitation patterns and adjust staffing accordingly
• Ensure facilities support sustained use without degrading park character or natural areas
Strategy 2: Improve Access, Experience, and Inclusion
Intent: Ensure Clinton River Oaks is welcoming, accessible, and usable for a broad range of
residents and visitors.
Priority Actions:
• Evaluate barriers on trails and in public spaces and design to increase accessibility
wherever possible
• Improve wayfinding, signage, and information clarity
• Provide facilities that exceed accessible minimums
Strategy 3: Advance Learning Through Discovery Gateway Principles
Intent: Leverage natural features and large population centers to support nature-based learning
and environmental stewardship.
Priority Actions:
• Integrate interpretation and informal learning into park experiences
• Coordinate programming with system-wide Discovery Gateway goals
Strategy 4: Protect Environmental Assets While Supporting Public Access
Intent: Balance protection and restoration of natural systems with equitable access, recognizing
that stewardship and public use are interdependent.
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Priority Actions:
• Prioritize stewardship practices that address invasive species, erosion, and habitat health
• Use design and wayfinding to direct use away from sensitive areas
• Integrate environmental considerations into operations and capital planning
Strategy 5: Coordinate Governance Across Jurisdictions
Intent: Ensure clear, transparent coordination between Oakland County Parks and the Cities of
Rochester and Rochester Hills.
Priority Actions:
• Apply agreed-upon governance protocols when priorities diverge
• Maintain regular communication on operations, planning, and public feedback
• Document decisions to support continuity and accountability
Strategy 6: Phase Investment Responsibly
Intent: Align stewardship actions with available resources, operational capacity, and long-term
sustainability.
Priority Actions:
• Phase actions based on urgency, impact, and feasibility
• Seek opportunities to leverage grants, partnerships, and system-wide investments
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1.9 Implementation and Accountability
Implementation Framework
Strategies and priority actions are translated into specific activities through Oakland County Parks'
annual work planning and budgeting processes. Capital investments are implemented through the
Capital Improvement Plan (Exhibit A). Day-to-day operations are governed by the Park Operations
and Maintenance Plan (Exhibit B).
Coordination with City Partners
Regular coordination ensures alignment on operational issues, programming, maintenance, and
public communication. When operational coordination cannot resolve an issue, matters are
elevated through established leadership and Commission channels.
Staff-Level Operations Memorandum of Understanding
All operations and maintenance to be detailed and agreed upon by all parties in a staff-level
Memorandum of Understanding (MOU). This MOU will be a living document and will be updated as
needed.
Review and Update Cycle
The Integrated Park Plan (IPP), incorporating the required Park Action Plan, Park Operations and
Maintenance Plan, and Capital Improvement Plan components, will be reviewed and approved on
a five year cycle, with municipalities provided a 60 day review period.
2.0 Capital Improvement Plan
Purpose and Role
A Capital Improvement Plan (CIP) is required under the City of Rochester interlocal agreement
(Section 4.9). The CIP establishes a framework for identifying, evaluating, and prioritizing potential
capital investments at Clinton River Oaks.
The CIP serves as a planning and evaluation tool, not a guarantee of implementation. Inclusion of
an item does NOT constitute project approval, funding authorization, or a commitment to proceed.
Inclusion in the CIP DOES constitute pre-approval from the City of Rochester for the project type to
proceed on the Rochester parcels when funding is available, without requiring additional City
approval.
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Evaluation Criteria
• System Impact – Advances countywide outcomes, including reach, participation, and
system connectivity
• Activation Potential – Drives repeat use across seasons and age groups, not one-time
visitation
• Equity and Access – Expands access for underserved communities and reduces
participation gaps
• Barrier Reduction – Improves access, usability, or belonging to enable routine use
• Mission Alignment – Aligns with established zone types, standards, and strategic pillars
• Financial Sustainability – Can be operated and maintained within long-term resource
capacity
• Public Value Contribution – Delivers measurable outcomes in health, social connection,
learning, or stewardship
• Partnership Leverage – Utilizes partnerships to expand impact, reach, or funding efficiency
• Climate and Stewardship Impact – Protects or enhances natural assets and contributes
to resilience where applicable
Improvement Focus Areas
The range of improvements under consideration focuses on strengthening access, safety,
environmental condition, and overall visitor experience throughout the park. This includes
upgrades to parking areas, restrooms, and basic visitor amenities; restoration and expansion of the
trail network to improve connectivity, accessibility, and navigation; and targeted infrastructure
work such as bridge repairs, boardwalk and stairway improvements, and enhanced entry points.
Efforts also address the health of the natural landscape through debris removal, riverbank
stabilization, wetland restoration, invasive species management, and stormwater improvements.
In addition, opportunities are being explored to introduce interpretive elements and gathering
spaces that support outdoor learning and enhance the park’s identity, along with system-level
upgrades to utilities, lighting, emergency access, and technology to ensure safe, reliable, and
modern park operations.
• Visitor Amenities and Access – Parking, restrooms, shelters, and arrival experience
enhancements
• Trail Connectivity and Circulation – Trail restoration, new connections, accessibility
improvements, wayfinding, and formalization of existing paths
• Infrastructure and Safety Improvements – Bridges, boardwalks, stairways, inspections,
and structural repairs
• Natural Resource Management – Riverbank stabilization, wetland restoration, invasive
species control, debris removal, and stormwater improvements
• Learning and Interpretive Features – Signage, outdoor classrooms, gathering spaces, and
interpretive elements
• Operational and System Support – Utilities, lighting, emergency access,
communications, and technology upgrades
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Priority Projects
Project Category
Parking Improvements Recreation Facilities
Trail System Restoration Trail System
Yates Bridge Infrastructure
Rustic Trail Connectors Trail system
Interpretive signage Education
Boardwalk and stairway inspection and improvements Infrastructure
Statement of Non-Commitment
Inclusion of a project in this CIP does not guarantee implementation, constitute approval of scope
or budget, establish timing, commit funding, or create entitlement. All projects remain subject to
annual budgeting, OCPRC approval, design development, and regulatory review.
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3.0 Park Operations and Maintenance Plan
Purpose
A Park Operations and Maintenance Plan (POMP) is required under the Rochester interlocal
agreement (Section 4.8). The POMP establishes the framework for day-to-day operations,
maintenance, staffing, programming, and coordination. This document establishes standards and
expectations - the 'what and why' of operations.
Service Standards
Oakland County Parks shall operate Clinton River Oaks at a level consistent with other high-use
parks in the system, recognizing its dual role as local park and regional destination.
Roles and Responsibilities
Oakland County Parks
Operations, maintenance, staffing, utilities, programming, natural resources, capital
improvements, revenue collection, safety, security incidental to operations, public
communication, compliance.
City of Rochester
Ownership, real property insurance or self-insurance for existing structures, pre-existing
environmental liability.
Communication and Coordination
Regular coordination through operational check-ins, monthly coordination meetings, quarterly
leadership review, and annual review. During some periods, frequency of coordination meetings
may be adjusted.
Utilities and Accounts
Upon commencement of full OCP operations, OCP shall assume account holder status and
responsibility for all utility costs (electrical, water/sewer, natural gas).
Park Rules and Enforcement
During this Agreement, the Park shall be subject to OCPRC Rules and Regulations and OCPRC
policies and procedures, per Interlocal Section 4.12.
Emergency and Safety Protocols
OCP is responsible for security services incidental to park operations (event security, facility
monitoring, after-hours patrols) per Interlocal Section 4.13.
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Public Communication and Branding
OCPRC shall be responsible for and may erect signs to identify the Park and features/structures
located therein and to erect other signs that are typical and/or necessary at a public park of this
nature. OCPRC shall be required to comply with the City’s ordinance requirements regarding the
design and placement of any new signs, unless otherwise agreed to by the City. OCPRC shall be
responsible for the cost of signs it erects.
Signage for Clinton River Oaks will be consistent throughout the park, will adhere to city ordinances
and, where appropriate, will identify the partnerships with both Rochester and Rochester Hills.
Programs, Events, and Revenue
Subject to applicable law, any Park Revenue associated with the Park shall be paid to the County
and shall be deemed revenue of the County, per Interlocal Section 5.2.
MOU Authorization
OCP and City staff may establish a MOU addressing maintenance schedules, vendor coordination,
event workflows, seasonal staffing, communication tools, training, and other operational details.
The MOU is approved by department heads and may be updated as needed without formal POMP
amendment.
References
ETC Institute. 2022. Oakland County Parks Needs Assessment Findings Report. Waterford MI:
Oakland County Parks and Recreation Commission.
OCP. 1/26/2023. Oakland County Parks 5-Year Parks and Recreation Master Plan 2023-2027.
Waterford MI: Oakland County Parks and Recreation Commission.
Rochester and County of Oakland. 12/13/2025. Interlocal Partnership Agreement. Waterford MI:
Oakland County Parks and Recreation Commission.
Rochester Hills. 2023. Parks & Recreation Plan 2023-2027. Rochester Hills MI: City of Rochester
Hills.
Rochester. 2024. Parks and Recreation Plan 2024-2028. Rochester MI: City of Rochester.
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Appendices
The following appendices provide reference materials, background documentation, and technical
context supporting this Park Action Plan as it relates to the City of Rochester:
Appendix A: Interlocal Agreement
Appendix B: Existing Facilities and Asset Inventory
Detailed inventory of buildings, recreational amenities, trails, parking, maintenance areas, and
natural features.
Appendix C: Community Engagement Reference
Summary of engagement efforts, participation data, and key themes from City and County planning
processes.
Appendix D: Environmental and Natural Resources Documentation
Natural resources baseline, habitat descriptions, species observations, environmental threats,
and management considerations.
Appendix E: Property History
Historical context for Clinton River Oaks.
Appendix materials do not establish policy, approve projects, allocate funding, or commit either
party to specific actions unless expressly stated in the interlocal agreement or formally approved
by the Oakland County Parks and Recreation Commission.
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Appendix A: Interlocal Agreement Reference Materials
Agreement fully executed 12/13/2025
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Appendix B: Existing Facilities and Asset Inventory- City of
Rochester
Documentation of the existing conditions of the park is a requirement of the interlocal agreement.
See Section 3.3.3.
Location
Park owner address: Rochester City Hall- 400 Sixth Street, Rochester, MI 48307
Township and Range: Township 3 North, Range 11 East, Section 14
Five Parcels owned by the City of Rochester (one of which is divided by excluded area)
Parcel ID Acres Figure ID Location/Notes
Table 6- Five Parcels owned by the City of Rochester
Figure 9- Map and labels of each of the five Rochester parcels
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Grant History
Section under development.
Documentation of existing grant agreements for the park is a requirement of the Interlocal
Partnership Agreement. See Section 3.2.1.
Unless otherwise noted, all grant-funded facilities and improvements listed in the table below
remain open to the public for the purpose of outdoor recreation.
Grant
Number Source Year Summary
Table 7- Grant history of Rochester parcels
Property Restrictions
Section under development.
Property Description
The western side of Clinton River Oaks consists of five parcels, one of which is split by a section of
the parcel that is excluded from the agreement. All five parcels are owned by the City of Rochester,
with some zoned as single-family and others as industrial. As of April 2, 2026, The City of Rochester
intends to rezone all five parcels as Parks and Open Space. The Clinton River runs through or
borders all the parcels and the northern edge of each parcel runs along the Clinton River Trail.
Existing Conditions of Amenities, Landscape and Facilities
The photos and descriptions below are for the five Rochester parcels and any adjacent amenities
or features that could impact the use and access of the parcels. Where there are multiple parcel
lines, parcels are identified using the same IDs in the table and map above.
Parcel 1514276013 is divided into three segments, two of which are included in the Rochester
Interlocal agreement (B and C), with this section (X) excluded. The excluded section is included
here for reference only as it impacts the adjacent sections that are included in the agreement.
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Excluded Area
Maintenance and storage
yard covering
approximately 5 acres
north of the Clinton River,
surrounded by barbed wire
fencing and No
Trespassing signage (Aerial
2025, Photo 2026).
Boundaries
LOCATION Fencing around excluded
area
Chain-link fencing topped
with barbed wire, along the
entire northern edge of the
maintenance yard area.
(Aerial 2025, Photo 2026)
maintenance yard
A gate at the far east side
of the excluded
maintenance area,
separating the partial park
parcel from the excluded
portion of the parcel.
(Aerial 2025, Photo 2026)
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Boundaries
Informal trail between
Rochester parcel and
Bloomer Park does not
have any boundary line
identified (Aerial 2025,
Photo 2026).
River Features
LOCATION River frontage
Almost a mile of Clinton
River frontage through and
bordering the 5 Rochester
parcels. (Aerial 2017,
photo 2026)
Logs piled up on island
along with an abandoned
makeshift shelter with tarp
(Aerial 2017, photo 2026)
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River Features
Logs piled up on island
along with an abandoned
makeshift shelter with tarp
(Aerial 2017, photo 2026)
Retaining wall (B)
Northern edge of Clinton
River along parcel B (Aerial
2025, photo 2026)
Northern edge of Clinton
River running through C
(Aerial 2025, photo 2026)
along river embankment
(Aerial 2017, photo 2026)
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River Features
Creates western border of
parcel A and joins Clinton
River at southwest corner
of parcel A
(Aerial 2025, photo 2026)
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Signs
Fish sign
Directly off the Clinton River
Trail on the boundary of parcel
B and the Verizon parcel, small
sign with icon of a fish and
hook.
(Aerial 2025, photo 2026)
Trailhead on Clinton River Trail
property at the junction with
the spur that runs through
Clinton River Oaks to
southeast corner of the park.
(Aerial 2025, photo 2026)
Trails and Boardwalks
Eastern parcels informal trail
Narrow footpath that runs
along the river from Clinton
River Trail all the way to
Bloomer Park parcel
(Aerial 2017, photo 2026)
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Trails
parcel C
Steep slope from Clinton River
Trail into the Rochester parcel,
portion C.
(Aerial 2025, photo 2026)
east side of parcel A
(Aerial 2025, photo 2026)
(Aerial 2025, photo 2026)
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Appendix C: Community Engagement Reference
The Clinton River Oaks Park Action Plan is built on existing engagement from the public, park users,
and local officials and stakeholders. We consulted reports from community engagement within the
past 5 years. The key documents consulted for Clinton River Oaks are the 5-Year Parks and
Recreation master Plan documents for the City of Rochester, City of Rochester Hills, and Oakland
County Parks. We will seek engagement on multiple levels and on multiple occasions as planning
and on-the-ground activities commence. This will include planning engagement to help with further
development of the vision and goals for the park and design engagement to plan specific amenities
and improvements as part of an overall master plan.
Planning Engagement
The purpose of planning engagement is to understand how people engage with the park and what is
important to them about the park. We are not proposing anything, we are listening. The community
engagement summarized in this Park Action Plan is planning engagement.
As part of planning engagement, we communicate with stakeholders and conduct research to help
us better understand the community and its characteristics such as languages spoken,
demographics, median income, and potential barriers to park use. The results of research and
engagement will help prioritize design of future improvements and help guide decisions.
Design Engagement
The purpose of this engagement is to share multiple design scenarios with the public and get
information on their preferences and why. This will be led by the design consultant with support
from OCP Planning and Design staff. The planning engagement above will provide important
information about the community’s priorities and needs into the design process. Following an
internal review process, the consultant will develop multiple design visions/layouts. After we
determine whether these are feasible alternatives, we will host one or more open houses that
include a design charette where designers and staff share multiple concepts with the community
and ask for their input. Design engagement will occur after this Park Action Plan is approved and
the design process commences.
Existing Community Engagement Data
Because Clinton River Oaks is a collaborative effort involving land and recreation resources
connected to both Rochester and Rochester Hills, this Park Action Plan draws from multiple recent
engagement efforts, including:
1. The City of Rochester Parks and Recreation Plan 2024-2028
2. The City of Rochester Hills Parks and Recreation Plan 2023-2027
3. Oakland County Parks Master Plan 2023-2027
4. Preliminary summary of public engagement around Clinton River Oaks (2026)
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Oakland County Parks Planning Engagement
Summary
The purpose of this public engagement was to communicate with the stakeholders and community
members to gain insights into what the community would like to see in a renovated park under
Oakland County Parks management and through capital improvements. It was also our intention to
reach community members who are not currently engaged or who have not historically felt
welcomed or invited into parks, to identify barriers to their participation, and address gaps in
equitable park access.
Public Engagement Methods
Section under development, to be completed upon closing of public engagement phase prior to
final Park Action Plan approval.
Public engagement planned or completed by Oakland County Parks has included:
1. An online survey and interactive mapping activity opened January 23, 2026
2. One open house at Rochester Hills City Hall on January 29, 2026
3. Pop-up at a community event hosted by the City of Rochester on April 22, 2026
4. Pop-up at the City of Rochester’s Farmers Market opening day on May 2, 2026
Engagement update as of March 27, 2026:
Both the online survey and the interactive map are still open for participation, with around 300
people having already participated. There have been 222 online survey responses, 50 people
attended the City of Rochester Hills open house event, and 38 ideas have been added to the
interactive map, gathering 60 likes and 16 comments.
The survey gathers information about residents’ preferences and priorities for Clinton River Oaks
and will help us to identify ways to be more welcoming and accessible. The open houses allow us
to solicit additional input and discussion. The survey and open houses are promoted through social
media, news releases to local media, and email blasts, with graphics designed by the OCP
Marketing and Communications Unit.
Takeaways [PRELIMINARY as of MARCH 27, 2026]
Preliminary engagement findings show strong existing use of the Clinton River corridor and
surrounding park assets. Most respondents reported having visited Bloomer Park and the Clinton
River Trail, indicating that the project area is already understood as an important recreation
destination.
Across survey responses and comments, several themes emerged consistently. The strongest
preference was to preserve the area’s natural, rustic, and scenic character rather than overdevelop
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it. Respondents frequently emphasized habitat protection, invasive species management, and
maintaining the quiet, wooded quality of the corridor.
Trail-related improvements were also a clear priority. Walking, hiking, and biking trails were among
the most valued features, and respondents repeatedly identified the need for better trail
maintenance, clearer wayfinding, stronger trail connections, and improved conditions. Mountain
biking was the most frequently mentioned improvement theme, including requests for expanded
trail mileage, beginner-friendly options, and additional bike-oriented facilities.
Basic visitor amenities were another recurring need. Respondents identified restrooms, drinking
water, seating, maps, signage, and accessibility improvements as important to improving the
overall visitor experience. Reported barriers to access included limited parking, maintenance
concerns, and lack of information or wayfinding. Survey comments also referenced erosion,
flooding, muddy trail conditions, user conflicts, and concerns about balancing access with
preservation.
Programming responses suggest that the future park should continue to emphasize self-directed,
nature-based recreation. Activities such as hiking and other independent outdoor experiences
were valued more strongly than highly programmed or commercial activities.
City of Rochester Engagement
Public engagement was conducted in 2023 for development of the City of Rochester 5-Year Parks
and Recreation Master Plan using the following methods:
• Online public survey
• Stakeholder interviews
• Public meetings and events
• Planning Commission and City Council meetings
• 30-day public review period and public hearings
Details about these methods and their main takeaways are in the table below. Unless otherwise
indicated, the responses outlined below reflect the community’s priorities and opinions for the
entire City of Rochester park system. Any responses specific to the Clinton River Oaks area will be
noted.
Table 8: City of Rochester engagement methods and main takeaways
ACTIVITY MAIN TAKEAWAY(S)
Online Survey
August – October 2023
246 responses
•
• Parks considered essential to quality of life
• Most used assets include trails and Municipal Park
• Top priories include walking trails, restrooms, and
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ACTIVITY MAIN TAKEAWAY(S)
•
facilities (80% familiar)
Elizabeth Street Park
September 23, 2023
Nearly 40 participants
•
upgraded pathways, seating, signage, and natural play
features
• Interest in amenities such as bike racks, adult fitness
•
OCP, schools)
• Importance of programming, maintenance and partnership in
Comment Period
•
• Support for trail connectivity, improved amenities, and
continued investment in existing parks
City of Rochester Hills Engagement
Public engagement was conducted in 2022 for development of the City of Rochester Hills 5-Year
Parks and Recreation Master Plan using the following methods:
• Statistically valid mailed and online survey
• Stakeholder interviews and focus groups
• Pop-up engagement event
• Public review period and public hearing
Details about these methods and their main takeaways are in the table below. Unless otherwise
indicated, the responses outlined below reflect the community’s priorities and opinions for the
entire City of Rochester Hills park system. Any responses specific to the Clinton River Oaks area
will be noted.
Table 9: City of Rochester Hills engagement methods and main takeaways
ACTIVITY MAIN TAKEAWAY(S)
Survey (Mail and Online)
Summer 2022
563 responses
•
Trail, Clinton River Trail, and Bloomer Park
• Highest priority amenities include paved walking/biking trails,
natural areas, and restrooms
• Top investment priorities include trails, natural parks, and
and Focus Groups
April 2022
•
• Desire to balance increased used with preservation
• Concerns about aging infrastructure and need for
October 8, 2022
•
maintenance
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ACTIVITY MAIN TAKEAWAY(S)
Festival
•
experiences
Comment Period
•
into new development
• Emphasis on maintaining quality, accessibility, and
Countywide Engagement
Oakland County Parks conducted the Community Needs Assessment in 2022 which provided
baseline insight to the park needs of county residents (ETC Institute 2022). Main takeaways from
this engagement are as follows:
• Future of Parks and Recreation: When asked for their priority actions for Oakland County
Parks, the highest number of respondents felt managing freshwater and stormwater
resources to protect water quality and reducing flooding was very important (73%). Other
actions respondents felt were very important were maintaining roads and park
infrastructure (61%) and reducing waste by recycling and composting (60%).
• Barriers to Recreation: The highest reported barriers to recreation in the county-wide
survey were lack of information, not liking the outdoors and not having time. The least
reported barriers at the county level were a lack of adequate transportation and feeling
unwelcome.
• Important Park Features: The amenities/facilities that were most important to
respondents are displayed on the chart below, with the top four choices being Trails-hiking,
Farmers markets, Beaches and Natural areas/open space.
• Most visited Facility Type- Trails, Farmers markets, Natural areas and open space and
beaches were also the top four choices selected by respondents as their most visited
facility type.
• Priorities for Facility Investment- Priority Investment Ratings were developed based on
the importance of an amenity and the number of residents with an unmet need for that
amenity. The same four items were ranked at the highest PIR: Beaches, Trails-hiking,
Farmers markets, Natural areas and open space.
• Priorities for Programming: Measured using the same formula as the facility PIR, the top
priority programs are Adult fitness & wellness programs, Farmers market programs,
Community festivals, Art/antique/craft shows, and Food truck rallies.
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 5
Department: Administration
From: Chris Ward, Director
Subject: Phase One Integrated Park Plans for Discovery Oaks and Bloomfield Oaks
RECOMMENDED MOTION
Move to approve the Phase One Integrated Park Plans for Discovery Oaks and Bloomfield Oaks
and authorize the Director to transmit both documents to the Bloomfield Hills Schools
Superintendent to fulfill the Preliminary Park Action Plan requirement under Section 4.7 of the
Interlocal Agreements.
INTRODUCTION AND HISTORY
Why This Action Is Required Now
Discovery Oaks and Bloomfield Oaks are active public sites with approximately 97,000 annual
visitors, ongoing operations, embedded school district programming, and revenue obligations that
do not pause for governance to catch up.
The Interlocal Agreements establish a five-month transition period to put a governing planning
framework in place. The Phase One Integrated Park Plans are the required deliverables to meet
that timeline and maintain the transition.
Section 4.7 establishes the requirement. Section 4.8 establishes the consequence. If a
Preliminary Plan is not delivered within the Transition Period, either party may invoke dispute
resolution or terminate the agreement without liability.
The May 1 submission is the control point for the transition. Failure to meet this requirement
introduces termination risk and disrupts continuity of operations at both sites.
What the Phase One Plans Are
A governing framework, not a set of commitments.
The Phase One Plans establish the structure within which the Final Plans will be developed for
September submission. Each plan includes:
•Park vision and guiding principles aligned with Mission 26 and the ongoing BHS
educational mission
•Zone framework applying the Mission 26 zone architecture to the Exhibit B designations
in the Interlocal
•Existing conditions overview based on available documentation, with comprehensive field
verification scheduled during the BHS review window
•Defined process and timeline for producing the Capital Improvement Plan and Operations
and Management Plan attachments
•Public engagement record from October–November 2025, with continued engagement
through transition
RETURN TO AGENDA
• Governance and accountability framework consistent with Section 4 of the Interlocal
Agreements
The Phase One Plans do not authorize capital projects, operating expenditures beyond the FY27
framework, staffing decisions, or program changes. Those decisions are reserved for the Final
Plans in September following completion of asset inventories, Phase I Environmental Site
Assessments, and full existing-conditions baselines.
Why This Matters Beyond These Two Sites
This is the first application of the Integrated Park Plan (IPP) structure established under the
Mission 26 Strategic Plan.
The IPP replaces the legacy structure of separate Park Action Plans, Operations and
Management Plans, Capital Improvement Plans, and Natural Resources Plans with a single,
zone-based governing document tied to the five-year Recreation Master Plan cycle.
Discovery Oaks, Bloomfield Oaks, and Pontiac Oaks establish the template. The structure and
format implemented here will govern all subsequent IPPs across the system.
This action is not site-specific. It is system-defining.
Risks and Mitigation
Phase I Environmental Site Assessments (ESA)
Standard delivery is 90 days. If final reports extend beyond mid-August, full integration
into the Capital Improvement Plan may be constrained.
Mitigation: ESA scopes require preliminary findings in advance of final reporting.
Termination rights remain in place under Section 3.5 if findings are unsatisfactory.
Existing Conditions Baseline
Comprehensive site inspections cannot be completed prior to May 1. The Phase One
Plans are necessarily framework documents.
Mitigation: A structured work plan is in place to complete inspections and inventories
during the BHS review window and transition period.
BHS Concurrence
Section 4.7.6 establishes a 30-day review with silence operating as approval.
Mitigation: BHS staff have been engaged throughout drafting. No unresolved issues are
open at this stage.
Final Plan Deadline
September 30 is non-negotiable and triggers Section 4.8 if missed.
Mitigation: A Transition Period work plan assigns each deliverable to an owner with
defined deadlines. The Director’s Office is managing execution with a designated
Transition Lead.
Operating Continuity Risk
The transition requires uninterrupted public access and program delivery during the bridge
period. Misalignment between planning, staffing, and operations could create service
disruption or reputational risk.
Mitigation: Transition planning is structured to align operational continuity with planning
milestones, with active oversight from the Director’s Office.
Fiscal Impact
This action does not authorize new expenditures.
Fiscal commitments associated with this transition are already incorporated into the FY27 budget
framework, including:
• $1.5M BHS stabilization at Bowers
• $1.5M minimum OCP public access investment within two years of full transition
• Ongoing operations funded within the FY27 baseline
The Final Plans in September will present the Capital Improvement Plan and Operations and
Management Plan for Commission consideration.
Timeline
Date Milestone
May–June 2026
July 1, 2026
ATTACHMENTS
1. Integrated Park Plan Discovery Oaks & Bloomfield Oaks (May 2026)
Integrated Park Plan
Discovery Oaks & Bloomfield Oaks
2026–2031
An agreement between
Oakland County Parks and Recreation Commission
and
Bloomfield Hills Schools
PHASE ONE
DRAFT — May 1st, 2026
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Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
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Table of Contents
Executive Summary ........................................................................................................................... 5
1.0 Park Action Plan .............................................................................................................................. 7
1.1 Vision and Guiding Principles ...................................................................................................... 9
1.2 The Zone Framework ................................................................................................................. 11
1.3 Naming Convention .................................................................................................................... 13
1.4 Community Context .................................................................................................................... 14
1.5 Community Engagement ............................................................................................................ 15
1.6 Existing Conditions ..................................................................................................................... 16
1.7 Environmental Conditions and Natural Resources .................................................................... 17
1.8 Issues, Opportunities, and Constraints ...................................................................................... 18
1.9 Strategies and Priority Actions ................................................................................................... 19
1.10 Implementation and Accountability .......................................................................................... 21
2.0 Capital Improvement Plan ............................................................................................................. 22
2.1 Purpose and Role ....................................................................................................................... 22
2.2 Investment Commitment — Discovery Oaks ............................................................................. 22
2.3 Investment Commitment — Bloomfield Oaks ............................................................................ 22
2.4 Evaluation Criteria ...................................................................................................................... 22
2.5 Improvement Focus Areas — Discovery Oaks .......................................................................... 23
2.6 Improvement Focus Areas — Bloomfield Oaks ......................................................................... 23
2.7 Priority Projects .......................................................................................................................... 24
2.8 Statement of Non-Commitment.................................................................................................. 24
3.0 Park Operations and Maintenance Plan ........................................................................................ 25
3.1 Purpose ...................................................................................................................................... 25
3.2 Service Standards ...................................................................................................................... 26
3.3 Roles and Responsibilities ......................................................................................................... 26
3.4 Utilities ........................................................................................................................................ 27
3.5 Park Rules and Enforcement ..................................................................................................... 27
3.6 Emergency and Safety Protocols ............................................................................................... 27
3.7 Public Communication and Branding ......................................................................................... 27
3.8 Programs, Events, and Revenue ............................................................................................... 28
3.9 Bowers School Farm Building Access Protocols ....................................................................... 29
3.10 Animal Husbandry and Livestock Operations .......................................................................... 29
Appendices .......................................................................................................................................... 30
Appendix A: Interlocal Agreement Reference Materials .................................................................. 30
Appendix B: Maps and Supporting Graphics ................................................................................... 31
Appendix C: Existing Facilities and Asset Inventory ........................................................................ 31
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Appendix D: Community Engagement Reference ........................................................................... 31
Appendix E: Environmental and Natural Resources Documentation .............................................. 31
Appendix F: Property History ........................................................................................................... 31
Appendix G: Public Programs Inventory .......................................................................................... 31
Appendix H: Transition Period Work Plan ........................................................................................ 31
Appendix I: Financial Baseline ......................................................................................................... 31
Appendix J: Partner and Stakeholder Inventory .............................................................................. 31
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Executive Summary
Purpose of the Integrated Park Plan
The Integrated Park Plan (2026–2031) establishes a five-year framework for stewardship,
operations, and near-term investment at Discovery Oaks and Bloomfield Oaks under parallel
interlocal agreements between Oakland County Parks and Recreation Commission (OCPRC) and
Bloomfield Hills Schools (BHS). The plan fulfills the requirements of the interlocal agreements and
provides clear guidance for coordination, decision-making, and public accountability during the initial
phase of County operation.
This is an integrated planning document encompassing the Park Action Plan (PAP), Capital
Improvement Plan (CIP), and Park Operations and Maintenance Plan (POMP) for both properties.
Mission 26
This plan is grounded in Mission 26, Oakland County Parks' strategic transformation initiative.
Mission 26 guides the long-term evolution of the park system to operate as a connected, equitable,
and resilient countywide network. Mission 26 recognizes parks as essential civic infrastructure that
supports public health, environmental stewardship, learning, and community life.
The Sites
Discovery Oaks (Bowers Farm) is an ~84-acre working agricultural learning campus in Bloomfield
Township featuring livestock operations, community gardens, a farm kitchen and store, equine
programming, seasonal destination events, and year-round educational programming.
Approximately 51,150 visitors annually.
Bloomfield Oaks (Johnson Nature Center) is a ~43.4-acre nature preserve and environmental
education center in Bloomfield Township featuring a 4-acre pond, Rouge River tributary, 2+ miles of
trails, a visitor center with science labs, sugar bush operations, TreeSchool nature-based preschool,
and resident wildlife in educational enclosures. Approximately 45,570 visitors annually.
Combined System Value
Together, the sites contribute approximately 97,000 annual visitors to the OCP system — roughly 8
times the current OCP nature and learning attendance. Both sites are located in the central Oakland
County corridor and address the Mission 26 geographic service gap. Both are designated as
Discovery Gateway sites under the Mission 26 architecture.
The Park Experience
Discovery Oaks Zones:
Area Experience
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Bloomfield Oaks Zones:
Area Experience
trails, pond
Capital Investment
OCPRC commits to a minimum expenditure of $1.5 million for capital improvement projects at
Discovery Oaks within two years of the full transition date (by October 1, 2028). BHS commits $1.5
million for stabilization of existing conditions at Discovery Oaks prior to OCPRC assuming
operations. The Bloomfield Oaks agreement does not include specified capital commitments from
either party.
Strategic Priorities
The plan establishes strategies focused on:
• Managing a controlled transition of live, program-intensive operations without disruption
• Preserving and strengthening site-specific identity — agricultural learning at Discovery Oaks,
nature immersion at Bloomfield Oaks
• Protecting environmental assets while supporting equitable access
• Improving accessibility, inclusivity, and visitor experience
• Advancing learning and stewardship
• Coordinating governance and decision-making between OCPRC and BHS
• Phasing actions responsibly within available resources
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1.0 Park Action Plan
Purpose of the Park Action Plan
The Combined Park Action Plan (2026–2031) establishes a five-year framework to inform the
stewardship, operation, and near-term investment of Discovery Oaks and Bloomfield Oaks under
two separate interlocal agreements between OCPRC and BHS.
This Park Action Plan is intended to:
• Inform operational and capital decisions during the first five years of implementation
• Align local site priorities with countywide system goals under Mission 26
• Provide continuity and transparency as planning, engagement, and investment activities
proceed
• Ensure that both parks are managed in a manner that is equitable, fiscally responsible,
resilient, and sustainable over the long term
• Preserve the distinct operational character and program identity of each site
Mission 26 & Recreation Master Plan
Mission 26 is the transformation of Oakland County Parks into a countywide system of outdoor
infrastructure designed to deliver equitable access, repeat participation, social and civic
engagement, nature engagement, natural asset stewardship, and measurable public value
aligned with its voter-authorized mandate for the population it is funded to serve. It shifts the
organization from managing individual parks to operating a coordinated system accountable for
reach, activation, engagement, stewardship, and impact across the county.
Mission 26 serves as the strategic plan for Oakland County Parks, while the 2023 to 2027
Recreation Master Plan functions as the statutory document governing DNR compliance and
grant eligibility, requiring clear acknowledgment that the two serve distinct roles: Mission 26
directs strategy, sequencing, and operational priorities, while the Recreation Master Plan
governs regulatory compliance.
Local Planning Context and Shared Stewardship
The BHS Master Plans for both Bowers School Farm and Johnson Nature Center (Felis Consulting,
July 2023) provide important local context. These plans established the “Nourish” brand framework
— organized around Land, Mind, Body, and Soul — and proposed phased capital improvements.
This Park Action Plan treats the BHS Master Plans as local planning context and informational input.
Specific capital proposals from those plans are evaluated on their individual merits as potential CIP
items; they are not adopted wholesale.
The two interlocal agreements between OCPRC and BHS function as collaborative frameworks for
shared stewardship, aligning ownership, operations, and long-term investment responsibilities for
both parks. Both agreements carry 30-year initial terms with optional 30-year renewals. BHS retains
land ownership throughout; OCPRC assumes operational responsibility.
Distinction Between Sites
Although governed by parallel agreements and combined in a single planning document, Discovery
Oaks and Bloomfield Oaks are operationally distinct properties requiring distinct management
approaches:
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• Discovery Oaks is a high-activation, program-intensive agricultural learning campus with
significant revenue-generating operations, livestock, concessions, and regional destination
events.
• Bloomfield Oaks is a low-intensity nature preserve and environmental education center with
contemplative trail-based experiences, small-group programming, and ecological
stewardship. Its carrying capacity and program character are limited by property size.
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1.1 Vision and Guiding Principles
Discovery Oaks — Park Vision
Food, Farm, and Fun. Discovery Oaks is where agriculture comes alive for everyone. Rooted in a
working farm landscape and connected to the rhythms of planting, harvest, and animal care, the
park offers hands-on experiences that build understanding of where food comes from and why
stewardship of the land matters. From open barns and community gardens to seasonal festivals and
quiet woodland trails, Discovery Oaks is a place of active learning, intergenerational connection, and
year-round discovery.
Six Defining Elements:
• Working agricultural landscape — livestock, crops, gardens, and food production as living
education
• Hands-on learning — field experiences, camps, equine programs, and MSU Extension
partnership
• Year-round destination programming — Winter Park, Fall Festival, Open Barn, Farm After
Five
• Community food systems — Farm Kitchen, Farm Store, community gardens, farm-to-table
experiences
• Heritage stewardship — Craig Log Cabin, Benjamin-Barton Farmhouse, and the agricultural
story of Bloomfield Township and Oakland County
• Accessible nature — woodland trails, wildlife habitat, and ecological connection within a farm
setting
Bloomfield Oaks — Park Vision
Our Homestead Landscape. Bloomfield Oaks is a place of stillness and wonder in the heart of
Oakland County. Anchored by mature forest, a quiet pond, and the sound of water moving through a
Rouge River tributary, the park invites visitors to slow down, look closely, and reconnect with the
natural world. From the sugar bush and woodland trails to the nature center’s classrooms and
wildlife enclosures, Bloomfield Oaks nurtures curiosity, ecological literacy, and a deep sense of
belonging to the land.
Six Defining Elements:
• Nature immersion — mature canopy, wetlands, pond, and Rouge River tributary
• Environmental education — Nature-based Early Childhood Program (TreeSchool), school
field experiences, naturalist programs
• Sugar bush heritage — maple sugaring tradition connecting visitors to seasonal rhythms
• Contemplative trails — 2+ miles of unpaved trails designed for quiet observation
• Water Exploration — fishing, canoeing, Rouge Headwater Tributary
• Community roots — Friends-led stewardship, volunteer planting, generational connections
Guiding Principles
The following principles are the operational expression of the Strategic Pillars. They guide planning,
design, partnership, and operations decisions across the 2026–2031 period.
Guest Experience
• Preserve What Makes Each Site Unique. Discovery Oaks is not a generic park; it is an
agricultural learning campus. Bloomfield Oaks is not a high-throughput recreation venue; it is
a nature preserve.
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• Let the Land Lead. natural systems are a key consideration in planning, integrated with
system priorities for access, activation, stewardship, and public value.
• Serve the Whole Community. Both parks serve local neighborhoods and regional
audiences. Manage for both.
• Build for All Abilities. Advance universal accessibility appropriate to each site’s character.
Stewardship and Sustainability
• Invite Active Stewardship. Create opportunities for residents to participate in care of these
parks.
• Spark Curiosity. Design spaces and programs that ignite interest in agriculture, ecology,
food systems, history, and the natural world.
• Sustain What We Build. Do not build what cannot be maintained.
Collaboration and Governance
• Honor Prior Stewardship. Recognize the history, character, and community investment that
BHS, Friends groups, and volunteers have built.
• Ensure a Transparent and Respectful Transition. Operate both parks in a manner that is
transparent, communicative, and respectful of staff, partners, and the public.
• Stabilize Before Optimizing. Prioritize continuity and operational stability. Delay
restructuring until data supports informed decisions.
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1.2 The Zone Framework
Discovery Oaks — Discovery Gateway Zone
Character: Curious, educational, immersive
The Discovery Gateway Zone encompasses the farm’s core learning and visitor experience areas.
This zone supports hands-on agricultural education, heritage interpretation, food systems
programming, and immersive farm experiences.
Appropriate Uses: Farm building classrooms, Heritage Farm (“Our Roots”), Small Animal
Experience, Large Animal Pasture, Horticultural Experience, Bowers Community Gardens, curated
botanical gardens, school field experiences, MSU Extension programs, Open Barn visitor circulation.
Discovery Oaks — Nature Stewardship Zone
Character: Quiet, restorative, ecologically rich
The Nature Stewardship Zone encompasses the park’s woodland areas, riparian corridors, and
wildlife habitat. This zone prioritizes environmental protection while providing opportunities for
passive recreation and nature immersion within the farm landscape.
Discovery Oaks — 4-Season Attraction Zone
Character: Active, destination-oriented, revenue-generating
The 4-Season Attraction Zone accommodates the park’s signature seasonal events and destination
programming. This zone includes the Winter Park tubing operation, Fall Festival grounds, equine
arena, and flexible event spaces.
Revenue context: The Winter Park operation, hosted by Friends of Bowers Farm with OCP
sponsorship, is a significant revenue generator with a strong growth trajectory. The OCP
sponsorship payment is already captured in Farm Community Service Fund revenue. Forward-
looking financial modeling must not double-count this payment.
Discovery Oaks — Maintenance Zone
Character: Functional, sustainable. Supports park operations including equipment storage and
materials.
Bloomfield Oaks — Discovery Gateway Zone
Character: Curious, educational, immersive
The Discovery Gateway Zone encompasses the nature center, outdoor classroom, nature play
areas, and the active learning footprint of the site. Activity intensity is concentrated around the visitor
center and classroom building. The broader trail and natural areas beyond this footprint are Nature
Stewardship.
Bloomfield Oaks — Nature Stewardship Zone
Character: Quiet, restorative, ecologically rich
The Nature Stewardship Zone encompasses Heritage Woods, Sugar Bush and Sugar Shack, the
central pond, wetlands, Rouge River tributary, and the full trail system. This is the largest zone and
defines the site’s identity.
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Carrying capacity: Bloomfield Oaks can accommodate a few hundred visitors per day on
trails without degrading the contemplative experience. This is a feature of the zone, not a
constraint to engineer around.
Bloomfield Oaks — Maintenance Zone
Character: Functional, sustainable. Supports park operations.
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1.3 Naming Convention
Park name equals the OCP system designation. Facility name equals the retained legacy identity.
Context Use
CVT Authority: Both sites are located within Bloomfield Township, which is the entitlement and
permitting authority. City of Bloomfield Hills has no jurisdiction over either site.
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1.4 Community Context
Specialty Parks with Regional Reach
Both parks are centrally located within Bloomfield Township and have long served as important
educational and community resources. Their size, programming, and unique character have
established them as destination sites with a substantial regional audience.
Combined Annual Visitation
Site Annual Visitors (FY24-25)
Safety Path Connectivity
Both parks are designated Points of Interest on the Bloomfield Township Safety Path network, with
existing pedestrian and bicycle connectivity from residential areas, schools, the public library, and
Township campus. Non-vehicular access is an established and growing component of site visitation.
Mission 26 Geographic Significance
Both sites are located in the central Oakland County corridor, which has been identified as the
primary geographic gap in the OCP system. The 6.3-mile legacy resident distance gap to the
nearest OCP park is substantially addressed by the addition of these two sites. Combined with their
existing visitation patterns and Discovery Gateway designation, the sites represent a significant
expansion of the system’s reach.
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1.5 Community Engagement
Sources of Existing Engagement
• October 2025 BHS Partnership Engagement: ~750 participants (646 online, 80 in-person)
• BHS Master Plans (Felis Consulting, July 2023): community engagement integrated into
“Nourish” framework
• Oakland County Parks and Recreation Master Plan (2023–2027): countywide needs
assessment, ~1,059 survey responses
• November 2025 BHS Board of Education: unanimous authorization for Superintendent to
enter negotiations
• Bloomfield Township Letter of Support (November 24, 2025): signed by Supervisor
McCready, Clerk Brook, Treasurer Schostak
Discovery Oaks Priorities
• Preserve the farm’s character and agricultural identity
• Maintain and expand hands-on farm experiences for families
• Continue equine, camp, and seasonal event programming
• Improve accessibility (ADA trails, barrier-free paths)
• Address parking pressure during peak events
Bloomfield Oaks Priorities
• Preserve the nature center’s quiet, contemplative character
• Protect forests, trails, and wildlife habitat
• Continue TreeSchool and nature-based education
• Expand public hours to Nature Center (with caution about overcrowding)
• Improve trail accessibility and lower program fees for equity
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1.6 Existing Conditions
Discovery Oaks (Bowers Farm)
Location: Bloomfield Township CVT. Address: 1219 E. Square Lake Road.
Parcel ID Acres Notes
Key Infrastructure Constraints:
• Primary sanitary sewer (Lift Station #1) operating beyond capacity at peak attendance
• Stormwater surcharges during heavy rain, flooding animal facilities
• Geothermal field may conflict with future construction; GPR survey required
• Permitting expected to require ~16 months for major construction
Bloomfield Oaks (Johnson Nature Center)
Location: Bloomfield Township CVT. Address: 3325 Franklin Road.
Parcel ID Acres Notes
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1.7 Environmental Conditions and Natural Resources
Phase I Environmental Site Assessments are required under both interlocal agreements (Section
3.4). ESA procurement was signed April 3, 2026. Final reports expected July 31, 2026. [ESA
FINDINGS TO BE INCORPORATED UPON DELIVERY]
Natural Resource Management — Discovery Oaks
Activity Description
Natural Resource Management — Bloomfield Oaks
Activity Description
These tables identify potential stewardship activities. They do not establish priorities, authorize
expenditures, or commit OCPRC or BHS to any specific actions.
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1.8 Issues, Opportunities, and Constraints
Key Issues
• Live Operational Integration. Both sites are active environments with ongoing programs,
staff, and community use. There is no pause or reset window.
• Operational Complexity. Both sites are inherently special-purpose. Discovery Oaks
operates livestock, concessions, equine programs, and large-scale events. Bloomfield Oaks
operates a state-licensed preschool, wildlife enclosures, and maple sugaring infrastructure.
• Infrastructure Constraints at Discovery Oaks. Septic system at capacity. No expansion
without upgrades.
• Carrying Capacity at Bloomfield Oaks. Maximizing throughput would harm the quiet,
completive nature immersion, limited by the total parking available.
Key Opportunities
• 97,000 annual visitors flowing into Mission 26 metrics on October 1, 2026
• Discovery Gateway designation anchoring Food/Heritage and Nature/Learning attributes
• Central corridor location addressing 6.3-mile geographic service gap
• Revenue-generating programming unusual for OCP parks
• Established partnership ecosystem (MSU Extension, Friends, Master Gardeners, 4-H)
• Year-round activation (Winter Park, maple sugaring)
• Safety Path connectivity — township-funded infrastructure already in place
Key Constraints
• Fiscal limitations — Bloomfield Oaks has no specified capital commitments
• Sewer, drainage, and parking capacity constrain expansion at Discovery Oaks
• Multiple regulatory frameworks (Township, County Health, MDARD, EGLE)
• Identity risk — “parkification” or over-standardization would harm both sites
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PHASE 1 | DRAFT May 1, 2026 Page 19
1.9 Strategies and Priority Actions
Strategy 1: Execute a Controlled Transition Without Disruption
Intent: Manage the transfer of live, program-intensive operations from BHS to OCPRC while
maintaining uninterrupted service, clear authority, and staff stability.
Priority Actions:
• Maintain all existing programs through transition without cancellations or visible service
changes
• Establish clear operational authority through the designated Transition Leads
• Execute Bridge Contract for Services Agreement for July 1 – September 30 operations
• Confirm staffing stability for all critical roles through September 30
• Deliver clean financial handoff with all revenue streams and payroll operational by July 1
Strategy 2: Preserve and Strengthen Site-Specific Identity
Intent: Manage Discovery Oaks as an agricultural learning campus and Bloomfield Oaks as a nature
preserve. Resist the temptation to flatten either site into a generic park template.
Priority Actions:
• Apply zone framework to all operational, programming, and capital decisions
• Maintain Discovery Oaks’ working farm character as living education
• Protect Bloomfield Oaks’ contemplative character through carrying-capacity standards
• Preserve facility names (Bowers Farm, Johnson Nature Center) as primary public identities
• Honor existing program brands and community relationships
Strategy 3: Protect Environmental Assets While Supporting Public Access
Intent: Balance protection of natural systems with equitable access.
Priority Actions:
• Prioritize stewardship practices addressing invasive species, erosion, and habitat health
• Establish ecological monitoring baselines through OCP Natural Resources
• Implement carrying-capacity standards at Bloomfield Oaks
• Integrate environmental considerations into capital project design specifications
• Address stormwater and drainage issues at Discovery Oaks
Strategy 4: Improve Access, Experience, and Inclusivity
Intent: Ensure both parks are welcoming, accessible, and usable while respecting each site’s
character.
Priority Actions:
• Address accessibility barriers in facilities, trails, and public spaces
• Develop Safety Path reception infrastructure at both sites
• Evaluate parking constraints at Discovery Oaks, accounting for Safety Path arrival share
• Maintain sliding-scale pricing model for community programs
• Address equity access at Bloomfield Oaks through lower-cost programming options
Strategy 5: Advance Learning Through Discovery Gateway Principles
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PHASE 1 | DRAFT May 1, 2026 Page 20
Intent: Leverage unique assets and programming to support nature-based and agricultural learning
as flagship system offerings.
Priority Actions:
• Integrate both sites into the Discovery Gateway framework with explicit attribute assignments
• Formalize MSU Extension partnership for Farm Manager and Livestock Coordinator roles
• Support TreeSchool continuity and licensing pathway under OCP operation
• Maintain school field experience access through BHS partnerships
• Develop joint programming between sites (B.O.B. Camp model as example)
Strategy 6: Coordinate Governance Across Institutions
Intent: Ensure clear, transparent coordination between OCPRC and BHS.
Priority Actions:
• Maintain regular communication — bi-weekly operational, monthly leadership, quarterly
Board
• Document decisions to support continuity and accountability
• Coordinate with Bloomfield Township on Safety Path and partnerships
• Manage Friends group transition to OCP volunteer program while preserving operational
scope
Strategy 7: Phase Investment Responsibly
Intent: Align stewardship actions with available resources and long-term sustainability.
Priority Actions:
• Deliver on $1.5M OCP capital commitment at Discovery Oaks by October 1, 2028
• Seek grants and partnerships — MDNR Recreation Passport and Trust Fund for Bloomfield
Oaks
• Defer capital decisions requiring data not yet available (Phase I ESA, ALTA, engineering)
• Validate operating model before committing to capital expansions
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1.10 Implementation and Accountability
Investment Commitment
Commitment Amount Deadline
Review and Update Cycle
Document Review Frequency BHS Review Period
Key Milestones
Date Milestone
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2.0 Capital Improvement Plan
2.1 Purpose and Role
A Capital Improvement Plan (CIP) is required under both interlocal agreements (Section 4.9). The
CIP establishes a framework for identifying, evaluating, and prioritizing potential capital investments
at both parks.
The CIP serves as a planning and evaluation tool, not a guarantee of implementation. Inclusion of an
item does NOT constitute project approval, funding authorization, or a commitment to proceed.
Inclusion in the CIP DOES constitute BHS pre-approval for the project type to proceed when funding
is available, without requiring additional BHS approval (§4.7.4).
Definition of Capital Improvement: An expenditure of $30,000 or more that extends the life cycle,
replaces, renovates, or adds an asset (§1.4). All capital improvements become BHS-owned property
and remain on the Premises at termination (§4.4).
2.2 Investment Commitment — Discovery Oaks
OCPRC minimum CIP expenditure $1,500,000 October 1, 2028
BHS stabilization investment $1,500,000 To be specified
2.3 Investment Commitment — Bloomfield Oaks
No specified capital commitments from either party. Capital investment funded through OCP
budgets, grants, and partnerships. Grant sources under evaluation include MDNR Recreation
Passport and Michigan Natural Resources Trust Fund.
2.4 Evaluation Criteria
• System Impact – Advances countywide outcomes, including reach, participation, and
system connectivity
• Activation Potential – Drives repeat use across seasons and age groups, not one-time
visitation
• Equity and Access – Expands access for underserved communities and reduces
participation gaps
• Barrier Reduction – Improves access, usability, or belonging to enable routine use
• Mission Alignment – Aligns with established zone types, standards, and strategic pillars
• Financial Sustainability – Can be operated and maintained within long-term resource
capacity
• Public Value Contribution – Delivers measurable outcomes in health, social connection,
learning, or stewardship
• Partnership Leverage – Utilizes partnerships to expand impact, reach, or funding efficiency
• Climate and Stewardship Impact – Protects or enhances natural assets and contributes to
resilience where applicable
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2.5 Improvement Focus Areas — Discovery Oaks
1. Farm Infrastructure and
Operations
Barn repairs/stabilization, livestock facilities, equine
infrastructure, greenhouse, fencing
2. Public Access and Circulation Parking, ADA routes, trails, Safety Path reception, entry
improvements
3. Utility and Site Infrastructure Sewer upgrades (high priority), stormwater, water supply,
electrical, lighting
4. Discovery Gateway and
Education
Classrooms, outdoor classroom, interpretive exhibits, Children’s
Garden
5. 4-Season Attraction
Infrastructure
Winter Park, event grounds, Horse Camp Arena, Farm
Kitchen/Store
6. Heritage Structure Preservation Craig Log Cabin, Benjamin-Barton Farmhouse, Caretaker’s
Residence evaluation
7. Park-Wide Systems Emergency access, signage, communication, co-branding
2.6 Improvement Focus Areas — Bloomfield Oaks
1. Trail System and Circulation Boardwalk replacement (high priority), bridge repair, ADA loop,
Safety Path reception, wayfinding
2. Natural Resource Stewardship Sugar bush restoration, Sugar Shack, invasive management,
wetland/pond stewardship
3. Discovery Gateway and
Education
Visitor center, outdoor classroom, science labs, nature play,
wildlife enclosures
4. Park-Wide Systems Utilities, emergency access, signage (minimal per zone), parking
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
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2.7 Priority Projects
Discovery Oaks
Project Priority Basis Category
Bloomfield Oaks
Project Priority Basis Category
2.8 Statement of Non-Commitment
Inclusion of a project in this CIP does not guarantee implementation, constitute approval of scope or
budget, establish timing, commit funding, or create entitlement. All projects remain subject to annual
budgeting, OCPRC approval, design development, regulatory review, and BHS coordination.
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
PHASE 1 | DRAFT May 1, 2026 Page 25
3.0 Park Operations and Maintenance Plan
3.1 Purpose
The Park Operations and Maintenance Plan is required under both interlocal agreements (Section
4.8). The POMP establishes the framework for day-to-day operations, maintenance, staffing,
programming, and coordination at both parks. This document establishes standards and
expectations — the "what and why" of operations.
The operational content of this POMP is being developed through a structured transition governance
process currently underway. A small Transition Committee (3–5 senior leaders) owns the overall
transition timeline, resolves cross-cutting issues, and makes final determinations on policy, budget,
and operational matters. The Committee does not do the detailed work — it receives
recommendations from specialized working groups and ensures alignment across workstreams.
Five working groups, each operating within a defined scope with representatives from both OCP and
BHS, are developing the operational recommendations that will populate the substantive sections of
this plan:
Educational Programs — scope includes school field experiences, TreeSchool licensing and
continuity, camp programming, MSU Extension partnership formalization, equine programs,
naturalist series, and the sliding-scale community class model. This group's recommendations define
the programming structure in §3.10 and inform carrying-capacity standards at Bloomfield Oaks.
Community & Recreational Programs — scope includes Open Barn operations and scheduling,
Fall Festival, Winter Park, Farm After Five, birthday parties and private rentals, community gardens,
4-H programming, membership program structure, and recreational event logistics, and Farm Store
and Kitchen. This group's recommendations shape the events and revenue framework in §3.10 and
inform the 4-Season Attraction zone operations at Discovery Oaks.
IT & Systems — scope includes technology infrastructure transition (BHS to OCP systems), point-
of-sale and registration platforms, network and communications, visitor data collection, and digital
systems supporting Farm Kitchen/Store operations. This group began work immediately following
the April 8–10 kickoff meeting with OCP Central IT.
Facilities & Grounds — scope includes site maintenance standards, building condition
documentation, grounds and trail maintenance protocols, livestock facility requirements, stormwater
and drainage management, and seasonal operations (Winter Park setup/teardown, sugar bush
operations). This group's recommendations directly shape the service standards in §3.3 and
maintenance procedures in the Staff-Level MOU.
Communications & Marketing — scope includes public communication and co-branding strategy,
signage and wayfinding implementation, social media and digital presence transition, event
marketing, program registration communications, community and stakeholder outreach, and
coordination between OCP and BHS communications teams. This group's recommendations define
the public communication and branding framework in §3.9 and support the naming convention
established in §1.5.
The Transition Committee is meeting weekly with ad hoc sessions around critical milestones.
Working group leads are identified jointly. Each group reports recommendations to the Committee
on a regular cadence.
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Because this governance structure is active and its outputs are still being developed, several POMP
sections reflect current operational baselines with the understanding that working group
recommendations will refine, expand, or modify the content as the transition progresses through the
bridge period (July 1 – September 30, 2026). The Final IPP, due September 30, 2026, will
incorporate the completed working group outputs into a fully developed POMP.
3.2 Service Standards
Oakland County Parks shall operate both parks at a level consistent with their respective roles as
specialty system assets:
• Discovery Oaks is managed as a high-activation agricultural learning campus with
significant programming, revenue operations, livestock care, and seasonal destination
events.
• Bloomfield Oaks is managed as a low-intensity nature preserve and environmental
education center. Service standards prioritize ecological integrity and contemplative
character over throughput maximization.
3.3 Roles and Responsibilities
Oakland County Parks
Operations, maintenance, staffing, programming, natural resources, capital improvements, safety,
security incidental to operations, public communication, compliance, animal husbandry and livestock
care, volunteer program management.
Bloomfield Hills Schools
Ownership, property insurance (sole cost), pre-existing environmental liability, building depreciation,
BHS instructional use of reserved spaces (Discovery Oaks only per §4.18), coordination on
educational programming.
Friends Groups
Friends of Bowers Farm and Friends of Johnson Nature Center continue as partners. Per §4.9.2, all
park volunteers join the OCP volunteer program post-transition. Operational roles, to the extent the
parties are interested, will be preserved and formalized. Regular meetings will be scheduled.
Preservation Bloomfield
Preservation Bloomfield maintains stewardship responsibility for the Craig Log Cabin (1834) and
Benjamin-Barton Farmhouse (1845) located at Discovery Oaks. These structures are heritage
assets managed under Preservation Bloomfield's existing care and interpretation framework. OCP
will coordinate future meetings with Preservation Bloomfield to determine access, maintenance, and
interpretive programming for both structures.
Bloomfield Township
Entitlement and permitting authority. Safety Path network. Law enforcement (Township Police). Fire
and EMS response. Utility provider.
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3.4 Utilities
BHS continues to cover utilities through June 30, 2026. OCP assumes utility account holder status
and all utility costs at the start of full operations on July 1, 2026.
3.5 Park Rules and Enforcement
BHS policies apply on the Premises as established in the interlocal agreements.
• Pets: Current prohibition remains in effect. Service animals permitted. Changes require
coordination.
• Alcohol: No alcohol/drug sponsorships while school in session. Farm After Five and Fall
Festival Beer Garden continue during non-school hours.
3.6 Emergency and Safety Protocols
• Bloomfield Township Police — law enforcement
• Bloomfield Township Fire — fire and EMS
• OCP — park operational emergencies, event security, after-hours patrols
• Livestock emergencies — MSU Extension maintains veterinary contact protocols and
biosecurity procedures
3.7 Public Communication and Branding
Co-branded approach recognizing BHS ownership and OCP operational role. Each party promotes
the other’s activities equally (per §4.18.2). Signage follows the naming convention in §1.5.
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
PHASE 1 | DRAFT May 1, 2026 Page 28
3.8 Programs, Events, and Revenue
Revenue Allocation Principle
Revenue shall be retained by the party responsible for program facilitation and associated expenses.
OCP-facilitated programs generate revenue to OCP; BHS-facilitated programs generate revenue to
BHS. Joint programs shall have revenue allocation determined in advance.
Program Continuity
All existing programs continue through the transition. No programs are discontinued, restructured, or
expanded without completion of the transition period and data-informed evaluation.
Discovery Oaks key programs:
• Open Barn (flagship, ticketed, seasonal)
• Fall Festival and Winter Park/Glow Tubing (destination events)
• Farm Camps (800+ youth annually)
• Equine programs (dedicated infrastructure)
• Farm Kitchen and Farm Store (commercial operations)
• Community classes (sliding-scale pricing)
• Community Gardens (75 plots) and Botanical Gardens (21 curated)
• Membership program and private rentals
Bloomfield Oaks key programs:
• TreeSchool (state-licensed preschool — licensing pathway requires Corp Counsel review)
• Maple Sugaring / Sap Happy (seasonal)
• Naturalist series (Birds and Blooms, Owl Prowl, guided hikes)
• Public trail access (daily 8 AM to sunset, free)
• School field experiences and scout programs
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PHASE 1 | DRAFT May 1, 2026 Page 29
3.9 Bowers School Farm Building Access Protocols
Per §4.18, BHS retains reserved use of specific spaces during the school year:
Room Access
The Johnson Nature Center agreement has no equivalent reserved-space provision.
3.10 Animal Husbandry and Livestock Operations
Discovery Oaks
Bowers Farm maintains livestock including sheep, horses, goats, poultry, llama, and cattle. Animal
care is a 365-day/year obligation regardless of public programming schedules. All animals transfer to
OCP at Final PAP execution per §4.11.
Equine operations require riding instruction certification, horse-handling liability protocols, and
dedicated infrastructure maintenance.
Bloomfield Oaks
Johnson Nature Center maintains resident deer and raptors in educational enclosures. Animal care
expertise, veterinary protocols, and care budgets transfer with operations per §4.11.
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
PHASE 1 | DRAFT May 1, 2026 Page 30
Appendices
Appendix A: Interlocal Agreement Reference Materials
Two separate interlocal agreements (revised 03/20/2026), unanimously approved by OCPRC March
11, 2026. LAGO Committee action March 24, 2026 (Resolution #2026-6367). Full Board approved
April 8, 2026. Signed by BOC Chair David T. Woodward.
Parameter Discovery Oaks Bloomfield Oaks
≥$1.5M within 2 years
Termination Matrix
Initiator Notice CIP Reimbursement
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
PHASE 1 | DRAFT May 1, 2026 Page 31
Appendix B: Maps and Supporting Graphics
[TO BE DEVELOPED] Park location maps, parcel boundaries, existing facilities, trails, natural
resources, zone framework maps, Safety Path network map.
Appendix C: Existing Facilities and Asset Inventory
[TO BE DEVELOPED] Personal property and animal inventories, building conditions, grant history,
third-party agreements.
Appendix D: Community Engagement Reference
[TO BE DEVELOPED] October 2025 engagement summary, Survey Full Report, BHS Master Plan
engagement, countywide needs assessment.
Appendix E: Environmental and Natural Resources Documentation
[TO BE DEVELOPED] Phase I ESAs (expected July 31, 2026), natural resource baseline, Bowers
Site Infrastructure Evaluation Report.
Appendix F: Property History
[TO BE DEVELOPED] Discovery Oaks and Bloomfield Oaks property history, heritage features,
Indigenous landscape context.
Appendix G: Public Programs Inventory
Complete inventory of all public-facing programs at both sites, organized by category with revenue,
partnership, and continuity considerations. See working reference document.
Appendix H: Transition Period Work Plan
Structure, owners, deliverables, and deadlines for converting Preliminary PAP to Final PAP (May 1 –
September 30, 2026). Includes critical path analysis and risk register.
Appendix I: Financial Baseline
Appendix J: Partner and Stakeholder Inventory
Tier 1: Active Partners
Partner Role
Combined Park Action Plan 2026–2031 Discovery Oaks & Bloomfield Oaks
PHASE 1 | DRAFT May 1, 2026 Page 32
Tier 2: Adjacent Active Partners
• EGLE — wetland, stormwater, and environmental regulatory authority
• MDARD — farm operations, livestock, food production regulatory authority
• 4-H clubs, Scout troops, Master Gardener volunteers
Tier 3: Potential Partners
• Oakland Schools (ISD) — cross-district field trip programming
• Oakland University — existing OCP partnership framework
• Cranbrook Institute of Science
• YMCA of Metropolitan Detroit — camp programming, senior fitness
• Michigan DNR — grant funding (Recreation Passport, Trust Fund)
• Ralph C. Wilson Jr. Foundation — parks and trails funding
• Community Foundation for Southeast Michigan
End of Combined Park Action Plan
CONFIDENTIAL — For Executive Leadership Only
Oakland County Parks and Recreation Commission — DRAFT May 2026
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 6
Department: Administration
From: Chris Ward, Director
Subject: Bloomfield Oaks / Discovery Oaks Interlocal Services Agreement with Bloomfield
Hills Schools
RECOMMENDED MOTION
Move to approve the Interlocal Services Agreement between Oakland County and Bloomfield Hills
Schools for transition services and operational continuity at Discovery Oaks and Bloomfield Oaks,
in substantially the form attached, and authorization of the Chair of the Board of Commissioners
to execute the agreement on behalf of the County.
INTRODUCTION AND HISTORY
The On April 8, 2026, the Board of Commissioners approved two thirty-year interlocal agreements
with Bloomfield Hills Schools transferring operational responsibility for Bowers Farm (now
Discovery Oaks) and the Johnson Nature Center (now Bloomfield Oaks) to Oakland County
Parks. Under those agreements, care, control, and use of both properties transfer to the County
on July 1, 2026, with full operational transition targeted for October 1, 2026.
Together these sites serve approximately 97,000 visitors annually and represent a significant
expansion of the County park system into the central Oakland County corridor. The Services
Agreement before the Board today is the operational continuity instrument required to support the
orderly transfer of two large, fully active public-serving sites.
Purpose of the Agreement
The Services Agreement establishes a reimbursement-based arrangement under which BHS
continues to operate, maintain, and staff Discovery Oaks and Bloomfield Oaks during the bridge
period, with Oakland County Parks reimbursing BHS for the actual cost of services rendered.
The structure protects against any operational gap created by the time required to post, recruit,
hire, and onboard the new positions that will staff full County operations. As OCP positions are
filled and operating systems are stood up, OCP will assume operational functions directly. The
Services Agreement contracts back to BHS only those functions OCP is not yet positioned to
perform on its own.
The result is uninterrupted public service, continuity of programs and partnerships, a stable
employment environment for BHS staff during the transition, and an operational runway that
allows the County to build park system capacity at the right pace.
Key Terms
•Term: July 1, 2026 through December 31, 2026, with the option to extend or amend by
mutual agreement.
•Scope of services: BHS continues facility operations and maintenance, utilities,
groundskeeping, animal care, agricultural and seasonal operations, educational
programming, financial administration, and equipment management at both properties.
RETURN TO AGENDA
• Payment: Oakland County Parks reimburses BHS for the actual cost of services
performed. BHS invoices monthly with itemized supporting documentation. OCP pays
within thirty days of receipt.
• Revenue: All park revenue collected during the bridge period flows to Oakland County
Parks, consistent with the underlying interlocal agreements.
• Termination: Either party may terminate, in whole or in part, at any time with ninety days
written notice. The OCPRC Director is authorized to terminate on behalf of the County and
OCPRC.
• Liability and insurance: Each party retains responsibility for the acts and omissions of its
own employees and contractors. Each party maintains its own liability insurance or
governmental self-insurance. Governmental immunity is preserved.
Bridge Period Cost Estimate (Q1: July – September 2026)
The Department has prepared an initial cost estimate for the first quarter of the bridge period,
based on FY26 budget data through March 23, 2026, year-to-date actuals for camps and classes,
and historical seasonal patterns.
Category Estimated Amount
Estimated reimbursable cost Approximately $430,000
Estimated net position (Q1 only)Approximately +$5,000
The figures reflect actual reimbursable cost projections under the agreement, not a fixed budget.
The estimated net position for the first quarter is approximately positive $43,000, with revenue
from summer camps, Open Barn admission, and program fees expected to exceed reimbursable
costs during the highest-revenue months of the year.
Q2 of the bridge period (October – December 2026) has not yet been estimated and is expected
to operate under a different cost and revenue profile as OCP staff begin assuming functions and
the seasonal program calendar shifts. Q2 figures will be developed as additional information
becomes available.
Strategic Context
This agreement is the operational backstop that converts the April 8 partnership approval into a
safe and orderly transition on the ground. It maintains continuity of public service at two of the
most heavily used nature and learning destinations in the central Oakland County corridor, while
giving the County the operational time it needs to build its own staffing model under Mission 26.
As the Director, I view this agreement as the disciplined and prudent path to take possession of
these properties on schedule without forcing operational decisions before the Department is
positioned to make them well.
ATTACHMENTS
1. Bloomfield Oaks / Discovery Oaks Positions Request – Schedule A
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DRAFT SERVICES AGREEMENT 04-27-26
INTERLOCAL AGREEMENT
BETWEEN
BLOOMFIELD HILLS SCHOOLS AND
THE OAKLAND COUNTY PARKS AND RECREATION COMMISSION
FOR TRANSITION SERVICES AND OPERATIONAL CONTINUITY
This Interlocal Agreement (the "Agreement") is made and entered into between the County of
Oakland, a Constitutional and Municipal Corporation, located at 1200 North Telegraph, Pontiac,
Michigan 48341 ("County"), by, through, and administered by its statutory agent the Oakland
County Parks and Recreation Commission (“OCPRC”) and Bloomfield Hills Schools, a
Michigan general powers school district, located at 7273 Wing Lake Road, Bloomfield Hills,
Michigan 48301 (“BHS”). County/OCPRC and BHS may each be referred to herein individually
as a “Party” and jointly as the "Parties".
INTRODUCTION AND PURPOSE
A. BHS and the County entered Interlocal Agreements for park operation and management
under which certain property, set forth in the attached Exhibit A and described as parcels
19-01-376-006; 19-01-451-002; and 19-01-451-004 (“Discovery Oaks”) and 19-09-301-
050 and 19-09-301-051 (“Bloomfield Oaks” and Johnson Nature Center”), will be under
the care, control, and use of OCPRC as of June 30, 2026, unless extended. Exhibit A is
incorporated herein.
B. OCPRC desires to have BHS perform certain maintenance services at Discovery Oaks,
Bloomfield Oaks, and Johnson Nature Center and BHS is willing to undertake certain
maintenance services at such locations on the terms and conditions set forth below.
C. This Agreement for maintenance and services at Discovery Oaks, Bloomfield Oaks, and
Johnson Nature Center will further the public health, safety, and welfare, promote
efficient use of governmental resources and effectiveness of local governments;
Therefore, in consideration of the mutual covenants and conditions set forth herein, BHS and
OCPRC agree as follows:
I.
COMMENCEMENT DATE
The commencement date of this Agreement shall be July 1, 2026 (“Commencement Date”).
II.
TERM
The initial term of this Agreement shall begin on the Commencement Date and end on December
31, 2026 (“Initial Term”), unless terminated or modified by the Parties. Thereafter, upon mutual
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DRAFT SERVICES AGREEMENT 04-27-26
agreement of the Parties, this Agreement may be amended to extend the Initial Term or renew
the Agreement, unless terminated earlier by either Party as set forth below. An amendment,
under this Agreement, shall be given by the OCPRC Director on behalf of the County and
OCPRC. All terms and conditions of this Agreement shall equally apply to any amendments.
III.
SCOPE OF SERVICES
BHS shall assist OCPRC in providing the following activities/services at Discovery Oaks,
Bloomfield Oaks, and Johnson Nature Center (collectively referred to as the “Properties”). The
activities/services shall include the following, collectively referred to as “Services”:
a. Operate, maintain, and repair all facilities, buildings, grounds, and infrastructures
thereof in a safe, clean, functional, and ready for public and educational use manner;
b. Pay all utilities, including but not limited to municipal water and sewer, wells, septic
systems, electricity, and gas;
c. Pay all operating expenses, including staffing, supplies, equipment, and program
delivery;
d. Perform all groundskeeping, and land stewardship activities including snow and ice
removal, landscaping, trail maintenance, invasive species removal, forestry, and
environmental sustainability practices;
e. Manage all agricultural and seasonal operations, including maple syrup production
and other site-based demonstration activities;
f. Provide comprehensive animal care and management for the animals housed at the
Properties, including feeding, health monitoring, enclosure maintenance, and accurate
record keeping;
g. Procure, operate, maintain, and repair all equipment, vehicles, and materials required
for safe and effective operations/activities on the Properties;
h. Coordinate, schedule, and deliver all educational programming and site-based
activities including staffing, logistics, transportation coordination, and partner
engagement;
i. Administer all financial operations, including invoicing, revenue collection, deposits,
payroll, expense processing, and budget tracking; provided that all revenues shall be
paid to OCPRC pursuant to the Interlocal Agreement;
j. Manage all administrative, clerical, and operational systems, including records,
calendars, staffing coordination, and compliance with laws, policies and procedures;
k. BHS will report any major repair issues to OCPRC as soon as they are identified; and
l. BHS will attend monthly communication meetings organized by OCPRC.
IV.
PAYMENT
OCPRC shall reimburse BHS for the actual cost of Services undertaken and performed by BHS
or its contractors pursuant to this Agreement. BHS shall invoice OCPRC on a monthly basis for
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DRAFT SERVICES AGREEMENT 04-27-26
the Services. OCPRC shall pay BHS within thirty (30) days of receipt of invoice. Upon request,
BHS shall provide itemized and detailed receipts or documentation to support the costs contained
in the invoices.
V.
TERMINATION
This Agreement may be terminated, in whole or in party, at any time, with or without cause, by
either Party upon giving ninety (90) days advance written notice of termination to the other
Party. In the event of such termination by either party, OCPRC shall immediately pay all fees,
which may be due and owing to BHS for work performed through the date of termination of the
Agreement. The OCPRC Director may terminate this Agreement, in whole or in part, on behalf
of the County and OCPRC
VI.
RESERVATION OF RIGHTS, INSURANCE AND LIABILITY ASSURANCES
a. No Waiver of Governmental Immunity. All of the privileges and immunities from
liability, and exemptions from laws, ordinances and rules, and all pensions, relief,
disability, worker’s compensation and other benefits which apply to the acts of BHS and
their officials, officers, agents, and employees when performed within the territorial
limits for their respective agencies shall apply to the same degree and extent to the
performance of such acts of BHS, officials, officers, agents and employees of OCPRC.
No provision of this Agreement is intended, nor shall any provision of this Agreement be
construed, as a waiver of any governmental immunity as provided by Section 9 of the Act
or otherwise under law.
b. Independent Contractor. BHS and OCPRC agree that at all times and for all purposes
under the terms of this Agreement, BHS’s relationship to OCPRC shall be that of an
independent contractor. No liability, right or benefit arising out of any
employer/employee relationship, either express or implied, shall arise or accrue to BHS
or OCPRC as a result of this Agreement. BHS shall retain all authority for the rendition
of services, standards of performance, control of personnel and other matters incidental to
the performance of services by BHS under this Agreement. Nothing in this Agreement
shall make any employee of BHS a OCPRC employee for any purpose.
c. Liability and Indemnification. BHS and OCPRC shall each be solely responsible for the
acts and omission of its own officials, employees, agents, and contractors the costs
associated with those acts and omissions. In no event shall either Party be liable to the
other Party, for any consequential, incidental, direct, indirect, special, and punitive or
other damages arising out of this Agreement.
d. Insurance. Each Party shall be responsible for maintaining liability insurance or
governmental self-insurance covering its activities as they relate to this Agreement.
VII.
MISCELLANEOUS
Page 4 of 6
DRAFT SERVICES AGREEMENT 04-27-26
a. Entire Agreement. This Agreement sets forth the entire agreement between the parties
and supersedes any prior understandings.
b. Multiple Counterparts. This Agreement may be executed in multiple counterparts, each
of which when executed shall be deemed an original, and such counterparts when taken
together shall constitute one and the same instrument.
c. Severability. If a Court of competent jurisdiction finds any provisions of this Agreement
invalid or unenforceable, then that provision shall be deemed severed from this
Agreement. The remainder of this Agreement shall remain in full force.
d. Governing Law. This Agreement shall be governed by Michigan law. Except as
otherwise required by law or court rule, any action brought to enforce, interpret, or decide
any claim arising under this Agreement shall be brought in the Oakland County Circuit
Court.
e. Amendment. The Agreement may be amended only upon written agreement and
approval of the governing bodies of BHS and OCPRC.
f. Permits and Licenses. Each Party shall be responsible for obtaining and maintaining,
throughout the term of this Agreement, all licenses, permits, certificates, and
governmental authorizations for its employees/and/or agents necessary to perform all its
obligations under this Agreement. Upon request, a Party shall furnish copies of any
permit, license, certificate, or governmental authorization to the requesting party.
g. No Implied Waiver. Absent a written waiver, no failure, or delay by a party to pursue or
enforce any rights or remedies under this Agreement shall constitute a waiver of those
rights with regard to any existing or subsequent breach of this Agreement. No waiver of
any term, condition, or provision of this Agreement, whether by conduct or otherwise, in
one or more instances shall be deemed or construed as a continuing waiver of any term,
condition, or provision of this Agreement. No waiver by either Party shall subsequently
affect its rights to require strict performance of this Agreement.
h. Notices. Notices given under this Agreement shall be in writing and shall be personally
delivered, sent by express delivery service, certified mail, or first-class U.S. mail postage
prepaid to the person appointed to the governing board by the governing body of the
participating agency.
i. Assignment and Subletting. This Agreement may not be assigned nor may duties or
obligations hereunder be delegated without the prior written consent of both parties.
j. Interpretation of Agreement. This is a negotiated Agreement. Should any part of this
Agreement be in dispute, the Agreement shall not be construed more favorably for one
party over the other, and the doctrine of construction against the drafter shall not apply.
k. No Third Party Beneficiaries. The parties do not intend to confer third party beneficiary
status on any non-party to this Agreement.
l. Contacts. Concerning matters associated with this Agreement, the primary contact
person for BHS shall be Rick West, Superintendent of Schools, and the primary contact
person for OCPRC shall be Chris Ward, Director.
m. Remedies. No right or remedy granted herein or reserved to the parties is exclusive of
any right or remedy granted by law or equity; but each shall be cumulative of every right
or remedy given hereunder.
n. Authorization. The Parties have taken all actions and secured all approvals necessary to
authorize and complete this Agreement. The persons signing this Agreement on behalf of
Page 5 of 6
DRAFT SERVICES AGREEMENT 04-27-26
each Party have legal authority to sign this Agreement and bind the Parties to the terms
and conditions contained herein.
Page 6 of 6
DRAFT SERVICES AGREEMENT 04-27-26
Bloomfield Hills Schools
By: _____________________________
Date: ____________________________
Oakland County Parks and Recreation Commission
By: _____________________________
Ebony Bagley, Chair
Date: ____________________________
County of Oakland
By: _____________________________
David T. Woodward, Chair
Oakland County Board of Commissioners
Date:____________________________
Oakland County Parks and Recreation Commission Agenda Item Memo
Agenda #: 7
Department: Administration
From: Chris Ward, Director
Subject: Bloomfield Oaks / Discovery Oaks Positions Request
RECOMMENDED MOTION
Move to approve three full-time positions in support of the Discovery Oaks and Bloomfield Oaks
transition, and forward to the Board of Commissioners for authorization.
INTRODUCTION AND HISTORY
The Discovery Oaks and Bloomfield Oaks partnership represents the integration of two
established, fully operating public-serving sites into the Oakland County Parks system under long-
term partnership agreements approved by this Commission on March 11, 2026 and by the Board
of Commissioners on April 8, 2026.
Unlike a typical acquisition or capital project, these are active environments with ongoing
programs, staff, and community use. The transition requires the County to assume operational
and financial responsibility in real time while maintaining uninterrupted service to the public.
Key elements of complexity include:
•Transitioning financial control, accountability, and risk to the County
•Aligning decision-making under OCP governance structures
•Maintaining continuity of programs, partnerships, and public access
•Supporting staff through the transition while ensuring operational stability
The approach is intentionally disciplined:
•Stabilize first – ensure no disruption to public services or operations
•Establish clear oversight – define authority and accountability under OCP
•Maintain trust – preserve the quality and continuity of existing programs
•Position for integration – build the foundation for long-term alignment with the park system
Success in this phase is defined by a transition that is operationally seamless to the public, stable
for staff, and fully accountable to the Commission, while positioning the system for thoughtful
integration moving forward.
Why These Positions Move Now
These three positions carry primary responsibility for managing the transition itself. They will work
directly with Bloomfield Hills Schools staff, establish OCP operational standards at both
properties, and integrate Discovery Oaks and Bloomfield Oaks into the wider Oakland County
Parks system. Having these positions in place before October 1, 2026 is essential to a successful
handoff.
This action authorizes only the positions that are time sensitive. Additional necessary positions
will be folded in the FY 27 budget or incorporated into our MSU Extension Contract with a longer
runway for implementation.
RETURN TO AGENDA
Phased Staffing Approach
This recommendation is the first phase of a sequenced staffing plan for Discovery Oaks and
Bloomfield Oaks. The full operating model is still being designed as part of a broader assessment
of park operations staffing structure. Additional roles, including day-to-day site management, will
be incorporated through the FY27 budget process and through ongoing evaluation as integration
progresses.
Staffing decisions for these sites will be sequenced rather than bundled. Authorizing the three
positions now establishes transition leadership and protects programmatic continuity without
committing the system to an end-state operating model before the work of integration informs it.
Positions Recommended for Authorization
Parks Supervisor — Food Systems and Working Landscapes
This position anchors the development of a unified food systems and working landscapes function
across the OCP system. Day-to-day operational responsibility centers on farmers market
operations, with coordination authority extending across farm-based sites, food and farm
education, and institutional partnerships. The position is structured to support the Bicentennial
Oaks Market as that site comes online and to coordinate working landscapes activity at Discovery
Oaks (Bowers Farm) and across the system.
Core responsibilities:
• Market operations: farmers market management and coordination, vendor recruitment
and pport, market performance and revenue tracking, day-to-day operational oversight
• Working landscapes coordination: aligning farm-based sites with system goals,
coordinating land-based production with education programs and market demand,
supporting integration of horticulture and plant production
• Food systems development: building and managing institutional partnerships with
schools, hospitals, and public agencies, supporting vendor scaling and product
development, coordinating aggregation and value-added opportunities
• System integration: aligning market, farm, education, and activation functions,
supporting Mission 26 implementation through working landscapes
Recreation Supervisor — Learning and Stewardship
This position leads camps, Tree School, and specialty learning programs across Discovery Oaks,
Bloomfield Oaks, and integration with the broader Learning and Stewardship function. The role
establishes program standards, supervises seasonal program staff, and manages the continuity
and growth of the educational programs that have built the public reputation of both sites. Stable
program leadership during the transition is essential to sustaining the trust of participating families,
schools, and institutional partners.
Lead Naturalist — Nature Learning
This position provides on-site interpretive and naturalist leadership at Bloomfield Oaks, anchored
at the Johnson Nature Center. The role oversees nature-based programming, the working sugar
bush, wildlife and habitat education, and the integration of citizen science and stewardship
initiatives. The Lead Naturalist is the operational lead for the Nature Learning function during the
transition and the principal point of continuity for school district field trip programs and nature-
based pre-school operations.
Cost Summary
Costs reflect Step 36 base salary plus fringes at the standard FTE fringe rate of 33.17 percent.
FY26 figures are prorated based on anticipated start dates following Board of Commissioners
approval. FY27 and FY28 reflect full-year salary and fringe costs.
Position FY26
Prorated
FY27 FY28
Total $89,664 $400,691 $428,733
Detailed budget assumptions and fund source information are provided in the accompanying
budget amendment.
ATTACHMENTS
1. Bloomfield Oaks / Discovery Oaks Positions Request – Schedule A
R/E Fund Name Division Name
Fund # Cost Center Program #
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC702010 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722790 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722770 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722810 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722820 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722760 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722750 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722780 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722800 PRG160700
E Parks & Recreation PR Discovery Oaks FND50800 CCN5060187 SC722850 PRG160700
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC702010 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722790 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722770 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722810 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722820 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722760 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722750 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722780 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722800 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722850 PRG160500
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC702010 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722790 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722770 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722810 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722820 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722760 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722750 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722780 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722800 PRG160750
E Parks & Recreation PR Natural Resources FND50800 CCN5060103 SC722850 PRG160750
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC702010 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722790 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722770 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722810 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722820 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722760 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722750 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722780 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722800 PRG160500
E Parks & Recreation PR Waterford Oaks FND50800 CCN5060164 SC722850 PRG160500
E Parks & Recreation FND50800 CCN5060666 SC796500 PRG160666
Parks & Recreation - One Parks
Grant ID (GRN)
#
Project ID # Region
Fund
Affiliate
Ledger
Account
Account Title
702000 Salaries
722000 FICA
722000 Retirement
722000 Disability
722000 Unemplyment
722000 Group Life
722000 Workers Compensations
722000 Medical
722000 Dental
722000 Vision
702000 Salaries
722000 FICA
722000 Retirement
722000 Disability
722000 Unemplyment
722000 Group Life
722000 Workers Compensations
722000 Medical
722000 Dental
722000 Vision
702000 Salaries
722000 FICA
722000 Retirement
722000 Disability
722000 Unemplyment
722000 Group Life
722000 Workers Compensations
722000 Medical
722000 Dental
722000 Vision
702000 Salaries
722000 FICA
722000 Retirement
722000 Disability
722000 Unemplyment
722000 Group Life
722000 Workers Compensations
722000 Medical
722000 Dental
722000 Vision
796500 Budgeted Equity Adjustment
Total Expenditures
Oakland County, Michigan
s Supervisor and one Parks Naturalist and one Recreation Program Supervisor
Schedule "A" DETAIL
FY 2026 FY 2027 FY 2028
11,704$ 50,631$ 54,665$
448$ 3,873$ 4,182$
1,354$ 11,711$ 12,644$
88$ 759$ 820$
3$ 25$ 27$
13$ 111$ 120$
36$ 309$ 333$
1,921$ 7,685$ 7,685$
105$ 422$ 422$
5$ 18$ 18$
11,704$ 50,631$ 54,665$
448$ 3,873$ 4,182$
1,354$ 11,711$ 12,644$
88$ 759$ 820$
3$ 25$ 27$
13$ 111$ 120$
36$ 309$ 333$
1,921$ 7,685$ 7,685$
105$ 422$ 422$
5$ 18$ 18$
17,468$ 75,564$ 81,585$
1,336$ 5,781$ 6,241$
4,040$ 17,478$ 18,871$
262$ 1,133$ 1,224$
9$ 38$ 41$
38$ 166$ 179$
107$ 461$ 498$
3,842$ 15,370$ 15,370$
211$ 844$ 844$
9$ 36$ 36$
20,222$ 87,475$ 94,444$
1,547$ 6,692$ 7,225$
4,677$ 20,233$ 21,845$
303$ 1,312$ 1,417$
10$ 44$ 47$
44$ 192$ 208$
123$ 534$ 576$
3,842$ 15,370$ 15,370$
211$ 844$ 844$
9$ 36$ 36$
(89,664)$ (400,691)$ (428,733)$
-$ -$ -$
Oakland Couny Parks and Recreation Commission Agenda Item Memo
Agenda #: 8
Department: Park Operations
From: Thomas Hughes, Chief of Park Operations and Maintenance – North District
Subject: CRAMBA Clinton River Oaks Agreement
MOTION
Approve the agreement with the Clinton River Area Mountain Bike Association (CRAMBA) to
support park staff with ongoing trail maintenance at Clinton River Oaks, and authorize the Director
to finalize the terms of the agreement, subject to review and approval by Corporation Counsel.
INTRODUCTION AND HISTORY
Oakland County Parks is seeking to enter into a formal agreement with the Clinton River Area
Mountain Bike Association (CRAMBA) to support park staff with ongoing trail maintenance at
Clinton River Oaks. With the recent division of the former Bloomer Park mountain bike trail system
between Bloomer Park and Clinton River Oaks under a new operating structure, CRAMBA will
continue its existing memorandum of understanding with the City of Rochester Hills for trails
remaining within Bloomer Park. This new agreement will allow for work to be performed on the
trails at Clinton River Oaks.
This agreement will provide a valuable benefit to park operations through CRAMBA’s regular
presence on the trails. Their involvement will help identify maintenance needs, address minor
safety concerns, and improve communication by providing timely notification of issues in areas
where staff are not always present. Under the agreement, CRAMBA will be permitted to use basic
hand tools to assist with routine trail maintenance in coordination with park staff.
The agreement has been reviewed and approved by Risk Management and Corporation Counsel,
ensuring appropriate oversight and alignment with county policies. If successful, this agreement
could create opportunities for similar partnerships at other Oakland County Parks, further
enhancing safety and the overall user experience.
ATTACHMENTS
1.CRAMBA Agreement
RETURN TO AGENDA
Page 1 of 6
Draft 05-04-26
Collaborative Partnership Memorandum of Understanding
OAKLAND COUNTY PARKS AND RECREATION COMMISSION AND
CLINTON RIVER AREA MOUTAIN BIKE ASSOCIATION
The OAKLAND COUNTY PARKS AND RECREATION COMMISSION (“OCPRC” and CLINTON
RIVER AREA MOUNTAIN BIKE ASSOCIATION ("CRAMBA-IMBA") enter into this Memorandum of
Understanding (“MOU”) to codify the following understandings regarding the mountain biking trail
system located at Clinton River Oaks, as depicted and described in Exhibit A on May 6, 2026. Exhibit
A is incorporated into this MOU.
I. Purpose
To facilitate the maintenance and improvement of the mountain biking trails at Clinton River Oaks in
accordance with the United States Department of Agricultural (“USDA”) Trail Maintenance and
Construction Notebook.
To encourage and manage volunteer involvement in the maintenance of mountain biking trails.
To recognize CRAMBA-IMBA as the major partner in the maintenance of mountain biking trails at
Clinton River Oaks.
II. Background and Statement of Mutual Interest
Whereas, OCPRC is a County park system created pursuant Act 261 of 1965, and
Whereas, CRAMBA-IMBA is a Michigan 501(c)3 non-profit organization operating as a chapter of
the International Mountain Biking Association (IMBA), and
Whereas, CRAMBA-IMBA exists to maintain and develop mountain biking trail access, support
relationships with land managers and promote responsible mountain biking in Southeast Michigan,
and
Whereas, IMBA, through scientific study and experience, has developed principles and methods
(hereafter referred to as "IMBA methods") for building and managing sustainable mountain bike trails
that are also suitable and enjoyable for pedestrians, and
Whereas members of CRAMBA-IMBA have received formal training regarding IMBA methods, and
will continue to keep abreast of any refinements of or changes to the IMBA methods, and
Whereas, Clinton River Oaks is managed by OCPRC as a public park, and
Whereas, As of the date of this MOU, there exists the mountain bike trails at Clinton River Oaks (the
"Trails"), and
Whereas, All references to trails in this MOU will refer to the Trails existing as of the date of this
MOU, including all authorized modifications thereto, and any new trail established with appropriate
written permission from OCPRC, and
Whereas, CRAMBA-IMBA wishes to maintain the Trails in compliance with the IMBA methods and
encourage use of the Trails by the general public, and
Whereas, OCPRC recognizes the value of the Trails to park patrons and the citizens of Oakland
County and wishes to utilize CRAMBA-IMBA's expertise and volunteer labor to maintain and promote
the Trails.
Page 2 of 6
Draft 05-04-26
Ill. Understandings
1. Use of Clinton River Oaks. OCPRC allows and authorizes CRAMBA-IMBA to maintain and have access
to the Trails at Clinton River Oaks.
a. Permitted Users. Except as otherwise provided herein, cyclists and pedestrians will be allowed on the
Trails. Under no circumstances and at no time will motorized vehicles or horses be permitted on the
Trails. OCPRC will enforce this policy.
b. Access to Trails. Except as otherwise provided herein, the Trails will be open to users at all times
when Clinton River Oaks is open to the public and public access will generally be governed by the
policies regarding public access to Clinton River Oaks as a whole.
i. Closing Due to Conditions. OCPRC will consult with CRAMBA-IMBA to determine the condition of
the Trails and the procedure by which to notify users of trail closures and enforce trail closures.
OCPRC will have final authority on trail closures.
ii. Special Events. A Special Event is any bike ride, run, or hike/walk that charges any form of fee, tracks
time or other results in any fashion, and/or that generally resembles a race or "charity ride" or "charity
run." A Special Event also includes any use of Trails that is substantially incompatible with use of the
Trails by the general public. A Special Event does not include an informal group ride or run scheduled
by CRAMBA-IMBA, a local cycling or running shop, or any other party. All Special Events (whether
by CRAMBA-IMBA or another party) are required to complete an OCPRC Facility Use Agreement.
Requests for events should be sent to the Park Supervisor.
c. Management of the Trails. OCPRC will manage the Trails in coordination with CRAMBA-IMBA.
Management includes but is not limited to user policies, parking, signage, and maps.
i. User Conflicts. CRAMBA-IMBA will seek to reduce the potential for user conflict by using the
IMBA methods.
ii. Maps and Signage. OCPRC will consult with CRAMBA-IMBA on appropriate signage and to
fund the installation and maintenance of such signage. OCPRC has final authority on decisions
regarding the content and placement of maps and signage.
d. Maintenance of Existing Trails.
i. IMBA Methods. CRAMBA-IBMA will maintain and develop the Trails as provided herein using USDA
and IMBA methods.
ii. OCPRC Assistance. OCPRC will provide reasonable assistance with maintenance of the Trails
that is consistent with its overall maintenance of Clinton River Oaks.
iii. Maintenance.
1. Regular Maintenance. Regular maintenance will consist of such activities as the removal of
limbs, leaves, and other natural debris from the trail, picking up litter, maintenance of existing
signage, and other similar activities. Tools utilized for regular maintenance include hand-held
trimmers, mowers, and wheelbarrows, which shall be provided by CRAMBA-IMBA or its
volunteers and not OCPRC. CRAMBA-IMBA volunteers will be required to wear safety
glasses and ear protection to operate these power tools. No other power equipment may be
used without first obtaining authorization from OCPRC. At least three days prior to
performing regular maintenance, CRAMBA-IMBA will notify OCPRC.
2. Extraordinary Maintenance. Extraordinary maintenance will consist of such activities as
repairing or replacing wooden bridges, kiosks, or any other non-natural structure, and other
similar activities. CRAMBA-IMBA will describe the proposed activity to the satisfaction of
OCPRC and obtain written consent from OCPRC at least one week prior to performing any
extraordinary maintenance activities.
3. Development. Development will consist of such activities as rerouting of Trails, building new
Page 3 of 6
Draft 05-04-26
Trails, installation of new wooden bridges, kiosks or any other non-natural structure, and other
similar activities. CRAMBA-IMBA will submit a formal proposal to OCPRC to initiate any
development project and such proposal shall be approved in advance by OCPRC. OCPRC
will work in direct coordination with CRAMBA-IMBA to assess the existing Trails, design new
Trails and routes, and implement any development plans.
2. Exclusivity. OCPRC may establish similar agreements with other user groups. Any additional agreements
with other user groups will be communicated with CRAMBA-IMBA prior to approval.
3. Non-fund obligating document. Nothing in this MOU obligates OCPRC or the CRAMBA-IMBA to
contribute or transfer any funds. Specific work projects or activities that would require the transfer of funds
or services between OCPRC and CRAMBA-IMBA will require execution of separate agreements and be
contingent upon the availability of appropriated funds.
4. Volunteer labor. Unless CRAMBA-IMBA has obtained prior consent from OCPRC, CRAMBA-IMBA will
use only volunteer, unpaid labor to conduct its maintenance activities and any other activities performed
at Clinton River Oaks.
a. Volunteer application. All individuals under the direction of CRAMBA-IMBA performing volunteer
maintenance activities at Clinton River Oaks shall have a completed CRAMBA Volunteer Waiver on
file with CRAMBA-IMBA. The CRAMBA-IMBA waiver/hold harmless agreement shall have the
County listed as a party.
b. Records Management. All records (paper or electronic) created or produced, in part or in whole, are to
be maintained for three years by CRAMBA-IMBA and made available upon request. The number of
volunteer hours and trail maintenance accomplishments are to be reported to OCPRC annually.
c. OCPRC Volunteers. OCPRC may use its volunteer program to perform basic maintenance tasks on
the Trails. No motorized equipment will be used by OCPRC volunteers. OCPRC Volunteers must
complete the OCPRC volunteer waiver process and have a valid waiver on file (renewed annually).
5. Communications.
a. Method of providing notice and obtaining consent. Notice and consent may be provided or confirmed
via email or other written communication.
b. Authorized Parties.
i. CRAMBA-IMBA. All communications regarding Clinton River Oaks will be directed first to the
designated CRAMBA lead for Clinton River Oaks
ii. OCPRC. All communications regarding Clinton River Oaks will be directed first to the OCPRC Park
Supervisor.
iii. Change in Authorized Parties. CRAMBA-IMBA and OCPRC will provide notice to the other party
of any changes in the Authorized Parties.
6. Property rights. Nothing in this MOU will convey any property rights to CRAMBA-IMBA.
7. Liability and indemnification and insurance. CRAMBA-IMBA, its members, and all volunteers assume all
risks and hazards incidental to participation in the foregoing activities. CRAMBA-IMBA agrees to
indemnify, defend, and hold harmless OCPRC, its officers, agents, and employees, from all claims,
damages, losses, suits, or actions, including reasonable costs and attorney fees, arising or resulting
from the installation, construction, operation, maintenance, repair, renewal, replacement or removal
of any Trails, natural or man-made materials, or other facilities on OCPRC property by CRAMBA-
Page 4 of 6
Draft 05-04-26
IMBA or its employees, agents, successors, or assigns upon the OCPRC's property described
herein. CRAMBA-IMBA also agrees to indemnify, defend, and hold harmless OCPRC, its agents,
employees, officers and servants from all claims, damages, losses and expenses pertaining to the
use of OCPRC property arising out of its CRAMBA-IMBA operations or activities, OCPRC operations
or activities, or the operations or activities of others. However, notwithstanding anything to the
contrary, CRAMBA-IMBA will not indemnify OCPRC for claims arising out of the sole negligence of
OCRPC. CRAMBA-IBMA shall obtain and maintain the insurance as set forth in Exhibit B. Exhibit
B is incorporated herein.
8. Not an Employee. Although utilizing OCPRC property, the CRAMBA-IMBA and its members, agents,
and volunteers shall not be considered agents or employees of OCPRC for any purpose. This MOU
is not intended to create a joint venture or principal-agent relationship between the Parties and their
respective members, employees, officers, agents, or volunteers.
9. Duration. This MOU will continue in effect for a period of five years, commencing on the date it is
fully executed and ending five years from that date, unless terminated prior thereto. Either Party
may terminate this MOU upon ten (10) days advance written notice to the other party.
APPROVED AND AUTHORIZED BY CRAMBA-IMBA:
NAME:
TITLE:
DATE:
SIGNATURE
APPROVED AND AUTHORIZED BY OCPRC:
NAME:
TITLE:
DATE:
SIGNATURE
Page 5 of 6
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EXHIBIT B - INSURANCE REQUIREMENTS
A. Insurance Coverages. CRAMBA-IMBA shall provide and maintain, at its expense, all insurance as
set forth below. The insurance shall be written for not less than any minimum coverage herein
specified or required by law, whichever is greater.
1. Commercial General Liability Insurance: with the following minimum limits:
$1,000,000 Bodily Injury & Property Damage Each Occurrence Limit
$1,000,000 Personal & Advertising Injury Limit
$300,000 Products/Completed operations
$1,000,000 General Aggregate Limit
Commercial General Liability Insurance shall contain the following minimum coverages:
• Occurrence Form
• Premises/Operations
• Personal and Advertising Injury
• Independent Contractors
• Broad Form Property Damage
• (Blanket) Broad Form Contractual (including coverage for obligations assumed in this
Agreement)
2. Workers’ Compensation Insurance with limits statutorily required by any applicable Federal or
State Law and Employers Liability insurance with limits of no less than $500,000 each accident,
$500,000 disease each employee, and $500,000 disease policy limit. This requirement is
waived if there are no CRAMABA-IMBA owners or employees.
☐ Fully Insured or State approved self-insurer.
☐ Sole Proprietors must submit a signed Sole Proprietor form.
☐ Exempt entities, Partnerships, LLC, etc., must submit a State of Michigan form WC-337
Certificate of Exemption.
3. Commercial Automobile Liability Insurance covering bodily injury or property damage arising
out of the use of any owned, hired, or non-owned automobile with a combined single limits of
$1,000,000 each accident. This requirement is waived if there are no company owned, hired or
non-owned automobiles utilized in the performance of this Agreement.
B. General Insurance Provisions. All certificates of insurance and insurance policies shall contain
the following provisions and/or clauses with evidence of same provided to the County of Oakland,
1200 North Telegraph Road, Pontiac, Michigan 48341:
1. All policies of insurance shall be on a primary, non-contributory basis with any other insurance
and/or self-insurance carried by the County of Oakland.
2. The insurance company(s) issuing the policy or policies shall have no recourse against the
County of Oakland for subrogation, payment of any premiums, deductibles, or assessments
under any form of policy.
3. Any and all deductibles in the required insurance policies shall be assumed by and be at the
sole risk of CRAMBA-IMBA.
4. All policies must be endorsed to include a written waiver of subrogation in favor of the County of
Oakland.
5. All insurance policies must be endorsed to name as Additional Insured: the County of Oakland
and it officers, directors, employees, appointees and commissioners.
Page 6 of 6
Draft 05-04-26
6. CRAMBA-IMBA shall require their contractors or sub-contractors not protected under CRAMBA-
IMBA’s insurance policies, to procure and maintain insurance with coverages, limits, provisions,
and/or clauses equal to those required of CRAMABA-IMBA in this Agreement.
7. Certificates of insurance must bear evidence of all required endorsements and clauses and
must be provided no less than thirty (30) days prior to the event and/or use of the Property;
provided however, if the Property is reserved less than thirty (30) days prior to the event and/or
use of the Property, the insurance certificate must be provided three (3) business days prior to
the event and/or use of the Property.
8. All policies of insurance required in this Agreement shall be issued by companies that are
licensed and approved to do business in Michigan and shall have and maintain a minimum A.M.
Best rating of A:V or greater.
2800 Watkins Lake Road, Waterford, MI 48328
248-858-0906 OaklandCountyParks.com
Memo
To: Parks and Recreation Commission
From: Chris Ward
Date: May 1, 2026
Re: Director’s Report
THE GREAT MARSHMALLOW DROP
What could have been a dreary, weather-dampened day turned into a sky-high celebration as Oakland
County Parks’ 2026 Great Marshmallow Drop soared to success on April 3 at Worden Park in Royal Oak.
Anticipation built as the helicopter finally lifted off, with Commissioner Banks sending thousands of
marshmallows fluttering down toward the children’s smiling faces.
With nearly 5,000 attendees, including families, kids, and participants of all abilities, the crowd rushed
to the field with laughter and excitement, scrambling to collect the prized marshmallows for a coveted
prize bag.
From the thrilling moment the chopper appeared overhead to the joyful dash across the grass, the event
delivered a perfect blend of suspense, community spirit, and pure fun. The event didn’t just go off; it lifted
spirits and created a memorable day that attendees will look forward to again next year.
STARLITE GALA
OCPs first ever adaptive-focused Starlite Gala was held on April 16. The sold-out event was
coordinated by the Adaptive Recreation Team and hosted by the crew at Glen Oaks Golf Course. It was
a fun-filled night complete with a delicious meal and dancing by all! We received positive feedback from
Gala attendees and partners. Thanks to all who came together to make the event a success. We plan to
expand the event in the future.
HANAMI CELEBRATION AT TOLLGATE
The Hanami celebration on April 19, hosted by MSU Extension Tollgate Farm and Education Center,
drew an excellent turnout of approximately 500 attendees, reflecting significant growth over the past
several years. The event showcased Japanese culture through live music, dance, drumming, and
hands-on cultural activities, and was developed in partnership with numerous Japanese organizations
from across the state, highlighting strong collaboration and cultural authenticity. The continued increase
RETURN TO AGENDA
in attendance underscores Tollgate’s strong community appeal and the event’s success as a signature
spring cultural celebration.
STEWARDSHIP DAYS
Spring Stewardship Learning Days are underway at Oakland County Parks. These workdays are open
to the public and are an opportunity to get the community involved in ongoing park habitat work.
Participants gain hands-on experience working on invasive species and habitat improvements while
learning more about what OCCISMA and Oakland County Parks does to restore natural communities,
why we manage invasive species, how we work to prevent future invasives and what we can do to reduce
their impacts.
The Nature Education team hosted 2 successful stewardship days in April at Independence Oaks and
Oak Park Woods, with more planned through June and beyond. We encourage Commissioners to join
us on the upcoming workdays from 10am - Noon:
• May 13 – Waterford Oaks: Garlic mustard pull
• May 27 – Oak Park Woods: Woody winter creeper and garlic mustard pull
• June 2 – Turtle Woods: Brush clearing, garlic mustard, and periwinkle pull
• June 16 – Oak Park Woods: Woody winter creeper pull
NATIVE PLANT GATHERING
The spring Native Plant Gathering is on Friday, June 5 from 4-7pm at the Oakland County Farmers
Market. Registration is required and opens on May 1. All county residents are encouraged to sign-up.
Registration includes event admission and a flat of native plants to take home! Gather with other native
plant enthusiasts and enjoy food trucks, games live demonstrations and table talks from experts focused
on native gardening. Flyer to come!
FIRST GREEN PROGRAM AT LYON OAKS
Lyon Oaks will be hosting First Green again, which is a STEM program through the Golf Course
Superintendents Association of America (GCSAA). The First Green program benefits young students by
helping them apply their classroom knowledge in an outdoor setting. The opportunity to apply STEM
concepts in real world applications allows students to find new inspiration in their schoolwork and in the
possibility of a career in golf or a STEM-related field. The golf maintenance topics that will be discussed
for the first program are:
• Water conservation through irrigation controls
• The impact of soil types
• Math applications in the field
• Equipment used for different turf targets
Representatives from the GCSAA, MiGCSAA, Michigan State University along with other industry
professionals will be leading the sessions for the students.
Two programs are scheduled this year for sixth-grade students:
• May 13 – Huron Valley Schools
• May 15 – Cranbrook Kingswood
Each day is expected to host approximately 60 students, along with teachers and chaperones. Sessions
will run from 9:00 a.m. to 12:00 p.m.
Commissioners and staff are welcome to attend to observe the program. Please let Jim Dunleavy know
if you are interested in attending. More information is available at https://www.thefirstgreen.org/
2026 NRPA ANNUAL CONFERENCE
The 2026 NRPA Annual Conference will be held September 29 – October 1 in Philadelphia, PA.
Earlybird registration is open from May 11 – August 7th. Hotels book fast, so if you are interested in
attending, please reach out to Jami Monte or Heather Hughes as soon as possible to get registered.
PARK IMPROVEMENT CONSTRUCTION / CLOSURES UPDATES
Catalpa Oaks
Due to ongoing construction, Catalpa Oaks County Park is currently closed. It is expected to open
mid July 2026, although there will continue to be intermittent closures to allow for field turf growth.
Improvements include playground expansion, fitness court, improved accessible pathways, additional
picnic shelters, and upgraded athletic fields.
Oak Park Woods
The northwest corner of David H. Shepherd Park in Oak Park will reopen as Oak Park Woods. The
park remains partially open through construction with the main playground and pavilion closed. It will
feature a new restroom building, gathering/seating areas and play area. Updates have also been
completed to the existing pavilion and warming kitchen. The park is anticipated to fully open late June
2026.
Pontiac Oaks (Phase II)
Intermittent closures at Pontiac Oaks Park have transformed the park. Changes include accessible
pathways, play pockets, improved lake views, a large gathering pavilion and accessible kayak launch.
The park is currently closed and expected to re-open late June 2026.
Red Oaks Park
Improvements at Red Oaks Park focus on nature exploration and connections to community. Projects
include a newly configured parking lot with improved stormwater retention, new playground and tot
garden, hammocks, sledding hill and restroom building with attached shade structure and porch
swings. The park is anticipated to reopen August 2026.
Southfield Oaks
Southfield Oaks Nature Area is being transformed into a nature area with pedestrian pathways that
weave throughout the newly restored landscape, gathering/seating areas and trailside interpretive
stations that include amenities to relax or play. Offering residents high quality experiences in nature,
the park is scheduled to open October 2026.
Waterford Oaks
The new Cattail Cove section of Waterford Oaks County Park will feature an expanded playground,
new pavilion and an adult fitness area. This section of the park is currently closed and is slated to
reopen November 2026.
Oakland County Parks and Recreation
Upcoming Events – May 2026
Active Adults
May 19 Trailside Chat – Pleasant Ridge
Adaptive
May 5 Path to Wellness – Waterford Oaks
May 12 Path to Wellness – Waterford Oaks
May 12 Adaptive Fishing – Independence Oaks
May 13 Adaptive Archery – Independence Oaks
May 14 Bike Clinic – DNEM – Independence Oaks
May 15 Veterans - Disability Dirt Day – Holly Oaks
May 17 Disability Dirt Day – Holly Oaks
May 19 Path to Wellness – Waterford Oaks
May 21 Bike Clinic – DNEM – Independence Oaks
May 26 Adaptive Fishing – Independence Oaks
May 26 Path to Wellness – Waterford Oaks
May 27 Life skill field trip – Waterford school to Independence Oaks
May 28 Bike Clinic – DNEM – Independence Oaks
May 28 Life skill field trip – Clarkston School to Independence Oaks
Mobile Recreation
May 01 Bouncer - Bailey Lake Elementary Spring Fling
May 01 Go Games - Gretchko Elementary Spring Carnival
May 02 Stage - Kids Kicking Cancer Cowboys Kicking Cancer
May 03 Bouncer - Clarkston Independence District Library Star Wars Day
May 06 Climbing Tower - Pontiac High School Aces Day
May 09 Bouncer - Kensington Valley Civitan Youth Entrepreneur Market
May 09 Stage - Royal Oak Twp P & R Mother’s Day Mack-Rowe Park
May 11 Tents (3) - OCPRC - Lyon Oaks Golf Course
May 15 Stage - Clarkston Area Chamber of Commerce Food Truck Rally
May 15 Stage - American Cancer Society Relay for Life Shelby Twp River Bends Park
May 16 Bouncer- Madison Heights Parks & Recreation Food Truck Rally
May 17 Stage & Bleachers - Levi's Link Run Oxford MI
May 17 Arctic Rush - City of Birmingham P & R Celebrate Birmingham
May 19 Putt-It, Glow Golf, Tower, & Chaos - St Patrick’s Field Day
May 19 Bouncer - Glengary Elementary Block Party
May 20 Bus - Michigan State University Extension OC Pontiac School Trip
May 20 Chaos and Commotion - Kennedy School Picnic Games Fun Day
May 21 Climbing Tower - Oakland Schools Tech Fun Day
May 21 Stage - St George Greek Orthodox Church Event
May 22 Go Games - Eagle Creek Academy K-5 Field Day
May 22 Pirate Paradise - Gretchko Elementary Field Day
May 22 Chaos and Commotion - Grandview Elementary School
May 23 Air Jumper - OCPRC - Campground Rec Memorial Day Weekend Groveland
May 24 Stage - White Chapel Memorial Service White Chapel Cemetery
May 24 Air Jumper - OCPRC - Day Weekend Addison Oaks
May 25 Jump N' Jam & Climbing Tower - Village of Beverly Hills Memorial Day
May 26 Climbing Tower - Holly Elementary Event
Oakland County Parks and Recreation
Upcoming Events – May 2026
May 26 Jump N' Jam - McGregor Elementary PTA Family Fun Night
May 27 Chaos and Commotion - Springfield Plains Elementary Field Day
May 27 Stick-It Archery - OCPRC - Adaptive Rec Life Skills Independence Oaks
May 27 Jump N' Jam - Alcott Elementary Converse Shoes Fun Day
May 28 Stage & Tents - OC DEI Event
May 28 Chaos and Commotion - Hardy Elementary School Year End Party
May 28 Putt-It, Glow Golf, & Climbing Tower - Pearson Elementary Palooza
May 28 Climbing Tower - Avondale High School Senior All Night Party
May 29 Climbing Tower - Patterson Elementary Field Day
May 29 Go Games & Climbing Tower - OCPRC - Waterford Market
May 29 Putt-It & Glow Golf Package - Ferndale Lower Elementary June Fair
May 29 Blast Off Bouncer - Edmonson Elementary End of Year Party
May 29 Chaos and Commotion - Wood Creek Elementary School Event
May 30 Stage - Madison High School Graduation
May 30 Stage - American Cancer Society Relay for Life Clinton Twp
May 31 Climbing Tower - Waterford Mott Pool & Fitness Senior Sunset
Nature Education
Field Trips & Birthday Parties
May 1 Field Trip Grayson Elementary – Wint
May 2 Birthday Party Lucy turns 4 – RONC
May 2 Birthday Party Savannah turns 8 - RONC
May 3 Birthday Party Violet turns 4 – RONC
May 6 Field Trip Journey Lutheran Church – Wint
May 7 Field Trip Journey Lutheran Church – Wint
May 8 Field Trip Disability Network – Wint
May 8 Field Trip Kinder Lamphere – RONC
May 9 Digitalis Program for GSSEM - WNT
May 14 Field Trip Mark Twin Elementary – RONC
May 15 Field Trip Oakland Christian School – Wint
May 19 Field Trip Lake Orion Schools - Wint
May 19 Field Trip Lessenger Elementary School – RONC
May 20 Field Trip Macomb Schools - RONC
May 20 Field Trip MSU Extension 4H – Wint
May 21 Field Trip Leonard Elementary School – Wint
May 21 Field Trip Hiller Elementary – RONC
May 27 Digitalis Program -Spring Start Party -RONC
May 28 Field Trip Cooley Elementary - Wint
May 28 Field Trip Stadium Drive Elementary – Wint
May 29 Field Trip Lake Orion Schools (PHASE) - Wint
Homeschool Series
May 7 Gotta Sketch’ em all -RONC
May 13 Gotta Sketch’ em all -Wint
Public Nature Programs
May 1 Morning Munchkins -RONC
May 2 Bond and Blooms -Wint
May 2 Bird Hike (CRWC) -Wint
Oakland County Parks and Recreation
Upcoming Events – May 2026
May 7 ECHO – Wint
May 8 Puddle Jumpers -Wint
May 9 World Migratory Bird Day -RONC
May 14 ECHO -Wint
May 14 Girl Scouts Bug Badge Day -Wint
May 16 Oak in the Hills -RONC
May 16 Oak in the Hills – Wint
May 16 Forest Therapy- Waterford Oaks -Wint
May 21` ECHO - Wint
May 27 Clarkston Area Backyard Birders (CABB) -Wint
May 28 ECHO - Wint
May 30 Wildflower Walk and native plant take home -Wint
May 30 Once in a Blue Moon -RONC
May 30 Once in a Blue Moon – Wint
Outreach
May 9 Nature Table-Farmington Farmers Market
May 11 Nature Presentation Van Hoosen Middle School
May 12 Nature Presentation Van Hoosen Middle School
May 12 Nature Presentation Heritage Elementary School
May 13 Nature Presentation Independence Oaks Elementary
May 13 Nature Presentation Madison Heights Public Library
May 15 Nature Presentation Cranbrook School - Lyon Oaks
May 17 Nature Table Orion Art Center Flower Fair
May 21 Nature Presentation Sashabaw Middle School
May 24 Nature Table Groveland Oaks Camp
May 24 Nature Table Madison Heights Plant Sale
May 26 Digitalis Outreach -Momentum Academy
May 27 Nature Table Independence Oaks -Waterford Transitions
May 29 Nature Table -Wood Creek Elementary
Oakland County Market
May 2 Senior Market FRESH Day
May 2 Yoga Wellness Series
May 2 Tai Chi Wellness Series
May 13 Gleaners Food Distribution
May 16 Senior Market FRESH Day
May 21 Yoga Wellness Series
May 27 Gleaners Food Distribution
Springfield Oaks
May 1 – 3 Michigan Antique Festival – Entire Park
May 7 – 9 Private Wedding – Carousel Hall
May 8 – 9 Kick Off Horse Show – Equestrian Center
May 9 Springfield Township Clean up – Upper Parking Lot
May 9 Dance Project Dance – Grand Hall
May 15 – 17 Private Wedding – Ellis Barn
May 15 – 17 Private Wedding – Carousel Hall
Oakland County Parks and Recreation
Upcoming Events – May 2026
May 22 – 24 Private Wedding – Ellis Barn
May 22 – 23 Private Wedding – Grand Hall
May 23 MSUE Showmanship Clinic – Livestock Barn
May 29 – 31 Private Wedding – Ellis Barn
May 29 – 31 Private Wedding – Springfield Event Center
Special Events
May 2 Pet Wellness Clinic – Waterford Oaks Park
May 9 Pet Wellness Clinic – Orion Oaks Park
May 15 Veteran Dirt Day – Holly Oaks ORV
May 16 Pet Wellness Clinic – Independence Oaks Park