Create an Account - Increase your productivity, customize your experience, and engage in information you care about.
Show All Answers
Yes, a permit is required to re-roof your house whether it is a complete tear off and re-roof or just adding a second layer of roofing to an existing roof. Please call the Community Development office for more details (248) 583-0831
Summer tax bills should arrive the first week of July, and winter bills should arrive the first week of December.
Winter taxes are payable December 1, 2020 through February 16, 2021 without penalty. A penalty of 3% will be assessed on February 17, 2021, calculated on the tax due, excluding administrative fee.
The last day to pay taxes at City Hall is March 1, 2021. Starting March 2, 2021, all taxes must be paid to Oakland County Treasurer with additional penalties.
Yes, credit/debit card or e-check are accepted online or by phone, processing fee applies.
During the recession, the City lost over 35% of our taxable value and as a result our tax revenue. Although the economy is better the City finances have not improved.
61.5% of the City's revenue is property taxes paid by residents and businesses throughout the City. During the recession the City lost over 35% in taxable value which equaled a direct reduction in general tax dollars generated. When business and residential property values started dropping in 2008 the City taxable value dropped by the same amount. The City does have an excellent financial forecasting process and we addressed this situation through proactively cutting out expenses (personnel, programs and capital outlay) to keep the City financially stable.
When the economy started to recover, the City's taxable value was only allowed to grow the amount of inflation regardless of how much property values increased. So, in a year the City's values increase more than inflation, we are forced to "roll-back" or reduce our tax millage. This has caused the City to struggle to recover. Due to the recession and the cap on the millage the City will not return to 2006 levels until at least 2038. That is assuming there aren't any more economic downturns before 2038 which is unrealistic. This also does not provide for actual inflation as we will be expected to do business in 2038 on 2006 revenues.
Madison Heights has a very proactive financial forecasting process that allowed us to reduce costs before the effect of the recession hit our revenue stream. 200+ gap measures were implemented during this period (see list below). The majority of these reductions remain in place, with the exception of the restoration of the Police Special Investigations Unit and the trial period for Sunday hours at the Library (coming this September).
* Eliminated 47 full-time positions, in addition to the 31 full-time positions eliminated since 1997 across all departments in the City.
* Labor Negotiations included furlough days, wages reductions, elimination and reduction of pension benefits, retiree health care, insurance benefits and leave time.
* Contracted out entire departments and services including: assessing department, information technology department, housing department, operation of the Nature Center, and reduction and contracting of city-wide mowing, building inspections, sidewalk replacement and inspection.
* Reduced custodial services and most pest control, closed City offices at lunch, and eliminated all full-time positions in the recreation department.
* Postponed all vehicle and equipment replacement until significantly past service life. This has decreased reliability of critical pieces of equipment.
* Reduced library material and programing budgets.
* Deferred park maintenance including trail rehabilitation and park equipment replacement.
* Eliminated annual city-wide calendar and new resident packet and reduced the frequency of the city-wide newsletter.
* Eliminated city funding of special events including coffee concerts, memorial day parade, and festival in the park.
* Closed the Skate Park due to required maintenance.
* Discontinued annual animal clinic
These are a few examples of the 200+ gap measures implemented City-wide to reduce expenses.
Since 2009, calls for service for public safety and emergency medical services have increased 41.9%. During this same period staff has decreased 16%. We are not seeking to return to pre-recession levels. We are only seeking to staff the departments adequately enough to be able to respond efficiently to emergency calls within the City.
Proposal MH will immediately improve emergency services by adding three firefighters, two police officers and one emergency dispatcher to staff. The addition of three new firefighters will go to increasing the average daily staffing level, which will decrease the frequency that the fire engine or the ambulance at Fire Station 2 is left unstaffed. The unstaffed vehicles at Fire Station 2 occur when the daily staffing level falls below eight firefighters. In 2018, the average daily staffing level was 6.5 firefighters per day. Also, the staffing of all the frontline vehicles will improve our emergency response times throughout the City. This will also allow us to address deferred capital assets such as equipment, vehicles and buildings which we have not been able to properly maintain due to lack of funding.
In order to compare millage rates we need to compare all the items included in the millage. Madison Heights' millage includes many services other cities do not. Therefore, in order to compare you need to add these additional services to other cities millages.
1. Madison Heights includes solid waste services (trash, compost and recycling) in the millage. The majority of other Cities do not, requiring instead that residents pay this bill separately. This costs other cities approximately $45 every two months or $270 annually. Solid Waste is 2.25 mills of the total Madison Heights millage.
2. Madison Heights includes Chapter 20 Drain debt in the millage. Many other Cities do not, including this instead in the Water and Sewer rate billed to residents.
3. Madison Heights provides full service emergency medical services through our Firefighters/AMET. Many other communities run volunteer fire departments with private ambulance service.
After determining that no other expenses could be eliminated without drastically changing services, City Council directed staff to develop a millage proposal that would provide long-term stability to the City and increase public services and quality of life.
Staff looked at all millages currently levied, and found the Library millage and millage restoration millages were expiring next year. In order to combine these millages into a public safety millage and ask the voters to consider just one millage increase, staff developed Proposal MH. Proposal MH replaces the library millage, millage restoration millage and combines two other millages for vehicles and advanced life support. It also provides funding for increased public safety including personnel and equipment and quality of life services as determined through resident input.
The net increase is only 3.3867 mills. This is confusing because the ballot language actually reads "increase the charter millage from 10 to 16 mills". This is not a 6 mill increase. The net increase is only 3.3687 due to the combination of current millages and the headlee amendment. The 3.3687 is calculated: 2.5 mills for increased public safety, 2.93 mills stabilizing funding for general operations and library services 2.93 mills (the library and millage restoration millages are expiring and two other millages will be rolled in and no longer separately levied) and 0.57 mills for quality of life amenities to be determined through the resident input of the master planning process.
If the millage proposal passes, the millage would be effective on the July 2020 summer tax bill. Increased public safety staffing and infrastructure maintenance and equipment purchases for public safety would be included in the FY 2020-21 budget. We would start the recruitment process for six new public safety positions (3 firefighters, 2 patrol officers, 1 dispatch) shortly after the millage passes, in early January 2020. Enhanced recreation and development projects and special events would be included as decided by City Council and can vary by year based on the needs and desires of the community through the budget process.
On average the cost for Proposal MH will be around 35 cents per day.
We have created an interactive calculator to help you determine and estimate of what Proposal MH will cost you on an annual basis, if fully levied. Click here and enter your TAXABLE VALUE not market value.
Verify your voter registration and polling location at:
Now through October 28, 2019: register to vote by mail, at the Secretary of State Office, or at your City Clerk's office in City Hall.
October 28 until 8:00 p.m. on November 5, 2019: in order to be registered for the November 5, 2019 Election, you will need to visit the City Clerk's office in City Hall. Identification and proof of residency is required. If you cannot establish residency during this time frame, you will be ineligible to vote in Madison Heights in the November 5, 2019 election. The following items are valid for establishing identification and residency:
Driver's License (any state)
State Personal ID (any state)
Federal or State Issued ID
Residency - must include applicant's name and current address:
Any of the above with current address
Current utility bill
other government document
Any registrations made at the Secretary of State after October 28, 2019 will not be effective until after November 5, 2019.
You can request an absentee ballot by filling out this Absentee Ballot Application and submitting it to the City Clerk's office:
Find out the status of your absentee ballot here:
The MHPD has not subscribed to the broken windows policing model for many years. MHPD is devoted to Community Policing and getting to know our neighbors and citizens by being present in the neighborhoods and attending neighborhood functions when possible. In addition, the MHPD has strong relationships with local women’s shelters and community social service organizations. The MHPD has continued programs in all the elementary schools that include reading programs, safety programs and walk-throughs to get to know the children and the teachers. The MHPD is also a partner with the Madison Heights Community Coalition and the Community Round Table. The MHPD Chief of Police is on the board of the Michigan Commission on Juvenile Justice and also on the board of the Federal Commission on Juvenile Justice. Both of these boards strive to provide juveniles with structure and alternatives to the Juvenile Justice System. The goal is to prevent juveniles from entering the Juvenile Justice System in the first place.
MHPD has community oversight partially by our Crime Commission and Civil Service Commission. Our Crime Commission has been involved in making recommendations for budget items and for involving the community with presentations on Human Trafficking and participating in Child Identification packets. We have a City Council representative as a member of the Crime Commission as well. In addition, we are required to have a Civil Service Commission comprised of three residents; this commission oversees hiring practices and can hear disciplinary cases instead of arbitration if so requested by the Union and/or employee.
ACTION ITEM: As part of this evaluation, and at the suggestion of several City Council members we are researching a different formula for the community commission/task force that would include the activities of the current Crime Commission and Multicultural Board. This new committee would focus on the city and department’s current needs and issues related to diversity, racial relations, and community engagement. We expect to have a report to City Council in the coming weeks regarding staff’s recommendations for the ordinance required to establish such a committee and general focus.
The MHPD limits the use of force following the best practices across the nation. This includes not allowing the use of “chokeholds”. We have policies that prohibit the use of a TASER on specific body parts (head and neck) and a prohibition on baton strikes to anywhere other than muscle mass. Our officers are prohibited from shooting at vehicles. Officers use de-escalation whenever possible. Every use of force has to be reported to the Training Sergeant and Administration. We report all uses of the TASER to our City Attorney’s office and our insurance company. Further, all use of force reports are also reported to the FBI.
ACTION ITEM: To increase transparency, the use of force reports that are submitted to the FBI will also be submitted to the Crime Commission or new Community Board as described in #2 above.
All citizen complaints and internal complaints are fully investigated by the command staff. A full report is prepared and turned over to the Deputy Police Chief for review. The Deputy Police Chief verifies the thoroughness of the investigation and then reports his findings to the Chief of Police for a full review. If the complaint is criminal in nature, the investigation is always handled by an outside agency. (Usually the Oakland County Sheriff’s Department or the Michigan State Police.) If the incident occurred outside the jurisdiction of the City of Madison Heights, or while the officer was serving on a joint task force, the agency that has jurisdiction would be the investigative agency and they could also choose to bring in an outside agency for investigation.
Despite the difficulties in recruitment of Police Officers, we have actively worked to diversify our police department to represent the community we serve. City-data was taken from the 2010 Census and will be updated when the 2020 census is completed. We have a total of 56 sworn officers and police service aides and as of the 2010 census a city population of 29,694. In addition, we also have 3-female police officers, and 4-female Police Service Aides. Our current city and force make-up are detailed below:
In recent years, to assist with recruitment and help those that do not have the resources to be trained as a Police Officer we have allocated funds to the police academy. This did prove useful in our recruitment efforts. We have also offered incentives by allowing officers that were coming from other departments to start at higher wage steps than entry-level.
ACTION ITEM: In anticipation that it will continue to be difficult to hire quality officers we will be looking to expand the police academy reimbursement program. We will also be working to develop recruitment videos and plans that reach a diverse recruitment pool. We are not suggesting relaxing standards for officers including background checks and probationary periods as it is vital to have quality employees to maintain a quality community focused department.
As part of the fiscal year 2021 adopted budget, the department will be replacing the existing in-car video camera system. Also, each officer on the Department will be issued a body camera which will also be purchased in the 2020-21 Fiscal Year budget.
ACTION ITEM: As part of the implementation of body cameras we will be developing policies governing the use of body cameras that follow best practices nationwide. These practices include ensuring public access to footage, prevents storage of non-essential footage, requires officers to record while on-duty, includes specific disciplinary consequences for violations, and prohibits the cameras from being used with biometric scanning and other surveillance technologies. The implementation of body cameras will require the hiring of a records clerk to help implement these practices and respond to requests for footage. This position has been budgeted but is currently on hold until the cameras are implemented.
During the last year, the MHPD Police Officers spent over 2,776 hours in in-service training. The topics included but were not limited to: implicit bias training, comprehensive weapons training, police response to fires, NARCAN Training, Defensive Tactics Training, de-escalation training, less lethal weapons training, oleoresin capsicum (OC) Spray Training (aka pepper spray), TASER Training, tourniquet application, mental health response, crisis intervention training, active shooter response training, cultural awareness training, interacting with the mentally ill, and interaction with mentally ill veterans or those suffering from post-traumatic stress disorder (PTSD), to list a few.
Madison Heights is not structured in this manner and this does not exist. Our police department is funded by property taxes, state shared revenues, and grants. End broken
This does not apply to Madison Heights as we have not been militarized. The only piece of equipment we have from the military is a 1973 Armored Personnel Carrier. It is only used a handful of times during the year, specifically for barricaded gunman situations. The vehicle has heavy plate armor that can be used to protect the officers from gunfire.
Many of the rights given to the Police department unions are covered by State laws making this something that we cannot unilaterally change. New state legislation is needed to give the City and the Police Department more rights when it is necessary to remove a bad officer from the force. This does not mean it is impossible to remove officers that violate rules, commit criminal acts, or display racial bias. The MHPD practices a zero tolerance management style taking aggressive steps to protect the integrity of our department and the officers who proudly serve our community.