Finance

Certification of Excellnence in Financial Reporting

Bloomfield Hills Schools is proud to be a recipient of the Certificate of Excellence in Financial Reporting from the Association of School Business Officials International for over 20 years

The district is honored to have once again received this prestigious award. The award is reflective of the Administration and Board of Education seeking to make detail and transparency in financial reporting a top priority.

ASBO awards the Certificate of Excellence in Financial Reporting to school districts to encourage and assist them to go beyond the minimum requirements of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure and then to recognize individual districts that succeed in achieving that goal.

Business and Finance

BHS Finance Department
Booth Center
7273 Wing Lake Road
Bloomfield Hills, MI 48301

Phone: 248.341.5450
Fax: 248.341.5449

Accounts Payable & Vendors

Invoices

Please submit invoices to:
Bloomfield Hills Schools
Attn: Accounts Payable
7273 Wing Lake Road
Bloomfield Hills, MI 48301

Submit invoices by email to:
accountspayable@bloomfield.org

New Vendors

In order to be issued payment, all vendors must have accurate, up-to-date information in the Finance vendor database. Vendors are added in our database when they are being or have been utilized. Complete Vendor Information form:

IRS W9 Form
EFT Form
Vendor Information Form - to be completed by a potential vendor.

Public Hearings

Budget Updates

Budget Balancing Actions

Fiscal Year 2022-23

Normalize in person staffing, primarily through attrition
Normalize substitute needs/costs
Reduce the annual transfer from the General Fund to the Capital Equipment Fund
Eliminate tent rentals utilized for social distancing
Review all positions, streamline, and restructure with the goal of optimizing overall staffing
Implement a zero based budget for each building and department through one-on-one meetings between each budget owner and finance team
Reduce out-of-state travel. Each request subject to approval by the Superintendent & Assistant Superintendent of Finance
Reduce pandemic related supplies
Review all software licenses, subscriptions, including frequency of use, value and identify reductions where practical
Review of all contracted services not specifically listed, starting with largest annual cost, identify reductions based upon need, value, etc.
Review of leased equipment, identify reductions where practical
Expand facility/auditorium rentals
Reduce non-classroom support positions, mostly through attrition
Review all memberships and subscriptions and consolidate to district/building/departmental memberships when feasible

The 2022/23 General Fund projected net loss is reduced by approximately $2.9 million with the implementation of the budget balancing actions listed above.

Fiscal Year 2021-22

Fiscal Year 2020-21

Ongoing streamlining efforts through attrition and restructuring of roles and responsibilities
Twenty percent (20%) reduction in discretionary spending allocations
Negotiate reduction in contracted services fees
Restrict out of state travel
Consider furlough/layoff of certain non-instructional positions
Review and consider reduction in non-instructional contracted services
Reduce funding to the Capital Equipment Fund

The 2020/21 General Fund projected net loss is reduced by approximately $2.1 million with the implementation of the budget balancing actions listed above.

Fiscal Year 2019-20

Continue to streamline staffing through attrition and restructuring of roles & responsibilities
Analyze and reduce costs in the following areas: memberships, license fees and phone line agreements
Review and align professional development plans to strategic goals
Tuition Rate Changes
Expand Lahser Facility Rental
Optimize indirect cost reimbursements to the General Fund

The 2019/20 General Fund projected net loss is reduced by approximately $490,000 with the implementation of the budget balancing actions listed above.

Fiscal Year 2018-19

Continue to streamline staffing through attrition and restructuring of roles and responsibilities
Expand facility rentals
Open and expand tuition enrollment where possible
Restructure long term substitute staffing
Analyze and reduce overall substitute costs

The 2018/19 General Fund projected net loss is reduced by approximately $1,020,000 with the implementation of the budget balancing actions listed above.

Fiscal Year 2017-18

Fiscal Year 2016-17

Continue shared time partnership, including at the kindergarten level
Limit professional development outside of the district
Reduce substitute costs
Streamline early intervention programs
Seek revenue opportunities for buildings with capacity
Information technology related savings, including consolidation of data center servers & storage, centralization of technology budgets, license fees, communication infrastructure upgrade & consolidation
Streamline transportation routes in accordance with policy, including implementation of neighborhood stops at the high school level
Further reduce discretionary budgets by 10% while shifting larger costs centrally
Operational savings that may result from Master Property Plan decisions
Reduce administrative & support staff positions district-wide (including attrition):
- Reorganization of MYP Coordinator & Media Specialist positions
- Reduced PYP Coordinator
- Central office administration
- School level administration
- Support staff
Continued custodial services outsourcing through attrition

The 2016/17 General Fund projected net loss is reduced by approximately $1.0 million with the implementation of the budget balancing actions listed above.

Fiscal Year 2015-16

Reduce software license fees, membership dues, subscriptions, and other fees
Reduce district vehicles (eliminates replacement costs of about $50k)
Reduce communications non-personnel costs
Reduce contracted assignment costs
Reduce strategic plan budgeted costs
Reinstate tuition program for new students as space allows
Further "right-size" our print/copy/fax/scan footprint
Adjust tuition rates annually (inflationary increase)
Energy savings program
Non-instructional reduction through attrition at Booth Center
Reduce secretarial & administrative support costs district-wide (attrition)
Reduction of 1 support position (attrition) dependent on additional new technologies
IT personnel savings through attrition (2014/15 departure) & non-personnel savings
Reduce paraprofessional costs K-12
Reduce psychologist costs
Eliminate health care nurse
Eliminate 5th grade sports
Begin orchestra & band in 5th grade
Capture savings with aligned middle school scheduling
Reduce 1 middle school counselor
Eliminate return transportation from athletic events
Capture efficiencies with Model on HS campus
Reduce 1 high school counselor in accordance with consolidation plans
Reduce 1 high school parking lot para
Realign high school hall monitor/para positions
Reduce 1 high school athletic coordinator in accordance with consolidation plans
Reduce 1 police liaison position
Single campus high school transportation savings
Shared Services

The 2015/16 General Fund projected net loss is reduced by approximately $3.8 million with the implementation of the budget balancing actions listed above.

Fiscal Year 2014-15

Custodial staffing reductions
Custodial substitutes outsourced
Custodial replacements outsourced
K-12 overall staffing decrease
Elementary, no net change
Middle Schools, net increase of .5 FTE
BHHS, net 2.37 reduction
Additional, recent changes decreased paraprofessional staffing by 1.5 FTE
Eliminated an administrator in a support position
Social worker staffing reduction
Energy procurement savings – gas supply beginning April 2015 and electric supply beginning January 2016
Accept tuition enrollments
Eliminate staff meals/food purchases from non-Hills funds
Reduce professional development costs by only allowing that which is specifically aligned to our strategic goals
10% reduction for all discretionary budgets
Reduce vehicle/equipment needs
Identify transportation savings opportunities and begin dialogues

The 2014/15 General Fund projected net loss is reduced by approximately $2.0 million with the implementation of the budget balancing actions listed above.