Oakland County Parks leaders presented an overview of "Mission 26," a multi-year plan to use recent millage revenue and partnerships to address deferred maintenance, expand access to county parks and modernize facilities.

Parks staff told a county committee the 20-year millage gives the department borrowing capacity and recurring revenue that, for the first time in decades, will allow larger capital projects and low-interest financing to address aging facilities and deferred maintenance. Parks leaders said they had identified about $20 million in deferred maintenance and are roughly two-thirds through projects already completed or scheduled.

"This plan is very much geared towards achieving the goal of serving all of Oakland County," a parks presenter said, outlining four pillars for Mission 26: people-centered impact, recreation for all, proximity and access, and activation and health.

Officials reviewed site and program priorities enabled by millage funds and other sources, including acquisition and partnership strategies that added roughly 640 acres to the county parks system over three years with limited acquisition spending. Parks leaders said they expect to reach about 73% of county residents within three miles of a county-funded park if planned partnerships and expansions proceed.

The parks presentation highlighted specific projects and program changes: conversion of Aging water-park facilities to year-round, multi-season attractions; continued investment in accessibility and intergenerational amenities such as the McGilvery Play Garden at Red Oaks County Park; greenway and river-corridor projects (including the Rouge green corridor and Clinton and Huron River opportunities); and the expansion of learning and stewardship programs such as a county Nature Corps and a Discovery Gateway Network to promote outdoor education.

On Waterford Oaks, staff said the aging water-park infrastructure would require near-complete replacement rather than renovation. Parks contracted a theme-park consultant, Myco2, to explore a hybrid water/winter-adaptable design intended to increase year-round use and revenue. Parks said it will poll market demand before committing to the large capital investment.

Officials also described organizational and operational shifts: centralizing procurement for parks projects, expanding partnerships with local cities and community groups to improve southern-county access, launching a public co-creation lab to solicit resident input online, and creating a parks dashboard for performance and budget transparency. Parks leaders said their operating budget has roughly doubled over five years and capital spending is about ten times higher than five years ago, creating both capacity and strain as the department scales.

Commissioners asked about golf courses, water costs and options for sustainable irrigation; parks staff said most county courses are operating in surplus after recent management and fee changes, but one course, Red Oaks Golf Course, faces high water and sewer costs tied to its location on a public water supply and a county drain.

Parks staff asked commissioners to expect public outreach in coming weeks and said the department may return with a capital package tied to potential bond financing. No formal board action was taken; the presentation was informational and committee members were invited to review materials and raise questions as plan details are finalized.