HomeMy WebLinkAboutCity Council Packet 01-06-2015 SpecialCITY OF PLYMOUTH
AGENDA
SPECIAL COUNCIL MEETING
JANUARY 6, 2015, 5:30 p.m.
MEDICINE LAKE CONFERENCE ROOM
1. CALL TO ORDER
2. TOPICS
A. Council Goals
B. Legislative Priorities for 2015
C. Set Future Study Sessions
3. ADJOURN
Special Council Meeting 1 of 1 January 6, 2015
City of
Plymouth
Adding Quality to Life
MEMORANDUM
To: Dave Callister, City Manager
Prepared by: Luke Fischer, Administrative Services Director
Date: January 6, 2015
Item: Goal Setting, Legislative Priorities, Work Plans, and
Organizational Expectations
The beginning of the year provides the Council and staff an opportunity to review goals, legislative priorities, work plans,
and organizational expectations. This planning provides much of the framework for the things the Council and staff will
focus in the upcoming year.
Goal Setting
Each year, the City Council reviews and updates its goals (attached). Many of these have remained the same over time —
focusing on broad themes rather than specific actions or tactics. Upon review of these goals, staff recommends striking
language related to the third lane on 1-494 as the project will commence in 2015.
Legislative Priorities
The City Council has adopted legislative priorities to focus its advocacy efforts with its partners at the county, regional,
and state levels (attached). The City's legislative priorities have generally targeted on issues that are specific to Plymouth
rather than broad matters of concern for local governments.
The City works with three primary advocacy groups that lobby on municipal interests. The City also works closely with
the Minnesota Chiefs of Police Association on legislative issues. All of these platforms can be found online:
Metropolitan Legislative Commission: http://mlcmn.org/doc/2014 MLC Legislative Program.pdf
Metro Cities: http://www.metrocitiesmn.org/vertical/sites/%7B63D48B3B-FE99-433B-BCDD-
78BBF3D7629D%7D/uploads/2015-POLICIES.pdf
League of Minnesota Cities: http://Imc.org/page/1/legislative-policies.osp
Minnesota Chiefs of Police Association: http://www.mnchiefs.org/2015-legislative-agenda
The City's draft legislative priorities have been expanded to advocate for specific capital projects — Rockford Road Bridge
over Interstate 494, County Road Retaining Wall maintenance, Hennepin County Youth Sports Grants — and to raise
awareness about these issues in Plymouth.
The draft legislative priorities also take a position that may not be in unison with Metropolitan Legislative Commission,
Metro Cities, or the League of Minnesota Cities. Points of divergence can be seen in the Elimination of Local Government
Aid and Elimination of Fiscal Disparities.
Work Plans
In 2014, the City Council reviewed and approved work plans for each department. These work plans were developed to
highlight trending departmental issues or new focus areas for the upcoming year. Staff has completed a work plan
update to share progress on each of the goals (attached).
Each department has completed draft work plan for 2015 which will again be used to identify emerging issues and new
focus areas for the upcoming year (attached).
Organizational Expectations
As the City Council welcomes new members this year, there has been a desire to review organizational expectations to
ensure a common understanding. Potential items the Council may discuss include:
City Council roles and responsibilities in the organization.
Meeting attendance and preparedness.
Communication with the public.
Providing staff direction and utilization of staff as resources.
Involvement in outside associations.
Trainings.
There are two documents that provide context to organizational expectations — the Charter and the Code of Ethics (both
attached).
CITY OF PLYMOUTH
PROTECT PLYMOUTH'S STRONG FINANCIAL POSITION.
Maintain Plymouth's fiscal health by crafting long-term revenue and expenditure plans to ensure
sustainable operations at a fair and equitable tax rate.
MONITOR ECONOMIC CHALLENGES.
Continue to evaluate and prioritize services. Seek innovative solutions to maintain high quality core
services, promote financial transparency and protect Plymouth's strong financial position and quality of
life.
PROVIDE EFFICIENT AND EFFECTIVE SERVICES.
Continue to explore partnerships with neighboring communities, school districts, businesses, watersheds,
and other agencies to decrease costs through shared services and to eliminate duplicate efforts.
Streamline business processes through the use of technology, including website enhancements, e -permits
and expanded credit card processing. Evaluate community trends and consider associated facility and
service needs.
PROMOTE TRANSPORTATION SOLUTIONS.
Focus on the advancenient of the third lane on 1-494improvements to Highway 169 between 1-494
and 1-94.
PURSUE NORTHWEST GREENWAY.
As development of northwest Plymouth progresses, continue acquisition of property and begin planning
the Northwest Greenway and park system amenities, as directed by voter referendum.
CONTINUE ENVIRONMENTAL INITIATIVES.
Collaborate with watershed agencies to ensure effective progress on water quality mandates. Continue
energy conservation efforts in city buildings, and promote recycling of expanded waste streams.
CONTINUE PROACTIVE PUBLIC SAFETY INITIATIVES.
Continue proactive policing strategies using technology and collaboration to promote and enhance
livability. Build on the successes of fire prevention and fire service programs for a safe community.
PROTECT THE CITY'S INFRASTRUCTURE INVESTMENT.
Ensure that the city can protect and enhance the useful life of City assets (streets, utilities, parks, trails,
facilities, and fleet). Continue to monitor financial resources and economic conditions, and consider timing
with regard to infrastructure needs.
CONSIDER DEVELOPMENT AND REDEVELOPMENT REQUESTS.
Continue to carefully consider land use related to development and redevelopment to ensure a well
planned community with a varied tax base.
LEGISLATIVE AGENDA
CITY OF PLYMOUTH
2015
EXECUTIVE SUMMARY
The City of Plymouth functions in a multijurisdictional environment and is often subject to mandates
from the State of Minnesota, Hennepin County, the Metropolitan Council, and various watershed
districts. This legislative agenda is intended to advocate for the community's residents, reduce waste
and duplication of services, and enable the city to govern itself.
I. TRANSPORTATION
To efficiently transport commuters and promote business growth, the city encourages the legislature to
identify long-term funding sources with growth potential to allow for the construction and maintenance
of efficient transit and highway systems this session. Specifically, Plymouth supports the following:
2. Suburban Transit. The city supports preservation of suburban transit, expansion of the transit
taxing district, and return of full MVST funding to suburban transit providers. (State of
Minnesota)
3. Highway 169. The city supports improvements to Highway 169 in Plymouth. (State of
Minnesota)
4. Rockford Road Bridge. The city seeks funding to replace the bridge over Interstate 494 at
Rockford Road. (Hennepin County, State of Minnesota)
5. County Road Maintenance Budgets. The city supports adequate funding for maintenance,
repair, and timely replacement of the county road systems within Plymouth. (Hennepin County)
II. GENERAL GOVERNMENT
1. Local Control. The city opposes legislation that erodes local control or creates mandates without
a corresponding state appropriation or funding mechanism.
Mandates. Remove unnecessary reporting and other mandates and provide a funding
source for state -required mandates. (State of Minnesota)
Levy Limits. The city opposes levy limits. State -imposed limits on local decision making are
inconsistent with local accountability. (State of Minnesota)
Improving Public Access to Information. The city supports legislation that would enable it to
meet its official notice publication requirements on its website, rather than a designated
newspaper. (State of Minnesota)
Water Management. The city must meet water quality standards from the Minnesota
Department of Natural Resources, Board of Soil and Water Resources, Elm Creek Watershed
District, Minnehaha Creek Watershed District, Shingle Creek Watershed District, Bassett
Creek Watershed District, Metropolitan Council, United State Environmental Pollution
Agency, Army Corps of Engineers, Minnesota Department of Health, Minnesota Pollution
Control Agency, and Hennepin County. The city of Plymouth supports the consolidation of
these agencies.
Elections. The city supports a condensed early voting period, rather than an extended no -
excuse absentee process.
2. Fiscal Reform. The city supports fiscal reforms that foster local independence from the state.
Elimination of Local Government Aid. The city supports the elimination of Local Government
Aid to encourage local autonomy and foster parity among like communities. (State of
Minnesota)
Elimination of Fiscal Disparities. The city supports the elimination of the Fiscal Disparities
Program to appropriately balance the city's tax base. (State of Minnesota)
Market Value Exclusion. The city supports the retention of the market value exclusion. The
city opposes reinstatement of the Market Value Homestead Credit program. (State of
Minnesota)
Property Tax Reforms. The city supports policies that help promote a more equitable
property tax burden as a percentage of income. (State of Minnesota)
Business Property Tax. The city supports reduction of the statewide business property tax.
State of Minnesota)
Tax Increment Financing (TIF). The city supports increased flexibility in the use of Tax
Increment Financing. (State of Minnesota)
3. Metropolitan Council. The city does not support expansion of the powers, duties, and
responsibilities of the Metropolitan Council.
Elected Council. The city supports four year staggered terms for elected Metropolitan
Council members. (State of Minnesota, Metropolitan Council)
Statutory Authority. The city supports the legislature confining the Metropolitan Council to
its statutory authority. (State of Minnesota, Metropolitan Council)
III. PUBLIC SAFETY
1. Safe Driving/Diversion Programs. The citv su000rts legislation that ensures a traffic diversion
program designed to change driver behavior through sound, structured and consistent
education as a means to mitigate future traffic violations and make roads safer. The city believes
this type of program should focus on improving traffic safety, rather than generating revenue.
2. Traveling Data. The city supports classifying intelligence information shared by other law
enforcement agencies as non-public data.
3. DWI Forfeiture. The city supports existing DWI forfeiture statutes. The city opposes any
legislation that would eliminate or restrict DWI forfeiture if the offender installs an ignition
interlock system.
4. Marijuana. The city opposes the legalization of recreational marijuana use and expansion of the
current medical marijuana law to include plant material or any expansion of qualifying medical
conditions. The city opposes any changes to the classification of marijuana as a schedule 1 drug,
until the Minnesota Department of Health determines its effectiveness.
S. Critical Incident Training. The citv su000rts legislation that would fund Critical Incident Training
for law enforcement agencies.
IV. SUPPORT FOR REGIONAL ASSETS
Plymouth Ice Center. The city supports a 2015 capital appropriation of $2.1 million for the Plymouth Ice
Center renovation. Combined with matching funds from the City of Plymouth, this appropriation will
make mandated and energy efficiency updates possible at one of the state's largest and busiest
facilities. It will also allow for renovation and remodeling, helping meet long-term demands for regional,
state and national amateur sports. (State of Minnesota)
County Road Retaining Walls. The city supports county funding for retaining wall replacement within city
limits. The city has identified significant issues on County Road 6 and requests Hennepin County
adequately fund and maintain its infrastructure in Plymouth. (Hennepin County)
Hennepin County Youth Sports Grant. The City of Plymouth has applied for Youth Sports Grant funding
from Hennepin County to support recreational facility projects. The city supports more equitable
distribution of funding for the grants county -wide. (Hennepin County)
00,
WeMINISTRATIVE):
SERVICES
Clerks Division
1. Conduct Wayzata School District Election.
2. Substantially complete electronic records management project.
3. Inventory non-public records and develop access policy.
4. Conduct staff trainings for data practices requests, records research, and other administrative
trainings.
Communications
1. Work with the Northwest Cable Communications Commission and the NWCCC Executive
Committee as it reviews and evaluates an expected franchise application from Century Link to
provide video service in the northwest suburban franchise area. The area includes the cities of
Plymouth, Brooklyn Center, Brooklyn Park, Crystal, Golden Valley, Maple Grove, New Hope,
Osseo and Robbinsdale.
2. Publicize major city roadway construction projects and their impact on motorists, particularly
Vicksburg Lane, and work collaboratively with MnDOT to relay MnDOT information on 1-494
construction.
3. Grow the city's social media following by working with departments to further expand the
content on the city social media platforms.
4. Work with Northwest Community Television staff to increase the quality of cover video used in
city videos.
5. Work collaboratively with departments to launch and publicize a mass notification system for
emergency use.
Finance
1. Complete Utility Rate Study and adjust rates accordingly.
2. Implement new Utility Billing Software and explore electronic payment features.
3. Assist with water meter replacement project.
4. Assist with 10 year financial forecast.
5. Update allocations and explore anew administrative allocation to replace salary distribution
process.
Human Resources
1. Conduct contract negotiations with the City's four labor unions for 2016 and beyond.
2. Continue to review and update City personnel policies and distribute updated policies to
employees.
3. Conduct a comprehensive review of the City's compensation and classification plan for non -
represented positions. Recommended changes will be presented to the City Council during the
2016 budget process.
4. Prepare 2016 city-wide personal services budget.
5. Continue to monitor and limit the City's financial exposure under Health Care Reform.
Information Technology
1. Implement a new Utility Billing Software.
2. Replace aging network infrastructure.
3. Support expansion of the City's fiber network.
4. Implement new Park and Recreation Software system.
5. Automate and streamline businesses processes.
ADMINISTRATIV
1
SERVICES _
Assessing
1. Prepare for technological upgrades and collaboration with Hennepin County.
Action: The Assessing division data conversion to Hennepin County is substantially complete.
2. Support the City Council for the Board of Equalization and Appeal.
Action: The City Council convened the Board of Equalization and Appeal in the spring of 2014.
3. Review current staffing requirements and analyze needs following technological upgrades.
Action: The Assessing division's functions were delegated to Hennepin County through a
services contract — mitigating the City's need to address further staffing or technological
demands.
4. Examine Open Book Process.
Action: The Charter Commission considered a Charter amendment allowing for an Open Book
process on December 10, 2014. This issue will come before the City Council in 2015.
City Clerk
1. Elections —School District Referendum, Primary Election, General Election.
Action: The City held elections for a School District Referendum, Primary, and General Elections
in 2014. The Primary and General Elections were very successful as we implemented "No
Excuse" absentee voting and new ballot counters. In 2015 staff will conduct the Wayzata School
Board election in November and start the planning process for the 2016 Primary and
Presidential Elections.
2. Continue electronic document management transition (Laserfiche).
Action: City staff continues to make progress on the electronic document management
transition. This effort was bolstered with the additional investment of surplus funding from 2013
and it is anticipated the project backlog will be substantially completed in 2015. The launching
of the record system repository on the City's website will occur in 2015. This will allow the
general public to access Council and board and commission records and should minimize staff
time in fulfilling general record requests.
3. Charter Commission support for upcoming information requests.
Action: When the Charter Commission met at their annual meeting in December 2013, there
were a few requests for additional information that will be presented at the 2014 annual
meeting. City staff has recently met with the Chair of the Charter Commission regarding
suggested amendments to the Charter in the election area that will be presented to the Charter
Commission at their annual meeting in December.
Communications
1. Publish six Plymouth Newsletters and three Extras.
Action: Six Newsletters and three Extras were published.
2. Work with the Northwest Cable Communications Commission as it finalizes anew franchise
agreement.
Action: The Northwest Cable Communications Commission completed it new franchise
agreement with Comcast. This new 10 year agreement includes the cities of Plymouth, Brooklyn
Center, Brooklyn Park, Crystal, Golden Valley, Maple Grove, New Hope, Osseo and Robbinsdale.
3. Investigate Mass Notifications System for emergency and routine use.
Action: Staff has met with a number of vendors and has narrowed its focus to two. It is
anticipated that vendor selection will be made in early 2015.
4. Implement social media communications tools.
Action: The City's Facebook page was launched in 2014 and has been steadily adding fans.
Communications staff has been careful to ensure a very comprehensive and deliberate roll-out
of these systems, which has been very successful. As of early November, the City of Plymouth
Twitter feed has 1,688 followers while the Facebook page, which was more recently launched
April 24, 2014), has 587 likes.
Support City Council and staff in filling media information requests.
Action: At the beginning of November, communications staff logged 154 media inquiries.
Finance
1. Complete a Utility Rate Study and a Debt Study.
Action: The Debt Study was presented to the City Council on July 22, 2014 and the Utility Rate
Study is planned to be presented at the beginning of the year. Both of these important financial
planning tools are used to inform a more comprehensive financial review of the City.
2. Complete analysis of all capital project funds.
Action: The analysis of all capital project funds was presented to the City Council on October 28th
for discussion. That discussion included the use of approximately $7.5 million in available
resources for upcoming substantial capital projects.
3. Explore options for new Utility Billing Software including electronic bill/payment.
Action: The City has selected a new Utility Billing Software that is integrated with the broader
financial software system, New World. It is anticipated that implementation will begin in the
first quarter of 2015 and be completed within one year.
4. Explore electronic meter reading technology.
Action: City staff have met with a number of vendors and other City's that have experience in
upgrading this major piece of infrastructure. Staff will develop the project in the first quarter of
2015 and present a refined scope to the Council at that time.
5. Review Community Improvement Fund balances and application
Action: The Community Improvement Fund balances and use was considered as part of the
capital project fund analysis, noted above. There were no major changes recommended as part
of this review.
Human Resources
IT
1. Facilitate a committee that will identify and evaluate options for managing the City's high
medical claims experience and the rising cost of health insurance.
Action: A benefits advisory committee comprised of union leaders and city representatives was
created in early 2014. There have been approximately seven meetings between committee
members and the city's benefits consultants. These discussions culminated into city-wide pre -
open enrollment meetings where staff described to employees some of the challenges we are
facing, possible responses to those challenges and benefit options for 2015.
2. Partner with the City's law enforcement employee groups to evaluate options for creating a tax
free uniform program.
Action: Representatives from the Patrol and Sergeants units have been working with
management to identify tax-free alternatives that benefit all involved. Discussions are on-going.
3. Implement a new human resources software system.
Action: In the spring of 2014, an upgraded Human Resources/Payroll system was rolled out. The
payroll processing features of the upgraded system are being used on a regular basis and staff is
evaluating the effectiveness of the HR specific features.
4. Conduct a review of the City's Personnel Policy:
Action: The review of the personnel policy is ongoing. Staff is currently updating the City's drug
and alcohol use and abuse policies.
5. Monitor and reduce the City's exposure under Health Care Reform
Action: In 2013, the city began managing the work hours of non -regular employees (e.g.,
temporary and seasonal employees) to avoid fees or penalties under Health Care Reform. Staff
met with several division managers to outline some of the specifics of Health Care Reform and
the impacts on part-time employees. Staff works with managers on an on-going basis to
evaluate the need for exceptions to work hours limits for non -regular employees.
1. Decommission Windows XP.
Action: The IT division decommissioned Windows XP on 294 desktop and mobile devices in
conjunction with Microsoft's discontinuation of all support for Windows XP as well as mandates
from County, State, and our banks.
2. Support software upgrades in Assessing, Human Resources, and Finance.
Action: IT has played a pivotal role migrating the assessing division's information to Hennepin
County. As that is project closes, the Division is preparing to implement a new Utility Billing
system in Finance. A significant upgrade to HR, payroll and finance systems took place in March
to streamline the HR/Payroll/benefits process.
3. Upgrade mobile technology in squad cars and fire apparatus.
Action: IT staff replaced 22 squad car computers, relocating the major parts to the trunk to free
up cabin space and increase officer safety. High-definition dash camera system were installed in
17 vehicles. Direct high-speed network connections to Hennepin County and the State of
Minnesota will be complete by year end.
4. Infuse technology to enhance workflow across the organization
Action: Continued efforts towards electronic document management have resulted in over 1.7
million documents stored, which has eased retrieval requests and ensured safe -keeping of
important city information. Insourcing geographic information systems (GIS) from LOGIS has
resulted in increased flexibility to meet city needs as well as introduced a rapid development
cycle for new projects.
Inspections
1. Implement new State Building Codes, conduct training and create handouts.
2. Analyze the rental licensing program (fees, inspections, applications, etc.).
3. Complete the investigation stage on a new Land Management software to replace Govern (on-
line permits, building permit, code enforcement, rental licensing, vehicle automation, electronic
plan review, etc.).
4. Succession planning for the inspections division based on the age of the inspectors and the
hiring of an additional inspector during the year.
Planning
1. Review and provide input on all Thrive MSP 2040 Plans that impact the City of Plymouth and
establish the process for the 2018 comprehensive plan update.
2. Prepare and receive approval for an ordinance that regulates medical cannabis manufacturers
and distribution facilities.
3. Review the zoning ordinance to identify possible amendments that expand on existing
regulations or identify new regulations that may be necessary given new products or services
that the existing ordinance does not address. Council study sessions would precede any actual
proposed changes.
4. Identify potential redevelopment areas and prepare a small area plan to include in or as an
addendum to the upcoming comprehensive plan update.
Housing, Redevelopment and Economic Development
1. Continue to work with Administration on the creation of an Economic Development Program.
2. Continue to work with the HRA and City Council to investigate new housing projects and
programs.
3. Evaluate existing HRA programs for their effectiveness and revise/close programs as needed.
4. Prepare the CDBG 5 year Comprehensive Plan and the Analysis of Impediments to Fair Housing.
Support Services & Section 8 Housing
1. Complete the investigation stage on a new Land Management software (on-line permits,
building permit, code enforcement, rental licensing, etc.).
2. Finalize converting all microfiche files to Laserfiche.
3. Continue to monitor the Section 8 Program revenues and expenses. Ensure that the new
division of duties implemented in 2014 are adequate.
4. Work with building official to incorporate code changes onto all necessary permit forms and
make software changes to the permitting system.
Inspections
1. Implement new State building codes (training and handouts).
Action: The State of Minnesota will implement the new codes in early 2015. With this, we have
ordered the new code books and will be working with the State on training for our inspection
staff, training for builders and contractors, and the preparation of customer handouts.
2. Analysis of rental licensing program (fees, inspections, applications, etc.).
Action: Staff began a review of the entire rental licensing program during the summer.
However, the issue of VRBO (Vacation Rental by Owner) surfaced, resulting in the entire
program review being placed on hold until VRBO questions are resolved. Once concluded, staff
will again discuss whether the City's fee structure is appropriate, if re -inspections are
appropriately placed (currently every two years for a single family property), and if a license
should be valid for a longer period of time (every license is renewed annually).
3. Review and update city Housing Maintenance Code.
Action: The current Plymouth Housing Maintenance code was adopted in 2006 and modified at
that time to meet the City's needs. Staff has started the process of reviewing the differences
between the 2006 International Property Maintenance Code and the 2012 Code to determine if
Plymouth's Code needs to be updated.
4. Technology—vehicle field automation & look into electronic plan review capabilities.
Action: Each year, a new mobile computer is added to the inspection division. To date, three of
the four building inspectors have a mobile computer.
In -progress: Building staff, along with other CD staff and Administration staff, are investigating
new land management and building software options. To date, three products have been
reviewed and staff will continue to consider other options.
Planning
1. Review and provide input on all Thrive MSP 2040 Plans that impact the City of Plymouth and
evaluate and develop a city process for the 2018 comprehensive plan update.
Action: Staff completed a review of the Thrive MSP 2040 document, presented the plan to the
City Council, and prepared a comment letter for the Mayor's signature that was sent to the Met
Council. Further, staff has completed similar reviews of the Housing Policy Plan, Transportation
Policy Plan, and the Parks Policy Plan. Staff continues to monitor MC activity on the all current
plans and future plans.
2. Prepare division procedures manual.
In -progress: As development activity has slowed, staff has begun work on the document.
Expectations are that the document will be completed for internal use by year end.
3. Longterm projection of growth and development (with Administration).
V
In -progress: Staff has worked with Administration to prepare preliminary development
estimates for complete build out of the Northwest Area. This information is being analyzed, but
will be updated with 2014 year end information. Development pace, both public and private,
requires an updated analysis.
4. Implement Laserfiche process for planning files
In -progress: The Planning staff has developed a new file system for active files so that they will
be able to be scanned into Laserfiche without additional work once a project is finalized. As
time is available, the Planning staff is organizing existing files for scanning. The files are being
scanned weekly by support staff.
Housing, Redevelopment and Economic Development
1. Work with the HRA Board to investigate new housing programs and projects.
Action: The HRA has continued to look at new programs. One program that has been
introduced is the Architectural Design Service Program. The Program is designed to assist
homeowners in their efforts to update older homes and to provide technical assistance to
ensure those updates are of sound quality and design. The HRA will pay for a two-hour
architectural consultation for homeowners interested in an addition or in expanding the living
space in their home (such as a basement or attic remodel). Homes must be 30 years old or older
in order to be eligible. Currently, we have received three applications, however, no applicant
has moved forward to date.
Upcoming: The HRA has also requested a meeting with the City Council to discuss city -owned
property and the potential for the HRA to facilitate development of some of the parcels. To
date, a meeting has not been set.
2. Analyze economic development and redevelopment strategies.
In -progress: Staff (CD and Administration) continues to meet to discuss the possibilities of an
economic development program, program design, and funding. The first discussion with the
City Council was on September 30 when a ULI panel provided information on housing and
economic development. Further City Council discussion occurred on October 28 and on
November 25. A draft program outline will be presented to the City Council in early 2015.
3. Cross train housing staff to perform additional CD duties (i.e. rental licensing).
Action: HRA staff has continued to learn other division duties to assist when necessary. The HRA
Specialist has been trained in rental licensing and some Section 8 responsibilities and will be
trained in planning activities in late 2014 and through the winter of 2015.
4. Metropolitan Council Policy Plan on housing review and discussions.
Action: HRA staff has reviewed the draft Housing Policy Plan and cooperatively prepared an
overview memorandum that was distributed to the City Council for review and comment.
Lastly, a comment letter was prepared and, after Council review, was sent to the Metropolitan
Council. An updated plan is expected to be available for review in December with possible Met
Council adoption in mid-December, 2014.
Support Services & Section 8 Housing
1. On -Line Permits.
In -progress: Staff continued to spend a large number of hours working with Govern to put a
small number (five) of permits on-line. Due to software limitations, the project was abandoned
until a new permitting software goes on-line.
2. Cross train Section 8 and CD staff to find efficiencies to reduce expenses.
Action: An additional support staff person was hired to work with the building permit
application and inspection process. Further, a Section 8 staff person was out for several
months (first part time and now full time), requiring the Support Services Manager to focus on
Section 8 administration. This allowed her to reacquaint herself with all of the monthly and
quarterly reports that are necessary. Now that the Support Services Division (including Section
8) is fully staffed, the division will have more people trained in more functions and flexibility to
respond to workload peaks in the different areas.
3. Completion of Microfiche to Laserfiche conversion.
Action: Support staff continues to enter permits, inspection and planning file information into
Laserfiche. A support staff person is scheduled weekly to focus on this activity.
4. Start analyzing new land management software possibilities to replace Govern.
Action: Staff has reviewed land management software from City View, Govern, and Schneider
and will continue to investigate other products with the intent of determining how best to move
forward to provide the most efficient service to our customers. Some of the biggest requests
we receive from customers are online permits and electronic plan review. Internally, areas we
are focusing on are the ability for inspectors to enter inspection results in the field, rental
licensing being included into the system and code enforcement.
FIRE DEPARTMENT
Service Delivery
1. Continue to research and apply best practice(s) for a public safety model of service delivery.
2. Expand our safety and occupational heath educational offerings to include cancer prevention
and nutrition.
3. Increase fire and police department interactive training sessions to include additional cross
training.
4. Monitor legislation which impacts service delivery and fire protection.
5. Introduce educational outreach prescription "take -back" drug program.
Administrative
1. Research strategies to improve paid -on-call firefighter retention.
2. Partner with the Plymouth Firefighters Relief Association to identify pension fund alternatives.
3. Conduct leader development continuing education.
4. Continue single class recruitment strategy incorporating a 6 -week application period.
Apparatus Fleet & Facilities
1. Place into service Engine 21.
2. Partner with facilities management to replace fire station kitchen appliances and refurbish
kitchen areas.
Technology Enhancement
1. Collaborate with Hennepin County public safety agencies to incorporate advanced CAD and
mobile data computer applications for first responders.
2. Continue to evaluate paid -on-call scheduling software for our staffed station program.
3. Integrate advanced Adobe software to improve policy manual organization.
FIRE DEPARTMENT
Service Delivery
1. Research, monitor, and publish service benchmarks.
Action: Three quarterly reports have been issued to date. In the ten years since our last ISO
evaluation, we have made several changes to our documentation systems, administrative
practices and operational procedures to best provide service (regardless of ISO impact). Many of
these system modifications resulted in our maintaining an ISO -PSC of 3. Modifications include
the addition of staffed station coverage on Saturdays, improved documentation of training
activities, electronic record maintenance of required apparatus and equipment testing,
continued expansion of community outreach programming, addition of building pre -plans to our
mobile data computers (MDC), expanded use of MDC in apparatus, expanded user of automatic
mutual aid for city wide coverage and provided supervisory level continuing education for our
paid -on-call officers.
2. Continue collaborative programs with other fire departments.
Action: Training and equipment maintenance activities shared with neighboring departments. In
2014, the City received mutual aid for 75 incidents and provided aid 43 times.
3. Expand training opportunities with law enforcement.
Action: Hostile event training in -progress. Table top emergency management exercise
completed.
4. Continue progressive safety and health programming.
Action: Training Safety Officer Program implemented. Two wellness educational sessions
offered.
Recruitment and Retention
1. Continue successful single -class recruitment concept.
Action: 2014 single session class complete. Five new paid -on-call firefighters were brought on.
2. Limit application submittal period to reduce overall hiring process time.
Action: Application period was reduced from 24 weeks to 6 weeks. There was no change in net
result.
3. Partner with the Firefighter Relief Association to improve firefighter retention.
Action: Continued partnering effort with PFRA to review pension plan.
Community Education and Customer Care
1. Initiate outreach education addressing preventable, high-risk injuries and injury deaths by age
specific demographics.
Action: Age and demographic version of the "Smokebusters" program now offered. In total, 537
hours of community education was provided through 438 programs.
2. Implement education specialty team.
In -progress: Instructional outlines in -progress of research and production.
Technology Enhancement
1. Deploy advanced mobile data consoles.
Action: Two additional mobile data computers added to first response vehicles.
2. Implement radio replacement program.
Action: The City upgraded to 800 mHz radios, replacing 48 and adding five new devices.
3. Explore scheduling software options for staffed station program.
In -progress: Scheduling software alternatives currently under research.
4. Expand Department intranet communication site.
Action: Additional documents, training video, and improved user access.
Fleet and Facilities
1. Place in service Engine 11 and Engine 22.
Action: Project complete. Both apparatus to be delivered in 4th quarter.
2. Continue team approach to manage and plan facility maintenance requirements.
Action: Coordinated efforts continue to enhance facility and fleet planning.
7- _
PARKS AND
RECREATION
Administration
1. Complete Hilde Performance Center Phase 2 & Veterans Memorial Project.
2. Complete CIP Projects: Northwest Greenway Trail Segment, Plymouth Ice Center/LifeTime
Fitness Parking Lot Renovation, and playground replacement/renovations at Heather Ponds,
Circle, and Hemlock Neighborhood Parks.
3. Continue discussions with Hennepin County for construction of CSAH 24 trail gap.
4. Review and update Athletic Association cost recovery program.
5. Review and update joint powers agreements with ISD 284 (e.g. aquatic program lease, WHS/Elm
Creek agreement, scheduling agreement and multiple playfield lease agreements).
6. Work with ISD 284 on the design of a joint school/park facility at Peony Lane & CSAH 47.
7. Initiate feasibility study to add a retail space onto the Plymouth Ice Center.
8. Negotiate potential lease by Break Away Academy for space at the Plymouth Ice Center.
9. Continue to review and update department fees, policies, procedures and planning documents.
10. Continue staff succession planning for eminent retirements in 2016 and 2017.
Parks & Forestry
1. Continue treatment and management plans for Emerald Ash Borer and Buckthorn.
2. Complete CIP projects: Bass Lake tennis court replacement, PIC/LifeTime Fitness irrigation.
replacement, Ridgemount outdoor hockey rink replacement and improvements to the asphalt
pad at the yard waste site.
3. Complete miscellaneous facility improvements and repairs on city trails, parking lots,
boardwalks, shelter facilities and neighborhood parks undergoing playground
replacement/renovations.
4. Implement ADA improvements to trails and facilities.
5. Complete repairs at the Hilde Performance Center, including painting of the amphitheater, work
on the glass window, resurface the fountain liner and netting to manage our pigeon nesting
problem.
6. Continue to analyze the potential to implement additional contractual agreements for mowing,
median management and snow removal.
7. Continue to improve our use of technology for inspection programs (e.g. playgrounds,
boardwalks, courts), asset management and tree inventory.
8. Update asset management plan.
9. Initiate the process for the replacement of the Parkers Lake tennis courts in 2016.
Plymouth Creek Center & Fieldhouse
1. Replace ballroom tables.
2. Analyze and update asset management plan.
3. Initiate renovation of the PSA lease space on the lower level for use as a multi-purpose rental
space for wedding parties, showers, and other smaller events.
4. Monitor the five (5) catering contracts and provide recommendations for renewal agreements.
5. Implement transition of senior programs with the retirement of Sara Mittelstaedt in 2014.
6. Initiate feasibility study for an addition onto the Plymouth Creek Center.
7. Initiate further analysis of the fieldhouse dome and lighting to determine replacement plan.
8. Continue to maximize the use of the Plymouth Creek Center.
Plymouth Ice Center
1. Complete facility improvements/repairs: new electric Zamboni, rubber flooring, concessions
equipment, Zamboni batteries, door replacements, updated sound system and exterior concrete
work.
2. Continue to sell advertising space for the Zamboni and scoreboards.
3. Update skate school space to accommodate its potential lease to Break Away Academy.
4. Review and update protocols and procedures to enhance operational efficiencies.
5. Review and update cost analysis for CIP improvement for the refrigerant conversion, roof
replacement and rink conversion.
Recreation
1. Publish three Recreation Activities Guides.
2. Implement a paid musical event at the Hilde Performance Center — "Live at the Hilde".
3. Implement transition of senior recreation programs to recreation staff.
4. Prepare for 2015 CAPRA review process in March (agency accreditation).
5. Analysis, review and selection of new recreation registration/facility use software.
6. Initiate electronic sign renovation at Parkers Lake Playfield.
7. Complete final phase of the ADA transition plan.
8. Transition in new recreation supervisor in preparation for the departure of the Recreation
Manager in 2016.
Volunteers
1. Transition senior volunteers into the volunteer program.
2. Review of policies for volunteer recognition program.
3. Continue to initiate effective and efficient use of volunteers in the community.
4. Implement electronic volunteer hours tracking at the Plymouth Creek Center.
PARKS AND
RECREATION
Administration
1. Acquisition of future park land in northwest Plymouth.
Action: This year the City acquired and/or purchased property for the Northwest Greenway
Aspen Hollow, Brynwood, Enclave on the Greenway) and property for a future park (Tombers).
2. Complete CIP projects: Construction of a new neighborhood park; Hilde Phase 2/Veterans
Memorial; construction of the Northwest Greenway from Juneau to Vicksburg; PIC training
facility; trail gaps on Xenium Lane and Co. Rd 24.
Action: Most of the CIP projects are complete and/or under construction including Prairie Ponds
Park, Hilde Phase 2 (estimated completion July 1, 2015), PIC Training Center (estimated
completion December 13, 2014) and the trail along Xenium Lane.
Upcoming: The City is still in discussions with the County regarding the CSAH 24 trail.
3. Continue to infuse technology, across all divisions, to enhance efficiencies.
Action: Last year we initiated an iPad inspection program for playgrounds. This year we added a
similar inspection program for boardwalks, bridges, tennis courts and tree inspections.
4. Review and update department fees, policies, procedures and planning documents.
Action: Department policies, procedures and planning documents were reviewed and updated;
including the exclusive catering contracts at the Plymouth Creek Center. Beginning in December,
clients will be able to choose from five caterers rather than three.
Parks & Forestry
1. Initiate treatment and/or eradication programs for the management of Emerald Ash Borer and
Buckthorn.
Action: An additional ICWC crew has been working two days a week eradicating buckthorn;
averaging 1 acre a day. Over 170 volunteers participated in a series of weekend eradication
events in Turtle Lake Park, Oakwood Playfield, and Maple Creek Park (500 hours).
Action: Staff treated Ash trees in maintained parks and on boulevards on the east half of
Plymouth for the Emerald Ash Borer. The west half of the community is scheduled for treatment
in 2015.
2. Complete facility improvements/repairs; Plymouth Creek Playground; Bass Lake Tennis Courts;
trails & parking lots; Medicine Lake retaining wall; and miscellaneous park amenities.
Action: All of these projects have been completed, or are in progress, including the playground
at Plymouth Creek Park (substantially complete).
3. Initiate a new park patrol program.
Action. This program was a success. The program ran mid May -September (six days a week)
patrolling the parks in an effort to deter vandalism and graffiti.
4. Implement additional contract mowing service for some neighborhood parks.
Action: Mowing was initiated at 14 neighborhood parks. It was successful as the parks were
maintained to a standard of 3" or shorter length for turfgrass.
Plymouth Creek Center and Fieldhouse
1. Complete PCC facility improvements; replace ballroom chairs and sound system.
Action: All of these projects have been completed and have provided a positive impact for users
of the facility.
2. Implement ICWC work crew program at the PCC.
Action: Having the ICWC at the facility has helped complete projects like painting, deeper
cleaning of the facility, and maintaining the grounds.
3. Enhance PCC marketing for corporate and private events.
Action: Marketing packets have been separated into event specific packets to better target
potential clients for weddings, corporate, and private events.
4. Complete analysis and replacement plan for the field house dome and HVAC system.
Action: Based on the analysis from an independent testing lap, the field house dome will need to
be replaced in 2-4 years. Concerning the HVAC system, one of the two blower units was
replaced.
Plymouth Ice Center
1. Complete facility improvements/repairs; new electric Zamboni; rubber flooring; carpet; roof top
heat exchanger, rental skates and neon sign.
Action: All of these projects have been completed with exception to the roof top heat
exchanger, which will be replaced in 2016.
2. Sell advertising space for the Zamboni and scoreboards.
Action: Advertising space has been sold for the new Zamboni (five-year contract for $10,000
with Youngstedt) and two dasher board ads with the Sunshine Factory and Lucky 13.
3. Review and update protocols and procedures to enhance operational efficiencies.
Action: New cleaning protocols have been established for general building maintenance and
restroom cleaning.
Recreation
1. Publish three Recreation Activities Guides
Action: Three of the three activity guides have been completed and published.
2. Implement a paid musical event at the Hilde Performance Center.
Action: A paid musical event was held on June 6 of this year. The event was not as successful as
anticipated due to weather issues; a second event will be held in 2015.
3. Prepare for personnel changes to the senior recreation program.
Action: A transition plan was developed and implemented, the transition will take place in
January 2015.
4. Prepare for 2015 CAPRA review process (agency accreditation).
In -progress: Staff is preparing for the CAPRA reaccreditation process which has been scheduled
for March 2015. Reaccreditation takes place every five years.
5. Analysis and review of new recreation registration/facility use software.
In -progress: Staff has reviewed several potential recreation software companies and their
products. Two companies have been selected for further in-depth review and consideration.
Software demonstrations are scheduled for January 2015. Implementation of the new
recreation software is scheduled to take place in 2016.
Volunteers
1. Increase internal use of volunteers.
Action: City staff developed new and unique opportunities for volunteers to share their skills
and expertise (e.g. custom cabinetry, inventory electrical supplies, data verification).
2. Continue the "Trail Hearts" program.
Action: A volunteer painted new hearts along 20 miles of trail and repainted hearts on trails that
had been reconstructed.
3. Plan for the transition of the senior volunteers program into the City volunteer program.
Action: A transition plan was developed and implemented, the official transition will take place
in January 2015.
Poic
DEPARTMENT
Administration
1. Develop and implement a tailored Public Safety model that best serves the city's needs.
2. Complete a comprehensive staffing plan for future police services through detailed analyses and
study.
3. Refine and focus on the "basics" that have allowed the police department success e.g. enhanced
collaboration with the community, constitutional policing methods and transparency.
4. Incorporate Emergency Management goals and obligations into the new Public Safety model.
Patrol Division
1. Complete a staffing study for the potential new patrol district in NW quadrant.
2. Add a fourth member to the Traffic Unit for the summer months and evaluate its effect on
crashes and violations.
3. Evaluate the newly implemented plan of supervisor review for every LETG report to eliminate
mistakes and omissions in reports.
4. Implement an increase in officer self -generated activity, specifically traffic enforcement and
education.
Professional Standards and Administrative Services
1. Initiate a testing and hiring process this late summer to fill positions that could be added in 2016
for the redistricting of patrol areas.
2. Research and establish the appropriate amount of clerical staff to support department needs.
3. Initiate additional active shooter training for police and fire both locally and regionally.
4. Develop a succession plan for the Administrative Services Manager's position for future
consideration.
Services Division
1. Research and secure a computer forensics resource that can better service the police
department in a more efficient manner.
2. Create a more efficient method to track and certify rental property owners through our Crime
Free Multi Housing Program.
3. Proactively work with the schools to help reduce cell phone and tablet thefts.
4. Identify, monitor and develop measures to reduce call loads at area hotels that remain
problematic.
5. Special Investigative Unit to focus on narcotics -related nuisance calls that the Northwest Metro
Drug Task Force cannot address.
1i\
POLICE
DEPARTMENT
Patrol
1. Utilize data -driven analysis for traffic enforcement hot spots.
Complete: Traffic officers are utilizing computer generated heat plume mapping and statistical
reports from our crime analyst.
2. Develop a "topic -of -the -month" traffic education and enforcement program.
Complete: Each month the Traffic Unit Supervisor announces the unit's focus and encourages
everyone to participate. We also follow the State Grant Enforcement focuses for continuity.
3. Enhance commercial vehicle enforcement practices with new Traffic Unit personnel.
Action: As time and training allows, we have tried to integrate the K-9 handler into stops of
commercial motor vehicles.
4. Work with IT on procurement and installation of MDCs and squad car cameras.
Complete: MDC's and cameras are all in and functioning. We continue to address minor new
equipment issues as they come up.
Services
1. Institute mission -driven objectives for SIU operations and programs.
Action: Still in progress, but getting better. SIU working closely with crime analyst, sharing
information in a more effective manner and utilizing a new method to manage their cases.
2. Incorporate crime analysis into the division for all units.
Action: Crime analytics being used department wide, specifically by SIU. Information being
disseminated department wide with monthly updates.
3. Increase use of GPS technology for criminal investigations.
Action: Recently purchased new 3si GPS technology. Have used to help supplement some
investigations, but no real success stories to date.
4. Reallocate case assignments with additional Investigator.
Complete: Added Dan Rice in October.
Professional Standards and Administrative Services
1. Reinvigorate the Mentoring Program for new hires and newly promoted personnel.
Complete.
2. Transition licensing review process to the Services Division's Licensing Technician.
Action: 95% complete. Dan will familiarize Jeff with the process.
3. Narcotics destruction and money transfers from Property Room.
Action: Money transfer is complete. Narcotics for destruction have been identified. The only
remaining step is to set up an appointment with 3M.
4. Concentrate on recruiting top candidates.
Action: A plan has now been agreed upon with HR on how to proceed for future hires with this
concept in mind. Hire from reserves, interns and CSO's.
5. Develop crime analysis protocols and train Crime Analyst and staff on software and mapping
tools.
Action: Training complete, new and viable software has been initiated. Protocols of this newer
job position are under review, discussion and change as we identify the needs and capabilities.
Emergency Management
1. Continue hostile environment training with police and fire departments.
Action: This training concept has been incorporated into our main educational programs.
Newly hired firefighters and police officers were recently trained to be in concert for response
with the rest of the staff.
2. Ensure all new hires and recently promoted personnel receive proper NIMS training.
Action: Excel spreadsheet and program developed to track completed trainings and to identify
any needs. NIMS 300/400 training set for spring of 2015.
3. Consider new outdoor warning siren in north central portion of city.
Complete.
Administration
1. Institute and assess work plan and longer-term defined strategies and goals.
Action: In progress and will be addressing long-term needs/goals during a study session with
the Council in mid -winter 2015.
2. Monitor legislative session.
Action: Ongoing. Meeting with legislators on an as needed basis; working with State Chief's
lobbyist; and advocating for City -based public safety related legislative priorities.
3. Maintain a strong interaction with community partners.
Action: Continued work with social service agencies e.g. IOCP, Missions Inc., etc., strong
collaboration with school districts, responding to requests for certain needs for area businesses,
maintaining a connection with area faith -based organizations through our Chaplain Corps.
4. Monitor budget and assist in preparing the 2015 budget.
Action: Completed and awaiting approval.
PUBLICPUBLIC WORKS
DEPARTMENT
Streets
1. Implement sign replacement program to address Federal regulations regarding reflectivity.
2. Continue snow plowing and street clearing while remaining sensitive to water quality.
3. Continue aggressive maintenance overlay and street sweeping programs.
Utilities
1. Continue inflow and infiltration reduction program.
2. Address and monitor flood control issues.
3. Continue well and lift station rehabilitation program.
4. Complete fiber optic interconnection with Wayzata School District and Hennepin County.
5. Implement meter replacement program and enhance water conservation efforts.
Central Services
1. Complete 2014 fleet replacement program and assist with fire apparatus replacement.
2. Continue energy savings facility upgrades.
3. Address tipping retaining wall between City Hall and Public Safety.
4. Complete security upgrades.
5. Develop Public Works Maintenance Facility expansion project.
6. Site and install Severe Weather Siren No. 14.
7. Update Fleet and Facilities Management Policies.
Solid Waste
1. Evaluate cost effectiveness of Spring Clean Up.
2. Monitor recycling participation rates and materials collected.
3. Explore consortium opportunity with Golden Valley and Minnetonka.
4. Evaluate organics recycling collection opportunities and commercial organics recycling options.
Engineering and Water Resources
1. Continue PASER pavement management system.
2. Review development proposals.
3. Implement CIP projects including Vicksburg Lane.
4. Continue to work with the Police Department to develop and implement a traffic complaint
process.
5. Monitor and respond to TMDL load requirements.
6. Administer Wetland Conservation Act.
7. Address 2014 flooding concerns.
777'!
PUBLIC WORKS
DEPARTMENT
Streets
1. Implement SignCAD system to reduce sign costs and improve response times.
Complete.
2. Continue snow plowing and street clearing — 26 snow events cleared in 2013-2014.
Action: Added city plow route and new tandem axle plow for 2015.
3. Continue aggressive maintenance overlay program and street sweeping program.
Action: Paved 6.85 miles in 2014 plus Public Works east parking lot.
Utilities
1. Continue inflow and infiltration reduction program.
Action: Lined 5.12 miles of clay sewer pipe.
2. Address and monitor flood control issues
Action: No flooding from June 4 and June 19 rains.
3. Continue lift station rehabilitation program.
Action: Completed the Kingswood Farms Liftstation rehabilitation.
4. Complete fiber optic interconnection with Wayzata School District and Hennepin County.
Action: Completed the interconnect and currently making final connections to facilities.
Central Services
1. Complete 2014 fleet replacement program and assist with fire apparatus replacement.
Complete: All fleet was ordered or replaced by June.
2. Continue energy savings facility upgrades.
Action: Completing parking lot LED light conversion at City Hall.
3. Address tipping retaining wall between City Hall and Public Safety.
Action: Evaluating modular block and poured -in-place wall options in response to high bids for
anchoring and gabion wall options.
4. Complete security upgrades.
Action: City Council approved additional funding in September to complete upgrades.
Transit and Solid Waste
1. Evaluate cost effectiveness of Spring Clean Up.
Action: Underway.
2. Monitor recycling participation rates and materials collected.
Action: Materials collected increased 400 tons from 2012 to 2013 and positive trends continue
with 150 tons more than 2013 thus far.
3. Continue to evaluate transit service to optimize ridership and reduce costs.
Action: Contracted with SouthWest Transit for administration.
4. Investigate mobile application for bus tracking.
Action: Application development in process
Engineering
1. Continue PASER pavement management system.
Action: Paved over 20 miles of streets. Projected PASER weighted rating of 8.0. New PASER
ratings currently being conducted.
2. Review development proposals.
Action: Nearly 100 development proposals reviewed.
3. Implement CIP projects.
Action: Designed, bid and administered over $15M in total contract value including the
Fernbrook Lane Emergency Culvert Replacement and Peony Lane projects.
4. Monitor and respond to TMDL load requirements.
Action: No significant requirements to report.
5. Administer Wetland Conservation Act.
Action: 24 WCA applications reviewed, noticed and processed.
Plymouth City Charter — January 6, 2014 - Study Session Sections
Section 2.08. Maw.
The mayor is the presiding officer of the council. The council must choose from its members a deputy
mayor. The deputy mayor holds office at the pleasure of the council and serves as mayor in the mayor's
disability or absence from the city or when a vacancy in the office of mayor exists. The mayor:
i) exercises the powers and performs the duties conferred on the mayor by this charter,
the ordinances of the city, and the laws of the state;
ii) is the official head of the city for ceremonial purposes, for purposes of the service of civil
process, and for the purposes of martial law; and
iii) must report to the council neglect, dereliction of duty, or waste on the part of an officer
or department of the city.
In time of public danger or emergency the mayor may, as provided by council resolution, take command
of the police, maintain order and enforce the law.
Section 2.11. Interferences with Administration.
Neither the council nor a council member may dictate the appointment by the city manager of a person
to an office or employment. The council may not interfere with the city manager or prevent the city
manager from exercising judgment in the appointment of officers and employees in the administrative
service. Except for purposes of inquiry the council and its members must deal with and control the
administrative service solely through the city manager. Neither the council nor any member of the
council may give orders, publicly or privately, to a subordinate of the city manager.
c;cyof POLICY ESTABLISHING CODE OF ETHICS FOR
Plymouth
PLYMOUTH CITY COUNCIL, BOARD AND
Adding Quaflty to Life
COMMISSION MEMBERS
Purpose
The City Council of the City of Plymouth confirms its determination that ethical standards
among its members and members of the various city boards and commissions are essential to the
proper conduct of municipal public affairs. By eliminating conflicts of interest and providing a
guide for conduct in city matters, the City Council strives to promote the faith and confidence of
the citizens of Plymouth in their government. The following standards of conduct are intended
to serve as guidelines for members of the City Council, board and commissions in carrying out
their public responsibilities. This policy is in addition to any statutory requirements, attorney
general opinions or court rulings which prescribe allowable actions for City Council, board and
commission members.
Standards of Conduct
Councilmembers or members of any board or commission, shall not use their positions to
secure special privileges or exemptions for themselves or others or to intentionally
jeopardize the position or employment of others.
2. Councilmembers or members of a board or commission may not participate in
deliberations in any matter before the Council, board or commission which affects that
member's financial interests directly or indirectly or those of a business with which the
member is associated. Whenever such conflict is recognized, the affected members shall
disclose for the record such interest prior to any discussion or vote and disqualify
themselves from any further official activity on the issue.
3. Councilmembers or members of a board or commission shall not act as an agent or
attorney for another in any matter before the City Council or any board or commission or
before any court, administrative board or tribunal in any matter in which the City is a
party.
4. Councilmembers or members of a board or commission shall not directly or indirectly
receive, or agree to receive, any compensation, gift or reward or gratuity as an
inducement to support or influence any matter or proceeding connected with, or related
to, the duties of the office.
5. Councilmembers or members of a board or commission shall not enter into any contract
with the City of Plymouth. Any Councilmember or member of a board or commission
who is an officer director, partner, agent, proprietor or employee of any firm or has a
proprietary interest of 10 percent or more in any company, business, enterprise or
corporation, partnership, labor union or association doing business with the City shall
make known that interest in writing as provided in the Disclosure Section of the policy.
Code of Ethics 1 of 3 City Council Policy
Disclosures
No later than 30 days after the date of the adoption of this policy existing Council, board and
commission members shall receive a copy of this policy and the disclosure form and return the
completed form to the City Clerk. Council, Board and Commission members, elected or
appointed, shall no later than 30 days following election or appointment to office and each year
thereafter by December 1, complete the disclosure form and return it to the City Clerk. All
subsequent applicants for membership on City boards and commissions shall file a completed
disclosure form together with the application form for Board/Commission membership. Within
30 days after the acquisition or sale of any property, each Councilmember or member of a board
or commission shall file as a public record with the City Clerk, a list of all real property in the
City of Plymouth owned by such person, that person's spouse, or child, or in which the member
has a beneficial interest, disclosing each individual item held, and by whom. Homestead shall be
excluded from the above disclosure. Each Councilmember and member of a board or
commission shall disclose all positions as officer, director, partner, agent, proprietor or employee
of any firm in which such member has a proprietary interest of 10% or more in any company,
business, enterprise, corporation, partnership, labor union or association doing business with the
City of Plymouth, and indicate with respect to each such relationship whether services are
gratuitous or for compensation.
Disclosure Form
The disclosure information required by this policy shall be set forth on a form which shall be
made available by the City Clerk.
Discipline
Upon the signed written complaint of any person questioning adherence to this policy or on the
Council's own volition, the Council shall refer the matter to the City Attorney for investigation
and the City Attorney shall report the results of his investigation to the City Council within 45
days thereafter. A copy of such report shall be furnished to the person complained against. Such
person may request a hearing on this matter before the Council which request shall be filed with
the City Clerk not later than 10 days following receipt by such person of the City Attorney's
report.
Upon receipt of the City Attorney's report and at the conclusion of any hearing on the matter, the
Council by majority vote may dismiss the complaint as having no merit, may adopt a resolution
of censure, or with respect to members of advisory boards and commissions, the Council may
remove a member from such boards and commissions. In the event the complaint is against a
member of the City Council, such member shall not participate in the Council's deliberations or
vote with respect thereto.
Resolution No. 85-968, December 2, 1985
Supersedes Resolution 82-343, July 12, 1982)
Code of Ethics 2 of 3 City Council Policy
CITY OF PLYMOUTH
CODE OF ETHICS DISCLOSURE FORM
All Councilmembers, Board and Commission members for the City of Plymouth are required to
complete and file this disclosure form with the City Clerk in accordance with the provisions of
the Policy Establishing a Code of Ethics for Plymouth City Council, Board and Commission
Members.
I. Affiliations with Agencies Doing Business with the City of Plymouth
Identify all positions as officer, director, partner, proprietor or employee of any firm or
proprietary interest of 10 percent or more in any company, business, enterprise,
corporation, partnership, labor union or association doing business with the City of
Plymouth.
Name of Organization Position Held Compensation Involved
Yes No
2. Real Property Owned in the City of Plymouth
Real property items owned or being purchased by the Councilmember, board of
commissioner, spouse, or child, or in which the member has a beneficial interest. The
actual value of any item is not required. (Exclude homestead property).
Property. Item Address/Property Identification Number
Assets
Identify all ownership or beneficial interests in any company, business, enterprise,
corporation, partnership, labor union or association doing business with the City of Plymouth
where such interest exceed 10 percent of the total ownership.
Name of Organization
Date Council, Commission or Board Member
Code of Ethics 3 of 3 City Council Policy