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Home My WebLink AboutCity Council Packet 10-20-2015 SpecialCITY OF PLYMOUTH AGENDA SPECIAL COUNCIL MEETING OCTOBER 20, 2015, 5:30 p.m. MEDICINE LAKE CONFERENCE ROOM 1. CALL TO ORDER 2. TOPICS A. Economic Development B. Public Works Expansion C. Set Future Study Sessions 3. ADJOURN Special Council Meeting 1 of 1 October 20, 2015 rp)City of To: Plymouth Adding Quality to Life From: Memorandum Date: Item: Agenda 2ANumber: Dave Callister, City Manager Danette Parr, Economic Development Manager October 19, 2015 Economic Development Initiative The portion of the October 20th City Council Study Session related to economic development will involve the following areas: Economic Development Initiative Background Baseline Business Community Information Business Outreach (Retention) Marketing Business Outreach (Recruitment) / Cultivate Partnerships Economic Development Toolbox EDA Recommendation Page 1 Economic Development Program City Council Work Session October 20, 2015 Do Your Business Community ? 1) Approximately how many jobs currently exist in Plymouth? A) 50,1189 B) 5 3,8 5 0 C) 6 1,2 4 6 B) 53,850 2) Which business sector employs the most people in Plymouth? A) Healthcare and Social Assistance B) Professional, Scientific, and Technical Services C) Manufacturing C) Manufacture 3) Which Plymouth business sector lost the most jobs in the last 10 years? A) Construction B) Manufacturing C) Accommodation and Food Services B) Manufacturing General Industry Overview -City of Plymouth Accommodation and Food Services Administrative and Support and Waste Mgmt, Arts, Entertainment, and Recreation Construction Educational Services Finance and Insurance Government Health Care and Social Assistance Information Management of Companies and Enterprises Manufacturing Other Services (except Public Administration) Professional, Scientific, and Technical Services 2 5,359 14% 48,132 1.64 331 408 23% 23,765 0.52 2,227 1,939 13%) 76,296 0.79 521 873 68% 47,077 0,65 3,373 3,648 8% 136,977 1.65 2,312 2,048 11%) 70,601 0.23 2,931 3,936 34% 60,938 0.58 900 920 2% 100,164 0.89 2,188 2,635 20% $143,116 3.27 12,871 10,321 20%) 91,982 2.27 1,468 1,530 4% 39,718 0.72 5,500 6,556 19% 103,297 2.05 Real Estate and Rental and Leasing 732 796 Retail Trade 3,238 3,563 Transportation and Warehousing 570 520 Wholesale Trade 5,770 5,816 52,213 53,850 Source. Quarterly Census of Employment and Wages Employees - EMS1 2015.2 Class of Worker 9% 10% 9%) 1% 3% 78,177 42,213 56,791 89,055 80,283 Page 13 1.0010.62 0,30 2-66 Med Tech Industry Overview Medicinal and Botanical G 10 Insf. Data Insf. Data 0.08 Manufacturing Pharmaceutical Preparation 169 109 36%) 107,923 1.41 Manufacturing In -Vitro Diagnostic Substance D D 0% D 0.00 Manufacturing Biological Product (except Diagnostic) Manufacturing Electromedical and Electrotherapeutic 720 683 5%) 89,978 31.99ApparatusManufacturing Analytical Laboratory Instrument 94 40 57x/4) 75,132 3.09 Manufacturing Irradiation Apparatus Manufacturing c10 D Insf. Data 0 0.00 Surgical and Medical Instrument 783 909 16% 113,098 21.00Manufacturing Surgical Appliance and Supplies 1,294 1,208 7%) 126,510 30.84 Manufacturing Dental Equipment and Supplies D D 0% 0 0.00 Manufacturing Ophthalmic Goods Manufacturing 220 154 30%) 73,144 17.15 Dental Laboratories 22 c10 Insf. Data Insf. Data 0.57 Medical, Dental, and Hospital Equipment and Supplies Merchant 851 1,133 33% 91,157 16.19 Wholesalers Ophthalmic Goods Merchant 10 10 I nsf. Data Insf. Data 0.34Wholesalers Drugs and Druggists' Sundries 16 10 Insf. Data Insf. Data 0.11MerchantWholesalers Testing Laboratories 111 165 49% 68,980 2.56 Research and Development in 97 96 10/0) 99,307 1.70Biotechnology Medical Laboratories 40 75 88% 82,207 1.12 Diagnostic Imaging Centers 10 10 Insf. Data Insf. Data 0.27 4,426 4,600 4% 103,508 Source: Quarterly Census of Employment and 'Wages Employees - EMSI 2015.2 Glass of Worker Page 14 Business Outreach (Retention) Relationships Resources Business Newsletter Twi nWest Community Business Breakfast Marketing Messaging 000 P VALUF1) r PLYMOUT11 PROUD BUSINESS A\ MouTN% Page 17 Marketing Celebrating Business Successes MN Marketing Partnership Enhanced Website 4-0, ft"--"4zF Focused Marketing Material Business Outreach (Recruitment) Cultivate Partnerships Life Science .Aller(LSA)/Medical Design Ft Man ufactu,ring (MDEtM) Greater MSP MN Department of Employment and r,Economic Development (DEED) Trade Groups Economic Development Toolbox Tax Increment Financing (TIF) Tax Abatement EDA (Economic Development Authority) Ow" Create EDA Solidify Economic Development Strategy Discuss Toolbox Consider Business Survey Consider Market Study Review Potential Redevelopment Sites ft EHLERS LEADERS IN PUBLIC FINANCE Strengthening YEARS Communities Together TIF and Tax Abatement Basics City of Plymouth Mark Ruff — Ehlers October 20, 2015 Strengthening 1 EARSC Communities Together Page 22 What Is TIF? Tax Increment Financing (TIF): The ability to capture and use most of the increased local property tax revenues from new development within a defined geographic area for a defined period of time without approval of the other taxing jurisdictions. 6DStrengthening E H L E RSCommunities Together LEADERS IN PUBLIC FINANCE Page 23 But For" Test The development is only possible out for the use of tax increment Elected body has to make this finding Is No specific methodology other than a finding about other potential projects market value but for test) Strengthening _ E H L E RS6DCommunities _ Together s LEADERS IN PUBLIC FINANCE Page 24 Gap Analysis How me ten assistance is needed? Pro forma Analysis Cost comparison of raw land vs. developed land Extraordinary site costs is Jobs benefit Strengthening _ E H L E RS6DCommunities _ Together s LEADERS IN PUBLIC FINANCE Page 25 How Can Increment Be Spent? Must meet policy objectives in TIF Plan Must be in TIF Plan Budget Statutory restrictions depending upon type of district and type of authority Port Authority: M.S. 469.048 to 469.068. 10 CommunitiesoStrengtheninguniteCo _ E H L E RSmmunitiess_ Together LEADERS IN PUBLIC FINANCE Page 26 How Can Increment Be Spent? Land Acquisition Demolition and Relocation Site improvements Utilities, Streets, Sidewalks Environmental Clean-up Parking Buildings (housing/rehab for substandard) 60 Strengthening _ E H L E RSCommunities _ Together LEADERS IN PUBLIC FINANCE Page 27 Plymouth HRATIF District Map Strengthening Communities60Together EHLERS LEADERS IN PUBLIC FINANCE Page 28 Plymouth City Council TIF District Map U Strengthening60Communities Together r IR SUww TF Dssbiet 7-7 Creek EHLERS LEADERS IN PUBLIC FINANCE Page 29 16% 14% 12% 10% 8% 6% 4% 2% 0% Tax Increment Captured Tax Capacity Source: MN DOR 2015 SPO P 4 QRY, ,`O O , AQP p BOJ 4O 0 5 41 000 0 60 Strengthening E H L E RSCommunities Together LEADERS IN PUBLIC FINANCE Page 30 What Is Abatement? The ability to capture and use all or a portion of the local property tax revenues within a defined qeoaraDhic area to assist with commercial or housing development 60 Strengthening E H L E RSCommunities Together LEADERS IN PUBLIC FINANCE Page 31 How Abatement Works Allows major taxing jurisdiction to choose to contribute of the taxes and limit abatement in any manner it determines appropriate Can use to retain business by abating existing taxes 6DStrengthening _ E H L E RSCommunities _ Together LEADERS IN PUBLIC FINANCE Page 32 Public Works Maintenance Facility Expansion Update October 20, 2017 Study Session History Discussed with CIP and Budget in 2013 Oertel Architects Retained for Needs Assessment in March, 2014 Needs Assessment Report Provided May, 2014 On-site Study Session October, 2014 Architect Selected May, 2015 Needs Assessment Report PHASE 1 - OPTION I - UI'C TD O - FUEL ISLAND OPTIONS CONSTRUCT ANADOPTION TOTHE FLIEL ISLAND, RELOCATE EXGTNIC DISPENSERS AND INSTALLL"ANDPT. D, CC'^ISTRUCT A LAFLGE. 2 STORY OFFICE TMS EXP..ANSIUNWILL H04 -ISE. BREAK ROOM HESTROM LOCKERFACILI'RES PRIVATEOFFICES (3OR 41 OPEN OFFICE WORKSPACE ELEVATCR'ANC STAIR MAR iRECORLTS RCAIA E - MAIN FACILITYUKE AMA INTERIOR RENOVATIONS; HEAPF90MATION OF VACATEDVACE WITIH THE HELOCATION OF SM DIFILEFUNOMNS. 10 T'aiEOFf"ICEAADIN [ON AT tliL FDRIVERWATER TREAi4TNT BUILDING F - BRINE MAKING RLNOVAIE €XIStNG YV.A&H EAY AT MAIN BUILOING INTO BRINE MAKING ROC'MAND P MIMEAREAEJR TWO BRINE tAWRAT EXTERIOR DF W:;. E - r- AIN Fal, ji y'FHICI.E STC':i+GE =':iHL'PAmi Flom A7 F1:;aMER SAI I DOME LCC;ATIBN A FOHMER'WATER TRIATfAFNT WILDING VEHICLE PARKINr lSHWAREA ADDITIDf! ON EAST SIDE OF EXETING BUILDING 7,000,000 I 1 did not include site w L_' _,w 00 j j OPTION 1 - PHASE 1 OPTION I -PHASE 2.2 OERTEL ARC. HETE.C'TS i4rti.nlti -firA+rrn wl rn.l, Mirrros.5ly} 1-1IG+ RmTO CITY OF PLYMOUTH PUBLIC WORKS FACILITY STUDY LYMOUTI'1. MN II I HEREBY CERTIFY ?HAI THQRE" BY ME LENT WAS PRENARES' SUER LR I ANDCER TU dIRDCSL1PEi4Y1510NANDTI-1Ai I A1. A DULY REGISTERED ARDHREC IN THE STATE f8 MINNE5U11 First Archi PHASE 1- OPTION 1 - C - RJEL ISLAND OFFIONS CONSTRUCTANADD0111311 TO THE FIEL &AND, RELOCATE E709ING BISPENSERS ANO INSTALL CANNOPY- CC^NSTROGTA LAArE, 2 S-, 7RV OFFICE ADEITiOWDPANSILIN TmIS EXPANSION WILL HOUSE. BREAK ROOM RESTROOYrYi LOCKER FACILITES PRIVATE OFFICES (3 OR 41 OPENOFFIC.E WORK SPACE ELEVATORAND STAIR MAPIRECM RC09 E - MN F1U UTYOFFICE AREA INTERIOR HEN.'/ATIONS'HEAPPBOMATION OFVACATEDSPACE WITTH THE RELOICAHON CF SOME OiNU FUNGTJONS 10 INE OFTCE A,0111>'!X1N Al TIrt FORMER WATER TREAT4FEHT BUILDING F - BRINE_ MAKING RLMIVAIE €uS[FaG W. SH UAV AT MAIN BUlWING IN10 URINEMAKING ROCM A14D PROV..OE.AREA FOR TML BRINE T04L9 aTEYT01011, OF FAC. -7 PI;•ASE : -- ::I, t A—MAIN FA,. -;17 ZICLE STU&AGE l.,. iCFAOOIIION A; FOFNER SAI I ]IJME LOCATION PHASE L, OP', MOh A - FORMER WATER TREATMENT RLIILCING VEHICLE PARKBNOJ SHOPAF&AWITION ONEA51` SIDEOF EKLSTING BUILDING 8,800,000 ctural Design Review OERTEL Aac_T11TF-.c-r4 nT9,f Swnl i:blrA..-. I"IMb 3I'W TO CITY OF PLYMOUTH PUBLIC WORKS FACILITY STUDY PLYMOUII9 Ina I HEREBY CERTIFY THAT p4CUMENT WAS PREPA HY ME OR UNDER WY NF SJPERYISION AND THAT I A DULY REGISTERED ARCH{ IN THE STATE OF EIINNES MASTER PLAN Internal Staff Review W- i Page 5 Current Plan IT ' lE i1NP45 Phbh W3001000 t - S i 1 a AMpag Questions or Comments? Page 9 OERTEL ARCHITECTS 1795 SAINT CLAIR AVENUE, SAINT PAUL, MN 55105 TEL: 651/696-5186 DATE: May 19, 2014 FAX: 651/696-5188 RE: Plymouth Public Works Department Needs Assessment Study Report TO: Doran Cote, Plymouth Public Works Director Executive Summary This brief study was initiated based on a number of concerns relative to efficient operations at the Public Works Maintenance campus, determining current and long term needs. This is partially based on changes in public works operations and partially due to a lack of space for the current staff and fleet size. One change in operations over recent years, for example, is the use ofbrine for snow and ice operations. Concerning lack of space, the lunch room has been too small for the current staff size and there is not enough storage space in the building to accommodate the entire fleet without double and triple handling. The existing wash bay falls short in two ways: it can only service one vehicle at a time and recent technological improvements in washing vehicles would streamline operations with better results. Potential improvements and adding more space to the facility were considered for the short term and long term. The additional space needs that were identified during the process includes that which is needed by the departments in order to meet ongoing operational goals: optimal service levels, staff efficiency, safety concerns, staff satisfaction and related items. Over a five month period of time, the study involved data gathering, analysis and the preparation ofplanning options. A final proposed master plan (included in this report) provides what staff and architect believe to be the best means of achieving the goals of this study. The final master plan involves building in phases. The phasing is important in that the costs and expansion plans can be staged over time, deferring some of the project costs while providing space at the times deemed necessary. With this Master Plan in hand, the city will also be aware that, long term, portions of this campus are dedicated for the future additions. Other projects or items can be added to the campus, as long as the areas noted are respected. As an aside, I have been directly involved with the city departments since 1990, having worked on what was then the new facility. After this, my firm designed the addition to this building in 2001 and, more recently, the salt building, which was constructed last year. I do have some knowledge of the city's past history which, as historians would argue, help in understanding the future. Page 10 Within this report, the following is addressed or included: Description ofProcess Basis ofProposed Master Plan Scope and Description ofMaster plan Discussion of Vehicle Washing Project costs Proposed Master Plan Program Description ofProcess Starting in late January of this year, meetings between the architect and staff of the Public Works and Park departments were arranged to discuss current and long terms needs for the departments. We collectively reviewed options for expansion and determined the best option that would serve the City over the short and long term. The first step of the process included three parts. First, based on current and projected information provided by the city, a program was developed to determine the space, equipment and other physical components that would be needed. A proprietary program was used (which Oertel Architects has developed for this very purpose) to help facilitate the study. At the same time, the old treatment plant on campus was reviewed in order to determine how this might be used as a part of the long term plan. Finally, staff were interviewed to determine how the departments operate, what was working effectively and what might be needed in order to improve operations. With this information in hand, a number of expansion and renovation options were prepared. These options were then refined based on comments from senior level staff. Finally, a preferred option was prepared and this is included herein as the proposed Master Plan. Basis ofProposed Master Plan In addition to the review of conditions, comments from staff and Oertel Architect's overall impression of needs, facilities from other communities were reviewed to determine the appropriateness of the master planning. The following chart illustrates a few cities that have modern facilities which meet current and short term needs, relative to Plymouth. Note that, while differences in operations and conditions vary from city to city, there are many similarities between cities. Types of equipment, service levels, staff sizes, types of operations remain relatively consistent between cities of the same size, particularly suburban cities that have and will experience growth. 2 Page 11 City Population Current total building area Notes Plymouth 72,600 92,300 sf Does not include the treatment plant. Maple Grove F64,000 192,00 sf Includes room for long term expansion. Woodbury 64,000 96,000 sf Expansion is likely in the near future. Minnetonka 52,000 81,000 sf Expansion may not be needed. Chanhassen 124,000 88,300 sf Includes some expansion space. Scope and Description ofMaster Plan During the process, the following needs were identified: Additional storage areafor vehicles A larger and more effective wash bay, one that will decrease operator time A dedicated brine making and dispensing area Much more shared or common space for maintenance employees Additional office space More locker and restroom space Additional general storage An additional, larger conference room although the one at the treatment plant can be usedfor this) What was not necessarily required, over the short term especially, was the following: Additional mechanics and vehicle work bays Dedicated shop space (provided other space isfreed -upfor this purpose) Also note that a very large training room was considered and included earlier in the planning process but it was determined, due to the high costs, that occasional training can take place at other locations around the city. It was also determined that the old treatment plant is the most cost effective way to provide more space for the purposes indicated above. The primary fallback to the re -use ofthe treatment plant building is the location of the existing staff /office area relative to the vehicle floor level. The office floor level is approximately 5 feet above the vehicle storage floor level. In order to connect upper staff areas to the vehicle area, the building will require an elevator, per code, along with stairways. Given the odd existing floor to floor variation, ramping is required as well. In an ideal world, the office floor would be at the same elevation as the vehicle storage area as a single story office, or approximately ten feet higher, then usable as a two story office. Since the purpose of the study was to look long term, and the costs to build all the space needed by the City well into the future are considerable, a phasing plan was deemed important so that the Page 12 City can plan, budget and provide additional space in phases. The master plan, then, includes the following scope of work per phase: Phase 1: Vehicle storage addition to the north of the existing public works building Two stall wash bay built in conjunction with the vehicle storage expansion Addition to the treatment plant with more staffareas, stair and elevator Phase 2: Vehicle storage addition to the west of the existing public works building Phase 3: Vehicle storage at the treatmentplant, either attached orfree standing building Discussion on Vehicle Washing It is our experience that the washing of public works and parks vehicles is critical to the longevity ofthe fleet and appearance to the public. Decades ago, washing of vehicles was done with garden hoses and then improved with use of a manual pressure washer. The current building has a pressure washer system but only one truck can be cleaned at a time. Automated systems have been available in the last fifteen years and they offer a number of benefits. One of the goals of the study is to provide a new wash bay that will accommodate several trucks at one time or considerably reduce operator time while making the clean-up operation more efficient. With an automated system, staff are still able to use a manual pressure unit but can also use an automated system, which saves considerable time with good results. Our firm has studied differences between manual wash bays and automated ones. Typically, it takes about 30 minutes to manually clean a plow truck. Even with this type of cleaning, the most important part of the trucks, the undercarriage, is difficult if not even possible to clean. With an automated system, including a dryer, the entire wash process takes less than five minutes. A little more time would be needed if a pre -wash with a fire hose is needed during the more extreme cold weather conditions. Regardless, while it would take, for example, over five hours for a fleet often plow trucks to be washed manually, the same fleet would take less than one hour with the automated system. Further, and most pertinent to this study, an automated under -carriage wash would be able to clean under -body areas that are otherwise difficult to reach manually. While an automated system with dryers, costs about $180,000.00 (approximately $30,000.00 of this for the under -carriage component) a good share of adding an automated system is for the additional space it takes to accommodate the system equipment and drive-through space. On the other hand, if two appropriately sized manual wash bays were to be included, the space and building cost for either system would be about the same. In the end, it was decided that a manual wash system should be considered, along with an automated under -carriage system, housed within a double bay configuration, as a part of the phase 1 work. 4 Page 13 Also note, by relocating the existing wash bay operation, the existing area can be converted to a dedicated brine making and dispensing area. Project costs The following are the total project costs by phase: Phase 1 Vehicle storage addition: $2,200,000.00 Wash bay addition w/equipment: $ 430,000.00 2 Story office addition at Treatment Plant: $ 860,000.00 Sub -total $3,490,000.00 Soft costs (A/E fees, borings, survey, inspec.) $ 380,000.00 Total cost estimate: $3,870,000.00 Phase 2.1 Vehicle storage addition: $ 790,000.00 Soft costs: $ 80,000.00 Total cost estimate: $ 870,000.00 Phase 2.2 Vehicle storage addition to Treatment Plant: $1,800,000.00 Soft costs: $ 180,000.00 Total cost estimate: $1,980,000.00 Notes: Costs provided do not include any contingency nor inflationary costs. It is recommended that a modest contingency of 5 - 10% be used. As for inflation, it is recommended that 5% be added to the costs for every year after 2014 that the project is started. This is just a starting point as costs are expected to rise for the next several years. 5 Page 14 rp)c;cy of Plymouth Adding Quality to Life SPECIAL COUNCIL MEETING October 20, 2015 Agenda 2CNumber: To: Mayor and Council Prepared by: Dave Callister, City Manager Reviewed by: Item: Set Future Study Sessions Pending Study Session Topics At least 3 Council members have approved the following study items on the list): None at this time. Other Council requests for Study Session Topics: None at this time. Staff's requests for Study Sessions or changes: Review 2016 Regular Meeting Calendar (add to October 27 Study Session) Remove Crosswalk Implementation Plan on the October 27 Study Session agenda Move the Study Session on November 10th (health insurance and 2016/2017 budget) to November 24th at 5:30 p.m. Tour of Trillium Woods development — October 28th at 4 p.m. Quarterly City Manager update following November 24th Regular Meeting. Housing improvement areas Attached are calendars to assist with scheduling of study sessions. Page 1 City of Plymouth Adding Quality to Life October 2015 Modified on 10/ 13/ 15 CHANGES ARE MADE IN RED Page 2 1 2 3 4 5 6 7 8 9 10 6:30 PM 7:00 PM 7:00 PM Volunteer PLANNING PARK 8 REC 12:00-3:00 PM Recognition COMMISSION ADVISORY Fire Dept. Event MEETING COMMISSION Open House Plymouth Creek Council Chambers PRAC) MEETING Fire Station III Center Plymouth Ice 3300 Dunkirk Center Lane 11 12 13 5:30 PM 14 15 16 17 JOINT MEETING RESCHEDULED WITH HRA ENVIRONMENTAL COLUMBUS DAY Discuss Open Parcels QUALITY Observed Medicine Lake Room COMMITTEE MEETINGEQT PLYMOUTH PUBLIC ARREGULAR COUNCIL Medicine Roomem WORKS DIVISION MEETING To October 22 CLOSED Council Chambers 18 19 20 21 22 CANCELED 23 24 5:30 PM 7:00 PM HRA MEETING SPECIAL COUNCIL PLANNING Medicine Lake Room MEETING COMMISSIONEconomicDevelopmentMEETING 7:00 PMFtPublicWorks Expansion Council Chambers ENVIRONMENTAL Medicine Lake Room QUALITY COMMITTEE EQC) MEETING Council Chambers 25 26 5:30 PM ECIAL COUNCIL 28 29 30 31 MEETING 6:00-8:30 PM Transit Update & Halloween on Crosswalk the Creek Implementation Plan Plymouth CreekMedicineLakeRoomCenter 7:00 PM REGULAR COUNCIL MEETING Council Chambers Modified on 10/ 13/ 15 CHANGES ARE MADE IN RED Page 2 City of Plymouth Adding Quality to Life November 2015 1 2 3 4 5 6 7 Daylight 7:00 PM Savings PLANNING Ends ELECTION DAY COMMISSION Set Clocks Back Polls open MEETING 1 Hour 7:00 AM to 8:00 PM Council Chambers ISD#270 Et #284 8 House Seat 46A 8 9 10 5:30 PM 11 12 13 14 SPECIAL COUNCIL MEETING 7:00 PM 12:00 PM -3:00 PM Health Insurance Et HRA MEETING Fall Bridal Expo 2016/2017 Budget VETERANS DAY Medicine Lake Room Plymouth Creek Medicine Lake Room Observed Center 7:00 PM REGULAR COUNCIL CITY OFFICES MEETING CLOSED Council Chambers 15 16 17 18 19 20 21 7:00 PM Plymouth ArtsPLANNING COMMISSION Fair MEETING Plymouth Creek Council Chambers Center 22 23 24 25 26 27 28 Plymouth Arts 7:00 PM Fair REGULAR COUNCIL THANKSGIVING THANKSGIVINGPlymouthCreekMEETINGHOLIDAYCenterCouncilChambers CITY OFFICES CITY OFFICES CLOSED CLOSED 29 30 Modified on 10/ 12/ 15 CHANGES ARE MADE IN RED - Page 3 City of Plymouth Adding Quality to Life December 2015 Modified on 08118115 CHANGES ARE MADE IN RED Page 4 1 2 3 4 5 6:00 PM 7:00 PM 2:00-5:00 PM SPECIAL COUNCIL PLANNING Old Fashioned MEETING COMMISSION Christmas Board and Commission MEETING Plymouth Historical Interviews Council Chambers Society Building Medicine Lake Room 6 7 8 9 7:00 PM 10 11 12 7:00 PM CHARTER 7:00 PM REGULAR COUNCIL COMMISSION PARK ft REC MEETING ANNUAL MEETING Medicine Lake Room ADVISORY Council Chambers COMMISSION 7:00 PM PRAC) MEETINGENVIRONMENTALCouncitChambersHanukkahQUALITYCOMMITTEE Begins at Sunset EQC) MEETING Council Chambers 13 14 15 16 17 18 19 7:00 PM 7:00 PM PLANNING HRA MEETING COMMISSION Medicine Lake Room MEETING Council Chambers 20 21 22 23 24 25 26 CHRISTMAS EVE CHRISTMAS DAY CITY OFFICES CITY OFFICES CLOSED AT CLOSED 27 28 29 30 31 6:00 PM -9:00 PM New Years Eve Event Plymouth Ice Center Modified on 08118115 CHANGES ARE MADE IN RED Page 4