General

CITY OF PLYMOUTH AGENDA Special City Council Medicine Lake Room 3400 Plymouth Boulevard, Plymouth, MN June 24, 2025, 4:00 PM 1. CALL TO ORDER 2. TOPICS 2.1 Fire services update 1. Presentation 2. 2024 Fire Services Update 3. Update Attachment A 4. Comparable Staffing 2.2 Community survey update 1. Standard Survey 2. Consultant Presentation 3. Staff Presentation 2.3 Interview Housing and Redevelopment Authority and Destination Marketing Organization Advisory Board candidates 2.4 Set future study sessions 1. Calendar 3. ADJOURNMENT City Council - June 24, 2025 Page 1 of 68  Special City Council June 24, 2025 Agenda Number: 2.1 To: Dave Callister, City Manager Prepared by: Rodger Coppa, Fire Chief Reviewed by: Erik Fadden, Public Safety Director Item: Fire services update 1. Action Requested: No action requested - Informational presentation 2. Background: On May 1, 2015, through the City Council’s direction, the police and fire departments merged into a Public Safety Department. As part of that merger, both divisions initiated reviews to determine efficiencies and opportunities to best serve the city’s public safety needs. Many opportunities were identified in the fire department in that review, including the addition of career shift staff and new fire stations. The City Council and Plymouth community have been very supportive in addressing many of those needs over the past ten years. To serve the community in the best way possible, public safety command staff are continuously evaluating fire department performance. Stations, fleet plans and apparatus replacement, response times, personnel placement, command structure, training requirements, equipment updates and acquisitions, are always being scrutinized and assessed. Changes are made internally and in collaboration with other city staff and administration. Occasional council updates have been presented outlining these department performance improvements as well as staffing changes and challenges, the most recent being a memo on October 17, 2024. In preparation for this meeting, public safety staff, including the Public Safety Data Analyst, studied several metrics (staffing, response times, budgets, development trends, etc.) and compared the data against comparable cities and national standards. Through this analysis, staff will give an update on current department performance, staffing and operational readiness, including the ongoing issue with recruitment and retention. Page 2 of 68 Staff hope this presentation will stimulate questions and council discussion that will help guide future fire department policy decisions. 3. Budget Impact: Not applicable. 4. Attachments: 1. Presentation 2. 2024 Fire Services Update 3. Update Attachment A 4. Comparable Staffing Page 3 of 68 Fire Department Update June 24, 2025 Page 4 of 68  Department History of Staffing Models 1960 – Fire Department began as a volunteer organization Early 1970s – Transitioned to a paid-on-call (POC) model 1997 – Implemented a duty crew model due to increasing call volumes, a lack of daytime responder availability, and the unpredictability of on-call firefighter response. 2017 – Continued growth in call volume and rising community expectations prompted a structural shift to a combination model. 2 Page 5 of 68  Definitions • Volunteer Firefighter – no pay or benefits other than a pension • Paid-on-call (POC) Firefighter – Pay for calls, no benefits other than pension, may work duty crew hours • Part-time/On-call (PTOC) Firefighter – POC who’s role is primarily working scheduled shifts but still has call-back requirements • Duty Crew – Staffing model where POC or PTOC work scheduled shifts in station • Career Firefighter – Firefighter working 56 hours a week on shift or 40 hours a week as fire technician or fire inspector • Fire Cadet – Two-year internship with pay and benefits to become a firefighter • Combination Staffing Model – Combination of POC/PTOC and Career firefighters • FLSA – Federal law that states firefighters can work more hours than typical before they qualify for overtime pay. 3Page 6 of 68 • Call-back – Responding to a page for resources at a call or to cover the city • Engine – Pumping apparatus (2025 replacement cost approx. $1M) • Ladder/Tower – Apparatus with a ladder attached to the top (2025 - $2.2M) • Rescue – Apparatus without water or hose that primarily responds to medical or technical rescues • Technical Rescue – Rope, trench, collapse, water, vehicle extrication • Hazmat – Hazardous material response • Decontamination – Removing contaminants that have negative health effects from gear and personnel • Response Time – The time from dispatch notification to arrival on scene • Mutual Aid – Prearranged response to certain types of calls in other cities • Commercial Inspection – Reoccurring inspection of business properties to ensure they are compliant with state fire code • Academy – Year-long, part-time training where PTOC firefighters receive their required initial certifications (FFI, FFII, Hazmat Ops, EMT) 4 Page 7 of 68 Environmental Scan • Plymouth Stats • Stronger collaboration & • 7th largest city (81k+) dependence on mutual aid • 8th largest fire district • Geographic density & traffic • 4th largest economy considerations • $18 Billion worth of residential and commercial • Changing demographics property • Recruitment/retention • MedTech concentration • New construction type • Socio-economics and furnishings burn • Recruitment/retention faster 5 Page 8 of 68 Fire Environment • There has been a • Modern houses are not engineered paradigm shift in the fire to withstand fire world • Open floor plans and lack of • Fire has changed sprinklers contribute to quick fire • New construction type growth and furnishings burn • There has never been a more faster dangerous time to be in a structure • Smoke is more flammable on fire. and toxic • You’ve never had less time to escape • Building contents are than right now. (17/4) made of petroleum fuel • Add Lithium-Ion batteries 6 Page 9 of 68  Fire Chief Rodger Coppa Office Support Part-time Community Specialist Assistance Specialist Barb Ewald Traci Luniewski Public Safety Part-time Fire Analyst Prevention Specialist Jared Gilbert Steve Marti FT Inspectors Assistant Chief Assistant Chief Assistant Chief Kent Anglin Prevention (PT) Prof Standards Operations Darrell Norman Greg Jurek Steve Baker Andy Etzel PT Inspectors Cadets A Shift Battalion B Shift Battalion C Shift Battalion Fire Tech Nate Gleisner CERT Brandon Olson Tom Evenson Blaine Duncan Marc Elbin Anthony Moscoso Probationary FF A Shift Captain B Shift Captain C Shift Captain Aaron Baruch Joe Bolstad Jeff Hortenbach Jimmy Sharpe Daniel Fenske A Shift Career FF B Shift Career FF C Shift Career FF Matt Anderson Derek Day Grant Collins Fire Chaplain Mike Lubowitz John Lonsbury Brad Couser Nancy Carlson Derek Lustig Jason Mickelson Kaitlyn Hennes Nick Vidal Kyle Svoboda Adam Kragthorpe Kevin Wolfe Alec Waidlich Naomi Navai A Shift PTOC FF B Shift PTOC FF C Shift PTOC FF Drew Aadalen Jamel Anderson Matt Cossette Tad Allard Peter Hackett Arin Davis Javier Fischer Jon Jaeger Mark Friske Kevin Kurtzman Luis Lopez Amber Hawks Tyrena Murch Sean McDonnell Bryan Koster Aaron Stevenson Zach Pate James Lankford Michael Walstien Deniss Pulemjotov Mike Schmitz 7 Page 10 of 68 Call Volume •2020-2,546 •2021-3,203 ( 25%) •2022-3,729 ( 16%) •2023-5,496 ( 47%) •2024-5,940 ( 7%) 8 Page 11 of 68  2020 2021 2022 2023 2024 • Total Calls 2614 3267 3729 5495 5940 • Fire 160 189 164 193 190 • Rupture/Explosion 4 6 1 7 6 • Rescue & EMS 932 1332 1780 2994 3278 • Hazardous Condition 158 181 188 178 264 • Service Calls 401 471 408 397 444 • Good Intent 466 579 677 816 861 • False Alarm/Call 423 452 495 472 549 • Severe Weather 5 0 1 0 0 • Special Incidents 0 3 5 2 1 • Unclassified 65 54 10 436 347 9 Page 12 of 68  th Response Times (90 %) •2020: 9:19 day/10:12 night •2021: 8:57 day/10:35 night •2022: 8:58 day/9:53 night •2023: 9:00 day/9:31 night •2024: 9:02 day/9:20 night 10 Page 13 of 68  All Calls 168 (+29) Station Calls 14 (-16) 182 Total Call Backs Day (0600-1800) – 113 Night (1800-0600) - 69 11 Page 14 of 68 Challenges 12 Page 15 of 68 Staffing Challenges • The fire department has to compete for people's time, priorities and interests • Family time has been given higher priority than in the past • Time away from work is valued more (i.e., “Work to play”) • Retention is no longer based on pay or pension • Other part-time jobs pay more and are less demanding • Career firefighters from other departments are less likely to take on part time departments than they have in the past • More career firefighter opportunities in the region translates to fewer people looking to do it on a part time basis • Public safety professions are attracting less personnel since 2020 13 Page 16 of 68 14 Page 17 of 68  Current PTOC Staffing • Authorized for 45 PTOC • Currently at 24 • 1 Assistant Chief • 21 Firefighters • 2 Restricted 15 Page 18 of 68  PTOC RECRUITMENT/RETENTION 12 Months 24 Months 36 Months Applied Interviewed Backgrounded Hired Today Post Hire Poast Hire Post Hire 2021 26 21 8 4 3 2 1 1 2022 32 28 10 6 4 4 -- 3 2023 29 25 9 6 5 -- -- 4 2024 41 31 8 4 -- -- -- 2 2025 26 -- -- -- -- -- -- -- 16 Page 19 of 68 WHY DO PEOPLE NOT GET HIRED AS PTOC? • Family decision • Don’t get moved on in • Physical fitness interview process • Medical fitness • Remove themselves • Psychological fitness after informational • Unable to commit to meeting or interview required initial training regimen • Don’t meet minimum • Don’t live within job requirements response area • Criminal background issues 17 Page 20 of 68 WHY DO PTOC LEAVE? • Family changes • Unable to meet • Unpredictable schedule • Job changes minimum • Too dangerous • Leave for a requirements career • Not enough pay department • Shift hours • Call-back • Lack of recognition • Too much of a /Unappreciated commitment response • Shift in priorities • Training • Move out of response • Injury/Medical attendance area • Unable to pass • Terminated for • “Not what I signed up the initial basic cause for.” training • Retire 18 Page 21 of 68 Some options… • Hire more career firefighters • Change role of PTOC • Modify services • Utilize mutual aid from other cities to supplement basic services 19 Page 22 of 68 Dicussion 20 Page 23 of 68  Memorandum To: Dave Callister, City Manager From: Rodger Coppa, Fire Chief Erik Fadden, Public Safety Director Date: October 17, 2024 Item: Fire Services Update As requested by the City Council, staff has prepared the following report on the Plymouth Fire Department. The purpose of this memo is to provide a brief history on the departments staffing models and present data on call volumes, response times and property loss. This report is informational only, there are no policy decisions needed at this time. Plymouth Fire Department Mission "Making a difference through emergency response, customer service and community education." Background The Plymouth Fire Department was established in 1960 as a volunteer department where firefighters responded from home or work when called. During this time, the procedure called for firefighters to respond to a single fire station (Station 1) located at the corner of County Road 6 and 16th Avenue. Response times were not tracked. In the early ‘70’s, a second fire station (Station 2) opened in the area of Old Rockford Road and Larch Lane, effectively splitting city coverage between the two stations. As the community continued to grow, a third station (Station 3) was built in 1989 at the corner of Dunkirk Lane and Medina Road. The multiple station configuration helped distribute resources to respond in a timely manner. Department structure In 2015, the Police Department and Fire Department merged into a Public Safety Department. The Fire Department operated as an effective Paid-on-Call (POC) department for many years. Due to growth in the city’s population and the challenges with finding POC staff, the city moved to a combination department with full-time and part-time/on-call (PTOC) firefighters in 2017. Fifteen firefighters and three captains were added to the department’s staffing model over five years (2017-2021) and assigned to respond from Stations 2 and 3. Full time staff is distributed among three separate shifts working 24-hour days at stations 2 and 3. Part-time/on-call firefighters supplement shift response by working alongside full time staff as well as return for large events and city coverage. Currently, the city has 17 full-time firefighters, three full time captains, three full time battalion chiefs, one deputy chief, one fire chief and 26 part-time/on-call. As a result of the staffing model change, Fire Station 2 was rebuilt, and Fire Station 3 was expanded and renovated to better accommodate 24/7 staffing and improve Plymouth’s overall emergency preparedness. Page 24 of 68 Call volumes and response times Each year, the number of calls received increases. In 2023, the department began automatically responding to medical calls. Previously, police and Emergency Medical Services (EMS) responded immediately and asked for fire support when it was necessary. As shown in the chart below, the annual call volume has increased by over 3.5 times since 2014. Annual Call Volume 6000 5000 4000 3000 2000 1000 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 As shown in the table below, the transition to having the fire stations staffed full time had a positive impact on response times. The notification to arrival measures the time it takes once a 9-1-1 call is made for the department to arrive on scene to mitigate the situation. In emergency situations, response times are critical. Shortened response times improve survivability during major medical events, water emergencies, vehicle extrications, and technical rescues. In summary, lower response times are associated with more positive outcomes. 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Annual Call Volume 1521 1480 1523 1655 1850 2034 2543 3213 3729 5496 Notification to Enroute 06:58 07:16 06:38 03:02 06:28* 02:54 02:25 02:22 02:13 02:13 Notification to Arrival 12:36 12:51 12:03 10:29 12:46* 11:34 10:04 09:52 09:39 09:11 (mm:ss, 90th percentile, first apparatus) *There are a couple of possible explanations for the anomalous data in 2018- normal statistical variability, Hennepin County changed their dispatch software that year, the city changed records management software that year, there was a significant time period documented where issues of human error in time logging and data entry occurred that year, any combination of the previous. Property loss Between 2021 and 2023, the department responded to 63 fires. It is estimated that those fires caused an estimated $7,573,101 of fire damage loss. The work done to extinguish fires before they create more damage saved an estimated $322,152,499 in property during this period. The top examples of property saved and property losses are listed in the tables below. The department’s intent is to catch more fires in their incipient and less destructive phase. 2 Page 25 of 68  Fire Loss vs. Save 2021 - 2023 Property Loss Subtotal $ 5,699,100 Contents Loss Subtotal $ 1,874,001 Total $ 7,573,101 Property & Contents $ 322,152,499 Saved Largest Saves 2021-2023 Date Saved Loss Location 5/18/2023 $66,960,000 $8,000 Trillium Woods 7/17/2022 $49,999,750 $250 Providence Academy 5/11/2022 $41,188,000 $20,000 Creekside Apartments 12/4/2021 $30,607,000 $60,000 Current Apartments 5/10/2022 $16,109,500 $1,500 Talus Apartments Largest Losses 2021-2023 Date Saved Loss Location 10/23/2023 $0 $2,300,000 26th Avenue Townhome Fire 9/24/2022 $2,336,000 $990,000 Parkers Lake Apartment Fire 3/23/2022 $0 $750,000 Medicine Lake Drive House Fire 4/1/2023 $4,850,000 $550,000 Lancaster Village Apartment Fire 7/26/2023 $511,500 $375,000 Yuma Lane House fire Staffing challenges The combination model of full-time and part-time/on-call firefighters meets the city’s current demand in emergency response. Over the last several years, the department has faced challenges with recruiting and retaining part-time/on-call staffing. Since 2014, the city has hired 51 part-time/on-call firefighters and only 21 of them are still active today. That equates to a 59% loss of staff with their average tenure being under three years of service. Recruitment is challenging as there is a shortage of people who are willing or able to commit to being on call while juggling other responsibilities including other careers and families to name a few. Staffing shortages have caused the department to restructure the use of the three fire stations. Before the shortage, Station 1 was primarily used as a call back station for part-time/on-call firefighters. Due to the decrease in staff, Station 1 is currently not being utilized as a call back station, instead staff are called back to Stations 2 and 3 where career staff is present 24/7. This change has not had an effect on the city’s emergency response. Staff is constantly reviewing data and will follow up with council if a staffing discussion is needed. 3 Page 26 of 68 Budget considerations The move to a combination staff model and the capital projects needed to accommodate staffing have resulted in a 110% budget increase from 2016 to 2024. 2016 2017 2018 2019 2020 2021 2022 2023 2024 Fire Operating Budget $3,384,568 $3,797,208 $4,264,682 $4,798,404 $5,494,939 $6,202,450 $6,390,570 $6,644,999 $7,119,603 Current Debt $669,395 $1,353,083 $1,348,095 Total $3,384,568 $3,797,208 $4,264,682 $4,798,404 $5,494,939 $6,202,450 $7,059,965 $7,998,082 $8,467,698 % Increase to 8% 12% 12% 13% 15% 13% 14% 13% 6% Prior Year Increase 2016 to 2024 110% Factors such as response time, part-time/on-call staff turnover rates and growth in the population will be key indicators of future staffing needs. In the future, it is possible that the council will have to consider whether the department should move to an all-career fire department. In that scenario, it is anticipated that the city would need to hire 18 full-time firefighters which would cost an additional $1.9 million (2024 dollars). If a new station and remodel of existing Station 1 are needed, it is anticipated to add an additional $30 million in debt which would have an annual debt levy impact of $2.4 million. Assumptions Annual Estimate cost replacing 30% benefits $ 1,900,000 PTOC with 18 full time firefighters Estimated future debt $12 million station remodel; $18 million new station, $ 2,400,000 excluding land acquisition; 3.5% interest rate. Remodel and new station estimates are based upon current metro area fire station projects cost per square foot Adjusted total operating & debt $ 12,767,698 plus the additional staffing and debt % Increase to Prior Year 60% Summary The level of service to the community has improved with higher trained and better equipped medical personnel and quicker responses to both medical and fire events. The time of notification to arrival has decreased by 3 minutes and 25 seconds from 2014 to 2023. While the current staffing model adequately serves the community, there are challenges in recruiting and retaining part-time/on-call staff who support the full-time fire fighters. Staff will keep the council informed of future needs and will bring forward any recommendations. Attachments Significant Events (2021-2024) 4 Page 27 of 68 Significant events – 2024 year to date 8/30- Business fire at 13100 15th Avenue North, Olympic Steel Unofficial determined cause: Cutting torch started wood decking on rail car, unintentional 8/2- Ammonia leak at the Plymouth Ice Center, 3650 Plymouth Blvd Unofficial determined cause: Blown seals on multiple pumps 7/31- Apartment fire at 6150 Quinwood Lane North, The Quin Unofficial determined cause: Unattended cooking fire 7/21- Business fire at 12930 Highway 55 Unofficial determined cause: Electrical fire 7/17- House fire at 11605 40th Avenue North Unofficial determined cause: Electrical fire, possibly lithium-ion batteries 6/22- Shed fire on Bass Lake Island Unofficial determined cause: Undetermined but associated with a generator 6/2- Hazmat involving chlorine at 210 Carlson Parkway, Country Inn & Suites Unofficial determined cause: Unintentional human error mixing incompatible chemicals 2/16- House fire at 18525 32nd Avenue North Unofficial determined cause: Electrical fire 1/29- House fire at 4470 Forestview Lane Unofficial determined cause: Electrical fire 1/24- House fire at 13410 37th Avenue North Unofficial determined cause: Natural gas fire due to a kitchen oven installed not to code 1/17- Hand caught in a roller mill machine at 12844 Highway 55, Pixelwerx Unofficial determined cause: Lack of engineered safety process for cleaning machine Significant events – 2023 12/25- Apartment fire at 9600 37th Place, Plymouth Pointe Apartments Unofficial determined cause: Electrical fire 12/17- Apartment fire at 14600 34th Ave N, the Park Place Apartments Unofficial determined cause: Careless smoking 10/23- Townhome fire at 15600 26th Avenue North Unofficial determined cause: Lightning strike 9/24- Business fire at 2705 Annapolis Lane, Ramada Inn Unofficial determined cause: Electrical fire 9/5- House fire at 4525 Zachary Lane North Unofficial determined cause: Intentionally set fire by mentally challenged individual 9/3- House fire at 15115 44th Avenue North Unofficial determined cause: Careless smoking 8/13- Townhome fire at 5173 Yuma Lane North Page 1 Page 28 of 68 Unofficial determined cause: Spontaneous combustion- oily rags 8/11- House fire at 11220 40th Avenue North Unofficial determined cause: Electrical fire intensified by natural gas 7/26- House fire at 5665 Yuma Avenue North Unofficial determined cause: Lightning strike 7/13- House fire at 12530 30th Avenue North Unofficial determined cause: Unattended cooking 6/22- Apartment fire at 12005 41st Avenue N, Park Side Apartments Unofficial determined cause: Careless smoking 5/27- House fire at 18210 30th Place Unofficial determined cause: Unattended recreational fire 5/18- Nursing home fire at 5855 Cheshire Parkway Unofficial determined cause: Malfunctioning mechanical equipment 5/2- Townhouse fire at 5060 Yuma Lane Unofficial determined cause: Undetermined but most likely associated to hot vehicle muffler 4/18- Townhouse fire at 11315 12th Avenue North Unofficial determined cause: Unattended cooking fire 4/14 Townhouse fire at 5075 Holly Lane North Unofficial determined cause: Motorcycle fire in garage 4/1 Apartment 3630 Lancaster Lane Unofficial determined cause: Fatal fire intentionally set fire by decedent 2/24 Garage fire at 1405 Yellowstone Lane North Unofficial determined cause: Electrical fire 2/22- Business fire at 13100 15th Avenue North, Olympic Steel Unofficial determined cause: Clogged filters in metal dust collection system 2/16- House fire at 520 Evergreen Lane North Unofficial determined cause: Faulty built-in natural gas garage heater 1/23- Garage fire at 15610 56th Avenue North Unofficial determined cause: Careless smoking 1/15- House fire at 15705 60th Avenue North Unofficial determined cause: Careless disposal of cigarette Significant events – 2022 11/17- Apartment fire at 6160 Quinwood Lane North, The Quin Unofficial determined cause: Electrical fire 10/22- House fire at 5500 Weston Lane Unofficial determined cause: Careless smoking Page 2 Page 29 of 68 9/24- Apartment fire at 15430 18th Avenue North, Parkers Lake Apartments Unofficial determined cause: Inappropriate disposal of a charcoal after grilling 8/21-House fire at 2800 Urbandale Lane Unofficial determined cause: Electrical fire, possibly lithium-ion batteries 6/6- House fire at 17455 32nd Avenue North Unofficial determined cause: Electrical fire 5/12- Business fire at 4335 Peony Lane, Culvers Unofficial determined cause: Electrical fire 5/11- Apartment fire at 200 Nathan Lane Unofficial determined cause: Unattended cooking fire 5/07- Business fire at 210 Carlson Parkway, Comfort Inn and Suites Unofficial determined cause: Careless disposal of cigarette 3/24- House fire at 2415 Medicine Lake Drive West Unofficial determined cause: High content, unable to identify area of origin or possible cause 2/17- House fire at 15600 45th Avenue North Unofficial determined cause: Garage fire started by either a space heater or vehicle fire, unable to determine 1/20- Apartment fire at 15200 18th Avenue, Parkers Lake Apartments Unofficial determined cause: Electrical fire 1/15- House fire at 605 Holly Lane North Unofficial determined cause: Car fire in garage Significant events – 2021 12/29- House fire at 1725 Merrimac Lane North Unofficial determined cause: Electrical fire 12/14- Apartment fire at 3205 Harbor Lane, The Currents Unofficial determined cause: Electrical fire 12/2/- Garage fire at 3015 East Medicine Lake Blvd Unofficial determined cause: Arson- Later arrested and charged 10/29- House fire at 10225 39th Avenue North Unofficial determined cause: Car fire in garage 10/26- House fire at 5545 Polaris Lane Unofficial determined cause: Malfunctioning furnace 9/16- House fire at 11025 36th Place North Unofficial determined cause: Arson, unable to build effective case 9/10- House fire at 4705 Empire Lane North Unofficial determined cause: Malfunctioning furnace, mechanical failure 9/1- House fire at 15815 55th Avenue North Electrical fire, possibly lithium-ion batteries Page 3 Page 30 of 68 8/10- Business fire at 2705 Annapolis Lane, Ramada Inn Unofficial determined cause: Electrical fire, malfunctioning window AC unit Page 4 Page 31 of 68  Past 5 years 2025 2026-28 2029-2031 Moved from 24/7x1 (2 career captains and third filled by POC) Moved all Anoka-Champlin to 40hr ww converted two captains to an AC and a BC Added duty crews M- Additional fire technician (+1FTE) 2027 - Additional fire technician (+1FTE) Adding additional duty crew hours F 1700-2200 Apple Valley No change No plans No plans No plans Transitioned from POC to part time with scheduled shifts and no callback. 2026 - Adding 3 shift FTE's Adding 3 FTE's (Battalion Chiefs) 2025 will be Blaine 2024 - Added 3 FTE's (Captains) for a total of 6 career CAs to run a A, B, C shift with 2027 - Adding 3 shift FTE's the last PT class they will be hiring and will hire only career going forward 50 PT FFs. 2028 - Adding 3 shift FTE's Added 30 shift FTE's Have 5 FTE Bloomington Adding 20 shift FTE's 2027-29 - Hiring 6-10 FTE's per year unitl 70 FTE's on shift inspectors and 9 FTE chiefs PTOC numbers stayed stable 2026/27 move from current 12 hour daytime duty crew to 24 hour duty crew Brooklyn Center Removed deputy position and replaced with fire marshal 2027 - hire 4 creer FTE's to work 2200-1000 Added 2 FTE's (fire inspectors/community engagement) Converted to all career, in 2019 had 18 /added 8 in 2021, added 8 in 2022, added 4 Brooklyn Park Adding 3 more captains Working on 10-15 year strategic plan to add at least 45 more FF's Working on 10-15 year strategic plan to add at least 45 more FF's in 2023, added 3 in 2024, currently at 50 shift FTE's (45 FF's, 3 BC, 9 Cap) 2026 - 4 additional FTE's (3 fire medics and 1 community paramedic) Burnsville Hired a civilain data analyst and added 6 fire medic FTE's Hiring 9 more fire medics for total of 65 shift FTE's 2027 - 7 additional FTE's (6 Fire medics and 1 administaiive captain) 2029 - 4 additional FTE's (3 fire medics and 1 administrative captain) 2028 - 4 additional FTE's (3 fire medics and 1 administrative captain) Coon Rapids Eagan Moved from combination department to career, currently 47 FF FTE's 2025 - adding 2 FTE's (firefighter cadets) 2026/2027 asking for 4 ff, 1 community health, 1 prevention Eden Prairie Added 3 FTE's, 2 Training Captains and and Asst. Chief hiring 3 FTE LT, 24/7 (staffing study) 100% 27 FTE 5-8 years Looking at getting 1% General fund levied for FD use. Edina 2020 6, 2022 email Golden Valley zero / added 1 fte inspector, current 3 ins and 3 chief FTE's Adding 2 FTE's (40 hour/w firefighters) none none-will continue to advocate for improved service Hopkins 4 FF 16 hours career FTE's Overnight and weekend Duty crew, Added 1 chief FTE proposing 2 more FT /grant for 6 in 2026 3 in 26, 27, 28 if no grant 3, a year up to 12 per shift Lakeville Went from Volunteer to PT Aug 2023 Day time DC 7am -5pm. Next couple months council will give direction, and they may not even be in Long Lake Currently at 42 FFs and allocated for 50. business. Councils are negotiating with each other. Added 8 FTE's (6 deputy fire marahals and 2 fire techs) Added 2026 - Doing a staffing study 2027 - Maple Grove Looking at possibly relocating station 4 or addding a 6th station. duty crew 1000-1800 and moved from 2 people to 4 people Hiring an additional deputy fire marshal FTE 2026 - plan is 6 career, 3 more career LTs and 3 career FFs. That will allow a Hired 3 career BCs in 2020. 2022 2025 adding 9 career, 3 career LTs, and 6 career FFs. will then be staffing 3 stations 4th station to be staffed. Minnetonka added 9 career FFs (3 CA, 3 LTs, and 3 FFs) 2024 added They are allocated and plan to keep 60 PT FFs. with 4 trucks 24/7. 2027 - 3 more career FFs. 2028 - 3 career FFs 3 more career FFs, allowing all 5 stations to be staffed. Richfield Added 3 FF FTE's to cover military deployments/ added an assistant chief No Only ideas, no plans 26-28 want to find a way to add part time duty crew coverage for days Robbinsdale A lot of discussion but no implementation in the past 5 years Outsource all city plan review and would like to move to FTE fire chief/inspector Added 4 FF FTE's and 1 Admin FTE (Assitant Chief, Inpector/EDU, Fire Technician, 2027 - Add 2 additional POC positions Rogers Add 3 additional POC positions Admin/FF) 2028- Add 3 FTE's (Career Captains working 24 hour shifts) 2020 decomissioned POC and added 3 career FTE's through safer grant (8 on shift) 2023 Additional 3 FTE through SAFER St. Louis Park 2024 moved Captains to BC's 4/4/1 on each shift Created ALS engines/Added 1 FTE (alternative response paramedic 40/week) Jan 2023 at 20 PT FFs. 2023 added 7 PT FFs 2024 2026 - Hire a Career Chief along with 5 more POC FFs. Wayzata added 3 PT FFs. Currently have 29 FFs and they are authorized for 30. PT Fire Marshall in 2026 or 2027 West Metro Added 4 FTE daytime firefighters (3 safer), 11 FTE's now No change Working on a strategic plan to add more career FF's Working on a strategic plan to add more career FF's Merger with Hamel FD. 2024 April 2025 adding Duty Crew 6am -6pm Sunday Hoping to 2026 - adding 2 career assistant chiefs , one training and one operations West Suburban started a Duty Crew Friday and Saturday 6am-6pm. run DC 6am- 6pm all week long before end of 2025 2027 - plan to have DC 24//7 All career. 40 career shift FFs. Council approved for 1 career FF per 200 calls Working with city administration to move towards the police model of 1 Woodbury for service. Currently 8000 calls annually. No need for council approval to career FTE per 1000 residents (currently 80k just like us and would be 80 FFs). hire. Standing agreement using those parameters as calls increase. Page 32 of 68  Special City Council June 24, 2025 Agenda Number: 2.2 To: Dave Callister, City Manager Prepared by: Brian Rosemeyer, Communications Coordinator Reviewed by: Maria Solano, Deputy City Manager Item: Community survey update 1. Action Requested: Discuss the upcoming community survey and provide feedback. 2. Background: Since 2019, the city has worked with Polco/the National Research Center to complete a community survey every three years. Surveys include questions about community livability as well as respondent demographics. Surveys were completed in 2019 and 2022, and the next survey is planned for this year. Polco utilizes the National Community Survey (NCS), which was developed to capture residents’ opinions on the ten central facets of a community: economy; mobility; community design; utilities; safety; natural environment; parks and recreation; health and wellness; education, arts and culture; and inclusivity and engagement. The NCS also provides national benchmarks by comparing data from communities across the country, which offers a comprehensive and accurate picture of livability and resident perspectives on local government services. Many of our peer communities in the metro area utilize Polco including Maple Grove, Eden Prairie, Bloomington and Woodbury to name a few. In Polco’s standard package, surveys are mailed to 3,000 randomly selected households. Staff recommends broadening the sample size by purchasing an add-on that expands the mailing to an additional 1,000 households. Residents who are not a part of the randomly selected group will also have the opportunity to take the survey online during the open participation period. The survey methodologies are designed to be statistically valid, ensuring that the Page 33 of 68 results accurately represent the population as a whole. Survey data is weighted based on demographics to ensure results are reflective of the larger population of the community. For example, in Plymouth’s 2022 survey results, the characteristics used for weighting were age, sex, race, housing type, housing tenure, and area. In addition to the standard National Community Survey, cities may opt to include custom or open-ended questions for extra cost. In 2019 and 2022, Plymouth’s surveys consisted of the standard survey with a half page of custom questions and one open- ended question. To maximize responses, data collection will be held prior to the holiday season. The proposed timeline includes data collection in August through October with a final report expected before the end of the year. Results will be presented to the City Council and shared with residents. Results from the 2019 and 2022 surveys can be viewed at plymouthmn.gov/survey. 3. Budget Impact: The cost of the survey is dependent on the add-ons and level of customization the city wishes to include. Staff recommends utilizing the standard National Community Survey instrument with either a half or full page of custom questions; one open-ended question; and an expanded outreach of 1,000 households. These configurations would result in an estimated cost of $27,400-$28,000. 4. Attachments: 1. Standard Survey 2. Consultant Presentation 3. Staff Presentation Page 34 of 68  The XYZ of ABC 2025 Community Survey Please complete this survey if you are the adult (age 18 or older) in the household who most recently had a birthday (the year of birth does not matter). Your responses are confidential and no identifying information will be shared. 1. Please rate each of the following aspects of quality of life in ABC. Excellent Good Fair Poor Don’t know q1a ABC as a place to live .............................................................................................................. 1 2 3 4 5 q1b Your neighborhood as a place to live .............................................................................. 1 2 3 4 5 q1c ABC as a place to raise children ......................................................................................... 1 2 3 4 5 q1d ABC as a place to work........................................................................................................... 1 2 3 4 5 q1e ABC as a place to visit............................................................................................................. 1 2 3 4 5 q1f ABC as a place to retire.......................................................................................................... 1 2 3 4 5 q1g The overall quality of life in ABC ....................................................................................... 1 2 3 4 5 q1h Sense of community................................................................................................................ 1 2 3 4 5 2. Please rate each of the following characteristics as they relate to ABC as a whole. Excellent Good Fair Poor Don’t know q2a Overall economic health of ABC ........................................................................................ 1 2 3 4 5 q2b Overall quality of the transportation system (auto, bicycle, foot, bus) in ABC ..................................................................................................................................... 1 2 3 4 5 q2c Overall design or layout of ABC’s residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) ............................................... 1 2 3 4 5 q2d Overall quality of the utility infrastructure in ABC ..................................................... (water, sewer, storm water, electric/gas, broadband) ..................................... 1 2 3 4 5 q2e Overall feeling of safety in ABC .......................................................................................... 1 2 3 4 5 q2f Overall quality of natural environment in ABC........................................................... 1 2 3 4 5 q2g Overall quality of parks and recreation opportunities ............................................ 1 2 3 4 5 q2h Overall health and wellness opportunities in ABC .................................................... 1 2 3 4 5 q2i Overall opportunities for education, culture, and the arts..................................... 1 2 3 4 5 q2j Residents’ connection and engagement with their community .......................... 1 2 3 4 5 3. Please indicate how likely or unlikely you are to do each of the following. Very Somewhat Somewhat Very Don’t likely likely unlikely unlikely know q3a Recommend living in ABC to someone who asks.................................1 2 3 4 5 q3b Remain in ABC for the next five years.......................................................1 2 3 4 5 4. Please rate how safe or unsafe you feel: Very Somewhat Neither safe Somewhat Very Don’t safe safe nor unsafe unsafe unsafe know The National Community Survey™ • © 2001-2025 National Research Center, Inc. q4a In your neighborhood during the day ...................................... 1 2 3 4 5 6 q4b In ABC’s downtown/commercial area during the day .............................................................................. 1 2 3 4 5 6 q4c From property crime ....................................................................... 1 2 3 4 5 6 q4d From violent crime ........................................................................... 1 2 3 4 5 6 q4e From fire, flood, or other natural disaster ............................. 1 2 3 4 5 6 5. Please rate the job you feel the ABC community does at each of the following. Excellent Good Fair Poor Don’t know q5a Making all residents feel welcome ................................................................................... 1 2 3 4 5 q5b Attracting people from diverse backgrounds .............................................................. 1 2 3 4 5 q5c Valuing/respecting residents from diverse backgrounds...................................... 1 2 3 4 5 q5d Taking care of vulnerable residents (elderly, disabled, homeless, etc.)........... 1 2 3 4 5 6. Please rate each of the following in the ABC community. Excellent Good Fair Poor Don’t know q6a Overall quality of business and service establishments in ABC........................... 1 2 3 4 5 q6b Variety of business and service establishments in ABC .......................................... 1 2 3 4 5 q6c Vibrancy of downtown/commercial area ..................................................................... 1 2 3 4 5 q6d Employment opportunities ................................................................................................. 1 2 3 4 5 q6e Shopping opportunities ........................................................................................................ 1 2 3 4 5 q6f Cost of living in ABC ................................................................................................................ 1 2 3 4 5 q6g Overall image or reputation of ABC ................................................................................. 1 2 3 4 5 Page 1 of 5 Page 35 of 68  7. Please also rate each of the following in the ABC community. Excellent Good Fair Poor Don’t know q7a Traffic flow on major streets............................................................................................... 1 2 3 4 5 q7b Ease of public parking............................................................................................................ 1 2 3 4 5 q7c Ease of travel by car in ABC ................................................................................................. 1 2 3 4 5 q7d Ease of travel by public transportation in ABC ........................................................... 1 2 3 4 5 q7e Ease of travel by bicycle in ABC ......................................................................................... 1 2 3 4 5 q7f Ease of walking in ABC .......................................................................................................... 1 2 3 4 5 q7g Well-planned residential growth ...................................................................................... 1 2 3 4 5 q7h Well-planned commercial growth .................................................................................... 1 2 3 4 5 q7i Well-designed neighborhoods ........................................................................................... 1 2 3 4 5 q7j Preservation of the historical or cultural character of the community ............ 1 2 3 4 5 q7k Public places where people want to spend time ........................................................ 1 2 3 4 5 q7l Variety of housing options ................................................................................................... 1 2 3 4 5 q7m Availability of affordable quality housing ..................................................................... 1 2 3 4 5 q7n Overall quality of new development in ABC................................................................. 1 2 3 4 5 q7o Overall appearance of ABC .................................................................................................. 1 2 3 4 5 q7p Cleanliness of ABC ................................................................................................................... 1 2 3 4 5 q7q Water resources (beaches, lakes, ponds, riverways, etc.) ..................................... 1 2 3 4 5 q7r Air quality.................................................................................................................................... 1 2 3 4 5 q7s Availability of paths and walking trails .......................................................................... 1 2 3 4 5 q7t Fitness opportunities (including exercise classes and paths or trails, etc.) ... 1 2 3 4 5 q7u Recreational opportunities .................................................................................................. 1 2 3 4 5 q7v Availability of affordable quality food ............................................................................ 1 2 3 4 5 q7w Availability of affordable quality health care............................................................... 1 2 3 4 5 q7x Availability of preventive health services ..................................................................... 1 2 3 4 5 q7y Availability of affordable quality mental health care ............................................... 1 2 3 4 5 q7z Opportunities to attend cultural/arts/music activities .......................................... 1 2 3 4 5 q7aa Community support for the arts ........................................................................................ 1 2 3 4 5 q7bb Availability of affordable quality childcare/preschool ............................................ 1 2 3 4 5 q7cc K-12 education .......................................................................................................................... 1 2 3 4 5 q7dd Adult educational opportunities ....................................................................................... 1 2 3 4 5 q7ee Sense of civic/community pride........................................................................................ 1 2 3 4 5 q7ff Neighborliness of residents in ABC .................................................................................. 1 2 3 4 5 The National Community Survey™ • © 2001-2025 National Research Center, Inc. q7gg Opportunities to participate in social events and activities .................................. 1 2 3 4 5 q7hh Opportunities to attend special events and festivals ............................................... 1 2 3 4 5 q7ii Opportunities to volunteer .................................................................................................. 1 2 3 4 5 q7jj Opportunities to participate in community matters ................................................ 1 2 3 4 5 q7kk Openness and acceptance of the community toward people of diverse backgrounds ................................................................................................... 1 2 3 4 5 8. Please indicate whether or not you have done each of the following in the last 12 months. No Yes q8a Contacted the XYZ of ABC (in-person, phone, email, or web) for help or information .......................................1 2 q8b Contacted ABC elected officials (in-person, phone, email, or web) to express your opinion ..........................1 2 q8c Attended a local public meeting (of local elected officials like XYZ Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) ............................................1 2 q8d Watched (online or on television) a local public meeting ...............................................................................................1 2 q8e Volunteered your time to some group/activity in ABC ....................................................................................................1 2 q8f Campaigned or advocated for a local issue, cause, or candidate .................................................................................. 1 2 q8g Voted in your most recent local election ................................................................................................................................1 2 q8h Used bus, rail, subway, or other public transportation instead of driving...............................................................1 2 q8i Carpooled with other adults or children instead of driving alone .............................................................................. 1 2 q8j Walked or biked instead of driving ........................................................................................................................................... 1 2 Page 2 of 5 Page 36 of 68  The XYZ of ABC 2025 Community Survey 9. Please rate the quality of each of the following services in ABC. Excellent Good Fair Poor Don’t know q9a Public information services ............................................................................................. 1 2 3 4 5 q9b Economic development ..................................................................................................... 1 2 3 4 5 q9c Traffic enforcement ............................................................................................................ 1 2 3 4 5 q9d Traffic signal timing ............................................................................................................ 1 2 3 4 5 q9e Street repair ........................................................................................................................... 1 2 3 4 5 q9f Street cleaning....................................................................................................................... 1 2 3 4 5 q9g Street lighting ........................................................................................................................ 1 2 3 4 5 q9h Snow removal ........................................................................................................................ 1 2 3 4 5 q9i Sidewalk maintenance ....................................................................................................... 1 2 3 4 5 q9j Bus or transit services ....................................................................................................... 1 2 3 4 5 q9k Land use, planning, and zoning...................................................................................... 1 2 3 4 5 q9l Code enforcement (weeds, abandoned buildings, etc.) ...................................... 1 2 3 4 5 q9m Affordable high-speed internet access ....................................................................... 1 2 3 4 5 q9n Garbage collection ............................................................................................................... 1 2 3 4 5 q9o Drinking water ...................................................................................................................... 1 2 3 4 5 q9p Sewer services....................................................................................................................... 1 2 3 4 5 q9q Storm water management (storm drainage, dams, levees, etc.) .................... 1 2 3 4 5 q9r Power (electric and/or gas) utility............................................................................... 1 2 3 4 5 q9s Utility billing .......................................................................................................................... 1 2 3 4 5 q9t Police/Sheriff services ....................................................................................................... 1 2 3 4 5 q9u Crime prevention ................................................................................................................. 1 2 3 4 5 q9v Animal control....................................................................................................................... 1 2 3 4 5 q9w Ambulance or emergency medical services ............................................................. 1 2 3 4 5 q9x Fire services ........................................................................................................................... 1 2 3 4 5 q9y Fire prevention and education....................................................................................... 1 2 3 4 5 q9z Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) ................................... 1 2 3 4 5 q9aa Preservation of natural areas (open space, farmlands, and greenbelts) ..... 1 2 3 4 5 q9bb ABC open space..................................................................................................................... 1 2 3 4 5 q9cc Recycling.................................................................................................................................. 1 2 3 4 5 q9dd Yard waste pick-up.............................................................................................................. 1 2 3 4 5 q9ee XYZ parks................................................................................................................................. 1 2 3 4 5 q9ff Recreation programs or classes .................................................................................... 1 2 3 4 5 The National Community Survey™ • © 2001-2025 National Research Center, Inc. q9gg Recreation centers or facilities ...................................................................................... 1 2 3 4 5 q9hh Health services ...................................................................................................................... 1 2 3 4 5 q9ii Public library services ....................................................................................................... 1 2 3 4 5 q9jj Overall customer service by ABC employees (police, receptionists, planners, etc.) ................................................................... 1 2 3 4 5 10. Please rate the following categories of ABC government performance. Excellent Good Fair Poor Don’t know q10a The value of services for the taxes paid to ABC ...................................................... 1 2 3 4 5 q10b The overall direction that ABC is taking .................................................................... 1 2 3 4 5 q10c The job ABC government does at welcoming resident involvement .................. 1 2 3 4 5 q10d Overall confidence in ABC government...................................................................... 1 2 3 4 5 q10e Generally acting in the best interest of the community ...................................... 1 2 3 4 5 q10f Being honest........................................................................................................................... 1 2 3 4 5 q10g Being open and transparent to the public................................................................. 1 2 3 4 5 q10h Informing residents about issues facing the community ................................... 1 2 3 4 5 q10i Treating all residents fairly ............................................................................................. 1 2 3 4 5 q10j Treating residents with respect .................................................................................... 1 2 3 4 5 11. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don’t know q11a The XYZ of ABC ..................................................................................................................... 1 2 3 4 5 q11b The Federal Government .................................................................................................. 1 2 3 4 5 Page 3 of 5 Page 37 of 68  12. Please rate how important, if at all, you think it is for the ABC community to focus on each of the following in the coming two years. Very Somewhat Not at all Essential important important important q12a Overall economic health of ABC ...........................................................................................1 2 3 4 q12b Overall quality of the transportation system (auto, bicycle, foot, bus) in ABC ........................................................................................................................................1 2 3 4 q12c Overall design or layout of ABC’s residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) ..................................................1 2 3 4 q12d Overall quality of the utility infrastructure in ABC (water, sewer, storm water, electric/gas, broadband) .......................................1 2 3 4 q12e Overall feeling of safety in ABC .............................................................................................1 2 3 4 q12f Overall quality of natural environment in ABC..............................................................1 2 3 4 q12g Overall quality of parks and recreation opportunities ...............................................1 2 3 4 q12h Overall health and wellness opportunities in ABC .......................................................1 2 3 4 q12i Overall opportunities for education, culture, and the arts........................................1 2 3 4 q12j Residents’ connection and engagement with their community .............................1 2 3 4 The National Community Survey™ • © 2001-2025 National Research Center, Inc. Page 4 of 5 Page 38 of 68  The XYZ of ABC 2025 Community Survey Our last questions are about you and your household. Again, all of your responses to this survey are confidential and no identifying information will be shared. D1. In general, how many times do you: Several Once A few times Every Less often Don’t times a day a day a week few weeks or never know d1a Access the internet from your home using a computer, laptop, or tablet computer ....................1 2 3 4 5 6 d1b Access the internet from your cell phone.......................1 2 3 4 5 6 d1c Visit social media sites such as Facebook, X (formerly Twitter), Nextdoor, etc. ..........................1 2 3 4 5 6 d1d Use or check email ....................................................................1 2 3 4 5 6 d1e Share your opinions online...................................................1 2 3 4 5 6 d1f Shop online ..................................................................................1 2 3 4 5 6 D2. Please rate your overall health. 1  Excellent 2  Very good 3  Good 4  Fair 5  Poor D3. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: 1  Very positive 2  Somewhat positive 3  Neutral 4  Somewhat negative 5  Very negative D4. How many years have you lived in ABC? D10. How much do you anticipate your household’s total 1  Less than 2 years income before taxes will be for the current year? 2  2-5 years (Please include in your total income money from all 3  6-10 years sources for all persons living in your household.) 4  11-20 years 1  Less than $25,000 5  $100,000 to $149,999 5  More than 20 years 2  $25,000 to $49,999 6  $150,000 to $199,999 D5. Which best describes the building you live 3  $50,000 to $74,999 7  $200,000 to $299,999 in? 4  $75,000 to $99,999 8  $300,000 or more 1  Single-family detached home D11. Are you of Hispanic, Latino/a/x, or Spanish origin? 2  Townhouse or duplex (may share walls but 1  No 2  Yes no units above or below you) 3  Condominium or apartment (have units D12. What is your race? (Mark one or more races to above or below you) indicate what race you consider yourself to be.) 4  Mobile home d12a  American Indian or Alaskan Native 5  Other d12b  Asian D6. Do you rent or own your home? d12c  Black or African American d12d  Native Hawaiian or Other Pacific Islander 1  Rent d12e  White 2  Own d12f  A race not listed The National Community Survey™ • © 2001-2025 National Research Center, Inc. D7. About how much is your monthly housing D13. In which category is your age? cost for the place you live (including rent, mortgage payment, property tax, property 1  18-24 years 5  55-64 years insurance, and homeowners’ association 2  25-34 years 6  65-74 years (HOA) fees)? 3  35-44 years 7  75 years or older 4  45-54 years 1  Less than $300 6  $2,500 to $3,999 2  $300 to $599 7  $4,000 to $6,999 D14. What is your gender? 3  $600 to $999 8  $7,000 to $9,999 1  Woman 4  $1,000 to $1,499 9  $10,000 or more 2  Man 5  $1,500 to $2,499 3  Identify in another way  go to D14a D8. Do any children 17 or under live in your D14a. If you identify in another way, how would you household? describe your gender? 1  No 2  Yes 1  Agender/I don’t identify with any gender D9. Are you or any other members of your 2  Genderqueer/gender fluid household aged 65 or older? 3  Non-binary 1  No 2  Yes 4  Transgender man 5  Transgender woman 6  Two-spirit 7  Identify in another way Thank you! Please return the completed survey in the postage-paid envelope to: National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502 Page 5 of 5 Page 39 of 68  better allocate grants identify resident needs develop strategic plans create sustainable budgets Bringing together people, data, and AI to build strong communities. improve access to healthcare use AI for social good craft tailored policies create safer cities Page 40 of 68 About Polco Polco is a mission-driven organization dedicated to building stronger communities through representative 500+ surveying, meaningful community input, reliable and accurate data, and Communities AI. 60,000 Questions Answered 30m Our team includes survey researchers, data scientists, certified Voices represented engagement professionals, across the United States communication experts, PHDs, and at the local, state and MPAs. We share decades of experience 1 in 5 30+ federal levels working with and for local, state and federal governments. We understand your opportunities and challenges, Years of survey Polco staff with expertise and and will support you every step of the government way. verified resident experience data Page 41 of 68 Local Governments Around The Country Trust Polco Exclusive partners of: Along with 500+ other communities Page 42 of 68 The Polco Platform Assess Engage Assess Track Polco AI Page 43 of 68 The National Community Survey Page 44 of 68 NCS Sample Project Timeline Page 45 of 68 NCS Mailing Materials Page 46 of 68 NCS Results Page 47 of 68 Track: Community Data and Insights 400+ actionable indicators measuring community livability Measures are a mix of public data, resident evaluations, and organization inputs Data are standardized, benchmarked, and presented over time Data dashboards and advanced data analytics assist in summary and action planning Page 48 of 68 Page 49 of 68 Polco - Midwestern Cities ● Village of Arlington Heights, IL ● Iowa City, IA ● Shakopee, MN ● Township of Schaumburg, IL ● Cedar Rapids, IA ● Woodbury, MN ● Rochester, MN ● Ankeny, IA ● Maple Grove, MN ● Marin County, CA ● Orland Park, IL ● Clive, IA ● Bloomington, MN ● O’Fallon, IL ● South Elgin, IL ● Crystal Lake, IL ● Waukesha, WI ● Naperville, IL Page 50 of 68  June 24, 2025 City of Plymouth Community Survey Page 51 of 68 How Does Plymouth Take Feedback? Residents have different avenues to submit feedback directly to the city. Different methods of collecting feedback accomplish different goals. • FlashVote • myPlymouth • Traditional channels like email, social media, telephone, etc. • Community Survey Page 52 of 68 The Value of Public Feedback • Cities regularly receive resident feedback through a variety of channels, but it can be hard to identify trends or gauge public sentiment without a coordinated effort. • Community surveys are an important tool to build an understanding about the resident experience or to determine areas of potential improvement or focus. • Surveys were completed in 2019 and 2022, and there is one set for this year. Page 53 of 68 Communicating With Residents • There is a notice on the front page of the July/August 2025 Plymouth News. Staff will continue to publish survey information in subsequent editions of the Plymouth News. • Staff will distribute a news release, send an eNotification, and post a notice on the city website. • Postcards include the City of Plymouth logo as well as a signature from a city official. Page 54 of 68 Open Participation Period • Residents who don’t receive a mailed survey notice will also have an opportunity to take the survey online during the open participation period, which staff encourages via Plymouth News, the city website, news releases, social media and GovDelivery (eNotification). Page 55 of 68 Recommendations • The survey includes: • Mailing to 3,000 households • Utilizing the standard instrument • Standard reporting • Add ons: • Expanded outreach of an additional 1,000 households • Custom questions (full or half page) • Open ended question • Other options: Custom benchmarks Page 56 of 68 Custom Questions • Custom questions will reflect on the city’s Strategic Priorities to help track progress • The consultant will help identify opportunities to track data based on the priorities Page 57 of 68 2019 Custom Questions Page 58 of 68 2022 Custom Questions Page 59 of 68 Next Steps • Have the data collection period completed before the holiday season. • Begin in August and continue through October with a final report expected before the end of the year. • Staff will share once a timeline is finalized. • Survey results will be presented to the City Council, shared with the public and added to plymouthmn.gov/survey. Page 60 of 68  Special City Council June 24, 2025 Agenda Number: 2.3 To: Dave Callister, City Manager Prepared by: Jodi Gallup, City Clerk Reviewed by: Maria Solano, Deputy City Manager Item: Interview Housing and Redevelopment Authority and Destination Marketing Organization Advisory Board candidates 1. Action Requested: Interview Housing and Redevelopment Authority and Destination Marketing Organization Advisory Board candidates to select and fill one open seat on each board. 2. Background: Staff solicited applicants to fill the vacant at-large seat on the HRA and the vacant seat on the DMO Advisory Board. On June 9, council selected candidates to be interviewed on June 24. 3. Budget Impact: Not applicable. 4. Attachments: Page 61 of 68  Special City Council June 24, 2025 Agenda Number: 2.4 To: Dave Callister, City Manager Prepared by: Jodi Gallup, City Clerk Reviewed by: Maria Solano, Deputy City Manager Item: Set future study sessions 1. Action Requested: Schedule study sessions and/or add topics as desired. The calendar for the remainder of the year is attached to assist with scheduling. 2. Background: Pending study session topics (at least three council members have approved the following study items on the list): • Future local sales tax capital projects. • Tobacco licensing ordinance review. Staff requests for meeting topics and/or changes: • Discuss local sales tax timeline and projects on July 22 at 5 p.m. • Move discussion on council policies and listening session to August 12 at 5 p.m. 3. Budget Impact: Not applicable. 4. Attachments: 1. Calendar Page 62 of 68  July 2025 S U N SUN M O N MON T U E TUES W E D WED T H UTHUR F R I FRI S A T SAT 1 2 3 4 5 INDEPENDENCE DAY CITY OFFICES CLOSED 6 7 8 9 10 11 12 13 14 15 16 17 18 19 7:00 PM PLANNING COMMISSION MEETING Council Chambers 20 21 22 5:00 PM SPECIAL 23 24 25 26 COUNCIL MEETING 10:00 AM 7:00 PM Yard waste site DESTINATION HOUSING AND management/ MARKETING Council policies and REDEVELOPMENT listening session ORGANIZATION AUTHORITY discussion ADVISORY MEETING Medicine Lake Room BOARD Council Chambers MEETING 7:00 PM Council Chambers REGULAR COUNCIL MEETING Council Chambers 27 28 29 30 31 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 63 of 68  August 2025 S U N SUN M O N MON T U E TUES W E D WED T H UTHUR F R I FRI S A T SAT 1 2 3 4 5 6 7 8 9 7:00 PM PLANNING COMMISSION MEETING Council Chambers 10 11 12 13 14 15 16 7:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL MEETING QUALITY Council Chambers COMMITTEE MEETING Medicine Lake Room 17 18 19 20 21 22 23 7:00 PM PLANNING COMMISSION MEETING Council Chambers 24 25 26 27 28 29 30 5:00 PM SPECIAL COUNCIL 7:00 PM MEETING HOUSING AND Budget Meeting #1 Medicine Lake Room REDEVELOPMENT AUTHORITY 7:00 PM MEETING REGULAR COUNCIL Council Chambers MEETING Council Chambers 31 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 64 of 68  September 2025 S U N SUN M O N MON T U E TUES W E D WED T H UTHUR F R I FRI S A T SAT 1 2 3 4 5 6 7:00 PM PLANNING LABOR DAY COMMISSION MEETING CITY OFFICES Council Chambers CLOSED 7 8 9 10 11 12 13 5:00 PM SPECIAL COUNCIL 7:00 PM 6:00 PM MEETING ENVIRONMENTAL PARK & REC Budget Meeting #2 QUALITY ADVISORY Medicine Lake Room COMMITTEE COMMISSION MEETING MEETING 7:00 PM Medicine Lake Room Council Chambers REGULAR COUNCIL MEETING Council Chambers 14 15 16 17 18 19 20 7:00 PM PLANNING COMMISSION MEETING Council Chambers 21 22 23 24 25 26 27 7:00 PM HOUSING AND 7:00 PM REDEVELOPMENT REGULAR COUNCIL MEETING AUTHORITY Council Chambers MEETING Council Chambers 28 29 30 CHANGES ARE MADE IN RED 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 65 of 68  October 2025 S U N SUN M O N MON T U E TUES W E D WED T H UTHUR F R I FRI S A T SAT 1 2 3 4 5 6 7 8 9 10 11 7:00 PM ENVIRONMENTAL QUALITY COMMITTEE MEETING Council Chambers 12 13 14 15 16 17 18 7:00 PM 7:00 PM REGULAR COUNCIL PLANNING MEETING COMMISSION Council Chambers MEETING Council Chambers 19 20 21 22 23 24 25 10:00 AM 7:00 PM DESTINATION HOUSING AND MARKETING REDEVELOPMENT ORGANIZATION AUTHORITY ADVISORY MEETING BOARD Council Chambers MEETING Council Chambers 26 27 28 29 30 31 5:00 PM SPECIAL COUNCIL MEETING Budget Meeting #3 Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers CHANGES ARE NOTED IN RED CHA 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 66 of 68  November 2025 S U N SUN M O N MON T U E TUES W E D WED T H U THUR FRI FRI S A T SAT 1 2 3 4 5 6 7 8 7:00 PM PLANNING COMMISSION MEETING Council Chambers 9 10 11 12 13 14 15 7:00 PM 7:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL PARK & REC MEETING QUALITY ADVISORY Council Chambers VETERANS DAY COMMITTEE COMMISSION MEETING MEETING CITY OFFICES Medicine Lake Room Council Chambers CLOSED 16 17 18 19 20 21 22 7:00 PM PLANNING COMMISSION MEETING Council Chambers 23 24 25 26 27 28 29 5:00 PM SPECIAL COUNCIL MEETING THANKSGIVING THANKSGIVING Budget Meeting #4 HOLIDAY HOLIDAY (if needed) Medicine Lake Room CITY OFFICES CITY OFFICES 7:00 PM CLOSED CLOSED REGULAR COUNCIL MEETING Council Chambers 30 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 67 of 68  December 2025 S U N SUN M O N MON T U E TUES W E D WED T H UTHUR FRI FRI SAT SAT 1 2 3 4 5 6 7:00 PM 7:00 PM PLANNING HOUSING AND COMMISSION REDEVELOPMENT MEETING AUTHORITY Council Chambers MEETING Council Chambers 7 8 9 10 7:00 PM 11 12 13 ENVIRONMENTAL 7:00 PM QUALITY REGULAR COUNCIL COMMITTEE MEETING MEETING Council Chambers Council Chambers 7:00 PM CHARTER COMMISSION ANNUAL MEETING Medicine Lake Room 14 15 16 17 18 19 20 7:00 PM PLANNING COMMISSION MEETING Council Chambers 21 22 23 24 25 26 27 CHRISTMAS CHRISTMAS HOLIDAY HOLIDAY CITY OFFICES CITY OFFICES CLOSED CLOSED 28 29 30 31 3400 Plymouth Boulevard 763-509-5080 Plymouth, MN 55447 OFFICIAL CITY CALENDAR plymouthmn.gov *Per MN Statute 13D.02, members may be attending remotely. Page 68 of 68