City Council - Workshop Meetings

City Council Workshop Meeting Ash Conference Rooms January 08, 2025 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Ash Conference Rooms. Members of the public may attend the meeting in person and may also join the meeting using a computer, tablet, or smartphone and accessing the virtual meeting link at woodburymn.gov/VirtualMeetings. Watch the Live Meeting Public comments will be accepted during the meeting both in person and virtually. Virtual questions should be submitted via the online Q&A feature within the virtual meeting link. Questions regarding the meeting will be taken between the hours of 8:00 a.m. to 4:30 p.m. at 651-714-3524 or at council@woodburymn.gov. Questions received after 4:30 p.m. will be responded to in the next three to seven business days. Please note that all agenda times are estimates. Unfinished workshop items will be carried over to the end of the Council meeting. 5:00 p.m. Dinner – Birch Conference Room The intent of the workshop session is to provide a forum for City Council and City staff to discuss more in-depth Council items, exchanging viewpoints and visions prior to the item being set for Council action at a regular meeting of the City Council. Workshop sessions are neither a public hearing nor an open microphone session. No formal votes will be taken and any direction from Council will be in consensus format. The workshop session is not recorded. Workshop Agenda 1. Workshop Discussion Items - 5:30 p.m. 1A. Woodlane Drive Pavement Rehabilitation Project and 2026 Roadway 25-01 Rehabilitation Project; Pedestrian Improvement Affirmation of Approach 1B. Private Ash Tree Removal Assistance Program 25-02 1C. Amending CD-ADMIN-1.1 Authorizations and Procedures for Personnel 25-03 Management 2. Administrator Comments and Updates* - 7:00 p.m. 3. Mayor and City Council Comments and Commission Liaison Updates* - 7:05 p.m.  Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda.  Woodbury City Council Agenda January 08, 2025 | 5:30 PM 4. Adjournment - 7:15 p.m. The City of Woodbury is subject to Title II of the Americans with Disabilities Act which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provision of the Americans with Disabilities Act is available from the City Administrator's office at 651-714-3523. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator, Clinton P. Gridley at 651-714-3523 (TDD 714- 3568) to make arrangements.  1A City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-01 January 8, 2025 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: Woodlane Drive Pavement Rehabilitation Project and 2026 Roadway Rehabilitation Project; Pedestrian Improvement Affirmation of Approach Summary At the October 23, 2024, City Council Workshop, staff reviewed the Safe Streets for All (SS4A) Action Plan and sought guidance on retrofitting sidewalks and trails in existing neighborhoods during reconstruction or rehabilitation projects. Council directed staff to present proposed trail and sidewalk retrofit recommendations for future roadway projects before public engagement, ensuring alignment between Council and staff during the project development and community engagement process. Public engagement efforts have already begun for the Woodlane Drive and 2026 Roadway Rehabilitation Projects and will commence in early winter 2025 for the 2027 Roadway Rehabilitation Project. On January 8, 2025, staff will present recommendations for sidewalk and trail retrofits on the Woodlane Drive Pavement Rehabilitation Project and the 2026 and 2027 Roadway Rehabilitation Projects. Following Council affirmation and direction, staff will advance the public engagement and design efforts for these projects. Recommendation Woodlane Drive: Woodlane Drive features trails along its east side and select segments on the west, with limited right-of-way and constraints such as tree impacts, property concerns, and challenging topography. Woodlane Drive is considered a “Major Collector Roadway” in the 2040 Comprehensive Plan. Based on the Roadway Corridor Design Principles, this roadway should have pedestrian facilities on both sides of the road. Residents have expressed significant safety concerns, particularly about crossing Woodlane Drive, with many reporting that they do not feel safe crossing the road and/or have had near-miss incidents. Based on a context sensitive design, staff recommends the following improvements as the best balance between standard engineering practice, community feedback, safety concerns, limited right-of-way, tree and property impacts: 1. Trail Gap Completion: a. Construct a trail on the west side of Woodlane Drive between Bailey Road and Newbury Road to close existing gaps. Council Letter 25-01 January 8, 2025 Page 2 2. Trail Extension: a. Extend the west-side trail from Copper Cliff Trail to just north of the signalized entrance to Woodbury High School. This aligns with the school’s plan to shift their pedestrian trail to the north side of their driveway, reducing student crossings. 3. Crossing Enhancements: a. Improve pedestrian crossings at key intersections, including Thames Road, Newbury Road, Sherwood Road, Stratford Road, and the Woodbury High School entrance. 2026 Roadway Rehabilitation Project: The 2026 Roadway Rehabilitation Project encompasses the Boulder Ridge Neighborhood and a section of Afton Road between Tower Drive and Radio Drive. Key project highlights and recommendations are as follows: 1. Boulder Ridge Neighborhood: The Boulder Ridge Neighborhood roads are classified as "Neighborhood Roadways," in accordance with the 2040 Comprehensive Plan and do not require sidewalks unless supported by residents. A 2024 resident questionnaire revealed significant opposition to additional sidewalks in the neighborhood. The neighborhood will undergo pavement replacement and spot curb repair, with full reconstruction limited to areas of water main replacement on Dunmore Road and Rimbley Road. a. No additional trail and sidewalk segments are recommended at this time. 2. Afton Road Improvements: Afton Road is identified as a primary route in the Bicycle and Pedestrian Plan and a “Neighborhood Collector” in the 2040 Comprehensive Plan. Afton Road currently features a trail on the north side between Tower Drive and west of Timberlea Drive, leaving an 850-foot trail gap. a. Trail Gap Completion: Based on a context sensitive design that balances standard engineering practice and the need for trail connectivity, staff recommends constructing a trail on the north side of Afton Road to close the existing gap and narrowing the roadway and boulevard areas where the trail is proposed to be constructed to minimize impacts to adjacent property owners. 2027 Roadway Rehabilitation Project: The 2027 Roadway Rehabilitation Project involves the Woodbury Heights neighborhood and will require full reconstruction due to aging water mains at the end of their lifecycle. The neighborhood, reconstructed in 1994–1995 with 30-foot-wide streets, contains no Neighborhood Collector Roadways and has existing connectivity to Menomini and Shawnee Park via the roadway system. Additionally, no future trails are identified in the 2040 Comprehensive Plan or Bicycle and Pedestrian Plan in this area. 1. Staff recommends maintaining existing road widths at 30 feet and not adding trails or sidewalks as part of this project. Council Letter 25-01 January 8, 2025 Page 3 Governance Mode1  Fiduciary - Stewardship of tangible assets, oversees operations and ensures efficient and appropriate use of resources, legal compliance and fiscal accountability.  Generative - Identifying key questions, anticipating future challenges, framing of issues, development of options. Problem-framing. What to pay attention to, what it means, and what to do about it. How does it fit with our mission, vision and values? Fiscal Implications The 2025 Adopted Annual Budget includes sufficient funds from the Municipal State Aid Roadway Construction Fund and Street Reconstruction/Maintenance Fund for the staff recommended pedestrian improvements for the Woodlane Drive, 2026 and 2027 Roadway Rehabilitation Projects. Policy The Bicycle and Pedestrian Plan adopted in 2021 proposed a network of sidewalks, trails and on-street facilities. The “Established Neighborhood Policies” on page 70 states: Consistent with transportation equity policies in the City’s 2040 Comprehensive Plan, it is desired that fully reconstructed and rehabilitated residential roadways will be designed to the current roadway corridor Design Principles standards, unless, through the project design process and accounting for neighborhood context the standard design is not feasible to construct. The 2040 Comprehensive Plan’s section titled “Non-Motorized Transportation Plan” on page 115 paragraph 2 states: All transportation construction/reconstruction projects will reference and use the Roadway Design Principles guidelines regarding lane widths and configuration, accommodation of non-motorized travelers, and other design-related issues. If conditions dictate that these guidelines cannot be followed, justification will need to be demonstrated and documented. And it continues in paragraph 3 of page 115 to state: The 2040 Comprehensive Plan anticipates direction from these guidelines will be applied as opportunities arise when existing roadways are rehabilitated or reconstructed. Existing collector and residential roadways within neighborhoods not currently served with pedestrian facilities will be considered for designs including these facilities at the time of rehabilitation planning within neighborhoods. The roadway rehabilitation process will determine the appropriate design for collector and neighborhood streets by accounting for existing right-of-way, tree impacts, property impacts, topography and other considerations. The Roadway Corridor Design Principles on pages 13 and 14 state: B. Reconstruction of Existing Roadway Corridors 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. Council Letter 25-01 January 8, 2025 Page 4 • The roadway design templates and guidelines will be the desired design of major reconstruction projects in existing roadway corridors, including roadway width, trail and sidewalk installation, landscaping requirements and other corridor design elements. The prioritization of pedestrian improvements within the existing roadway corridors will generally be as follows: Table 3 - Roadway Corridor Design Principes - 2022 Update • The City will identify the existing corridors that are priorities for bicycle lanes and bicycle routes, and work to incorporate these into priority corridors, and other corridors as right-of-way allows. Prioritization shall be consistent with the network Plan as identified within the City’s Bicycle and Pedestrian Plan. • Design decisions will be made based on a context sensitive solution approach when adequate right-of-way does not exist to design the corridor to meet the standards in the design templates. City staff has evaluated these projects based on policy requirements and context sensitivity. Public Process Community engagement plans have been created utilizing the City’s project management flow chart for the Woodlane Drive and 2026 Roadway Rehabilitation Projects. Woodlane Drive has had two public open houses along with an online questionnaire and a pop-up table at Woodbury Days. Feedback collected was utilized in the final recommendation. Engagement for the 2026 Roadway Rehabilitation Project is scheduled to begin in the winter of 2025 after staff receives Council Letter 25-01 January 8, 2025 Page 5 direction from council on pedestrian facilities. A community engagement plan will be created for the 2027 Roadway Rehabilitation project in 2025 when a consultant is selected for the project. Background Several policy documents adopted by the City Council, including the Roadway Corridor Design Principles, 2040 Comprehensive Plan, and Bicycle and Pedestrian Safety Plan, guide staff in determining where pedestrian facilities should be considered during roadway project development. These policies support context-sensitive solutions, recognizing that a single approach may not suit every neighborhood. Staff has applied this framework to recommend trail and sidewalk construction in the Woodlane Drive, 2026 and 2027 Roadway Rehabilitation projects. Written By: Kolten Espinosa, Engineering Project Coordinator Approved Through: Michael Hejna, Assistant City Engineer Chris Hartzell, Engineering Director Attachment: 1. Woodlane Drive Concept Layout 2. 2026 Roadway Rehabilitation Project Concept Layout 3. 2027 Roadway Rehabilitation Project Concept Layout Woodlane Drive (Bailey Road to Wooddale Drive) Pavement Rehabilitation Project Location Map Va ± lley Cr ee e te kR W rsta oa oo te dd 4 9 d ale 4 Dr In iv Woodlane Drive k e R o a d L a Woodlane Drive Bailey Road Legend Woodlane_Dr PublicSemiPublic Public Park and Open Space Fire Station #3 (Public/Semi-Public)  2026 Roadway Rehabilitation Project Va lle y Location Map Cr ± ee kR oa d Rimb le y Roa d Af ton Ro ad Tower Drive ne sor La ive Dr Wind Ra dio ad i s tol Ro B r Legend Boulder Ridge Area Public/Semi Public Public Park and Open Space  2027 ROADWAY RECONSTRUCTION PROJECT Ave Centuoryn Road N To E b I 94 Ramp PROJECT AREA F s Hu d Interstate 94 C t S he W. NDel l rrie Ln L an e e enu W ood b i n e A v S De MENOMINI ll Ln Ed g ew o od Av e Ridge Drive nue Century Avenue MENOMINI ak Knoll Driv O Ga M. rbe O.K. Plz e Ct Av e n ue ee GARBE Sc l D r ive h Co ve U.A. Cir U. A. SHAWNEE Willow Lane Martha Lane er Lane s th Hattie Lane E Up p Rath Drive er A ft on A. Bay Ro a M ea Aspen Court d Legend Plz dow . A. Alderwood Drive A A. Cir ood Drive Dra 2027 Roadway Rehabilitation Project Poplar Drive A. Cir w Existing Trails Meadow Lane d Plaza Aspenwoo k Road Parks a r a c Document Path: \\WBGISServer\GIS_Files$\IndividualFolders\Mike H\2027 RRP\2027 RRP.mxd Tam  1B City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-02 January 8, 2025 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: Private Ash Tree Removal Assistance Program Summary EAB is a current epidemic causing a die off of 10’s of millions of ash trees in a short period of time. On August 2017, a confirmed identification of Emerald Ash Borer (EAB) was made in Ash trees at the Woodbury Theater parking lot. Since 2017, staff have been proactively removing infected and treating healthy Ash trees on public property - if an ash tree dies from EAB infestation, the tree becomes brittle and hazardous. In March 2022, due to the hazard presented by the increasing number of dead ash trees, Council directed staff to remove all untreated boulevard ash trees. Significant progress has been made with these efforts; an update is included in the background section below. In many neighborhoods throughout the community, dead ash trees on private property due to EAB can be spotted. Removal can cost residents thousands of dollars, depending on access to the tree and risk in removal to nearby property or persons. The rapidly increasing number of dead ash trees as EAB spreads around the community pose a safety and property hazard. The time is approaching when Community Development’s Code Enforcement Division may need to actively enforce condemnation and removal of dead hazardous Ash trees. Before moving in this direction, and to facilitate voluntary compliance, staff proposes creating a proactive approach program to provide qualified homeowners in Woodbury with financing assistance to spread out costs associated with the removal of EAB infested Ash trees on their private property. Recommendation Staff recommends providing up to a total of $500,000 over three fiscal years (2025 – 2027) to fund a new EAB Infested Tree Removal Assistance Program. This proposed program is modeled off of both our current roadway special assessment program, and the former flood proofing program for homes in identified flooding hazard locations. Qualifying homeowners will receive the projected City of Woodbury borrowing rate of interest at the time the project is assessed, and benefit from the opportunity to pay per the following terms: Assessment Amount Term Interest Rate $0 - $5,000 3 years Per special assessment policy $5,000 - $10,000 5 years Per special assessment policy $10,000- $20,000 7 years Per special assessment policy Council Workshop Letter 25-02 January 8, 2025 Page 2 EAB Infested Tree Removal Assistance Program Under this limited term program, the City would create a special assessment loan lien on qualified Woodbury “homestead”1 properties for cost incurred in the removal of eligible Ash tree(s) on the homeowner’s private property and associated stump grinding. A loan repayment schedule will be applied to the resident’s property tax bill via special assessment lien. Woodbury homestead property owners can apply for the program, including signing a special assessment appeal waiver that waives all formal statutory special assessment processes. If accepted, the homeowner will then work with a private contractor to conduct removal. Following removal, residents must present a photo of the dead ash, photo of the removed ash tree, and the removal invoice. Resident’s will be encouraged to replant from a qualified list, and may opt to participate in the City’s tree rebate program for funding assistance. Staff requests Council also discuss and provide direction whether they would like to include a reduced interest rate for homeowners with gross incomes less than or equal to 125% of the Woodbury Annual Median Income (AMI). If so, staff recommend 100 basis points (1%) lower than the rate of interest established at the time the project is assessed. Governance Mode2  Generative - Identifying key questions, anticipating future challenges, framing of issues, development of options. Problem-framing. What to pay attention to, what it means, and what to do about it. How does it fit with our mission, vision, and values? Fiscal Implications The program would need short-term funding from the General Fund reserves with the knowledge it would be repaid with interest. Policy  2040 Comprehensive Plan – Urban Forest Canopy Goals  Strategic Initiative – Environmental Stewardship Public Process  March 23, 2022 - Council Workshop: Urban Canopy and Emerald Ash Borer  March 1, 2024 - Council Memo: Emerald Ash Borer Update and Boulevard Tree Planting and Maintenance Background The City’s current inventory of City owned and maintained ash trees is approximately 402, with 249 being treated. Parks trees in the general wooded areas are not inventoried, as they pose the least risk. The remaining inventoried City-maintained ash trees can be found in the following areas: 1 Per state statute description 2 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas.  Council Workshop Letter 25-02 January 8, 2025 Page 3  Maintained areas: 260, 234 are being treated.  Trail corridors: 127 (only includes ash trees that could impact the trail if they fail)  City-maintained Boulevard ash trees: 15, all are being treated by neighboring residents, homeowners’ association (HOA) or business.  Boulevard trees to be removed or treated, following March 2022 decision: 774 inventoried; 702 of which are being treated The following is a summary of the forestry team’s recent ash removals and tree planting: 2017 2018 2019 2020 2021 2022 2023 2024 Trees Removed 108 167 222 413 519 263 350 479 Treated City Trees 0 50 145 229 243 318 230 249 Trees Planted 358 294 353 449 732 662 599 945 Written By: Mary Van Milligen, Public Works Director Approved Through: Clinton P. Gridley, City Administrator  1C City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-03 January 8, 2025 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: Amending CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Summary At the City Council budget workshop meeting of September 11, 2024, two lines of discussion occurred regarding Public Safety staffing levels and approaches. The first and primary matter was around appropriate financing and staffing levels for Public Safety. The proposed budget requested an authorization increase of two sworn officers; however, recognizing the personnel procurement challenges for Public Safety, those positions were not levied for. The City Council built on that proposition and directed staff to develop policy language that would authorize hiring levels based on particular approved metrics. This council letter provides this policy proposal. The other question that arose concerned the Police Cadet program. The Cadet program has been funded by a series of grants, each adopted by the City Council over 2024, supplemented by unspent part-time and full-time salaries due to position openings. At the budget workshop, City staff were directed to produce further information on the Cadet program. Accordingly, the Council received a Cadet program handout at the workshop meeting of November 6, 2024, greater program detail in the Council memorandum provided on November 27, 2025 and subsequent information via a December 3, 2024 e-mail. At the workshop of December 11, 2024, the Cadet program was further discussed as part of the proposed 2025 budget, and the general Council consensus was as follows: 1. Staff committed to pausing the Cadet programs, meaning no new cadets (Police and EMS Fire) to be added to the program and no new grant applications applied for until the program has had further Council review and consideration. Grant programs may still be reviewed and potentially presented to Council for consideration should it mean the City may lose this funding opportunity. 2. Any cadets or grant funding approved to date would continue through the program and be implemented. 3. Staff was directed to evaluate packaging this proposal with the Public Safety staffing metric directive previously requested by Council. Council Workshop Letter 25-03 January 8, 2025 Page 2 Issue Public Safety Sworn Officer Staffing Metrics and Authorization The sworn police officer hiring metric is a relatively straight forward consideration. While nationwide, the rate of sworn officers is 2.4 per 1,000 inhabitants1, Woodbury’s historic budgetary allocation has been closer to 1 sworn officer per 1,000 population. In more recent years due to population growth and the competition for property tax levy dollars, Woodbury’s budgeted staffing level has fallen below that standard. Compounding this, there has been declining officer candidates pools and shorter police careers (recruitment and retention). This led to separating the budgeting level from the staffing authorization proposal. 2025 budgets for 75 sworn personnel, and authorizes hiring up to 77 officers. The policy proposal of 1 officer per 1,000 population would allow hiring up to 81 officers2. The chart below shows how we would compare in the metro. Establishing a metric for sworn Paramedic/Firefighters (P/FF) is more nuanced since most Fire agencies do not provide full ALS and BLS service, and many smaller agencies still rely on paid- on-call or part-time firefighters. Therefore, using the same methodology of sworn personnel per population seems less accurate a measure compared to utilizing FTE’s per call. Our EMS call volume have been increasing significantly and is the primary staffing driving force, while non- EMS calls are holding steady ranging between 20 – 25% of all calls. Point in fact, we hit a new EMS Fire call volume milestone eclipsing 8,000 calls/incident response YTD for 2024. Our total EMS and fire call volume trajectory increase is one of the largest in the Twin Cities over the past 5 years. By comparison, our 2022 total call volume was just under 6,700. Over a 5-year period (2019-2024), our annual call volume will have increased by nearly 3,000 calls (55% increase). 1 Source: FBI 2 Source: Met Council’s 2025 Woodbury population estimate of 80,669 Council Workshop Letter 25-03 January 8, 2025 Page 3 After some research and assessment, the policy proposal is 1.0 P/FF FTE per 200 calls for service. The regional average is currently 1 FTE per 206 calls, including Woodbury’s numbers. With us cresting the 8,000 EMS call mark in 2024, this equates to a personnel target of 40 FTEs3. The 2025 budget is for 28 full-time sworn EMS/Fire personnel, plus a flat dollar amount for part-time Fire/EMT personnel that would be converted to an annual FTE equivalent for this metric. One unique aspect for EMS/Fire staffing compared to Police staffing that should be noted is that much of the personnel and equipment cost is supported by ambulance fees and Fire State Aid. In sum, these additional positions would need to be budgetarily phased in over the years, as our actual staffing levels equal or exceed the budget. By creating these staffing metrics and authorizations, it improves the efficiency in our hiring activities and helps us better meet the city’s future service needs. Recruitment and Retention Means, Methods and Authorization The discussion over Public Safety’s means and methods of staffing (e.g. the Cadet programs) raises larger questions over the hiring, retention practices and use of budget authority of the City Administrator. This workshop item will hopefully provide a clearer basis for the personnel role and authority of the City Administrator. The executive (City Administrator) and legislative (Mayor and City Council) branches have both implied and specific roles and authority to operate within. As Woodbury’s population and organization has grown, and as policy and operational perspectives have been adjusted over time moving from implied, informal structures to more formal, specifically authorized structures, the Authorizations and Procedures for Personnel Management CD-ADMIN-1.1 policy has appropriately been updated. These updates have provided greater clarity and direction in the respective roles, and have improved the overall efficiency and effectiveness of both branches of government. For most public, non-profit and private organizations with a board of directors , the organizational head is typically responsible for setting the overall strategy and direction for 3 8,000 divided by 200 = 40 Council Workshop Letter 25-03 January 8, 2025 Page 4 personnel recruitment and retention, and the use of appropriated funds to ensure the organization attracts and retains top talent that aligns with the organization’s hiring systems. Council’s discussions and questions over establishment of the Public Safety Cadets programs and what additional authorizations should have been sought beyond the grant approvals signals that there is a need for additional personnel authorization policy language to assure both the legislative and executive branches are clear about what can and cannot be done in recruitment and retention programs of the City. The policy proposal looked at this question more holistically, regarding the authority of the City Administrator to create “term employment4” positions, and to make staffing adjustments within the overall budget appropriation. Historically, we have had various term employment opportunities to fill gaps, special needs or to create progressive employment pathways that have not been specially budgeted for or called out. The flexibility to create these term employees positions, both planned or as an opportunity and need presents itself, is important to fulfilling our mission. However, respecting Council Member desire for further structure and clarity to the Cadet program, a Standard Operating Procedure (SOP) on the Cadet program has been created and included in the packet. The SOP is the most common method for establishing Cadet programs, rather than by specific council action. Recommendation Staff recommends: 1. Proceed with the amendment to Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management to the January 22, 2025 council meeting. 2. Continue the Cadet program per Public Safety Standard Operating Procedure (SOP) 807. 3. Proceed with a Cadet hiring process per Council’s previously approved $100,000 grant funding for the State Intensive Comprehensive Peace Officer Education and Training Program Cadet Program Update We successfully applied for and were awarded $100,000 in grant funding for the State Intensive Comprehensive Peace Officer Education and Training Program, (Governor Press Conference on 12/11). The grant covers two slots at Hennepin Tech for the Intensive Academy, which runs from March to July, 2025. It is a set cohort, so the schedule is not flexible. The Council approved this grant acceptance on November 6, 2024. To utilize this funding, however, we will need to start advertising soon, as the application and hiring processes can take significant time. Failing to utilize the funds could jeopardize our chances of receiving future grants through this program. 4 Term Employee means an employee hired for a specific term of employment. The term of employment may be based on a specific period of time or the completion of a specific job or until the occurrence of a specified event. Council Workshop Letter 25-03 January 8, 2025 Page 5 Governance Mode5  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”.  Generative - Identifying key questions, anticipating future challenges, framing of issues, development of options. Problem-framing. What to pay attention to, what it means, and what to do about it. How does it fit with our mission, vision and values? Fiscal Implications The fiscal implications for these changes will be borne within the personnel budget of each division and are partially supported by the savings that occur with staff turnover and avoided recruitment costs. Policy City Code Chapter 2 Administration, Article V - Personnel Public Process Discussion on the delegation of personnel authority has been discussed at various meetings over the last decade or so. Background As Woodbury has grown to the 8th largest city in the state, and now the largest Plan A City in the state, with a total population of approximately 80,000 +, and as the City begins its leadership transition to a new City Administrator, these authorization questions are important to address. As well, staff continues to review its operations for efficiencies and has provided additional employment amendments for Council consideration. One such efficiency would be to give the City Administrator greater flexibility to hire the necessary employees that can be supported within the adopted budget to support the mission of the City. Written By: Clinton P. Gridley, City Administrator Attachment: 1. CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management – Strikethrough Version 2. CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management – Final Version 3. Woodbury Public Safety Standard Operating Procedure (SOP) 807 4. Council Memorandum 2024-33 Public Safety Cadet Programs 5 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long-term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas.  Adopted: 11-9-05 Number: CD-ADMIN-1.1 Revised: 12-10-08, 12-12-18, 12-8-21, 12-13-23, 2-28-24 Mayor: City Administrator: For: Unrepresented EmployeesAll Departments COUNCIL DIRECTIVE Subject: Authorizations and Procedures for Personnel Management Policy These Personnel Rules, Regulations and procedures set forth in this policy are to facilitate effective and economical services tofor the public and to provide a fair and equitable system of personnel management within the City organization. Classification and Compensation Plan “Classification and Compensation Plan” shall mean a list of the titles of the classes of all regular, part- time, or temporary positions in the municipal service, and shall include the following components:  Classification Plan utilizing an Evaluation System  Open Range Performance Pay Compensation Plan  Performance Pay System 1. Participation Eligible employees shall include unrepresented exempt and non-exempt full-time and regular part- time employees. 2. Classification Plan Woodbury City Code Sec. 2-195 requires the establishment and maintenance of a Classification Plan. Minnesota Statutes 471.991-.999 requires compliance with the Minnesota Pay Equity Act. All positions have been evaluated and assigned a score based on the following factors: a. Education, b. Work Experience, c. Independent Judgment & Decision Making, d. Responsibility for Policy Development, e. Planning, f. Contact with Others, g. Work of Others, h. Working Conditions, and i. Use of Technology/Specialized Equipment The City shall review the classifications every three years as a part of the Pay Equity Act reporting requirements and more often, if needed, in response to changes to services, processes and related job duties. Positions may be reclassified either upward (higher band/salary range) or downward (lower CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 2 of 5 band/salary range). If the affected employee’s current salary is below the new salary range minimum, his/her salary is increased to the range minimum following the completion of the probationary period. Reclassification downward generally results in no immediate change to the employee’s salary. If the employee’s salary is above the salary range maximum for the new classification, the employee will not be eligible for a performance pay increase until such time as the salary is within the new salary range. 3. Open Range Performance Pay Compensation Plan The Compensation Plan is an open range performance pay system with 14 grades of pay for similarly classified positions. The wage range has been segmented reflecting three stages of employee development within each band: Development Stage, Full Performer Stage and Excelled Performer Stage. Each grade will have a minimum compensation rate and a maximum compensation rate. a. Stage General Description Development Stage Beginning, developmental phase Examples of Development Stage Skill Set (This is not an exhaustive list).  Has met or will meet the minimum requirements of the position within a specified period of time.  Successful completion of required physical and psychological examinations including drug testing.  Ability to read, understand and follow written and oral instruction pertaining to their position.  Ability to meet demands of the job.  Ability to communicate as a member of a team.  Demonstrates understanding of city processes.  Demonstrates understanding and compliance with City policies, rules and procedures. Full Performer Stage High performance, Meets Position Expectations Examples of Full Performer Stage Skill Set (This is not an exhaustive list).  Successful completion of the development stage.  Demonstrates complete knowledge, skills, and abilities to accomplish the essential duties and responsibilities of the position.  Contributes information to colleagues and supervisor.  Looks for and completes additional tasks either as directed or on own when direction is not available.  Shows the ability to work with limited supervision.  Identifies problems and demonstrates the initiative to perform necessary corrections.  Fully Successful or above rating on annual performance appraisal. CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 3 of 5 Excelled Performer Stage Exceptional performance, skill, knowledge Examples of Excelled Performer Stage Skill Set (This is not an exhaustive list).  Demonstrates all skills listed under Full Performer Stage Skill Set.  Independently and successfully performs appropriate work without direction from the supervisor.  Seeks out and accomplishes additional training and skill enhancement.  Demonstrates the initiative to develop new methods to accomplish division operations.  Promotes city policies and is an example of the mission and values philosophy of the City.  Demonstrates excellent attitude and interpersonal skills, loyalty, dedication and vision to the organization. There may be special circumstances, such as classification changes, where a position incumbent needs to be in an employment stage that is different from their actual circumstances. b. On an annual basis employees will progress through the wage grade based upon performance. The supervisor will perform an annual performance review of the employee utilizing the designated Performance review program and forms. If the employee is eligible for a wage increase under the Performance Pay Program, the supervisor will complete an application for the Performance Pay Program and submit the form to the Department Head for approval. c. The maximum amount of increase for each stage is as follows: Development Stage Up to 9% Performance Pay increase to the base pay rate. Full Performer Stage Up to 6% Performance Pay increase to the base pay rate provided overall performance evaluation of Fully Successful. Excelled Performer Stage Up to 3% Performance Pay increase to the base pay rate provided overall performance evaluation of Fully Successful. d. Managers of City enterprises shall not be eligible for a pay increase in the Excelled Performer Stage unless the enterprise’s total revenues exceed the total expenditures. e. Employees shall have the opportunity for the stage percentage increase until their base pay rate has moved into the next stage. The opportunity for performance pay increase shall be based on the performance pay percentage increase assigned to that stage. f. All employees need to acquire the qualifications necessary to meet the requirements of the top wage rate of the Full Performer Stage within a reasonable period of time as determined by the City Administrator. g. General adjustments to the Pay Plan will be reviewed annually. When the City Council appropriates funds for a general adjustment, employees will receive the annual general adjustment at or about the beginning of the year absent extenuating circumstances. Performance must be at least a Fully Successful” overall rating of performance to receive the adjustment. The city may withhold the general adjustment based upon performance deficiencies. The general adjustment may be provided further into the year if performance improves to “Fully Successful” h. The beginning rate for a new employee normally will be in the development stage established for his/ her classification. A pay rate above the minimum rate may be authorized to meet difficult CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 4 of 5 recruiting problems, to obtain a person with marked superior qualifications, to correct salary inequities or give credit for prior service. i. The City Administrator may adjust an employee’s rate of pay based upon changing market circumstances, retention purposes or other needs of the City not to exceed 5%. Changes made under this section shall not exceed more than one time per calendar year. j. Pay for Performance pay increases shall be made effective at the anniversary date. The City Administrator may adjust classifications up one grade based upon market need if warranted. k. The City Administrator may establish limits to how many employees per Department or Division may earn the Achiever or Exceptional Rating within an employee’s performance review. l. The City Administrator is authorized to activate or de-activate all or portions of the adopted Incentive Pay Program, based on recruitment and retention results, economic and labor market conditions and bargaining agreement memoranda of understanding or contracts. Employment Action Authority The personnel system is established by Article V of the City Code of the City of Woodbury and shall be administered by the City Administrator. For the purposes of efficient and effective city operations, the City Council delegates to the City Administrator the following authority: 1. General control and supervision over all employees 2. Work periods for all classes of employees 3. Appointment and promotion of all employees, and establishment of their starting wages for positions already within approved department appropriations and staffing allocations as authorized by the City Council, and per the adopted Classification and Compensation Plan, or collectively bargained labor agreements 3.4. Term appointments for a period of not more than 2 years for temporary positions such as: developmental opportunities for designated hard-to-fill positions, positions associated with council approved grant funding, special project or extraordinary workload positions, or positions associated with supporting work activities during a declared local emergency. 4.5.Performance pay increases per Section 1. Classification and Compensation Plan of this policy, or steps increases per the terms of collectively bargained labor agreements 5.6.Salary freezes or decreases as warranted 6.7.Extension of employee probation periods 7.8. Change of position titles 8.9. Demotion of employees The City Council delegated personnel authority of the City Administrator shall exclude: 1. Appointment of Department Head classified employees 2. Creation of position classifications and titles not authorized within the adopted Classification and Compensation plan 3. Creation of full-time and regular part-time positions not authorized in the adopted annual budget 4. Approval of wages outside of the adopted Classification and Compensation plan 5. Reclassification of employees 6. Establishment of the annual cost of living adjustment CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 5 of 5 7. Dismissal of full-time and regular part-time employees 8. All employment terms and conditions inured to the City Council in the City Code Article V 8.9. Term appointments that contribute to exceeding the annual budget appropriation of the City Council Staffing Allocation Authorization The City Administrator shall establish staffing structures and allocations for all departments and positions, to be included in the annual proposed budget. The staffing allocations are to be a basis to develop and recommend for approval the annual budget. The annual budget proposal, as adopted by the City Council, is to represent the expected annual personnel costs of the City, and the appropriation by fund authorization / limit of the City Administrator. Exact staffing levels, if increased or lowered from the budget document allocations, are not considered as new requests, nor to be require specific mid- budget authorization. Specific to the Public Safety Department, the following recruitment, hiring and retention objectives and authorization shall be applied: Public Safety Department – Police Division – Sworn Personnel Minimum Allocation Definitions/Sources 1.0 sworn officers per 1,000 Sworn officers shall be defined as those employees licensed and population sworn to serve the City of Woodbury. Population as determined by the latest draft or final population estimate from the Metropolitan Council. Public Safety Department – EMS Fire Division Minimum Allocation Definitions/Sources 1.0 EMS Fire FTE per 200 calls Calls include EMS calls in the City and required mutual aid plus all fire calls in the City. List of Resolutions Pertaining to the Directive Resolution No. 05-268 Resolution No. 06-230 Resolution No. 07-262 Resolution No. 08-227 Resolution No. 09-245 Resolution No. 18-243 Resolution No. 21-267 Resolution No. 23-244 Resolution No. 24-47 CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management  Adopted: 11-9-05 Number: CD-ADMIN-1.1 Revised: 12-10-08, 12-12-18, 12-8-21, 12-13-23, 2-28-24 Mayor: City Administrator: For: All Departments COUNCIL DIRECTIVE Subject: Authorizations and Procedures for Personnel Management Policy These Personnel Rules, Regulations and procedures set forth in this policy are to facilitate effective and economical services for the public and to provide a fair and equitable system of personnel management within the City organization. Classification and Compensation Plan “Classification and Compensation Plan” shall mean a list of the titles of the classes of all regular, part- time, or temporary positions in the municipal service, and shall include the following components:  Classification Plan utilizing an Evaluation System  Open Range Performance Pay Compensation Plan  Performance Pay System 1. Participation Eligible employees shall include unrepresented exempt and non-exempt full-time and regular part- time employees. 2. Classification Plan Woodbury City Code Sec. 2-195 requires the establishment and maintenance of a Classification Plan. Minnesota Statutes 471.991-.999 requires compliance with the Minnesota Pay Equity Act. All positions have been evaluated and assigned a score based on the following factors: a. Education, b. Work Experience, c. Independent Judgment & Decision Making, d. Responsibility for Policy Development, e. Planning, f. Contact with Others, g. Work of Others, h. Working Conditions, and i. Use of Technology/Specialized Equipment CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 2 of 5 The City shall review the classifications every three years as a part of the Pay Equity Act reporting requirements and more often, if needed, in response to changes to services, processes and related job duties. Positions may be reclassified either upward (higher band/salary range) or downward (lower band/salary range). If the affected employee’s current salary is below the new salary range minimum, his/her salary is increased to the range minimum following the completion of the probationary period. Reclassification downward generally results in no immediate change to the employee’s salary. If the employee’s salary is above the salary range maximum for the new classification, the employee will not be eligible for a performance pay increase until such time as the salary is within the new salary range. 3. Open Range Performance Pay Compensation Plan The Compensation Plan is an open range performance pay system with 14 grades of pay for similarly classified positions. The wage range has been segmented reflecting three stages of employee development within each band: Development Stage, Full Performer Stage and Excelled Performer Stage. Each grade will have a minimum compensation rate and a maximum compensation rate. a. Stage General Description Development Stage Beginning, developmental phase Examples of Development Stage Skill Set (This is not an exhaustive list).  Has met or will meet the minimum requirements of the position within a specified period of time.  Successful completion of required physical and psychological examinations including drug testing.  Ability to read, understand and follow written and oral instruction pertaining to their position.  Ability to meet demands of the job.  Ability to communicate as a member of a team.  Demonstrates understanding of city processes.  Demonstrates understanding and compliance with City policies, rules and procedures. Full Performer Stage High performance, Meets Position Expectations Examples of Full Performer Stage Skill Set (This is not an exhaustive list).  Successful completion of the development stage.  Demonstrates complete knowledge, skills, and abilities to accomplish the essential duties and responsibilities of the position.  Contributes information to colleagues and supervisor.  Looks for and completes additional tasks either as directed or on own when direction is not available.  Shows the ability to work with limited supervision.  Identifies problems and demonstrates the initiative to perform necessary corrections.  Fully Successful or above rating on annual performance appraisal. CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 3 of 5 Excelled Performer Stage Exceptional performance, skill, knowledge Examples of Excelled Performer Stage Skill Set (This is not an exhaustive list).  Demonstrates all skills listed under Full Performer Stage Skill Set.  Independently and successfully performs appropriate work without direction from the supervisor.  Seeks out and accomplishes additional training and skill enhancement.  Demonstrates the initiative to develop new methods to accomplish division operations.  Promotes city policies and is an example of the mission and values philosophy of the City.  Demonstrates excellent attitude and interpersonal skills, loyalty, dedication and vision to the organization. There may be special circumstances, such as classification changes, where a position incumbent needs to be in an employment stage that is different from their actual circumstances. b. On an annual basis employees will progress through the wage grade based upon performance. The supervisor will perform an annual performance review of the employee utilizing the designated Performance review program and forms. If the employee is eligible for a wage increase under the Performance Pay Program, the supervisor will complete an application for the Performance Pay Program and submit the form to the Department Head for approval. c. The maximum amount of increase for each stage is as follows: Development Stage Up to 9% Performance Pay increase to the base pay rate. Full Performer Stage Up to 6% Performance Pay increase to the base pay rate provided overall performance evaluation of Fully Successful. Excelled Performer Stage Up to 3% Performance Pay increase to the base pay rate provided overall performance evaluation of Fully Successful. d. Managers of City enterprises shall not be eligible for a pay increase in the Excelled Performer Stage unless the enterprise’s total revenues exceed the total expenditures. e. Employees shall have the opportunity for the stage percentage increase until their base pay rate has moved into the next stage. The opportunity for performance pay increase shall be based on the performance pay percentage increase assigned to that stage. f. All employees need to acquire the qualifications necessary to meet the requirements of the top wage rate of the Full Performer Stage within a reasonable period of time as determined by the City Administrator. g. General adjustments to the Pay Plan will be reviewed annually. When the City Council appropriates funds for a general adjustment, employees will receive the annual general adjustment at or about the beginning of the year absent extenuating circumstances. Performance must be at least a Fully Successful” overall rating of performance to receive the adjustment. The city may withhold the general adjustment based upon performance deficiencies. The general adjustment may be provided further into the year if performance improves to “Fully Successful” h. The beginning rate for a new employee normally will be in the development stage established for his/ her classification. A pay rate above the minimum rate may be authorized to meet difficult CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 4 of 5 recruiting problems, to obtain a person with marked superior qualifications, to correct salary inequities or give credit for prior service. i. The City Administrator may adjust an employee’s rate of pay based upon changing market circumstances, retention purposes or other needs of the City not to exceed 5%. Changes made under this section shall not exceed more than one time per calendar year. j. Pay for Performance pay increases shall be made effective at the anniversary date. The City Administrator may adjust classifications up one grade based upon market need if warranted. k. The City Administrator may establish limits to how many employees per Department or Division may earn the Achiever or Exceptional Rating within an employee’s performance review. l. The City Administrator is authorized to activate or de-activate all or portions of the adopted Incentive Pay Program, based on recruitment and retention results, economic and labor market conditions and bargaining agreement memoranda of understanding or contracts. Employment Action Authority The personnel system is established by Article V of the City Code of the City of Woodbury and shall be administered by the City Administrator. For the purposes of efficient and effective city operations, the City Council delegates to the City Administrator the following authority: 1. General control and supervision over all employees 2. Work periods for all classes of employees 3. Appointment and promotion of all employees, and establishment of their starting wages for positions already within approved department appropriations and staffing allocations as authorized by the City Council, and per the adopted Classification and Compensation Plan, or collectively bargained labor agreements 4. Term appointments for a period of not more than 2 years for temporary positions such as: developmental opportunities for designated hard-to-fill positions, positions associated with council approved grant funding, special project or extraordinary workload positions, or positions associated with supporting work activities during a declared local emergency. 5. Performance pay increases per Section 1. Classification and Compensation Plan of this policy, or steps increases per the terms of collectively bargained labor agreements 6. Salary freezes or decreases as warranted 7. Extension of employee probation periods 8. Change of position titles 9. Demotion of employees The City Council delegated personnel authority of the City Administrator shall exclude: 1. Appointment of Department Head classified employees 2. Creation of position classifications and titles not authorized within the adopted Classification and Compensation plan 3. Creation of full-time and regular part-time positions not authorized in the adopted annual budget 4. Approval of wages outside of the adopted Classification and Compensation plan 5. Reclassification of employees 6. Establishment of the annual cost of living adjustment CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management City Council Directive CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management Page 5 of 5 7. Dismissal of full-time and regular part-time employees 8. All employment terms and conditions inured to the City Council in the City Code Article V 9. Term appointments that contribute to exceeding the annual budget appropriation of the City Council Staffing Allocation Authorization The City Administrator shall establish staffing structures and allocations for all departments and positions, to be included in the annual proposed budget. The staffing allocations are to be a basis to develop and recommend for approval the annual budget. The annual budget proposal, as adopted by the City Council, is to represent the expected annual personnel costs of the City, and the appropriation by fund authorization / limit of the City Administrator. Exact staffing levels, if increased or lowered from the budget document allocations, are not considered as new requests, nor to be require specific mid- budget authorization. Specific to the Public Safety Department, the following recruitment, hiring and retention objectives and authorization shall be applied: Public Safety Department – Police Division – Sworn Personnel Minimum Allocation Definitions/Sources 1.0 sworn officers per 1,000 Sworn officers shall be defined as those employees licensed and population sworn to serve the City of Woodbury. Population as determined by the latest draft or final population estimate from the Metropolitan Council. Public Safety Department – EMS Fire Division Minimum Allocation Definitions/Sources 1.0 EMS Fire FTE per 200 calls Calls include EMS calls in the City and required mutual aid plus all fire calls in the City. List of Resolutions Pertaining to the Directive Resolution No. 05-268 Resolution No. 06-230 Resolution No. 07-262 Resolution No. 08-227 Resolution No. 09-245 Resolution No. 18-243 Resolution No. 21-267 Resolution No. 23-244 Resolution No. 24-47 CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management  Policy Woodbury Police Department 807 MN LE Policy Manual Police Cadets 807.1 PURPOSE AND SCOPE Police cadets work under direct supervision and perform a variety of routine and advanced tasks in an apprenticeship program in preparation for a career in policing. 807.2 PROGRAM COORDINATORS An assigned sergeant will over see the program, led by the community service officer coordinator. The program coordinator will be responsible for tracking the educational and job performance of police cadets as well as monitor the training provided. The patrol commander will have oversight of the program as well as the implementation of the on-boarding and training plan. 807.3 POLICE CADET TRAINING AND RESPONSIBILITIES Police cadets are visible in the community and participate in community outreach initiatives. They also support the organization with administrative functions, attend internal training, and perform other tasks as assigned. The Police cadet position is a training position to evaluate candidates for the position of police officer. They will perform community service officer duties and attend school to obtain a degree from an accredited law enforcement program within a specific timeline as set by Director of Public Safety. Police cadets work 40 hours a week, generally between 6:00 AM and 11:00 PM Sunday through Saturday. Some tasks assigned to police cadet are but not limited to; o Respond to calls for service regarding animal control, parking enforcement, minor traffic crashes and assist in traffic and crowd control. o Assist police officer by transporting individuals to jail. o Transport property and evidence. o Participate in structured internal training. o Participate in ride alongs with police officers. Police cadets hired under grant requirements will be afforded flexibility to be able to attend courses required as part of the grant. In conjunction with human resources, if a cadet were to separate from employment the organization will seek reimbursement of uniform costs and education expenses in accordance with administrative directive, AD-ADMFIN-1.06 Educational Assistance Program. Police cadets will attend the community service officer training academy and will received on the job training for the duties associated with the community service officer position. In addition to job specific training, training will be provided to police cadets to prepare the law enforcement skills program and to aid in the transition into a police officer role. A structured training plan will be maintained by the department's training staff, police officer field training supervisors, and program coordinator. 807.4 POLICE CADET UNIFORM Each police cadet will be provided an initial uniform and equipment. Copyright Lexipol, LLC 2024/12/19, All Rights Reserved. Published with permission by Woodbury Police Department ***DRAFT*** Police Cadets - 1  Woodbury Police Department MN LE Policy Manual Police Cadets 807.5 RIDE-ALONG PROCEDURE Police cadets are authorized to participate in ride alongs that have been approved by their immediate supervisor and the appropriate shift sergeant. Ride alongs will be scheduled as part of their training program. Copyright Lexipol, LLC 2024/12/19, All Rights Reserved. Published with permission by Woodbury Police Department ***DRAFT*** Police Cadets - 2  Office of the City Administrator Council Memorandum 2024-33 Date: December 11, 2024 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: Public Safety Cadet Programs Summary At the Council workshop of November 6, 2024, we highlighted the Public Safety - Safer Community through Culture, Community Connections, and Crime Prevention Strategic Initiative Phase 1 final report. During this presentation, questions arose concerning the Police cadet programs. Council was provided a one-page summary of the program at the meeting. After further discussion on this program, staff was directed to provide a detailed accounting of this new program. This council memorandum is to comply with this information request. As the City Council is most aware, recruitment has been a major concern and challenge the last 4 – 5 years. In response to the highly competitive marketplace, the City of Woodbury Police and Fire Cadet Programs were created and designed to attract, develop, and retain high-quality candidates for the Public Safety Department. These programs reflect our commitment to proactive and innovative recruitment, career development, and community engagement. Below is a summary of the program cost, and an overview of each program, their respective benefits, and the financial exposures associated with their implementation. Fiscal Impact Police Cadet Program Expenses: Current (4) Future (3) Estimated Monthly Cadet Salary/Benefit Cost $ 29,232 $ 21,924 Estimated Total Cadet Salary/Benefit Cost $233,856 $ 73,080 Estimated Total Cadet Equipment Cost $ 12,612 $ 9,459 Cadet Education $ 35,600 $ 50,000 Total Gross Cadet Cost $282,068 $ 129,386 Grant Funding ($153,281) ($100,000) Amount Paid for Cadet Street Coverage Work ( $76,952) ($ 0) Total Net Cadet Cost $ 51,835 $ 29,386 Council Memorandum 2024-33 December 11, 2024 Page 2 As detailed above, the financial impact of the Police Cadet Program is partially mitigated by grant funding secured for 2024 and 2025. Other key financial considerations include cadet salaries, role allocation, and claw back policies. The financial breakdown outlines cadet salaries, expected durations, associated costs to the city, time spent providing services to our community versus time spent in law enforcement education. As a further backstop to the modest net cost of the program, are our provisions for reimbursement if cadets leave the program early. The net cost is absorbed by the unspent salaries, and has not been an added to the property tax levy. Cadet Programs Police Cadet Program The Police Cadet Program invests in the training and development of future officers by providing financial support for both education and the time spent working in our community. This program aligns with regional recruitment strategies and aims to secure a pipeline of high- caliber law enforcement professionals. The program benefits have been:  Competitive Recruitment: The law enforcement job market is more competitive than ever, with over 1,000 open positions in Minnesota alone. Furthermore, recent increases in state aid are enabling neighboring departments to expand hiring, which further strains the applicant pool. Relying solely on candidates who are already licensed, limits our options. Many recruits are drawn to departments that support their education and provide job security from the outset. By offering educational assistance and compensating candidates for portions of their time in training, we can more effectively recruit talented individuals who might otherwise accept offers from departments with similar pathway-style programs.  Proactive Recruitment and Early Engagement: Attracting candidates early, supporting the development of students, and building connections throughout their training offers distinct advantages. An early engagement strategy allows us to familiarize recruits with our community and our department’s culture and operational systems. This initial connection fosters a sense of belonging and loyalty well before they are sworn officers, supporting retention and aiding in smoother onboarding.  Proven Success Through Early Connections: Early engagement is not new to our department. We have long leveraged our Community Service Officer (CSO) program as an entry pathway, with over 30% of our current staff having begun their careers as CSOs. This track record speaks to the value of fostering long-term relationships and to the effectiveness of early exposure as a recruitment tool.  Retention Beyond Financial Investment: One of the primary goals of the program, beyond recovering up to $5,000 in educational assistance and $1,500 in uniform costs for future cadets, is to cultivate long-term commitment. By involving cadets in the department early, creating a supportive environment, and fostering connections with our officers and the community, we aim to build a sense of belonging. We believe this sense Council Memorandum 2024-33 December 11, 2024 Page 3 of value in the City of Woodbury will inspire them to stay, driven by meaningful relationships rather than financial obligations. These human connections are a powerful driver of retention.  A Long Interview Process with Real Benefits: The Cadet Program will allow for a unique “long interview” period, during which we can observe candidates in action within the department and community. This provides a framework for assessing candidates as team members and allows them to acclimate gradually, which, in turn, expedites their training and readiness once they transition to full-time officers. Fire Cadet Program Each division operates within its own marketplace, and we aim to scale our support programs accordingly. The Fire Cadet Program is structured as a part-time initiative, focusing on building foundational skills and preparing participants for future roles in the EMS Fire Division of Public Safety. These cadets primarily perform non-emergent duties, freeing full-time staff to focus on critical tasks. The program benefits have been:  Future Workforce Development: This program plays a vital role in future workforce development by creating a structured pipeline for both part-time and full-time EMS Fire staff. By offering hands-on experience, participants gain valuable exposure to the demands and responsibility of the profession. The program also emphasizes career development, providing the necessary training and education, and preparation to ensure a seamless transition into full-time roles. This proactive approach supports the individual growth of participants but also helps address staffing needs by cultivating a well-prepared and qualified workforce for the future.  Community Engagement: This program enhances community outreach by involving cadets in various outreach and educational initiatives. Through their participation in programs including the smoke alarm battery replacement program, school and daycare visits, and much more, cadets build connections with the community while promoting safety.  Operational Efficiency: The contributions of our Fire Cadets have helped allow our full- time staff to concentrate on high-priority tasks by taking on non-critical but essential responsibilities. Cadets handle duties such as equipment checks and station maintenance, conducting commercial business safety checks, community outreach, and administrative support, which are vital to the department’s mission but do not require the expertise of fully trained firefighter/paramedics. The financial framework for the Fire Cadet Program varies based on the individual cadet career path needs (fire training or paramedic training). Key components include tuition reimbursement and service commitment. Tuition reimbursement is administered through the city’s educational assistance program and requires a defined tenure with the department after Council Memorandum 2024-33 December 11, 2024 Page 4 the program completion. Failure to meet this commitment triggers a repayment obligation required per city policy. Comparison with Similar Programs To evaluate the program’s effectiveness and alignment with best practices, we compared them to similar initiatives in other Minnesota cities. Police Cadet Programs in Minnesota Three comparable programs to our Police Cadet Program are the St. Paul Police Department’s Law Enforcement Trainee position, the Airport Police’s Police Trainee position, and the Bloomington Police Trainee Program. All are supported by grant opportunities like those that help fund our positions. The Airport Police program offers a full-time salary while participants attend 40 hours a week of college coursework and training for approximately 22 weeks, with eligibility for insurance and pension benefits. St. Paul’s program provides full-time salary, along with health insurance, paid vacation, and sick time, for the same duration of coursework and training. Similarly, Bloomington’s program, supported by the Pathways to Policing grant, also offers a full-time salary and includes insurance and pension benefits, with all course fees and equipment provided at no cost to the trainee. Each of these programs mirrors our police cadet opportunities by offering financial support, comprehensive benefits, and a pathway to sworn police officer licensure, ensuring participants are well-prepared for a successful career in policing. Border State Initiatives While Minnesota has only recently begun expanding police training support programs, neighboring states are making significant strides. Wisconsin, for example, fully funds schooling for sponsored police candidates and provides compensation during their training period. By participating in Minnesota's Cadet Intensive and Pathway Grant programs, we have the opportunity to follow this model and offer our own recruits’ similar benefits, positioning Woodbury as an attractive, supportive department. Fire Cadet Programs Our Fire Cadet program shares similarities with the Fire Cadet Programs offered by the City of St. Paul and the City of Minneapolis. The City of Minneapolis offers a Firefighter Cadet position earning $24.55 per hour. Firefighter cadets attend college courses and trainings activities, covering areas such as firefighting techniques, hazardous material handling, physical conditioning, and emergency medical technician skills. Upon successful completion of the training, cadets are eligible for promotion to a firefighter position. St. Paul’s Fire Medic position is an entry-level civilian technical role, which pays up to $20.19 per hour and focuses on providing basic life support for non-emergency medical transportation services throughout the city. This role also trains participants for future firefighter opportunities including firefighter training and practical skill sessions. Council Memorandum 2024-33 December 11, 2024 Page 5 Conclusion Our Police and Fire Cadet Programs are in line with similar initiatives across Minnesota, demonstrating that our city is adopting competitive and forward-thinking strategies to address workforce challenges. Our investment will not only create a strong pipeline of dedicated officers and Firefighter/Paramedics but also foster a culture of loyalty and engagement. These programs represent a commitment to our department's future, ensuring that Woodbury remains a highly respected, competitive, and community centered organization. While financial exposures exist, they are mitigated by grant funding, tuition reimbursement policies, and claw back provisions. Written By: Omar Maklad, Assistant Public Safety Director/Deputy Police Chief Chris Klein, Assistant Public Safety Director/Deputy EMS Fire Chief Nicole Pontrelli, Public Safety Supervisor Approved Through: Jason Posel, Public Safety Director/Chief