City Council - Workshop Meetings

City Council Workshop Meeting Ash Conference Rooms July 30, 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 for completion following 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 1A. Public Safety Strategic Initiative Update 25-182 1B. Environmental Stewardship Strategic Initiative Update 25-183 1C. Fiber-to-the-Home; Update and Information 25-184 2. Administrator Comments and Updates* 3. Mayor and City Council Comments and Commission Liaison Updates* 4. Adjournment**  Woodbury City Council Agenda July 30, 2025 | 5:30 PM * 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. **Further discussion of Workshop items may need to continue after the adjournment of the HRA and City Council meeting scheduled at 7:30 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 provisions of the Americans with Disabilities Act is available from the Administration office at 651-714-3500. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator at 651-714-3500 (TDD 731-5796) to make arrangements.  1A City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-182 July 30, 2025 To: The Honorable Mayor and Members of the City Council From: Angela M. Gorall, Deputy City Administrator Subject: Public Safety Strategic Initiative Update: Safer Community through Culture, Connections, and Crime Prevention Summary This Strategic Initiative Update will provide an important update on the significant progress made in advancing Woodbury Public Safety’s Strategic Initiative. Since our last update, the department has achieved meaningful milestones that align with our goal of fostering a safer community through culture, connections, and crime prevention. Together with the Community Relations Division we have developed a Public Safety Strategic Roadmap, which outlines the span of our ongoing and planned work across all major focus areas. While the roadmap offers a comprehensive view of our strategies, this workshop will concentrate on three critical areas that directly impact both our organization and the community we serve: 1. Strategic Staffing Plan Staffing remains a foundational priority. We have made measurable progress in recruitment, retention, and long-term staffing strategies. We will highlight the initiatives that have successfully increased staffing levels, our continued efforts to enhance employee retention, the fiscal impacts of expanding our workforce, and the use of technology as a force multiplier. 2. EMS Fire 24-Hour Shift Implementation The transition to a 24-hour shift model began in April 2025, marking a significant change in our operations and deployment strategy. Early results have been positive, and we look forward to sharing both the initial impacts and anticipated long-term benefits related to service delivery and operational efficiency. 3. Facility Remodel and Department Relocation Planning We are at a pivotal point in our building remodel efforts, marking a historic moment for the City. Thoughtful planning is underway to ensure continuity of operations and strong connectivity during the relocation phase. Council Workshop Letter 25-182 July 30, 2025 Page 2 These updates reflect our commitment to being a department rooted in excellence, trust, integrity, and respect. Supporting this work are our three foundational focus areas:  Culture: A cohesive, healthy, and resilient internal culture is essential to public safety success.  Connections: Strengthening relationships to keep our community safe through transparency, inclusion, and trust.  Crime Prevention: Emphasizing proactive strategies, public education and events, and the use of innovative tools to reduce crime and improve awareness. These initiatives represent a vision to keep Woodbury safe, innovative, and forward-thinking in how we deliver public safety services. Recommendation Staff recommends City Council review the Public Safety Strategic Initiative Update and provide feedback. Governance Mode  Fiduciary - Stewardship of tangible assets, oversees operations and ensures efficient and appropriate use of resources, legal compliance and fiscal accountability.  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. Fiscal Implications The costs associated with the Public Safety Strategic Initiative have been incorporated into the Proposed 2026 Budget, and any future expenditures will be accounted for in subsequent budget cycles. Policy Aligns with the 2025-2028 Strategic Initiative 25-02, Safer Community through Culture, Connections, and Crime Prevention. Public Process The Council held its biennial City Council retreat on June 4, 2024, and approved the plan on December 11, 2024. This will be the first update provided by Public Safety for the 2025-2028 initiative. Background City Council has long recognized Public Safety as being crucial to the City’s success. The City Council’s commitment to this priority was reaffirmed in 2024 with the decision to extend the Public Safety Strategic Initiative Safer Community through Culture, Connections, and Crime Prevention through 2028. Council Workshop Letter 25-182 July 30, 2025 Page 3 Over the past decade, the Woodbury Public Safety Department has made consistent and measurable progress in advancing our services. To help illustrate the depth of this work, we have developed a 10-year retrospective look back that highlights key milestones, innovations, and strategic shifts. This look back shows how public safety efforts have evolved in response to community needs, ranging from service model enhancements to proactive programs designed to build trust, improve outcomes, and foster a culture of continuous improvement. The Strategic Initiative remains grounded in our three foundational pillars: culture, connections, and crime prevention. As we continue this important work, the 10 year look back provides context for some of the achievements to date and serves as a starting point for the next phase of strategic growth. It is a testament to the department’s commitment to excellence and the community’s support in shaping a safe, connected community. Written By: Jason Posel, Public Safety Director/Chief Approved Through: Angela M. Gorall, Deputy City Administrator Attachments: 1. Public Safety Strategic Initiative, Safer Community through Culture, Community Connections, and Crime Prevention 2. Public Safety Strategic Initiative Roadmap 3. Public Safety Look Back  2025 - 2028 Strategic Initiative 25-02 Public Safety Safer Community through Culture, Connections and Crime Prevention Guiding Principles Statements Mission, vision, and values statements provide a strategic direction for the organization and inform current and future business strategies. Public Safety’s statements in this regard are: Mission - We serve all people with compassion and courage. Vision - Woodbury Public Safety is committed to a better future through: o Exceptional and responsive service o Community trust and engagement o Unified and active leadership o Planning and preparedness Values - Woodbury Public Safety recognizes there is no greater priority than the preservation of human life. Issue Summary The uniquely integrated Woodbury Public Safety Department has much to be proud of as it approaches its 30th anniversary since its consolidation and formation1. Continuing to provide high-quality and exceptional public safety services to our community is of the highest priority. As a core service and our largest operational department, Public Safety has been the subject of several strategic initiatives of the City Council: 2007 – 2009: Emergency Preparedness 2019 – 2021: Adapt and Enhance Public Safety Effectiveness 2022 – 2024: Safer Community through Culture, Connections and Crime Prevention 2025 – 2028: Safer Community through Culture, Connections and Crime Prevention (cont.) Being responsive to the evolving challenges is key to building a sense of community and supporting a high quality of life. Recent events around the country (and world) this decade have underscored the need for and importance of continuing to identify best practices and offer recommendations on how those practices can promote effective public safety services while building public trust. While the past strategic initiatives have yielded positive results, the City 1 July 1, 1995 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 2 Council of Woodbury remains committed to strengthening our community-based Public Safety services and connections. Moreover, there is still much more work to do as this field continues to undergo significant changes and challenges, such as:  Retention, recruitment and diversity of personnel  Rise in EMS calls for service  A continued push for community policing  Drug decriminalization  Transparency and accountability  Post-traumatic stress / mental health and wellness  Use of force post George Floyd  Technology use, control, effectiveness and opportunities  Politics and police reforms  Social work and policing collaborative  Role of police in schools (SRO’s)  Interagency agreements and mutual responses  Cost burdens of a modern public safety agency  Cybercrime and cryptocurrency fraud  Traffic control challenges  Demilitarization, defunding  And much, much more Our success as a “premier community in which to live, work and thrive” requires that the safety of the community and public safety services be continually evaluated, adjusted, and enhanced to meet the needs of a changing and growing community. Proceeding with Public Safety as a City Strategic Initiative will assist in providing the necessary research, detail and information to ensure the City Council can make informed, long-term and strategic decisions regarding the future of the City of Woodbury’s Public Safety services into the future. While the 2025-2028 proposed strategic initiative related to Public Safety is a continuation of the last two strategic initiatives, still it represents new considerations and commitments to Public Safety excellence. Areas of Focus Recognizing that all the weighty matters listed above are not all solvable by our local unit of government, three main focus areas continue to be emphasized – culture, connections, crime prevention and education as umbrella areas, with revised focus areas within each one for this strategic initiative, as proposed. 1. Culture a. RECRUITMENT AND RETENTION. Continue to examine means and methods to reduce the number of unfilled positions and how to better keep the department closer to its full accompaniment of employees so the mission-critical work of Public Safety can be 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 3 fulfilled. Many of the initiatives, programs, and services directly tie back to staffing levels. Work towards returning budgeted officer staffing levels to our historic ratios while planning for continued growth. b. INTEGRATED PUBLIC SAFETY SERVICES. As we have moved away from integrated positions (e.g. police officer/paramedic, police officer/firefighter), assuring we have vertical and horizontal collaboration and coordination of services at all levels, and proper chain of command roles and responsibilities. c. BUILDING AND SUSTAINING OFFICER WELLNESS. In recognition of the critical role that wellness plays in public safety work, Woodbury has created programs designed to promote mental and physical health and enhance overall resiliency. Despite these efforts, police and fire services are facing recruitment and retention challenges, worker unavailability and rising workers compensation and pension costs due in-part to post- traumatic stress disorder claims. We desire to further evaluate initiatives, practices, programs and resources that enhance wellness and promote healthy employees able to deliver high quality services to our community. d. INTERNAL COHORT GROUPS. Intentional cohort groups can help promote inclusion and belonging in the workplace, and to address challenges faced by underrepresented groups to bolster diversity in recruitment, retention and promotional opportunities. e. EMS FIRE DEPLOYMENT CONVERSION. Restructuring of emergency medical services (EMS) personnel, operations, facilities and equipment to meet community service standards will allow for enhanced coverage to better address the service needs. Continue to use data to support future staffing requests for what has been a rapidly increasing service area, particularly EMS services. f. SOCIAL WORKER INCORPORATION WITH FRONTLINE LAW ENFORCEMENT. Evaluate staffing and partnership needs of the Community Support Team with Washington County to enhance mental health and crisis response. 2. Community Connections a. PUBLIC SAFETY CAMPUS EXPANSION AND REMODEL2. Collaborating with architects, contractors, community members and groups, and staff to ensure the remodel aligns with both current and future community growth and service needs. Develop plans to temporarily relocate public safety services during construction to ensure uninterrupted service delivery. b. PUBLIC SAFETY SOCIAL MEDIA STRATEGY. Continue to research, expand and implement the reach of messaging, education, and information sharing. 2 Capital budget of $60 million. Planned 2026 construction, 2027 completion. 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 4 c. INTEGRATE DIVERSITY, EQUITY, AND INCLUSION (DEI) PRINCIPLES. Examine Public Safety’s governance, operations, and programs leading to a sustainable culture of enhanced understanding and connection within community members by Public Safety. d. PARTNERSHIPS AND COLLABORATION. Enhance governmental and non-profit connections to support our community services. 3. Crime Prevention and Education e. STAFFING AND SERVICE LEVELS STANDARDS. Evaluate staffing and operational and funding levels necessary to support a growing and changing community and changing demands on the public safety professionals to assure field effectiveness. Define performance measure benchmarks in which to assess the effectiveness and efficiency of public safety services f. CRIME PREVENTION EDUCATION AND PROGRAMS. Identify and evaluate neighborhood-level crime to address residential area crimes, and opportunities tailored to various community groups. g. TECHNOLOGY MANAGEMENT. Determining our future with the County records management system (RMS) is the major initiative, and potentially standing up our own RMS system. As well, seeking to use IT innovatively to achieve better crime tracking, case management and resolution. Enhance data-led policing practices to direct timely allocation of police resources. h. TRANSIT SYSTEM POLICING. Conduct ongoing proactive research and planning to prepare for the future start of the METRO Gold Line, and coordination with Metro Police. Implementation Team The City staff project management team (PMT) will include: Public Safety Director (lead), Assistant Safety Director – EMS Fire, Deputy City Administrator, Police Commander, Community Relations representative, IT Manager, Assistant Community Development Director/City Planner, Police Commander, Police Officer, Paramedic Firefighter. The PMT will be supported by the Public Safety Supervisor and by professional services as needed. Scope and Schedule The Public Safety Department recognizes that many of the initiatives presented are interconnected and will need frequent adjustments as our community continues to grow. This will require concentrated coordination to ensure the effectiveness of the overall strategy to enhance connections and communication with our community. 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 5 Q1 2025 City Council Adoption of Strategic Initiatives Q1 2025 Develop strategy, tactics and identify focus area champions and team members to implement strategic initiative Q1 2025 Commencement of strategic initiative focus area action teams Q2 2025 Check in with Council Q2 2026 Check in with Council Q2 2027 Check in with Council Q2 2028 Final report on strategic initiative Background The City of Woodbury recognized early on in our development that in order to meet the increasing public safety needs of its growing population without breaking the bank, it would need to consider some creative staffing options. In 1995, the city began cross-training some police officers as paramedics, and in 1996, it merged its fire and emergency medical services (EMS) with its police service. By 2004, it became clear, however, that additional measures were needed to ensure continued provision of robust public safety services within the city’s existing financial constraints. A major concern at the time was that the city’s pool of paid, on-call volunteer firefighters had not grown with the city’s population. From 1991 to 2005, the city’s population had increased by 275 percent while the number of paid, on-call volunteers had remained static. Although the city of Woodbury was in a relatively strong financial position with a comparatively low property tax rate, it would have been financially burdensome to add the number of regular, full-time firefighters that would have been needed to make up for the shortage in the paid, on-call volunteer pool. Moreover, the city was also concerned that, with its growing population, a shortage of police officers might become a problem. To address these concerns, in late 2004 the city formed an EMS-fire task force comprising citizens, elected officials, and city staff. The task force was charged with drafting recommendations for public safety service standards and performance measures that represented community expectations. Task force members also recommended staffing levels to meet the new service standards. The task force considered a number of different public safety organizational models and ultimately recommended the public safety integration model, which features the cross-training of public safety personnel in multiple disciplines. A major benefit of the model was considered to be the likelihood of improving fire response times because on-duty police officers are usually among the first to respond to an emergency; under the new model many police officers would be cross-trained as firefighters. In addition, the task force recommended the hiring of additional public safety personnel to meet growing service demands in both police and fire. In 2007, the Emergency Management position was created to develop, coordinate, and direct emergency preparedness and management. This involves staff training, outreach to schools, 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 6 private industry, and the general public. A core function of this position is natural disaster planning and preparation. During the COVID-19 pandemic, the position was critical in setting up an Emergency Operations Center (EOC), which coordinated the city-wide response while also overseeing the delivery of all services. As our community continued to evolve, so did our response model. In 2014, we began the process of hiring full time Paramedics to ease the pressure to our Police Paramedics. Being early adopters of the emerging body worn camera system technologies we began an implementation process in 2016. This involved an initial press release, a published draft policy, input from internal stakeholders, and the hosting of a public forum. This transparent and inclusive process led to the successful rollout of the program. In 2017, the City Council identified safety as one of seven “Critical Success Factors” crucial to Woodbury’s continuing success. Council supported the following guiding statement in support of safety: Woodbury is a welcoming community where all people feel safe. The City provides professional, effective and compassionate protective services to ensure Public Safety builds a sense of community and supports a high quality of life. In 2019, the Multicultural Advisory Committee (MAC) was formed with involvement from a community steering committee. The purpose of our MAC is to enrich the relationship between community members with diverse identities and experiences and the police department by creating opportunities to learn from each other, engage in meaningful conversations, and solicit input for decision-making processes that impact the community. By building trust and communication between the police and community members, we work to ultimately improve the safety and livability of our community. Also in 2019, to support our staff we researched and implemented a mental wellness program. Each front-line worker visits with our independent professional mental health provider at least once per year for a mental wellness check-up. If additional visits are needed staff can anonymously attend up to five additional sessions free of charge. Employee wellness is further supported by physical wellness programs and facilities. The Public Safety Department embraces a culture that values excellent customer service, training, and education, all of which contribute to our consistently positive resident ratings. To ensure Public Safety staff members are highly trained and capable of providing quality services, City Council supported the construction of the HERO Training Center, which opened in 2020. The new regional training center allows our police officers, firefighters, and paramedics to hone their skills using state-of-the-art equipment and facilities. Also in 2020, a staffing study identified critical areas of improvement and provided a foundation for organizational planning. The Public Safety Department continues to work towards achieving 2025 - 2028 Strategic Initiative 25-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 7 the goals identified in the study. This process has allowed the department to enhance its effectiveness in many areas. Another key tool in the evaluation of public safety services has been our biannual resident survey. The 2024 resident survey results revealed an approval rating of over 89% across all divisions within Woodbury Public Safety. Highlights of the survey are: • 90% of residents rated Woodbury as excellent or good in overall quality of life • 97% of residents felt safe or somewhat safe walking alone in their neighborhood, (92% in commercial areas and 92% in city parks and recreation facilities) • 95% of residents rated fire services, ambulances, or emergency medical services as excellent or good • 89% of residents rated police services as excellent or good • 92% of residents rated their overall feeling of safety in Woodbury as excellent or good Overall, per capita data shows crime rates in Woodbury have remained level, even showing areas of reduction. However, meeting the expectations of the community for public safety is more complex than just addressing crime. The feeling of safety is impacted by the media, regional and national crime trends, and the occurrence of low frequency but significant incidents in Woodbury. Per capita crime is how the community experiences crime; however, officers experience the resource strain if officer staffing levels do not keep pace with population growth. To maintain our high service levels, our staffing levels will need to stay on pace with population growth. Public safety services are primarily driven by service demands, staffing levels, and community growth. A notable area of increasing demand is EMS, which has seen a 98% rise in calls since 2014. In 2022, there were 5,191 EMS calls, which grew to 5,616 in 2023, with projections indicating another substantial increase in 2024. Restoring police officer staffing to historic levels will enable the department to effectively meet its mission-critical responsibilities while also allowing for timely responses to emerging issues. Recent examples of such issues include mental health support and response, cryptocurrency fraud, and new traffic challenges.  Woodbury Public Safety 2025 - 2028 Strategic Initiative Safer Community through: Culture Connections Crime Prevention Why this matters? Woodbury’s integrated Public Safety Department is approaching 30 years of service. As the city’s largest operational department, it has been the focus of multiple strategic initiatives, each aimed at adapting to evolving needs while building public trust. There is still much more work to do as the Public Safety services field continues to This 2025 – 2028 roadmap continues those undergo changes and challenges such as: efforts, focusing on excellence in service, • Recruitment, retention and support innovation, and strong community • Rise in EMS calls for service relationships. It emphasizes the importance • Cybercrime and crypto currency fraud of evaluating and enhancing public safety • Traffic control challenges services to meet the challenges of a • Transparency and accountability growing, modern community. • Social work and policing collaboration • Much, much more! Guiding Principles Vision Values We are committed to We recognize there is no a better future through: greater priority than the Mission preservation of human life • Exceptional & responsive We serve all people with service • Integrity compassion and courage. • Community trust and • Trust engagement • Respect • Unified and active leadership • Excellence • Planning and preparedness  Woodbury Public Safety 2025 - 2028 Strategic Initiative Culture Empowering our team to serve a safer community A strong and healthy internal culture is foundational to effective public safety. By supporting recruitment, wellness, collaboration, and innovation, we ensure our team members are prepared, connected, and resilient in serving the Woodbury community. Recruitment & Retention Continuing to strengthen our approach to attracting, developing, and retaining top-tier public safety profes- sionals through internship programs, enhanced career pathways, and stronger educational partnerships. Integrated Public Safety Services Enhancing collaboration across Police and EMS Fire divisions to improve response coordination, share knowledge, and increase service efficiency. Employee Wellness Investing in mental and physical wellness to support resilience and reduce burnout. Programs include peer- to-peer support, mental wellness checks and job-specific physicals as well as physical readiness training. Internal Cohort Groups Fostering inclusion and belonging through affinity groups, mentorship, and support for underrepresented staff in professional associations. EMS Fire Deployment Conversion Transitioning to a 24-hour EMS Fire model to better match demand, improve coverage, and reduce overtime. Early results show improved morale and response times. Social Work Integration Embedded social workers enhance frontline response to mental health and substance use calls, enabling more compassionate and specialized service delivery.  Woodbury Public Safety 2025 - 2028 Strategic Initiative Connections Strengthening relationships to keep our community safe Building and maintaining trust with our residents is essential for effective public safety. Through transparent communication, inclusive practices, and strong community partnerships, we create meaningful relationships that support a safe and connected Woodbury. Public Safety Social Media Campus Expansion Strategy A major infrastructure project to ensure our Public Safety’s enhanced presence on facilities meet the demands of the growing Facebook, Instagram, and LinkedIn highlights community. The new campus is being designed transparency, storytelling, and our people. with input from interested-parties and will Continued focus on first responder-led content support efficient and connected and community engagement. service delivery. Integrating DEI Partnerships & Principals Collaboration Embedding diversity, equity, and inclusion into Ongoing collaboration with schools, faith our daily operations. From multicultural organizations, HOAs, local businesses and advisory partnerships to youth pathway other partners enhances service delivery, crisis programs, we are working to build response, and public trust. These relationships understanding and mutual respect. form the backbone of our outreach efforts.  Woodbury Public Safety 2025 - 2028 Strategic Initiative Crime Prevention and Education Prevention through proactivity, education and innovation Public safety is not just about response, it’s about prevention. Woodbury Public Safety empowers the community through proactive education, staffing strategies, and the smart use of technology to create a safe and informed city. Staffing & Service Standards Evaluating our staffing structure to ensure public safety services keep pace with community growth and needs. Emphasis on maintaining authorized staffing levels and utilizing performance benchmarks. Community Education & Crime Prevention Offering crime prevention presentations, school-based outreach, and neighborhood-focused initiatives that foster awareness and partnership. Recent programming includes financial fraud education, safe community camera program, and legislative advocacy. Technology Management Leveraging tools like Flock cameras, StarChase, and AI to enhance responsiveness and data-led policing. Ongoing evaluation of a new RMS system and alternative reporting platforms to improve service and transparency. Transit System Policing Collaborating with METRO Transit Police following the launch of METRO Gold Line with coordinated response strategies and proactive monitoring of transit-related activity. Community-Oriented Policing Enhancements Exploring expanded officer outreach roles and the potential for a second crime analyst to ensure community needs are met with care and consistency. 97% 92% 92% of residents feel safe or residents rated of residents feel safe in city somewhat safe walking alone in overall safety as parks and recreation facilities and their neighborhood excellent or good commercial areas *From the 2024 Community Survey  Woodbury Public Safety 2025 - 2028 Strategic Initiative Over the next three years, Woodbury Public Safety will implement this strategic roadmap by investing in people, strengthening community partnerships, and adopting proactive solutions. Through a focus on culture, connections, and crime prevention, we are advancing our mission to serve all people with compassion and courage. Scope and Schedule Implementation Team Public Safety Director Q1 2025 Council adoption of Public Safety Supervisor Strategic Q1 2025 Deputy City Administrator Initiative 25-02 Develop strategies, Assistant Community Development Director identify focus area champions Community Relations Representative Q1 2025 Commence action Community Relations Specialist - Public Safety teams by focus Q3 2025 Community Support Team Sergeant areas Council check-in EMS Fire Commander IT Manager Q2 2026 Q2 2026 Paramedic Firefighter Council check-in Relocation of Police Commander services and Police Officer construction of Public Safety Campus Q2 2027 Council check-in Q2 2028 Final report to 2028 Council and Completion of community Public Safety Campus Culture Connections Crime Prevention Public Safety Look Back 2015 - 2025  Over the past decade, Woodbury, MN Public Safety has made remarkable strides in fostering a culture of professionalism, compassion, and innovation. With a strong focus on crime prevention, the division has implemented many proactive programs that contribute to low crime rates. The department has also prioritized mental wellness and diversity, building an inclusive and resilient workforce. Community connections have flourished through outreach efforts. These programs bridge trust and communication between officers and residents. This holistic approach has not only enhanced public safety but has deepened community partnerships, making Woodbury a model of modern, community-centered public service. Here is a look back at many of the highlights that made this possible throughout this impressive decade. Sworn Staffing at a Glance 46 Total Officers 17 were Officer/Paramedics 54 Total Officers 80 Paid on Call (POC) 2000 24 were Firefighter/EMTs Officer/Paramedics 60 POC Firefighter/EMTs 67 Total Officers 2005 7 Full-Time (FT) 28 were Firefighter/EMTs Officer/Paramedics 10 were Officer/Firefighters 2010 69 Total Officers 21 were 70 POC Firefighter/EMTs Officer/Paramedics 13 were 13 FT Firefighter/EMTs 2015 Officer/Firefighters 70 Total Officers 60 POC Firefighter/EMTs 7 were 13 FT Fire/EMTs Officer/ Paramedics 4 FT Paramedics 14 were 2020 Officer/Firefighters 79 Total Officers 50 POC Fire/EMTs 31 FT Firefighter/EMS 13 FT Firefighter/EMTs 2025 14 PT Firefighter/EMS 11 FT Paramedics 2015 - 2017 Coffee EMS Fire . Paw with Staffing Patrol Cops Hiring Enlists certified dog Informal part-time walkers gatherings and full- as for time EMTs additional residents to and eyes and connect Paramedics ears for with police officers the Police Shop with Car Seat Body Worn a Cop Checks Cameras Pairing PS child Improving officers passenger trust and with safety techs. transparency children in assist by capturing need to go residents contacts shopping with proper between for the Police and child seat Holidays the public installation  Cops and Bobbers 2018 - 2019 Fishing event that builds relationships between youth and law enforcement. K9 Trainer Pipeline Starting with the Puppy Program and transitioning to K9 Care Takers, Public Safety created an in-house training pipeline for K9s and trainers. Crisis Intervention Training 40-hour program designed to equip law enforcement officers and other first responders with the skills to safely de-escalate and defuse mental health crises. Wounded Warrior Ride Annual soldier ride is a four-day cycling experience where staff support wounded warriors and build comradery. Police Mental Health Wellness The Police Division emphasizes the mental health and well- being of officers. By implementing peer to peer support and check up from the neck up through independent clinics the division is supporting a resilient and healthy workforce.  2019 - 2021 Community Support Team (CST) – The CST has been a leader in focusing on addressing mental health crises, substance abuse, and homelessness through early intervention, case management, and resource connections. Hybrid Vehicles – We began adding law enforcement vehicles that use a hybrid powertrain, combining a traditional internal combustion engine with an electric motor and battery pack to our fleet. Multicultural Advisory Committee (MAC) – Woodbury is one of the few agencies in the state with a dedicated MAC. The MAC is comprised of volunteers who provide cultural insight and perspectives on public safety issues. Unmanned Arial Vehicle Program – Utilized to enhance the Department's mission of protecting lives and property when other means and resources are not available or are less effective. Scout Night – Educational event for scouts to learn about public safety roles. Fire Marshal – The implementation of a full-time dedicated Fire Marshal in Public Safety helps reduce risks for residents, businesses, and first responders throughout the community. United States Police Canine Association Nationals (USPCA)– All Woodbury K9’s competed and were nationally recognized by the USPCA as a top team in the nation. In early 2020, the COVID-19 pandemic strained resources and introduced new health risks for first responders, Woodbury Public Safety rapidly adapted by implementing infection-control protocols, adjusting shift patterns to minimize exposure, and increasing collaboration with county health officials. Then, during the May–June 2020 civil unrest following George Floyd’s murder, the department strategically scaled staffing, coordinated with regional law enforcement under state emergency directives, implemented local curfews, and maintained community-focused patrols to ensure safety. These measures helped prevent spillover unrest into Woodbury while protecting the community.  2022 Smoke Detector Replacement – This program for senior residents, offers free battery replacements and installations for smoke detectors. Youth Police Academy – This program is designed to educate middle school students about the Police Department and its day-to-day operations. Digital Forensics – Detective Nick Wachal led efforts in supporting Washington County, Oakdale, and Cottage Grove to assist with cell phone evidence processing. Otis – Otis provides supports to the community by attending public events with officers and responds to crisis calls with Woodbury's CST.  2022 - 2023 EMS Firefighter Transition – EMS Fire transitioned from paid-on-call staff to part-time and full-time EMT, Paramedic, and Fire personnel. This strengthened emergency response capabilities and enhanced EMS Fire coverage to support the growing community. Embedded Social Worker – The hiring of Angie Shackleton launched the civilian expansion of the CST by adding its first social worker to the team. Internal Support Groups – To foster strong internal peer support systems, we established dedicated support groups for Public Safety personnel to share experiences and promote emotional resilience. These internal support networks play a vital role in sustaining team morale, reducing stress, and ensuring all Public Safety members feel valued and supported. EMS Fire Cadet Program – This program is a hands-on apprenticeship allowing cadets to ride along on emergency calls, assist with equipment maintenance, training, and community outreach under firefighter-paramedic mentorship. 2023 Full-Time Emergency Service Coordinator – Kyra Stedman oversees the planning, implementation, and coordination of emergency preparedness, response, and recovery initiatives across the city. Cryptocurrency Crime – Detective Lucas Rogers is only 1 out of 3 investigators in the State of Minnesota specializing in preventing and investigating cryptocurrency crime. Full-Time Community Service Officer – Nichole Mrosla was hired as the first full-time Community Service Officer for the City of Woodbury, strengthening city services and community engagement through her dedicated role. Equipment Enhancement – Flock program deploys automated license plate reader technology to support crime detection and investigation, while the StarChase system equips police squads with GPS-launchable darts that adhere to fleeing stolen vehicles— reducing dangerous high-speed pursuits and enhancing safety. Public Safety Campus Project – The project planning commenced in 2023. This project will provide secure areas for staff, improve response time, and accommodate the departments growth, while also enhancing the work environment.  2024 Enhancing recruitment Recruitment emphasis in 2024 included Police Cadet and Intern Programs, expanding the Police and Fire Explorer programs and focused Police and EMS Personal Preparedness Courses Fire recruitment efforts. We began offering free classes to help residents prepare for a variety of disasters. 55+ Safety Seminar Interactive safety sessions geared towards adults ages 55 and older. Topics include financial fraud Community Emergency prevention and trends, personal Response Team (CERT) safety, fire safety, and more. This program trains volunteers in disaster preparedness and basic response skills. The volunteers are able to assist us School Resource Officer during major community events. Revision of policy led to reinstating two SROs at two high schools. This aims to foster positive student relationships with Public Safety.  2024 Safe Community Camera Program • Allows residents and businesses to register their external surveillance cameras with the police department, aiding in criminal investigation. Human Trafficking Transition • Woodbury Public Safety expanded its approach to combating human trafficking by partnering with the Bureau of Criminal Apprehension (BCA) Task Force which offers expanded resources and case support. Community Impact Unit (CIU) • This specialized unit was established in 2024. The CIU identifies, responds and prevents criminal trends and threats through police and community collaboration. Firefighter Challenge • Inaugural Woodbury Fire team versus Woodbury Firefighter Alumni Association during Woodbury Days. This exciting battle is one of the highlights of this community event. Embedded Social Workers • Public Safety took a progressive step in community care by hiring Kevin Jaques and Amanda Maloney, dedicated social workers to join the Community Support Team, enhancing their ability to respond to mental health needs with compassion and expertise.  2025 24hr EMS Fire Shifts – 24-hour shifts provide residents with enhanced, around-the-clock emergency medical and fire protection services. This staffing model supports long-term operational sustainability and ensures residents receive high-quality emergency services. Vehicle Upgrade – EMS Fire Mental Health Wellness – Public Safety added several new A comprehensive program that vehicles to its fleet. This includes an includes peer support teams, electric vehicle, armored vehicle and psychological check-ins, and Ranger for Police. EMS Fire can now confidential counseling. This proactive initiative emphasizes resilience, boast four new ambulance units in reduces burnout, and fosters a service. healthier, supported workforce. Swearing In – The largest swearing-in ceremony in department history, welcoming a record number of new Police and EMS Fire personnel. This milestone reflects the city’s continued growth and commitment to being an employer of choice. Family Violence Initiative – Det. Richardson and Det. Lawrence with the assistance of Katie Wilson track and follow up on all felony level or high-impact cases collaborating with advocates and prosecutors National Crisis Negotiation Challenge – Our Crisis Negotiation Team came in 2nd place at the Crisis Negotiation Association of MN Conference Challenge.  Grants Woodbury Police K9 Fund Auto Theft Prevention Starting in 2016 Community-supported Grant 501(c)(3) nonprofit has raised and donated $139,764 to purchase eight In 2023 the Auto Theft Prevention Grant dogs and over $13,000 to cover medical was awarded to Woodbury Public Safety. and retirement costs. The fund supports This grant aims to assist in reducing handlers attending annual training such vehicle related thefts. Woodbury used as world-renowned Winnipeg PD K9’s the funds to expand its Flock camera and National Conferences. system by adding additional Automatic As the K9s retire this fund provides up to License Plate Reader (ALPR) cameras, $3000 for handlers that take on the covering installation and two years of personal responsibility of caring for costs. The current system includes 16 them. The fund also provides end of life ALPR and three Pan Tilt Zoom cameras care when needed. in high-theft retail areas. Assistance to Firefighter Grant In 2023 the Federal Emergency Management Agency (FEMA) granted the City of Woodbury $72,727 to install vehicle exhaust capture systems in the Fire Stations on Fox Run Road and Thames Road. This system extracts hazardous vehicle exhaust emissions from the garage. This minimizes health risks and protects EMS Fire personnel. FEMA has awarded this grant again to install the same system at the fire station at Upper Afton. Pathways to Policing Grant Byrne Discretionary Community Project Grant The year 2024 ushered in several grants to assist with police staffing. The In 2024 Public Safety was awarded Pathways initiative aims to recruit highly $670,000 in congressionally directed skilled candidates who have non- spending to enhance transparency, traditional backgrounds into law officer safety and investigative enforcement careers. These individuals capability. This grant program are identified, often as CSOs, mentored, supports the acquisition and and supported as they progress toward installation of advanced body-worn, becoming fully licensed law enforcement squad cameras, and interview officers. The program aims to reduce cameras. This initiative is also part of barriers to entry by providing paid training a nationwide operation to modernize programs. digital infrastructure in law enforcement. Over the past decade, Woodbury Public Safety has exemplified dedication, innovation, and compassion in its mission to serve all people with compassion and courage. Through proactive crime prevention strategies, inclusive cultural initiatives, and strong community partnerships, the department has built a safer and more connected city. From youth engagement programs, to community outreach and prevention education, these efforts strengthened trust across diverse populations. As Woodbury continues to grow, Public Safety remains committed to fostering a culture of integrity, collaboration, and service that reflects the values of the community it proudly serves.  1B City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-183 July 30, 2025 To: The Honorable Mayor and Members of the City Council From: Angela M. Gorall, Deputy City Administrator Subject: Environmental Stewardship Strategic Initiative Update Summary In December 2024, the City Council adopted Woodbury’s first Environmental Stewardship Plan (ESP), along with a Two-Year Implementation Roadmap for 2025-2026. The ESP establishes a strategic framework to guide the City’s environmental priorities over the next decade. The Two- Year Roadmap outlines the initial phase of implementation and will be updated biennially to reflect evolving priorities in coordination with the Parks and Natural Resources Commission. Since adoption, the staff Project Management Team (PMT) has assigned leads to each of the 33 actions in the Roadmap. Of these, 21 actions are scheduled to begin in 2025, with the remaining 12 planned for 2026. As of July 2025, 15 actions are already underway, with the remaining six scheduled to begin in the third or fourth quarter of this year. A quarterly implementation timeline has been developed for the 2025 actions and the PMT meets monthly to track progress and incorporate feedback. Implementation of the Roadmap remains on schedule, and staff looks forward to providing Council with a brief update of the first six month of progress. Recommendation This is for informational purposes only, keeping Council informed on progress of the strategic initiative. Governance Mode  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. Fiscal Implications Implementation of the Environmental Stewardship Plan necessitates staff capacity and financial resources. Funding is assessed through the City’s standard approval and budget process annually. Council Workshop Letter 25-183 July 30, 2025 Page 2 Policy 2024-2028 Strategic Initiative, Environmental Stewardship – Bringing the Environmental Stewardship Vision to Life Critical Success Factor – Environmental Stewardship Public Process This project has involved the community over the past two years through a range of engagement efforts with the City Council, City commissions, stakeholders, and residents. Public engagement will continue to play a vital role throughout the implementation of the plan, ensuring ongoing transparency, collaboration, and community input. Background The 2024-2028 Environmental Stewardship Strategic Initiative (ESSI): Bringing the Environmental Stewardship Vision to Life, builds upon the previous initiative, Improving Environmental Outcomes, and marks the next phase in advancing goals and objectives outlined in the ESP. As with the 2022-2024 strategic initiative, the Parks and Natural Resources Commission (PNRC) continues to play a vital role in supporting this work. Written By: Jennifer McLoughlin, Environmental Resources Manager Approved Through: Chris Hartzell, Engineering Director Attachment: None  1C City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-184 July 30, 2025 To: The Honorable Mayor and Members of the City Council From: Angela M. Gorall, Deputy City Administrator Subject: Fiber-to-the-Home; Update and Information Summary The purpose of this Council Workshop is to provide a high-level overview and policy discussion regarding the emerging opportunity and associated challenges related to Fiber-to-the-Home (FTTH) infrastructure development in the City of Woodbury. Council received a separate attorney-client privileged memorandum from the City Attorney outlining the legal considerations and regulatory constraints pertaining to telecommunications providers and right-of-way access. The focus of this workshop will be on Council direction, key strategic issues, and next steps. Recommendation Staff seeks general Council feedback and direction on whether to continue pursuing a franchising and right-of-way management approach to FTTH deployment. No formal action will be taken at the workshop. Instead, this will be an opportunity to shape the City’s strategic posture on this issue, inform future staff efforts, and ensure alignment with the Council’s broader policy goals for infrastructure, fiscal stewardship, and community experience. Governance Mode  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 There is no fiscal impact at this time. While exact financial outcomes will depend on the terms of any negotiated franchise agreement, the potential for a long-term, stable revenue stream through franchise or access fees represents a significant fiscal opportunity. As traditional cable franchise revenues continue to decline, the ability to establish agreements with broadband providers may offer an important means of offsetting those losses. Council Workshop Letter 25-184 July 30, 2025 Page 2 At the same time, pursuing a franchising model may require upfront and ongoing investments in staff time, legal support, and potentially external consulting services or additional internal staffing to manage permitting, oversight, and public engagement. These costs could be recoverable through negotiated terms with providers, but must be planned for in advance to ensure financial sustainability. As part of future decision-making, the City Council will need to deliberate on how any new broadband franchise fee revenues should be allocated to support City activities. Currently, franchise fee revenues from traditional cable TV providers are directed to the Cable Commission to fund ongoing SWCTC operational expenses and local technology needs for the City. Similarly, gas and electric franchise fees are allocated to the City’s Parks and Trails Replacement Fund. Any new revenue from FTTH franchise agreements presents an opportunity to address emerging needs, but will also require thoughtful alignment with Council priorities, including whether to support technology infrastructure, right-of-way maintenance, Parks & Trails Replacement Fund, or other operational and capital needs. Policy This project aligns with the City Mission Statement, “A premier community in which to live, work, and thrive”. Long-term, the presence of high-speed, competitive broadband infrastructure is expected to enhance property values, support business retention and attraction, and align with the City's broader goals for economic development and digital equity. Public Process No public process has occurred to date. The anticipated public process is as follows: Description Date South Washington County Telecommunications Commission July 24, 2025 Public Hearing to consider applications for Franchise Agreements Council Workshop No. 1 July 30, 2025 South Washington County Telecommunications Commission August 2025 Approve Franchise Agreement(s) Council Workshop No. 2 – If needed TBD Council Meeting September 2025 Memorandum of Understanding between City and Franchisee Begin Construction – Ground Breaking Fall of 2025 Substantial Completion Late fall of 2027 Background Over the past year, multiple private broadband companies have expressed interest in constructing FTTH networks throughout the City. These discussions signal a major shift in how broadband services may be delivered in Woodbury and across the metro region. The City’s experience may serve as a potential model for other municipalities navigating similar developments. Council Workshop Letter 25-184 July 30, 2025 Page 3 One provider has submitted an application for a franchise agreement through the South Washington County Telecommunications Commission (SWCTC), presenting an opportunity for the City to explore a precedent-setting approach to managing broadband infrastructure development within the public right-of-way. Written By: Chris Hartzell, Engineering Director Robert James, Information & Communications Technology Director Approved through: Angela M. Gorall, Deputy City Administrator Attachments: None