26BUDGET(FULL-LINKED) - Flipbook - Page 17
City of Plymouth 2025 / 2026 Budget
year will be moved forward to the new budget year to continue movement on this project. This
project was estimated at 1.1 million dollars when first put into the budget.
We are a $30-million-plus corporation, and we have a very lean organization. This has reduced
our overhead costs, but it has also put greater stress on our employees as they do multiple jobs.
We have made changes in our structure to make our community more desirable to come to work
for and work at. In addition, we have had to respond to staffing challenges when any of our staff
is off for extended periods of time due to medical or other issues. The City Commission has placed
a priority on succession planning and that has helped to ease the overall balance of the
organization.
While we are a lean organization, we work with a strong customer service philosophy, and we try
to get to “yes.” There are times when we cannot get to an agreement on a particular manner, but
the staff does put extra time and effort to get to at least a partial “yes,” when possible. However,
even with limited staff we are still able to try new programs, and we are provided the flexibility
to handle customer service issues as they arise.
Again, in the proposed budget we have attempted as much as possible to maintain service levels
and to address higher costs for vendor services, supplies, equipment and the former defined
benefit retirement plan, while providing a safe, clean community that delivers on the vision of the
strategic plan. The inflation rates impact on our operations. Something as simple as the cost of
gasoline has an impact on our ability to maintain our budget. We anticipate that we will continue
to see increases in the cost of supplies and contractual services as those contractors attempt to
meet their higher expenses. Other utility costs for electric, natural gas or even water affect our
operations and especially the General Fund. This will also affect our infrastructure program as
contractors pass along higher expenses for fuel, employees, and supplies.
The City Commission and City leadership staff met on Tuesday, January 14, 2025, with Dr. Lew
Bender to develop a team building program prior to the setting of one-year tasks for the FiveYear Strategic Plan. The one-year task planning session with the City Commission was held on
Monday, January 20, 2025, with Chris Porman leading the session as the facilitator. In February,
the City Commission adopted 56 one-year tasks, in addition to the normal operations of the city.
The strategic plan provides a consistent, stable guide path that the city administration and City
Commission uses to develop our proposals and actions.
Our employees are committed to the City Commission’s strategic plan and the path that was
established by the City Commission. The Administrative team is engrained with the “Plymouth
Culture” of government being a “team sport” in which everyone pitches in and shifts where and
when needed. Again, this has been best seen during our response to when employees are out
for extended periods for health or other reasons and during major activities, weather situations,
elections, and events.
Despite our success at delivering a wide range of services, we all must be acutely aware that
government cannot solve every individual issue or problem. Changing directions to respond to
or developing specific ordinances to resolve a single issue will result in several unintended
consequences in other areas. While the City Commission and the staff listen to those who may
demand that we follow their specific directions, we must be aware that it is the City Commission
that represents the citizens and businesses they are the ones who must decide what is in the best
interest of the community and the city. Occasionally, this means we may not always obey those
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