Budget for Website - Flipbook - Page 17
We operate like a $30+ million business with a startup mindset—lean, efficient, and constantly
adapting. That approach keeps overhead low, but it also means our team wears multiple hats and
steps up whenever challenges arise. Whether it’s covering for extended staff absences,
responding to unexpected events, or managing increasing service demands, our employees
consistently rise to the occasion. This is not by accident—it is the result of intentional succession
planning, cross-training, and a culture that emphasizes shared responsibility. In Plymouth,
government is truly a team sport, and that mindset allows us to remain stable and effective even
during periods of change.
At the same time, being lean requires discipline and focus. We are a results-driven organization,
not one bogged down by layers of bureaucracy. Our goal is to deliver services efficiently, solve
problems quickly, and remain flexible enough to adjust priorities as needed. When challenges
emerge, we shift resources and keep moving forward rather than getting stuck in process. That
agility is one of our greatest strengths, but it also requires constant awareness of workload, staff
capacity, and long-term sustainability.
One department which has seen a significant increase in workload has been the Police
Department due to the recent departures and retirements. Even with authorization to hire new
employees to replace previous staff, the sheer number of candidates is not what it once was. We
think the quality of our recent hires has matched our expectations and those employees are
becoming good fits with our organization. We had to sponsor two of them through the Police
Academy, which is approximately 18 weeks of class and practical time. We still have one of the
two that we sponsored completing their academy and will join us in approximately two months.
Once a new employee (whether they were a lateral transfer from an outside agency or sponsored
through the academy), we still need to provide 4 months of Field Training until they are ready to
operate on their own. During the process of hiring, academy, FTO, etc. existing staff has had to
cover the workload and it has had multiple impacts on our operations. The increase in overtime
has been substantial as reflected in the previous budget amendments, but it’s the personal toll
that causes us concern as we only have so many officers and we need to protect them from
overwork so they can be at their best.
Our approach to service is equally important. We pride ourselves on a strong customer service
philosophy and always strive to get to “yes.” While not every request can be fully
accommodated, our team works hard to find solutions, compromises, or alternative paths
forward. This commitment ensures that residents and businesses feel heard and supported, even
when limitations exist. It also reflects a broader organizational mindset—one that values
responsiveness, creativity, and accountability.
Despite operating with limited staffing, we continue to innovate and take on new initiatives. The
City Commission’s Strategic Plan provides a clear and consistent roadmap, guiding both daily
operations and long-term priorities. It ensures that even as conditions change—whether due to
economic pressures, regulatory requirements, or community needs—we remain aligned and
focused on what matters most. The plan is not just a document; it is an active tool that shapes
decisions, allocates resources, and drives progress.
Of course, the environment in which we operate continues to evolve. Inflation has significantly
impacted the cost of supplies, equipment, fuel, and contractual services. While it has slowed over
the past two years, the two preceding years are still showing their impacts. Utility expenses and
infrastructure costs are also rising, placing additional pressure on the General Fund and capital
City of Plymouth 2026/27 Budget
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