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2024-06-05 City Council Regular Meeting Packet
1 COTTAGE GROVE CITY COUNCIL June 5, 2024 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE, MINNESOTA 55016 COUNCIL CHAMBER- 7:00 PM 1 Call to Order 2 Pledge of Allegiance 3 Roll Call 4 Open Forum 5 Adoption of Agenda 6 Presentations A Public Safety Board Scholarship Presentation Staff Recommendation: Receive Public Safety Board Scholorship Presentation. B Strawberry Festival Presentation Staff Recommendation: Receive Strawberry Festival Presentation. C 2023 Annual Comprehensive Financial Report Staff Recommendation: Accept Annual Comprehensive Financial Report for the year ended December 31, 2023. 7 Consent Agenda A City Council Special Meeting Minutes (5/01/2024) Staff Recommendation: Approve the May 1, 2024, Special Meeting Minutes. B City Council Regular Meeting (05-01-2024) Staff Recommendation: Approve the May 1, 2024, Regular Meeting Minutes. C City Council Special Meeting (05/15/2024) Staff Recommendation: Approve the May 15, 2024, Special Meeting Minutes. D City Council Regular Meeting Minutes (05/15/2024) Staff Recommendation: Approve the May 15, 2024, Regular Meeting Minutes. E Planning Commission Meeting Minutes (04-22-2024) Staff Recommendation: Accept and place on file the minutes from the April 22, 2024, Planning Commission Meeting. F Public Services Commission Meeting Minutes (03-18-2024) Staff Recommendation: Approve the March 18, 2024 Regular Meeting Minutes. G Parks, Recreation, and Natural Resources Commission Minutes (03-11-2024) Staff Recommendation: Approve the March 11, 2024 Regular Meeting Minutes. H Rental License Approvals Staff Recommendation: Approve the issuance of rental licenses to the properties in the attached table. 2 I Rental License Ordinance Amendment Staff Recommendation: Adopt Ordinance No. 1083 amending City Code Title 3-15-10 to add language exempting property owners renting to a qualified family member, as defined by the existing ordinance, from rental licensing requirements. J League of MN Cities Insurance Trust Workers Compensation & Packge Policy Renewals Staff Recommendation: Approve the renewals of the Workers Compensation Policy and the Package Insurance Policy with the League of MN Cities Insurance Trust for the 2024-2025 policy period in the amount of $1,344,317.00. K Adoption of Police 5-year Strategic Plan Staff Recommendation: Adopt the Police Department’s 5-year strategic plan and move forward with implementation of an assigned squad program. L Authorization of Repairs to Engine 4 Staff Recommendation: Authorize the repairs to Engine 4 based on the provided quote in the amount of $28,457.79. M Sale of Surplus Property Staff Recommendation: Authorize Public Works to advertise and sell brush truck and UTV pumps on auction site. N Public Safety Department Reallocation of Budgeted Item Staff Recommendation: Approve reallocating the approved $140,000.00 in the 2024 police budget to purchase mobile squad radios and ballistic helmets. O Public Works Security Camera Expansion Staff Recommendation: The staff recommends approving the purchase of security camera licensing, hardware, and installation services from LVC in the amount of $23,922, as detailed in the attached quote. P River Oaks Irrigation Project Final Payment Staff Recommendation: 1) Authorize change order credit of $4,700 for turf restorative work completed by the City. 2) Authorize resolution 2024-085 approving final payment to Mid-America Golf & Landscape, Inc. in the amount of $13,065.92 for the River Oaks Irrigation Project. Q MDH Source Water Protection Grant Agreement Approval Staff Recommendation: Authorize execution of the of the Source Water Protection Grant Agreement with the Minnesota Department of Health. R Housing Development Project by Real Estate Equities – Bond Support Staff Recommendation: Adopt Resolution 2024-086 providing preliminary approval to the issuance of revenue obligation bonds. S Summers Landing 5th Addition Final Street Improvements – Approve Plans & Specifications and Authorize Bidding Staff Recommendation: Adopt Resolution 2024-088 approving the plans and specifications and authorizing bidding for the Summers Landing 5th Addition Final Street Improvements Project. T 103rd Street Realignment – Easement Agreements Staff Recommendation: Approve the easements and the Memorandum Of Understanding with Tyler and Heidi Biron and with Bailey Nurseries. U Funding Transfer from ED Trust Fund to CVB Fund Staff Recommendation: Approve Resolution 2024-90 to authorize funding transfer from the ED Trust Fund (286) to the CVB Fund (265) and the attached agreement with Chandler Thinks to engage their services for the creation of a strategic plan for the Cottage Grove Visitors and Convention Bureau. V Application to CDA Finance Fund Staff Recommendation: Adopt Resolution 2024-91 authorizing the City to apply to the Washington County Community Development Agency (CDA) Predevelopment Finance Fund for a grant for the creation of a 3 Market Analysis and Small Area Plan and authorize the city matching fund of $40,000 to come from the ED Trust Fund. W Tort Liability Limits Staff Recommendation: It is recommended by City Attorney Korine Land that the City Council select the first bullet and not waive the statutory tort liability limits. 8 Approve Disbursements A Approve Disbursements from 05-09-2024 through 05-29-2024 in the amount of $5,441,768.46. 9 Public Hearings 10 Bid Awards 11 Regular Agenda A Enterprise Energy Community Solar Garden Staff Recommendation: Adopt Resolution 2024-087 approving the interim use permit for a five-megawatt community solar garden to be constructed on approximately 35 acres of a 155-acre site adjacent to 100th Street, Lehigh Avenue, and approximately three-quarter miles east of Kimbro Avenue as shown on the development plans dated April 19, 2024. 12 Council Comments and Requests 13 Workshops - Open to Public A Parks and Recreation Project Workshop Staff Recommendation: Receive information and provide directions for the 1) Preserve. Play. Prosper. Communication Plan. 2) Kingston Park Building Replacement 3) Mississippi Dunes Park Master Plan Updates and Building Concept Plan. 14 Workshops - Closed to Public 15 Adjournment 1 City Council Action Request 6.A. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title Public Safety Board Scholarship Presentation Staff Recommendation Receive Public Safety Board Scholorship Presentation. Budget Implication N/A Attachments 1. Memo - PS Board Presentation (Scholarship ) To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Peter J Koerner, Director of Public Safety Date:May 29, 2024 Subject: CRAIG WOOLERY SCHOLARSHIP FUND CHECK PRESENTATION INTRODUCTION After Director of Public Safety Craig Woolery’s retirement, Justin and Kim Olsen donated to the Cottage Grove Public Safety Board, creating a scholarship fund. The Olsen’s wanted to recognize the substantial difference Craig made in his 35-year career with Cottage Grove Public Safety and provide others an opportunity to pursue a meaningful law enforcement, Emergency Medical Services (EMS) or firefighter career. Justin and Kim Olsen have committed to a yearly contribution to the scholarship fund. Since that time, local residents and the Cottage Grove Lions have provided donations. The Public Safety Board continues to support the scholarship fund. The Cottage Grove Public Safety Board is pleased to offer the Craig Woolery Scholarship to residents of Cottage Grove pursuing post-secondary education in Law Enforcement, EMS or firefighting. The Cottage Grove Public Safety Board welcomes and supports diversity in the application and award process. With increased donations, the Public Safety Board was able to award four scholarships this year. Police Department staff will provide an overview of the Public Safety Board and outline some of their donations and their support of Cottage Grove Public Safety. Public Safety Board President Julie Rice and members of the board will present the recipients with their scholarship award. The Public Safety Board is awarding scholarships to Avery Christopherson, Colin Schmit, Peyton Taylor, and Chris Vierling. RECOMMENDATION Allow the Public Safety Board the opportunity to present the recipients their scholarship award and give Council the opportunity to recognize them. 1 City Council Action Request 6.B. Meeting Date 6/5/2024 Department Public Safety Agenda Category Action Item Title Strawberry Festival Presentation Staff Recommendation Receive Strawberry Festival Presentation. Budget Implication N/A Attachments None 1 City Council Action Request 6.C. Meeting Date 6/5/2024 Department Finance Agenda Category Presentation Title 2023 Annual Comprehensive Financial Report Staff Recommendation Accept Annual Comprehensive Financial Report for the year ended December 31, 2023. Budget Implication N/A Attachments 1. cc Memo 2023 ACFR Presentation 2. Cottage Grove City of - 2023 Final Issued Annual Comprehensive Financial Report (ACFR) To:Mayor and City Council Members Jennifer Levitt, City Administrator From:Brenda Malinowski, Finance Director Date:June 5, 2024 Subject:2023 Annual Comprehensive Financial Report Introduction Rebecca Petersen with the City’s auditing firm, Redpath and Company, will be at the meeting to present the 2023 financial highlights from the Annual Comprehensive Financial Report (ACFR). A copy of the 2023 ACFR is included in the packet. The auditing firm has provided an unmodified opinion on the financial statements, which is the highest opinion that can be given. The city is required by Minnesota law to have an external audit completed annually. The audit provides reasonable assurance to the City Council and stakeholders that the financial statements are free of material misstatement. The auditor required communications will be sent separately to Council. Action Requested Following the presentation, a motion to receive and accept the Annual Comprehensive Financial Report is appropriate. 12800 Ravine Parkway S Cottage Grove, MN 55016 651-458-2800 CottageGroveMN.gov Annual Comprehensive Financial Report City of Cottage Grove, MN Year Ended December 31, 2023 ANNUAL COMPREHENSIVE FINANCIAL REPORT OF THE CITY OF COTTAGE GROVE, MINNESOTA FOR THE YEAR ENDED DECEMBER 31, 2023 Prepared By: Finance Department City of Cottage Grove 12800 Ravine Parkway South Cottage Grove, MN 55016 CITY OF COTTAGE GROVE, MINNESOTA TABLE OF CONTENTS Page Reference No. I. INTRODUCTORY SECTION Letter of Transmittal 3 Certificate of Achievement for Excellence in Financial Reporting 9 Elected Officials and Administration 11 Organizational Chart 13 Independent Auditor's Report 17 Management's Discussion and Analysis 21 Basic Financial Statements: Government-Wide Financial Statements: Statement of Net Position Statement 1 35 Statement of Activities Statement 2 36 Fund Financial Statements: Balance Sheet - Governmental Funds Statement 3 38 Reconciliation of the Balance Sheet to the Statement of Net Position - Governmental Funds Statement 4 41 Statement of Revenues, Expenditures and Changes in Fund Balance - Governmental Funds Statement 5 42 Reconciliation of the Statement of Revenues, Expenditures and Changes in Fund Balances of Governmental Funds Statement 6 44 Statement of Net Position - Proprietary Funds Statement 7 45 Statement of Revenues, Expenses and Changes in Fund Net Position - Proprietary Funds Statement 8 46 Statement of Cash Flows - Proprietary Funds Statement 9 47 Notes to Financial Statements 49 Required Supplementary Information: Budgetary Comparison Schedule - General Fund Statement 10 86 Budgetary Comparison Schedule - Ice Arena Fund Statement 11 88 Schedule of Changes in the Total OPEB Liability and Related Ratios Statement 12 89 Schedule of Proportionate Share of Net Pension Liability - General Employees Statement 13 90 Retirement Fund Schedule of Pension Contributions - General Employees Retirement Fund Statement 14 91 Schedule of Proportionate Share of Net Pension Liability - Public Employees Police Statement 15 92 and Fire Fund Schedule of Pension Contributions - Public Employees Police and Fire Fund Statement 16 93 Schedule of Changes in the Net Pension Liability and Related Ratios - Cottage Grove Department Relief Association Statement 17 94 Schedule of Contributions -Cottage Grove Fire Department Relief Association Statement 18 96 Notes to RSI 97 II. FINANCIAL SECTION CITY OF COTTAGE GROVE, MINNESOTA TABLE OF CONTENTS Page Reference No. Combining and Individual Nonmajor Fund Financial Statements and Schedules: Combining Balance Sheet - Nonmajor Governmental Funds Statement 19 108 Combining Statement of Revenues, Expenditures and Changes in Fund Balance - Nonmajor Governmental Funds Statement 20 109 Subcombining Balance Sheet - Nonmajor Special Revenue Funds Statement 21 112 Subcombining Statement of Revenues, Expenditures and Changes in Fund Balance - Nonmajor Special Revenue Funds Statement 22 114 Subcombining Balance Sheet - Nonmajor Debt Service Funds Statement 23 118 Subcombining Statement of Revenues, Expenditures and Changes in Fund Balance - Nonmajor Debt Service Funds Statement 24 120 Subcombining Balance Sheet - Nonmajor Capital Project Funds Statement 25 124 Subcombining Statement of Revenues, Expenditures and Changes in Fund Balance - Nonmajor Capital Project Funds Statement 26 126 Special Revenue Funds: Schedule of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual: Recycling Statement 27 128 Storm Water Maintenance Statement 28 129 Forfeiture/Seizure Statement 29 130 Golf Course Statement 30 131 Capital Project Funds: Schedule of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual: Equipment Replacement Statement 31 132 Street Sealcoating Statement 32 133 Combining Statement of Net Position - Internal Service Fund Statement 33 136 Combining Statement of Revenues, Expenditures, and Changes in Net Position - Internal Service Funds Statement 34 137 Combining Statement of Cash Flows - Internal Service Fund Statement 35 138 Combining Balance Sheet - Economic Development Authority Component Unit Statement 36 139 Combining Statement of Revenues, Expenditures, and Changes in Fund Balances - Economic Development Authority Component Unit Statement 37 140 CITY OF COTTAGE GROVE, MINNESOTA TABLE OF CONTENTS Page Reference No. Supplementary Financial Information: Combining Schedule of Bonded Indebtedness Schedule 1 143 Debt Service Payment to Maturity Schedule 2 144 Deferred Tax Levies Schedule 3 146 Subcombining Balance Sheet - Pavement Management Debt Service Schedule Schedule 4 147 Schedule of Revenues, Expenditures and Change in Fund Balances - Pavement Management Debt Service Schedule Schedule 5 148 Subcombining Balance Sheet - Tax Increment Construction Revolving Schedule Schedule 6 149 Schedule of Revenues, Expenditures and Changes in Fund Balances - Tax Increment Construction Revolving Schedule Schedule 7 150 Subcombining Balance Sheet - TIF Debt Service Revolving Schedule Schedule 8 151 Schedule of Revenues, Expenditures and Changes in Fund Balances - Schedule 9 152 TIF Debt Service Revolving Schedule Financial Trends: Net Position by Component Table 1 156 Changes in Net Position Table 2 158 Fund Balances - Governmental Funds Table 3 162 Changes in Fund Balances - Governmental Funds Table 4 164 Revenue Capacity: Tax Capacity Value and Estimated Market Value of Taxable Property Table 5 166 Direct and Overlapping Property Tax Rates Table 6 167 Principal Property Taxpayers Table 7 169 Property Tax Levies and Collections Table 8 170 Debt Capacity: Ratios of Outstanding Debt by Type Table 9 172 Ratios of General Bonded Debt Outstanding Table 10 174 Direct and Overlapping Governmental Activities Debt Table 11 175 Legal Debt Margin Information Table 12 176 Demographic and Economic: Demographic and Economic Statistics Table 13 178 Principal Employers Table 14 179 Operating Information: Full-Time Equivalent City Government Employees by Function Table 15 180 Operating Indicators by Function/Program Table 16 182 Capital Asset Statistics by Function/Program Table 17 184 III. STATISTICAL SECTION (Unaudited) I. INTRODUCTORY SECTION 1 2 3 4 5 6 7 8 Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting Presented to City of Cottage Grove Minnesota For its Annual Comprehensive Financial Report For the Fiscal Year Ended December 31, 2022 Executive Director/CEO 9 10 CITY OF COTTAGE GROVE, MINNESOTA ELECTED OFFICIALS AND ADMINISTRATION December 31, 2023 Elected Officials Position Term Expires Myron Bailey Mayor December 31, 2024 Tony Khambata Council Member December 31, 2024 Justin Olsen Council Member December 31, 2024 Monique Garza Council Member December 31, 2024 Dave Thiede Council Member December 31, 2026 Appointed Personnel Position Jennifer Levitt City Administrator Brena Malinowski Finance Director Tammy Anderson City Clerk Emily Schmitz Community Development Director Ryan Burfeind Public Works Director Peter Koerner Director of Public Safety Zac Dockter Parks and Recreation Director Gretchen Larson Economic Development Director 11 12 Cottage Grove Citizens City Council City Administrator City Attorney Administration Communications Economic Development City Clerk/ Elections Human Resources Finance IT Community Development Building/Code Enforcement Planning Parks and Recreation River Oaks Recreation Parks Public Safety Emergency Management Patrol Investigations Fire HERO Center Public Works Utilties Streets Engineering Fleet and Facilities Advisory Commissions Organizational Chart Emergency Medical Services Ice Arena 13 14 II. FINANCIAL SECTION 15 16 INDEPENDENT AUDITOR'S REPORT To the Honorable Mayor and Members of the City Council City of Cottage Grove, Minnesota Report on the Audit of the Financial Statements Opinions We have audited the accompanying financial statements of the governmental activities, the business-type activities, the aggregate discretely presented component units each major fund, and the aggregate remaining fund information of City of Cottage Grove, Minnesota, as of and for the year ended December 31, 2023, and the related notes to the financial statements, which collectively comprise City of Cottage Grove, Minnesota's basic financial statements as listed in the table of contents. In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities, the business-type activities, the aggregate discretely presented component unit, each major fund, and the aggregate remaining fund information of City of Cottage Grove, Minnesota, as of December 31, 2023, and the respective changes in financial position, and, where applicable, cash flows thereof for the year then ended in accordance with accounting principles generally accepted in the United States of America. Basis for Opinions We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of City of Cottage Grove, Minnesota and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. Prior Year Summarized Comparative Information The predecessor auditor previously audited the City’s 2022 financial statements, and they expressed unmodified audit opinions on the respective financial statements of the governmental activities, the business-type activities, the aggregate discretely presented component unit, each 400 Robert Street North, Suite 1600, St. Paul, MN, 55101 651.426.7000 www.redpathcpas.com 17 major fund, and the aggregate remaining fund information in their report dated June 6, 2023. In our opinion, the partial comparative information presented herein as of and for the year ended December 31, 2022 is consistent, in all material respects, with the audited financial statements from which it has been derived. Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about City of Cottage Grove, Minnesota’s ability to continue as a going concern for twelve months beyond the financial statement date, including any currently known information that may raise substantial doubt shortly thereafter. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinions. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards and Government Auditing Standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements. In performing an audit in accordance with generally accepted auditing standards and Governmental Auditing Standards, we: Exercise professional judgment and maintain professional skepticism throughout the audit. Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of City of Cottage Grove, Minnesota's internal control. Accordingly, no such opinion is expressed. Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements. 18 Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about City of Cottage Grove, Minnesota's ability to continue as a going concern for a reasonable period of time. We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related matters that we identified during the audit. Change in Accounting Principle As described in Note 18 to the financial statements, City of Cottage Grove, Minnesota adopted new accounting guidance for the year ended December 31, 2023, Governmental Accounting Standards Board Statement No. 96, Subscription-Based Information Technology Arrangements. Our opinion is not modified with respect to this matter. Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis, the budgetary comparison schedules, and the schedules of OPEB and pension information, as listed in the table of contents, be presented to supplement the basic financial statements. Such information is the responsibility of management and, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. Supplementary Information Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise City of Cottage Grove, Minnesota's basic financial statements. The accompanying combining and individual nonmajor fund financial statements and schedules are presented for purposes of additional analysis and are not a required part of the basic financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the combining and individual nonmajor fund financial statements and schedules are fairly stated, in all material respects, in relation to the basic financial statements as a whole. 19 Other Information Management is responsible for the other information included in the annual report. The other information comprises the introductory and statistical sections but does not include the basic financial statements and our auditor's report thereon. Our opinions on the basic financial statements do not cover the other information, and we do not express an opinion or any form of assurance thereon. In connection with our audit of the basic financial statements, our responsibility is to read the other information and consider whether a material inconsistency exists between the other information and the basic financial statements, or the other information otherwise appears to be materially misstated. If, based on the work performed, we conclude that an uncorrected material misstatement of the other information exists, we are required to describe it in our report. Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated May 24, 2024 on our consideration of City of Cottage Grove, Minnesota’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of City of Cottage Grove, Minnesota's internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering City of Cottage Grove, Minnesota’s internal control over financial reporting and compliance. REDPATH AND COMPANY, LLC St. Paul, Minnesota May 24, 2024 20 City of Cottage Grove Management's Discussion and Analysis As management of the City of Cottage Grove, we offer readers of the City of Cottage Grove’s financial statements this narrative overview and analysis of the financial activities of the City for the fiscal year ended December 31, 2023. We encourage readers to consider the information presented here in conjunction with additional information that we have furnished in our letter of transmittal, which can be found on pages 3 through 6 of this report. Financial Highlights The assets and deferred outflows of resources of the City of Cottage Grove and the EDA Component Unit exceeded its liabilities and deferred inflows of resources at the close of the most recent fiscal year by $432,158,906 (net position). Of this amount, $36,306,301 (unrestricted net position) may be used to meet the government’s ongoing obligations to citizens and creditors in accordance with the City's fund designations and fiscal policies. The City’s total net position increased by $44,809,070 as a result of current year operations. As of the close of the current fiscal year, the City of Cottage Grove’s governmental funds reported combined ending fund balances of $41,851,561 an increase of $1,096,686 compared to the previous year. Approximately 75% or $31,312,631 is available for spending according to the City’s policies and constraints. At the end of the current fiscal year, unassigned fund balance for the General fund was $12,581,127 (50%) of the total subsequent year General fund expenditures. At the end of the current fiscal year, the City of Cottage Grove had total long-term debt outstanding of $44,732,787, an increase of $4,989,339 compared to the previous year due to the issuance of debt during the current fiscal year for the building of the Glacial Valley Park building and reconstruction of streets in the city. Overview of the Financial Statements This discussion and analysis is intended to serve as an introduction to the City of Cottage Grove’s basic financial statements. The City’s basic financial statements comprise three components: 1) government- wide financial statements, 2) fund financial statements, and 3) notes to the financial statements. This report also contains other supplementary information in addition to the basic financial statements themselves. Government-wide financial statements: The government-wide financial statements are designed to provide readers with a broad overview of the City of Cottage Grove’s finances, in a manner similar to a private-sector business. The statement of net position presents information on all of the City of Cottage Grove’s assets and deferred outflows of resources and liabilities and deferred inflows of resources, with the difference between the two reported as net position. Over time, increases or decreases in net position may serve as a useful indicator of whether the financial position of the City of Cottage Grove is improving or deteriorating. 2121 City of Cottage Grove Management's Discussion and Analysis Overview of the Financial Statements (Continued) The statement of activities presents information on how the City’s net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of related cash flows. Thus, revenues and expenses are reported in this statement for some items that will only result in cash flows in future fiscal periods (e.g. uncollected taxes and earned but unused personal leave time). Both of the government-wide financial statements distinguish functions of the City of Cottage Grove that are principally supported by taxes and intergovernmental revenues (governmental activities) from other functions that are intended to recover all or a significant portion of their costs through user fees and charges (business-type activities). The governmental activities of the City of Cottage Grove include general government, community development, economic development, public safety, public works, and culture and recreation. The business-type activities of the City of Cottage Grove include street lighting, water and sewer, and an ambulance service. The government-wide financial statements include not only the City of Cottage Grove itself (known as the primary government), but also a legally separate EDA component unit for which the City of Cottage Grove is financially accountable. Financial information for this component unit is reported separately from the financial information presented for the primary government itself. The government-wide financial statements start on page 31 of this report. Fund financial statements: A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City of Cottage Grove, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the City of Cottage Grove can be divided into two categories: governmental funds and proprietary funds. Governmental funds: Governmental funds are used to account for essentially the same functions reported as governmental activities in the government-wide financial statements. However, unlike the government-wide financial statements, governmental fund financial statements focus on near-term inflows and outflows of spendable resources, as well as on balances of spendable resources available at the end of the fiscal year. Such information may be useful in evaluating a government’s near-term financial requirements. Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the government-wide financial statement. By doing so, readers may better understand the long-term impact of the City's near term financial decisions. Both the governmental fund balance sheet and governmental fund statement of revenues, expenditures, and change in fund balance provide a reconciliation to facilitate this comparison between governmental funds and governmental activities. 2222 City of Cottage Grove Management's Discussion and Analysis Overview of the Financial Statements (Continued) Governmental funds: Information is presented separately in the governmental fund balance sheet and in the governmental fund statement of revenues, expenditures, and changes in fund balance for the City’s seven individual major governmental funds. They are as follows: General Fund Closed Debt Fund —Debt service fund Ice Arena Fund—Special revenue fund Future Economic Development Fund – Capital project fund MSA Construction Capital Project Fund —Capital project fund Future Projects Fund - Capital project fund 3M Settlement-MPCA Fund – Capital project fund Data from the other governmental funds are combined into a single, aggregated presentation. Individual fund data for each of these non-major governmental funds is provided in the form of combining statements elsewhere in the report. The City of Cottage Grove adopts an annual appropriated budget for its general and special revenue funds. A budgetary comparison statement has been provided for those funds to demonstrate compliance with this budget. The basic governmental fund financial statements start on page 34 of this report. Proprietary funds: The City of Cottage Grove maintains four enterprise funds and three internal service funds as a part of its proprietary fund type. Enterprise funds are used to report the same functions presented as business-type activities in the governmental-wide financial statements. The City of Cottage Grove uses enterprise funds to account for street light operations, ambulance service, water operations, and sewer operations. Internal service funds are an accounting device used to accumulate and allocate costs internally among the City of Cottage Grove’s various functions. The City of Cottage Grove uses internal service funds to account for self-insurance, fleet maintenance, and information technology services activity. Because these services predominantly benefit governmental rather than business-type functions, they have been included within governmental activities in the government-wide financial statements. Proprietary funds provide the same type of information as the government-wide financial statements, only in more detail. The proprietary fund financial statements provide separate information for street light operations, ambulance service, water operations, and sewer operations, all of which are major funds of the City of Cottage Grove. Conversely, the internal service funds are combined into a single, aggregated presentation in the proprietary fund financial statements. Individual fund data for the internal service funds is provided in the form of combining statements elsewhere in this report. The basic proprietary fund financial statements start on page 41 of this report. Notes to the financial statements: The notes provide additional information that is essential to a full understanding of the data provided in the government–wide and fund financial statements. The notes to the financial statements start on page 45 of this report. 23 City of Cottage Grove Management's Discussion and Analysis Overview of the Financial Statements (Continued) Other information: The combining statements referred to earlier in connection with non-major governmental funds and internal service funds are presented immediately following the required supplementary information. Combining and individual fund statements and schedules start on page 99 of this report. Government-wide Financial Analysis As noted earlier, net position may serve over time as a useful indicator of a government's financial position. In the case of the City of Cottage Grove, assets exceeded liabilities by $432,158,906 at the close of the most recent fiscal year. The largest portion of the City of Cottage Grove’s net position ($381,795,249 or 88.3%) reflects its investment in capital assets (e.g. land, buildings, machinery, and equipment) less any related debt used to acquire those assets that is still outstanding. The City of Cottage Grove uses these capital assets to provide services to citizens; consequently, these assets are not available for future spending. Although the City of Cottage Grove’s investment in its capital assets is reported net of related debt, it should be noted that the resources needed to repay this debt must be provided from other sources, since the capital assets themselves cannot be used to liquidate these liabilities. City of Cottage Grove Net Position Governmental Activities Business-type Activities Total Primary Government 2023 2022 2023 2022 2023 2022 Current and other assets $80,970,000 $71,455,167 $16,686,865 $16,703,246 $97,656,865 $88,158,413 Capital assets 301,111,452 268,696,454 124,845,135 104,180,227 425,956,587 372,876,681 Total assets 382,081,452 340,151,621 141,532,000 120,883,473 523,613,452 461,035,094 Deferred outflows of resources 13,934,629 16,727,066 2,211,203 2,514,596 16,145,832 19,241,662 Long-term liabilities outstanding 40,779,174 32,051,064 149,045 67,752 40,928,219 32,118,816 Pension liability 13,051,868 26,392,110 1,965,027 4,018,567 15,016,895 30,410,677 Other liabilities 28,965,202 20,555,962 678,410 541,879 29,643,612 21,097,841 Total liabilities 82,796,244 78,999,136 2,792,482 4,628,198 85,588,726 83,627,334 Deferred inflows of resources 19,966,694 9,253,764 2,044,958 45,822 22,011,652 9,299,586 Net position: Net investment in capital assets 256,950,114 230,431,271 124,845,135 104,180,227 381,795,249 334,611,498 Restricted 14,057,356 6,398,608 - - 14,057,356 6,398,608 Unrestricted 22,245,673 31,795,908 14,060,628 14,543,822 36,306,301 46,339,730 Total net position $293,253,143 $268,625,787 $138,905,763 $118,724,049 $432,158,906 $387,349,836 24 City of Cottage Grove Management's Discussion and Analysis Government-wide Financial Analysis (Continued) An additional portion of the City’s net position $14,057,356 or 3.3% represents resources that are subject to external restrictions on how they may be used. The remaining portion of net position, $36,306,301 or 8.4%, may be used to meet the City’s ongoing obligations to citizens and creditors. At the end of the current fiscal year, the City of Cottage Grove is able to report positive balances in all three categories of net position: for the government as a whole, as well as for its separate governmental and business-type activities. The same situation held true for the prior fiscal year. Total net position increased by $44,809,070. The following is a summary of the City’s change in net position: City of Cottage Grove's Changes in Net Position Governmental Activities Business-Type Activities Total Primary Government 2023 2022 2023 2022 2023 2022 Revenues: Program revenues: Charges for services $12,080,329 $ 13,601,266 $10,997,998 $9,704,695 $23,078,327 $23,305,961 Operating grants and contributions 3,680,506 2,278,343 67,605 41,788 3,748,111 2,320,131 Capital grants and contributions 44,115,417 37,949,025 7,446,103 12,272,831 51,561,520 50,221,856 General revenues: Property taxes 20,590,413 18,804,948 - - 20,590,413 18,804,948 Other taxes 2,655,191 2,426,427 - - 2,655,191 2,426,427 Grants and contributions not restricted to specific programs 72,738 229,638 - - 72,738 229,638 Unrestricted investment earnings (loss) 2,567,079 (2,043,372) 636,750 (484,598) 3,203,829 (2,527,970) Gain(loss) on sale of capital assets 9,025 29,658 - - 9,025 29,658 $85,770,698 73,275,933 19,148,456 21,534,716 104,919,154 94,810,649 Expenses: General government 3,300,129 3,500,705 - - 3,300,129 3,500,705 Community development 2,526,101 2,676,975 - - 2,526,101 2,676,975 Economic development 742,227 864,161 - - 742,227 864,161 Public safety 16,938,793 13,853,217 - - 16,938,793 13,853,217 Public works 12,979,642 10,788,045 12,979,642 10,788,045 Culture and recreation 8,927,799 9,447,768 - - 8,927,799 9,447,768 Interest on long-term debt 1,077,579 931,466 - - 1,077,579 931,466 Street lights - - 1,157,388 1,099,054 1,157,388 1,099,054 Cottage Grove EMS - - 2,425,138 2,302,408 2,425,138 2,302,408 Water operating - - 5,692,361 4,053,526 5,692,361 4,053,526 Sewer operating - - 4,342,927 4,159,063 4,342,927 4,159,063 Total expenses 46,492,270 42,062,337 13,617,814 11,614,051 60,110,084 53,676,388 Increase (decrease) in net position before transfers and special items 39,278,428 31,213,596 5,530,642 9,920,665 44,809,070 41,134,261 Transfers (14,651,072) (6,069,068) 14,651,072 6,069,068 - - Increase (decrease) in net position 24,627,356 25,144,528 20,181,714 15,989,733 44,809,070 41,134,261 Net position - January 1 268,625,787 243,481,259 118,724,049 102,734,316 387,349,836 346,215,575 Net position - December 31 $293,253,143 $268,625,787 $138,905,763 $118,724,049 $432,158,906 $387,349,836 Net position from governmental activities increased by $24,627,356 to the contribution of capital assets including streets and storm water from development activities. 25 City of Cottage Grove Management's Discussion and Analysis Government-wide Financial Analysis (Continued) Overall, revenues from governmental activities increased by $12,494,765 or 17.1%. Capital grants and contributions increased by $6,166,392, due to the receipt of Municipal State Aid for street construction and settlement funding received from the MPCA/3M settlement for water treatment. Infrastructure related to water treatment was constructed with the use of these settlement funds. In addition, there was a large increase in the unrestricted investment earnings due to the unprecedented interest rate increases that occurred in the previous year that caused a large mark to market adjustment for financial statement presentation purposes. Governmental activities expenses increased overall by only 4.29% due to higher operating costs and the recognition of expense due to the dissolution of the fire relief pension plan detailed in Note 8. Net position in business-type activities increased $20,181,714 primarily due to the transfers from the governmental activities for capital assets related to water treatment. In addition, capital contributions increased from the prior year due infrastructure contributions from developers related to water and sewer infrastructure in new developments throughout the city. Governmental Activities The following chart illustrates the City’s expenses and corresponding program revenues for its governmental activities. Significant captial grant revenue was received in the current year in public works, due to the receipt of funds received from the State regarding the 3M settlement and Municipal State Aid received for the reconstruction of streets. $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 General Government Community Development Economic Development Public Safety Public Works Culture and Recreation Interest on Debt Revenue Expense 26 City of Cottage Grove Management's Discussion and Analysis Government-wide Financial Analysis (Continued) Business-Type Activities Net position in business-type activities increased by $20,181,714. The large increase is due to the contribution of capital assets from developers and water infrastructure for water treatment. Below are graphs showing the business-type activities revenue and expense comparisons. In business type activities, changes in net position were positive for all four business-type activity funds with the exception of Cottage Grove EMS. The Cottage Grove EMS fund experienced a loss in the fund due to the reimbursement levels mandated for ambulance services. Opportunities to fund the service into the future are being explored. Charges for Services 58% Operating Grants and Contributions 0% Capital Grants and Contributions 39% Unrestricted Investment Earnings 3% Revenues - Business-Type Activities $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 Street Lights Cottage Grove EMS Water Operating Sewer Operating Revenues 27 City of Cottage Grove Management's Discussion and Analysis Financial Analysis of the Government's Funds Governmental Funds The focus of the City of Cottage Grove’s governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City of Cottage Grove’s financing requirements. Unassigned fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. At the end of the current fiscal year, the City of Cottage Grove’s governmental funds reported combined ending fund balances of $41,851,561, an increase of $1,096,686. The largest portion of this increase is due to one-time public safety aid received from the state in the amount of $1,733,090. Committed, assigned and unassigned fund balance which is available for spending at the government’s discretion has a balance of $31,312,631 at year end. This is approximately 75% of the ending fund balance. The remainder of the fund balance is non-spendable or restricted to indicate it is not available for new spending because it has already been obligated. General Fund The General fund is the chief operating fund of the City of Cottage Grove. At the end of the current fiscal year, unassigned fund balance of the General fund was $12,581,127 while total fund balance was $15,416,570. As a measure of the general fund’s liquidity, it may be useful to compare both unassigned fund balance and total fund balance to total fund expenditures. Unassigned fund balance represents 50% of total subsequent year General fund expenditures, while total fund balance represents 61% of the same amount. The General fund balance increased by $2,102,467. The increase primarily occurred is due to the receipt of one-time public safety aid received from the state in the amount of $1,733,090. These funds will be utilized in future years to fund new public safety positions including two police officers and three firefighter/paramedics. In addition, investment earnings were strong in the current fiscal period. Other Major Governmental Funds The Closed Debt Fund decreased by $47,726 due to the use of funds to pay debt service in accordance with the financial management plan. The Ice Arena Fund increased by $59,140 due to strong operations and lower operating costs. The Future Economic Development Fund increased by $1,030,161 due to land sales brokered by the city for future development in the business park. The MSA Construction Fund decreased by $1,102,278. A two-year street project at East Point Douglas and Jamaica Avenue began in 2024. This project will be funded by future bonds and Municipal State Aid. 28 City of Cottage Grove Management's Discussion and Analysis Financial Analysis of the Government's Funds (Continued) The Future Projects Fund decreased slightly by $21,560 due to escrow funds being released to developers for amounts remaining in the escrows after completion of developments. The 3M Settlement MPCA Fund decreased slightly by $547,242 due to timing differences between revenues received from the MPCA/3M settlement and use of those revenues for water treatment activities. Proprietary funds The City of Cottage Grove’s proprietary funds provide the same type of information found in the government-wide financial statements, but in more detail. Business-type activities increased the City’s net position by $20,184,744 in 2023 due to increased utility rates in accordance with a utility rate study that is completed every five years for each utility fund, and capital contributions from completed infrastructure projects in new developments. Budgetary Highlights General Fund. The General Fund actual results were different than the final budget amounts due to the following: Revenues were $811,633 more than the final budget due to investment earnings and building permit revenues that were higher than anticipated during the current year. Public safety expenditures were $222,624 more than budgeted amounts due to part-time salaries that were higher than the budgeted amounts and contractual services that were higher than budgeted amounts due to repairs of equipment. Public works expenditures were $229,605 higher than budgeted due to a severe winter at the beginning of the current fiscal year and contractual services that were higher than budgeted amounts due to repairs of equipment. 2929 City of Cottage Grove Management's Discussion and Analysis Capital Assets The City of Cottage Grove’s investment in capital assets for its governmental and business-type activities as of December 31, 2023, amounts to $425,956,587 (net of accumulated depreciation). This investment in capital assets includes land, buildings, infrastructure, machinery and equipment. City of Cottage Grove's Capital Assets (Net of Depreciation) Governmental Activities Business-type Activities Total Primary Government 2023 2022 2023 2022 2023 2022 Land and land improvements $19,889,402 $18,060,944 $2,898,495 $2,899,289 $22,787,897 $18,611,609 Easements 1,157,202 1,157,202 - - 1,157,202 1,157,202 Construction in progress 18,379,670 15,555,260 1,024,372 - 19,404,042 15,555,260 Buildings and improvements 47,831,410 45,132,955 7,486,918 3,885,930 55,318,328 49,018,885 Equipment and furniture 223,972 233,782 - - 223,972 233,782 Machinery and equipment 6,031,651 6,047,850 2,255,801 881,617 8,287,452 6,929,467 Other improvements 14,613,201 9,266,786 8,039,444 7,215,068 22,652,645 16,481,854 Infrastructure: Streets 137,116,228 127,307,817 - - 137,116,228 127,307,817 Storm sewers 49,007,035 39,912,949 - - 49,007,035 39,912,949 Sidewalks/trails 6,567,160 5,994,568 - - 6,567,160 5,994,568 Right-to-use subscription- based IT arrangements 280,270 - - - 280,270 - Leased equipment 14,251 26,341 - - 14,251 26,341 Water and sewer lines - - 103,140,105 89,298,323 103,140,105 89,298,323 Ending balance $301,111,452 $268,696,454 $124,845,135 $104,180,227 $425,956,587 $370,528,057 Infrastructure capital assets in new developments and water treatment assets related to the MPCA/3M settlement were the largest additions to capital assets during the current year. Additional information on the City of Cottage Grove’s capital assets can be found in Note 3. 30 City of Cottage Grove Management's Discussion and Analysis Long-term debt At the end of the current fiscal year, the City of Cottage Grove had total long-term debt outstanding of $44,732,787 an increase of $4,989,339. $4,695,195 of the debt outstanding is due within one year. $7,815,000 in new debt was issued in the current fiscal year for the construction of the Glacial Valley Park building and the reconstruction of city streets. $19,340,000 of the outstanding bonds payable is for pavement management debt being repaid by a combination of special assessments and property tax levies. The City of Cottage Grove currently holds a general obligation debt rating of AAA/Stable from Standard and Poor’s and Aa1 from Moody’s. According to S&P, Cottage Grove received an upgrade due to “improving economic metrics and its relative growth prospects withing the Twin Cities metropolitan statistical area demonstrated by the availability of developable land, coupled with a history of strong financial performance and a favorable debt profile.” State statutes limit the amount of general obligation debt a Minnesota city may issue to 3% of total Estimated Market Value. The current debt limitation for the City of Cottage Grove is $159,215,979. Of that limit, $12,770,000 of the City's outstanding debt is counted within the statutory limitation because all other debt is either wholly or partially repaid by revenues other than general property tax levies. Additional information on the City of Cottage Grove’s long-term debt can be found in Note 6. Requests for information: This financial report is designed to provide a general overview of the City of Cottage Grove’s finances for all those with an interest in the government’s finances. Questions concerning any of the information provided in this report or requests for additional financial information should be addressed to Finance Director, 12800 Ravine Parkway St, Cottage Grove, Minnesota 55016. City of Cottage Grove's Outstanding Debt 2023 2022 Governmental activities: Bonds payable, net $42,883,069 $38,238,518 Lease liability 14,714 26,665 SBITA liability 265,055 - Compensated absences 1,370,847 1,289,416 Total governmental activities 44,533,685 39,554,599 Business-type activities: Compensated absences 199,102 188,849 Total business-type activities 199,102 188,849 Total primary government $44,732,787 $39,743,448 31 32 BASIC FINANCIAL STATEMENTS 33 34 CITY OF COTTAGE GROVE STATEMENT OF NET POSITION Statement 1 December 31, 2023 With Comparative Totals For December 31, 2022 Component Unit Economic Governmental Business-Type Total Primary Development Activities Activities Government Authority 2023 2022 Assets: Cash and investments (including cash equivalents) $57,296,400 $10,977,842 $68,274,242 $ -$68,274,242 $60,206,452 Interest receivable 410,067 -410,067 -410,067 460,039 Due from other governments 7,921,148 73,030 7,994,178 -7,994,178 3,765,363 Accounts receivable 1,344,465 2,925,570 4,270,035 2,219 4,272,254 4,544,287 Lease receivable 7,319,479 -7,319,479 -7,319,479 8,537,307 Prepaid items 413,959 241,280 655,239 -655,239 830,568 Property tax receivable 118,657 -118,657 800 119,457 113,240 Loan receivable - - - - -14,758 Special assessments receivable 7,491,622 -7,491,622 -7,491,622 7,959,561 Inventories 302,686 -302,686 -302,686 278,068 Internal balances (2,469,143) 2,469,143 - - - - Due from discretely presented component unit 607,260 -607,260 -607,260 - Property held for resale 213,400 -213,400 129,300 342,700 342,700 Fire relief pension asset - - - - 1,279,095 Capital assets not being depreciated Land 19,889,402 2,874,997 22,764,399 -22,764,399 20,935,941 Easements 1,157,202 -1,157,202 -1,157,202 1,157,202 Construction in progress 18,379,670 1,024,372 19,404,042 -19,404,042 15,555,260 Capital assets net of accumulated depreciation/amortization - - Land improvements -23,498 23,498 -23,498 24,292 Buildings and improvements 47,831,410 7,486,918 55,318,328 -55,318,328 49,018,885 Equipment and furniture 223,972 -223,972 -223,972 233,782 Leased equipment 14,251 -14,251 -14,251 26,341 Subscription-based IT arrangements 280,270 -280,270 -280,270 - Machinery and equipment 6,031,651 2,255,799 8,287,450 -8,287,450 6,927,762 Other improvements 14,613,201 8,039,443 22,652,644 -22,652,644 16,481,854 Infrastructure 192,690,423 103,140,108 295,830,531 -295,830,531 262,515,362 Total assets 382,081,452 141,532,000 523,613,452 132,319 523,745,771 461,208,119 Deferred outflows of resources: Deferred outflows of resources related to OPEB 538,170 80,072 618,242 6,737 624,979 237,261 Deferred outflows of resources related to pensions 13,396,459 2,131,131 15,527,590 33,601 15,561,191 19,071,841 Total deferred outflows of resources 13,934,629 2,211,203 16,145,832 40,338 16,186,170 19,309,102 Total assets and deferred outflows of resources $396,016,081 $143,743,203 $539,759,284 $172,657 $539,931,941 $480,517,221 Liabilities: Accounts payable $5,266,714 $239,719 $5,506,433 $39,892 $5,546,325 $4,728,352 Salaries and benefits payable 655,672 118,681 774,353 9,883 784,236 728,037 Contracts payable 1,288,500 -1,288,500 -1,288,500 712,295 Due to primary government - - - 607,260 607,260 - Due to other governments 57,939 147,938 205,877 75,159 281,036 291,043 Deposits payable 5,082,062 -5,082,062 -5,082,062 6,672,963 Unearned revenue 11,485,696 -11,485,696 -11,485,696 68,111 Interest payable 554,034 -554,034 -554,034 412,396 Bonds payable, net of unamortized premium - - Due within one year 3,375,000 -3,375,000 -3,375,000 6,825,000 Due in more than one year 39,508,069 -39,508,069 -39,508,069 31,413,518 Leases Payable - - Due within one year 5,807 -5,807 -5,807 11,828 Due in more than one year 8,907 -8,907 -8,907 14,837 Subscription-based IT arrangements - - Due within one year 63,678 -63,678 -63,678 - Due in more than one year 201,377 -201,377 -201,377 - Compensated absences payable - - Due within one year 1,078,634 172,072 1,250,706 13,396 1,264,102 1,284,945 Due in more than one year 292,213 27,030 319,243 6,689 325,932 211,968 Net pension liability: - - Due in more than one year 13,051,868 1,965,027 15,016,895 107,991 15,124,886 30,589,127 Total OPEB liability - - Due within one year 51,466 -51,466 -51,466 - Due in more than one year 768,608 122,015 890,623 10,266 900,889 484,409 Total liabilities 82,796,244 2,792,482 85,588,726 870,536 86,459,262 84,448,829 Deferred inflows of resources: Deferred inflows of resources related to pensions 12,795,721 2,031,334 14,827,055 34,954 14,862,009 743,770 Deferred inflows of resources related to lease receivable 7,079,410 -7,079,410 -7,079,410 8,436,870 Deferred inflows of resources related to OPEB 91,563 13,624 105,187 1,146 106,333 122,805 Total deferred inflows of resources 19,966,694 2,044,958 22,011,652 36,100 22,047,752 9,303,445 Net position: Net investments in capital assets 256,950,114 124,845,135 381,795,249 -381,795,249 334,611,498 Restricted for: Forfeiture and seizure 6,470 -6,470 -6,470 71,032 Public safety 1,891,847 -1,891,847 -1,891,847 - Debt retirement 9,014,551 -9,014,551 -9,014,551 3,673,413 Fire pension - - - - -1,279,095 Tax increment purposes 3,080,093 -3,080,093 -3,080,093 2,654,163 Ice arena capital projects 64,395 -64,395 -64,395 - Unrestricted 22,245,673 14,060,628 36,306,301 (733,979) 35,572,322 44,475,746 Total net position 293,253,143 138,905,763 432,158,906 (733,979) 431,424,927 386,764,947 Total liabilities, deferred inflows of resources, and net position $396,016,081 $143,743,203 $539,759,284 $172,657 $539,931,941 $480,517,221 Reporting Entity Primary Government Totals The accompanying notes are an integral part of these financial statements. 35 CITY OF COTTAGE GROVE STATEMENT OF ACTIVITIES For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 Program Revenues Charges For Functions/Programs Expenses Services Primary government: Governmental activities: General government $3,300,129 $179,473 Community development 2,526,101 2,579,463 Public safety 16,938,793 1,214,663 Economic development 742,227 630,563 Public works 12,979,642 2,132,108 Culture and recreation 8,927,799 5,344,059 Interest and fiscal charges on long-term debt 1,077,579 - Total governmental activities 46,492,270 12,080,329 Business-type activities: Street lights 1,157,388 1,058,036 Cottage Grove EMS 2,425,138 2,191,586 Water operating 5,692,361 4,174,060 Sewer operating 4,342,927 3,574,316 Total business-type activities 13,617,814 10,997,998 Total primary government $60,110,084 $23,078,327 Component unit: Economic Development Authority $598,647 $12,024 The accompanying notes are an integral part of these financial statements. 36 Statement 2 Component Unit Operating Capital Grants Economic Grants and and Governmental Business-Type Development Contributions Contributions Activities Activities 2023 2022 Authority $74,212 $ - ($3,046,444) $ - ($3,046,444) ($3,286,253) $ - - - 53,362 - 53,362 1,639,467 - 3,107,416 - (12,616,714) - (12,616,714) (11,839,336) - 205,144 - 93,480 - 93,480 980,881 - 271,318 42,257,543 31,681,327 - 31,681,327 28,563,155 - 22,416 1,857,874 (1,703,450) - (1,703,450) (3,360,151) - - - (1,077,579) - (1,077,579) (931,466) - 3,680,506 44,115,417 13,383,982 - 13,383,982 11,766,297 - 898,433 - 799,081 799,081 576,546 - 551 - - (233,001) (233,001) (917,004) - 67,054 3,399,576 - 1,948,329 1,948,329 5,586,880 - 3,148,094 - 2,379,483 2,379,483 5,158,841 - 67,605 7,446,103 - 4,893,892 4,893,892 10,405,263 - $3,748,111 $51,561,520 13,383,982 4,893,892 18,277,874 22,171,560 - $312,500 $ - - - - (274,123) General revenues: Property taxes 20,590,413 - 20,590,413 18,804,948 124,955 Franchise taxes 860,203 - 860,203 642,584 - Aggregate taxes 38,775 - 38,775 33,044 - Lodging taxes 71,647 - 71,647 - - Tax increment collections 1,684,566 - 1,684,566 1,750,799 - Grants and contributions not restricted to specific programs 72,738 - 72,738 229,638 - Unrestricted investment earnings 2,567,079 636,750 3,203,829 (2,527,970) 78 Gain on sale of capital assets 9,025 - 9,025 29,658 - Transfers (14,651,072) 14,651,072 - - - Total general revenues and transfers 11,243,374 15,287,822 26,531,196 18,962,701 125,033 Change in net position 24,627,356 20,181,714 44,809,070 41,134,261 (149,090) Net position - beginning 268,625,787 118,724,049 387,349,836 346,215,575 (584,889) Net position - ending $293,253,143 $138,905,763 $432,158,906 $387,349,836 ($733,979) Program Revenues Primary Government Net (Expense) Revenues and Changes in Net Position The accompanying notes are an integral part of these financial statements. 37 CITY OF COTTAGE GROVE BALANCE SHEET GOVERNMENTAL FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 Debt Service Special Revenue Capital Projects General Fund (100) Closed Debt Fund (300) Ice Arena (250) Future Economic Development (286) Assets Cash and investments $15,704,399 $2,270,409 $7,580 $3,570,669 Interest receivable 273,424 - 30,951 - Due from other funds - - - 770,884 Interfund loan receivable - - - 2,058,045 Due from discretely presented component unit - - - 607,260 Due from other governments 260,569 - 33,413 - Accounts receivable 36,528 - 208,476 - Lease receivable - - 2,464,128 - Prepaid items 7,816 - 2,086 - Inventories - - - - Taxes receivable - delinquent 102,574 533 - - Special assessments receivable Deferred 828 52,469 - - Delinquent 258 2,082 - - Special deferred - 6,138 - 3,051,546 Property held for resale - - - 213,400 Total assets $16,386,396 $2,331,631 $2,746,634 $10,271,804 Liabilities, Deferred Inflows of Resources, and Fund Balances Liabilities: Accounts payable $253,794 $ - $65,905 $284,636 Salaries and benefits payable 526,033 - 25,774 - Due to other funds - - 770,884 - Contracts payable - - - 47,218 Due to other governments 24,589 - 7,778 - Deposits payable 500 - - - Unearned revenue 61,250 - - - Interfund loan payable - - - - Total liabilities 866,166 - 870,341 331,854 Deferred inflows of resources: Related to leases - - 2,407,105 - Unavailable revenue - property taxes 102,574 533 - - Unavailable revenue - special assessments 1,086 60,689 - 3,051,546 Unavailable revenue - intergovernmental - - - - Total deferred inflows of resources 103,660 61,222 2,407,105 3,051,546 Fund balances: Nonspendable 7,816 - 2,086 - Restricted 1,733,127 - - - Committed - - - - Assigned 1,094,500 2,270,409 - 6,888,404 Unassigned 12,581,127 - (532,898) - Total fund balances 15,416,570 2,270,409 (530,812) 6,888,404 Total liabilities, deferred inflows of resources, and fund balances $16,386,396 $2,331,631 $2,746,634 $10,271,804 The accompanying notes are an integral part of these financial statements. 38 Statement 3 MSA Construction (520) Future Projects (510,810) 3M Settlement - MPCA (455) Nonmajor Governmental Funds 2023 2022 $ - $6,200,323 $5,225,163 $24,009,971 $56,988,514 $49,401,487 - - - 105,692 410,067 460,039 - - - 433,767 1,204,651 1,656,704 - - - - 2,058,045 756,435 - - - - 607,260 - 311,242 - 7,141,468 122,226 7,868,918 3,696,494 - 9,557 - 1,082,679 1,337,240 1,344,062 - - - 4,855,351 7,319,479 8,537,307 - - - 12,884 22,786 31,996 - - - 83,758 83,758 105,873 - - - 15,550 118,657 112,396 23,280 364,972 - 2,852,257 3,293,806 2,383,466 - - - 4,104 6,444 7,529 30,000 346,161 - 757,527 4,191,372 5,568,566 - - - - 213,400 213,400 $364,522 $6,921,013 $12,366,631 $34,335,766 $85,724,397 $74,275,754 $318,846 $326,833 $1,494,759 $2,106,969 $4,851,742 $4,218,979 - - - 65,024 616,831 565,681 99,239 - - 334,528 1,204,651 1,656,704 250,024 - 434,866 556,392 1,288,500 712,295 2,740 1,578 1,175 16,517 54,377 126,530 - 4,775,030 - 306,532 5,082,062 6,154,373 - - 11,104,446 320,000 11,485,696 68,111 - - - 4,288,045 4,288,045 3,196,435 670,849 5,103,441 13,035,246 7,994,007 28,871,904 16,699,108 - - - 4,672,305 7,079,410 8,436,870 - - - 15,550 118,657 651,958 53,280 711,133 - 3,613,889 7,491,623 7,421,701 311,242 - - - 311,242 311,242 364,522 711,133 - 8,301,744 15,000,932 16,821,771 - - - 96,642 106,544 134,636 - - - 8,699,259 10,432,386 6,811,004 - - - 2,722,525 2,722,525 2,155,025 - 1,106,439 - 10,453,605 21,813,357 22,174,244 (670,849) - (668,615)(3,932,016)6,776,749 9,479,966 (670,849)1,106,439 (668,615)18,040,015 41,851,561 40,754,875 $364,522 $6,921,013 $12,366,631 $34,335,766 $85,724,397 $74,275,754 TotalsCapital Projects The accompanying notes are an integral part of these financial statements. 39 40 CITY OF COTTAGE GROVE RECONCILIATION OF THE BALANCE SHEET TO THE Statement 4 STATEMENT OF NET POSITION - GOVERNMENTAL FUNDS GOVERNMENTAL FUNDS For The Year Ended December 31, 2023 With Comparative Amounts For The Year Ended December 31, 2022 2023 2022 Total Fund Balances - Governmental Funds $41,851,561 $40,754,875 Amounts reported for governmental activities in the Statement of Activities (Statement 2) are different because: Capital assets used in governmental activities are not current financial resources and, therefore, are not reported as assets in governmental funds. Cost of capital assets 397,366,035 355,906,965 Less accumulated depreciation and amortization (97,100,905) (88,095,154) Long-term liabilities, including bonds payable, are not due and payable in the current period and, therefore, are not reported as liabilities in the funds. Long-term liabilities at year-end consist of: Bond principal payable (41,720,000) (37,190,000) Unamortized bond premium (1,163,069) (1,048,518) Net pension liability (12,416,629) (25,438,777) Lease liability (14,714) (26,665) Subscription-based IT arrangement liability (265,055) - Compensated absences payable (1,278,474) (1,198,412) Total OPEB liability (761,483) (408,310) Revenues in the statement of activities (Statement 2) that do not provide current financial resources are not reported as revenues in the funds. Property taxes 118,657 651,958 Special assessments 7,491,623 7,421,701 Deferred intergovernmental grants receivable 311,242 311,242 Deferred outflows of resources and deferred inflows of resources are created as a result of various differences related to pensions that are not recognized in the governmental funds. Deferred inflows of resources related to fire relief pensions - (500,456) Deferred inflows of resources related to city pensions (12,590,111) (197,937) Deferred outflows of resources related to fire relief pensions - 693,509 Deferred inflows of resources related to OPEB (85,021) (98,007) Deferred outflows of resources related to city pensions 13,198,806 15,484,153 Deferred outflows of resources related to OPEB 499,720 189,354 The Fire Relief Association net pension asset created through contributions to a defined benefit pension plan which is not recognized in the - 1,279,095 governmental funds. Governmental funds do not report a liability for accrued interest due and payable (554,034) (412,396) Internal Service Funds are used by management to charge the cost of insurance to individual funds. The assets and liabilities are included in the governmental activities statement of net position 364,994 547,567 Total net position - governmental activities $293,253,143 $268,625,787 The accompanying notes are an integral part of these financial statements. 41 CITY OF COTTAGE GROVE STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GOVERNMENTAL FUNDS For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 Debt Service Special Revenue Capital Projects General Fund (100) Closed Debt Fund (300) Ice Arena (250) Future Economic Development (286) Revenue: General property taxes $17,546,687 $684 $ - $ - Franchise taxes - - - - Aggregate taxes - - - - Lodging tax - - - - Tax increment collections - - - - Special assessments 2,583 86,844 - 981,536 Licenses and permits 2,698,807 - - - Direct charges to developers - - - - Intergovernmental 3,094,543 - - - Charges for services 1,038,595 -1,549,570 - Rent - - -105 Lease related interest income - - 87,293 - Fines and forfeitures 148,770 - - - Investment earnings 572,123 119,866 - 262,338 Interest on interfund loan - - - 20,454 Connection charges - - - - Park dedication fees - - - - Refunds and reimbursements - - - - Donations 85,149 - - 150,000 Miscellaneous 149,888 -20,359 617,313 Total revenues 25,337,145 207,394 1,657,222 2,031,746 Expenditures: Current: General government 2,871,443 15,725 - - Community development 2,444,734 - - - Public safety 11,488,879 - - - Public works 3,002,297 - - - Culture and recreation 2,951,793 -1,323,696 - Economic development - - - 318,821 Capital outlay: General government - - - - Public safety 616,373 - - - Public works - - - 682,764 Culture and recreation - - 74,386 - Debt service: Principal 32,679 - - - Interest and other charges 527 - - - Total expenditures 23,408,725 15,725 1,398,082 1,001,585 Excess of revenues over (under) expenditures 1,928,420 191,669 259,140 1,030,161 Other financing sources (uses): Proceeds from sale of capital assets - - - - Subscription-based IT arrangements issued 97,377 - - - Bond issuance - - - - Bond premium - - - - Leases issued - - - - Payments to refunded bond escrow agent - - - - Transfers in 627,386 10,605 - - Transfers out (550,716)(250,000)(200,000) - Total other financing sources (uses)174,047 (239,395)(200,000) - Net change in fund balances 2,102,467 (47,726)59,140 1,030,161 Fund Balances: Beginning of year 13,314,103 2,318,135 (589,952)5,858,243 End of year $15,416,570 $2,270,409 ($530,812)$6,888,404 The accompanying notes are an integral part of these financial statements. 42 Statement 5 MSA Construction (520) Future Projects (510,810) 3M Settlement - MPCA (455) Nonmajor Governmental Funds 2023 2022 $ - $ - $ - $3,036,781 $20,584,152 $18,257,259 - - - 860,203 860,203 642,584 - - - 38,775 38,775 33,044 - - - 71,647 71,647 - - - - 1,684,566 1,684,566 1,750,799 6,103 39,992 - 1,085,319 2,202,377 864,104 - - - - 2,698,807 4,386,820 - 134,083 - 34,624 168,707 26,081 7,172,750 8,382 16,779,871 1,393,937 28,449,483 14,947,235 - - - 4,909,934 7,498,099 7,326,861 - - - 542,532 542,637 711,091 - - - 185,184 272,477 - - - - 184,480 333,250 178,449 46,560 72,696 1,349 1,199,216 2,274,148 (2,010,736) - - - - 20,454 16,533 - - - 1,784,257 1,784,257 4,110,942 - - - 767,094 767,094 1,144,364 - - - 104 104 806 - - - 131,924 367,073 196,893 - - - 9,635 797,195 1,858,357 7,225,413 255,153 16,781,220 17,920,212 71,415,505 54,441,486 - - - 17,185 2,904,353 3,033,636 - - - - 2,444,734 2,581,927 - - - 957,130 12,446,009 10,928,197 61,376 18,218 1,248,000 1,565,313 5,895,204 6,503,285 - 41,903 - 2,964,879 7,282,271 6,909,315 - - - 423,406 742,227 864,371 - - - 120,173 120,173 38,240 - - - 238,406 854,779 504,600 8,266,315 216,592 16,080,462 8,473,518 33,719,651 18,519,859 - - - 9,439,065 9,513,451 3,519,560 - - - 3,335,000 3,367,679 2,961,575 - - - 1,141,250 1,141,777 1,121,359 8,327,691 276,713 17,328,462 28,675,325 80,432,308 57,485,924 (1,102,278) (21,560) (547,242) (10,755,113) (9,016,803) (3,044,438) - - - 9,025 9,025 9,687 - - - 238,406 335,783 - - - - 7,815,000 7,815,000 - - - - 320,387 320,387 - - - - - - 38,240 - - - - - (3,875,000) - - - 2,502,928 3,140,919 3,840,551 - - - (506,909) (1,507,625) (2,639,290) - - - 10,378,837 10,113,489 (2,625,812) (1,102,278) (21,560) (547,242) (376,276) 1,096,686 (5,670,250) 431,429 1,127,999 (121,373) 18,416,291 40,754,875 46,425,125 ($670,849) $1,106,439 ($668,615) $18,040,015 $41,851,561 $40,754,875 Capital Projects Totals The accompanying notes are an integral part of these financial statements. 43 CITY OF COTTAGE GROVE RECONCILIATION OF THE STATEMENT OF REVENUES,Statement 6 EXPENDITURES AND CHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDS For The Year Ended December 31, 2023 With Comparative Amounts For The Year Ended December 31, 2022 2023 2022 Total net change in fund balances - governmental funds (Statement 5) $1,096,686 ($5,670,250) Amounts reported for governmental activities in the Statement of Activities (Statement 2) are different because: Capital outlays are reported in governmental funds as expenditures. However, in the Statement of Activities, the cost of those assets is allocated over the estimated useful lives as depreciation expense. Capital outlays 42,892,284 22,263,860 Developer contributed assets 14,787,928 15,704,910 Depreciation and amortization expense (8,491,528) (7,596,917) Loss on disposal of capital assets (449,232) Assets contributed to business-type activities (16,286,133) (7,270,329) Compensated absences are recognized as paid in the governmental funds but (80,062) (148,521) recognized as the expense is incurred in the Statement of Activities (Statement 2) OPEB expenses are recognized as paid in the governmental funds but recognized as the expense is incurred in the Statement of Activities (Statement 2). (29,821) (31,019) Principal payments on long-term debt are recognized as expenditures in the governmental funds but as a reduction to the debt liability on the Statement of 3,367,679 6,836,575 Activities (Statement 2). Some expenses reported in the Statement of Activities (Statement 2) do not require the use of current financial resources and, therefore, are not reported as expenditures in governmental funds. Accrued interest payable (141,638) 69,668 Amortization of bond discounts and premiums 205,836 120,712 Proceeds from long-term debt are recognized as an other financing source in the governmental funds but as a decrease in net position in the Statement of Activities (8,150,783) (38,240) (Statement 2). The governmental funds report the effect of premiums, discounts and similar items when debt is first issued, whereas these amounts are deferred and amortized in the Statement of Activities (Statement 2). Bond discounts and premiums (320,387) - Governmental funds recognized pension contributions as expenditures at the time of payment whereas the Statement of Activities (Statement 2) factors in items related (3,127,521) (1,191,816) to pensions on a full accrual perspective. Revenues in the Statement of Activities (Statement 2) that do not provide current financial resources are not reported as revenues in the funds. Property taxes 6,261 547,689 Special assessments (469,640) 3,032,108 Loans and grants receivable - (745,175) Internal service funds are used by management to charge the cost of insurance to individual funds. This amount is net revenue (loss) attributable to governmental funds. (182,573) (738,727) Change in net position of governmental activities (Statement 2) $24,627,356 $25,144,528 The accompanying notes are an integral part of these financial statements. 44 CITY OF COTTAGE GROVE STATEMENT OF NET POSITION Statement 7 PROPRIETARY FUNDS December 31, 2023 Governmental Cottage Grove Activities - Street Light EMS Fund Water Sewer Internal Fund (630) (660) Operating (610) Operating (620) Total Service Funds Assets: Current assets: Cash and investments $373,381 $ - $7,608,243 $2,996,218 $10,977,842 $307,886 Accounts receivable 208,064 1,581,279 618,973 517,254 2,925,570 7,225 Due from other funds - - 824,376 - 824,376 - Due from other governments - - 51,834 21,196 73,030 52,230 Inventories - - - - - 218,928 Prepaid items - 9,254 2,645 229,381 241,280 391,173 Total current assets 581,445 1,590,533 9,106,071 3,764,049 15,042,098 977,442 Noncurrent assets: Interfund loan receivable - - - 2,230,000 2,230,000 - Capital assets: Land and land improvements - - 2,760,015 154,785 2,914,800 424,665 Buildings and improvements - - 12,447,537 - 12,447,537 928,870 Equipment and furniture - - - - - 70,127 Machinery and equipment 109,567 992,265 2,882,415 372,008 4,356,255 489,092 Other improvements 11,893,246 - - - 11,893,246 - Construction in progress - - 1,024,372 - 1,024,372 Water and sewer lines - - 79,619,100 53,634,925 133,254,025 - Total capital assets 12,002,813 992,265 98,733,439 54,161,718 165,890,235 1,912,754 Accumulated depreciation (3,979,966) (586,988) (24,708,356) (11,769,790) (41,045,100) (1,066,432) Net capital assets 8,022,847 405,277 74,025,083 42,391,928 124,845,135 846,322 Total noncurrent assets 8,022,847 405,277 74,025,083 44,621,928 127,075,135 846,322 Total assets 8,604,292 1,995,810 83,131,154 48,385,977 142,117,233 1,823,764 Deferred outflows of resources: Deferred outflows of resources related to pensions 23,719 1,901,853 164,052 41,507 2,131,131 197,653 Deferred outflows of resources related to OPEB 4,794 37,834 29,434 8,010 80,072 38,450 Total deferred outflows of resources 28,513 1,939,687 193,486 49,517 2,211,203 236,103 Total assets and deferred outflows of resources $8,632,805 $3,935,497 $83,324,640 $48,435,494 $144,328,436 $2,059,867 Liabilities Current liabilities: Accounts payable 94,818 12,183 113,912 18,806 239,719 414,972 Salaries payable 6,015 66,112 37,447 9,107 118,681 38,841 Due to other funds - 188,852 - - 188,852 635,524 Due to other governments (370) 9,671 82,029 56,608 147,938 3,562 Compensated absences payable 9,808 77,225 75,112 9,927 172,072 67,483 Total current liabilities 110,271 354,043 308,500 94,448 867,262 1,160,382 Noncurrent liabilities: Compensated absences payable 488 8,431 16,864 1,247 27,030 24,890 Net pension liability 76,229 1,228,150 527,248 133,400 1,965,027 635,239 OPEB liability 7,305 57,652 44,852 12,206 122,015 58,591 Total noncurrent liabilities 84,022 1,294,233 588,964 146,853 2,114,072 718,720 Total liabilities 194,293 1,648,276 897,464 241,301 2,981,334 1,879,102 Deferred inflows of resources: Deferred inflows of resources related to pensions 24,673 1,792,827 170,656 43,178 2,031,334 205,610 Deferred inflows of resources related to OPEB 816 6,437 5,008 1,363 13,624 6,542 Total deferred inflows of resources 25,489 1,799,264 175,664 44,541 2,044,958 212,152 Net position: Net investment in capital assets 8,022,847 405,277 74,025,083 42,391,928 124,845,135 846,322 Unrestricted 390,176 82,680 8,226,429 5,757,724 14,457,009 (877,709) Total net position $8,413,023 $487,957 $82,251,512 $48,149,652 $139,302,144 ($31,387) Total liabilities, deferred inflows of resources, and net position $8,632,805 $3,935,497 $83,324,640 $48,435,494 $144,328,436 $2,059,867 Net position reported above $139,302,144 Some amounts reported for business-type activities in the Statement of Net Position are different because certain internal service fund assets and liabilities are included with business-type activities.(396,381) Net position of business-type activities (Statement 1)$138,905,763 Business-Type Activities Enterprise Funds The accompanying notes are an integral part of these financial statements. 45 CITY OF COTTAGE GROVE STATEMENT OF REVENUES, EXPENSES AND Statement 8 CHANGES IN FUND NET POSITION PROPRIETARY FUNDS For The Year Ended December 31, 2023 Governmental Cottage Grove Activities - Street Light EMS Fund Water Sewer Internal Fund (630) (660) Operating (610) Operating (620)Total Service Funds Operating revenue: Charges for services - user fees $972,404 $2,184,282 $3,973,360 $3,600,456 $10,730,502 $6,615,391 Water meter/street light material sales 67,600 - 139,133 - $206,733 - Special assessments - - - 2,953 2,953 - Insurance refunds and reimbursements - - - - - 112,014 Total operating revenues 1,040,004 2,184,282 4,112,493 3,603,409 10,940,188 6,727,405 Operating expenses: Personal services 163,382 1,899,148 1,201,799 253,328 3,517,657 4,128,692 Commodities 100,745 80,965 170,696 13,164 365,570 860,241 Commodities - items for sale 115,505 - - - 115,505 - Contractual services 549,792 373,068 1,480,587 473,289 2,876,736 1,957,797 Disposal - contractual services - MCES - - - 2,647,617 2,647,617 - Claims - - - - - 208,094 Depreciation 219,295 83,168 2,843,232 946,004 4,091,699 38,322 Total operating expenses 1,148,719 2,436,349 5,696,314 4,333,402 13,614,784 7,193,146 Operating income (loss) (108,715) (252,067) (1,583,821) (729,993) (2,674,596) (465,741) Nonoperating revenues (expenses): Investment earnings 20,782 - 440,954 151,664 613,400 22,293 Interest on interfund debt - - - 23,350 23,350 52,230 Intergovernmental grants - 551 67,054 - 67,605 - Rent - - 2,700 - 2,700 - Miscellaneous 18,032 7,304 58,867 (29,093) 55,110 203,848 Total nonoperating revenues (expenses) 38,814 7,855 569,575 145,921 762,165 278,371 Income (loss) before capital contributions and transfers (69,901) (244,212) (1,014,246) (584,072) (1,912,431) (187,370) Capital contributions 1,036,781 - 17,027,621 5,667,834 23,732,236 - Transfers in - - - - - 1,767 Transfers out (134,027) (100,800) (953,493) (446,741) (1,635,061) - Change in net position 832,853 (345,012) 15,059,882 4,637,021 20,184,744 (185,603) Net position Beginning of year 7,580,170 832,969 67,191,630 43,512,631 119,117,400 154,216 End of year $8,413,023 $487,957 $82,251,512 $48,149,652 $139,302,144 ($31,387) Change in net position reported above $20,184,744 Adjustment to reflect the consolidation of internal service fund activity related to enterprise funds.(3,030) Change in net position of business-type activities (Statement 2)$20,181,714 Business-Type Activities Enterprise Funds The accompanying notes are an integral part of these financial statements. 46 CITY OF COTTAGE GROVE STATEMENT OF CASH FLOWS Statement 9 PROPRIETARY FUNDS For The Year Ended December 31, 2023 Governmental Cottage Grove Activities - Street Light EMS Fund Water Sewer Internal Fund (630) (660) Operating (610) Operating (620)Total Service Funds Cash flows - operating activities: Receipts from customers and users $1,016,329 $2,520,424 $4,005,770 $3,633,632 $11,176,155 $6,573,422 Receipts from insurance refunds and reimbursements - - - - - 112,014 Payments to suppliers (716,451) (462,094) (1,615,146) (3,104,215) (5,897,906) (2,797,553) Payments to employees (157,749) (1,696,605) (1,050,487) (270,705) (3,175,546) (4,098,021) Miscellaneous revenue 18,032 7,304 61,567 (29,093) $57,810 203,848 Net cash flows - operating activities 160,161 369,029 1,401,704 229,619 2,160,513 (6,290) Cash flows - noncapital financing activities: Advances to/from other Funds - (268,780) 482,054 210,000 423,274 (213,274) Intergovernmental revenue - 551 67,054 - 67,605 52,230 Transfer from other Funds - - - - - 1,767 Transfer to other Funds (134,027) (100,800) (953,493) (446,741) (1,635,061) - Net cash flows - noncapital financing activities (134,027) (369,029) (404,385) (236,741) (1,144,182) (159,277) Cash flows - capital related financing activities: Acquisition of capital assets - - (1,024,372) - (1,024,372) - Net cash flows - capital related financing activities - - (1,024,372) - (1,024,372) - Cash flows - investing activities: Interest and dividends received 20,782 - 440,954 151,664 613,400 22,293 Interest on interfund loan - - - 23,350 23,350 - Net cash flows - investing activities 20,782 - 440,954 175,014 636,750 22,293 Net change in cash and cash equivalents 46,916 0 413,901 167,892 628,709 (143,274) Cash and cash equivalents January 1 326,465 - 7,194,342 2,828,326 10,349,133 451,160 December 31 $373,381 $ - $7,608,243 $2,996,218 $10,977,842 $307,886 Reconciliation of operating income (loss) to net cash flows - operating activities: Operating income (loss) ($108,715) ($252,067) ($1,583,821) ($729,993) ($2,674,596) ($465,741) Adjustments to reconcile operating income (loss) to income (loss) to net cash net cash flows - operating activities Depreciation expense 219,295 83,168 2,843,232 946,004 4,091,699 38,322 Miscellaneous revenue 18,032 7,304 61,567 (29,093) 57,810 203,848 Pension expense (340) 198,363 109,745 (6,690) 301,078 22,066 OPEB expense 1,272 10,728 9,990 1,521 23,511 10,268 Changes in assets and liabilities: Decrease (increase) in accounts receivables (23,675) 336,142 (96,022) 32,456 248,901 1,488 Decrease (increase) in due from other governments - - (10,701) (2,233) (12,934) (43,457) Decrease (increase) in inventories - - - - - (46,733) Decrease (increase) in prepaid items - (8,344) (90) (8,746) (17,180) 176,889 Increase (decrease) in accounts payable 49,591 (242) 16,541 (10,602) 55,288 96,774 Increase (decrease) in salaries payable 1,364 (6,535) 11,305 1,135 7,269 (3,033) Increase (decrease) in due to other governments - 525 19,686 49,203 69,414 1,649 Increase (decrease) in compensated absences payable 3,337 (13) 20,272 (13,343) 10,253 1,370 Total adjustments 268,876 621,096 2,985,525 959,612 4,835,109 459,451 Net cash flows - operating activities $160,161 $369,029 $1,401,704 $229,619 $2,160,513 ($6,290) Noncash investing, capital and financing activities: Financing activities: Capital asset contributions from governmental activities $138,348 $ - $13,628,045 $2,519,740 $16,286,133 $ - Capital asset contributions from developers 898,433 3,399,576 3,148,094 7,446,103 - Total noncash activities $1,036,781 $ - $17,027,621 $5,667,834 $23,732,236 $ - Business-Type Activities Enterprise Funds The accompanying notes are an integral part of these financial statements. 47 48 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES The City of Cottage Grove was incorporated in 1974 and operates under the State of Minnesota Statutory Plan A form of government. The governing body consist of a five-member City Council elected by voters of the City. The financial statements of the City of Cottage Grove have been prepared in conformity with generally accepted accounting principles in the United States of America, as applied to governmental units by the Governmental Accounting Standards Board (GASB). The following is a summary of the significant accounting policies. A. FINANCIAL REPORTING ENTITY As required by generally accepted accounting principles, the financial statements of the reporting entity include those of the City of Cottage Grove (the primary government) and its component unit. The component unit discussed below is included in the City's reporting entity because of the significance of its operational and financial relationship with the City. Component Unit The Economic Development Authority (EDA) is considered a component unit of the City because the Council appoints the members of the governing authority and because the EDA is in a relationship of financial benefits or burden to the City. It is governed by a board which is made up of two City council members and five other members. The EDA provides services to the City and to potential future business owners within the City. The financial position and results of operations of the EDA component unit is discretely presented in the primary government's basic financial statements. The EDA is reported in a separate column to emphasize that it is legally separate from the City. The component unit activity is reported on the modified accrual basis of accounting. Separate financial statements were not prepared for the EDA. Joint ventures The City of Cottage Grove, Minnesota and the City of Woodbury, Minnesota, participate in a joint venture to provide for the operation of the Health and Emergency Response Occupations Center (HERO Center). The HERO Center is used as a regional public safety training center. The HERO Center was created pursuant to an agreement dated April 28, 2016. The terms of the agreement provide for the joint use, responsibility, and ownership of the HERO Center. The HERO Center is owned by the City of Cottage Gove. The HERO Center is jointly and equally maintained, operated, and managed by Cottage Grove and Woodbury. The share of the operating costs is determined by dividing the authorized number of full-time sworn peace officers in each community. Contributions from the City of Cottage Grove to the HERO center were $110,670 for the year ended December 31, 2023. Separate financial statements were not prepared for the joint venture. B. GOVERNMENT-WIDE AND FUND FINANCIAL STATEMENTS The government-wide financial statements (i.e., the Statement of Net Position and the Statement of Activities) report information on all of the activities of the primary government and its component unit. For the most part, the effect of interfund activity has been removed from these statements. Governmental activities, which normally are supported by taxes and intergovernmental revenues, are reported separately from business-type activities, which rely to a significant extent on fees and charges for support. The Statement of Activities demonstrates the degree to which the direct expenses of a given function or business-type activity, are offset by program revenues. Direct expenses are those that are clearly 49 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 identifiable with a specific function or business-type activity. Program revenues include: 1) charges to customers or applicants who purchase, use, or directly benefit from goods, service or privileges provided by a given function or business-type activity and 2) grants and contributions that are restricted to meeting the operational or capital requirements of a particular function or business-type activity. Taxes and other items not included in program revenues are reported instead as general revenues. Separate financial statements are provided for governmental funds and proprietary funds. Major individual governmental funds and major individual enterprise funds are reported as separate columns in the fund financial statements. C. MEASUREMENT FOCUS, BASIS OF ACCOUNTING, AND FINANCIAL STATEMENT PRESENTATION The government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting, as are the proprietary fund statements. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of the related cash flows. Property taxes are recognized as revenues in the year for which they are levied. Grants and similar items are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the government considers all revenues, except reimbursement grants, to be available if they are collected within 60 days of the end of the current fiscal period. Reimbursement grants are considered available if they are collected within one year of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting except for debt service expenditures, as well as expenditures related to compensated absences, claims and judgments, are recorded only when payment is due. Property taxes, special assessments, intergovernmental revenues, charges for services and interest associated with the current fiscal period are all considered to be susceptible to accrual and so have been recognized as revenues of the current fiscal period. Only the portion of special assessments receivable due within the current fiscal period is considered to be susceptible to accrual as revenue of the current period. All other revenue items are considered to be measurable and available only when cash is received by the City. The government reports the following major governmental funds: General Fund – This fund is the City's primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. Closed Debt Fund – This fund accounts for the accumulation of residual resources from debt funds that have been closed as the associated debt has been satisfied. Ice Arena Special Revenue Fund – This fund accounts for the operations of the City's ice arena. Future Economic Development Capital Project Fund – This fund accounts for the receipt and use of monies for economic development purposes. 50 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 MSA Construction Capital Project Fund – This fund accounts for projects related to Municipal State Aids. Future Projects Fund – This fund accounts for the preliminary expenditures of projects which do not have a source of funding, or which have most of their funding from non-city sources. 3M Settlement – MPCA Capital Projects Fund – This fund accounts for funds and expenditures related to this agreement. The government reports the following major proprietary funds: Street Light Fund – This fund accounts for customer street light and service charges which are used to finance street light operating expenses. Cottage Grove EMS Fund – This fund accounts for the operation of the Cottage Grove ambulance service that serves the cities of Cottage Grove, Newport, Saint Paul Park, and Grey Cloud Island. Water Operating Fund – This fund accounts for customer water service charges which are used to finance water operating expenses. Sewer Operating Fund – This fund accounts for customer sewer service charges which are used to finance sewer operating expenses. Additionally, the government reports the following fund type: Internal service funds account for the City's self-insurance, fleet maintenance, and information services provided to other departments of the government on a cost reimbursement basis. As a general rule, the effect of interfund activity has been eliminated from the government-wide financial statements. Exceptions to this general rule are transactions that would be treated as revenues, expenditures, or expenses if they involved external organizations, such as buying goods and services or payments in lieu of taxes, are similarity treated when they involve other funds of the City of Cottage Grove. Elimination of these charges would distort the direct costs and program revenues reported for the various functions concerned. Amounts reported as program revenues include 1) charges to customers or applicants for goods services, or privileges provided, 2) operating grants and contributions, and 3) capital grants and contributions, including special assessments. Internally dedicated resources are reported as general revenues rather than as program revenues. Likewise, general revenues include all taxes. Proprietary funds distinguish operating revenues and expenses from non-operating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with a proprietary fund's principal ongoing operations. The principal operating revenue of the water, sewer, ambulance, and street light enterprise funds are charges to customers for sales and services. The ambulance fund operating revenues are net of write offs mandated by various government agencies (including Medicare and Medicaid). Operating expenses for enterprise funds include the cost of sales and services, administrative expenses, and depreciation on capital assets. All revenues and expenses not meeting this definition are reported as nonoperating revenues and expenses. 51 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 When both restricted and unrestricted resources are available for use, it is the City's policy to use restricted resources first, and then unrestricted resources as needed. D. BUDGETS Budgets are adopted on a basis consistent with U.S. generally accepted accounting principles. Budgeted amounts are reported as originally adopted, and as amended by the City Council. Individual amendments were not material in relation to the original appropriations which were adjusted. Budgeted expenditure appropriations can be carried forward to the next budget year subject to City Council approval. E. LEGAL COMPLIANCE – BUDGETS The City follows these procedures in establishing the budgetary data reflected in the financial statements: 1. The City Administrator submits to the City Council a proposed operating budget for the fiscal year commencing the following January 1. The operating budget includes proposed expenditures and the means of financing them. 2. The City Council reviews the proposed budget and makes appropriate changes. Per statute, public meetings are held to receive taxpayer comments. 3. The budget is legally enacted through passage of a resolution on a departmental basis and can be expended by each department based upon detailed budget estimates for individual expenditure accounts. 4. The City Administrator is authorized to transfer appropriations within any department budget up to $2,500. Additional interdepartmental or interfund appropriations and deletions are authorized by the City Council with expenditure reductions, fund (contingency) reserves or additional revenues. The City Council may authorize transfers of budgeted amounts between City funds. 5. Formal budgetary integration is employed as a management control device during the year for the General Fund, certain Special Revenue Funds, certain capital Project Funds, Enterprise Funds, and the Internal Service Fund. The General Fund and budgeted Special Revenue Funds are the only funds with legally adopted annual budgets. 6. Legal debt obligation indentures determine the appropriation level and debt service tax levies for the Debt Service Funds. Supplementary budgets are adopted for the Proprietary Funds to determine and calculate user charges. These are not reflected in the financial statements. 7. A capital improvement program is reviewed annually by the City Council for the Capital Project Funds. However, appropriations for major projects are not adopted until the actual bid award of the improvement. The appropriations are not reflected in the financial statements. 8. Expenditures may not legally exceed budgeted appropriations at the total fund level. The legal level of budgetary control is at the expenditure category level (i.e., personal services, commodities, contractual services, and capital outlay) within each activity. All amounts over budget have been approved by the City Council through the disbursement approval process. 52 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 The following is a listing of expenditure categories that exceed budget appropriations for major and nonmajor funds: Final Amount Over Budget Actual Budget Major Funds: General Fund $23,069,775 $23,408,725 $338,950 Ice Arena 1,115,830 1,398,082 282,252 Nonmajor Funds: Recycling $57,040 $61,927 4,887 Forfeitures/seizures 30,980 82,419 51,439 Golf course 2,603,220 5,036,125 2,432,905 Street sealcoating 644,720 744,426 99,706 F. DEPOSITS AND INVESTMENTS Cash and investments include balances from all funds and are pooled and invested to the extent available in authorized investments. Earnings from investments are allocated to the individual funds on the basis of the fund's equity in the cash and investment pool. The City provides temporary advances to funds that have insufficient cash balances by means of an advance from another fund shown as interfund receivables in the advancing fund, and an interfund payable in the fund with the deficit, until adequate resources are received. Investments are stated at fair value, based upon quoted market prices as of the balance sheet date. Certain investments for the City are reported at fair value as disclosed in Note 2. The City categorizes its fair value measurements within the fair value hierarchy established by generally accepted accounting principles. The Hierarchy is based on the valuation inputs used to measure the fair value of the asset. Level 1 inputs are quoted prices in active markets for identical assets; Level 2 inputs are significant other observable inputs; Level 3 inputs are significant unobservable inputs. For purposes of the statement of cash flows for the proprietary funds, cash equivalents are considered to be all highly liquid investments with a maturity of three months or less when purchased. All of the cash and investments allocated to the proprietary funds have original maturities of 90 days or less. Therefore, the entire balances in such funds are considered cash equivalents. G. RECEIVABLES AND PAYABLES During operations, numerous transactions occur between individual funds for goods provided or services rendered. Short-term interfund loans are classified as "interfund receivables/payables." All short-term interfund receivables and payables at December 31, 2023, are planned to be eliminated in 2024. Long-term interfund loans are classified as "interfund loans receivable/payable." Any residual balances outstanding between the governmental activities and business-type activities are reported in the government-wide financial statements as "internal balances." 53 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Property taxes, special assessments, and ambulance receivables have been reported net of estimated uncollectible accounts (see Note 1 H, I and L). Because utility bills are considered liens on property, no estimated uncollectible amounts are established. Uncollectible amounts are not material for other receivables and have not been reported. H. PROPERTY TAX REVENUE RECOGNITION The City Council annually adopts a tax levy and certifies it to the County in December (levy/assessment date) of each year for collection in the following year. The County is responsible for billing and collecting all property taxes for itself, the City, the local school district, and other taxing authorities. Such taxes become a lien on January 1 and are recorded as receivables by the City at that date. Real property taxes are payable (by property owners) on May 15 and October 15 of each calendar year. Personal property taxes are payable by taxpayers on February 28 and June 30 of each year. These taxes are collected by the County and remitted to the City on or before July 7 and December 2 of the same year. Delinquent collections for November and December are received the following January. The City has no ability to enforce payment of property taxes by property owners; the County possesses this authority. GOVERNMENT-WIDE FINANCIAL STATEMENTS The City recognizes property tax revenue in the period for which the taxes were levied. Uncollectible property taxes are not material and have not been reported. GOVERNMENTAL FUND FINANCIAL STATEMENTS The City recognizes property tax revenue when it becomes both measurable and available to finance expenditures of the current period. In practice, current and delinquent taxes received by the City in July, December and January are recognized as revenue for the current year. Taxes collected by the County by December 31 (remitted to the City following January) and taxes and credits not received at year-end are classified as delinquent and due from County taxes receivable. The portion of delinquent taxes not collected by the City in January is fully offset by deferred inflows of resources because they are not available to finance current expenditures. I. SPECIAL ASSESSMENT REVENUE RECOGNITION Special Assessments are levied against benefited properties for the cost or a portion of the cost of special assessment improvement projects in accordance with State Statutes. These assessments are collectible by the City over a term of years usually consistent with the term of the related bond issue. Collection of annual installments (including interest) is handled by the County Auditor in the same manner as property taxes. Property owners are allowed to (and often do) prepay future installments without interest or prepayment penalties. Once a special assessment roll is adopted, the amount attributed to each parcel is a lien upon that property until full payment is made or the amount is determined to be excessive by the City Council or court action. If special assessments are allowed to go delinquent, the property is subject to tax forfeit sale. Proceeds of sales from tax forfeited properties are allocated first to the County's cost of administering all tax forfeit properties. Pursuant to State Statues, a property shall be subject to a tax forfeit sale after three years unless it is homesteaded, agricultural or seasonal recreational land in which event the property is subject to such sale after five years. GOVERNMENT-WIDE FINANCIAL STATEMENTS The City recognizes special assessment revenue in the period that the assessment roll was adopted by the City Council. Uncollectible special assessments are not material and have not been reported. 54 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 GOVERNMENTAL FUND FINANCIAL STATEMENTS Revenue from special assessments is recognized by the City when it becomes measurable and available to finance expenditures of the current fiscal period. In practice, current and delinquent special assessments received by the City are recognized as revenue for the current year. Special assessments that are collected by the County by December 31 (remitted to the City the following January) are also recognized as revenue for the current year. All remaining delinquent, deferred, and special deferred assessments receivable in governmental funds are completely offset by deferred inflows of resources. J. INVENTORIES Inventories are stated at cost, which approximates market, using the first-in, first-out (FIFO) method and consist of items for resale, expendable supplies, and vehicle repair parts. The cost of such inventories is recorded as expenditures/expenses when consumed rather than when purchased in both government-wide and fund financial statements. K. PREPAID ITEMS Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items in both government-wide and fund financial statements. The cost of prepaid items are recorded as expenditures/expenses when consumed rather than when purchased. L. ALLOWANCE FOR UNCOLLECTIBLE The City directly bills for individuals for ambulance services. The City reserves an amount as uncollectible based on historical collection rates. The amounts of the estimated uncollectible ambulance billings to individuals as of December 31, 2023, were $572,000. M. PROPERTIES HELD FOR RESALE Property is acquired by the City for redevelopment purposes and subsequent resale. Properties held for resale is reported as an asset at the lower of cost or estimated fair value. Fair value estimates have been based on estimated realizable sales proceeds net of selling expenses. N. CAPITAL ASSETS Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the applicable government or business-type activities columns in the government-wide financial statements. Infrastructure assets have been capitalized retroactively to 1980. Capital assets are defined by the government as assets with an initial, individual cost of more than $5,000 (amount not rounded) and an estimated useful life more than one year. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at acquisition value at the date of donation. The costs of normal maintenance and repair which do not add to the value of the asset or materially extend assets lives are not capitalized. Major outlays for capital assets and improvements are capitalized as projects are constructed. 55 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Capital assets not being depreciated include land, easements, and construction in progress. Property, plant, and equipment of the primary government, as well as the component units, is depreciated using the straight- line method over the following estimated useful lives: Assets Years Buildings and improvements 20 - 50 Equipment and furniture 3 - 10 Machinery and equipment 5 - 20 Other improvements 5 - 20 Streets 50 Storm sewers 50 Sidewalks 50 Trails 20 Street lights 50 Water and sewer lines 50 Capital assets of the water and sewer utility operations include the water distribution system and sewage collection system. These systems have been wholly (or substantially) financed by non-operating funds (special assessments, general taxes, federal and state grants, and other sources) and contributed to the sewer and water operating funds. City policy is to finance these assets by the sources indicated rather than by user charges. Accordingly, the water and sewer user rates are not established at levels sufficient to cover depreciation on these assets. O. DEFERRED OUTFLOWS AND INFLOWS OF RESOURCES In addition to liabilities, the statement of financial position and Fund Financial statements will sometimes report a separate section for deferred inflows of resources. This separate financial statement element represents an acquisition of net assets that applies to a future period(s) and so will not be recognized as an inflow of resources (revenue) until that time. The City presents deferred inflows of resources on the Governmental Fund Balance Sheet as unavailable revenues. These amounts are deferred and recognized as an inflow of resources in the period that the amounts became available. The City presents deferred inflows of resources on the Statements of Net Position for amounts related to pensions and OPEB. Deferred inflows of resources related to lease receivable is reported in both the government-wide Statement of Net Position and Governmental Funds Balance Sheet. In addition to assets, the statements of financial position will sometimes report a separate section for deferred outflows of resources. This separate financial statement element represents a consumption of net assets that applies to future period(s) and so will not be recognized as an outflow of resources (expense/expenditure) until that time. The City presents deferred outflows of resources on the Statements of Net Position for amounts related to pensions and OPEB. P. COMPENSATED ABSENCES It is the City's policy to permit employees to accumulate earned but unused annual leave benefits Under the City's personnel policies and collective bargaining agreements, city employees are granted annual leave benefits in varying amounts based on length of service. Annual Leave accruals vary from 18 to 26 days per year. 56 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 As benefits accrue to employees, the accumulated leave amounts are reported as an expense and liability in the proprietary fund financial statements. A liability for these amounts is reported in governmental funds only if they have matured, for example, as a result of employee resignations and retirements. In accordance with the provisions of GASB 16, Accounting for Compensated Absences, no liability is recorded for non- vesting accumulating rights to receive accumulated leave benefits. However, a liability is recognized for that portion of accumulating leave benefits that is vested as severance pay. Q. LONG-TERM OBLIGATIONS In the government-wide financial statements and proprietary fund types in the fund financial statements, long-term debt, and other long-term obligations are reported as liabilities in the applicable governmental activities, business-type activities, or proprietary fund type Statement of Net Position. Bond premiums are deferred and amortized over the life of the bonds. R. PENSIONS For purposes of measuring the net pension liability, deferred outflows/inflows of resources, and pension expense, information about the fiduciary net position of the Public Employees Retirement Association (PERA), and additions to/deductions from PERA's fiduciary net position have been determined on the same basis as they are reported by PERA except that PERA's fiscal year end is June 30. For this purpose, plan contributions are recognized as of employer payroll paid dates and benefit payments and refunds are recognized when due and payable in accordance with the benefit terms. Investments are reported at fair value. S. FUND BALANCE In the fund financial statements, governmental funds report fund balances in classifications that disclose constraints for which amounts in those funds can be spent. These classifications are as follows: Nonspendable – Amounts that cannot be spent because they are not in spendable form, such as prepaid items and inventory. Restricted – Amounts related to externally imposed constraints established by creditors, grantors, or contributors; or constraints imposed by state statutory provisions. Committed – Amounts constrained for specific purposes that are internal imposed by formal action (resolution) of the City Council. Committed amounts cannot be used for any other purpose unless the Council modifies or rescinds the commitment by resolution. Assigned – Amounts constrained for specific purposes that are internally imposed. The Council has adopted a fund balance policy which delegates the authority to assign fund balances to the City Administrator and/or Finance Director. Unassigned – The residual classification for the General fund and also negative residual amounts in other funds. The City considers restricted amounts to be spent first when both restricted and unrestricted fund balance is available. Additionally, the City would first use committed, then assigned, and lastly unassigned amounts of unrestricted fund balance when expenditures are made. 57 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 The City formally adopted a fund balance policy for the General Fund. The policy establishes an unassigned fund balance range of no less than 45% - 55% of the subsequent year's budgeted expenditures to provide sufficient working capital and margin of safety to address local emergencies without borrowing. T. NET POSITION Net position represents the difference between assets and deferred outflows of resources; and liabilities and deferred inflows of resources in the government-wide financial statements. Net investment in capital assets, consists of capital assets, net of accumulated depreciation, reduced by the outstanding balance of any long- term debt used to build or acquire the capital assets. Net position is reported as restricted in the government-wide financial statement when there are limitations on use through external restrictions imposed by creditors, grantors, or laws or regulations of other governments. U. INTERFUND TRANSACTIONS Interfund services provided and used are accounted for as revenues, expenditures, or expenses. Transactions that constitute reimbursements to a fund for expenditures/expenses initially made from it are properly applicable to another fund, are recorded as expenditures/expenses in the reimbursing fund and as reductions of expenditures/expenses in the fund that is reimbursed. Interfund loans are reported as an interfund loan receivable or payable which offsets the movement of cash between funds. All other interfund transactions are reported as transfers. V. USE OF ESTIMATES The preparation of financial statements in accordance with U.S. generally accepted accounting principles (GAAP) requires management to make estimates that affect the amounts reported in the financial statements during the reporting period. Actual results could differ from such estimates. W. COMPARATIVE DATA Summarized comparative data for the previous year has been presented only for certain sections of the accompanying financial statements in order to provide an understanding of the changes in the City's financial position and operations. Certain reclassifications have been made to prior year data to conform to the current year presentation. The reclassifications had no effect on the change in net position or total net position as previously reported. Note 2 DEPOSITS AND INVESTMENTS A. DEPOSITS The City maintains a cash and investment pool that is available for use by all funds. Each fund type's portion of this pool is displayed on the statement of net position and balance sheets as "Cash and Investments." Custodial Credit Risk – Custodial credit risk for deposits is the risk that in the event of a bank failure, the City will not be able to recover its deposits. Neither the City nor the Cottage Grove Economic Development Authority, a discretely presented component unit, has a deposit policy for custodial credit risk – deposits beyond the requirements of state statutes. As of December 31, 2023, all of the deposits were insured or collateralized by securities held by the City or its agent in the City's name. 58 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 In accordance with Minnesota Statutes, the City maintains deposits at financial institutions which are authorized by the City Council. Minnesota Statutes require that all deposits be protected by insurance, surety bond, or collateral. The market value of collateral pledged must equal 110% of the deposits not covered by insurance or corporate surety bonds. Authorized collateral includes U.S. government treasury bills, notes, or bonds; issues of a U.S. government agency; general obligations of a state or local government rated "A" or better; revenue obligations of a state or local government rated "AA" or better; irrevocable standby letter of credit issued by a Federal Home Loan Bank; and time deposits insured by a federal agency. Minnesota Statutes require securities pledged as collateral be held in safekeeping in a restricted account at the Federal Reserve Bank or at an account at a trust department of a commercial bank or other financial institution not owned or controlled by the depository. B. INVESTMENTS The City's investment policy authorizes the City to invest in the following, which are all allowable investments under Minnesota state statutes: U.S. Treasury obligations which carry the full faith and credit of the United States government U.S. government agency securities including mortgages, (but excluding high-risk mortgage backed securities) and other securities which are direct obligations or are guaranteed or insured issues of the United States, its agencies, instrumentalities or organizations created by an act of Congress. Certificates of Deposit (CDs) which are negotiable or non-negotiable instruments issued by commercial banks and insured up to $250,000 each by the Federal Deposit Insurance Corporation (FDIC). Commercial paper, rated in the highest tier (AI, PI) by a nationally recognized rating agency and maturing in 270 days or less. Any security which is a General Obligation of any state or local government with taxing powers which is rated “A” or better by a national bond rating service. Any security which is a revenue obligation of any state or local government which is rated “AA” or better by a national bond rating service. Bankers’ acceptances: With prior approval, guaranteed investment contracts that are allowable under Minnesota Statute 118A.05, which includes those issued or guaranteed by U.S. commercial banks, domestic ranches of foreign banks, U.S. insurance companies, or their Canadian subsidiaries or the domestic affiliates of any of the foregoing. The issuer must be rated in one of the two highest categories by a nationally recognized rating agency. Should the issuer’s or guarantor’s credit quality be downgraded below “A”, there must be withdrawal rights on our behalf. Repurchase agreements consisting of collateral allowable in Minnesota Statute, section 118A.04. Money market mutual funds which invest in authorized instruments according to Minnesota Statutes 118A.05. Local government investment pools developed through joint powers statutes or other intergovernmental agreement legislation The City will not invest in: Reverse purchase agreements Future contracts Options Derivatives 59 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Interest Rate Risk – The interest rate risk is the risk that changes in interest rates will adversely affect the fair value of an investment. The City’s formal investment policy limits investment maturities as a means of managing its exposure to fair value losses arising from increasing interest rates. The policy also states that no more than 25% of total investments should extend beyond five years and in no circumstance should any extend beyond ten years. Fair Less Investment Type Rating Value Than 1 1-5 6-10 U.S. Agencies: Federal Home Loan Bank - FHLB AA+/Aaa $9,580,372 $4,278,562 $5,301,810 $ - Freddie Mac - FHLMC AA+/Aaa 2,929,621 - 2,929,621 - Federal Farm Credit Bank - FFCB AA+/Aaa 1,225,204 - 1,225,204 - Federal National Mortgage Association - FNMA AA+/Aaa 1,464,180 996,720 467,460 - U.S. Treasuries AA+/Aaa 4,146,434 3,201,979 944,455 - Municipal Obligations NR 15,605,458 4,583,128 11,022,330 - Money Market Mutual Funds NR 4,194,755 4,194,755 - - External investment pool - 4M Fund NR 19,564,822 19,564,822 - - Negotiable CD's NR 9,541,316 4,734,163 4,807,153 - Total pooled investments $68,252,162 $41,554,129 $26,698,033 $0 Petty cash and change 22,080 Total cash and investments $68,274,242 NR - Not Rated Investment Maturities (in Years) Custodial Credit Risk – Investment – custodial credit risk is the risk that, in the event of failure of the depository financial institution, the City will not be able to recover the value of its investment or collateral securities that are in the possession of an outside party. The City has no custodial credit risk for its investments since all the City's investments held in safekeeping by U.S. Trust in the City's name are insured and registered. Credit Risk – Credit risk is the risk that an issuer or other counterparty to an investment will not fulfill its obligations. As indicated previously, Minnesota Statute requires Commercial paper to be of the highest quality (A1, P1) and municipal general obligations need an "A" rating or better. Concentration of Credit Risk – The City's investment policy places no limit on the amount that may be invested in any one issuer. The following is a list of investments by issuer which individually comprise more than 5% of the City's total investments: Fair Type Value Percent Federal Home Loan Bank - FHLB $9,580,372 14% The City has the following recurring fair value measurements as of December 31, 2023: $4,146,434 of US Treasuries are valued using quoted market prices (Level 1 inputs). $40,346,151 of FNMA, FFCB, FHLB, FHLMC, municipal obligations and negotiable CDs are valued using a matrix pricing model (Level 2 inputs). 60 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 3 CAPITAL ASSETS Capital asset activity for the year ended December 31, 2023, was as follows: Beginning Ending Balance Increases Decreases Reclassification Balance Primary Government Governmental activities: Capital assets, not being depreciated: Land $18,060,944 $1,828,458 $ - $ - $19,889,402 Permanent easements 1,157,202 - - - 1,157,202 Construction in progress 15,555,260 16,549,302 (13,724,892) - 18,379,670 Total capital assets, not being depreciated 34,773,406 18,377,760 (13,724,892) - 39,426,274 Capital assets, being depreciated: Buildings and improvements 63,997,926 4,481,397 - - 68,479,323 Equipment and furniture 1,860,591 - - - 1,860,591 Machinery and equipment 15,161,316 1,078,498 (241,938) - 15,997,876 Other improvements 14,711,585 6,102,748 (33,760) - 20,780,573 Infrastructure: Streets 166,979,503 13,680,384 (712,855) - 179,947,032 Storm sewers 52,272,788 10,240,662 - - 62,513,450 Sidewalks/trails 8,049,798 768,863 - - 8,818,661 Right-to-use subscription based IT arrangements - 350,338 - - 350,338 Leased equipment 38,239 - - - 38,239 Total capital assets, being depreciated 323,071,746 36,702,890 (988,553)0 358,786,083 Less accumulated depreciation for: Buildings and improvements 18,864,971 1,782,942 - - 20,647,913 Equipment and furniture 1,626,809 9,810 - - 1,636,619 Machinery and equipment 9,113,466 1,094,697 (241,938) - 9,966,225 Other improvements 5,444,799 756,333 (33,760) - 6,167,372 Infrastructure: Streets 39,671,686 3,422,741 (263,623) - 42,830,804 Storm sewers 12,359,839 1,146,576 - - 13,506,415 Sidewalks/trails 2,055,230 196,271 - - 2,251,501 Less accumulated amortization for: Right-to-use subscription based IT arrangements - 70,068 - - 70,068 Leased equipment 11,898 12,090 - - 23,988 Total accumulated depreciation and amortization 89,148,698 8,491,528 (539,321) - 97,100,905 Total other capital assets being depreciated, net 233,923,048 28,211,362 (449,232) - 261,685,178 Governmental activities capital assets, net $268,696,454 $46,589,122 ($14,174,124)$0 $301,111,452 61 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Beginning Ending Balance Increases Decreases Balance Primary Government Business-type activities: Capital assets, not being depreciated: Land $2,874,997 $ - $ - $2,874,997 Construction in progress - 1,024,372 - 1,024,372 Total capital assets, not being depreciated 2,874,997 1,024,372 - 3,899,369 Capital assets, being depreciated: Land improvements 39,803 - - 39,803 Buildings and improvements 7,616,850 4,830,687 - 12,447,537 Machinery and equipment 2,696,357 1,659,898 - 4,356,255 Other improvements 10,856,466 1,036,780 - 11,893,246 Water and sewer lines 117,049,155 16,204,870 - 133,254,025 Total capital assets being depreciated 138,258,631 23,732,235 - 161,990,866 Less accumulated depreciation for: Land improvements 15,511 794 - 16,305 Buildings and improvements 3,730,920 1,229,699 - 4,960,619 Machinery and equipment 1,814,740 285,716 - 2,100,456 Other improvements 3,641,398 212,405 - 3,853,803 Water and sewer lines 27,750,832 2,363,085 - 30,113,917 Total accumulated depreciation 36,953,401 4,091,699 - 41,045,100 Total capital assets being depreciated - net 101,305,230 19,640,536 - 120,945,766 Business-type activities capital assets - net $104,180,227 $20,664,908 -$ $124,845,135 During the year ended December 31, 2023, the City entered into a right-to-use subscription based IT arrangement. The agreement for public safety related software expires in August of 2027 and is reported at the present value of future minimum payments, discounted at a 2.66% rate (which is the City’s estimated borrowing rate over the same time period) plus capitalizable implementation costs. 62 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Depreciation and amortization expense was charged to functions/programs of the City as follows: Governmental activities: General government $230,929 Public safety 1,597,567 Public works 5,144,459 Culture and recreation 1,518,573 Total depreciation and amortization expense - governmental activities $8,491,528 Business-type activities: Street lights $219,295 Cottage Grove EMS 83,168 Water operating 2,843,232 Sewer operating 946,004 Total depreciation expense - business-type activities $4,091,699 Note 4 LEASE RECEIVABLE The City has a lease agreement with the Cottage Grove Athletic Association and Independent School District No. 833 relating to the Cottage Gove Ice Arena that is owned by the City. Both leases expire in 2029. The City pays all operating costs for the Arena, including maintenance and glass replacement costs. Total rental and interest income earned from these leases was $487,200 for the year ended December 31, 2023. The City has multiple leasing agreements relating to space on and around the Cities Water Towers. Lessors include AT&T, Verizon Wireless, Zayo, T-Mobile, and Sprint and all leases expire sporadically between December 31, 2023, and December 31, 2048. Expiration dates noted include automatic 5-year renewals of leases that are only terminatable by the Lessee. Total rental and interest income earned from Water Tower leases was $609,263 for the year ended December 31, 2023. The net present value of future lease payments has been recorded as a lease receivable and a deferred inflow of resources, discounted at a 3.58% discount rate. Lease receivable at December 31, 2023, was $7,319,479 and deferred inflow was $7,079,410. The revenue will be recognized in future years. 63 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 5 RECEIVABLES Significant receivable balances not expected to be collected within one year of are as follows: Special Lease Assessments Receivable Total Major funds: Ice Arena $ - $2,043,198 $2,043,198 MSA Construction 48,700 - 48,700 Future projects 683,000 - 683,000 Closed Debt Fund 37,700 - 37,700 Future Economic Development 3,051,500 - 3,051,500 Non-major: Debt Service 2,623,000 - 2,623,000 Capital projects 1,400 4,601,260 4,602,660 Total $6,445,300 $6,644,458 $13,089,758 64 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 6 LONG-TERM DEBT A. GENERAL OBLIGATION DEBT The City issues general obligation bonds to provide funds for the acquisition and construction of major capital improvements. The City issues special assessment bonds to finance various improvements and will be repaid primarily from special assessments levied on the properties benefiting from the improvements. The reporting entity's long-term debt is segregated between the amounts to be repaid from governmental activities and amounts to be repaid from business-type activities. As of December 31, 2023, the governmental long-term debt of the financial reporting entity consisted of the following: Interest Issue Maturity Original Principal Primary Government Rates Date Date Issue Outstanding Governmental Activities: General Obligation Tax Increment Bonds: G.O. Tax Increment Bonds of 2004A 3.00 - 4.65 7/1/2004 2/1/2024 $1,405,000 $290,000 General Obligation Capital Improvement Bonds: G.O. CIP Bonds of 2017A 2.50 - 3.25 5/11/2017 2/1/2038 9,155,000 7,325,000 G.O. CIP Bonds of 2019A 3.00 - 4.00 2/14/2019 2/1/2040 4,090,000 3,640,000 Total General Obligation Capital Improvement Bonds 13,245,000 10,965,000 G.O. Refunding Bonds of 2016A 2.00 - 3.00 1/28/2016 2/1/2027 4,660,000 1,505,000 Equipment Certificate 2019B 3.00 2/14/2019 2/1/2029 2,845,000 1,805,000 Special Assessment Bonds with Government Commitment: G.O. Improvement Bonds of 2015A 2.50 - 3.00 5/27/2015 2/1/2031 5,700,000 3,190,000 G.O. Improvement Bonds of 2016B 2.00 - 2.10 11/16/2016 2/1/2033 4,275,000 2,740,000 G.O. Improvement Bonds of 2018A 3.00 6/26/2018 2/1/2035 7,620,000 6,355,000 G.O. Improvement Bonds of 2021A 1.65 - 2.00 6/10/2021 2/1/2037 3,955,000 3,725,000 G.O. Improvement Refunding Bonds of 2021B 1.10 - 2.00 12/9/2021 2/1/2029 3,840,000 3,330,000 Total Special Assessment Bonds 25,390,000 19,340,000 General Obligation Tax Abatement Bonds: G.O. Tax Abatement Bonds of 2023A 3.60 - 4.00 5/9/2023 2/1/2044 7,815,000 7,815,000 Bond premium - 1,163,069 Total Governmental Activities Bonds 55,360,000 42,883,069 Lease Liability 14,714 Subscription Liability 265,055 Compensated absences payable 1,370,847 Total - governmental activities $55,360,000 44,533,685 Business-Type Activities: Compensated absences payable 199,102 Total - primary government 44,732,787 Component Unit - EDA Compensated absences payable 20,085 Total indebtedness - component unit $20,085 65 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 B. MINIMUM DEBT PAYMENTS Annual debt service requirements to maturity for general obligation bonds are as follows: Year Ending December 31, Principal Interest Principal Interest Principal Interest 2024 290,000 6,743 1,880,000 430,243 365,000 28,275 2025 - - 1,915,000 383,893 375,000 19,050 2026 - - 1,955,000 337,568 380,000 11,500 2027 - - 1,990,000 291,293 385,000 3,850 2028 - - 2,025,000 246,356 - - 2029 - 2033 - - 7,205,000 645,957 - - 2034 - 2038 - - 2,370,000 74,341 - - Total $290,000 $6,743 $19,340,000 $2,409,651 $1,505,000 $62,675 Year Ending December 31, Principal Interest Principal Interest Principal Interest 2024 560,000 322,059 280,000 49,950 5,807 404 2025 580,000 303,309 285,000 41,475 3,870 256 2026 600,000 283,884 295,000 32,775 4,011 115 2027 615,000 264,971 305,000 23,775 1,026 6 2028 640,000 247,459 315,000 14,475 2029 - 2033 3,450,000 961,039 325,000 4,875 - - 2034 - 2038 3,980,000 410,715 - - - - 2039 - 2043 540,000 18,294 - - - - 2044 - 2048 - - - - - - Total $10,965,000 $2,811,730 $1,805,000 $167,325 $14,714 $781 G.O. Tax Increment Bonds Governmental Activities Special Assessment Bonds Governmental Activities Governmental Activities Governmental Activities Governmental Activities Governmental Activities G.O. Refunding Bonds G.O. CIP Bonds Equipment Certificates Lease Liability Year Ending December 31, Principal Interest Principal Interest 2024 - 379,340 63,678 7,050 2025 335,000 302,265 65,371 5,357 2026 345,000 288,665 67,110 3,618 2027 355,000 274,665 68,896 1,833 2028 365,000 260,265 2029 - 2033 1,995,000 1,070,325 - - 2034 - 2038 2,325,000 642,263 - - 2039 - 2043 1,750,000 230,800 - - 2044 - 2048 345,000 6,900 - - Total $7,815,000 $3,455,488 $265,055 $17,858 SBITA Liability Governmental Activities G.O. Improvement & Abatement Governmental Activities 66 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 C. CHANGES IN LONG-TERM LIABILITIES Beginning Ending Due Within Primary Government Balance Additions Retirements Balance One Year Governmental Activities: Bonds payable: General obligation bonds $13,935,000 $7,815,000 $1,175,000 $20,575,000 $1,215,000 Equipment certificate 2,075,000 - 270,000 1,805,000 280,000 Special assessment bonds 21,180,000 - 1,840,000 19,340,000 1,880,000 Bond premiums 1,048,518 320,387 205,836 1,163,069 - Total bonds payable 38,238,518 8,135,387 3,490,836 42,883,069 3,375,000 Lease liability 26,665 - 11,951 14,714 5,807 Subscription liability - 335,783 70,728 265,055 63,678 Compensated absences payable 1,289,415 1,297,258 1,215,826 1,370,847 1,078,634 Total governmental activities 39,554,598 9,768,428 4,789,341 44,533,685 4,523,119 Business Type Activities: Compensated absences payable 188,849 259,423 249,170 199,102 172,072 Total primary government $39,743,447 $10,027,851 $5,038,511 $44,732,787 $4,695,191 Component Units: Economic Development Authority: Compensated absences payable $18,649 $17,413 $15,977 $20,085 $13,396 For the governmental activities, compensated absences are generally liquidated by the General Fund. All long-term bonded indebtedness outstanding at December 31, 2023, is backed by the full faith and credit of the City, including special assessment and revenue bond issues. Delinquent assessments receivable at December 31, 2023, totaled $6,444. Note 7 DEFINED BENEFIT PENSION PLANS – PERA A. PLAN DESCRIPTION The City participates in the following cost-sharing multiple-employer defined benefit pension plans administered by the Public Employees Retirement Association of Minnesota (PERA). PERA's defined benefit pension plans are established and administered in accordance with Minnesota Statutes, Chapters 353 and 356. PERA's defined benefit pension plans are tax qualified plans under Section 401(a) of the Internal Revenue Code. 1. General Employees Retirement Fund (GERF) All full-time (with the exception of employees covered by PEPFF) and certain part-time employees of the City are covered by the General Employees Retirement Fund (GERF). GERF members belong to the Coordinated Plan. Coordinated Plan members are covered by Social Security. 67 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 2. Public Employees Police and Fire Fund (PEPFF) The PEPFF, originally established for police officers and firefighters not covered by a local relief association, now covers all police officers and firefighters hired since 1980. Effective July 1, 1999, the Police and Fire Plan also covers police officers and firefighters belonging to a local relief association that elected to merge with and transfer assets and administration to PERA. B. BENEFITS PROVIDED PERA provides retirement, disability, and death benefits. Benefit provisions are established by state statute and can only be modified by the state Legislature. Vested, terminated employees who are entitled to benefits but are not receiving them yet, are bound by the provisions in effect at the time they last terminated their public service. 1. GERF Benefits Benefits are based on a member's highest average salary for any five successive years of allowable service, age, and years of credit at termination of service. Two methods are used to compute benefits for PERA's Coordinated Plan members. Members hired prior to July 1, 1989, receive the higher of Method 1 or Method 2 formulas. Only Method 2 is used for members hired after June 30, 1989. Under Method 1, the accrual rate for a Coordinated members is 1.2% for each of the first 10 years of service and 1.7% for each additional year. Under Method 2, the accrual rate for Coordinated members is 1.7% for all years of service. For members hired prior to July 1, 1989, a full annuity is available when age plus years of service equal 90 and normal retirement age is 65. For members hired on or after July 1, 1989, normal retirement age is the age for unreduced Social Security benefits capped at 66. Benefit increases are provided to benefit recipients each January. Beginning in 2019, the postretirement increase is equal to 50% of the cost-of-living adjustment (COLA) announced by the SSA, with a minimum increase of at least 1% and a maximum of 1.5%. Recipients that have been receiving the annuity or benefit for at least a full year as of the June 30 before the effective date of the increase will receive the full increase. Recipients receiving the annuity or benefit for at least one month but less than a full year as of the June 30 before the effective date of the increase will receive a reduced prorated increase. In 2023, legislation repealed the statute delaying increases for members retiring before full retirement age. 2. PEPFF Benefits Benefits for PEPFF members first hired after June 30, 2010, but before July 1, 2014, vest on a prorated basis from 50% after five years up to 100% after 10 years of credited service. Benefits for PEPFF members first hired after June 30, 2014, vest on a prorated basis from 50% after ten years up to 100% after twenty years of credited service. The annuity accrual rate is 3% of average salary for each year of service. For PEPFF members who were first hired prior to July 1, 1989, a full annuity is available when age plus years of service equal at least 90. Benefit increases are provided to benefit recipients each January. The postretirement increase is fixed at 1%. Recipients that have been receiving the annuity or benefit for at least 36 months as of the June 30 before the effective date of the increase will receive the full increase. Recipients receiving the annuity or benefit for at least 25 months but less than 36 months as of the June 30 before the effective date of the increase will receive a reduced prorated increase. 68 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 C. CONTRIBUTIONS Minnesota Statutes Chapter 353 sets the rates for employer and employee contributions. Contribution rates can only be modified by the state Legislature. 1. GERF Contributions Coordinated Plan members were required to contribute 6.50% of their annual covered salary in fiscal year 2023 and the City was required to contribute 7.50% for Coordinated Plan members. The City's contributions to the GERF for the year ended December 31, 2023, were $735,778. The City's contributions were equal to the required contributions as set by state statute. 2. PEPFF Contributions Police and Fire Plan members were required to contribute 11.80% of their annual covered salary in fiscal year 2023 and the City was required to contribute 17.70% for Police and Fire Plan members. The City's contributions to the PEPFF for the year ended December 31, 2023, were $1,187,615. The City's contributions were equal to the required contributions as set by state statute. D. PENSION COSTS 1. GERF Pension Costs At December 31, 2023, the City reported a liability of $6,352,385 for its proportionate share of GERF’s net pension liability. The City's net pension liability reflected a reduction due to the State of Minnesota's contribution of $16 million. The State of Minnesota is considered a non-employer contributing entity and the State's contribution meets the definition of a special funding situation. The State of Minnesota's proportionate share of the net pension liability associated with the City totaled $175,066. The net pension liability was measured as of June 30, 2023, and the total pension liability used to calculate the net pension liability was determined by an actuarial valuation as of that date. The City's proportion of the net pension liability was based on the City's contributions received by PERA during the measurement period for employer payroll paid dates from July 1, 2022, through June 30, 2023, relative to the total employer contributions received from all of PERA's participating employers. The City's proportionate share was 0.1136% at the end of the measurement period and 0.1148% for the beginning of the period. City’s proportionate share of the net pension liability $6,352,385 State of Minnesota’s proportionate share of the net pension liability associated with the City 175,066 Total $6,527,451 For the year ended December 31, 2023, the City recognized pension expense of $1,243,846 for its proportionate share of the GERF’s pension expense. In addition, the City recognized an additional $787 as pension expense (and grant revenue) for its proportionate share of the State of Minnesota's contribution of $16 million to the GERF. 69 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 At December 31, 2023, the City reported its proportionate share of the GERF’s deferred outflows of resources and deferred inflows of resources related to pensions from the following sources: Deferred Outflows Deferred Inflows of Resources of Resources Differences between expected and actual economic experience $208,615 $43,529 Changes in actuarial assumptions 1,023,147 1,741,135 Difference between projected and actual investment earnings - 227,025 Changes in proportion 360,043 44,413 Contributions paid to PERA subsequent to the measurement date 384,728 - Total $1,976,533 $2,056,102 The $384,728 reported as deferred outflows of resources related to pensions resulting from City contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended December 31, 2023. Other amounts reported as deferred outflows and deferred inflows of resources related to pensions will be recognized in pension expense as follows: Year Ending Pension December 31, Expense 2024 $382,561 2025 (842,562) 2026 133,509 2027 (137,805) 2028 - Thereafter - 2. PEPFF Pension Costs At December 31, 2023, the City reported a liability of $8,772,500 for its proportionate share of the PEPFF’s net pension liability. The net pension liability was measured as of June 30, 2023, and the total pension liability used to calculate the net pension liability was determined by an actuarial valuation as of that date. The City's proportionate share of the net pension liability was based on the City's contributions received by PERA during the measurement period for employer payroll paid dates from July 1, 2022, through June 30, 2023, relative to the total employer contributions received from all of PERA's participating employers. The City's proportionate share was 0.5080% at the end of the measurement period and 0.4940% for the beginning of the period. The State of Minnesota also contributed $18 million to PEPFF during the plan fiscal year ended June 30, 2023. The contribution consisted of $9 million in direct state aid that does meet the definition of a special funding situation and $9 million in supplemental state aid that does not meet the definition of a special funding situation. The $9 million direct state aid was paid on October 1, 2022. Thereafter, by October 1 of each year, the State will pay $9 million to the PEPFF until full funding is reached or July 1, 2048, whichever is earlier. The $9 million in supplemental state aid will continue until the fund is 90% funded, or until the State Patrol Plan (administered by the 70 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Minnesota State Retirement System) is 90% funded, whichever occurs later. The State of Minnesota’s proportionate share of the net pension liability associated with the City totaled $353,388. City’s proportionate share of the net pension liability $8,772,500 State of Minnesota’s proportionate share of the net pension liability associated with the City 353,388 Total $9,125,888 The State of Minnesota is included as a non-employer contributing entity in PEPFF Schedule of Employer Allocations and Schedule of Pension Amounts by Employer (pension allocation schedules), for the $4.5 million in direct state aid. PEPFF employers need to recognize their proportionate share of the State of Minnesota's pension expense (and grant revenue) under GASB 68 special funding situation accounting and financial reporting requirements. For the year ended December 31, 2023, the City recognized pension expense of $2,710,799 for its proportionate share of the Police and Fire Plan's pension expense. The City recognized an additional ($21,284) as pension expense (and grant revenue) for its proportionate share of the State of Minnesota's contribution of $9 million to the PEPFF. The State of Minnesota is not included as a non-employer contributing entity in the Police and Fire Pension Plan pension allocation schedules for the $9 million in supplemental state aid. The City recognized $45,720 for the year ended December 31, 2023, as revenue and an offsetting reduction of the net pension liability for its proportionate share of the State of Minnesota's on- behalf contributions to the Police and Fire Fund. At December 31, 2023, the City reported its proportionate share of the PEPFF’s deferred outflows of resources and deferred inflows of resources related to pensions from the following sources: Deferred Outflows Deferred Inflows of Resources of Resources Differences between expected and actual economic experience $2,422,403 $ - Changes in actuarial assumptions 10,203,598 12,335,578 Difference between projected and actual investment earnings - 452,121 Changes in proportion 339,832 18,209 Contributions paid to PERA subsequent to the measurement date 618,825 - Total $13,584,658 $12,805,908 71 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 The $618,825 reported as deferred outflows of resources related to pensions resulting from City contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended December 31, 2024. Other amounts reported as deferred outflows and inflows of resources related to pensions from the following sources: Year Ending Pension December 31, Expense 2024 $492,337 2025 161,740 2026 2,207,863 2027 (558,057) 2028 (2,143,958) Thereafter - The net pension liability will be liquidated by the General, Water Operating, Sewer Operating, Street Light, Cottage Grove EMS, and Internal Service Funds. E. ACTUARIAL ASSUMPTIONS The total pension liability in the June 30, 2023, actuarial valuation was determined using an individual entry-age normal actuarial cost method and the following actuarial assumptions: Inflation 2.25% per year Investment Rate of Return 7.00% The long-term rate of return is based on a review of inflation and investment return assumptions from a number of national investment consulting firms. The review provided a range of investment return rates deemed to be reasonable by the actuary. An investment return of 7.00% was deemed to be within that range of reasonableness for financial reporting purposes. Benefit increases after retirement are assumed to be 1.25% for the GERF and 1.00% for the PEPFF. Salary growth assumptions in the GERF range in annual increments from 10.25% after one year of service to 3.0% after 27 years of service. In the PEPFF, salary growth assumptions range from 11.75% after one year of service to 3.0% after 24 years of service. Mortality rates for GERF are based on the Pub-2010 General Employee Mortality Table. Mortality rates for PEPFF are based on the Pub-2010 Public Safety Employee Mortality tables. The tables are adjusted slightly to fit PERA's experience. Actuarial assumptions for the GERF are reviewed every four years. The most recent four-year experience study for GERF was completed in 2022. The assumption changes were adopted by the Board and became effective with the July 1, 2023 actuarial valuation. The most recent four-year experience study for PEPFF was completed in 2020 and was adopted by the Board and became effective with the July 1, 2021 actuarial valuation. 72 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 The following changes in actuarial assumptions and plan provisions occurred in 2023: General Employees Fund Changes in Actuarial Assumptions: The investment return assumption and single discount rate were changed from 6.50% to 7.00%. Changes in Plan Provisions: An additional one-time direct state aid contribution of $170.1 million was contributed to the Plan on October 1, 2023. The vesting period of those hired after June 30, 2010, was changed from five years of allowable service to three years of allowable service. The benefit increase delay for early retirements on or after January 1, 2024, was eliminated. A one-time, non-compounding benefit increase of 2.50% minus the actual 2024 adjustment will be payable in a lump sum for calendar year 2024 by March 31, 2024. Police and Fire Fund Changes in Actuarial Assumptions: The investment return assumption was changed from 6.50% to 7.00%. The single discount rate was changed from 5.40% to 7.00%. Changes in Plan Provisions: An additional one-time direct state aid contribution of $19.4 million was contributed to the Plan on October 1, 2023. Vesting requirement for new hires after June 30, 2014, was changed from a graded 20-year vesting schedule to a graded 10-year vesting schedule, with 50% vesting after five years, increasing incrementally to 100% after 10 years. A one-time, non-compounding benefit increase of 3.00% will be payable in a lump sum for calendar year 2024 by March 31, 2024. Psychological treatment is required effective July 1, 2023, prior to approval for a duty disability benefit for a psychological condition relating to the member’s occupation. The total and permanent duty disability benefit was increased, effective July 1, 2023. The State Board of Investment, which manages the investments of PERA, prepares an analysis of the reasonableness on a regular basis of the long-term expected rate of return using a building- block method in which best-estimate ranges of expected future rates of return are developed for each major asset class. These ranges are combined to produce an expected long-term rate of return by weighting the expected future rates of return by the target asset allocation percentages. The target allocation and best estimates of geometric real rates of return for each major asset class are summarized in the following table: Target Long-Term Expected Asset Class Allocation Real Rate of Return Domestic equity 33.5% 5.10% International equity 16.5% 5.30% Fixed income 25% 0.75% Private markets 25% 5.90% Total 100% 73 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 F. DISCOUNT RATE The discount rate used to measure the total pension liability in 2023 was 7.00%. The projection of cash flows used to determine the discount rate assumed that contributions from plan members and employers will be made at rates set in Minnesota Statutes. Based on these assumptions, the fiduciary net position of the GERF and PEPFF were projected to be available to make all projected future benefit payments of current plan members. Therefore, the long-term expected rate of return on pension plan investments was applied to all periods of projected benefit payments to determine the total pension liability. G. PENSION LIABILITY SENSITIVITY The following presents the City's proportionate share of the net pension liability, calculated using the discount rate disclosed in the preceding paragraph, as well as what the City's proportionate share of the net pension liability would be if it were calculated using a discount rate one percentage point lower (6.00%) or one percentage point higher (8.00%) than the current discount rate: 1% Decrease in 1% Increase in Discount Rate Discount Rate Discount Rate Proportionate share of the GERF net pension liability $11,237,879 $6,352,385 $2,333,880 Proportionate share of the PEPFF net pension liability $17,405,685 $8,772,500 $1,674,866 H. PENSION PLAN FIDUCIARY NET POSITION Detailed information about each pension plan's fiduciary net position is available in a separately-issued PERA financial report that includes financial statements and required supplementary information. That report may be obtained on the Internet at www.mnpera.org. I. PENSION EXPENSE Pension expense recognized by the City for the year ended December 31, 2023 is as follows: GERF $1,244,633 PEPFF 2,689,515 Total $3,934,148 Note 8 DEFINED PENSION PLANS – FIRE RELIEF A. PLAN DESCRIPTION The City of Cottage Grove previously participated in the Statewide Volunteer Firefighter Retirement Plan (Volunteer Firefighter Plan accounted for in the Volunteer Firefighter Fund), an agent multiple-employer lump-sum defined benefit pension plan administered by the Public Employees Retirement Association of Minnesota (PERA). The Volunteer Firefighter Plan covered volunteer firefighters of municipal fire departments that have elected to join the plan. As of December 31, 2023, the City disbanded the plan. All 74 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 remaining resources within the plan were remitted to PERA for distribution to plan participants. Elimination of the plan resulted in an expense of $1,472,148 reported on the City’s Statement of Activities, including $297,214 that was recognized as an on-behalf payment made by the State of Minnesota to the Fire Relief prior to disbanding. Note 9 INTERFUND LOANS AND TRANSFERS The City uses interfund loans, when possible, to finance construction activities to avoid costs associated with issuing bonds. These loans are for this purpose. The interfund loan receivable and payable balances at December 31, 2023, were: Fund Total Nonmajor Governmental Funds owed to Sewer Fund $2,230,000 Nonmajor Governmental Funds owed to Future Economic Development Fund 2,058,045 Total $4,288,045 Interfund receivable and payable balances are used for temporary cash deficits. Interfund receivable and payable balances at December 31, 2023, are as follows: Fund Total Ice Arena owed to Future Economic Development Fund $770,884 MSA Construction Fund owed to Completed Construction (Nonmajor) 99,239 Sewer Connection and Area owed to Water Connection and Area (Nonmajor) 334,528 Internal Service Funds owed to Water Operating Fund 635,524 Cottage Grove EMS Fund owed to Water Operating Fund 188,852 Total $2,029,027 Interfund transfers during the year ended December 31, 2023, were as follows: Closed Nonmajor Internal General Debt Governmental Service Fund (100) Fund (300) Funds Funds Total Transfers out: General Fund (100) $ - $10,605 $538,344 $1,767 $550,716 Closed Debt Fund (300) - - 250,000 - 250,000 Ice Arena (250) - - 200,000 - 200,000 MSA Construction (520) - - - - - Nonmajor Governmental Funds 79,486 427,423 - 506,909 Street Light (630) 51,500 82,527 - 134,027 Cottage Grove EMS (660) 100,800 - - 100,800 Water Operating (610) 197,800 755,693 - 953,493 Sewer Operating (620) 197,800 248,941 - 446,741 Total $627,386 $10,605 $2,502,928 $1,767 $3,142,686 Transfers In 75 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Interfund transfers allow the City to allocate financial resources to the funds that receive benefit from services provided by another fund. All transfers in 2023 were considered to be routine in nature as they were related to services provided to another fund, fund balance policy transfers and funding construction projects. Note 10 TAX INCREMENT FINANCING The City has entered into three Tax Increment Financing agreements which meets the criteria for disclosure under GASB Statement No. 77 – Tax Abatement Disclosures. The City's authority to enter into this agreement comes from Minnesota Statute 469. The City entered into this agreement for economic development. Under the agreements, the City and developer agree on an amount of development costs to be reimbursed to the developer by the City through tax revenues from the additional taxable value of the property generated by the development (tax increment). A "pay as you go" note is established for this amount, on which the City makes payments for a fixed period with available tax increment revenue after deducting certain administrative costs. During the year ended December 31, 2023, the City generated $1,684,566 in tax increment revenue and made $411,801 in payments to developers. TIF District #1-12 was established in 2001 for redevelopment of certain blighted properties into retail, commercial, and senior housing developments. An agreement with PHS/Cottage Grove Inc. called for up to $2.8 million to be reimbursed through tax increment over a ten-year period. During the year ended December 31, 2023, the district generated $781,196 of tax increment and $258,170 in payments on the pay as you go note were made. The balance due on the note at year end was $193,602. TIF District 1-17 was established in 2016 for the establishment of senior housing. An agreement with Cottage Grove Leased Housing I, LLLP called for up to $1.7 million to be reimbursed through tax increment over a fifteen-year period. During the year ended December 31, 2023, the district generated $183,824 of tax increment and $132,599 in payments on the pay as you go note were made. The balance due on the note at year-end was $1,326,025. TIF District 1-18 was established in 2018 for expansion of an existing manufacturing and warehousing facility. An agreement with 9800 Hemmingway LLC called for up to $117,000 to be reimbursed through tax increment over a nine-year period. During the year ending December 31, 2023, the district generated $26,278 of tax increment and $21,032 in payments on the pay as you go note were made. The balance due on the note at year-end was $77,670. Note 11 DEFICIT FUND BALANCES The City has deficit fund balances at December 31, 2023, as follows: Amount The deficit fund balances will be resolved through Major Governmental Funds: 3M Settlement - MPCA (455)$668,615 Future Settlement Proceeds Ice Arena (250)530,812 Future excess revenues and transfers from other City resources MSA Construction (520)670,849 Future intergovernmental and special assessment collections NonMajor Governmental Funds: Golf Course Fund (255)1,413,802 Future excess revenues and transfers from other City resources Future Storm Sewer Improvements (585) 169,724 Future excess revenues Municipal Building Fund (525)2,083,363 Future tax levies Fund 76 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 12 CONTINGENCIES A. RISK MANAGEMENT The City is exposed to various risks of loss related to torts, theft of, damage to and destruction of assets, errors, and omissions and natural disasters for which the City carries commercial insurance policies. The City retains risk for the deductible portions of the insurance policies. The amount of these deductibles is considered immaterial to the financial statements. There were no significant reductions in insurance from the previous year or settlements more than insurance coverage for any of the past three fiscal years. Workers compensation coverage is provided through a pooled self-insurance program through the League of Minnesota Cities Insurance Trust (LMCIT). The City pays an annual premium to LMCIT. The City is subject to supplemental assessments as deemed necessary by the LMCIT. The LMCIT reinsures through Worker's Compensation Reinsurance Association (WCRA) as required by law. For workers compensation, the City is subject to a $25,000 medical expense deductible. The City's premiums are determined after loss experience is known. The amount of premium adjustment, if any, is considered immaterial and not recorded until received or paid. Property and casualty insurance coverage is provided through a pooled self-insurance program through LMCIT. The City pays an annual premium to the LMCIT. The City is subject to supplemental assessments as deemed necessary by the LMCIT. The City established the Self Insurance Fund in 1986 to account for and finance its uninsured risks of loss related to torts; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; and natural disasters. Under this program, the Self Insurance Fund provides coverage for losses up to $50,000 for each claim (annual aggregate is $100,000). The City purchases commercial insurance for claims more than coverage provided by the Fund and for any risk of loss not covered. Settled claims have not exceeded the commercial coverage in any of the past three fiscal years. This fund is presented as an internal service fund type. All funds of the City participate in the program and make payments to the Self Insurance Fund based on historical cost information. The claims liability of $254,229 reported in the Fund at December 31, 2023, is based on the requirements of GASB Statement No. 10, which requires that a liability for claims be reported if information prior to the issuance of the financial statements indicates that it is probable that a liability has been incurred at the date of the financial statements and the amount of the loss can be reasonably estimated. Changes in the fund's claims liability amounts were as follows: Claims and Beginning of Changes in Claim End of Year Year Liability Estimates Payments Year Liability 2023 $232,045 $205,576 ($183,392) $254,229 2022 222,469 430,468 (420,892) 232,045 2021 325,646 145,777 (248,954) 222,469 2020 201,608 346,696 (222,658) 325,646 77 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 B.LITIGATION The City attorney has indicated that existing and pending lawsuits, claims and other actions in which the City is a defendant are either covered by insurance; of an immaterial amount; or, in the judgment of the City attorney, remotely recoverable by plaintiffs. C.FEDERAL AND STATE FUNDS The City receives financial assistance from federal and state governmental agencies in the form of grants. The disbursement of funds received under these programs generally requires compliance with the terms and conditions specified in the grant agreements and are subject to audit by the grantor agencies. Any disallowed claims resulting from such audits could become a liability of the applicable fund. However, in the opinion of management, any such disallowed claims will not have a material effect on any of the financial statements of the individual fund types included herein or on the overall financial position of the City at December 31, 2023. D.TAX INCREMENTS The City's tax increment districts are subject to review by the State of Minnesota Office of the State Auditor (OSA). Any disallowed claims or misuse of tax increments could become a liability of the applicable fund. Note 13 SETTLEMENTS In February 2018, the State of Minnesota settled its lawsuit against the 3M Company involving drinking water contamination in the East Metro that has resulted from PFAS chemicals. The settlement included funding for infrastructure projects for 14 East Metro communities, including the City of Cottage Grove to mitigate the PFAS contamination in the City’s water supply wells. It is estimated the City will receive over $180 million through the settlement agreement that will fund a long-term water supply and treatment plan. The resulting solution includes two new water treatment plants, a new public well, new water mains, and connections for homes currently served by private wells. These projects are recorded in the 3M Settlement-MPCA Fund (455). 78 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 14 FUND BALANCES At December 31, 2023, the City had various fund balances through legal restriction and City Council authorization. Fund balance appropriations at December 31, 2023, are shown on the various balance sheets as segregations of the fund balance. The fund balance classifications for governmental funds are as follows: Future 3M General Closed Debt Ice Economic MSA Future Settlement Nonmajor Fund Fund Arena Development Construction Projects MPCS Governmental (100)(300)(250)(286)(520) (510, 810) (455) Funds Total Fund Balances: Nonspendable: Prepaid items $7,816 $ - $2,086 $ - $ - $ - $ - $12,884 $22,786 Inventory - - - - - - - 83,758 83,758 Restricted: Public safety 1,733,127 - - - - - - 158,720 1,891,847 Debt retirement - - - - - - - 5,389,581 5,389,581 Forfeiture and seizure - - - - - - - 6,470 6,470 Tax increment purposes - - - - - - - 3,080,093 3,080,093 Ice arena projects - - - - - - - 64,395 64,395 Committed: Recycling program - - - - - - - 98,74498,744 Storm water activities - - - - - - - 2,512,423 2,512,423 Convention & visitors bureau - - - - - - - 111,358 111,358 Assigned: Compensated absences 894,900 - - - - - - - 894,900 Future budgets 194,000 - - - - - - - 194,000 School bus safety 5,600 - - - - - - - 5,600 Debt retirement - 2,270,409 - - - - - - 2,270,409 Future pavement management - - - - - 422,406 - - 422,406 Tree mitigation - - - - - 684,033 - - 684,033 Equipment replacement - - - - - - - 1,622,561 1,622,561 Street sealcoating - - - - - - - 483,944 483,944 Economic development - - - 6,888,404 - - - - 6,888,404 Capital improvements - - - - - - - 8,347,100 8,347,100 Unassigned 12,581,127 - (532,898) - (670,849) - (668,615) (3,932,016) 6,776,749 Total fund balances $15,416,570 $2,270,409 ($530,812) $6,888,404 ($670,849) $1,106,439 ($668,615) $18,040,015 $41,851,561 Major Funds Note 15 POST EMPLOYMENT HEALTH CARE PLAN A. PLAN DESCRIPTION The City provides health benefits for retirees as required by Minnesota Statute §471.61 subdivision 2b through a single-employer defined benefit OPEB plan. Pursuant to the provisions of the plan, retirees are required to pay the total premium cost. No assets are accumulated in a trust. B. BENEFITS PROVIDED Active employees, who retire from the City when over age 50 and with 20 years of service, may continue coverage with respect to both themselves and their eligible dependent(s) under the City's health benefits program until age 65. C. CONTRIBUTIONS Retirees contribute to the health care plan at the same rate as City employees. This results in the retirees receiving an implicit rate subsidy. Contribution requirements are established by the City, based on the contract terms with Medica. The required contributions are based on projected pay-as-you-go financing requirements. For the year 2023, the City contributed $59,768 to the plan. 79 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 D. MEMBERS As of January 1, 2023, the following were covered by the benefit terms: Inactive employees or beneficiaries currently receiving benefits 11 Active employees 156 Total 167 E. ACTUARIAL ASSUMPTIONS The total OPEB liability was determined by an actuarial valuation as of January 1, 2023, using the following actuarial assumptions, applied to all periods included in the measurement, unless otherwise specified: Discount rate 3.26% Inflation 2.25% Healthcare cost trend increases 9.00% initially decreasing to an ultimate rate of 4.14% by 2040 Mortality assumption Pub-2010 Mortality Table adjusted for mortality improvements using projection scale MP-2021 by employee in Valuation of Total OPEB Liability Key Methods and Assumptions Used The actuarial assumptions used in the January 1, 2023, valuation was based on the results of an actuarial experience study dated June 27, 2019, for PERA's General Employees Retirement Plan and dated July 14, 2020, for PERA's PEPFF Plan. The discount rate used to measure the total OPEB liability was 3.26% based on the Bond Buyer 20-Bond Obligation Index. F. TOTAL OPEB LIABILITY The City's total OPEB liability of $952,355 was measured as of December 31, 2023, and was determined by an actuarial valuation as of January 1, 2023. 80 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Changes in the total OPEB liability are as follows: Total OPEB Liability Balance at January 1, 2023 $484,409 Changes for the year: Service cost 20,099 Interest 34,945 Change in assumption 94,700 Difference between expected and actual experience 377,970 Benefit payments (59,768) Net Changes 467,946 Balance at December 31, 2023 $952,355 Changes of assumptions and other inputs reflect a change in the discount rate from 3.72% in 2022 to 3.26% in 2023 to reflect recent rate changes in the Bond Buyer 20-Bond General Obligation Index. The General Fund and Water Operating, Sewer Operating, Street Light, Cottage Grove EMS, and Internal Service Funds typically liquidate the liability related to OPEB. G. OPEB LIABILITY SENSITIVITY The following presents the City's total OPEB liability calculated using the discount rate of 3.26% as well as the liability measured using 1% lower and 1% higher than the current discount rate. 1% decrease Current 1% increase (2.26%) (3.26%) (4.26%) $1,056,651 $952,355 $863,014 Total OPEB Liability The following presents the total OPEB liability of the City, as well as what the City's total OPEB liability would be if it were calculated using healthcare cost trend rates that are 1% lower and 1% higher than the current healthcare cost trend rates. 1% decrease Current 1% increase (2.26%) (3.26%) (4.26%) $857,729 $952,355 $1,063,802 Total OPEB Liability 81 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 H. OPEB EXPENSE, DEFERRED OUTFLOWS OF RESOURCES, AND DEFERRED INFLOWS OF RESOURCES RELATED TO OPEB For the year ended December 31, 2023, the City recognized OPEB expense of $123,527. At December 31, 2023, the City reported deferred outflows of resources and deferred inflows of resources related to OPEB from the following sources: Deferred Outflows Deferred Inflows of Resources of Resources Differences between expected and actual economic experience $490,942 $55,253 Changes of assumptions and other inputs 134,038 51,079 Total $624,980 $106,332 Amounts reported as deferred outflows of resources and deferred inflows of resources related to OPEB will be recognized in OPEB expense as follows: OPEB Year Ended Expense December 31, Amount 2024 $68,483 2025 68,483 2026 68,861 2027 70,153 2028 67,736 Thereafter 174,932 Note 16 COMMITTED CONTRACTS At December 31, 2023, the City had commitments of $42,054,262 for uncompleted construction contracts. 82 CITY OF COTTAGE GROVE NOTES TO FINANCIAL STATEMENTS December 31, 2023 Note 17 CONDUIT DEBT OBLIGATIONS The City has issued Industrial Revenue Bonds to provide financial assistance to private sector entities for the acquisition and construction of industrial and commercial facilities which are deemed to be in the public interest. The bonds are secured by the property financed and are payable solely from payments on the underlying mortgage loans. Upon repayment of the bonds, ownership of the acquired facilities transfers to the private sector entity served by the bond issue. The City is not obligated in any manner for the repayment of the bonds. Accordingly, the bonds are not reported as liabilities in the accompanying financial statements. As of December 31, 2023, a series of Industrial Revenue Bonds were outstanding. Issue Original 12/31/2023 Maturity Date Issue Balance Date Commercial Development Revenue Note - ESR, Inc.11/22/2005 $76,500 $7,364 11/22/2025 Commercial Development Revenue Note - ESR, Inc.5/19/2005 853,000 67,702 12/19/2025 Multifamily Housing Note - Legends of Cottage Grove 10/7/2016 18,422,000 17,240,726 5/1/2034 Multifamily Housing Note - Legends of Cottage Grove 10/7/2016 6,328,000 5,963,324 5/1/2034 Total $25,679,500 $23,279,116 Note 18 CHANGE IN ACCOUNTING PRINCIPLE The City implemented GASB Statement No. 96 – Subscription-Based Information Technology Arrangements, which resulted in the recording of right-to-use subscription assets and a subscription liability. Because the City entered into these subscription agreements during 2023, the implementation of this standard had no impact on beginning balances. Note 19 RECENTLY ISSUED ACCOUNTING STANDARDS The Governmental Accounting Standards Boards (GASB) recently approved the following statements which were not implemented for these financial statements: Statement No. 99 Omnibus 2022. The provisions of this Statement contain multiple effective dates, the next implementation date being for fiscal years beginning after June 15, 2023. Statement No. 100 Accounting Changes and Error Corrections – an amendment of GASB Statement No. 62. The provisions of this Statement are effective for fiscal years beginning after June 15, 2023. Statement No. 101 Compensated Absences. The provisions of this Statement are effective for fiscal years beginning after June 15, 2023. Statement No. 102 Certain Risk Disclosures. The provisions of this Statement are effective for fiscal years beginning after June 15, 2024. The effect these standards may have on future financial statements is not determinable at this time. 83 84 REQUIRED SUPPLEMENTARY INFORMATION 85 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 10 BUDGETARY COMPARISON SCHEDULE - GENERAL FUND Page 1 of 2 For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: General property taxes $17,545,270 $17,545,270 $17,546,687 $1,417 $15,210,645 Special assessments 3,000 3,000 2,583 (417)5,621 Licenses and permits: General government 68,400 68,400 80,963 12,563 69,917 Community development 2,354,500 2,354,500 2,560,881 206,381 4,202,034 Engineering 40,000 40,000 42,163 2,163 100,336 Public safety 20,000 20,000 14,800 (5,200) 14,533 Total licenses and permits 2,482,900 2,482,900 2,698,807 215,907 4,386,820 Intergovernmental revenues: Federal grants and aids 73,400 73,400 75,894 2,494 43,226 State grants and aids: Market value homestead credit - - 4,148 4,148 4,440 MSA maintenance - public works 45,000 45,000 49,500 4,500 49,470 Fire relief aid - public safety 206,000 297,000 297,214 214 258,668 Police relief aid - public safety 380,000 2,384,482 2,210,447 (174,035) 432,376 Other - public safety 50,200 50,200 298,535 248,335 83,509 Local: SRO program - public safety 99,000 99,000 104,564 5,564 98,880 Other - public safety 13,000 13,000 51,187 38,187 14,749 Other - public works 2,500 2,500 3,054 554 2,629 Total intergovernmental 869,100 2,964,582 3,094,543 129,961 987,947 Charges for services: Investment charge - general government 1,000 1,000 - (1,000) - Other - general government 19,200 19,200 4,511 (14,689)4,107 Other - community development 21,000 21,000 18,582 (2,418) 95,171 Other - engineering 825,000 825,000 655,343 (169,657) 1,136,057 Other - public safety 51,600 51,600 57,736 6,136 61,974 Other - public works 12,500 12,500 27,648 15,148 20,338 Other - culture and recreation 238,000 238,000 274,775 36,775 248,452 Total charges for services 1,168,300 1,168,300 1,038,595 (129,705) 1,566,099 Fines and forfeitures - public safety 150,000 150,000 148,770 (1,230) 142,770 Investment earnings 125,000 125,000 572,123 447,123 (486,954) Donations: General government - - 37,700 37,700 32,600 Public safety - - 38,460 38,460 500 Culture and recreation - - 8,989 8,989 13,793 Total donations - - 85,149 85,149 46,893 Miscellaneous: General government 32,000 32,000 36,993 4,993 16,312 Public safety 11,000 44,460 85,269 40,809 26,913 Public works 10,000 10,000 22,095 12,095 22,240 Culture and recreation - - 5,531 5,531 265 Total miscellaneous 53,000 86,460 149,888 63,428 65,730 Total revenues 22,396,570 24,525,512 25,337,145 811,633 21,925,571 2023 Budgeted Amounts See accompanying notes to the required supplementary information. 86 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 10 BUDGETARY COMPARISON SCHEDULE - GENERAL FUND Page 2 of 2 For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Expenditures: General government: Mayor and city council 106,590 106,590 105,718 872 104,208 Administrative 950,500 847,860 843,576 4,284 880,390 Finance 649,030 649,030 595,774 53,256 602,514 Assessing services 221,800 221,800 235,847 (14,047) 218,239 City clerk/elections 110,600 213,240 129,349 83,891 244,433 Legal 237,000 237,000 276,723 (39,723) 245,633 Community and employee programs 153,300 153,300 142,386 10,914 137,913 Government buildings 473,100 473,100 542,070 (68,970) 578,242 Total general government 2,901,920 2,901,920 2,871,443 30,477 3,011,572 Community development: Planning and zoning 592,025 592,025 504,754 87,271 669,344 Building inspections 1,362,460 1,362,460 1,392,133 (29,673) 1,435,965 Engineering 587,610 587,610 547,847 39,763 476,618 Total community development 2,542,095 2,542,095 2,444,734 97,361 2,581,927 Public Safety: Police protection 9,073,300 9,203,760 9,414,432 (210,672) 8,600,414 Fire protection 1,669,220 1,760,220 1,752,124 8,096 1,719,685 Emergency preparedness 98,580 272,935 294,644 (21,709) 115,659 Animal control 29,340 29,340 27,679 1,661 25,790 Total public safety 10,870,440 11,266,255 11,488,879 (222,624) 10,461,548 Public works: Public works administration 477,110 477,110 523,376 (46,266) 469,022 Streets 1,800,745 1,800,745 1,965,428 (164,683) 1,609,405 Snow and ice control 869,500 869,500 912,863 (43,363) 892,649 Street signs/striping 241,710 241,710 217,003 24,707 212,587 Total public works 3,389,065 3,389,065 3,618,670 (229,605) 3,183,663 Culture and recreation: Forestry 394,670 394,670 318,024 76,646 341,445 Recreation programs 527,550 527,550 537,915 (10,365) 507,944 Parks maintenance 2,048,220 2,048,220 2,095,854 (47,634) 1,841,218 Total culture and recreation 2,970,440 2,970,440 2,951,793 18,647 2,690,607 Debt service: Principal - - 32,679 (32,679) - Interest and other charges - - 527 (527) - Total debt service - - 33,206 (33,206) - Total expenditures 22,673,960 23,069,775 23,408,725 (338,950) 21,929,317 Excess of revenues over (under) expenditures (277,390) 1,455,737 1,928,420 472,683 (3,746) Other financing sources (uses): Leases issued - - - - 38,240 Subscription-based IT arrangements issued - - 97,377 97,377 - Transfers in 687,390 687,390 627,386 (60,004) 575,230 Transfers out (410,000) (410,000) (550,716) (140,716) (400,000) Total other financing sources (uses)277,390 277,390 174,047 (103,343) 213,470 Net change in fund balances $ - $1,733,127 2,102,467 $369,340 209,724 Fund balances: Beginning of year 13,314,103 13,104,379 End of year $15,416,570 $13,314,103 Budgeted Amounts 2023 See accompanying notes to the required supplementary information. 87 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 11 BUDGETARY COMPARISON SCHEDULE - ICE ARENA SPECIAL REVENUE FUND For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Intergovernmental $57,000 $57,000 $ - ($57,000) $57,000 Charges for services 1,369,500 1,369,500 1,549,570 180,070 1,323,938 Lease related interest income - - 87,293 87,293 - Contributions and donations - - - - 1,281 Miscellaneous - - 20,359 20,359 22,047 Total revenues 1,426,500 1,426,500 1,657,222 230,722 1,404,266 Expenditures: Current: Culture and recreation 1,048,830 1,048,830 1,323,696 (274,866) 1,216,926 Capital outlay: Culture and recreation 67,000 67,000 74,386 (7,386) - Total expenditures 1,115,830 1,115,830 1,398,082 (282,252) 1,216,926 Excess of revenues over (under) expenditures 310,670 310,670 259,140 512,974 187,340 Other financing uses: Transfer out (200,000) (200,000) (200,000) - (200,000) Net change in fund balances $110,670 $110,670 59,140 $512,974 (12,660) Fund balance Beginning of year (589,952)(577,292) End of year ($530,812)($589,952) Budgeted Amounts 2023 88 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 12 SCHEDULE OF CHANGES IN TOTAL OPEB LIABILITY AND RELATED RATIOS For The Last Ten Years 2023 2022 2021 2020 2019 2018 Total OPEB liability: Service cost $20,099 $23,980 $25,083 $17,939 $16,325 $14,560 Interest 34,945 12,677 13,939 10,179 15,807 11,794 Differences between expected and actual experience 377,970 (61,716) 227,397 (6,031) (7,934) - Changes of assumptions 94,702 (59,493) 33,310 13,860 41,447 (14,652) Benefit payments (59,768) (44,681) (60,592) (29,882) (27,782) (18,651) Net change in total OPEB liability 467,948 (129,233) 239,137 6,065 37,863 (6,949) Beginning of year 484,409 613,642 374,505 368,440 330,577 337,526 End of year $952,357 $484,409 $613,642 $374,505 $368,440 $330,577 Covered-employee payroll $13,959,400 $11,482,890 $11,729,994 $10,340,116 $10,569,669 $9,103,225 Total OPEB liability as a percentage of covered-employee payroll 6.8% 4.2% 5.2% 3.6% 3.5% 3.6% The schedule is provided prospectively beginning with the City's fiscal year ended December 31, 2018 and is intended to show a ten year trend. Additional years will be added as they become available. See accompanying notes to the required supplementary information. 89 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 13 SCHEDULE OF PROPORTIONATE SHARE OF NET PENSION LIABILITY - GENERAL EMPLOYEES RETIREMENT FUND For The Last Ten Years City's Proportionate State's Share of the Plan Proportionate Net Pension Fiduciary City's City's Share (Amount) Liability Net Position Proportionate Proportionate of the Net as a as a Share Share (Amount) Pension Percentage Percentage Measurement Fiscal Year (Percentage) of of the Net Liability of its covered of the Total Date Ending the Net Pension Pension Associated with City's Covered Payroll Pension June 30 December 31 Liability Liability (a) the City (b) Total (a+b) Payroll (c) ((a+b)/c) Liability 2015 2015 0.0919% $4,762,735 $ - $4,762,735 $5,401,220 88.2% 78.2% 2016 2016 0.0878% 7,128,925 43,058 7,171,983 5,447,306 131.7% 68.9% 2017 2017 0.0890% 5,681,701 71,469 5,753,170 5,887,025 97.7% 75.9% 2018 2018 0.0937% 5,198,092 170,553 5,368,645 6,298,520 85.2% 79.5% 2019 2019 0.0926% 5,119,647 159,160 5,278,807 6,555,453 80.5% 80.2% 2020 2020 0.0967% 5,797,607 178,810 5,976,417 6,898,173 86.6% 79.1% 2021 2021 0.1061% 4,530,946 138,442 4,669,388 7,640,187 61.1% 87.0% 2022 2022 0.1148% 9,092,198 266,634 9,358,832 8,601,787 108.8% 76.7% 2023 2023 0.1136% 6,352,385 175,066 6,527,451 9,031,468 72.3% 83.1% The schedule is provided prospectively beginning with the City's fiscal year ended December 31, 2015 and is intended to show a ten year trend. Additional years will be reported as they become available. See accompanying notes to the required supplementary information. 90 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 14 SCHEDULE OF PENSION CONTRIBUTIONS - GENERAL EMPLOYEES RETIREMENT FUND For The Last Ten Years Statutorily Contributions in Contribution Contributions as a Fiscal Year Required Relation to the Deficiency Covered Percentage of Ending Contribution Statutorily Required (Excess)Payroll Covered December 31 (a)Contribution (b) (a-b)(c)Payroll (b/c) 2015 $403,964 $403,964 $ - $5,386,187 7.50% 2016 424,202 424,202 -5,656,027 7.50% 2017 458,971 458,971 -6,119,613 7.50% 2018 482,521 482,521 -6,433,613 7.50% 2019 508,963 508,963 -6,786,173 7.50% 2020 539,417 539,417 -7,192,227 7.50% 2021 595,200 595,200 -7,936,000 7.50% 2022 644,786 644,786 -8,597,147 7.50% 2023 735,778 735,778 -9,810,375 7.50% The schedule is provided prospectively beginning with the City's fiscal year ended December 31, 2015 and is intended to show a ten year trend. Additional years will be reported as they become available. See accompanying notes to the required supplementary information. 91 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 15 SCHEDULE OF PROPORTIONATE SHARE OF NET PENSION LIABILITY - PUBLIC EMPLOYEES POLICE AND FIRE FUND For The Last Ten Years City's Proportionate State's Share of the Plan Proportionate Net Pension Fiduciary City's City's Share (Amount) Liability Net Position Proportionate Proportionate of the Net as a as a Share Share (Amount) Pension Percentage Percentage Measurement Fiscal Year (Percentage) of of the Net Liability of its covered of the Total Date Ending the Net Pension Pension Associated with City's Covered Payroll Pension June 30 December 31 Liability Liability (a) the City (b) Total (a+b) Payroll (c) ((a+b)/c) Liability 2015 2015 0.4340% $4,931,256 $ - $4,931,256 $3,665,120 134.5% 86.6% 2016 2016 0.4450% 17,818,574 - 17,818,574 3,867,466 460.7% 63.9% 2017 2017 0.4380% 5,913,521 - 5,913,521 4,495,914 131.5% 85.4% 2018 2018 0.4582% 4,842,702 - 4,842,702 4,829,432 100.3% 88.8% 2019 2019 0.4716% 4,956,992 - 4,956,992 4,864,909 101.9% 89.2% 2020 2020 0.4772% 6,247,059 148,169 6,395,228 5,385,172 118.8% 87.2% 2021 2021 0.5018% 3,828,202 174,149 4,002,351 6,059,377 66.1% 93.7% 2022 2022 0.4940% 21,496,929 938,958 22,435,887 6,000,446 373.9% 70.5% 2023 2023 0.5080% 8,772,500 353,388 9,125,888 6,325,161 144.3% 86.5% The schedule is provided prospectively beginning with the City's fiscal year ended December 31, 2015 and is intended to show a ten year trend. Additional years will be reported as they become available. See accompanying notes to the required supplementary information. 92 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 16 SCHEDULE OF PENSION CONTRIBUTIONS - PUBLIC EMPLOYEES POLICE AND FIRE FUND For The Last Ten Years Statutorily Contributions in Contribution Contributions as a Fiscal Year Required Relation to the Deficiency Covered Percentage of Ending Contribution Statutorily Required (Excess)Payroll Covered December 31 (a)Contribution (b) (a-b)(c)Payroll (b/c) 2015 $664,300 $664,300 $ - $4,100,617 16.20% 2016 718,936 718,936 -4,437,877 16.20% 2017 778,070 778,070 -4,802,901 16.20% 2018 803,145 803,145 -4,957,685 16.20% 2019 976,911 976,911 -5,763,487 16.95% 2020 998,722 998,722 -5,642,497 17.70% 2021 1,050,974 1,050,974 -5,937,706 17.70% 2022 1,073,653 1,073,653 -6,065,836 17.70% 2023 1,187,615 1,187,615 -6,709,688 17.70% The schedule is provided prospectively beginning with the City's fiscal year ended December 31, 2015 and is intended to show a ten year trend. Additional years will be reported as they become available. See accompanying notes to the required supplementary information. 93 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION SCHEDULE OF CHANGES IN THE NET PENSION LIABILITY AND RELATED RATIOS - FIRE RELIEF ASSOCIATION For The Last Ten Years ** Fiscal Year Ending and Measurement date December 31, 2023 December 31, 2022 December 31, 2021 December 31, 2020 Total pension liability: Service cost $ - $110,582 $118,397 $108,515 Interest 241,592 144,923 103,853 111,351 Differences between expected and actual experience - (220,940) 30,166 (160,794) Changes of assumptions - - - - Changes in benefit terms - 86,900 580,945 - Benefit payments (2,748,659) (68,260) (213,833) (174,000) Net change in total pension liability (2,507,067) 53,205 619,528 (114,928) Beginning of year 2,507,067 2,453,862 1,834,334 1,988,607 End of year $ - $2,507,067 $2,453,862 $1,873,679 Plan fiduciary net position: Contributions - employer $ - $ - $ - $ - State contributions 297,214 260,668 234,524 225,637 Net investment income 241,592 (599,450) 352,396 452,477 Benefit payments (3,706,265) (68,260) (213,833) (174,000) Administrative expense (1,680) (1,929) (2,126) (2,018) Other - - - - Net change in plan fiduciary net position (3,169,139) (408,971) 370,961 502,096 Beginning of year 3,169,139 3,578,110 3,207,149 2,811,575 End of year $ - $3,169,139 $3,578,110 $3,313,671 Net pension liability (asset) - ending (a) - (b) $ - ($662,072) ($1,124,248) ($1,439,992) Plan fiduciary net position as a percentage of the total pension liability 0.0% 126.4% 145.8% 176.9% Covered-employee payroll* NA NA NA NA Net pension liability as a percentage of covered employee payroll* NA NA NA NA Pension benefit per year of service $15,000 $3,800 $3,800 $3,800 Number of plan participants 56 34 31 33 *The Relief Association is comprised of volunteers, therefore there are no payroll expenditures. ** See Footnote 8 GASB 68 was implemented in 2015. Information prior to 2015 is not available. See accompanying notes to the required supplementary information. 94 Statement 17 December 31, 2019 December 31, 2018 December 31, 2017 December 31, 2016 December 31, 2015 December 31, 2014 $97,985 $102,569 $118,915 $109,062 $79,827 $77,691 115,532 117,070 100,267 85,750 88,550 85,148 (45,681) (12,862) 329,484 - - - - - - (130,240) 77,611 - - - - - 139,930 - (322,109) (133,560)-(295,760)(140,973)(84,321) (154,273)73,217 548,666 (231,188)244,945 78,518 1,988,607 1,915,390 1,366,724 1,597,912 1,352,967 1,274,449 $1,834,334 $1,988,607 $1,915,390 $1,366,724 $1,597,912 $1,352,967 $ - $ - $2,081 $5,265 $5,329 $5,155 209,430 198,977 192,139 195,271 191,183 177,804 510,329 (113,085)316,265 146,660 (117,497)98,130 (322,109)(133,560)-(295,760)(140,973)(84,321) (2,155)(3,709)(12,334)(12,139)(15,165)(11,193) 79 - (2,319)210 - (23,403) 395,574 (51,377)495,832 39,507 (77,123)162,172 2,811,575 2,862,952 2,367,120 2,327,613 2,404,736 2,242,564 $3,207,149 $2,811,575 $2,862,952 $2,367,120 $2,327,613 $2,404,736 ($1,372,815)($822,968)($947,562) ($1,000,396)($729,701)($1,051,769) 174.8%141.4%149.5%173.2%145.7%177.7% NA NA NA NA NA NA NA NA NA NA NA NA $3,800 $3,500 $3,300 $3,300 $3,300 $3,300 30 33 35 32 32 32 See accompanying notes to the required supplementary information. 95 CITY OF COTTAGE GROVE REQUIRED SUPPLEMENTARY INFORMATION Statement 18 SCHEDULE OF CONTRIBUTIONS - FIRE DEPARTMENT RELIEF ASSOCIATION For The Last Ten Years Statutorily Contributions in Contribution Contributions as a Fiscal Year Required Relation to the Deficiency Covered Percentage of Ending Contribution Statutorily Required (Excess)Payroll*Covered December 31 (a)Contribution (b) (a-b)(c)Payroll* (b/c) 2014 $ - $5,155 ($5,155)$ - NA 2015 - 5,329 (5,329) - NA 2016 - 5,265 (5,265) - NA 2017 - 2,081 (2,081) - NA 2018 - - - - NA 2019 - - - - NA 2020 - - - - NA 2021 - - - - NA 2022 - - - - NA 2023 - - - - NA GASB 68 was implemented in 2015. Information prior to 2015 is not available. *The Relief Association is comprised of volunteers, therefore there are no payroll expenditures. See accompanying notes to the required supplementary information. 96 COTTAGE GROVE, CITY OF REQUIRED SUPPLEMENTARY INFORMATION NOTES TO RSI December 31, 2023 Note A LEGAL COMPLIANCE – BUDGETS The General and Ice Arena Special Revenue fund budgets are legally adopted on a basis consistent with accounting principles generally accepted in the United States of America. The legal level of budgetary control is at the department level for the General Fund and at the fund level for the Ice Arena Special Revenue Fund. Note B PENSION INFORMATION PERA – General Employees Retirement Fund 2023 Changes in Actuarial Assumptions: The investment return assumption and single discount rate were changed from 6.50% to 7.00%. 2023 Changes in Plan Provisions: An additional one-time direct state aid contribution of $170.1 million was contributed to the Plan on October 1, 2023. The vesting period of those hired after June 30, 2010, was changed from five years of allowable service to three years of allowable service. The benefit increase delay for early retirements on or after January 1, 2024, was eliminated. A one-time, non-compounding benefit increase of 2.50% minus the actual 2024 adjustment will be payable in a lump sum for calendar year 2024 by March 31, 2024. 2022 Changes in Actuarial Assumptions: The mortality improvement scale was changed from Scale MP-2020 to Scale MP-2021. 2021 Changes in Actuarial Assumptions: The investment return and single discount rates were changed from 7.50% to 6.50% for financial reporting purposes. The mortality improvement scale was changed from Scale MP-2019 to Scale MP-2020. 2020 Changes in Actuarial Assumptions: The price inflation assumption was decreased from 2.50% to 2.25%. The payroll growth assumption was decreased from 3.25% to 3.00%. Assumed salary increase rates were decreased 0.25% and assumed rates of retirement were changed resulting in more unreduced (normal) retirements and slightly fewer Rule of 90 and early retirements. Assumed rates of termination and disability were also changed. Base mortality tables were changed from RP-2014 tables to Pub-2010 tables, with adjustments. The mortality improvement scale was changed from Scale MP-2018 to Scale MP-2019. The spouse age difference was changed from two years older for females to one year older. The assumed number of married male new retirees electing the 100% Joint & Survivor option changed from 35% to 45%. The assumed number of married female new retirees electing the 100% Joint & Survivor option changed from 15% to 30%. The corresponding number of married new retirees electing the Life annuity option was adjusted accordingly. 2020 Changes in Plan Provisions: Augmentation for current privatized members was reduced to 2.0% for the period July 1, 2020 through December 31, 2023 and 0.0% after. Augmentation was eliminated for privatizations occurring after June 30, 2020. 97 COTTAGE GROVE, CITY OF REQUIRED SUPPLEMENTARY INFORMATION NOTES TO RSI December 31, 2023 2019 Changes in Actuarial Assumptions: The mortality projection scale was changed from MP-2017 to MP-2018. 2019 Changes in the Plan Provisions: The employer supplemental contribution was changed prospectively, decreasing from $31.0 million to $21.0 million per year. The State’s special funding contribution was changed prospectively, requiring $16.0 million due per year through 2031. 2018 Changes in Actuarial Assumptions: The mortality projection scale was changed from MP-2015 to MP-2017. The assumed benefit increase was changed from 1.00% per year through 2044 and 2.50% per year thereafter to 1.25% per year. 2017 Changes in Actuarial Assumptions: The Combined Service Annuity (CSA) loads were changed from 0.8% for active members and 60% for vested and non-vested deferred members. The revised CSA loads are now 0.0% for active member liability, 15.0% for vested deferred member liability and 3.0% for non-vested deferred member liability. The assumed post-retirement benefit increase rate was changed from 1.0% per year for all years to 1.0% per year through 2044 and 2.5% per year thereafter. 2016 Changes in Actuarial Assumptions: The assumed post-retirement benefit increase rate was changed from 1.0% per year through 2035 and 2.5% per year thereafter to 1.0% per year for all future years. The assumed investment return was changed from 7.9% to 7.5%. The single discount rate was changed from 7.9% to 7.5%. Other assumptions were changed pursuant to the experience study dated June 30, 2015. The assumed future salary increases, payroll growth, and inflation were decreased by 0.25% to 3.25% for payroll growth and 2.50% for inflation. PERA – Public Employees Police and Fire Fund 2023 Changes in Actuarial Assumptions: The investment return assumption was changed from 6.50% to 7.00%. The single discount rate changed from 5.40% to 7.00% 2023 Changes in Plan Provisions: An additional one-time direct state aid contribution of $19.4 million was contributed to the Plan on October 1, 2023. Vesting requirement for new hires after June 30, 2014, was changed from a graded 20-year vesting schedule to a graded 10-year vesting schedule, with 50% vesting after five years, increasing incrementally to 100% after 10 years. A one-time, non-compounding benefit increase of 3.00% will be payable in a lump sum for calendar year 2024 by March 31, 2024. Psychological treatment is required effective July 1, 2023, prior to approval for a duty disability benefit for a psychological condition relating to the member’s occupation. The total and permanent duty disability benefit was increased, effective July 1, 2023. 98 COTTAGE GROVE, CITY OF REQUIRED SUPPLEMENTARY INFORMATION NOTES TO RSI December 31, 2023 2022 Changes in Actuarial Assumptions: The single discount rate changed from 6.50% to 5.4%. The mortality improvement scale was changed from Scale MP-2020 to Scale MP-2021. 2021 Changes in Actuarial Assumptions: The investment return and single discount rates were changed from 7.50% to 6.50% for financial reporting purposes. The inflation assumption was changed from 2.50% to 2.25%. The payroll growth assumption was changed from 3.25% to 3.00%. The base mortality tables for healthy annuitants, disabled annuitants and employees were changed from RP-2014 tables to Pub-2010 Public Safety Mortality tables. The mortality improvement scale was changed from MP-2019 to MN-2020. Assumed salary increase and retirement rates were modified as recommended in the July 14, 2020 experience study. The changes result in a decrease in gross salary increase rates, slightly more unreduced retirements and fewer assumed early retirements. Assumed rates of withdrawal were changed from select and ultimate rates to service-based rates. The changes result in more assumed terminations. Assumed rates of disability were increased for ages 25-44 and decreased for ages over 49. Overall, proposed rates result in more projected disabilities. Assumed percent married for active female members was changed from 60% to 70%. 2020 Changes in Actuarial Assumptions: The mortality projection scale was changed from MP-2018 to MP-2019. 2019 Changes in Actuarial Assumptions: The mortality projection scale was changed from MP-2017 to MP-2018. 2018 Changes in Actuarial Assumptions: The mortality projection scale was changed from MP-2016 to MP-2017. 2017 Changes in Actuarial Assumptions: The single discount rate was changed from 5.6% to 7.5%. Assumed salary increases were changed as recommended in the June 30, 2016 experience study. The net effect is proposed rates that average 0.34% lower than the previous rates. Assumed rates of retirement were changed, resulting in fewer retirements. The Combined Service Annuity (CSA) load was 30% for vested and non-vested deferred members. The CSA was changed to 33% for vested members and 2% for non-vested members. The base mortality table for healthy annuitants was changed from the RP-2000 fully generational table to the RP-2014 fully generational table (with a base year of 2006), with male rates adjusted by a factor of 0.96. The mortality improvement scale was changed from Scale AA to Scale MP- 2016. The base mortality table for disabled annuitants was changed from the RP-2000 disabled mortality table to the mortality tables assumed for healthy retirees. Assumed termination rates were decreased to 3% for the first three years of service. Rates beyond the select period of three years were adjusted, resulting in more expected terminations overall. Assumed percentage of married female members was decreased from 65% to 60%. Assumed age difference was changed from separate assumptions for male members (wives assumed to be three years younger) and female members (husbands assumed to be four years older) to the assumption that males are two years older than females. The assumed percentage of female members electing Joint and Survivor annuities was increased. 99 COTTAGE GROVE, CITY OF REQUIRED SUPPLEMENTARY INFORMATION NOTES TO RSI December 31, 2023 The assumed post-retirement benefit increase rate was changed from 1.00% for all years to 1.00% per year through 2064 and 2.50% thereafter. 2016 Changes in Actuarial Assumptions: The assumed post-retirement benefit increase rate was changed from 1.0% per year through 2037 and 2.5% per year thereafter to 1.0% per year for all future years. The assumed investment return was changed from 7.9% to 7.5%. The single discount rate changed from 7.9% to 5.6%. The assumed future salary increases, payroll growth, and inflation were decreased by 0.25% to 3.25% for payroll growth and 2.50% for inflation. Post Employment Health Care Plan 2023 Changes in Actuarial Assumptions: The discount rate decreased from 3.72% in 2022 to 3.26% in 2023. The valuation's first fiscal year 2023 retiree per capita claims costs and blended premiums are based on plans and premiums as of January 1, 2023 and census data as of January 1, 2023. Second fiscal year 2024 amounts are 5.00% higher based on increased premiums effective January 1, 2024. Decrement assumptions (i.e. withdrawal, retirement and mortality rates) and salary increase rates are the same assumptions used in the July 1, 2023 GERP and July 1, 2023 PEP&FP actuarial valuations. Medical trend assumption is developed based on the recent published SOA-Getzen trend rate model update for 2023. 2020 Changes in Plan Provisions: Medical plans and premiums have been updated effective as of January 1, 2023 and January 1, 2024. 2022 Changes in Actuarial Assumptions: The discount rate increased from 2.06% in 2021 to 3.72% in 2022. 2021 Changes in Actuarial Assumptions: The discount rate decreased from 2.12% in 2020 to 2.06% in 2021. The general inflation rate was changed to the 2.25% rate used in the June 30, 2021, GERP and June 30, 2021, PEPFF, material valuations (from 2.50%). 2020 Changes in Actuarial Assumptions: The discount rate decreased from 2.74% in 2019 to 2.12% in 2020. Per capita claims and costs were reset to reflect updated experience, plans, and premiums as of January 2021. The mortality improvement projection scale was updated. The general inflation rate was changed to the 2.50% rate used in the June 30, 2019, GERP and June 30, 2019, PEPFF, material valuations (from 2.75%). 25.0% of GERP employees are assumed to elect coverage at retirement (changed from 20.0% based on recent experience). 2020 Changes in Plan Provisions: Medical plans and premiums have been updated effective as of January 1, 2021. 100 COTTAGE GROVE, CITY OF REQUIRED SUPPLEMENTARY INFORMATION NOTES TO RSI December 31, 2023 2019 Changes in Actuarial Assumptions: The Discount rate decreased from 4.11% in 2018 to 2.74% in 2019. The general inflation rate was changed to the 2.50% used in the June 30, 2019, GERP and June 30, 2019, PEPFF actuarial valuations. Changes of assumptions also reflect a change to 25.0% of GERP employees are assumed to elect coverage at retirement, an increase from 20.0% based on recent experience. 2018 Changes in Actuarial Assumptions: The discount rate increased from 3.44% in 2017 to 4.11% in 2018. There are no assets accumulated in a trust. 101 102 COMBINING AND INDIVIDUAL FUND STATEMENTS AND SCHEDULES 103 104 NONMAJOR GOVERNMENTAL FUNDS 105 106 SPECIAL REVENUE FUNDS A Special Revenue Fund is used to account for the proceeds of specific revenues sources that are legally to restricted to expenditures for specified purposes. DEBT SERVICE FUNDS The Debt Service Funds are used to account for the accumulation of resources for, and payment of, interest, principal and related costs on long-term debt. CAPITAL PROJECT FUNDS The Capital Project Funds account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds). 107 CITY OF COTTAGE GROVE COMBINING BALANCE SHEET Statement 19 NONMAJOR GOVERNMENTAL FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 Special Revenue Debt Service Capital Projects 2023 2022 Assets: Cash and investments $3,160,127 $5,407,945 $15,441,899 $24,009,971 $21,898,461 Interest receivable - - 105,692 105,692 105,692 Due from other funds - - 433,767 433,767 1,401,237 Due from other governments 96,762 -25,464 122,226 226,372 Accounts receivable 212,687 -869,992 1,082,679 937,189 Lease receivable - - 4,855,351 4,855,351 5,667,030 Prepaid items 12,884 - - 12,884 2,857 Inventories 83,758 - - 83,758 105,873 Taxes receivable - delinquent 13,845 1,705 15,550 14,372 Special assessments receivable: - Deferred - 2,849,493 2,764 2,852,257 2,225,297 Delinquent -4,104 -4,104 3,989 Special deferred -757,527 -757,527 760,316 Total assets $3,566,218 $9,032,914 $21,736,634 $34,335,766 $33,348,685 Liabilities, Deferred Inflows of Resources, and Fund Balances Liabilities: Accounts payable $154,476 $331 $1,952,162 $2,106,969 $2,015,994 Salaries and benefits payable 65,024 - - 65,024 37,670 Due to other funds - - 334,528 334,528 - Contracts payable 12,561 -543,831 556,392 551,415 Due to other governments 15,340 -1,177 16,517 8,510 Deposits payable 112,904 -193,628 306,532 512,197 Unearned revenue - - 320,000 320,000 20,160 Interfund loan payable 1,732,000 18,032 2,538,013 4,288,045 3,196,435 Total liabilities 2,092,305 18,363 5,883,339 7,994,007 6,342,381 Deferred inflows of resources: Related to leases - - 4,672,305 4,672,305 5,584,338 Unavailable revenue - property taxes -13,845 1,705 15,550 14,372 Unavailable revenue - special assessments - 3,611,125 2,764 3,613,889 2,991,303 Total deferred inflows of resources - 3,624,970 4,676,774 8,301,744 8,590,013 Fund balances: Nonspendable 96,642 - - 96,642 108,730 Restricted 165,190 5,389,581 3,144,488 8,699,259 6,811,004 Committed 2,722,525 - - 2,722,525 2,155,025 Assigned - - 10,453,605 10,453,605 11,846,419 Unassigned (1,510,444)-(2,421,572) (3,932,016) (2,504,887) Total fund balances 1,473,913 5,389,581 11,176,521 18,040,015 18,416,291 Total liabilities, deferred inflows of resources, and fund balances $3,566,218 $9,032,914 $21,736,634 $34,335,766 $33,348,685 Total Nonmajor Governmental Funds 108 CITY OF COTTAGE GROVE COMBINING STATEMENT OF REVENUES, EXPENDITURES AND Statement 20 CHANGES IN FUND BALANCES NONMAJOR GOVERNMENTAL FUNDS For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Special Revenue Debt Service Capital Projects 2023 2022 Revenues: General property taxes $ - $2,786,647 $250,134 $3,036,781 $2,823,175 Franchise taxes - - 860,203 860,203 642,584 Aggregate taxes - - 38,775 38,775 33,044 Lodging tax 71,647 - - 71,647 - Tax increment collections - 514,895 1,169,671 1,684,566 1,750,799 Special assessments - 783,589 301,730 1,085,319 571,660 Direct charges to developers - - 34,624 34,624 26,081 Intergovernmental 393,937 - 1,000,000 1,393,937 2,717,089 Charges for services 4,855,813 - 54,121 4,909,934 4,436,824 Rent - - 542,532 542,532 710,881 Lease related interest income - - 185,184 185,184 - Fines and forfeitures 184,480 - - 184,480 35,679 Investment earnings 138,805 176,766 883,645 1,199,216 (1,193,572) Connection charges - - 1,784,257 1,784,257 4,110,942 Park dedication fees - - 767,094 767,094 1,144,364 Refunds and reimbursements 104 - - 104 806 Donations 41,144 - 90,780 131,924 - Miscellaneous 6,938 - 2,697 9,635 80,855 Total revenues 5,692,868 4,261,897 7,965,447 17,920,212 17,891,211 Expenditures: Current: General government - 14,686 2,499 17,185 29,798 Economic development - - 423,406 423,406 358,273 Public safety 844,029 - 113,101 957,130 774,087 Public works 1,028,102 - 537,211 1,565,313 1,968,946 Culture and recreation 2,765,647 - 199,232 2,964,879 2,912,279 Capital outlay: General government - - 120,173 120,173 - Public safety 238,406 - - 238,406 197,162 Public works - - 8,473,518 8,473,518 9,307,476 Culture and recreation 2,264,998 - 7,174,067 9,439,065 3,515,458 Debt service: Principal 50,000 3,285,000 - 3,335,000 2,950,000 Interest and other charges 5,480 938,372 197,398 1,141,250 1,120,468 Total expenditures 7,196,662 4,238,058 17,240,605 28,675,325 23,133,947 Excess of revenues over (under) expenditures (1,503,794) 23,839 (9,275,158) (10,755,113) (5,242,736) Other financing sources (uses): Proceeds from sale of capital assets - - 9,025 9,025 9,687 Subscription-based IT arrangements issued 238,406 - - 238,406 - Bond issuance - 224,858 7,590,142 7,815,000 - Bond premium - - 320,387 320,387 - Payments to refunded bond escrow agent - - - - (3,875,000) Transfers in 827,151 450,000 1,225,777 2,502,928 1,427,979 Transfers out (202,519) - (304,390) (506,909) (1,211,311) Total other financing sources (uses)863,038 674,858 8,840,941 10,378,837 (3,648,645) Net change in fund balances (640,756) 698,697 (434,217) (376,276) (8,891,381) Fund balances: Beginning of year 2,114,669 4,690,884 11,610,738 18,416,291 27,307,672 End of year $1,473,913 $5,389,581 $11,176,521 $18,040,015 $18,416,291 Total Nonmajor Governmental Funds 109 110 NONMAJOR SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of specific revenues sources that are legally to restricted to expenditures for specified purposes. The City maintained the following Special Revenue Funds during the year: Recycling – Established to account for recycling advertising, promotion, and capital expenditures. Storm Water Maintenance – Established to account for the receipt of storm water fees to be used for storm water maintenance activities. Forfeiture/Seizure – Established to account for Police Department proceeds from property seized under MS 609.53. Golf Course Fund – Established to account for the City's 18-hole golf course and banquet facility. HERO Center Operations Fund – Established to account for the HERO Center operations. Opioid Settlement – Established to account for opioid settlement receipts. Convention and Visitors Bureau – Established to account for lodging tax to be utilized for marketing and promotion of the community. 111 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET NONMAJOR SPECIAL REVENUE FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 Recycling (215) Storm Water Maintenance (230) Forfeiture/ Seizure (240) Golf Course Fund (255) Assets: Cash and investments $95,751 $2,343,690 $6,470 $436,756 Due from other governments 380 - - - Accounts receivable 3,500 199,466 - 991 Prepaid items - - - 12,564 Inventories - - - 40,755 Total assets $99,631 $2,543,156 $6,470 $491,066 Liabilities and Fund Balances Liabilities: Accounts payable $ - $8,558 $ - $126,647 Salaries and benefits payable 887 17,220 - 29,746 Interfund loan payable - - - 1,732,000 Contracts payable - 2,444 - 10,117 Due to other governments - 2,511 - 6,358 Deposits payable - - - - Unearned revenue - - - - Total liabilities 887 30,733 - 1,904,868 Fund balances: Nonspendable - - - 53,319 Restricted - - 6,470 - Committed 98,744 2,512,423 - - Unassigned - - - (1,467,121) Total fund balances 98,744 2,512,423 6,470 (1,413,802) Total liabilities and fund balances $99,631 $2,543,156 $6,470 $491,066 112 Statement 21 HERO Center Operations (290) Opioid Settlement (245) Convention and Visitors Bureau (265)2023 2022 $11,892 $158,720 $106,848 $3,160,127 $2,090,197 96,382 - - 96,762 206,092 - - 8,730 212,687 226,053 320 - - 12,884 2,857 43,003 - - 83,758 105,873 $151,597 $158,720 $115,578 $3,566,218 $2,631,072 $18,671 $ - $600 $154,476 $63,766 13,551 - 3,620 65,024 37,670 - - - 1,732,000 274,000 - - - 12,561 2,444 6,471 - - 15,340 8,249 112,904 - - 112,904 110,114 - - - - 20,160 151,597 - 4,220 2,092,305 516,403 43,323 - - 96,642 108,730 - 158,720 - 165,190 71,032 - - 111,358 2,722,525 2,155,025 (43,323) - - (1,510,444) (220,118) - 158,720 111,358 1,473,913 2,114,669 $151,597 $158,720 $115,578 $3,566,218 $2,631,072 Nonmajor Special Revenue Funds Totals 113 CITY OF COTTAGE GROVE SUBCOMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES NONMAJOR SPECIAL REVENUE FUNDS For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Recycling (215) Storm Water Maintenance (230) Forfeiture/ Seizure (240) Golf Course Fund (255) Revenues: Intergovernmental $56,734 $165,084 $ - $4,519 Lodging tax - - - - Charges for services - 1,132,552 - 3,006,438 Fines and forfeitures - 17,414 14,714 - Investment income 5,131 107,709 3,039 14,112 Refunds and reimbursements - - 104 - Donations - - - - Miscellaneous 3,880 - - 3,039 Total revenues 65,745 1,422,759 17,857 3,028,108 Expenditures: Current: Public safety - - 32,419 - Public works 61,927 802,455 - - Culture and recreation - - - 2,765,647 Capital Outlay: Public safety - - 238,406 - Public works - - - - Culture and recreation - - - 2,264,998 Debt service: Principal - - 50,000 - Interest and other charges - - - 5,480 Total expenditures 61,927 802,455 320,825 5,036,125 Excess of revenues over (under) expenditures 3,818 620,304 (302,968) (2,008,017) Other financing sources (uses): Subscription-based IT arrangements issued - - 238,406 - Transfers in - - - 650,000 Transfers out - (168,129) - - Total other financing sources (uses) - (168,129) 238,406 650,000 Net change in fund balances 3,818 452,175 (64,562) (1,358,017) Fund balances: Beginning of year 94,926 2,060,248 71,032 (55,785) End of year $98,744 $2,512,423 $6,470 ($1,413,802) 114 Statement 22 HERO Center Operations (290) Opioid Settlement (245) Convention and Visitors Bureau (265)2023 2022 $85,010 $ -$82,590 $393,937 $269,054 - - 71,647 71,647 - 703,678 -13,145 4,855,813 4,408,995 -152,352 -184,480 35,679 2,451 6,292 71 138,805 (117,239) - - - 104 806 - - 41,144 41,144 - 19 - - 6,938 28,172 791,158 158,644 208,597 5,692,868 4,625,467 811,610 - - 844,029 772,570 - - 163,720 1,028,102 874,217 - - - 2,765,647 2,417,261 - - - 238,406 31,906 - - - - 244,426 - - - 2,264,998 377,568 - - - 50,000 - - - - 5,480 - 811,610 -163,720 7,196,662 4,717,948 (20,452) 158,644 44,877 (1,503,794) (92,481) - - - 238,406 - 110,670 -66,481 827,151 - (34,390)- - (202,519) (394,046) 76,280 -66,481 863,038 (394,046) 55,828 158,644 111,358 (640,756) (486,527) (55,828)76 -2,114,669 2,601,196 $ - $158,720 $111,358 $1,473,913 $2,114,669 Totals Nonmajor Special Revenue Funds 115 116 NONMAJOR DEBT SERVICE FUNDS The City's Debt Service Funds are used to account for the accumulation of resources for, and payment of, interest, principal and related costs of long-term debt other than proprietary fund debt. The City’s Debt Service Funds account for three types of bonded indebtedness: Improvement Bonds Refunding Bonds Tax Increment Bonds 117 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET NONMAJOR DEBT SERVICE FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 2019A G.O. CIP Bonds (315) 2019B Equipment Certificate (305) 2018A G.O. Improvement Bonds (310) 2017A G.O. Capital Improvement Bonds (371) Assets: Cash and investments $186,111 $33,145 $1,691,209 $519,511 Taxes receivable - delinquent 1,379 1,892 - 3,674 Special assessments receivable Deferred - - 8,572 - Delinquent - - 1,840 - Special deferred - - 738,462 - Total assets $187,490 $35,037 $2,440,083 $523,185 Liabilities, Deferred Inflows of Resources, and Fund Balances Liabilities: Accounts payable $ - $ - $ - $ - Interfund loan payable - - - - Total liabilities - - - - Deferred inflows of resources: Unavailable revenue - property taxes 1,379 1,892 - 3,674 Unavailable revenue - special assessments - - 748,874 - Total deferred inflows of resources 1,379 1,892 748,874 3,674 Fund balances: Restricted 186,111 33,145 1,691,209 519,511 Total fund balances 186,111 33,145 1,691,209 519,511 Total liabilities, deferred inflows of resources, and fund balances $187,490 $35,037 $2,440,083 $523,185 118 Statement 23 2016A G.O. Refunding Bonds (369) 2021A G.O. Improvement Bonds (330) 2023A G.O. Improvement Bonds (494) Pavement Management Debt Service (340, 492, 493) Tax Increment Funds 2023 2022 $78,647 $626,967 $613,672 $796,757 $861,926 $5,407,945 $4,712,915 1,426 1,066 - 4,408 - 13,845 12,442 - - 481,169 947,063 1,412,689 - 2,849,493 2,221,151 - 837 - 1,427 - 4,104 3,989 - - 4,278 14,787 - 757,527 760,316 $80,073 $1,110,039 $1,565,013 $2,230,068 $861,926 $9,032,914 $7,710,813 $ - $ - $ - $ - $331 $331 $ - - - - - 18,032 18,032 22,032 - - - - 18,363 18,363 22,032 1,426 1,066 - 4,408 - 13,845 12,442 - 482,006 951,341 1,428,904 - 3,611,125 2,985,455 1,426 483,072 951,341 1,433,312 - 3,624,970 2,997,897 78,647 626,967 613,672 796,756 843,563 5,389,581 4,690,884 78,647 626,967 613,672 796,756 843,563 5,389,581 4,690,884 $80,073 $1,110,039 $1,565,013 $2,230,068 $861,926 $9,032,914 $7,710,813 Totals Nonmajor Debt Service Funds 119 CITY OF COTTAGE GROVE SUBCOMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES NONMAJOR DEBT SERVICE FUNDS For The Year Ended December 31, 2023 With Comparative Totals For December 31, 2022 2019A G.O. CIP Bonds (315) 2019B Equipment Certificate (305) 2018A G.O. Improvement Bonds (310) 2017A G.O. Capital Improvement Bonds (371) Revenues: General property taxes $249,715 $349,551 $349,485 $609,704 Tax increment collections - - - - Special assessments - - 1,272 - Investment income 4,745 398 78,098 13,606 Total revenues 254,460 349,949 428,855 623,310 Expenditures: Current: General government 425 425 5,452 425 Principal retirement 155,000 270,000 435,000 390,000 Interest and other charges 123,959 58,674 197,650 217,200 Total expenditures 279,384 329,099 638,102 607,625 Excess of revenues over (under) expenditures (24,924) 20,850 (209,247) 15,685 Other financing sources: Bond issuance - - - - Payments to refunded bond escrow agent - - - - Transfers in - - - - Transfers out - - - - Total other financing sources - - - - Net change in fund balances (24,924) 20,850 (209,247) 15,685 Fund balances: Beginning of year 211,035 12,295 1,900,456 503,826 End of year $186,111 $33,145 $1,691,209 $519,511 120 Statement 24 2016A G.O. Refunding Bonds (369) 2021A G.O. Improvement Bonds (330) 2023A G.O. Improvement and Tax Abatement Bonds Pavement Management Debt Service (340,492, 493) Tax Increment Funds 2023 2022 $220,023 $244,354 $ - $763,815 $ - $2,786,647 $2,573,329 - - - - $514,895 514,895 704,259 - 75,956 379,512 326,849 - 783,589 480,815 985 24,055 9,302 24,058 21,519 176,766 (125,110) 221,008 344,365 388,814 1,114,722 536,414 4,261,897 3,633,293 425 943 - 4,611 1,980 14,686 17,996 355,000 230,000 - 1,175,000 275,000 3,285,000 2,950,000 39,550 66,973 - 213,420 20,946 938,372 1,079,266 394,975 297,916 - 1,393,031 297,926 4,238,058 4,047,262 (173,967) 46,449 388,814 (278,309) 238,488 23,839 (413,969) - - 224,858 - - 224,858 - - - - - - - (3,875,000) 200,000 - - 250,000 - 450,000 1,027,979 - - - - - - (156,058) 200,000 - 224,858 250,000 - 674,858 (3,003,079) 26,033 46,449 613,672 (28,309) 238,488 698,697 (3,417,048) 52,614 580,518 - 825,065 605,075 4,690,884 8,107,932 $78,647 $626,967 $613,672 $796,756 $843,563 $5,389,581 $4,690,884 Nonmajor Debt Service Funds Totals 121 122 NONMAJOR CAPITAL PROJECT FUNDS Capital Project Funds account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds). Equipment Replacement Fund – Established to accumulate monies for the replacement of capital equipment. Street Sealcoating – Established to account for the receipt of franchise fees to be used for sealcoating activities. Water Connection and Area – This fund accounts for the projects that are partially paid for with connection charges. Completed Construction – to account for the various surpluses (deficits) of other Special Assessment Construction Funds. Park Trust – to account for capital projects in new municipal parks. Park Capital Improvements – to account for capital projects in existing municipal parks. Developer Petitioned Projects - This fund accounts for costs of infrastructure projects petitioned by developers and special assessment revenue which repay the costs. Future Storm Sewer Improvements – to collect storm sewer area charges which are designated for future construction. Sewer Connection and Area – to account for sewer connection and area charges. Pavement Management Capital Project Fund – to account for pavement management construction projects. Tax Increment Construction Revolving Fund – to account for construction projects that are financed with tax increments. Municipal Building Fund – This fund accounts for the accumulation of resources and construction or remodeling costs of municipal buildings and facilities. Ice Arena Capital Project – This fund accounts for the accumulation of resources and capital expenditures related to the ice arena. 123 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET NONMAJOR CAPITAL PROJECT FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 Equipment Replacement (210) Street Sealcoating (235) Water Connection and Area (575) Completed Construction (500) Park Trust (570) Park Capital Improvement Fund (515) Assets: Cash and investments $1,622,561 $115,666 $3,432,056 $76,642 $1,843,260 $1,012,389 Interest receivable - - - - -74,131 Due from other funds - - 334,528 99,239 - - Due from other governments -25,464 - - - - Accounts receivable -368,935 - - - - Taxes receivable - delinquent - - - - - - Lease receivable - - - - -3,955,119 Special assessment receivable - deferred - - - - - - Total assets $1,622,561 $510,065 $3,766,584 $175,881 $1,843,260 $5,041,639 Liabilities, Deferred Inflows of Resources, and Fund Balances Liabilities: Accounts payable $ - $477 $103,880 $ - $1,259,889 $47,845 Due to other governments - - - - - - Contracts payable - - - - 328,823 - Due to other funds - - - - - - Deposits payable -25,644 - - - 144,418 Unearned revenue - - - - - - Interfund loan payable - - - - - - Total liabilities -26,121 103,880 -1,588,712 192,263 Deferred inflows of resources: Related to leases - - - - -3,753,690 Unavailable revenue - property taxes - - - - - - Unavailable revenue - special assessments - - - - - - Total deferred inflows of resources - - - - -3,753,690 Fund balances: Restricted - - - - - - Assigned 1,622,561 483,944 3,662,704 175,881 254,548 1,095,686 Unassigned - - - - - - Total fund balances 1,622,561 483,944 3,662,704 175,881 254,548 1,095,686 Total liabilities, deferred inflows of resources, and fund balances $1,622,561 $510,065 $3,766,584 $175,881 $1,843,260 $5,041,639 124 Statement 25 Developer Petitioned Projects (568) Future Storm Sewer Improvements (585) Sewer Connection and Area (580) Pavement Management Capital Project (560) Tax Increment Construction Revolving Fund Municipal Building Fund (525) Ice Arena Capital Project (526)2023 2022 $728,511 $118,322 $ - $2,754,215 $3,220,423 $133,459 $384,395 $15,441,899 $15,095,349 - - - - -31,561 -105,692 105,692 - - - - - - - 433,767 1,401,237 - - - - - - - 25,464 20,280 - - 500,000 1,057 - - - 869,992 711,136 - - - - -1,705 -1,705 1,930 - - - - -900,232 -4,855,351 5,667,030 2,764 - - - - - - 2,764 4,146 $731,275 $118,322 $500,000 $2,755,272 $3,220,423 $1,066,957 $384,395 $21,736,634 $23,006,800 $139,823 $205,023 $101,034 $93,389 $802 $ - $ - $1,952,162 $1,952,228 379 - - 798 - - - 1,177 - 25,326 83,023 -106,659 - - - 543,831 548,971 - - 334,528 - - - - 334,528 261 23,566 - - - - - - 193,628 402,083 - - - - - - 320,000 320,000 - - - - - 308,013 2,230,000 -2,538,013 2,900,403 189,094 288,046 435,562 200,846 308,815 2,230,000 320,000 5,883,339 5,803,946 - - - - -918,615 -4,672,305 5,584,338 - - - - -1,705 -1,705 1,930 2,764 - - - - - - 2,764 5,848 2,764 - - - - 920,320 -4,676,774 5,592,116 - - - - 3,080,093 -64,395 3,144,488 2,049,088 539,417 -64,438 2,554,426 - - - 10,453,605 11,846,419 -(169,724)- - (168,485) (2,083,363)-(2,421,572) (2,284,769) 539,417 (169,724) 64,438 2,554,426 2,911,608 (2,083,363) 64,395 11,176,521 11,610,738 $731,275 $118,322 $500,000 $2,755,272 $3,220,423 $1,066,957 $384,395 $21,736,634 $23,006,800 Nonmajor Capital Projects Funds Totals 125 CITY OF COTTAGE GROVE SUBCOMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES NONMAJOR CAPITAL PROJECT FUNDS For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Equipment Replacement (210) Street Sealcoating (235) Water Connection and Area (575) Completed Construction (500) Park Trust (570) Park Capital Improvement Fund (515) Revenues: Taxes $ - $ - $ - $ - $ - $ - Franchise taxes - 860,203 - - - - Aggregate taxes - 38,775 - - - - Tax increment collections - - - - - - Special assessments - - - - - - Direct charges to developers - 34,624 - - - - Intergovernmental - - - - 1,000,000 - Charges for services - 54,121 - - - - Rent - - - - - 486,781 Lease related interest income - - - - - 150,014 Investment income 81,801 9,928 199,567 9,554 122,895 61,286 Connection charges - - 677,066 - - - Park dedication fees - - - - 767,094 - Donations - - - - - 10,780 Miscellaneous - - - - 2,697 - Total revenues 81,801 997,651 876,633 9,554 1,892,686 708,861 Expenditures: Current: General government - - - - - - Economic development - - - - - - Public safety - - 107,261 - - - Public works 9,307 247,745 - - - - Culture and recreation - - - - 103,204 96,028 Capital outlay: General government - - - - - - Public works 513,662 496,681 874,474 - - - Culture and recreation - - - - 6,498,654 675,413 Interest and other charges - - - - 99,745 - Total expenditures 522,969 744,426 981,735 - 6,701,603 771,441 Excess of revenues over (under) expenditures (441,168) 253,225 (105,102) 9,554 (4,808,917) (62,580) Other financing sources (uses): Proceeds from sale of capital assets 9,025 - - - - - Bond issuance - - - - 4,739,397 - Bond premium - - - - 176,410 - Transfers in 418,837 - - - - - Transfers out - - (237,909) - - - Total other financing sources (uses) 427,862 - (237,909) - 4,915,807 - Net change in fund balances (13,306) 253,225 (343,011) 9,554 106,890 (62,580) Fund balances: Beginning of year 1,635,867 230,719 4,005,715 166,327 147,658 1,158,266 End of year $1,622,561 $483,944 $3,662,704 $175,881 $254,548 $1,095,686 126 Statement 26 Developer Petitioned Projects (568) Future Storm Sewer Improvements (585) Sewer Connection and Area (580) Pavement Management Capital Project (560) Tax Increment Construction Revolving Fund Municipal Building Fund (525) Ice Arena Capital Project (526)2023 2022 $ - $ - $ - $ - $ - $250,134 $ - $250,134 $249,846 - - - - - - - 860,203 642,584 - - - - - - - 38,775 33,044 - - - - 1,169,671 - - 1,169,671 1,046,540 293,955 7,754 - 21 - - - 301,730 90,845 - - - - - - - 34,624 26,081 - - - - - - - 1,000,000 2,448,035 - - - - - - - 54,121 27,829 - - - - -55,751 -542,532 710,881 - - - - -35,170 -185,184 - 31,019 48,849 5,017 158,869 130,568 9,610 14,682 883,645 (951,223) -555,074 552,117 - - - - 1,784,257 4,110,942 - - - - - - - 767,094 1,144,364 - - - - - - 80,000 90,780 - - - - - - - - 2,697 52,683 324,974 611,677 557,134 158,890 1,300,239 350,665 94,682 7,965,447 9,632,451 - - - - -2,499 -2,499 13,319 - - - - 423,406 - - 423,406 358,273 - - - - - - 5,840 113,101 165,256 2,683 173,235 103,353 888 - - - 537,211 1,094,729 - - - - - - - 199,232 495,018 - - - - -120,173 -120,173 - 543,049 1,607,447 919,042 3,486,177 -8,539 24,447 8,473,518 9,063,050 - - - - - - - 7,174,067 3,137,890 - - - 59,990 14,313 23,350 -197,398 41,202 545,732 1,780,682 1,022,395 3,547,055 437,719 154,561 30,287 17,240,605 14,368,737 (220,758) (1,169,005) (465,261) (3,388,165) 862,520 196,104 64,395 (9,275,158) (4,736,286) - - - - - - - 9,025 9,687 - - - 2,850,745 - - - 7,590,142 - - - - 143,977 - - - 320,387 - 237,909 - - 563,729 -5,302 -1,225,777 400,000 - - (66,481) - - - - (304,390) (661,207) 237,909 -(66,481) 3,558,451 -5,302 -8,840,941 (251,520) 17,151 (1,169,005) (531,742) 170,286 862,520 201,406 64,395 (434,217) (4,987,806) 522,266 999,281 596,180 2,384,140 2,049,088 (2,284,769)- 11,610,738 16,598,544 $539,417 ($169,724) $64,438 $2,554,426 $2,911,608 ($2,083,363) $64,395 $11,176,521 $11,610,738 Nonmajor Capital Projects Funds Totals 127 CITY OF COTTAGE GROVE SPECIAL REVENUE FUND - RECYCLING Statement 27 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Intergovernmental $56,040 $56,040 $56,734 $694 $56,210 Investment income 1,000 1,000 5,131 4,131 (2,244) Miscellaneous - - 3,880 3,880 21,000 Total revenues 57,040 57,040 65,745 8,705 74,966 Expenditures: Current: Public works 57,040 57,040 61,927 (4,887) 53,264 Total expenditures 57,040 57,040 61,927 (4,887) 53,264 Excess of revenues over (under) expenditures $ - $ - 3,818 $3,818 21,702 Fund balances: Beginning of year 94,926 73,224 End of year $98,744 $94,926 2023 Budgeted Amounts 128 CITY OF COTTAGE GROVE SPECIAL REVENUE FUND - STORM WATER MAINTENANCE Statement 28 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Charges for services $1,146,550 $1,146,550 $1,132,552 ($13,998) $1,083,689 Fines and forfeitures - - $17,414 $17,414 - Investment income 10,000 10,000 107,709 97,709 (98,612) Intergovernmental - - 165,084 165,084 186,844 Total revenues 1,156,550 1,156,550 1,422,759 266,209 1,171,921 Expenditures: Current: Public works 867,270 867,270 802,455 64,815 820,953 Capital outlay: Public works 55,000 55,000 - 55,000 244,426 Total expenditures 922,270 922,270 802,455 119,815 1,065,379 Excess of revenues over (under) expenditures 234,280 234,280 620,304 386,024 106,542 Other financing uses: Transfers out (153,100) (153,100) (168,129) 15,029 (394,046) Total other financing uses (153,100) (153,100) (168,129) 15,029 (394,046) Net change in fund balance $81,180 $81,180 452,175 $370,995 (287,504) Fund balances: Beginning of year 2,060,248 2,347,752 End of year $2,512,423 $2,060,248 2023 Budgeted Amounts 129 CITY OF COTTAGE GROVE SPECIAL REVENUE FUND - FORFEITURE/SEIZURE Statement 29 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Fines and forfeitures $30,000 $30,000 $14,714 ($15,286) $35,679 Intergovernmental - - - - 26,000 Investment income 1,000 1,000 3,039 2,039 (3,241) Refunds and reimbursements - - 104 104 806 Total revenues 31,000 31,000 17,857 (13,143) 59,244 Expenditures: Current: Public safety 20,270 20,270 32,419 (12,149) 29,018 Capital outlay: Public safety 10,710 10,710 238,406 (227,696) 31,906 Debt Service: Principal - - 50,000 (50,000) - Total expenditures 30,980 30,980 320,825 (289,845) 60,924 Excess of revenues over (under) expenditures $20 $20 (302,968) ($302,988) (1,680) Other financing sources: Subscription-based IT arrangements issued - - 238,406 238,406 - Total other financing sources - - 238,406 238,406 - Net change in fund balance $20 $20 (64,562) ($64,582) (1,680) Fund balances: Beginning of year 71,032 72,712 End of year $6,470 $71,032 2023 Budgeted Amounts 130 CITY OF COTTAGE GROVE SPECIAL REVENUE FUND - GOLF COURSE Statement 30 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Charges for services $2,659,800 $2,659,800 $3,006,438 $346,638 $2,600,448 Intergovernmental - - 4,519 4,519 - Investment income - - 14,112 14,112 (4,277) Miscellaneous - - 3,039 3,039 6,736 Total revenues 2,659,800 2,659,800 3,028,108 368,308 2,602,907 Expenditures: Current: Culture and recreation 2,476,870 2,476,870 2,765,647 (288,777) 2,417,261 Capital outlay: Culture and recreation 126,350 126,350 2,264,998 (2,138,648) 377,568 Debt Service: Interest and other charges - - 5,480 (5,480) - Total expenditures 2,603,220 2,603,220 5,036,125 (2,432,905) 2,794,829 Excess of revenues over (under) expenditures $56,580 $56,580 (2,008,017) ($2,064,597) (191,922) Other financing sources: Transfers in - - 650,000 650,000 - Total other financing sources - - 650,000 650,000 - Net change in fund balance $56,580 $56,580 (1,358,017) ($1,414,597) (191,922) Fund balances: Beginning of year (55,785)136,137 End of year ($1,413,802)($55,785) 2023 Budgeted Amounts 131 CITY OF COTTAGE GROVE CAPITAL PROJECT FUND - EQUIPMENT REPLACEMENT Statement 31 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Investment income $ - $ - $81,801 $81,801 ($60,787) Total revenues - - 81,801 81,801 (60,787) Expenditures: Current: Public works - - 9,307 (9,307)1,548 Capital outlay: Public works 621,550 621,550 513,662 107,888 55,027 Total expenditures 621,550 621,550 522,969 98,581 56,575 Excess of revenues over (under) expenditures (621,550) (621,550) (441,168) $180,382 (117,362) Other financing uses: Proceeds from sale of capital assets - - 9,025 9,025 9,687 Transfers in 410,000 410,000 418,837 8,837 400,000 Total other financing uses 410,000 410,000 427,862 17,862 409,687 Net change in fund balance ($211,550) ($211,550) (13,306) $198,244 292,325 Fund balances: Beginning of year 1,635,867 1,343,542 End of year $1,622,561 $1,635,867 2023 Budgeted Amounts 132 CITY OF COTTAGE GROVE CAPITAL PROJECT FUND - STREET SEALCOATING Statement 32 SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2022 Variance with Actual Final Budget - Original Final Amounts Over (Under) Actual Revenues: Franchise taxes $633,500 $633,500 $860,203 $226,703 $642,584 Aggregate taxes 22,000 22,000 38,775 16,775 33,044 Charges for services - - 88,745 88,745 53,910 Investment income 10,000 10,000 9,928 (72) (31,816) Total revenues 665,500 665,500 997,651 332,151 697,722 Expenditures: Current: Public works 271,120 271,120 247,745 23,375 304,354 Capital Outlay Public works 373,600 373,600 496,681 (123,081) 1,159,043 Total expenditures 644,720 644,720 744,426 (99,706) 1,463,397 Excess of revenues over (under) expenditures $20,780 $20,780 253,225 $274,005 (765,675) Fund balances: Beginning of year 230,719 996,394 End of year $483,944 $230,719 2023 Budgeted Amounts 133 134 INTERNAL SERVICE FUNDS Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the government and to other government units, on a cost reimbursement basis. Self-Insurance Fund – Established to provide self-insurance for the City and its officers, employees, and agents for claims in excess of standard deductibles and to account for the City flexible spending program and purchase of insurance. Fleet Maintenance Fund – Established to account for costs related to repair and maintenance of City equipment and vehicles. Revenues received from departments are based on level of service performed. Information Services Fund – Established to account for costs related to accessing information electronically and maintaining technology services including phone, voicemail, and internet services. Revenues received from departments are based on usage of those technology services. 135 COTTAGE GROVE, CITY OF COMBINING STATEMENT OF NET POSITION Statement 33 INTERNAL SERVICE FUNDS December 31, 2023 With Comparative Totals For December 31, 2022 Fleet Information Self Insurance Maintenance Services (700) (710) (720) 2023 2022 Assets: Current assets: Cash and investments (including cash equivalents) $201,473 $ - $106,413 $307,886 $451,160 Accounts receivable 5,669 1,556 - 7,225 8,713 Due from other governments 52,230 - - 52,230 8,773 Inventories - 218,928 - 218,928 172,195 Prepaid items 242,005 - 149,168 391,173 568,062 Total current assets 501,377 220,484 255,581 977,442 1,208,903 Noncurrent assets: Capital assets: Land - 424,665 - 424,665 424,665 Buildings and improvements - 928,870 - 928,870 928,870 Equipment and furniture - - 70,127 70,127 70,127 Machinery and equipment - 489,092 - 489,092 514,525 Total capital assets - 1,842,627 70,127 1,912,754 1,938,187 Accumulated depreciation - (1,000,703) (65,729) (1,066,432) (1,053,544) Total noncurrent assets - 841,924 4,398 846,322 884,643 Total assets 501,377 1,062,408 259,979 1,823,764 2,093,546 Deferred outflows of resources: Deferred outflows of resources related to pensions - 138,357 59,296 197,653 344,807 Deferred outflows of resources related to OPEB - 26,358 12,092 38,450 15,243 Total deferred outflows of resources - 164,715 71,388 236,103 360,050 Total assets and deferred outflows of resources $501,377 $1,227,123 $331,367 $2,059,867 $2,453,596 Liabilities: Current liabilities: Accounts payable $314,367 $54,619 $45,986 $414,972 $318,198 Salaries payable - 25,925 12,916 38,841 41,874 Due to other funds - 635,524 - 635,524 848,797 Due to other governments 2,854 708 - 3,562 1,913 Compensated absences payable - 39,657 27,826 67,483 73,075 Total current liabilities 317,221 756,433 86,728 1,160,382 1,283,857 Noncurrent liabilities: Compensated absences payable - 14,213 10,677 24,890 17,928 Net pension liability - 444,667 190,572 635,239 953,333 OPEB liability - 40,165 18,426 58,591 23,768 Total noncurrent liabilities - 499,045 219,675 718,720 995,029 Total liabilities 317,221 1,255,478 306,403 1,879,102 2,278,886 Deferred inflows of resources: Deferred inflows of resources related to pensions - 143,927 61,683 205,610 12,604 Deferred inflows of resources related to OPEB - 4,485 2,057 6,542 7,890 Total deferred inflows of resources - 148,412 63,740 212,152 20,494 Net position: Net investment in capital assets - 841,924 4,398 846,322 884,643 Unrestricted 184,156 (1,018,691) (43,174) (877,709) (730,427) Total net position 184,156 (176,767) (38,776) (31,387) 154,216 Total liabilities, deferred inflows of resources, and net position $501,377 $1,227,123 $331,367 $2,059,867 $2,453,596 Totals 136 COTTAGE GROVE, CITY OF COMBINING STATEMENT OF REVENUES, EXPENDITURES AND Statement 34 CHANGES IN NET POSITION INTERNAL SERVICE FUNDS For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Self Fleet Information Insurance Maintenance Services (700) (710) (720) 2023 2022 Operating revenues: Charges for services: User fees $ - $2,243,130 $1,480,336 $3,723,466 $2,869,669 Employee benefits 2,891,925 - - 2,891,925 2,520,820 Insurance refunds and reimbursements 112,014 - - 112,014 106,021 Total operating revenues 3,003,939 2,243,130 1,480,336 6,727,405 5,496,510 Operating expenses: Operating and maintenance: Personal services - 895,272 384,865 1,280,137 1,247,844 Contractual services - 636,382 886,289 1,522,671 1,171,323 Commodities - 750,183 110,058 860,241 934,950 Administrative and general: Personal insurance benefits 2,848,555 - - 2,848,555 2,593,070 Contractual services 435,126 - - 435,126 412,042 Claims 208,094 - - 208,094 186,169 Depreciation - 37,095 1,227 38,322 41,167 Total operating expenses 3,491,775 2,318,932 1,382,439 7,193,146 6,586,565 Excess of revenues over (under) expenses (487,836) (75,802) 97,897 (465,741) (1,090,055) Nonoperating revenues: Investment income 19,508 - 2,785 22,293 (49,169) Intergovernmental grants 52,230 - - 52,230 8,773 Miscellaneous - 1,991 201,857 203,848 200,664 Total nonoperating revenues 71,738 1,991 204,642 278,371 160,268 Income (loss) before capital contributions and transfers (416,098) (73,811) 302,539 (187,370) (929,787) Transfers in 1,767 - - 1,767 - Change in net position (414,331) (73,811) 302,539 (185,603) (929,787) Net position: Beginning of year 598,487 (102,956) (341,315) 154,216 1,084,003 End of year $184,156 ($176,767) ($38,776) ($31,387) $154,216 Total 137 COTTAGE GROVE, CITY OF COMBINING STATEMENT OF CASH FLOWS Statement 35 INTERNAL SERVICE FUNDS For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Self Fleet Information Insurance Maintenance Services (700) (710) (720) 2023 2022 Cash flows - operating activities: Receipts from interfund services provided $2,851,512 $2,241,574 $1,480,336 $6,573,422 $5,478,133 Receipts from insurance refunds and reimbursements 112,014 - - 112,014 106,021 Payments to suppliers (438,163) (1,396,777) (962,613) (2,797,553) (3,096,923) Payments to employees (2,848,555) (878,575) (370,891) (4,098,021) (3,754,764) Miscellaneous revenue - 1,991 201,857 203,848 209,437 Net cash flows - operating activities (323,192) (31,787) 348,689 (6,290) (1,058,096) Cash flows - noncapital financing activities: Advances to/from other funds - 31,787 (245,061) (213,274) 848,797 Intergovernmental revenue 52,230 - - 52,230 - Transfers from other funds 1,767 - - 1,767 - Net Cash flows - noncapital financing activities:53,997 31,787 (245,061) (159,277) 848,797 Cash flows - capital and related financing activities: Acquisition of capital assets - - - - (10,296) Net cash flows - capital and related financing activities - - - - (10,296) Cash flows - investing activities: Interest and dividends received 19,508 - 2,785 22,293 (49,169) Net change in cash and cash equivalents (249,687) - 106,413 (143,274) (268,764) Cash and cash equivalents January 1 451,160 - - 451,160 719,924 December 31 $201,473 $ - $106,413 $307,886 $451,160 Reconciliation of operating income (loss) to net cash flows - operating activities: Operating income (loss) ($487,836) ($75,802) $97,897 ($465,741) ($1,090,055) Adjustments to reconcile operating income (loss) to income (loss) to net cash net cash flows - operating activities Depreciation expense - 37,095 1,227 38,322 41,167 Miscellaneous - 1,991 201,857 203,848 210,550 Pension expense - 18,945 3,121 22,066 75,924 OPEB expense - 6,950 3,318 10,268 (7,202) Changes in assets and liabilities: Decrease (increase) in accounts receivables 3,044 (1,556) - 1,488 95,304 Decrease (increase) in due from other governments (43,457) - - (43,457) (8,773) Decrease (increase) in inventories - (46,733) - (46,733) (25,614) Decrease (increase) in prepaid items 183,761 383 (7,255) 176,889 (294,959) Increase (decrease) in accounts payable 18,748 37,037 40,989 96,774 4,744 Increase (decrease) in salaries payable - (3,787)754 (3,033) 1,276 Increase (decrease) in due to other governments 2,548 (899) - 1,649 (66,459) Increase (decrease) in compensated absences payable - (5,411) 6,781 1,370 6,001 Total adjustments 164,644 44,015 250,792 459,451 31,959 Net cash flows - operating activities ($323,192) ($31,787) $348,689 ($6,290) ($1,058,096) Noncash investing, capital and financing activities: Financing activities: Capital asset contributions $ - $ - $ - $ - $ - Totals 138 CITY OF COTTAGE GROVE COMBINING BALANCE SHEET Statement 36 ECONOMIC DEVELOPMENT AUTHORITY COMPONENT UNIT December 31, 2023 With Comparative Totals For December 31, 2022 Economic Development Authority (285) 2023 2022 Assets: Cash and investments $ - $ - $4,672 Accounts receivable 2,219 2,219 17,041 Prepaid items - - 6,410 Taxes receivable - delinquent 800 800 844 Loan receivable - - 14,758 Property held for resale 129,300 129,300 129,300 Total assets $132,319 $132,319 $173,025 Liabilities, Deferred Inflows of Resources, and Fund Balances Liabilities: Accounts payable $39,892 $39,892 $6,744 Salaries and benefits payable 9,883 9,883 9,070 Due to other governments 75,159 75,159 84,076 Deposits payable - - 518,590 Due to primary government 607,260 607,260 - Total liabilities 732,194 732,194 618,480 Deferred inflows of resources: Unavailable revenue - property taxes 800 800 844 Total deferred inflows of resources 800 800 844 Fund balances: Nonspendable - - 6,410 Unassigned (600,675) (600,675) (452,709) Total fund balances (600,675) (600,675) (446,299) Total liabilities, deferred inflows of resources, and fund balances $132,319 $132,319 $173,025 Fund balance reported above ($600,675) Other long-term assets, including property taxes receivable, are not available to pay for current-period expenditures, and therefore, are deferred in the governmental funds. 800 Deferred outflows of resources and deferred inflows of resources are created as a result of various differences related to pensions that are not recognized in the governmental funds. Deferred inflows of resources related to pensions (34,954) Deferred outflows of resources related to pensions 33,601 Deferred inflows of resources related to OPEB (1,146) Deferred outflows of resources related to OPEB 6,737 Long-term liabilities, including bonds payable, compensated absences, net pension liability, and other post employment benefits, are not due and payable in the current period and therefore are not reported in the funds. (138,342) Net position of component unit ($733,979) Totals Economic Development Authority Component Unit 139 CITY OF COTTAGE GROVE COMBINING STATEMENT OF REVENUES,Statement 37 EXPENDITURES AND CHANGES IN FUND BALANCES ECONOMIC DEVELOPMENT AUTHORITY COMPONENT UNIT For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 Economic Development Authority (285)2023 2022 Revenues: General property taxes $124,999 $124,999 $124,823 Intergovernmental 312,500 312,500 178,590 Charges for services - - 6,290 Investment income 35 35 - Interest on loan to primary government 43 43 307 Miscellaneous 12,024 12,024 101,931 Total revenues 449,601 449,601 411,941 Expenditures: Current: General government: Personal services 205,511 205,511 215,886 Commodities 3,728 3,728 4,457 Contractual services 394,738 394,738 274,186 Total expenditures 603,977 603,977 494,529 Excess of revenues over (under) expenditures (154,376)(154,376)(82,588) Fund balances: Beginning of year (446,299)(446,299)(363,711) End of year ($600,675)($600,675)($446,299) Net increase (decrease) in fund balance reported above ($154,376) Revenues in the statement of activities (statement 2) that do not report current financial resources are not reported as revenues in the funds General property taxes unavailable revenue: At December 31, 2022 (844) At December 31, 2023 800 Governmental funds recognize pension contributions as expenditures at the time of payment whereas the statement of activities (statement 2) factors in items related to pensions on a full accrual perspective. 6,922 Governmental funds recognize OPEB activity as expenditures at the time of payment whereas the statement of activities (statement 2) factors in items related to pensions on a full accrual perspective. (156) Some expenses reported in the statement of activities (statement 2) do not require the use of current financial resources and therefore are not reported as expenditures in governmental funds: Compensated absences: At December 31, 2022 18,649 At December 31, 2023 (20,085) Change in net position of component unit ($149,090) Totals 140 SUPPLEMENTARY FINANCIAL INFORMATION 141 142 CITY OF COTTAGE GROVE COMBINING SCHEDULE OF BONDED INDEBTEDNESS Schedule 1 For The Year Ended December 31, 2023 Interest Rate Dated Final Payment Authorized and Issued Retired Outstanding Principal due in 2024 Interest due in 2024 Primary Government General Obligation Bonds $1,405,000 Tax Increment Bonds of 2004A 3.00%-4.65% 7/1/2004 2/1/2024 $1,405,000 $1,115,000 $290,000 $290,000 $6,743 $4,660,000 G.O. Refunding Bonds of 2016A 2.00%-3.00% 1/28/2016 2/1/2027 4,660,000 3,155,000 1,505,000 365,000 28,275 $9,155,000 G.O. CIP Bonds of 2017A 2.5%-3.25% 5/11/2049 2/1/2038 9,155,000 1,830,000 7,325,000 400,000 204,875 $4,090,000 G.O. CIP Bonds of 2019A 3.00%-4.00% 2/14/2019 2/1/2040 4,090,000 450,000 3,640,000 160,000 117,184 Total General Obligation Bonds 19,310,000 6,550,000 12,760,000 1,215,000 357,077 Equipment Certificate $2,845,000 Equipment Cerificate of 2019B 3.00% 2/14/2019 2/1/2029 2,845,000 1,040,000 1,805,000 280,000 49,950 Special Assessment Debt Improvement Bonds of 2015A 2.50%-3.00% 5/27/2015 2/1/2031 5,700,000 2,510,000 3,190,000 380,000 81,935 Improvement Bonds of 2016B 2.00%-210% 11/16/2016 2/1/2033 4,275,000 1,535,000 2,740,000 285,000 52,370 Improvement Bonds of 2018A 3.00% 6/26/2018 2/1/2035 7,620,000 1,265,000 6,355,000 450,000 183,900 Improvement Bonds of 2021A 1.20%-2.00% 6/10/2021 2/1/2037 3,955,000 230,000 3,725,000 235,000 61,373 Improvement Refunding Bond of 2021B 1.05%-2.00% 12/9/2021 2/1/2029 3,840,000 510,000 3,330,000 530,000 50,665 Total Special Assessment Debt with Governmental Commitment 25,390,000 6,050,000 19,340,000 1,880,000 430,243 Tax Abatement Bonds G.O. Tax Abatement Bonds of 2023A 4.00% 5/9/2023 2/1/20244 7,815,000 - 7,815,000 - 379,340 Total Bonded Indebtedness - Primary Government 55,360,000 13,640,000 41,720,000 3,375,000 1,216,610 Total Bonded Indebtedness - Reporting Entity $55,360,000 $13,640,000 $41,720,000 $3,375,000 $1,216,610 143 CITY OF COTTAGE GROVE DEBT SERVICE PAYMENTS TO MATURITY For The Year Ended December 31, 2023 $1,405,000 Tax Increment Bonds of 2004A $4,660,000 G.O. Refunding Bonds of 2016A $9,155,000 G.O. CIP Bonds of 2017A $4,090,000 G.O. CIP Bonds of 2017A $2,845,000 Equipment Certificate of 2019B Bonds payable $290,000 $1,505,000 $7,325,000 $3,640,000 $1,805,000 Future interest payable 6,743 62,675 1,724,073 1,087,686 167,325 Totals $296,743 $1,567,675 $9,049,073 $4,727,686 $1,972,325 Payments to maturity 2024 $296,743 $393,275 $604,875 $277,184 $329,950 2025 - 394,050 602,725 280,584 326,475 2026 - 391,500 605,200 278,684 327,775 2027 - 388,850 603,387 276,584 328,775 2028 - - 607,325 280,134 329,475 2029 - - 605,950 279,359 329,875 2030 - - 603,738 278,434 - 2031 - - 605,607 277,359 - 2032 - - 602,130 276,133 - 2033 - - 602,675 279,684 - 2034 - - 602,151 278,009 - 2035 - - 601,175 276,040 - 2036 - - 599,750 278,486 - 2037 - - 602,798 275,484 - 2038 - - 599,587 277,234 - 2039 - - - 278,653 - 2040 - - - 279,641 - 2041 - - - - - 2042 - - - - - 2043 - - - - - 2044 - - - - - Totals $296,743 $1,567,675 $9,049,073 $4,727,686 $1,972,325 144 Schedule 2 $5,700,000 Improvement Bonds of 2015A $4,275,000 Improvement Bonds of 2016B $7,620,000 Improvement Bonds of 2018A $3,955,000 Improvement Bonds of 2021A $3,840,000 Improvement Refunding Bonds of 2021B $7,815,000 Improvement & Tax Abatement Bonds of 2023A Total General Obligation Bonds $3,190,000 $2,740,000 $6,355,000 $3,725,000 $3,330,000 $7,815,000 $41,720,000 349,821 264,790 1,210,275 434,543 150,222 3,455,488 8,913,641 $3,539,821 $3,004,790 $7,565,275 $4,159,543 $3,480,222 $11,270,488 $50,633,641 $461,936 $337,370 $633,900 $296,372 $580,665 $224,858 $4,437,128 460,385 331,670 630,250 296,622 579,965 643,965 4,546,691 459,535 325,970 631,225 296,772 579,065 640,565 4,536,291 449,535 325,220 631,750 296,822 577,965 636,765 4,515,653 443,966 319,420 631,825 296,773 579,372 632,565 4,120,855 442,691 313,620 631,450 296,622 583,190 627,965 4,110,722 431,383 312,770 630,625 296,373 - 622,965 3,176,288 390,390 311,820 629,350 297,102 - 622,565 3,134,193 - 305,670 627,625 298,695 - 616,565 2,726,818 - 121,260 630,375 299,948 - 615,165 2,549,107 - - 627,600 295,958 - 613,165 2,416,883 - - 629,300 296,790 - 605,565 2,408,870 - - - 297,260 - 602,565 1,778,061 - - - 297,434 - 598,965 1,774,681 - - - - - 591,685 1,468,506 - - - - - 588,800 867,453 - - - - - 358,600 638,241 - - - - - 356,800 356,800 - - - - - 354,600 354,600 - - - - - 357,000 357,000 - - - - - 358,800 358,800 $3,539,821 $3,004,790 $7,565,275 $4,159,543 $3,480,222 $11,270,488 $50,633,641 General Obligation Bonds Primary Government 145 CITY OF COTTAGE GROVE DEFERRED TAX LEVIES Schedule 3 For The Year Ended December 31, 2023 Tax Abatement Year of Tax Levy/Collection $7,815,000 Bonds of 2023A $1,865,000 Bonds of 2012A $3,840,000 Refunding Bonds of 2021B $5,700,000 Bonds of 2015A $4,275,000 Bonds of 2016B $7,620,000 Bonds of 2018A $3,955,000 Bonds of 2021A Total Special Assessment Bonds 2023/24 $ - $85,326 $516,240 $320,440 $196,736 $381,971 $251,857 1,752,570 2024/25 375,949 87,489 515,400 323,712 194,545 383,231 252,067 1,756,444 2025/26 371,198 42,424 514,350 318,269 197,604 384,019 252,172 1,708,838 2026/27 361,027 - 513,090 318,076 195,308 384,334 252,171 1,662,979 2027/28 355,435 - 517,305 321,939 193,013 384,176 252,066 1,668,499 2028/29 349,424 - - 315,014 195,967 383,546 251,857 1,146,384 2029/30 337,993 - - 328,911 198,816 382,444 251,542 1,161,713 2030/31 331,391 - - - 196,310 380,868 253,390 830,568 2031/32 323,910 - - - 70,082 384,071 254,886 709,039 2032/33 316,259 - - - - 381,393 250,770 632,163 2033/34 307,978 - - - - 383,493 251,757 635,250 2034/35 293,816 - - - - - 252,518 252,518 2035/36 284,485 - - - - - 252,744 252,744 2036/37 274,524 - - - - - - - 2037/38 265,699 - - - - - - - 2038/39 256,488 - - - - - - - 2039/40 81,530 - - - - - - - 2040/41 69,640 - - - - - - - 2041/42 57,330 - - - - - - - 2042/43 44,850 - - - - - - - 2043/44 31,740 - - - - - - - $5,090,666 $215,239 $2,576,385 $2,246,361 $1,638,381 $4,213,546 $3,279,797 $14,169,709 Special Assessment Bonds 146 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET Schedule 4 PAVEMENT MANAGEMENT DEBT SERVICE SCHEDULE December 31, 2023 With Comparative Totals For December 31, 2022 G.O. Improvement Bonds 2015A (492) G.O. Improvement Bonds 2016B (493) 2021B G.O. Improvement Refunding Bond (340)2023 2022 Assets: Cash and investments $559,324 $183,376 $54,057 $796,757 $825,065 Taxes receivable - delinquent 1,571 1,113 1,724 4,408 4,059 Special assessments receivable Deferred 452,712 566,273 393,704 1,412,689 1,671,120 Delinquent 637 237 553 1,427 1,647 Special deferred 6,315 7,709 763 14,787 21,854 Total assets $1,020,559 $758,708 $450,801 $2,230,068 $2,523,745 Deferred Inflows of Resources and Fund Balances Deferred inflows of resources: Unavailable revenue - property taxes 1,571 1,113 1,724 4,408 4,059 Unavailable revenue - special assessments 459,664 574,219 395,021 1,428,904 1,694,621 Total deferred inflows of resources 461,235 575,332 396,745 1,433,312 1,698,680 Fund balances: Restricted 559,324 183,376 54,056 796,756 825,065 Total fund balances 559,324 183,376 54,056 796,756 825,065 Total deferred inflows of resources and fund balances $1,020,559 $758,708 $450,801 $2,230,068 $2,523,745 Totals Pavement Management Debt Service Schedule 147 CITY OF COTTAGE GROVE SCHEDULE OF REVENUES,Schedule 5 EXPENDITURES AND CHANGES IN FUND BALANCES PAVEMENT MANAGEMENT DEBT SERVICE SCHEDULE For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 G.O. Improvement Bonds 2015A (492) G.O. Improvement Bonds 2016B (493) 2021B G.O. Improvement Refunding Bond (340)2023 2022 Revenues: General property taxes $299,551 $199,784 $264,480 $763,815 $648,800 Special assessments 107,699 114,368 104,782 326,849 387,958 Investment income 19,776 4,134 148 24,058 (46,331) Total revenues 427,026 318,286 369,410 1,114,722 990,427 Expenditures: Current: General government 1,688 1,456 1,467 4,611 7,544 Debt service: Principal 380,000 285,000 510,000 1,175,000 1,135,000 Interest and other charges 93,810 58,545 61,065 213,420 281,628 Total expenditures 475,498 345,001 572,532 1,393,031 1,424,172 Excess of revenues over (under) expenditures (48,472) (26,715) (203,122) (278,309) (433,745) Other financing sources: Payments to refunded bond escrow agent - - - - (3,875,000) Transfers in - - 250,000 250,000 82,363 Total other financing sources - - 250,000 250,000 (3,792,637) Net change in fund balances (48,472) (26,715) 46,878 (28,309) (4,226,382) Fund balances: Beginning of year 607,796 210,091 7,178 825,065 5,051,447 End of year $559,324 $183,376 $54,056 $796,756 $825,065 Totals Pavement Management Debt Service Schedule 148 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET Schedule 6 TAX INCREMENT CONSTRUCTION REVOLVING SCHEDULE December 31, 2023 With Comparative Totals For December 31, 2022 TIF 1-8 (533) TIF 1-12 (532,534) TIF 1-15 (529) TIF 1-16 (528) TIF 1-17 Dominium (540) TIF 1-18 (542) TIF 1-20 Northpoint (535)2023 2022 Assets: Cash and investments $386,092 $2,551,789 $110,499 $1,945 $142,212 $3,028 $24,858 $3,220,423 $2,509,491 Liabilities and Fund Balances Liabilities: Accounts payable - - - - - 802 - 802 - Interfund loan payable - - 144,750 110,787 - 9,976 42,500 308,013 460,403 Total liabilities - - 144,750 110,787 - 10,778 42,500 308,815 460,403 Fund balances: Restricted 386,092 2,551,789 - - 142,212 - - 3,080,093 2,049,088 Unassigned - - (34,251) (108,842) - (7,750) (17,642) (168,485) - Total fund balances 386,092 2,551,789 (34,251) (108,842) 142,212 (7,750) (17,642) 2,911,608 2,049,088 Total liabilities and fund balances $386,092 $2,551,789 $110,499 $1,945 $142,212 $3,028 $24,858 $3,220,423 $2,509,491 Totals Tax Increment Construction Revolving Fund 149 CITY OF COTTAGE GROVE SCHEDULE OF REVENUES,Schedule 7 EXPENDITURES AND CHANGES IN FUND BALANCES TAX INCREMENT CONSTRUCTION REVOLVING SCHEDULE For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 TIF 1-8 (533) TIF 1-12 (532,534) TIF 1-15 (529) TIF 1-16 (528) TIF 1-17 Dominium (540) TIF 1-18 (542) TIF 1-20 Northpoint (535)2023 2022 Revenues: Tax increment collections $ - $781,196 $129,706 $39,942 $183,824 $26,278 $8,725 $1,169,671 $1,046,540 Miscellaneous: Investment income 5,894 111,475 5,890 886 4,888 82 1,453 130,568 (88,218) Total revenues 5,894 892,671 135,596 40,828 188,712 26,360 10,178 1,300,239 958,322 Expenditures: Current: Economic development 1,079 260,469 1,248 1,199 134,278 23,353 1,780 423,406 358,273 Debt service: Interest and other charges - - 6,743 4,374 807 389 2,000 14,313 15,752 Total expenditures 1,079 260,469 7,991 5,573 135,085 23,742 3,780 437,719 374,025 Net change in fund balances 4,815 632,202 127,605 35,255 53,627 2,618 6,398 862,520 584,297 Fund balances: Beginning of year 381,277 1,919,587 (161,856) (144,097) 88,585 (10,368) (24,040) 2,049,088 1,464,791 End of year $386,092 $2,551,789 ($34,251) ($108,842) $142,212 ($7,750) ($17,642) $2,911,608 $2,049,088 Totals Tax Increment Construction Revolving Fund 150 CITY OF COTTAGE GROVE SUBCOMBINING BALANCE SHEET Schedule 8 TIF DEBT SERVICE REVOLVING SCHEDULE December 31, 2023 With Comparative Totals For December 31, 2022 2004A Taxable Tax Increment Refunding Bonds TIF 1-19 (320) 2014A Exempt Increment Bonds TIF 1-12 (338) 2014A Taxable Tax Increment Refunding Bonds TIF 1-12 (341)2023 2022 Assets: Cash and investments $526,422 $297,620 $37,884 $861,926 $627,107 Liabilities and Fund Balances Liabilities: Accounts payable $331 $ - $ - $331 $ - Interfund loan payable 18,032 - - 18,032 22,032 Total liabilities 18,363 0 0 18,363 22,032 Fund balances: Restricted 508,059 297,620 37,884 843,563 605,075 Total fund balances 508,059 297,620 37,884 843,563 605,075 Total liabilities and fund balances $526,422 $297,620 $37,884 $861,926 $627,107 Totals TIF Debt Service Revolving Schedule 151 CITY OF COTTAGE GROVE SCHEDULE OF REVENUES,Schedule 9 EXPENDITURES AND CHANGES IN FUND BALANCES TIF DEBT SERVICE REVOLVING SCHEDULE For The Year Ended December 31, 2023 With Comparative Totals For The Year Ended December 31, 2022 2004A Taxable Tax Increment Refunding Bonds TIF 1-19 (320) 2014A Exempt Increment Bonds TIF 1-12 (338) 2014A Taxable Tax Increment Refunding Bonds TIF 1-12 (341)2023 2022 Revenues: Tax increment collections $226,895 $288,000 $ - $514,895 $704,259 Miscellaneous: Investment income 16,936 2,742 1,841 21,519 (6,432) Total revenues 243,831 290,742 1,841 536,414 697,827 Expenditures: Current: Economic development 1,555 425 - 1,980 1,957 Debt service: Principal retirement - 275,000 - 275,000 255,000 Interest and other charges 661 20,285 - 20,946 33,128 Total expenditures 2,216 295,710 - 297,926 290,085 Net change in fund balances 241,615 (4,968)1,841 238,488 407,742 Fund balances: Beginning of year 266,444 302,588 36,043 605,075 197,333 End of year $508,059 $297,620 $37,884 $843,563 $605,075 Totals TIF Debt Service Revolving Schedule 152 III. STATISTICAL SECTION (UNAUDITED) 153 154 STATISTICAL SECTION (Unaudited) This part of the City's annual comprehensive financial report presents detailed information as a context for understanding what the information in the financial statements, note disclosures and required supplementary information says about the City's overall financial health. Contents Tables Financial Trends These schedules contain trend information to help the reader understand how the City's financial performance and well-being have changed over time. 1 - 4 Revenue Capacity These schedules contain information to help the reader assess the City's most significant local revenue source, the property tax. 5 - 8 Debt Capacity These schedules present information to help the reader assess the affordability of the City's current levels of outstanding debt and the City's ability to issue additional debt in the future. 9 - 12 Demographic and Economic Information These schedules offer demographic and economic indicators to help the reader understand the environment within which the City's financial activities take place. 13 - 14 Operating Information These schedules present information to help the reader understand how the information in the City 's financial report relates to the services the City provides and the activities it performs. 15 - 17 Sources: Unless otherwise noted, the information in these schedules is derived from the comprehensive annual financial reports for the relevant year. 155 CITY OF COTTAGE GROVE NET POSITION BY COMPONENT Last Ten Fiscal Years (Accrual Basis of Accounting) 2014 2015 2016 2017 Governmental activities: Net investment in capital assets $127,260,042 $125,562,970 $132,834,867 $140,298,832 Restricted 6,971,432 8,766,706 7,609,138 2,855,507 Unrestricted 28,277,397 24,285,174 19,091,443 24,845,782 Total governmental activities net position $162,508,871 $158,614,850 $159,535,448 $168,000,121 Business-type activities: Net investment in capital assets $54,432,059 $54,202,710 $54,063,470 $56,060,163 Restricted - - - - Unrestricted 15,896,363 13,980,970 13,628,016 11,528,841 Total business-type activities net position $70,328,422 $68,183,680 $67,691,486 $67,589,004 Primary government: Net invested in capital assets $181,692,101 $179,765,680 $186,898,337 $196,358,995 Restricted for: 6,971,432 8,766,706 7,609,138 2,855,507 Unrestricted 44,173,760 38,266,144 32,719,459 36,374,623 Total primary government net position $232,837,293 $226,798,530 $227,226,934 $235,589,125 Note: GASB 65 was implemented in 2013. Net position was restated for 2012 to reflect the expensing of bond issuance costs in the year of issuance. Net position for years prior to 2012 was not restated. Note: GASB 68 was implemented in 2015. Net position was restated for 2014 to reflect the reporting of net pension liability and pension related deferred outflows of resources. Net position for years prior to 2014 was not restated. Note: The City closed the Stormwater Improvement Capital Project Fund during 2015 and transferred the majority of the net position to the Stormwater Utility Fund. Fiscal Year 156 Table 1 2018 2019 2020 2021 2022 2023 $152,256,234 $173,846,256 $198,383,059 $204,395,412 $230,431,271 $256,950,114 6,177,599 5,199,682 7,959,917 8,691,283 6,398,608 14,057,356 21,252,792 24,697,514 25,127,751 30,394,564 31,795,908 22,245,673 $179,686,625 $203,743,452 $231,470,727 $243,481,259 $268,625,787 $293,253,143 $63,822,257 $70,373,534 $75,408,885 $87,203,382 $104,180,227 $124,845,135 - - - - - - 11,707,720 12,742,735 13,696,597 15,530,934 14,543,822 14,060,628 $75,529,977 $83,116,269 $89,105,482 $102,734,316 $118,724,049 $138,905,763 $216,078,491 $244,219,790 $273,791,944 $291,598,794 $334,611,498 $381,795,249 6,177,599 5,199,682 7,959,917 8,691,283 6,398,608 14,057,356 32,960,512 37,440,249 38,824,348 45,925,498 46,339,730 36,306,301 $255,216,602 $286,859,721 $320,576,209 $346,215,575 $387,349,836 $432,158,906 Fiscal Year 157 CITY OF COTTAGE GROVE CHANGES IN NET POSITION Last Ten Fiscal Years (Accrual Basis of Accounting) 2014 2015 2016 2017 Expenses Governmental activities: General government $2,229,518 $2,346,805 $3,450,479 $2,398,669 Community development 946,001 1,086,197 1,173,071 1,527,549 Economic development 545,646 1,460,114 2,257,548 740,668 Public safety 7,212,998 7,662,393 10,153,726 9,308,430 Public works 7,599,182 7,426,045 9,623,335 8,413,073 Culture and recreation 5,119,093 5,153,844 5,340,558 5,137,951 Interest on long-term debt 808,642 1,029,228 875,642 962,772 Total governmental activities expenses 24,461,080 26,164,626 32,874,359 28,489,112 Business-type activities: Street lights 867,690 746,794 746,005 882,660 Cottage Grove EMS 1,412,855 1,507,766 1,688,041 1,571,044 Water operating 2,216,819 2,438,166 2,370,466 2,789,792 Sewer operating 2,428,944 2,448,283 2,727,188 2,879,119 Total business-type activities expenses 6,926,308 7,141,009 7,531,700 8,122,615 Total primary government expenses $31,387,388 $33,305,635 $40,406,059 $36,611,727 Program revenues Governmental activities: Charges for services: General government $138,768 $117,636 $665,193 $108,808 Community development 989,140 1,527,836 1,660,365 2,240,628 Economic development 1,771 3,467 5,210 210 Public safety 325,368 394,574 431,862 363,782 Public works 1,010,695 971,599 975,532 1,099,690 Culture and recreation 2,448,968 3,091,072 2,725,288 2,682,090 Operating grants and contributions 1,545,268 1,237,805 1,676,805 1,408,099 Capital grants and contributions 9,401,775 5,861,631 10,284,047 13,805,696 Total governmental activities program revenues 15,861,753 13,205,620 18,424,302 21,709,003 Business-type activities: Charges for services: Street lights 658,810 549,005 530,905 685,560 Cottage Grove EMS 1,626,320 1,431,007 1,766,236 1,510,101 Water operating 1,868,942 1,840,088 1,817,862 1,664,292 Sewer operating 2,151,756 2,310,624 2,291,038 2,294,714 Operating grants and contributions - - - - Capital grants and contributions 1,783,762 361,762 196,671 441,738 Total business-type activities program revenues 8,089,590 6,492,486 6,602,712 6,596,405 Total primary government program revenues $23,951,343 $19,698,106 $25,027,014 $28,305,408 Fiscal Year 158 Table 2 Page 1 of 2 2018 2019 2020 2021 2022 2023 $2,573,693 $2,704,159 $5,621,197 $2,936,133 $3,500,705 $3,300,129 1,626,960 1,524,566 1,750,768 2,305,822 2,676,975 2,526,101 275,927 492,107 583,767 823,036 864,161 16,938,793 9,353,309 9,272,317 6,947,733 11,098,534 13,853,217 742,227 8,559,929 10,062,896 13,650,476 15,567,240 10,788,045 12,979,642 5,035,903 5,566,175 5,638,642 6,365,540 9,447,768 8,927,799 1,037,986 1,286,632 1,141,147 1,236,037 931,466 1,077,579 28,463,707 30,908,852 35,333,730 40,332,342 42,062,337 46,492,270 991,041 1,073,480 1,152,326 1,262,557 1,099,054 1,157,388 1,605,779 1,750,771 1,843,840 2,091,317 2,302,408 2,425,138 2,980,080 2,904,174 3,039,639 3,428,669 4,053,526 5,692,361 2,881,446 3,139,150 3,463,493 3,532,908 4,159,063 4,342,927 8,458,346 8,867,575 9,499,298 10,315,451 11,614,051 13,617,814 $36,922,053 $39,776,427 $44,833,028 $50,647,793 $53,676,388 $60,110,084 $319,999 $196,283 $193,964 $54,220 $89,818 $179,473 1,758,096 2,424,030 2,648,715 3,439,162 4,316,442 2,579,463 210 572,983 400,210 210 1,694,792 1,214,663 360,609 409,463 764,732 1,689,365 1,391,825 630,563 3,932,082 3,106,452 1,095,238 2,304,418 1,854,776 2,132,108 3,376,799 3,094,394 2,578,312 3,798,744 4,253,613 5,344,059 3,710,686 2,231,407 17,726,027 4,648,424 2,278,343 3,680,506 13,899,381 29,783,591 20,144,097 23,828,108 37,949,025 44,115,417 27,357,862 41,818,603 45,551,295 39,762,651 53,828,634 59,876,252 821,512 825,587 962,958 1,115,511 1,038,210 1,058,036 2,006,555 2,066,733 1,772,704 2,524,990 1,378,154 2,191,586 2,144,652 2,537,654 3,002,920 3,648,447 3,624,478 4,174,060 2,685,608 3,064,703 3,190,196 3,352,994 3,663,853 3,574,316 2,350 23,409 101,196 147,694 41,788 67,605 4,488,437 2,700,615 3,842,839 6,359,047 12,272,831 7,446,103 12,149,114 11,218,701 12,872,813 17,148,683 22,019,314 18,511,706 $39,506,976 $53,037,304 $58,424,108 $56,911,334 $75,847,948 $78,387,958 Fiscal Year 159 CITY OF COTTAGE GROVE CHANGES IN NET POSITION Last Ten Fiscal Years (Accrual Basis of Accounting) 2014 2015 2016 2017 Net (expense) revenue: Governmental activities ($8,599,327) ($12,959,006) ($14,450,057) ($6,780,109) Business-type activities 1,163,282 (648,523) (928,988) (1,526,210) Total primary government net (expense) revenue (7,436,045) (13,607,529) (15,379,045) (8,306,319) General revenues and other changes in net position: Governmental activities: Taxes: Property taxes $12,616,267 $13,394,585 $13,956,582 $14,483,061 Franchise taxes 542,689 526,643 516,931 560,492 Aggregate taxes 26,236 37,133 39,748 28,442 Lodging taxes - - - - Tax increment collections 711,628 710,541 776,061 1,002,046 Grants and contributions not restricted to specific programs 83,682 99,137 126,058 126,670 Unrestricted investment earnings (loss) 551,910 357,170 285,494 330,903 Gain on sale of capital assets 43,904 (15,157) - - Transfers (720,742) 613,878 (330,219) (1,286,832) Total governmental activities 13,855,574 15,723,930 15,370,655 15,244,782 Business-type activities: Grants and contributions not restricted to specific programs - - 7,736 17,161 Unrestricted investment earnings (loss) 199,179 137,896 96,851 119,735 Gain on sale of capital assets - - 1,988 - Transfers 720,742 (613,878) 330,219 1,286,832 Total business-type activities 919,921 (475,982) 436,794 1,423,728 Total primary government $14,775,495 $15,247,948 $15,807,449 $16,668,510 Change in net position: Governmental activities $5,256,247 $2,764,924 $920,598 $8,464,673 Business-type activities 2,083,203 (1,124,505) (492,194) (102,482) Total primary government $7,339,450 $1,640,419 $428,404 $8,362,191 (1) Community development is in General. (2) In 2013, Golf Course was reclassified to a special revenue fund Note: GASB 65 was implemented in 2013. Governmental activity expenses were restated for 2012 to reflect the expensing of bond issuance costs in the year of issuance. Expenses for years prior to 2012 were not restated. Note: GASB 68 was implemented for 2015. Expenses for years prior to 2015 were not restated. Fiscal Year 160 Table 2 Page 2 of 2 2018 2019 2020 2021 2022 2023 ($1,105,845) $10,909,751 $10,217,565 ($569,691) $11,766,297 $13,383,982 3,690,768 2,351,126 3,373,515 6,833,232 10,405,263 4,893,892 2,584,923 13,260,877 13,591,080 6,263,541 22,171,560 18,277,874 $15,171,020 $15,608,602 $16,881,359 $17,494,963 $18,804,948 $20,590,413 567,875 583,715 596,537 615,326 642,584 860,203 20,791 22,250 22,699 23,467 33,044 38,775 - - - - - 71,647 769,475 1,085,358 1,321,659 1,427,233 1,750,799 1,684,566 - 113,435 181,316 83,568 229,638 72,738 519,675 982,812 582,781 (258,924) (2,043,372) 2,567,079 71,631 49,186 34,579 31,111 29,658 9,025 (4,126,962) (4,973,641) (2,435,861) (6,836,521) (6,069,068) (14,651,072) 12,993,505 13,471,717 17,185,069 12,580,223 13,378,231 11,243,374 - - - - - - 152,466 261,525 179,837 (40,919) (484,598) 636,750 - - - - - - 4,126,962 4,973,641 2,435,861 6,836,521 6,069,068 14,651,072 4,279,428 5,235,166 2,615,698 6,795,602 5,584,470 15,287,822 $17,272,933 $18,706,883 $19,800,767 $19,375,825 $18,962,701 $26,531,196 $11,887,660 $24,381,468 $27,402,634 $12,010,532 $25,144,528 $24,627,356 7,970,196 7,586,292 5,989,213 13,628,834 15,989,733 20,181,714 $19,857,856 $31,967,760 $33,391,847 $25,639,366 $41,134,261 $44,809,070 Fiscal Year 161 CITY OF COTTAGE GROVE FUND BALANCES - GOVERNMENTAL FUNDS Last Ten Fiscal Years (Modified Accrual Basis of Accounting) 2014 2015 2016 2017 General Fund: Nonspendable: Prepaid items $18,019 $15,383 $11,222 $8,750 Restricted - - - - Assigned 1,380,698 1,408,357 1,393,200 1,589,169 Unassigned 8,113,424 8,829,697 9,036,425 9,233,073 Total general fund $9,512,141 $10,253,437 $10,440,847 $10,830,992 All other governmental funds: Nonspendable: Prepaid items $8,529 $7,343 $5,723 $2,827 Inventory 24,434 20,696 28,750 30,625 Restricted 4,478,812 4,857,365 3,200,692 3,306,203 Committed 329,841 394,204 731,090 947,486 Assigned 25,591,181 26,322,717 23,020,349 21,301,562 Unassigned (10,958,389)(9,122,473) (10,240,496)(5,511,868) Total all other governmental funds $19,474,408 $22,479,852 $16,746,108 $20,076,835 Total all funds $28,986,549 $32,733,289 $27,186,955 $30,907,827 Fiscal Year 162 Table 3 2018 2019 2020 2021 2022 2023 $47,532 $33,719 $27,042 $43,228 $25,906 $7,816 - - - - - 1,733,127 1,383,065 1,432,671 1,768,606 1,676,895 592,019 1,094,500 9,814,949 10,224,988 10,479,728 11,384,256 12,696,178 12,581,127 $11,245,546 $11,691,378 $12,275,376 $13,104,379 $13,314,103 $15,416,570 $10,889 $14,933 $33,818 $7,743 $6,090 $14,970 30,297 25,601 28,265 84,153 105,873 83,758 3,515,300 3,876,020 4,969,881 9,649,776 6,811,004 8,699,259 1,383,402 1,736,590 2,136,969 2,531,015 2,155,025 2,722,525 19,445,494 19,583,736 21,455,576 25,923,365 21,582,225 20,718,857 (5,804,056) (7,464,138) (9,643,235) (4,875,306) (3,219,445) (5,804,378) $18,581,326 $17,772,742 $18,981,274 $33,320,746 $27,440,772 $26,434,991 $29,826,872 $29,464,120 $31,256,650 $46,425,125 $40,754,875 $41,851,561 Fiscal Year 163 CITY OF COTTAGE GROVE CHANGES IN FUND BALANCES - GOVERNMENTAL FUNDS Last Ten Fiscal Years (Modified Accrual Basis of Accounting) 2014 2015 2016 2017 Revenues: General property taxes $12,687,917 $13,465,987 $13,957,128 $14,649,224 Other taxes 1,292,229 1,274,317 1,332,740 1,402,475 Special assessments 1,326,017 1,499,796 2,004,196 2,715,466 Licenses and permits 904,400 1,305,442 1,323,680 1,922,934 Direct charges to developers 661,861 307,971 277,860 273,200 Intergovernmental 3,932,021 2,415,754 5,642,451 8,077,051 Charges for services 3,572,351 3,808,618 4,061,301 4,140,390 Rent 435,975 450,428 464,078 435,688 Lease related interest income - - - - Fines and forfeits 171,317 228,642 236,260 184,942 Investment earnings (loss) 452,293 262,799 219,963 310,579 Interest on interfund loan 59,066 74,340 52,040 52,206 Connection charges 841,434 318,092 649,489 2,050,958 Park dedication fees 63,595 9,010 212,865 526,936 Miscellaneous 1,005,867 1,138,274 1,864,861 1,982,338 Total revenues 27,406,343 26,559,470 32,298,912 38,724,387 Expenditures: Current: General government 2,025,709 2,155,327 3,143,136 2,200,031 Community development 919,126 1,058,537 1,117,760 1,304,601 Economic development 541,838 1,456,306 2,236,464 695,356 Public safety 6,484,552 6,751,804 7,447,058 7,798,262 Public works 4,306,068 4,344,837 4,133,659 3,900,347 Culture and recreation 4,169,469 4,154,992 4,438,628 4,303,051 Capital outlay 5,028,422 7,036,802 17,201,219 22,426,545 Debt service: Principal retirement 2,470,000 1,320,000 6,570,000 1,915,000 Capital lease payment 305,076 316,235 327,432 - Interest and fiscal charges 882,508 912,107 1,023,721 900,240 Total expenditures 27,132,768 29,506,947 47,639,077 45,443,433 Excess revenues over (under) expenditures 273,575 (2,947,477) (15,340,165) (6,719,046) Other financing sources (uses): Transfers in 1,840,995 3,049,657 1,648,258 7,111,644 Transfers out (1,213,059) (2,362,952) (1,162,564) (6,135,532) Bonds issued 1,405,000 5,700,000 8,935,000 9,155,000 Proceeds from leases - - - - Payment to refunded bond escrow agent - - - - Premium on debt issued 18,461 254,245 357,684 289,321 Discount on debt issued - - - - Proceeds from sale of capital assets 67,120 53,267 15,453 19,485 Subscription-based IT arrangements issued - - - - Total other financing sources(uses) 2,118,517 6,694,217 9,793,831 10,439,918 Net change in fund balances $2,392,092 $3,746,740 ($5,546,334) $3,720,872 Debt service as a percentage of noncapital expenditures 16.5% 11.3% 26.0% 12.2% Fiscal Year 164 Table 4 2018 2019 2020 2021 2022 2023 $15,166,368 $15,631,133 $16,887,233 $17,514,744 $18,257,259 $20,584,152 1,358,141 1,691,323 1,940,895 2,066,026 2,426,427 2,655,191 2,482,866 4,282,185 6,085,906 8,420,102 864,104 2,202,377 1,773,543 2,277,642 2,480,933 3,181,740 4,386,820 2,698,807 132,385 299,683 444,907 627,540 26,081 168,707 5,283,405 17,716,725 20,635,136 10,662,269 14,947,235 28,449,483 4,903,311 4,988,080 5,062,505 6,969,681 7,326,861 7,498,099 486,270 474,994 492,206 494,880 711,091 542,637 - - - - - 272,477 208,744 220,024 141,380 192,036 178,449 333,250 460,856 924,396 527,309 (269,070) (2,010,736) 2,274,148 26,474 23,903 21,895 19,395 16,533 20,454 2,776,937 1,932,844 2,563,422 5,293,099 4,110,942 1,784,257 853,659 472,500 1,110,209 2,014,802 1,144,364 767,094 2,024,992 1,870,544 1,151,221 1,024,348 2,056,056 1,164,372 37,937,951 52,805,976 59,545,157 58,211,592 54,441,486 71,415,505 2,453,986 2,488,722 5,122,412 2,504,935 3,033,149 2,904,353 1,594,534 1,486,081 1,753,836 2,329,259 2,581,927 2,444,734 230,615 447,061 539,092 823,036 864,161 742,227 8,660,273 8,535,996 8,186,255 10,257,201 10,928,197 12,446,009 4,066,609 4,769,732 6,257,352 6,910,688 6,503,285 5,895,204 4,627,375 5,013,805 4,646,429 5,968,879 6,909,315 7,282,271 20,919,610 34,786,137 28,300,835 17,786,563 22,582,259 44,208,054 3,595,000 2,420,000 2,435,000 3,785,000 2,961,575 3,367,679 - - - - - - 1,123,547 1,253,185 1,352,629 1,344,234 1,121,846 1,141,777 47,271,549 61,200,719 58,593,840 51,709,795 57,485,714 80,432,308 (9,333,598)(8,394,743)951,317 6,501,797 (3,044,228)(9,016,803) 5,149,453 5,308,513 5,094,561 2,897,844 3,840,551 3,140,919 (4,649,003)(4,486,763)(4,267,119)(2,265,181)(2,639,290)(1,507,625) 7,620,000 6,935,000 -7,795,000 -7,815,000 - - - - 38,240 - - - - - (3,875,000) - 111,630 239,309 - 235,748 - 320,387 - - - - - - 20,563 35,932 13,771 3,267 9,687 9,025 - - - - - 335,783 8,252,643 8,031,991 841,213 8,666,678 (2,625,812)10,113,489 ($1,080,955)($362,752)$1,792,530 $15,168,475 ($5,670,040)$1,096,686 17.9%13.9%11.9%13.7%11.6%12.0% Fiscal Year 165 CITY OF COTTAGE GROVE TAX CAPACITY VALUE AND ESTIMATED MARKET VALUE OF TAXABLE PROPERTY Table 5 Last Ten Fiscal Years Taxable Total Taxable Assessed Estimated Residential Real and Fiscal Disparity Total Adjusted Value as a Actual Taxable Payable Residential Commercial Agricultural Non-homestead Personal Personal Contribution (Net) Taxable Percentage of Market Total Direct Year Property Property Property Property Property Property and TIF Value Taxable Value Value Tax Rate 2014 18,114,214 5,001,690 761,279 2,207,013 622,578 26,706,774 2,264,989 28,971,763 1.21% 2,396,493,700 43.812 2015 20,730,170 5,093,035 776,575 2,609,305 633,787 29,842,872 3,544,899 33,387,771 1.23% 2,705,975,400 41.591 2016 21,377,754 5,203,657 767,424 2,749,793 678,862 30,777,490 3,557,397 34,334,887 1.23% 2,790,852,600 43.14 2017 22,141,063 5,623,028 785,628 2,740,566 716,347 32,006,632 3,967,785 35,974,417 1.25% 2,889,152,300 43.01 2018 23,982,857 6,113,919 747,876 3,020,198 789,240 34,654,090 4,094,931 38,749,021 1.24% 3,125,587,600 40.58 2019 26,295,544 6,402,547 764,841 3,320,374 775,659 37,558,965 4,619,334 42,178,299 1.24% 3,407,440,600 38.959 2020 28,432,495 6,692,191 744,506 3,955,352 758,254 40,582,798 2,746,520 43,329,318 1.17% 3,691,869,400 39.182 2021 30,539,286 7,416,715 777,431 4,462,625 826,222 44,022,279 2,852,598 46,874,877 1.17%3,991,958,100 37.351 2022 31,985,984 8,416,020 794,197 4,980,953 621,001 46,798,155 2,544,552 49,342,707 1.17% 4,226,273,500 37.251 2023 40,625,940 8,962,526 824,188 7,003,974 654,114 58,070,742 2,247,211 60,317,953 1.14% 5,307,199,300 33.899 Source: Washington County * Taxable property values include both urban and rural properties. (1) The tax capacity (assessed taxable value) of the property is calculated by applying a statutory formula to the 166 CITY OF COTTAGE GROVE DIRECT AND OVERLAPPING PROPERTY TAX RATES Table 6 Last Ten Fiscal Years Fiscal Total City Washington School Total Year General Debt Service Direct Rate County District (2) Other (4) Overlapping Total 2014 40.976 2.836 43.812 32.811 39.169 5.401 77.381 121.193 2015 38.886 2.705 41.591 30.186 35.675 4.182 70.043 111.634 2016 40.422 2.717 43.139 30.564 36.812 4.568 71.944 115.083 2017 40.156 2.856 43.012 30.448 34.309 4.345 69.102 112.114 2018 36.509 4.075 40.584 29.983 33.303 4.175 67.461 108.045 2019 35.025 3.933 38.958 29.682 34.926 3.994 68.602 107.56 2020 33.645 5.537 39.182 28.944 33.904 2.382 65.23 104.412 2021 31.895 5.456 37.351 27.435 34.181 2.304 63.92 101.271 2022 31.571 5.68 37.251 27.532 33.739 2.196 63.467 100.718 2023 29.331 4.568 33.899 23.625 31.296 1.88 56.801 90.70 Source: Official Statements for the City of Cottage Grove (Washington County) *Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all City property owners; for example, although the county property tax rates apply to all City property owners, other District rates apply only to the approximately one-third of City property owners whose property is located within that District's geographic boundaries. City's property tax revenue base includes both urban and rural properties. Rural rate is 70% of urban rate plus debt. (2) Independent School District 833 (4) Includes Metropolitan Transit Commission, Metropolitan Council, and Regional Rail Authority. Overlapping Rates*City Direct Rate (1) 167 168 CITY OF COTTAGE GROVE PRINCIPAL PROPERTY TAXPAYERS Table 7 Current Year and Ten Years Ago Taxpayer Net Tax Capacity Value Rank Percentage of Total City Tax Capacity Value Net Tax Capacity Value Rank Percentage of Total City Tax Capacity Value 3M Company $790,732 1 1.36% 618,873 1 2.32% ORP Hinton, LLC 641,761 2 1.11% - - - Xcel Energy 623,376 3 1.07% 579,616 2 2.17% Mars II Inc. 619,366 4 1.07% 169,544 5 0.63% PHS/Cottage Grove Inc 493,582 5 0.85% - - - Renewal by Andersen, LLC 394,471 6 0.68% 144,536 7 0.54% Renewal by Andersen Corp 315,232 7 0.54% - - - Wal-Mart 294,224 8 0.51% - - - Northstar Sheets 290,316 9 0.50% - Grove-Rainbow LP 284,524 10 0.49% 135,516 9 0.51% Menard Inc - 193,170 3 0.72% PHM/Cottage Grove Inc - 176,591 4 0.66% Dayton-Hudson Corporation - 160,496 6 0.60% MN Pipeline Company - 136,418 8 0.51% Wer Dis LLC 131,250 10 0.49% Total $4,747,584 8.18% $2,446,010 9.15% Total All Property $58,070,742 $26,706,774 Source: Official Statements for the City of Cottage Grove 20142023 169 CITY OF COTTAGE GROVE PROPERTY TAX LEVIES AND COLLECTIONS Last Ten Fiscal Years Percentage Fiscal Net Operating Debt MVHC/ Total Net of Year Tax Levy (1) Tax Levy Ag Credit (1) Tax Levy Amount Levy 2014 $11,873,130 $826,000 ($5,947) $12,693,183 $12,610,243 99.35% 2015 12,526,600 875,500 (8,722) 13,393,378 13,326,911 99.50% 2016 13,174,084 890,000 (9,707) 14,054,377 13,991,560 99.55% 2017 13,798,587 985,000 (8,890) 14,774,697 14,694,114 99.45% 2018 13,700,988 1,535,000 (7,072) 15,228,916 15,156,690 99.53% 2019 14,100,682 1,590,000 (7,213) 15,683,469 15,631,548 99.67% 2020 14,557,824 2,397,500 (6,788) 16,948,536 16,890,861 99.66% 2021 15,033,501 2,576,500 (6,226) 17,603,775 17,548,413 99.69% 2022 15,526,411 2,804,000 (5,826) 18,324,585 18,256,754 99.63% 2023 17,860,270 2,789,440 (4,704) 20,645,006 20,571,262 99.64% Notes: (1) This reflects the Final Levy Certification after all adjustments have been made Fiscal Year of Levy Collected within the Taxes Levied for the Fiscal Year 170 Table 8 Collections Percentage in Subsequent of Abatements Years Amount Levy $0 $81,432 $12,691,675 99.94% - 65,274 13,392,185 99.50% (6,717) 54,318 14,045,878 99.55% - 78,509 14,772,623 99.45% 988 71,880 15,228,570 99.53% (4,732) 45,426 15,676,974 99.67% (41,455) 11,334 16,902,195 99.66% (21,465) 23,857 17,572,270 99.69% (1,390) 49,059 18,305,813 99.63% 5,588 - 20,571,262 99.64% Total Collections to Date 171 CITY OF COTTAGE GROVE RATIOS OF OUTSTANDING DEBT BY TYPE Last Ten Fiscal Years General General Obligation Obligation General Special Other Fiscal Tax Increment Obligation Assessments Long-Term Year Bonds (1) Bonds (1) Bonds (1)Leases Debt 2014 $2,516,865 $ - $13,140,768 $5,158,667 $ - 2015 2,309,130 - 17,964,105 4,842,432 - 2016 2,096,395 4,660,000 20,679,730 - - 2017 1,868,660 13,736,030 19,281,013 - - 2018 1,625,926 13,103,649 24,189,529 - - 2019 1,363,191 16,323,536 22,941,943 - 2,947,657 2020 1,085,456 15,595,093 21,674,357 - 2,686,458 2021 820,000 14,701,649 27,242,322 - 2,420,259 2022 565,000 11,825,549 23,703,909 26,665 2,144,060 2023 290,000 24,290,368 16,439,716 14,714 1,862,985 Notes: Details regarding the City's outstanding debt can be found in the notes to the financial statements. (1) Presented net of original issuance discounts and premiums. (2) See the Demographic and Economic statistics schedule for personal income and population data. Governmental Activities 172 Table 9 Other Total Percentage Revenue Capital Long-Term Primary of Personal Per Bonds (1)Lease Debt Government Income (2) Capita (2) $717,221 $ - $ - $21,533,521 1.12%605 609,856 - - 25,725,523 1.28%718 - - - 27,436,125 1.30%761 - - - 34,885,703 1.58%956 - - - 38,919,104 1.67%1,042 - - - 43,576,327 1.74%1,141 - - - 41,041,364 1.55%1,064 - - - 45,184,230 1.58%1,141 - - - 38,265,183 1.23%942 - - 265,055 43,162,838 1.29%1,031 Business-Type Activities 173 CITY OF COTTAGE GROVE RATIOS OF GENERAL BONDED DEBT OUTSTANDING Table 10 Last Ten Fiscal Years General Obligation Percentage of General General Special Less: Amounts Estimated Fiscal Obligation Tax Obligation Assessments Available in Debt Actual Taxable Per Year Increment Bonds (1) Bonds (1) Bonds (1) Service Funds Total Market Value (2) Capita (3) 2014 $2,516,865 $ - $13,140,768 $2,833,208 $12,824,425 0.54% 360 2015 2,309,130 - 17,964,105 3,773,605 16,499,630 0.61% 461 2016 2,096,395 4,660,000 20,679,730 4,098,850 23,337,275 0.84% 647 2017 1,868,660 13,736,030 19,281,013 3,281,981 31,603,722 1.09% 866 2018 1,625,926 13,103,649 24,189,529 3,370,032 35,549,072 1.14% 952 2019 1,363,191 16,323,536 22,941,943 3,224,138 37,404,532 1.10% 980 2020 1,085,456 15,595,093 21,674,357 4,128,227 34,226,679 0.93% 888 2021 820,000 14,701,649 27,242,322 8,133,965 34,630,006 0.87% 874 2022 565,000 11,825,549 23,703,909 4,712,195 31,382,263 0.74% 765 2023 290,000 24,290,368 16,439,716 5,374,800 35,645,284 0.67% 851 Notes: Details regarding the City's outstanding debt can be found in the notes to the financial statements. (1) Presented net of original issuance discounts and premiums. (2) See the Assessed and Estimated Actual Value of Taxable Property for estimated actual taxable market value. (3) See the Demographic and Economic statistics schedule for population data. 174 CITY OF COTTAGE GROVE DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIES DEBT Table 11 As of December 31, 2023 City of Cottage Grove Percent of Debt Share of Net Debt Applicable Overlapping Outstanding to City Debt Overlapping: Washington County 98,060,000$ 6.5868% 6,459,016$ School Districts: ISD No. 200 (Hastings) 65,377,571 12.0208% 7,858,907 ISD No. 833 (South Wash. County) 283,615,000 31.7406% 90,021,103 Metro Council 191,435,000 1.1606% 2,221,795 Total Overlapping 106,560,820 City of Cottage Grove Direct Debt 42,883,069 100.00% 42,883,069 Total Direct and Overlapping Debt: 681,370,640$ 149,443,889$ Source: City of Cottage Grove Municipal Disclosure Reporting Notes: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of the City. This schedule estimates the portion of the outstanding debt of those overlapping governments that is borne by the residents and businesses of the City. This process recognizes that, when considering the City's ability to issue and repay long-term debt, the entire debt burden borne by the residents and businesses should be taken into account. However, this does not imply that every taxpayer is a resident, and therefore responsible for repaying the debt, of each overlapping government. 175 CITY OF COTTAGE GROVE LEGAL DEBT MARGIN INFORMATION Last Ten Fiscal Years Market value Debt limit (3% of market value) Debt applicable to limit: General obligation bonds Less: Amount set aside for repayment of general obligation debt Total net debt applicable to limit Legal debt margin 2014 2015 2016 2017 Debt limit 71,894,811$ 81,179,262$ 83,725,578$ 86,674,569$ Total net debt applicable to limit 5,085,000 4,805,000 4,660,000 13,240,000 Legal debt margin $66,809,811 $76,374,262 $79,065,578 $73,434,569 Total net debt applicable to the limit as a percentage of debt limit 7.07% 5.92% 5.57% 15.28% Legal Debt Margin Calculation for Fiscal Year 2023 176 Table 12 $5,307,199,300 159,215,979 12,770,000 738,767 13,508,767 $145,707,212 2018 2019 2020 2021 2022 2023 93,767,628$ 102,223,218$ 110,756,082$ 119,758,743$ $126,788,205 159,215,979$ 12,645,000 15,745,000 15,140,000 14,375,000 13,585,000 13,508,767 $81,122,628 $86,478,218 $95,616,082 $105,383,743 $113,203,205 145,707,212$ 13.49% 15.40% 13.67% 12.00% 10.71% 8.48% Legal Debt Margin Calculation for Fiscal Year 2023 177 CITY OF COTTAGE GROVE DEMOGRAPHIC AND ECONOMIC STATISTICS Table 13 Last Ten Fiscal Years Per Capita Fiscal Personal Personal School Unemployment Year Population (1)Income (2)Income(2)Enrollment(3)Rate(4) 2014 35,619 1,926,643,820 54,090 17,685 3.8% 2015 35,814 2,012,741,903 56,200 17,893 3.3% 2016 36,062 2,105,690,772 58,392 17,794 3.4% 2017 36,492 2,213,900,353 60,669 18,165 3.2% 2018 37,341 2,329,396,164 63,035 18,519 2.6% 2019 38,175 2,500,210,040 65,493 18,554 2.8% 2020 38,555 2,641,981,375 68,525 18,753 5.7% 2021 39,605 2,862,372,165 72,273 18,502 3.3% 2022 41,027 3,148,124,791 76,733 18,558 2.2% 2023 41,875 3,342,211,250 79,814 18,770 2.5% Sources: (1) Census 2020. Metropolitan Council 2013-2019 and 2021-2022. City Community Development Department 2023. (2) Washington County data from Bureau of Economic Analysis. (3) Independent School District No. 833 including Valley Crossing School. (4) Minnesota Department of Employment and Economic Development. 178 CITY OF COTTAGE GROVE PRINCIPAL EMPLOYERS Table 14 Current Year and Ten Years Ago Percentage Percentage of Total of Total Taxpayer Employees Rank Employment Employees Rank Employment School District 833 (1) 2,983 1 30% 1591 1 24% Renewal by Andersen 1,610 2 16% 454 3 7% Up-North Plastics 710 3 7% 245 4 4% 3M Cottage Grove 653 4 7% 760 2 11% Hy-Vee 650 5 7% Wal-Mart 318 6 3% 140 8 2% City of Cottage Grove 229 7 2% 186 6 3% Van Meter (2) 208 8 2% 213 5 3% American Manufacturing & Distribution 163 9 2% Menards 149 10 1% AGCO 163 7 2% Target 135 9 2% Allina 110 10 2% Total 7,673 77% 3,997 60% Notes: (1) Includes employees for entire district, including those outside the City limits. (2) Previously listed as Werner Electric. Source: Official Statements for the City of Cottage Grove 2023 2014 179 CITY OF COTTAGE GROVE FULL-TIME EQUIVALENT CITY GOVERNMENT EMPLOYEES BY FUNCTION Last Ten Fiscal Years Function 2014 2015 2016 2017 General government: Total general government 23.40 23.25 25.70 27.60 Public safety: Police/Cottage Grove EMS: Officers 40.00 40.00 43.56 46.84 Civilians 8.26 7.56 7.56 7.56 Fire/Emergency managaement 7.00 9.00 11.75 15.10 Total public safety 55.26 56.56 62.87 69.50 Public works 23.68 27.62 25.66 27.23 Parks & Recreation 11.20 11.20 11.10 10.30 Ice arena 3.65 - - - Water/Sewer/Street lights 9.24 9.34 10.34 11.31 Fleet maintenance 4.04 4.04 4.04 4.00 Total 130.47 132.01 139.71 149.94 Source: City of Cottage Grove Finance Office Full-Time Equivalent Employees as of December 31 180 Table 15 2018 2019 2020 2021 2022 2023 28.20 29.00 26.00 26.50 27.50 32.13 46.84 46.84 46.64 47.94 47.94 44.00 7.56 7.56 7.56 7.56 7.56 9.72 15.10 15.10 18.00 18.00 18.50 16.00 69.50 69.50 72.20 73.50 74.00 69.72 26.99 27.59 33.20 42.00 42.00 19.46 10.30 10.30 9.80 7.50 7.50 22.50 - - - - - - 11.31 11.31 11.50 9.00 9.00 16.54 4.00 4.00 4.00 2.00 2.00 8.00 150.30 151.70 156.70 160.50 162.00 168.35 Full-Time Equivalent Employees as of December 31 181 CITY OF COTTAGE GROVE OPERATING INDICATORS BY FUNCTION/PROGRAM Last Ten Fiscal Years Function/Program 2014 2015 2016 2017 General government: Elections 2 2 Registered voters as of 7am election day 20,780 21,594 Number of votes cast 11,166 19,799 Voter participation (registered)53.73%84.50% Community development: Inspections: Building permints (new dwelling units)77 65 99 255 Code enforcement inspections 1,482 1,013 841 1,018 Public safety: Police: Crimes - Part I 774 719 673 767 Crimes - Part II 1,434 1,419 1,424 1,471 Total calls for service 18,448 20,576 21,331 20,879 Fire: Medical 2,562 2,464 2,681 2,790 Avg response time (minutes) medical 6:19 6:13 6:21 6:25 Avg response time (minutes) fire 7:34 7:06 6:54 7:05 Avg response time (minutes) both 6:27 6:16 6:24 6:28 Entire service area Public works: Sq. yards of streets sealcoated 199,725 118,159 193,249 71,152 Miles of streets new construction 1.99 0.56 1.11 1.02 Miles of watermain added 1.84 1.06 1.20 3.64 Source: Various City of Cottage Grove departments Fiscal Year 182 Table 16 2018 2019 2020 2021 2022 2023 41312 22,076 22,689 24,444 25,006 25,621 17,369 2,559 22,932 8,352 17,602 75.00%11.28%93.81%33.40%68.70% 185 284 382 574 350 290 1,119 803 666 771 597 489 619 619 616 459 409 317 1,358 948 961 738 517 487 22,647 20,375 32,288 28,933 28,077 43,021 2,914 2,950 2,995 3,747 3,502 4,603 6:25 7:17 6:18 7:30 6:50 3,364 7:13 6:08 9:38 9:24 9:43 6:06 6:54 7:03 8:18 8:27 7:29 6:59 0 0 250,766 0 0 0 4.82 2.80 2.87 4.94 2.99 1.39 4.30 4.52 9.16 6.94 9.50 4.31 Fiscal Year 183 CITY OF COTTAGE GROVE CAPITAL ASSET STATISTICS BY FUNCTION/PROGRAM Last Ten Fiscal Years Function/Program 2014 2015 2016 2017 Public works: City-owned lights 2,481 2,495 2,592 2,682 Xcel owned lights 301 301 301 301 Streets (miles) 160.35 160.91 162.02 163.04 Sidewalks/trails (miles) 57.83 59.56 61.98 64.87 Parks (acreage): Community parks 400 400 400 400 Neighborhood parks 275 275 275 275 Recreation facilities 15 15 15 15 County parks 569 569 569 569 State scientific and nature area 238 238 238 238 Golf course 219 219 219 219 Other open space 961 961 961 961 Water: Number of connections 10,706 10,706 10,789 10,891 Miles of water mains and laterals 149.98 149.98 151.18 154.82 Sanitary sewer: Number of connections 10,670 10,670 10,667 10,983 Miles of sanitary sewer mains and laterals 131.45 131.45 132.81 135.42 Storm sewer: Miles of storm sewers 89.52 89.52 93.94 98.75 Source: Various City departments Fiscal Year 184 Table 17 2018 2019 2020 2021 2022 2023 2,797 2,898 2,968 3,071 3,153 3,234 301 301 301 301 301 301 167.87 170.67 175.53 178.47 181.46 182.85 70.06 75.55 81.28 85.97 91.24 96.00 400 400 400 400 408 421 275 275 275 280 285 285 15 15 15 15 15 14 569 569 569 569 569 569 238 238 238 238 238 238 219 219 219 219 219 219 961 969.8 969.8 980 995 995 11,160 11,212 11,513 12,081 12,969 13,190 159.12 164.24 175.40 182.34 191.84 196.14 11,256 11,521 11,714 12,280 13,170 12,989 139.51 142.42 146.87 153.29 157.69 160.50 106.39 111.18 116.96 122.53 128.06 132.49 Fiscal Year 185 186 1 City Council Action Request 7.A. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title City Council Special Meeting Minutes (5/01/2024) Staff Recommendation Approve the May 1, 2024, Special Meeting Minutes. Budget Implication N/A Attachments 1. 2024-05-01 City Council Meeting (Closed) CITY OF COTTAGE GROVE 12800 Ravine Parkway Cottage Grove, Minnesota 55016 www.cottagegrovemn.gov 651-458-2800 Fax 651-458-2897 Equal Opportunity Employer MINUTES COTTAGE GROVE CITY COUNCIL May 1, 2024 COUNCIL CHAMBER 12800 RAVINE PARKWAY SOUTH SPECIAL MEETING (CLOSED) – 5:45 P.M St Croix Room 1. CALL TO ORDER The City Council of the City of Cottage Grove, Washington County, Minnesota, held a special meeting on May 1, 2024, at Cottage Grove City Hall, 12800 Ravine Parkway. Mayor Bailey called the meeting to order at 5:45 p.m. 2. Agenda A. East Point Douglas/Jamaica Project – Closed pursuant to Minn. Stat. 13D.03. for attorney client privilege to discuss labor negotiations. Mayor Bailey asked for a motion to close the special meeting pursuant to Minn. Stat. 13D.03 for attorney-client privilege to discuss labor negotiations. Motion by Council Member Olsen, seconded by Council Member Khambata, to close the meeting at 5:47 p.m. Motion by Council Member Olsen and seconded by Council Member Thiede to open the meeting at 6:45 p.m. Minutes prepared by Tamara Anderson, City Clerk. 1 City Council Action Request 7.B. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title City Council Regular Meeting (05-01-2024) Staff Recommendation Approve the May 1, 2024, Regular Meeting Minutes. Budget Implication N/A Attachments 1. 2024-05-01 City Council Meeting CITY OF COTTAGE GROVE 12800 Ravine Parkway Cottage Grove, Minnesota 55016 www.cottagegrovemn.gov 651-458-2800 Fax 651-458-2897 Equal Opportunity Employer MINUTES COTTAGE GROVE CITY COUNCIL May 1, 2024 COUNCIL CHAMBER 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE, MN 55016 REGULAR MEETING - 7:00 P.M COUNCIL CHAMBER 1. CALL TO ORDER The City Council of the City of Cottage Grove, Washington County, Minnesota, held a regular meeting on May 1, 2024, at Cottage Grove City Hall, 12800 Ravine Parkway. Mayor Bailey called the meeting to order at 7:00 p.m. 2. PLEDGE OF ALLEGIANCE The audience, staff, and City Council Members stood and recited the Pledge of Allegiance. 3. ROLL CALL City Clerk Tammy Anderson called the roll: Mayor Bailey-Here; Council Member Garza- Here; Council Member Khambata-Here; Council Member Olsen-Here; Council Member Thiede-Here. Also present: Jennifer Levitt, City Administrator; Tammy Anderson, City Clerk; Ryan Burfeind, Public Works Director; Zac Dockter, Parks and Recreation Director; Joe Fischbach, Human Resources Manager; Conner Jakes, Associate Planner; Pete Koerner, Public Safety Director; Dan Schoen, Public Safety Captain; Korine Land, City Attorney-LeVander, Gillen & Miller, PA; Brenda Malinowski, Finance Director; Amanda Meyer, City Engineer; Emily Schmitz, Community Development Director. 4. OPEN FORUM Mayor Bailey opened the Open Forum. As no one wished to address the Council, Mayor Bailey closed the Open Forum. 5. ADOPTION OF AGENDA Motion by Council Member Olsen to approve the agenda; second by Council Member Thiede. Motion carried: 5-0. 6. PRESENTATIONS City Council Meeting Minutes May 1, 2024 Page 2 A. Presentation - Accacia Lodge Donation Staff Recommendation: Accept and approve the donation of six Fire Suppression tools from the Accacia Masonic Lodge No. 51. Mayor Bailey stated Pete Koerner, Public Safety Director, will speak about this; he asked the Council Members to join him in front of the Council dais for the presentation. Director Koerner stated many of the Accacia Masonic Lodge No. 51 are here tonight, and he’s been working with Lloyd Cheney on this; he asked Mr. Cheney to speak about this donation. Mr. Cheney introduced Worshipful Master Adam Martin, Mr. Cheney is currently sitting as the Senior Warden, and with us tonight is also our Junior Warden, Dave Martin, our Lodge Education Officer, Steven Miller, a past Worshipful Master brother, Jerry Johnson, and another past Worshipful Master brother, Neil Clymer. We also have from our neighboring Newport Lodge Worshipful Brother Steve Ingram. Last, but certainly not least, is our District Representative Bill Solberg, from his mother lodge, St. John’s in Stillwater. Mr. Cheney stated Mr. Martin will speak further. Mr. Martin stated on behalf of Accacia Lodge No. 51 in Cottage Grove, MN, it is our honor to donate these Fire Suppression tools to the City of Cottage Grove and its first responders. Mr. Cheney stated for people who don’t know the history of Old Cottage Grove, Accacia Lodge No. 51 is actually the 51st Lodge that was established in Minnesota, lodges kind of ebb and flow, but we were founded in 1865. So, next year it’ll be 160 years that this lodge has been in existence; our lodge building itself was the first congregational church built in 1865. If you drive past it in Old Cottage Grove, you’ll see that we have done much work on that building and continue to do so. We thank the help that we got from the City and certainly the County Historical Preservation Society. We also do these donations and asked if anyone knew what a Fire Suppression tool is; he explained if an officer driving through the City sees smoke, that officer can grab this Fire Suppression tool, pull the pin, open up the door, and throw it in. It will deploy, and it’s not a toxic substance, its an aerosol, but does not take the oxygen out of the room. We recently had a save in Newport with this, a Washington County deputy deployed this tool, saved some dogs in a house, and actually saved a structure from the fire. So, within 35 seconds, it will reduce the temperature in the building by over 1,000 degrees, and it will put out the fire or at least get it to where a Fire Department can continue putting out the fire in the building. We have six devices right now that we’re donating to your squad vehicles, and you have over 18 squads; it is our mission to get to a point before next year to have all your vehicles with this device in it. It’s a good program and a wonderful tool for our first responders. Mr. Cheney stated there’s a pancake breakfast this Sunday at the Accacia Lodge, from 8:00 a.m. to noon. So, come get your pancakes. City Council Meeting Minutes May 1, 2024 Page 3 If you have kids in Park High School, Woodbury High School, or high schools in the area, we are giving out three $1,000 scholarships. I brought some flyers that you can take about that or you can go onto our website. We will also have a Flag Day celebration where we’ll be putting up a flag; that flag is actually an Eagle Scout project by Brother Steve and his sons. The flag itself actually flew and was carried on the USS Minnesota submarine, which was obtained through our contact with a retired Navy serviceman, who belongs to our Lodge. Mayor Bailey stated thank you immensely, to all of you, for this amazing donation, and the fact that you’re committing already to putting these in every one of our squad cars is truly inspiring. Mayor Bailey stated it’s groups like yourself that really, truly make our community an awesome place because frankly, I didn’t even know there was this option available until I started seeing it on some of the social media posts of our surrounding cities. Then I found out we were going to get this opportunity from you and your group to do that, I just want to say thank you. Mr. Cheney stated you’re welcome; I also want to say that we could not do this without the help of Minnesota Masonic Charities, our charitable arm of our organization. They are subsidizing these Fire Suppression units, along with the Lodges, we’re working in partnership with them. This idea was really orchestrated by a past Grand Master, David Berg, and it’s being continued by our current Grand Master. Mayor Bailey stated you mentioned the pancake breakfast this Sunday. I have to mention the spaghetti dinner is amazing and so are the peanut butter cookies, whoever makes those, but we always enjoy heading out there as a group. So, thank you for doing that, too. It’s obviously good, giving back to the community. Mayor Bailey asked if the rest of the Lodge members would come forward for a photo, along with our police officers. Photos were taken, after which everyone applauded. B. Proclamation - Mental Health Awareness Month Staff Recommendation: Proclaim May 2024 Mental Health Awareness Month. Council Member Garza read aloud the 2024 Mental Health Awareness Month proclamation. Motion by Council Member Garza to proclaim May 2024 Mental Health Awareness Month; second by Council Member Thiede. Motion carried: 5-0. C. Proclamation - EMS Week Staff Recommendation: Designate the week of May 19-25, 2024 as Emergency Medical Services Week. City Council Meeting Minutes May 1, 2024 Page 4 Council Member Khambata read aloud the Emergency Medical Services Week proclamation. This is the 50th Anniversary of EMS week, the theme is “Honoring our Past, Forging our Future.” Motion by Council Member Khambata to designate the week of May 19-25, 2024 as Emergency Medical Services Week; second by Council Member Olsen. Motion carried: 5-0. D. Proclamation - Police Officer Memorial Day 2024 Staff Recommendation: Proclaim National Police Week May 12 through May 18, 2024 and Peace Officers Memorial Day May 15, 2024. Council Member Olsen stated it’s an honor and a privilege to be able to read these proclamations: National Police Week, May 12 through May 18, 2024, and Peace Officers Memorial Day, May 15, 2024. He read the proclamations aloud. Council Member Olsen stated in 2024, we’ve already lost 55 police officers across the country, and that includes the two we lost in Burnsville, Minnesota, and it’s May 1; that’s a pretty staggering number to me. So, it means a lot to me, Mayor, that you gave me the opportunity to read this proclamation. Motion by Council Member Olsen to proclaim National Police Week May 12 through May 18, 2024 and Peace Officers Memorial Day May 15, 2024; second by Council Member Thiede. Motion carried: 5-0. E. Presentation - Public Works Spring Cleanup Event Staff Recommendation: Receive a presentation on the Public Works Spring Cleanup Event. Ryan Burfeind, Public Works Director, stated every year, the first Saturday in May, we have our annual Spring Cleanup Event at Public Works, from 7:00 a.m. to 3:00 p.m., rain or shine. We will be there accepting: Household Goods, Tires & Batteries, Miscellaneous Materials by the Load, Treated & Untreated Lumber, Electronics, Shredding. Our pricing is very similar to other years; our goal is really to have a very convenient and low-cost way for folks in town to clean things up, bring them down, and we’ll take care of that. We’re also recycling a lot of it, we’re trying to recycle every bit of it that we can. Director Burfeind stated in 2021, Washington County stopped accepting hazardous materials on a cleanup day like ours; they want folks to use the Environmental Center in Woodbury, which is very convenient. Mayor Bailey thanked Director Burfeind, stated this is very well attended every year, and it’s nice to clean out yards, garages, and houses. Director Burfeind stated most people come in the morning, but if you want to have a lot shorter line, in the afternoon you can probably be through there in about five minutes. City Council Meeting Minutes May 1, 2024 Page 5 Council Member Khambata stated somebody asked me if there’s a limit to the size of the objects that can be dropped off. Director Burfeind stated I should be careful how I answer this, but if you can bring it in a box truck, we’ll take it. Council Member Khambata stated I think it was related to old furniture, but they were asking me, and I was like I don’t exactly know. Director Burfeind stated it shouldn’t be an issue; if you can legally haul it down the road, I imagine we can take it. Council Member Khambata stated all right, good to know, thank you. F. Proclamation - Asian American & Pacific Islander Heritage Month Staff Recommendation: Proclaim the month of May 2024 as Asian American and Pacific Islander Heritage Month. Council Member Thiede read aloud the proclamation. Motion by Council Member Thiede to proclaim the month of May 2024 as Asian American and Pacific Islander Heritage Month; second by Council Member Khambata. Motion carried: 5-0. 7. CONSENT AGENDA A. Approve the April 3, 2024 City Council Regular Meeting Minutes. B. Approve the April 17, 2024 City Council Special Meeting Minutes. C. Approve the April 27, 2024 City Council Regular Meeting Minutes. D. Accept and place on file the minutes from the March 25, 2024 Planning Commission meeting. E. Authorize issuance of a single-occasion gambling permit to Cynthia Lynn Bachradt on behalf of the Cottage Grove Lions Club to conduct a raffle at Carbone’s Pizza (7155 Jorgensen Avenue South) on September 17, 2024. F. Authorize issuance of a single-occasion gambling permit to Carrie Lynn Kapischke and Jacqueline Marie Larson on behalf of the Minnesota Foundation for Agriculture to conduct a raffle at River Oaks Golf Course (11099 Highway 61, Cottage Grove) on June 10, 2024, from 12:30 p.m. to 6:00 p.m. G. Authorize issuance of a single-occasion gambling permit to Ruth Kay Linkenmeyer-Meirick on behalf of the Minnesota Foundation for Agriculture to conduct a raffle at River Oaks Golf Course (11099 Highway 61, Cottage Grove) on June 18, 2024 from 12:00 p.m. to 7:00 p.m. H. Approve the issuance of a 3.2% On-Sale Malt Liquor License to Sreekanth Penmatso, Krishna Vasireddy, Kartheek Chandum, and Vijay Gadde, operating as Quantum Sports, LLC, at the location of 7900 West Point Douglas Road contingent upon the following: 1) Applicants shall obtain an occupancy permit from the City of Cottage Grove as well as all other permits necessary from other agencies, such as Washington County, City Council Meeting Minutes May 1, 2024 Page 6 Minnesota Department of Health, etc. 2) State Restaurant License: Issuance of a restaurant license by the State of Minnesota. 3) San Jose Police Department Response: Receipt of a response from the San Jose Police Department regarding Vijay Gadde’s background check with no information that could preclude the applicant from receiving a 3.2% On- Sale license. Following the fulfillment of these conditions, it is recommended full approval of the On-Site 3.2% Malt Liquor License for Quantum Sports, LLC. I. Approve the issuance of rental licenses to the properties in the attached table. J. Accept 1st Quarter Donations by Resolution 2024-079. K. Approve the attached professional services agreement and authorize the City to expend approximately $30,000 on the legal services of Barna, Guzy & Steffen for the purposes of 2025 labor contract negotiations. L. Authorize Resolution 2024-066 approving final payment to Ebert Construction in the amount of $23,464.68 for the Glacial Valley Park Building Project. M. Authorize Resolution 2024-067 approving final payment to Wild Cat Cleaning Service, LLC, in the amount of $318.95 for the Glacial Valley Park Building Project. N. 1) Adopt Ordinance No. 1081 amending Title 11, Zoning Regulations, subject to minor modifications by the City Attorney. 2) Adopt Ordinance No. 1082 repealing section 11-3-14, Signs, and replace with the enactment of Title 12 Sign Code, subject to minor modifications by the City Attorney. O. Adopt Resolution 2024-068 supporting the City’s Rural Surface Transportation Grant application for the County Road 19A & 100th Street Realignment Project. P. Adopt Resolution 2024-076 approving the final payment in the amount of $70,870.00 to Hydro-Klean, LLC for the 2023 Televising and Cleaning Project associated with the 2024 Pavement Management Project for a total project amount of $115,016.09. Q. Approve the Change Order on the Innsdale Water Tower Warranty Contract in the amount of $79,475.00 for the removal of staining, repairs to corrosion, and repairs to icing damage on the interior of the tank. R. Adopt Resolution 2024-077 approving the plans and specifications and authorizing bidding after MnDOT approval for the TH 61 River Oaks RCUT. S. Approve the First Amendment to the Yard Waste Facility Agreement with Rumpca Companies, Inc. T. Adopt Resolution 2024-070 implementing the Title VI policy. U. Adopt Resolution 2024-075 incorporating the Addendum into the EAW for the Mississippi Landing project and the Addendum’s findings and recommendations are hereby accepted. City Council Meeting Minutes May 1, 2024 Page 7 V. 1) Adopt Resolution 2024-073 approving the Mississippi Landing 1st Addition final plat, which is an approximate 52-acre residential development with 110 single-family lots. 2) Approve the Mississippi Landing Development Agreement with Rachel Development, Inc. and authorize execution of all easements, deeds, and agreements required for the plat and project. 3) Adopt Resolution 2024-074 approving the Mississippi Landing 1st Addition Development Plans dated March 20, 2024, prepared by Alliant Engineering, and as modified by request of the City Engineer. None of the Council Members wished to pull any Items on the Consent Agenda for further discussion and/or approval. Motion by Council Member Olsen to approve the Consent Agenda; second by Council Member Garza. Motion carried: 5-0. 8. APPROVE DISBURSEMENTS A. Approve payments for the period of 4-12-2024 through 4-25-2024 in the amount of $1,844,205.68. Motion by Council Member Olsen to approve disbursements; second by Council Member Khambata. Motion carried: 5-0. 9. PUBLIC HEARINGS - None. 10. BID AWARDS A. Utility/Engineering Building & Low Zone Water Treatment Plant Fiber Optic Cable Project - Bid Award Staff Recommendation: Adopt Resolution 2024-069 awarding the Utility/Engineering Building and Low Zone Water Treatment Plant Fiber Optic Cable Project to Castrejon Incorporated in the amount of $200,671.20. Director Burfeind stated we accepted bids on April 18, 2024, for this project. This is a fiber optic that is going to serve both of those new facilities in Cottage Grove, and we’re going to get it there from our Public Works facility; so, the City fiber goes from City Hall to Public Works at this point. So, this will be like a directional drilling type project to get that fiber down Jamaica, 100th, and Ideal Avenue to really serve from an internet connectivity perspective; but also, our SKADA system that runs our entire water system, sewer system is also going to be really housed in that new treatment plant, and this will provide that good City-owned fiber connectivity for that system. We had six bids that were received; the low bid by Castrejon Incorporated was under our Engineer’s Estimate of $210,000. In terms of this contractor and past performance City Council Meeting Minutes May 1, 2024 Page 8 in working with them, as we don’t do a lot of directional drilling and fiber utility type projects like this, they haven’t been a prime contractor. In terms of a lot of our bigger projects for streetlighting, they’ve done a lot of work in town as a subcontractor on those larger projects. So, we have a lot of familiarity with this contractor in the past. Director Burfeind stated he’ll stand for any questions. Council Member Khambata stated he saw a couple of erroneous outliers in the bidding schedule; can you make any interpretations of those? Director Burfeind stated looking at those, we talked to our designer, who really has more experience with this industry. There is a lot of work in this industry right now because of all the grants for fiber; not this type of fiber, but like citywide fiber for internet connectivity and in rural areas. So, my understanding is this industry is just very swamped, and there are a lot of contractors that have workloads that are extremely full. They still are bidding on projects I think just because if maybe there’s not a lot of bidders, there’s not a lot of competition, they might get a project with a really high bid is my understanding. I’m very comfortable with our price and where our Engineer’s Estimate was; I’m happy that we had a contractor that had availability to fit this project in. Motion by Council Member Thiede to Adopt Resolution 2024-069 awarding the Utility/Engineering Building and Low Zone Water Treatment Plant Fiber Optic Cable Project to Castrejon Incorporated, in the amount of $200,671.20; second by Council Member Khambata. Motion carried: 5-0. 11. REGULAR AGENDA A. ISD 833 Transportation Facility - Preliminary Plat, Final Plat, Site Plan Review Staff Recommendation: 1) Adopt Resolution 2024-071 approving the Preliminary and Final Plat to be called SWCSD Transportation Facility in order to combine the lot located at 8585 West Point Douglas Road South and the lot located at 8587 West Point Douglas Road South into one platted lot. 2) Adopt Resolution 2024-072 to approve the Site Plan Review to install one new 20,000 gallon above-ground fuel tank and associated pump(s). Conner Jakes, Associate Planner, gave information on the following: Location: The subject site is located along West Point Douglas Road South: To the west of the subject site is the Capp Industries owned parcel, they currently have one building constructed. To the south is the CP Rail, and to the northeast is the Glengrove Business Center, just for reference, that currently houses the Bulletin License Center. Background/Zoning: Site consists of two lots, highlighted on the screen before you, both are zoned P-B, Planned Business. 8585 West Point Douglas Road: That site was originally constructed in the 1970s, prior to current development standards that we see in Code today with impervious surface coverage, open space, setbacks, uses, etc. From an aerial image, it City Council Meeting Minutes May 1, 2024 Page 9 appears that that site doesn’t meet a lot of current-day standards. The legal description for that property is currently Metes & Bounds, which will come into play when we talk about the Preliminary and Final Plat. 8587 West Point Douglas Road: The site on the east was constructed in 2001 and met the standards of approval at that time. In 2001, we had many of the current-day standards that are in place today. That’s why from the aerial view, it does appear and does meet a lot of the current-day standards. That parcel was platted with the Glengrove business addition. I want to note that expansion in 2001 received approvals of a Site Plan Review and Conditional Use Permit to expand that nonconforming use from the orange parcel, since that was the original one, to that parcel to the east. That brings us to present day. The applicant is proposing a Preliminary and Final Plat to combine those two lots into one. The applicant went to Washington County to submit a lot merger application, which the applicant can do without Council approval since it’s a simple combination of two lots; in this case, Washington County noted the western lot is currently Metes & Bounds, and the eastern lot was platted. So, in order to combine those lots, they have to submit a new plat that shows them combined. That’s the reason for the Preliminary and Final Plat that’s before you. I want to note that staff is taking the opportunity to plat the various easements on that plat as well, just to bring it up to modern-day standards and for easier documentation. Site Plan Review: This is before you to remove the two existing below ground fuel tanks and to install one new above ground fuel tank. An image of the proposed fuel tank is on the screen before you. Again, I just want to make note that fuel tank would be at grade, so not raised up or anything. There is sufficient screening from West Point Douglas Road to really negate any potential visual impact from moving that from below ground to an above-ground tank. That screening comes from a stormwater pond here, but the applicant is proposing additional landscaping to really screen that; there’s an existing office building that would fully block that fuel tank, as the height of the fuel tank is less than the existing office building. Site Access: Is off West Point Douglas Road; there are currently three access points, two are secure with a rolling gate to deter any unauthorized access to the bus garage parking area. The easternmost access is for employee parking, which is in the southeast of the site. There are no additional accesses proposed with this application. Parking: Currently, on site there are 203 parking stalls. The applicant is proposing a total of 166 stalls, which is a removal of 37; however, in conversations with the applicant, they believe the 166 stalls proposed would be sufficient as there are currently 125 staff members. So, that would provide 41 extra stalls for potential future growth, if and when that occurs, and it will just be sufficient to serve the current use on site. Trash Enclosure: The applicant is also taking this opportunity to beautify the site and bring it up to current-day standards with the trash enclosure. Currently, their receptacles are not within an enclosure, so they will be constructing this enclosure that meets all applicable standards from City Code. Landscaping: The applicant also did a detailed landscape plan that meets all City standards. The proposed planting numbers align with the planned district standards and meet all other applicable Code standards for landscaping. City Council Meeting Minutes May 1, 2024 Page 10 Associate Planner Jakes stated unfortunately, the applicant was not able to be here tonight, but staff is here for any questions. Council Member Olsen stated this looks like a fairly straightforward project. I’m going to ask a question that you might not know the answer to; I was really hoping the applicant would be here for me to ask this question. Having worked in the fuel business for many years, one of the things I learned was that sometimes those underground tanks aren’t as sturdy as we’d like them to be. Do you happen to know how old these underground tanks are? Associate Planner Jakes replied I don’t know that. Council Member Olsen stated that’s okay, trust me, I wasn’t sure that you’d know. Maybe that’s something we can find out from the applicant. But the bigger challenge is fuel tank monitoring underground is kind of a tough thing to do, but there are various methods behind how you monitor for things like leaks, etc. As tank technology has gotten better, from double-wall tanks to triple-wall tanks to different sorts of materials, so underground leakage has been really mitigated to almost 100%; but if these are older tanks, then they may not have the new technology, hence, the reason I asked. But I assume there’s a plan in place for any sort of environmental mitigation that would be related to the removal of these tanks. Have you guys talked about that with the district? Associate Planner Jakes replied yes, that’s actually in their contingency plan. They have funds set aside so if they do run into contamination when they remove those tanks, they would dip into that plan and then follow the MPCA standards if they came across potential contamination. Council Member Olsen stated usually when it happens with these older tanks, it’s contained to a pretty small area and it doesn’t perk into the groundwater or anything like that, but it does require some mitigation. So, that’s why I asked, thanks very much for that. Motion by Council Member Khambata to Adopt Resolution 2024-071 approving the Preliminary and Final Plat to be called SWCSD Transportation Facility, in order to combine the lot located at 8585 West Point Douglas Road South and the lot located at 8587 West Point Douglas Road South into one platted lot; second by Council Member Garza. Motion carried: 5-0. Motion by Council Member Thiede to Adopt Resolution 2024-072 to approve the Site Plan Review to install one new 20,000 gallon above-ground fuel tank and associated pump(s); second by Council Member Khambata. Motion carried: 5-0. 12. COUNCIL COMMENTS AND REQUESTS Council Member Khambata stated I just wanted to again thank staff and our Public Safety for all their hard work and dedication. I also wanted to highlight for anyone who’s watching, River Oaks has several events coming up that might be of note. We’re getting into the time of year where Cottage Grove Recreation Department is going to start filling softball leagues and some other City Council Meeting Minutes May 1, 2024 Page 11 summer activities. So, anybody who’s interested can go to the City’s website at Cottagegrovemn.gov or River Oaks’ website at riveroaksmunigolf.com and check out some of our upcoming events. Council Member Olsen stated he had three things for the public today: 1) If you did not have the opportunity to attend this year’s Community Showcase, which is put on by the Cottage Grove Area Chamber of Commerce, you definitely missed out. It was a fantastic day, great crowd, several of us were able to be there moving around and talking to people. We were able to answer lots of questions about the Local Option Sales Tax proposal for this year, and we also had lots of questions on various road projects, etc. So, I just wanted to take a moment to thank Laurie Levine and all of the members of the Chamber, who put so much hard work and effort into putting on the Community Showcase this year. It’s recently been held at Park High School, and I thought it went off very, very well. So, thanks again to the Chamber for that. 2) We are in the month of May. As you heard earlier from the various proclamations, there’s a lot going on in May. May is a busy month, and we’re moving into a busy summer. Two items I was hoping people might put on their calendar: May 27, Memorial Day, here at City Hall, in front of the Veterans Memorial out front, at 10:00 a.m., our Mississippi River Valley Beyond the Yellow Ribbon team will be putting on our Memorial Day event. Usually, the event lasts about 45 minutes, and this year’s theme will be “A Salute to our Vietnam Veterans.” So, we’re really going to spend some time at the event with our Vietnam vets, as we’re starting to lose some of those folks, and we want to make sure that they are honored appropriately for their service and sacrifice. So, please join us May 27, 10:00 a.m., in front of City Hall for the Memorial Day event. We have some great speakers lined up for you, and it’s certainly going to be a very moving event, as it is every year. 3) On the topic of Beyond the Yellow Ribbon, the things that we do sometimes cost us money, so we have to fundraise. We’re always very grateful for the generous donations that come our way. It just so happens we have a fundraiser set up for this coming Saturday, May 4, at noon; this will be at Junction 70, and we’re going to be playing Designer Purse Bingo and then there are several other really great prizes that are available for people should they choose to play. Please join us on Saturday, at noon, at Junction 70, for Bingo. The way this works is you actually pay a flat fee, and when you pay that fee, you’re able to play all the games; so, there’s several different iterations of the Bingo, crisscross, fill your board, etc. So, you get to play lots of games, there’s going to be some great food and drinks available, Junction 70 is a beautiful facility. It certainly would help us out with our Beyond the Yellow Ribbon team and our fundraising so that we can continue to put on great events, like Memorial Day, and we can continue to support our veterans, our service members, and their families. Council Member Thiede stated the one thing I’ll mention here is I think it’s now about seven-or-eight weeks until Strawberry Fest, June 20-23, so it’s coming right up. We usually have our meetings the first and third Mondays of the month, but we’re not having one this coming Monday. On May 20, we’ll have another meeting at Carbone’s, in the back room, and everybody’s welcome to come. We still need volunteers for doing different things and helping out, even at Strawberry Fest, with things like manning the City Council Meeting Minutes May 1, 2024 Page 12 information booth or helping with different activities. By all means, I’d love to have you come by and participate. Council Member Garza stated I’ll just piggyback off of Council Member Thiede because they are looking for more candidates for the Strawberry Fest ambassadors. So, please, if you know of anyone who would be a good candidate, starting at age 8, they really are looking for candidates. There is a scholarship for the teenagers, age 15 or 16 on up, but it’s a really awesome program, and the kids really learn a lot with the activities that they’re in throughout the year and the places that they get to visit. So, if you know anyone, please spread the word and let them know we really need candidates for our ambassadors, boys or girls. Council Member Thiede stated to comment on that, they really do represent the City of Cottage Grove as ambassadors, and they take the float to different events in different cities. So, it’s a very good time for a lot of them, sometimes it gets pretty busy, but it’s very important for the City of Cottage Grove to get out there and let everybody know how good we are. Mayor Bailey stated at the last Council Meeting, we did a closed workshop session to do a performance evaluation with our City Administrator, Jennifer Levitt. Everything went very well, we are very happy with the conversations and the review, so thank you for that. I just wanted to let the public know what that was about. Mayor Bailey stated Council Member Olsen mentioned the Community Showcase, which was fun. There were a lot of people there. We were giving feedback, and we heard a lot about roads, but the other big one was when is Kwik Trip opening; that was like one of the other big questions there. Mayor Bailey stated I like to keep the public up to date, so, as you may or may not be aware, we have Strawberry Fest towards the end of June, and then we have the Fourth of July fireworks at Kingston Park. I’m very pleased to state that we currently have set in stone $20,000 of the $25,000 that I’ve been hoping that we’ll get to; there’s one I think we’re going to get, but I can’t announce it yet until they get their Board approval, which is typical. I definitely want to recognize Tennis Sanitation, NorthPoint, 3M, and Renewal by Andersen, as they all have pledged $5,000 towards the Fourth of July fireworks; our goal is to get to $25,000. Obviously, the Cottage Grove Lions put together some other things that go with the fireworks that night. I just wanted to personally thank those companies who have already pledged money for the fireworks. Hopefully, by the next Council Meeting, we’ll have it all set, and I’ll tell you who the fifth company is. Mayor Bailey stated we have two workshops this evening, both are open to the public: The first is Intermediate Zone Water Treatment Plant Updates and Director Burfeind will be speaking on that; the second is the start of our Budget for next year, it always starts early, so we’ll have early discussion about the budget. There is no workshop closed to the public this evening, so we won’t be adjourning in here; we will join our staff and City Council Meeting Minutes May 1, 2024 Page 13 anybody in the audience who wants to come, and those will be in the Training Room. So, everybody have a great evening. 13. WORKSHOPS - OPEN TO PUBLIC A. Intermediate Zone Water Treatment Plant Update Staff Recommendation: Receive information on the Intermediate Zone Water Treatment Plant. Director Burfeind stated this is really just the first touch point for the Council on this project specifically. I wanted a chance to get it before you before we continue to do other work and get further into the design. We have our joint meeting with Woodbury, we’re both cities that are talking about this southern project. I want to give you a chance to see where we are today; we’re wrapped up with the preliminary design stage, and we’re working with the State to get a final design grant to really bring this project to fruition. With the preliminary design done, we’re able to do some initial renderings of the site layout for this project. He displayed a map of all of our different 3M Settlement projects that we’re doing: The Low Zone Treatment Plant is under construction, and this Intermediate Zone Treatment Plant, which is going to be south of the Central Fire Station, is right there. You see this grouping of City wells, that’s very close to it, and that was key in that location. We call it the Intermediate Zone plant because that’s really what these wells are; Wells 11 and 12 are on the north side of town and they’re going to be routed to this facility as well for treatment. It is serving both the high and intermediate zones, but that’s really where it’s going to be located, in the intermediate zone. For an initial site layout, we have kind of ghosted in here what we’re looking at for access and what this footprint is looking like. With this property, this treatment plant really has to go here because all seven of those wells that exist today, they all come to a 24-inch pipe right here and they all combine. So, this is the location where that treatment plant needs to be, but it’s a challenging site: We have two water towers here, we have the Central Fire Station here, we have existing homes, and we also have really a lot of topography, along with the archery range and a big pond. So, we’re trying to fit this treatment plant in, but we’re also trying to make sure that we have space if someday we have water softening. You may wonder why are we tucking it this direction, when we really want to conserve area to have future water softening. If we plop this thing kind of right in the middle of the site, that would make a problem for that in the future, so that’s where the location shook out with. For the main access to this facility, we’re coming off of the Booster Station road, this is our Booster Station down here, for pumping to the high zone but also the archery range road is what we’re looking at off of 81st Street. Really, like our Low Zone Treatment Plant, obviously construction is a big process, but once these are built, they’re very hands off. You’ll see staff coming once a day in a pickup just to monitor operations, make sure things are working correctly. When you actually think about the treatment for PFAS, this one we’re actually looking at Ion Exchange (IX), not Granular Activated Carbon (GAC). There are a couple reasons for that, one is the space; IX takes up less space, and amazingly, as that City Council Meeting Minutes May 1, 2024 Page 14 technology has evolved, if you remember we did a pilot study about four years ago. Even the cost has kind of flipped, even when we designed the Low Zone plant, GAC was still kind of a lower capital cost on the upfront and maybe long term the GAC media was cheaper. I asked and have actually got them cheaper as more and more projects are happening and such. So, we will have that new media, a new type of treatment that we found to be very effective, and it really is effective for the PFAS that’s in these wells. There’s actually a different type of PFAS that’s a little more dominant in these wells that we know IX actually works better for. When we think about that media, it’s actually being changed out maybe once every five-or-six years; so, that’s when you have the semi come in and offload the new media. So, it’s pretty unobtrusive. The other thing we have is chemical deliveries with the chlorine and the fluoride. We actually situated that up in this area because we’re trying to get away from with residents is backup vapors; we don’t want to have trucks with backup vapors, that’s probably the most annoying thing that someone could hear. We had thought about situating it down here, but there’s just no way to really turn around large vehicles; that would require kind of backing in and out. So, with this and a bypass road, we can have those chemical deliveries and such coming out. The other thing that we show right now, and I met with the Central Fire Station staff and the Chief, is just having an option for those very intermittent large vehicles to actually come out and go towards 80th Street, this way. Because if we don’t do that, it becomes a huge challenge to try to turn around a semitruck; as you can imagine that, pulling through this bay and once every five years doing IX removal and then trying to back out. So, we would look at fencing there and then conceptually actually having a second driveway to 80th Street. Because if we do that, we do not want to have any impact on Central Fire Station operations, none whatsoever, and if they have some equipment set up here, we don’t want to have any interference. Like I said, that’s very intermittent; all of our day-to-day traffic is going to use 81st Street. So, that’s something that we’re looking at, kind of conceptually at this point. Another thing we’re going to work on is just the setbacks; so, this is a 100-foot setback, we’re kind of treating this as if it were industrial. In the Business Park where you have industrial buildings right against a neighborhood, it’s always a required 100- foot setback. So, that’s something we have and we’re leaving space and we could do berming and things like that to help reduce the impact to the residents. So, here’s our initial perspective, and here’s what we showed today but some other thoughts that we have. This southwest perspective, right here, on the top, we’d be looking at this direction, and the northwest perspective is looking at this direction. So, right now, we’re showing a lot of real brick/limestone, to match those features of the Central Fire Station. At least at this point, we still show more of the exposed aggregate, kind of two-tone architectural Tilt-Up panels; one thing we are also going to consider is like with the HERO Center gun range, it is a Tilt-Up panel, but it’s like a precast brick form liner. I think that would match in really well with the Central Fire Station. We are cognizant of the fact that we’re in a neighborhood, so this is different than the Low Zone Treatment Plant; we want to make sure that it’s a good-looking building that we’re putting in folks’ back yard. So, that’s some of the thoughts that we have, but otherwise this brick and this limestone is really meant to match some of the Central Fire Station City Council Meeting Minutes May 1, 2024 Page 15 components, as the Central Fire Station also has some of that gray stone that we’ll also look to incorporate. So, that’s what we looked at from a perspective standpoint. This is a fairly tall building, the average height throughout here is about 30-to-32 feet; the Central Fire Station, for example, I think is about 26 feet, so this is a little bit taller. This building actually sits lower down in that valley by a few feet, so it’s not something you’re really going to see from 80th Street just to be aware of where it sits in that location. Director Burfeind said if the Council has any initial feedback on what we’re looking at, if you think we should look into more brick. Matching the Central Fire Station is a big goal for us, so, if that’s something you agree with, we’ll continue down that path. Just curious if there’s any feedback on the architecture that you have. Mayor Bailey stated I think it looks nice, and if you complement the Central Fire Station, I think that would be good. I’m assuming as you get closer to going to construction is your goal to have a little bit more intense berming on the residential side; Director Burfeind replied yes. Council Member Thiede asked what’s the taller portion, on the southwest perspective. Director Burfeind replied that’s the stairway access. So, if you look at the front of the Central Fire Station, that stairway access to the rough matches that height and kind of that look very closely. It is just such a large roof that we wanted to look at having more of a stairway access up there for different reasons, and not just more like a ship’s ladder type situation. So, that’s what that’s showing right now. Council Member Thiede stated I take it that southwest perspective, that’s considered the front of the building, which Director Burfeind confirmed. Director Burfeind stated another thing with that setback, when I mentioned 100 feet, there’s some power lines there and a City watermain, so that’s another thing that 100- foot setback is really going to give us space to create a really nice berm. As you saw on the site layout, there are no driveways on that side, nothing, so we’re trying to make that pretty passive for the residents. Council Member Thiede asked so when this gets up and running, does that take out some of those filtered space, like this has one right to the south there. Director Burfeind replied that’s correct. So, we have two in a low zone, that will go away after this year or next year when that plant’s operational. And we have five in the intermediate and high zones that this will take out. The ones that we’re actually just building now, those tanks will actually go into this facility, which is really the bulk of the cost of those. That’s what we were able to work out with the State is we were reusing those tanks, so we will actually be able to move them right into this building, even after its up. We won’t need to set them ahead of time, this building where the tanks go is in here, and there’s actually like a hoist system in there that we can put those tanks in place. Council Member Olsen stated as we had talked through this project from kind of concept to groundbreaking, one of the key points of benefit, I think, has been the ability City Council Meeting Minutes May 1, 2024 Page 16 to house personnel in such a way that it provides some relief to the current Public Works facility. As we continue to take some of these temporary treatment plants offline and we continue to push everything here, what do you see as the head count that’s going to exist in this building and what’s its capacity. Director Burfeind replied right now, initially, just the way our division is laid out, we had plans on the space to staff those water treatment personnel kind of more into vocational locker rooms and such because we have two buildings out of that new Utility Building; the State has planned to cost share in part of that building to account for that. We are looking long term, though, with two buildings. If we had one treatment plant, I think we would probably house the staff out of that treatment plant, knowing they’re going to have to drive back and forth. But you know these facilities are really large, they’re actually pretty hands off, they’re very automated; all the operations and the pre- treatment, taking out the iron and manganese, that’s all an automated system, and more of it is just checking in. So, though we are going to look at this building, thinking long term, that division would probably have about five people, in full buildout, there’s 62. As we’re fully constructed, maybe we have a third treatment plant some day in East Cottage Grove, so we are looking at is there options for staff in the long term in this facility as well. We don’t want to be shortsighted on that standpoint, but for now, they’ll work out of the Utility Building; and then long term, we’ll look at these options as well. Council Member Garza stated with that, you said there’s maybe five people that may work in this facility. As far as the traffic, on the 81st side, that’s the residential side, so there’s five employees, but is there any other type of trucking and stuff that would happen daily, weekly? Is it going to be impactful to that community, are they going to have a lot of trucks, what’s that going to do to the residents? Director Burfeind replied construction is going to be the most obtrusive part; that’s something that we haven’t talked about yet. Are there options to come off of 80th Street with a southern access for construction traffic? That’s something we want to look at, but we’re just very aware that’s the Central Fire Station and we just can’t be impacting that operation. So, certainly that would be less impact to the residents if we can come off of 80th Street. In terms of the road condition, these roads are actually very old, thin overlays, so they’re not on the pavement management cycle yet, but they are all ready for a full pavement/full curb replacement. So, if the construction traffic does come this way, we’re not looking at any change in making those roads worse sooner because they’re in need of a pavement management in the next five-to-six years, regardless, so that times out really well. Council Member Garza stated I’m more concerned about the residents that actually live in the area and having the noise all day and that type of thing. I’m wondering what that impact would be for the residents. Director Burfeind replied that would be really the construction. Once they’re operational, I’d say five staff long term, and that’s even not necessarily every day. There’s probably only one-or-two people reporting in a standard pickup to this daily, so very small. I guess the treatment media exchanges, that’s like once every five-to-six years. It’s more our chemical deliveries; those can be more of a small box truck, kind of like a delivery truck if you’re getting furniture at your house or something. In the City Council Meeting Minutes May 1, 2024 Page 17 summer, though, it gets to be like once a week just because we burn through more chemicals. Once again, it’s one small truck in a week, so definitely not much for operations. Director Burfeind stated I just have a few other perspectives; this is from the four different sides, you can see a person standing there, kind of a height comparison. These are the initial renderings, as we look at more workshops, probably a final plan workshop with Council with more information. I won’t go into these in detail, but this will kind of show this treatment plant is very complicated; it’s a fun and exciting undertaking, but it’s just a real challenge. As you look at these different levels, we have the basement level with really big tanks, and we’re taking advantage of that valley that’s out there; we’ll actually have those tanks in that valley, so we’re not having to dig so far down, we’re using the grade that exists to really make it more efficient. This is the main level, where you walk in with the PFAS treatments and all of our big gravity pretreatment, there’s just a lot happening. I think as we get into more final design workshops, we’ll have this bussed out really well, and we can have some examples and maybe even some 3D renderings of what the inside of the building would look like. There is actually a second level, because with the way the iron and manganese treatment works, it’s a little different than the low zone. It’s just such a big facility, this one’s about three times the capacity of the one in the low zone; so, it’s a much larger facility. We’re using a little different method that just kind of requires more height in that building, which is what this upper level is for. Schedule: We have the workshop today, then in the summer we’re looking at having a Neighborhood Meeting with the residents; we had a mailer that went out to them in February to specifically show where this treatment plant is going, what we’re doing, what they could expect in the next few months. We are looking at the Planning Commission in September for a Site Plan Review and then Preliminary Plat; we are looking to plat, we want to make the new plat of record, as right now it’s just one big lot for the entire Pine Tree Pond Park. Then we’ll be before Council for that Site Plan Review in October. November bidding is kind of in flux right now; we’re really looking to start construction in 2025, so depending on how all of our plan reviews with the State agencies go, November into early 2025 bidding I think is going to work well for us. Director Burfeind stated one thing I will say, since we’ve been trying to get a handle on this, this is a big facility, we’re probably looking at about $100M, that’s going to be the Engineer’s Estimate. It is by far just the most expensive thing we’ve ever undertaken; the Low Zone Treatment Plant went about $40M for a bid, and we knew this one would be about 2.5 times the size, the State is aware of that, no surprises. It’s an extremely expensive facility, so I think we’re extremely fortunate that we have the State funding to pay for this project, as it would be an extreme challenge without that. That’s just kind of our rough number, I don’t have it written down yet, but it is something that we’ve been working with the State on with that final design grant. Council Member Khambata asked so if this is in conjunction with the State, who gets the final say on some of the design logistics. City Council Meeting Minutes May 1, 2024 Page 18 Director Burfeind replied so they’re really letting us focus on it. It is our treatment plant, so they want us to design it. They understand that we have zoning standards, architectural standards, and they know we need to meet those. What they’re really looking at is what’s the capacity; it’s a 14.5 million gallons per day facility, they’re making sure we’re doing that. They don’t want us going above that because that’s what’s been approved, and really how we’re going to do the treatment; those are all the components that they’ve agreed to, that’s what they’re going to be looking at. We are really leading the design of our facility. Council Member Olsen asked does a facility like this use the same SKADA software that you use for the others? Director Burfeind replied yes, that all used the same. Council Member Olsen asked from a security perspective, are we comfortable with that? Director Burfeind replied definitely, yes. This new SKADA system that we’re working on right now that will control it, that will be up and running in the next two years. It’s definitely going to be top notch; we’re actually working closely with our IT Department on it. That’s where we’re really fortunate, as there are a lot of cities where the Utility Departments don’t even want their IT people touching their water treatment plants; I think it’s odd. Our IT people are hyper-security gurus, so Jason in our IT Department is hand in hand really working on this project. Mayor Bailey stated I know when we first talked about this, one of the things that we were questioning and I was in a couple meetings, workshops, etc., not with Council, but with others. It had to do with the fact that we’re taking part of this park land and making it into a public use; we had talked about replacing it or replacement in kind with cash, maybe doing something for the neighborhood there in the parks. Is that still our plan? City Administrator Jennifer Levitt replied that’s also one of the reasons why we’re platting it, so that we can actually define the amount of area that was taken so that we can negotiate that as part of the 3M Settlement Fund for the financial compensation for that loss. Director Burfeind stated I should have introduced Lee Mann, of Stantec, he’s our lead project manager on all of our settlement projects. He came here tonight just to be here for this discussion. B. Budget Workshop Staff Recommendation: City Council discussion and direction regarding the 2025 Budget. Brenda Malinowski, Finance Director, stated this is the first of several budget workshops for 2025. Tonight, we’re just going to do a brief overview; there was a memo in the packet that kind of outlined some of the history and the detail. Tonight we’ll talk about that historical tax review, and we’ll dive into our Internal Service Funds. Joe Fischbach, HR Manager, will do a benefits overview. We’ll talk about the FMP that we did in 2022, City Council Meeting Minutes May 1, 2024 Page 19 and then, most importantly, we need Council to help us prioritize some information as we move forward in our budget cycle. Director Malinowski stated we work on the budget almost all year long, so here we are on May 1, starting with this budget kickoff. We’ll turn around with the departments on Monday, they’ll get their materials, and they’ll put in their budget requests through the month of May. At the end of June, we’ll do some budget internal meetings to clarify the requests. We’ll come back to Council in July for two budget workshops. As a reminder, they are on Wednesdays, different than the Council Meeting nights, so, those are on July 24 and 31. Then we’ll have one final workshop with Council on August 28, because that will be the first time that we get some final numbers from Washington County; as you adopt the preliminary levy in September, you’ll have those numbers. Property Tax Levy History (Since 2014 to 2025): We are right now at an 11.93% increase; our Financial Management Plan (FMP) stated about 12.43%. We’ve trended up the last three years and that was because of inflation in 2023 and 2024, and 2025 is now, as we work through information that we’ve learned during the FMP process. Tax Capacity: That is first of all the market value set by the Washington County Assessors. Based on that, they calculate the Tax Capacity. We’ve had really gradual increases until 2023 and 2024, when we had really rapid increases that was due to construction, but a lot of it was from appreciation of those existing homes. This year we’re flat. Because of that flat Tax Capacity, we take our Property Tax Levy divided by that Tax Capacity to get our City Tax rate; we are trending up for 2025, 37.928%. We are very early in the process, but just to point out that prior to 2020, our Property Tax Rates had been higher. Financial Management Plan: This has been revised as of 4-29 with the information that we have from Washington County. We look at our five sample properties, but our median home when we did the FMP, we targeted that $100 per year increase; this current year we are lower than that, as 2025 right now is about $101 on that median home. Internal Service Funds: As we did the FMP in 2022, we took a hard look at our Internal Service Funds. Internal Service Funds we’ve been using some cash; using cash in an Internal Service Fund is okay. What happens with our Internal Service Funds is they only serve the needs of our internal departments; for example, in our insurance fund, we pay for our workers’ comp premium, we pay for our health insurance, we pay for our property insurance. The reason to have an Internal Service Fund is so that we can control the increases on our property tax levies; so, if we have a workers’ comp premium that comes in at 25%, we can trend that into our levy for the next couple of years. So, that’s what has been happening a lot in prior years. When we looked at the FMP, we said how do we return our Internal Service Funds back to a positive cash balance; so, we’re starting to do that. The gray is our IT Internal Service Fund, and as you can see, in 2023, we actually went to a positive cash balance in that fund. So, we’re funding those current operations, and we’re actually building up our cash. In 2025, we have a capital project, so that will bring it down a little bit, but then as we look in the future, we’re building that cash balance back up to fund those capital costs. In the insurance bunch, we’ve been bringing that down. We couldn’t solve each Internal Service Fund each year, we said we would do one per year. So, in 2023, we City Council Meeting Minutes May 1, 2024 Page 20 solved IT, 2024 is the turn for self-insurance, and so that’s starting to trend up. While we kept going negative, negative, negative, the great thing about 2023 is we didn’t take any more cash out of the fund, and so we’ll trend that up; as we look at 2032, we get positive in that fund, too. Director Malinowski stated she’ll turn it over to Manager Fischbach, who will speak about employee benefits. Manager Fischbach stated when we talk about benefits, for the most part we’re talking about fulltime employees. Health Insurance: If you look at our health insurance, we have a staffing plan where it looks like the deductible is $4,500 and out-of-pocket max is $5,800 for a single person; the City covers anything over $2,500 with an HRA. So, we get our claims data through our third-party vendor every week, and anything over $2,500 is reimbursed to the employee through the HRA. We put $1,400 into the employee’s HSA, one time in January and then one time in July. So, if you look at the $2,500 deductible, it looks like the out-of-pocket max is $1,100 for an employee. For anybody beyond single, so single plus spouse, single plus children, or a family, it would be $2,800; so, the out-of-pocket max for them would be $2,200. You can see the cost sharing that they have for the premium. So, for single plus one, single plus children, and family, it’s 70% of the premium is what they pay, and it’s divided out, so two pay periods each month they pay. If we have a third pay period in a month, no premium gets taken out for those two. Health insurance is our most expensive benefit that we offer, and I’ll get into costs regarding that. For health insurance, we have to do a formal RFP every three years, per the State. We are doing a 2025 formal RFP, that’s our year. So, our benefits broker will go to all of the big players in the market (Medica, Blue Cross Blue Shield, Health Partners) and ask them to bid on our health insurance plan. We pay $111,000 every month in City premium; of that, the employees’ share is $21,000, and the City covers the rest. We pay out to City employees, through Optum Bank who runs our HSA, $300,000 in January and July. In 2023, we paid $195,000 in claims to the HRA staffing plan. If you look at a ten-year history of our premiums, our premium has actually gone up 8.3% over the ten years. The current trend in the market is 8% each year, so we’re doing relatively well compared to the market, it’s actually exceptional when we think about 8.3% over that entire amount of time. The big thing with that is the staffing plan. The health insurance company doesn’t actually see claims until they reach $4,500, so that helps keep the premiums down. Obviously, what we pay in HRA claims isn’t too bad when you look at how many employees we have, about 160 per month on our plan, plus family members. Health Flexible Spending Account: So if somebody is on the HSA, we offer limited vision and dental if people want to fund that, it’s just a tax benefit and $5,000 in dependent care. We probably have ten employees who take advantage of that each year. Employee Recognition Program: We run an employee recognition program, so we actually just revamped this two years ago; we added five years to the recognition policy, and then we upped the monetary amounts a little bit. We have two service lunches per year; usually the first half is sometime in March and sometime in September or October for people getting a service award July through December. Everybody gets a recognition plaque that they can put in their office, in their workspace, or whatever they want to do with it. Dental: We have a standard dental plan, City Council Meeting Minutes May 1, 2024 Page 21 $2,000 annual benefit for each covered member. The City covers 100% of the premium for single, and the difference between $107 and $50 for employee plus spouse, or employee plus one child; the family premium is about $100 per month for family coverage. PERA: Per State law, we participate in PERA, and everybody participates on a pretax contribution; the employee pays 6.5% and then the City contributes 7.5% for the General Plan, and 11.3% for the employee and 16.95% for the City for those in the Police and Fire Plan. People that are part of the City are vested in PERA after they contribute for three years; it used to be three, then they upped it to five, and then they dropped it back down to three again. So, once you have three years of service, you’re eligible for a pension once you reach retirement age. We also provide supplemental retirement options if people are so inclined; we offer a 457 Deferred Comp, comparable to a 401K, we do a Roth 457 and a Roth IRA. You can participate in one, both, all of them, and those are 100% employee contributions. Health Care Savings Plan: This is run by the State; it’s pretax contribution, basically it’s the same for health insurance premiums, copays, etc. when somebody leaves City employment, hopefully if they retire from here. So, we contribute 1% of their wages and it varies by bargaining group. A lot of people, like the 49ers Union, put 100% of their annual leave when they leave into this to help pay for those premium costs. Short-Term Disability Plan: This is funded by the City. It starts on the 21st day and it goes up to 90 days. So, if you’re injured or ill, outside of work, it pays 100% of your wages. The waiting period is 21 days, but we offer a disability program where the first 10 days are covered by the City with a disability bank; so, every new employee starts with 25 hours and gets 1 hour every pay period until they reach the 80 hours or 10 days. Long-Term Disability Program: So, if somebody is out for a longer term than the 90 days, we offer this disability program. That’s run through standard insurance, it covers starting on the 91st calendar day, so there’s a little overlap between short term and long term, and we just coordinate the benefit. It covers 60% of your income, and there’s no income tax on that, so it’s about what your take-home pay would be. The premium is based on age and income; like everything else, the older you get the more expensive it is. We negotiated with the Police Officers and Sergeants Union that the City pays their long-term disability premium. Paid Parental Leave: This is something that we implemented in the last two years. So, once you pass probation, you’re eligible for this. You get up to 160 hours of paid leave, and then a birthing parent may use up to another 4 additional weeks, for 8 total, and then they can use another 2 weeks of their disability bank, if they want to, for 10 weeks total. If you’re not the birthing parent, you get 160 hours, so 4 weeks, and we let people have up to one year to use this benefit. So, if one spouse or family member stays home with the new child, this person could defer it and they have a year to use it. We have people who use it intermittently, we have some that use 160 hours right away, it all depends on the personal circumstance. Life Insurance: Most of our employees get one time their base salary that the City pays for life insurance. Police and Sergeants get $20,000 in life insurance paid by the City, and then employees can choose up to $500,000 more if they want to. These amounts are all double if it’s an accidental death or dismemberment; so, if it’s a natural death, it’s just that base amount, but an accident is double. We have a secondary PERA option where it’s a straight $16 a month and the City Council Meeting Minutes May 1, 2024 Page 22 benefit reduces as you get older. We have Aflac here, we have optional accidental, hospital, cancer, and vision plan, and those are paid by the employee if they want that. Pet Insurance: We also negotiated with a pet insurance company, that’s new this year. We get preferred rates for the pet insurance, and if the employee chooses to take this one, they just pay the company directly through direct deposit. Bereavement Leave: Covers up to 3 shifts; police officers usually work more than 8 hours, so it covers their whole shift, not just 8 hours, up to 3 shifts paid for the death of a covered family member. A covered family member is immediate family. Annual Leave: We have what is called annual leave, we don’t have separate sick and vacation leave, most people call it PTO (Paid Time Off). We have been giving people credit if they bring relevant experience from either a different city or a different private sector employer. So, new hires start with 40 hours, and if they don’t make probation for whatever reason, they don’t get the 40 hours paid out. No employees can carry over more than 264 hours from year to year; they can go over that amount, they just can’t be above it at the end of the year. Holidays: We have 12 paid holidays and 1 floating holiday to use at the employee’s discretion. Police officers and sergeants work 24/7, so, they just get credit for those 96 hours and then they get paid two 60-hour holiday checks, one in June and one in December. The firefighters, since they also work 24/7, they just have their holidays rolled into their annual leave accrual; so, it’s a little higher for them since they work holidays. Manager Fischbach stated that’s what he has for benefits; he asked if there were any questions: Council Member Thiede stated with annual leave, it says 0 to 4 years; is that 1 through 4 years, because new hires get 40 hours. Manager Fischbach replied new hires get 40 hours at the start, and then we do it by pay period. So, 152 divided by 26, and they get whatever that amount is every pay period. Council Member Olsen asked if the LOGIS Consortium is still doing health insurance. Manager Fischbach replied I’d have to double check again, but I think so. Council Member Olsen asked when’s the last time we looked at that? Manager Fischbach replied probably five years ago. Their premium’s probably double what ours is. Council Member Olsen asked do you think so? Manager Fischbach replied yes. Because you have to be a member of LOGIS, don’t you, to even take advantage of their offerings? Manager Fischbach replied it used to be that way, but I think they’re letting people compare because there was a lot of cities that were healthy and they were leaving LOGIS, so basically the unhealthy groups were left. So, they tried to bring in other cities because they wanted to increase their population pool. Council Member Olsen stated if and when we go looking, does it make sense to just check and see what they’re giving? Manager Fischbach replied our RFP team will see what’s in the market. City Council Meeting Minutes May 1, 2024 Page 23 Mayor Bailey thanked Manager Fischbach for his information. Director Malinowski stated I wanted to review the FMP a little bit more. So, that plan, remember it included all our operating, looked at our equipment replacement needs, we looked at our capital projects for the next ten years. Those projects that we were going to be issuing debt for that we’re getting paid back with property taxes. So, that’s what we looked at; the consensus at that time was $100 per year tax increase so that we didn’t have large spikes in that tax increase, and that is on a median home. Also, in the FMP to achieve that $100 per year increase, we looked at opportunities in our other funds; one of the funds that we looked at is our Closed Debt Fund. When we are finished paying off a bond, we make that final payment, just like a mortgage, and there might be some cash in that fund, and we close that into the Closed Debt Fund. So, we put positive cash in there. Our General Fund Policy is if we have a surplus in our General Fund at the end of the year, it’s allocated out to other funds, one of those being the Closed Debt Fund, and so we accumulate cash there. At the end of 2023, we’ve got about $2.2 million in that Closed Debt Fund. In the FMP, in order to keep that $100 tax increase per year, we are utilizing that Closed Debt Fund each year; in 2024, we’re using $100,000, next year, 2025, in the FMP, we’re using $300,000. So, at the end, in 2032, we are down to zero cash. We’ll review this each year because if there are funds that come into the General Fund from a surplus, we would start to build that back up, and we can review that. So, we look at that each year. Other things to remember in the FMP, we looked at decertification of the TIF Districts. Specifically, TIF District 1-12, we made the final bond payment, and this is a picture of where TIF 1-12 is, in the Gateway Area North. We made that final bond payment in February, we’re making the final Pay Go payment in August, and so our debt is paid off in the fund. So, we’re going to be decertifying that early; it had a decertification date of 2028. What that will do with the decertification of 1-12, 1-15, and 1-18, we’ll be adding about $1.6M onto our Tax Capacity. Just as a reminder, too, we will not be the only ones feeling that, the School District and the County will be feeling that also. On the EDA and HRA Levy in the FMP, there was consensus that we wanted to start increasing the Property Tax Levy for housing and redevelopment activities. We get up to $2M in 2032, we’re just starting out now; but what made sense with an HRA Levy is it’s a separate line on our Property Tax statement, so, it’s more transparent to our taxpayers of what that money is paying for, and it’ll be paying for housing and redevelopment activities. So, since we’re starting to need to do some of those redevelopment activities, it makes sense to do that separate levy. In 2024, the EDA Levy was $275K; in the FMP, we’ve targeted $325K, and so we’ll look at how much of that levy is for EDA activities so that will stay with the EDA and then HRA activities. So, we’ll work through that with the budget plan. Council Member Thiede asked where does that show up on the tax? Director Malinowski stated it will be a separate line. Council Member Thiede said well, you said for 2024 it was $275K. City Council Meeting Minutes May 1, 2024 Page 24 Director Malinowski stated that’s the EDA Levy; so, that’s in our City of Cottage Grove levy. When we start doing HRA levies in 2025, that portion will be broken out. Director Malinowski stated we had the one-time Public Safety Aid of $1.7M back in December. As we worked through the 2024 budget, this is what we identified for the use of those funds: We were able to hire two police officers, three firefighter-paramedics, we used money for our Fire Staffing Plan; so, we’re going to utilize about $716K. In 2025, we’re going to utilize about $793K. Just a reminder, as that falls off in 2026, that’s when we’ll start to see the levy impact of those. Through the budget process, we’ll be talking about those SCBAs for Fire, $450K; there’s been discussion that we might have grant opportunities and so maybe those dollars will be reallocated to positions in the Public Safety Department. Director Malinowski stated with that, I will stand for any questions, and then most importantly, we have a piece of paper in front of you; it was in the memo, things that we need Council’s feedback on because we know that there’s going to be limited funds in the budget for other things. So, we’d like your help in prioritizing initiatives in our budget cycle. Administrator Levitt stated Mayor and Council, I think the biggest thing, as Brenda and I meet with staff in June, and we prepare our budget for you, we’re really asking for you to prioritize; is it salaries, is it capital, is it employees, is it reduction in level of service? What are the priorities, and how do you want us to target the budget? That will give Brenda and I guidance and the directors will hear it directly from you and how that prioritization will work. Council Member Thiede stated I would say probably the Kingston Park building, and some of those kind of things that may not necessarily be an immediate necessity, in terms of not doing any of that. Council Member Garza stated I don’t think we want to reduce our level of service completely. Council Member Khambata stated so, in terms of level of service reductions, would that be kind of, rather than doing a salary freeze, having to reduce staffing levels; would leaving nonessential positions open to free up enough money in our budget to kind of reallocate for one essential position that becomes available that needs to be funded? Administrator Levitt replied that or your commodities could be reduced as well, so, usually, we give a 2-to-3% commodity adjustment. If you want a reduced level of service, I’ll just pick on Zac, because this one was brought to my attention. Porta Potties are going up, going to be double this year from where it was last year. We can reduce the amount of Porta Potties that we put out to maintain it, but your level of service will reduce. Those are the types of commodity things that we can do to reduce a level of service but bring it in on budget. City Council Meeting Minutes May 1, 2024 Page 25 Council Member Khambata stated some of these things we’re going to end up regretting cutting, for instance, equipment capital. The longer we defer new equipment, the more expensive it’s going to get. So, I think some of these things might need to be addressed in like real time with regard to equipment capital, bidding, and so on. For a while, the cost of an ambulance doubled in three years; I guess I’d like to see kind of the trajectory on some of that stuff before determining if we’re going to defer away some of those types of acquisitions. Council Member Thiede stated there are certain things that if we’re looking at a replacement just because the number of years are up, then that doesn’t sit too well with me. If it’s truly looking at it and as I’ve said before, sometimes you get lemons, sometimes you get peaches; you’ve got to take a look at what equipment is really costing and so forth. That is one area that we can use something a little longer; I know we do a good job anyway, but that would be one area. Again, like it or not, the pavement management I know it always gets more costly, depending on how bad things are, put that off a year or something like that. Council Member Khambata asked how has the cost of Debt Service with interest rates rising in regard to bonding, how does that Debt Service cost compare to what we had anticipated in our FMP? Director Malinowski replied we’re okay compared to the FMP. So, we made very conservative high interest rate assumptions when we did the FMP, and so we’re okay so far. In addition, 2024 what we’ve targeted for pavement management we didn’t do as large of a project; so, we’re doing okay on the Debt Service right now, but we always should take a look. In our FMP, we’ve got inflation factored into those construction costs. So, those construction costs and higher interest rates are factored into the FMP. Council Member Garza asked do we have more opportunity to capture more funds from our HERO Center; I see that we’ve had deficits for the last couple of years, but is there any opportunity to get that back, or whatever we’re doing as far as inviting other communities in? Administrator Levitt replied one of the biggest challenges with the HERO Center is we opened our doors at the beginning of COVID, then the George Floyd incident happened; a lot of cities and agencies bailed from their contracts or weren’t coming in, and so we’ve lost the revenue that we had. We’re continuing to build those partnerships, right now they’re growing. One of the things that we need to do is go back to MMB to see if we can allow more non-Public Safety use of the facility for additional revenue sources. So, that’s going to be our ask this year is to go back to MMB to get permission to use it for non-Public Safety; because then we could have other agencies, companies, businesses renting it to provide that revenue source. Unfortunately, we really hit the market at the absolute worst time to open up a new business. Council Member Thiede asked does the new facility that’s going up in Dakota County, in Lakeville, hurt us at all? Director Koerner replied it won’t compete with us, no. City Council Meeting Minutes May 1, 2024 Page 26 Council Member Khambata stated I think the biggest challenge with the HERO Center is it’s running at a deficit and it’s not currently contributing anything to a Capital Improvement Fund on its own. Meaning that any future capital improvements are going to be coming out of the General Fund, so it’s something that we’re going to need to start budgeting for in the General Fund or find additional dedicated revenue sources. But I will say a $49,000 deficit in the larger scheme of things is a pretty small deficit for the size of the operation. Council Member Olsen stated it has saved us in training costs. Council Member Khambata stated and the ancillary benefit of being able to provide that to our officers right here at home; so, either that’s a pretty small, I guess if nothing changed, I’m okay with that, if that’s the running deficit, I think that’s acceptable. Mayor Bailey stated and you just have to remember that it’s a split with Woodbury; Administrator Levitt stated 40-60. Council Member Khambata stated so if that’s our realized cost of training and a benefit that we can use for recruitment, I think that’s a reasonable expense. Council Member Thiede stated so that $50,000 is just us, our share. Woodbury’s is 60% because they have more officers. So, it’s really running at about a $140,000 deficit. Administrator Levitt stated to Council Member Khambata’s point, we aren’t putting any money away for capital. That’s something as an FOC Board we’ve been very concerned about, which is why we really need to look at it and them changing the rules for us so that we can generate some additional revenue to be able to put into the capital. Council Member Olsen stated they will do it, I think they absolutely will do that. Mayor Bailey asked are you going to bring that up as a topic during the joint workshop between the Woodbury City Council and us or not? Administrator Levitt replied probably not the MMB request, no. Mayor Bailey stated the reason I was asking is looking at the future, for example, if we did what Tony was saying where if we started putting money aside, obviously, they would have to do the same. I’m looking at this I think more as we go back asking for legislative dollars to help, especially with some of our more capital kind of things. Because as we found out, just in the time since we’ve opened, technology has changed, things have changed, and so we definitely want to keep on the cutting edge with the technology. Council Member Thiede asked who, in terms of Public Safety groups, have we advertised to? Are we able to like add Wisconsin to come over, like Prescott, or are there any facilities over there? Director Koerner replied we’ve really hit the market. We have the major players in our area with Washington County, Woodbury, obviously, some of the smaller Dakota County ones, Hastings is coming up, Oakdale has an agreement. Where we’ve really succeeded, though, too, is a lot of the Federal groups that we’re working with; last week, we finally got State Patrol coming in to use it. So, we’re at the point, though, where we don’t need a lot more, as Rasmussen takes a lot of time, but if we have all these partners, we don’t want to tell Washington County well, we don’t have range time, etc. So, now we’re looking at more individual, like South St. Paul just coming for range time. City Council Meeting Minutes May 1, 2024 Page 27 Council Member Thiede asked do we need to raise prices? Director Koerner replied actually, I think we’ve done a pretty good job of staying in the market; we’re very aware of what Edina, with their range north, met, so we’re very competitive there. There are some departments and Clinton brings it up at most of our meetings, like why aren’t you getting Forest Lake? Forest Lake has the same problem we used to have going to Maple Grove, that’s a 40-minute drive, so it’s overtime. So, we’ve kind of got that ring around us where we’re doing pretty good. We’ve had some large groups, like MET Transit, have come in, but then they come and they’re like this is so great, we should build our own facility. I think when Dan goes over his annual report, he’ll talk about a lot of these challenges, but we’ve had a lot of success, too. It’s kind of hard to put a number on the recruitment. Council Member Olsen stated we could do an academy right here. I mean, there’s so many other options here. Director Koerner stated Dan has a great annual report that he’ll give you, he’ll answer a lot of those questions and what things we’re looking at, outside of Public Safety training, whether it’s laser tag, different things that they can do there. There are a lot of good ideas. Mayor Bailey stated just a couple things from my standpoint: Obviously, salaries are going to be the big thing; we know about the cost of living and all that good stuff, so salaries are probably your priority 1 item. On the equipment it’s interesting to know, what is something that can be pushed off if needed that isn’t going to impede our ability to do work. And I’m not even just looking at you, Ryan, it’s whatever’s in that bucket because I can’t see, obviously, here what’s slated for that time period that could save us some dollars. The other thing, Ryan, we could look at, I looked down below on some of those projects; obviously, Shoppes at Cottage View would be development driven, and the same with the Industrial Park water tower, so that’s kind of set aside, in my opinion. Pavement management, I mean, you’d have to tell me, can you break it up? Director Burfeind replied that’s one thing we’re looking at, Council, is we’re doing our 10-year plan for pavement management, Mill and Overlays, and our thin overlays. So, we’ll have that ready for a good discussion with the budget process and kind of looking at what our options are. Mayor Bailey stated I keep looking down the list here and go, okay, you might be able to save a little bit on equipment. Some of this stuff isn’t, we both know once development comes through, but pavement management will be an idea as to what we can do, not that I like to delay pavement management. And then you do have some positions in here, what we call additional employees. I’d be interested to know, for example, I think, Brenda, you might have alluded to the fact that we might be able to go for grant opportunity for the gear. So, then the question is does some of the money that was put aside for the grant, does that cover a Deputy Fire Chief, as an option. I’m just throwing some things out there. Was the police officer already in the budget? Director Malinowski replied no, it was not. Mayor Bailey asked if the Building Inspector was; Director Malinowski replied correct. City Council Meeting Minutes May 1, 2024 Page 28 Administrator Levitt stated you’ll remember we actually had that in the budget, but where building permit revenue was projected, we held it out of the budget. Now, with the School District referendum passing, they’ll be ramping up in 2025 for their projects, which would then increase our workload, along with our multifamily housing. Mayor Bailey stated on top of that, the revenue that comes in from that, too, will help. Administrator Levitt stated that is true. Mayor Bailey asked the Communications Manager is already in there, correct? Director Malinowski replied correct. Mayor Bailey asked if the Public Service Worker is a third mechanic? Director Burfeind replied a third regular mechanic. It would be five total mechanics with the lead worker and foreman. Mayor Bailey asked if that position was in the budget? Administrator Levitt replied no. Mayor Bailey asked if the money for the SCBAs is dedicated strictly to Fire? Director Malinowski replied no, it’s for Public Safety. Administrator Levitt stated you could split that any way; if you wanted to offset the Deputy Fire Chief and the police officer or not do police officer and just do Deputy Chief, or flip it. It’s up to you. Mayor Bailey stated here’s the question, and I know we talked a little bit about this from the Council’s perspective, is we always think we’re getting to a sweet spot for Public Safety, and then people get hurt, it is what it is; unfortunately, it’s the nature of the job. If somebody goes out and has a baby and takes their 10 weeks or whatever, we’re just never, I don't know, we never seem to be at a level where we’re comfortable with Public Safety. Director Koerner stated we’ve been doing a lot of data, and on average, it’s three a year, whether it’s retirement; you’re right, all of a sudden you have two people hurt, and we have three people this fall that are going to be expecting to take family leave. Whenever we think we are at that authorized staff, there’s something. Council Member Khambata asked with regard to the Public Service Worker, so, we’re at a foreman and three mechanics right now? Director Burfeind replied a foreman and a lead and two mechanics. But just based on how the actual pay works, the lead worker mechanics are pretty close, it’s just the way the union contract is. The lead and foreman don’t get a differential, so that’s why they’re about. Council Member Khambata asked so how is our schedule on our workload right now with those four? Director Burfeind replied in past years, we’ve had similar challenges, being down a mechanic; right down, we’re down a mechanic due to an injury outside of work, so we’re down to three. So, we’re having to send more stuff to the Ford dealer in situations like that. One thing with the shop is really they’re there to fix what’s broken and do preventative maintenance, right? So, we have seen an increase, obviously, in the outsourcing of services in the last three years. I’d say the trend has been up, so with having another mechanic, the hope would be to obviously reduce that; we want to offset that. City Council Meeting Minutes May 1, 2024 Page 29 Mayor Bailey asked so do you have a number or can you get us a number, though, for budget on what the outsourcing has been? Council Member Olsen stated I’d also be curious what we’re paying internal service to the shop; so, what is it costing Department A to send a vehicle to Department B and for what type of work? Director Malinowski stated on this slide is the Fleet Fund: In blue is supplies; so, when we have our mechanics working on equipment, the blue is the supplies that they use for those. In orange is our outside labor, and we can see that that’s been trending up. We attribute that to the number of vehicles that have increased; the last time we added a mechanic was back in 2002, and what was the percentage of equipment? Director Burfeind stated we can only go back to 2010, because that’s when our PubWorks system started: From 2010 to 2021, there was about a 35% increase, so probably about a 40% increase since 2010. Council Member Olsen stated one of the things I’d like to know with respect to the shop is we have PubWorks, which does our billing, but we also have ALLDATA, which is the software that is commonly used in the industry to allocate time per job. I’m interested to find out if we are meeting those time-per-job estimates. I guess to make it simpler, when you sell work as a mechanic in retail automotive, you’re selling time because you only have your mechanic for so many hours in the day. An oil change takes 20 minutes, a tire rotation takes 20 minutes, an alignment takes 30 minutes, and then an inspection takes another 20 minutes; so, all in, when you add up that total, that’s what the job should take. What I’m curious about is if our jobs are taking longer than that. Council Member Thiede asked are we meeting our time budget? Council Member Olsen stated yes, are they close to that? So, I was just going to say this year is probably a really good year for us to dig a little deeper than we even normally do. The staff does such a great job with the budget every year, and we come in second lowest in the County vs. comparable cities for our tax rate. I mean, we’ve never been spend crazy in the City of Cottage Grove, it’s just not what we do. I think we also know that we want to maintain a high level of service, we take a lot of pride in that; I know the various departments certainly do. But that’s not to say that maybe there’s some inefficiency baked in someplace, it certainly could be there; and the only way you’re going to know is if you peel the onion and you look. And, so, if you think about what I just said with regard to the shop, is there efficiency at its peak or not? Because it’s the human factor, you have to factor that in. The same would be true, I would argue of our Building Division; do we really need another Building Inspector, or do we need the Building Inspectors we have to run faster? We used to do inspections for St. Paul Park and Newport, and we agreed several years ago to not do those anymore because we wanted to take workload off the inspectors’ plates so that they could take care of the City. Are they really doing that? If they’re not, what other work could they be doing? Are they doing proactive code enforcement, those kind of things. And let’s not forget that this City for years and years and years has been very good at job sharing. We had a time when C.S.O.s were doing some of the code enforcement activity. I’m not saying they did it right or wrong, I’m just saying it was a thing. And do City Council Meeting Minutes May 1, 2024 Page 30 those opportunities exist? I guess I’d be curious. So, at least for me, knowing that the labor situation is what it is and that we’re going to pay what it costs, it’s just what we’re going to have to do. Are there opportunities where we might be able to shave a nickel or a dime here or there to help offset that? What I wrote down in my notes here was can we really examine our efficiency to try to determine if there are any inefficiencies? What about a head count for every department? Every department has a head count, we have an org chart, is there a way to utilize that org chart in such a way that maybe there’s some job sharing that takes place? I know Tou’s been working up front, it sounds like he really likes it and probably wants to stay there. So, that happens when somebody’s injured, those kinds of things. So, there again, are there opportunities for that? And then the last thing I’ll say for me is I really don’t want to jeopardize our AAA Bond Rating in any way, shape, or form. That is such a critical element to saving the taxpayer money on debt issuance. And I know that we have a really good relationship with Ehlers, we’ve seen all the bonding houses and they’re reporting for us and all that kind of stuff. We’ve done incredible work as a staff here to get to that place; if we even take one step backwards, all that’s going to do is create additional expense when it comes to issuing debt. So, I really don’t want to be in a position where that’s even a risk. And I know timing in the market and all that’s really hard, but it’s something to keep in the conversation; are we going to need to issue debt for this or, as Dave said, can we keep it another year, those kind of things. And I think there’s important things in this budget, labor is just a given, we know it. But there’s other important things, like those take-home squads. That is a huge retention thing, and if we want to have that happen and be able to say yes, we’re doing this from a retention perspective, not to mention it improves your service delivery; is the juice worth the squeeze, is the cost going to be something that we can manage? Council Member Olsen stated so, I trust the staff implicitly; you do unbelievable work, and I’ve seen you make lemonade out of lemons more times than I count in my time as a City Council Member. I think about what Woolery used to say, “Can I just have one normal year?” That just doesn’t happen here, we don’t have that. There’s always something, and you do such a good job of planning for that and thinking forward; this FMP that you put together is fantastic, but we have to be a little flexible. As a Council, we get it. Ultimately, we have to trust that what you bring to us is a need, it’s just the way it is. But I’ll feel better when it comes time to really vote on a budget number if I know that we’ve done the hard work of digging into the efficiency piece, digging into the head count and job sharing piece, and if I can feel good about maintaining our AAA Bond Rating; that we’re not going to be issuing more debt than we probably should to replace equipment if we can keep it around for another year, that kind of thing. So, that’s my position, I’m one of five, but that’s where I stand. Council Member Thiede stated this is the one time that I really agree with Council Member Olsen. Council Member Khambata stated two things on ALLDATA vs. PubWorks. That was flat rate times? The techs that are incentivized to meet those rates are being incentivized if they can exceed them. Council Member Olsen stated understood. City Council Meeting Minutes May 1, 2024 Page 31 Council Member Khambata stated so, I think you have to be careful if that’s going to be the expectation of our staff, then that’s going to change the dynamic. I think the bigger problem with four techs is if one’s sick or hurt, then the three remaining are staffing the entire department. As we know, there’s equipment that just can’t be down, right? So, it’s going to get fixed whether we have the staff or not. Council Member Olsen stated but it’s not getting fixed whether we have the staff or not. Council Member Khambata said that’s why it’s getting outsourced. Council Member Olsen stated no, in some cases, it takes two days to fix something that maybe should take one day. Council Member Khambata stated again, I think if you’re going to compare it to those ALLDATA numbers, that’s a benchmark. Council Member Olsen stated that’s one measurement. Council Member Khambata stated that’s where I was going with it. Council Member Olsen stated they could use any measurement they want. Council Member Khambata stated another comparable measurement would be like the historical amount of time; does it take the same amount every time? And it’s a big job for one person and it should be a two-person job or something like that. There might be other opportunities for efficiency. Council Member Olsen stated well, that’s why some shops have oil change techs and mechanics working together. Council Member Khambata stated that’s why you have a light-duty tech and a heavy- duty tech; Council Member Olsen agreed. Council Member Khambata stated that’s my take on that, but I think from the standpoint of we’re outsourcing a lot of those repairs, for instance, we can’t have squads down, we can’t have dump trucks down or plow trucks. So, if we don’t have the internal capacity to do it, it’s going to get done one way or the other, and that’s where I think when we’re outsourcing that stuff, that’s a big opportunity to save money by bringing that inhouse. Council Member Olsen stated unless you’re charging more inhouse than the outsourcing; for example, if you’re charging $200 for an oil change and inspection on a car internally, but you could get the same work done at a shop for $120, you’re costing yourself $80. Council Member Garza stated it looked like the graph that Director Malinowski showed a little bit ago showed that the impact really happened over the last two-or-three years; prior to that, things were looking like we were doing good numbers. For a couple years, it’s gotten really out of hand. Council Member Olsen stated they’ve been asking at the shop for additional space and an additional lift. All I’m asking is let’s examine it closely to make sure that we’ve got people who are moving through the products as fast as they can, that they’re as efficient as they can be. It could be something as stupid as do we have the parts on hand, or do we have people standing around for four hours waiting for a part? That’s conceivable, sometimes it happens. So, are you better off buying your commonly-used parts upfront and storing them at the shop? That’s a question for the people who work there; none of us works in that shop and Adam’s a sharp guy, all of our mechanics are good people, and it’s just something I would suggest we look at, and that’s for me. But I think that you can extrapolate that same mindset for the rest of the organization and just City Council Meeting Minutes May 1, 2024 Page 32 kind of double check, right? Trust but verify, see if we’re still in a position where we need this many of that or not enough of that, and let’s try to find the balance. Mayor Bailey asked staff did we give you what you need, along with some data that the Council is going to look for? Administrator Levitt replied yes, we’re good. Mayor Bailey stated the only other thing, and I know we’ll get into this when we actually get more into like the CIP and such, but can you refresh my memory again, when is 80th Street getting done? Director Burfeind replied 2026. Council Member Olsen stated and we’ll have MSA funding then. Director Burfeind replied yes, MSA funding and a grant, there should be some Federal grant funding. Council Member Olsen asked so, Pete, if you had to pick between a Fire Chief or a cop, which one would you pick? Council Member Khambata stated you can’t ask him that; Council Member Olsen stated sometimes you have to. Director Koerner replied right now, I’ll take the Deputy Fire Chief, that’s where we need it. Council Member Olsen said that’s where you think the need is the greatest? Okay. 14. WORKSHOPS - CLOSED TO PUBLIC - None. 15. ADJOURNMENT Motion by Council Member Olsen, second by Council Member Thiede, to adjourn the meeting at 9:07 p.m. Motion carried: 5-0. Minutes prepared by Judy Graf and reviewed by Tamara Anderson, City Clerk 1 City Council Action Request 7.C. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title City Council Special Meeting (05/15/2024) Staff Recommendation Approve the May 15, 2024, Special Meeting Minutes. Budget Implication N/A Attachments 1. 2024-05-15 City Council Special Meeting CITY OF COTTAGE GROVE 12800 Ravine Parkway Cottage Grove, Minnesota 55016 www.cottagegrovemn.gov 651-458-2800 Fax 651-458-2897 Equal Opportunity Employer MINUTES COTTAGE GROVE CITY COUNCIL May 15, 2024 COUNCIL CHAMBER 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE, MN 55016 WORKSHOP - OPEN TO THE PUBLIC - 6:00 P.M TRAINING ROOM 1. CALL TO ORDER The City Council of the City of Cottage Grove, Washington County, Minnesota, held a workshop, open to the public, on May 15, 2024, at Cottage Grove City Hall, 12800 Ravine Parkway. Mayor Bailey called the workshop to order at 6:00 p.m. 2. WORKSHOPS - OPEN TO THE PUBLIC Mayor Bailey stated he’d turn this workshop over to Emily Schmitz, Community Development Director, regarding a housing development project by Real Estate Equities. Director Schmitz stated Blaine Barker with Real Estate Equities is here this evening to share with you their initial concept idea. They’re looking at a parcel, referred to as the Zywiec 40, at Hadley Avenue and 100th Street. He’s also going to provide some details regarding financing of their proposed affordable project. Mr. Barker thanked Emily and the Council for having him be here this evening. He stated Real Estate Equities is a multifamily housing developer, owner, and operator, based in St. Paul. We currently own and manage about 4,500 apartment units, mainly in the Twin Cities, some in Rochester, and some in Arizona. The majority of them have some level of affordability income and rental restrictions, which is what we’d like to propose to the City this evening. Mr. Barker displayed examples of some recent developments that they’ve built in Eagan, St. Louis Park, Coon Rapids, and Rochester. One thing we want to reiterate is even though we are proposing an affordable workforce housing development, we build it to market-rate standards. He showed exterior and interior photos: Apartment interiors included granite countertops, LVT flooring, high-quality cabinetry, in unit washer-dryer. Amenities include a fitness center, clubrooms, dog run, and playground. We don’t necessarily have all of the bells and whistles like a pool or rooftop decks, that you might see in a market-rate development, but we’re pretty close with how we build an average, standard development. City Council Workshop Minutes May 15, 2024 Page 2 He stated almost everything we develop, own, and manage as a company is affordable; typically, that’s 60% of the Area Median Income (AMI) based on the seven county metro area, as determined by HUD. What that means is we’re targeting people who make between $52,000 and $80,000, depending on the size of the household. That equates to rents of about $1,300 to $1,800, by unit size. A one bedroom is $150 below a typical market-rate development, up to as much as $400-$600 on three-bedroom units. What we’re proposing tonight is a four-story, 164-unit development on the corner of Hadley Avenue and 100th Street. He displayed a preliminary rendering and stated we’re looking for all of your feedback this evening. We like to build a majority of two- and three-bedroom units. We really aim our development towards families, so that’s why we have the higher concentration in those unit types. We like to build to like a 1.8 parking ratio, which we found is adequate for a development of this type with these units. We typically see residents maybe own in the 1.4 to 1.5 cars-per-unit range, but we also need to account for visitor parking and staff parking; so, we found that 1.8 is kind of the sweet spot there. We are proposing 35 units per acre, which currently exceeds what is currently allowed for the City’s Planned Use and Zoning Code; so, that is one of the items we’d like your feedback on this evening is if you would entertain a request to upzone the property as part of the affordable housing. We’ll also be asking the City to act as a conduit bonds issuer for us. We don’t know the details on this tonight but we may be back in the future, if this development progresses, to discuss financial assistance; right now, we’re in the very preliminary stages, so we don’t know what that looks like. We’re still more focusing on the density we’re proposing and then the support for the conduit financing. Mr. Barker stated he would welcome any questions and feedback at this time. Mayor Bailey thanked Mr. Barker for presenting and sharing with us your vision. Mayor Bailey stated he actually had a few questions for staff: 1) On the map that was included in the packet that you gave us, is 5 going to be an actual parcel or is 5 going to be stormwater? Director Schmitz replied we’re looking into the stormwater option, if that’s something that could work. Administrator Levitt has been involved in kind of what that process is looking like with Capstone, if we create some lots on 4 and create some additional stormwater. 2) On Parcel 1, is it currently medium density? Is that the difference between what they’re proposing, because it was medium and they’re looking for high, right? Director Schmitz replied yes, and so, thinking about transferring the density from the 35 acres, the driving range, that now will be preserved as open space. 3) On the back side there, where they’re doing the parking, first of all, I do like the fact that you’re pushing the building away from the townhomes there. Is that going to be a City road that goes out to Hadley, or is that going to be then, on the upper; do you see where it kind of dumps into that neighborhood and then it goes west? City Council Workshop Minutes May 15, 2024 Page 3 Public Works Director Ryan Burfeind replied that’s staying a City road with the South District. So that’s where that’s happening, but how it is being maintained is another outlet from that neighborhood like they have today. Mayor Bailey stated but right now, if I see this right, up on the top there it looks like they may have a, I don't know if that’s a fire lane thing or if that’s just a trail. But where 100th comes down, we’re going to cut that off right at that neighborhood, correct? Director Burfeind confirmed that. Mayor Bailey stated okay, I just wanted to make sure I understood where the roads are going to be. So, 100th Street and Hadley is still going to remain up to that first inlet to the townhomes, and then give these guys the access. Okay, great. Council Member Thiede stated I assume the picture we saw was obviously from the townhomes over there and looking south. How close is the building to 100th? And it’s going to be five stories? Mr. Barker replied it would be four stories; one underground and four above. Council Member Thiede stated at some point I’d like to see how it all fits with like Parcel 2, where we’ve got planning, right? And how tall a building? Director Schmitz replied five stories. Council Member Thiede stated that’s five, from the ground; that was confirmed. He stated we need to make sure that we take a look at what that’s going to look like as you come down 100th Street. Parcel 3 may very well end up being some sort of multifamily housing, too, right? So, it’s going to cause a tunnel, because if you think about it, you’ve got these two big buildings. So, I maybe want to see a little bit of how that’s all going to look. And what were the density differences again? How much was allowed and how much is proposed? Director Schmitz replied currently, it’s medium density, a maximum of 13 units per acre; high density would be 30 units per acre. Council Member Thiede asked because it’s medium density, would we be changing that parcel to basically high density? Director Schmitz replied yes, we’d have to do that. Administrator Levitt stated as you recall, we had that conversation at the workshop on the Code and we talked about those areas; that’s when we had 35 acres from the Mississippi Dunes driving range, which the DNR is purchasing, which we’ll know by the end of this month. So, if that all is preserved, there’s a lot of density that we had proposed on that 35 acres; so, you could do a density transfer through Metropolitan Council to make that argument that this parcel could then be used to support high density so we’re not losing our unit counts in the community. Council Member Khambata stated mixed use commercial is 50 units per acre, isn’t it? So, high density still isn’t the highest density of this zoning district. I guess my primary questions are regarding the conduit bonding. I just want to clarify that the City’s the pass through, the City’s not underwriting it or insuring that debt in any way; is that accurate? Administrator Levitt replied I think you just collect a small administrative fee associated with it, and we didn’t pay anything for Dominium because I think they have like a 20-year conduit debt. City Council Workshop Minutes May 15, 2024 Page 4 Council Member Khambata stated yes, I just wanted to make sure that it’s not going to end up something that we have to factor in, unexpected, down the road. Administrator Levitt stated no. Council Member Olsen stated Ehlers did a really good job when we did Dominium; maybe we want them to explain it again for us. That might be wise. Council Member Khambata stated my next question is future financing, what potential amount of money would you be looking to access if we gave a nod on this? I don't know what kind of shortfalls or challenges have you seen on past projects, and what pools of money have you been able to utilize? Mr. Barker replied the plans are preliminary, so I don’t want to throw out a number or anything, we certainly have more homework to do on that. Typically, we use Tax Increment Financing (TIF). I think we would need to work more on that with staff, as well as Ehlers. We haven’t done much, but that’s typically a resource that we would utilize. Sometimes cities have Housing Trust Funds that we’ve gone after or at the County level we’ve had success in Dakota County and Ramsey County. Washington County CDA has GROW funds; I believe they’re actually updating their policy that will allow for additional financing for developments such as this. So, those are the avenues we explore when we get to that bridge. Council Member Olsen stated I agree with the comments that Council Member Thiede made relative to just the general look of the area and is it going to fit within the scope of what we’re hoping to accomplish in the area. It sounds like you guys have talked through that a little bit already, in terms of matching up with the other buildings, etc. If we progress, I think it would be neat to see sort of an area photo vs. just your personal project, just to make sure that it feels right and looks right, that kind of thing. Something that I was curious about in terms of just why here, why now, what is prompting you to seek this particular site? I know you mentioned workforce housing, has it brought somebody to the Business Park? What is it that kind of got you thinking this might be a project we want to move forward on? Mr. Barker replied certainly, we’ve been looking at developing in Cottage Grove for several years. We actually looked at an opportunity about four years ago, and at that time, I think the Council didn’t feel it was the right development for that particular site. We just haven’t found the right opportunity between then and now. What we really like about this site is workforce housing in Cottage Grove is growing; with the amount of industrial development that has happened here, with that increase in the workforce, you need an increase in workforce housing. So, that’s really what’s attracting us is to see the growth in jobs and the need for housing for people working in the City. Council Member Olsen said remind me again, are you seeking to develop and hold the property? Mr. Barker replied yes, so, we would develop, hold, and manage it. This would be using Federal housing tax credits, which signs us up for a 15-year commitment to own the property; otherwise, we have a several million dollar penalty from the Federal government if we were to not do that. So, we will own it for at least 15 years. There are City Council Workshop Minutes May 15, 2024 Page 5 some properties we’ve owned for 30 years, but for a minimum, it’s 15 years, and we self manage all of our properties. Council Member Olsen stated that makes me happy. Personally, I’m one-fifth of the vote here, but I like to see developers who pursue it from sort of cradle to grave; like, okay, we’re going to build it, but we’re also going to hold it and we’re also going to manage it. I think that puts more skin in the game for you and it protects us to some degree with regard to what is the condition of this property going to be five-to-ten years from now, etc. Because the last thing you want is to contribute financially through TIF, or whatever the case might be, to have something that kind of starts here that declines over time, that would not be a good scene. So, I’m assuming you do the same with all of the properties you showed us in your slides? Mr. Barker replied yes. Council Member Olsen asked and you’ll have an on-site manager? Mr. Barker replied yes. Mayor Bailey asked all of those properties that you showed us on the screen, are those all workforce? Mr. Barker replied they are, yes. These all are very similar in terms of the kind of financing programs, mainly 60% AMI, Federal low-income housing tax credits; so, we have to own all of these for 15 years, at a minimum. Council Member Olsen asked staff what they thought about the way this will sort of fit into the puzzle on that area, property wise. Are you feeling comfortable with that? Director Schmitz replied, yes, I would echo Blaine when we look at the growth in the Industrial Park and the employment it brought to the community. This is great when we think about our housing diversity. This is one of those opportunities that will shift that density for this particular location to create that buffer; you have NorthPoint and then you proceed with the additional growth. So, this will create another housing option. Council Member Olsen asked traffic wise are we going to have any issues? Is there anything we’re going to need to do to manage traffic flow? I mean, we get quite a bit of feedback on traffic anytime we do some of these things, so, I’m just curious if that has even come up yet. Director Burfeind replied with the number of units they’re talking about it’s usually about four trips per day for that type of development. So, we’re talking somewhere around 640 trips per day, and that’s definitely no issue. So, 100th Street itself, that it will tie into, used to have a couple thousand cars a day, that’s obviously transferring to the new County Road. Really, with that new County Road, the County actually did have a lifecycle traffic study with the Southwest Arterial Study. Even with a two-lane design and turn lanes, it’s well below that threshold, and they looked at all of our density projections. So, like Emily said, shifting that 35 acres, that’s traffic that would have followed up through this direction regardless. So, there’s really no issues from that standpoint. Council Member Olsen asked in terms of the parking that you’re proposing, I know we had some conversations with the folks over by Dunkin’ Donuts, and what is the right City Council Workshop Minutes May 15, 2024 Page 6 size of parking for this sort of facility; you’re proposing underground and above ground, is that right? Mr. Barker replied that’s correct, yes. Council Member Olsen stated okay, so, are we feeling like whatever parking spaces per resident, or whatever the case might be, the ratio, are we feeling comfortable that that’s going to work for us? Director Schmitz replied yes. Administrator Levitt stated with some of the other units, we’ve had a lower parking ratio, but given the fact that they’re kind of keying towards the two-bedroom and three- bedroom and the families, I think it’s a wise idea to have a higher parking ratio. So, I’m guessing that trend has probably held true with their other products. Council Member Thiede stated right now, you have all the cars coming into the complex there, you’ve got quite a visible matrix drive to get over into the underground parking. I’m just wondering is there, in terms of whether it’s that end or the other end where the underground parking unit is, is it all the way around down there, or how did you design? Mr. Barker replied so the underground parking will be through the footprint of the entire building. Council Member Thiede asked is there any reason why you wouldn’t put it on the other end, then? Mr. Barker replied we could look into that. I mean, the site is pretty flat, so I don’t think we have issues with the grade, but I think probably how they laid it out is due to retention ponds in the southwest; they’re probably factoring in that site can be graded east to west, which means it would be easier to get underground the building on the west side. So, that’s the logic there. Now, we could certainly look into a different configuration, though. Council Member Thiede stated its just an observation. It’s not like it’s straight across, it going to kind of come off and you’ll have to go around a little bit. Mayor Bailey asked are they going out in the middle then? They’re going in on, are they going in and out on the same down there? Mr. Barker replied, yes, it’s the same. Mayor Bailey stated so, that’d be half there. Mayor Bailey stated just from a staff perspective, Council has thoughts for you, and more for you to understand what to be prepared for, so: 1) What would be the difference from a townhome pitch roof to the top of this facility? Director Schmitz asked height wise? Mayor Bailey replied yes, that’s one thing. 2) You might get some of the neighbors over there that will be concerned that the entrance and exit might be lined up with their neighborhood street. Council Member Olsen stated that was my concern, too. Mayor Bailey stated again, just for you guys to kind of figure out from a layout standpoint, it wouldn’t make sense, so be prepared for that. 3) The comment was made is if we can some type of schematic from you guys. As you get down towards the corner there, between the two buildings, because we’ve got the five-story, which would be next to a four-story. Just because I think City Council Workshop Minutes May 15, 2024 Page 7 it kind of goes back to where Council Member Thiede was saying, what’s that distance? I’m just, it’s hard to tell. Obviously, the picture of the building looks really nice, but it’s just when you get down to that corner there, are they going to be right on top of each other or is there some space? Council Member Khambata asked is Hadley County Road going to be a four-way stop or a two-way stop? Director Burfeind replied that’d be a side stop for right now, maybe long term it’d be an all-way stop, but it’d be far down the road. You’d need more development islands to trigger something more. Mayor Bailey stated those were a couple of things that I heard from Council, just the pitch, the difference. I do like the fact that it’s set back further from the townhomes; of course, when you do that, then you create almost the tunnel. Now the tunnel will only be that one area, because to the left, if you follow what staff’s proposing on Parcel 4, that would be single family. Mayor Bailey stated Parcel 3 more than likely can be another part of the complex. Council Member Olsen stated which means that ingress-egress question is even more important if you’re thinking about something on Parcel 3. Council Member Olsen stated in terms of building materials, I know when we deal with developments like this, sometimes we have to make adjustments due to our requirements around building materials. Has that conversation even started yet? Director Schmitz replied no, we’ve not gotten into that. Council Member Olsen stated I would anticipate that will come our way at some point, and you guys know what our answer’s going to be. Council Member Garza asked if all of these Parcels, 1 through 5, is there any opportunity or are we giving the opportunity for retail or anything that’s going to go down in there? And I only ask that because we have so many homes there that coffeeshops or hair salons, are any of these types of things within this volume a thought? Director Schmitz replied as we looked at land use and our long-term decisions, this has always been planned as residential. We didn’t think about incorporating the commercial aspect until we think about the other nodes. When we see the extension of 100th and Innovation, the small areas that we’re working on, as we accept making that commercial node in that area. Council Member Olsen stated which would be very close to this. Council Member Garza stated I had to ask because so many complexes can have their own coffeeshops and stuff. I’m sure that they would think that would be ideal if we could just put it in that area. So, if there were opportunities in any one of the apartments. Council Member Khambata stated so just to kind of recap, we have something proposed for Parcels 2 and 4, right? Capstone is 4 and then the Rohrs property in 2? Director Schmitz replied Norhart is in 2. City Council Workshop Minutes May 15, 2024 Page 8 Council Member Khambata asked would it be possible to just do like a conceptual like top view of kind of how those buildings are projected to be placed? Council Member Thiede stated yes, we were just talking about that. Council Member Olsen stated as we were discussing that earlier, that’s one of the ways I think we can maybe best do that is kind of a full grown, you know? Council Member Khambata stated it doesn’t need to be like production quality, but I’m just curious about the footprint placement on the parcels. Council Member Khambata asked are all of these units going to be affordable to somebody at 60% AMI? Mr. Barker replied yes. Well, at a minimum, that’ll be the average; if we get County funds or something, sometimes they want to see lower income and rents, but then allow you to have slightly higher. So, maybe you have a handful of 30% or 50%, and then you’ll have a handful of 70%, but they all average the 60%. We have done that a little bit in the past; we do feel 60% AMI is our highest demand, and that’s what we like to stay at so we don’t like to skew too far from that. But we have in the past been open to doing a little bit of an averaging, so to speak, of different income levels. Council Member Khambata stated so you guide it as 60% AMI through the grant funding and so on for the project, right? Mr. Barker replied no, it’s the Federal program. Council Member Khambata asked is it Section 42? Mr. Barker replied Section 42, yes. Council Member Khambata asked so who is the accountability partner there to make sure that you’re making that 60% AMI? And that’s based off HUD’s number that they put out every year? Mr. Barker replied yes, and it’ll be the Washington County CDA that we have to report to every year. Council Member Garza asked do you guys manage the in house 60% AMI; so, for some of these income requirements, are you guys doing all that inhouse management? When they’re coming in to apply for renting units, you guys do all of the vetting for that? Mr. Barker replied we do, we have our own compliance team that does all our screening for income, criminal, credit, all that. So, residents can’t make more than those amounts, but then they also have to be able to afford the rent as well. So, the income limits I showed were the maximums, but there are also minimums, because they have to be able to afford the rent. The AMIs have increased over the years, so, it is $1,300 for a one bedroom, and it’s getting up there, and it’s up to $1,800 for a three bedroom. Mayor Bailey stated it’s hard to tell in the pictures, but if you look at some of the divides of the materials that you have there, maybe I’ll take a ride over to Eagan or something to check your project. I’ve done that before with some of these other developers to see how their buildings look in other communities, too. Personally speaking, I don’t see it as an issue. The only other thing for staff, again, is as it was brought up about traffic and such, again just prepping you what’s the plan, the fact that we are going to take density away because we’re going to convert part of the Dunes to a park. The other thing for me is also maybe show where our future Jack and Marlys Denzer Park is going to be in relation to this; so, when you show us the map, because you’re talking about things for citizens to do, and it looks like you’re going to be kind of gearing it more towards maybe families with kids, which is not necessarily what we have seen. I City Council Workshop Minutes May 15, 2024 Page 9 guess in the older versions of our affordable housing, but most of the new ones, for us at least, have been predominantly senior driven, single or double. The only other comment I’ll ask is will the kids that would be in this development go to Pine Hill or Pullman? Director Schmitz replied I think it’s Armstrong. The last conversation I had with the School District, they were trying to shuffle because of Mississippi Landing; it’s odd, it sounds funny, but that’s what their thought is now, whether that’s how things remain. Mayor Bailey stated again, I’m just preparing you just because I’m trying to pull all the things that have come up in other developments in that area. Where are all these kids going to go? There is a very empty school; I know Armstrong is very empty. Director Schmitz stated Pullman had some shifting done. Mayor Bailey agreed that Pullman does. And I know the Dunes is going to Pullman, isn’t it? Director Schmitz replied yes. Council Member Khambata stated just for my 20%, if this were to proceed, I’d like to at least have some sort of like future forecast for what the financial ask might be. Because as we’re getting our HRA set up and as we start kind of bringing that pot of money into existence, it’d be nice to kind of know what it’s being earmarked for; and when that ask comes, how much we can afford to contribute, so that no one’s surprised on either side of that. I also know everyone in that townhome development off of 98th is going to protest, everyone in the Capstone Properties is going to protest because it’s affordable housing, because of the density. For 164 affordable housing units, I’m willing to take that heat for my 20%. Council Member Olsen stated I think we need to keep pushing forward and get some more information and see what transpires, but at least for me, that visual on there, the whole area, is important. I agree with the mayor, where’s the closest green space, park space, going to be, and what is the connectivity going to look like for families to be able to take advantage of that, etc. When do you expect to hear back on the stormwater pond? Director Schmitz stated we’re kind of just trying to float it by adding a couple extra lots, depending on the stormwater utilities and the issues that are connected to that. Council Member Thiede asked would that stormwater come out of that cul-de-sac that they have in there now, or? Administrator Levitt replied that is correct, yes. Council Member Thiede stated in general, I’m okay. The only concern, like I mentioned, is I would like to look at the visual, it would be nice to have. It doesn’t have to be extremely good looking, but just to kind of have a feeling for what’s laid out with that master plan. And if Parcel 3 becomes another four-story housing unit or what it is, we can kind of make suggestions, based on what we’d like to see in the visual coming in and out of that area, of what we’d like to see in that piece. Maybe it’s lower-level units or not tall, etc. And maybe just kind of a little bit of how it might look in Parcel 4 there, too, with Capstone; if they’ve done anything at all, kind of what they thought that their plan looked like. So, some of the visual planning. And I would still like to know how far away that building is from the road. Obviously, as I look at it here, it looks really close, but we don’t have all of that detail, size wise. City Council Workshop Minutes May 15, 2024 Page 10 Council Member Olsen stated when you guys do the schematic for the entire area, just some of the ingress-egress, what that might look like would be helpful. Council Member Garza stated I just think, it goes back to what I mentioned before, and I know there’s accountability, but I with just this many more that we’ll be developing, especially if we’re getting our workforce family, the impact on our retail and retail shopping. I know that there are coffeeshops in our neighborhoods, and I wait quite a bit for my coffee, and so we’re putting this many more people in town. People don’t want to wait 20-or-30 minutes for a coffee so you can go to work because we have so many more people in our community. So, it’s just a thing that makes me think that maybe we need to have some more coffeeshops, so that would be a good thing. Mayor Bailey stated I think what I’m hearing from the Council and I hope you did, too, is that we’re very interested. One thing I’ll just share, and I can say it with the Council’s perspective, too, is Cottage Grove actually over the last I don't know how many months has been held up, in a positive way, about affordability and attracting and working with affordable housing options within the community. Some things were happening up at the capitol, which you may have heard about, were the Missing Middle piece part of that; they were using Cottage Grove as the benefit, meaning we’re doing it the right way where other communities were not. My comment to them was look, don’t penalize us for other cities’ transgressions. So, I think that’s all done, which is good, but we’ve been getting a lot of positive accolades up at the capitol for the work that we do to work with developers on bringing affordability into our community. So, I had to just share that for the Council’s knowledge. Mayor Bailey thanked Mr. Barker again for coming to share with us your concept; we’re looking forward to what you can do in the future. Mr. Barker stated, awesome, thank you all. 3. ADJOURNMENT The special meeting was adjourned at 6:38 p.m. Minutes prepared by Judy Graf and reviewed by Tamara Anderson, City Clerk. 1 City Council Action Request 7.D. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title City Council Regular Meeting Minutes (05/15/2024) Staff Recommendation Approve the May 15, 2024, Regular Meeting Minutes. Budget Implication N/A Attachments 1. 2024-05-15 City Council Meeting CITY OF COTTAGE GROVE 12800 Ravine Parkway Cottage Grove, Minnesota 55016 www.cottagegrovemn.gov 651-458-2800 Fax 651-458-2897 Equal Opportunity Employer MINUTES COTTAGE GROVE CITY COUNCIL May 15, 2024 COUNCIL CHAMBER 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE, MN 55016 REGULAR MEETING - 7:00 P.M COUNCIL CHAMBER 1. CALL TO ORDER The City Council of the City of Cottage Grove, Washington County, Minnesota, held a regular meeting on May 15, 2024, at Cottage Grove City Hall, 12800 Ravine Parkway. Mayor Bailey called the meeting to order at 7:00 p.m. 2. PLEDGE OF ALLEGIANCE The audience, staff, and City Council Members stood and recited the Pledge of Allegiance. 3. ROLL CALL City Administrator Jennifer Levitt called the roll: Mayor Bailey-Here; Council Member Garza- Here; Council Member Khambata-Here; Council Member Olsen-Here; Council Member Thiede-Here. Also present: Jennifer Levitt, City Administrator; Ryan Burfeind, Public Works Director; Zac Dockter, Parks and Recreation Director; Jaime Mann, Interim Communications Director & Assistant City Administrator; Conner Jakes, Associate Planner; Pete Koerner, Public Safety Director; Gwen Martin, Public Safety Captain, Brad Peterson, Public Safety Captain, Greg Rinzel, Public Safety Captain, Aaron Price, City Attorney- LeVander, Gillen & Miller, PA; Gretchen Larson, Economic Development Director; Emily Schmitz, Community Development Director. 4. OPEN FORUM Mayor Bailey opened the Open Forum. As no one wished to address the Council, Mayor Bailey closed the Open Forum. 5. ADOPTION OF AGENDA Motion by Council Member Thiede to approve the agenda; second by Council Member Garza. Motion carried: 5-0. City Council Meeting Minutes May 15, 2024 Page 2 6. PRESENTATIONS A. Swearing In Ceremony: Deputy Fire Chief Nicholas Arrigoni and Fire Captain Brandon Ekron Staff Recommendation: Recognize the promotions and do the swearing in of Deputy Fire Chief Nicholas Arrigoni and Fire Captain Brandon Ekron. Mayor Bailey invited the Council Members to join him in front of the dais for the swearing in ceremony. Pete Koerner, Public Safety Director, stated tonight we’ll be swearing in Nick Arrigoni as our newest Deputy Fire Chief and Brandon Ekron as a Fire Captain. As you know, Fire Chief Rick Redenius retired on December 31, 2023. With that Jon Pritchard was promoted to Fire Chief, and then Nick took Jon’s position, and now Brandon is taking Nick’s position. He introduced Fire Chief Jon Pritchard, who will read their bios, then we’ll do the swearing in and badge pinning. Chief Pritchard asked Brandon Ekron to step forward as he’s introduced. He stated Brandon is being sworn in this evening after a well-deserved promotion to captain. Brandon started with the Cottage Grove Fire Department in October 2017 and brought a wealth of experience, knowledge, and skills to the department. Brandon started his Fire EMS career with the White Bear Lake Fire Department in April 2009, as a parttime firefighter and EMT. In 2015, Brandon was promoted to a parttime firefighter-paramedic at White Bear Lake after his graduation from the Hennepin County Medical Center paramedic program. Brandon has also served as an EMT for HealthEast, which is now known as MHealth, for four years. Brandon has been a foundational part of the Fire Department since his arrival six years ago; he’s been such a great role model for professionalism, excellence, leading by example. He’s contributed profoundly to the development and training of many firefighters and has led the way to the department’s many improvement efforts. Brandon has served as one of our primary field training officers, helped design the department’s evidence-based field training program, and he’s also served as a Fire-EMS instructor, wide burn instructor, and is a member of the Washington County Mobile Field Force. Brandon is also a State-certified fire instructor, wide burn instructor, fire officer, and fire apparatus operator. Brandon lives in White Bear Lake with his wife, Bethany, and children, Tucker, who is here with Brandon, and his daughter, Violet. Brandon enjoys spending time with his family, working out, gardening, fishing, and gaming. Chief Pritchard said tonight Brandon’s son, Tucker, will be pinning Brandon’s badge. Administrator Levitt stated Brandon, this is your moment now, in front of your peers, your family, and the community, to take your oath. So, please raise your right hand and repeat after me, which he did. Administrator Levitt congratulated Brandon and everyone applauded. Brandon’s son, Tucker, then pinned his father, and again everyone applauded. Brandon shook hands with and was congratulated by Mayor Bailey and the City Council Members. City Council Meeting Minutes May 15, 2024 Page 3 Chief Pritchard asked Nick Arrigoni to step forward. Tonight we’re going to be swearing in Nick as our new Deputy Fire Chief. Nick started his career with the Cottage Grove Fire Department in 2009, where he served as a parttime EMT, firefighter-EMT, then as a parttime firefighter-paramedic. After completing his Associate in Fire Science Degree and obtaining his paramedic certification in 2013, Nick worked at Lakeview EMS as a paramedic until his promotion to a fulltime firefighter-paramedic in 2014. In 2020, Nick was promoted to fire captain. In his role as firefighter and fire captain, Nick has led the department in many ways, including supporting fleet and equipment services, serving as a Fire-EMS training instructor, a wide burn instructor, incident command instructor, and many other roles and responsibilities. Nick holds his Associates in Fire Science degree, and will be completing his Bachelor’s degree this July, and he’s promised he will complete that on time. To many, this may be a surprise, but impressively, this is only half of Nick’s background: Nick has served in the Army National Guard for 13 years with the last 10 years in a lead role as a flight paramedic and squad leader with Charlie Company 2211, General Supports Aviation Battalion, where Nick is currently a staff sergeant. In great service to our nation, Nick was deployed overseas from June 2018 through May 2019 to support Operation Inherent Resolve and Operation Spartan Shield, where his unit provided med evac coverage for Kuwait, Jordan, Syria, and Iraq. Nick proudly shares he would do it again in a heartbeat. As a lifelong resident of Cottage Grove, Nick is proud to serve the community where he was spent his life and is even more proud to serve the nation that he loves. Nick currently lives with his fiancée, Katie. Nick is eternally grateful to his fiancée, family, and friends for all their support. Nick thanks his mentors that have helped him through this career, who have helped him learn and grow. He humbly shares he would not be in this position today if it was not for them. Nick is grateful to the Public Safety and City leadership team for entrusting him for the position and throughout his growth in his career. Nick looks forward to many years serving the community of Cottage Grove. Nick’s fiancée, Katie, will be pinning his badge this evening. Administrator Levitt asked Nick to raise his right hand and repeat his oath after her, which he did. She congratulated him and everybody applauded. Nick’s fiancée, Katie, pinned his badge, and everyone applauded again. Mayor Bailey and the Council Members all shook hands with and congratulated Nick. Photos were taken of Brandon and Nick with the City Council Members, as well as Director Koerner and all of the firefighters, after which everyone applauded. B. 2024 Historic Preservationists of the Year Staff Recommendation: Present the 2024 Historic Preservationists of the Year Award to Cindy Yff and Kathy DeMarre for their efforts of research and compilation of information on the Old People’s Home and Cemetery that will inform future generations of the history and significance of the site. City Council Meeting Minutes May 15, 2024 Page 4 Mayor Bailey stated Conner Jakes, Associate Planner, will speak about this award. Planner Jakes stated it is my pleasure to be with you for the presentation of the 2024 Historic Preservationists of the Year Award. Annually, the Advisory Committee on Historic Preservation (ACHP) nominates a recipient of the award, who goes above and beyond in the promotion of Cottage Grove’s history and the preservation of the rich history of the City. This year the ACHP has nominated Cindy Yff and Kathy DeMarre for their work on the preservation of the history and information that they’ve gathered on the Old People’s Home and Cemetery, which is off of 70th Street South. They’ve created a binder of information that will inform generations of future residents and really just told the history of that site for residents, staff, and anyone interested in Cottage Grove history. With that, Planner Jakes played a video in which Cindy and Kathy talked about the site and the work they’ve done on this. Mayor Bailey stated let’s give Cindy and Kathy a round of applause, which everyone did. He invited them up to the front to receive their awards. Mayor Bailey read aloud and presented the award to Kathy DeMarre. He stated on behalf of myself, the Council, our staff, and all the citizens of Cottage Grove, congratulations and thank you. Everyone applauded. Mayor Bailey read aloud and presented the award to Cindy Yff. He stated on behalf of myself, the Council, our staff, and all the citizens of Cottage Grove, thank you for helping us preserve our history. Everyone applauded. Photos were taken of both award recipients with Mayor Bailey and the Council Members. Mayor Bailey said he’s always driven by there, and I remember that house when I was growing up here in Cottage Grove. He asked are there any real interesting people that you’ve discovered after going through all the history of the different people who were there. Kathy replied I think the most interesting thing is that they were immigrants, and they didn’t come from Cottage Grove. There are not people from Cottage Grove buried there, so they made it to the United States, they made it to this area that was high in Scandinavian immigration in that time. The families came, they had farms around Minnesota, but the grandmas and grandpas got old and sick, so, they had a place to go. Mayor Bailey said thanks again to both of you and thanks for your service and the rest of the group’s service on the Historic Preservation Committee. We do appreciate all of the work that you do. Kathy stated we’re not done, and Mayor Bailey replied I’m glad you’re not, thank you. Each of the City Council Members congratulated both recipients. Mayor Bailey stated though it is kind of an unnamed cemetery, the reason I asked if they found anybody unique or interesting, specifically at that cemetery, is it took many years before we realized that the cemetery next to McDonald's actually has the original heirs of the Mars Candy Company, who are buried here in Cottage Grove. So, there is an interesting line of history throughout our community, whether it’s immigrants who came to settle here or people that started their lives somewhere in the area and then went on to become the owners of the Mars Candy Company. City Council Meeting Minutes May 15, 2024 Page 5 C. 2024 Historic Preservation Month Staff Recommendation: Declare May 2024 as Historic Preservation Month for the City of Cottage Grove. Mayor Bailey asked Council Member Thiede, since he’s our liaison to the ACHP, to read aloud this proclamation; Council Member Thiede did so. Motion by Council Member Thiede to declare May 2024 as Historic Preservation Month for the City of Cottage Grove; second by Council Member Olsen. Motion carried: 5-0. D. Building Safety Month Proclamation Staff Recommendation: Proclaim May 2024 as Building Safety Month. Mayor Bailey stated he asked Council Member Garza to read aloud this proclamation, which she did. Motion by Council Member Garza to proclaim May 2024 as Building Safety Month; second by Council Member Olsen. Motion carried: 5-0. E. Public Works Proclamation Staff Recommendation: Proclaim May 19-25, 2024 as National Public Works Week in the City of Cottage Grove. Mayor Bailey asked Council Member Khambata to read aloud the Public Works Proclamation, which he did. Motion by Council Member Khambata to proclaim May 19-25, 2024 as National Public Works Week in the City of Cottage Grove; second by Council Member Thiede. Motion carried: 5-0. 7. CONSENT AGENDA A. Approve the issuance of rental licenses to the properties in the attached table. B. Approve the service agreement with SafeAssure for workplace safety consultant services. C. Approve the hiring of Judy Afdahl as Assistant Finance Director, effective June 3, 2024. D. Approve the amended and restated Joint Powers Agreement of the East Metro Human Trafficking Task Force. E. Approve the pipeline licenses with BNSF Railway Company and authorize Public Works Director Ryan Burfeind to sign the agreements. F. Enter into a temporary construction easement agreement with Northern Natural Gas. City Council Meeting Minutes May 15, 2024 Page 6 G. Adopt Resolution 2024-080 approving the minor subdivision dividing a 10.17-acre parcel of land located at 9670 Kimbro Avenue South into one 6.086-acre parcel and one 4.086-acre parcel, and variances to the minimum front width of the new parcel and a 6-foot setback for the existing driveway. H. Approve the Easement and Encroachment Agreements with Gerber Collision. I. Adopt Resolution 2024-084 approving the State of Minnesota Department of Transportation and City of Cottage Grove Cooperative Construction Agreement for the TH 61 River Oaks RCUT. J. Adopt Resolution 2024-081 authorizing the City to apply for funding from the Safe Streets and Roads for All (SS4A) Grant Program. K. Adopt Resolution 2024-082 awarding the 2024 Joint Crack Sealing Project to the accepted quote supplied by Asphalt Surface Technologies, Inc. in the amount of $126,440.00, and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. L. Adopt Resolution 2024-083 awarding the 2024 Joint Street Striping project to the lowest accepted quote supplied by Sire Lines-A-Lot, LLC, in the amount of $60,676.03, and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. Council Member Olsen wished to pull Item I, TH 61 River Oaks RCUT Cooperative Construction Agreement, on the Consent Agenda for further discussion and/or approval. Council Member Olsen stated the reason I chose to pull this item is because this is something that has been a long time coming. I wanted to make sure that the residents knew exactly what this is and why it is occurring. He stated if our City Administrator, Public Works Director, or City Engineer would speak on this, to give the residents a brief explanation: What we’re doing, why we’re doing it, and how this is going to work, I would appreciate that. Director Burfeind stated this item is called an RCUT intersection, to reduce conflict in an intersection; they’re becoming much more commonplace on these high speed, kind of more limited access highways, freeways throughout Minnesota and other states as well. I see a lot of them on Highway 52, and there’s a new one down on Highway 61, further south, as well. Really, what they’re targeting is these areas where it’s just not practical or feasible or really safe to have something like a signal. I think we all know the history of Highway 36 and the challenges they’ve had up there with their intersections. So, what this does is it really takes out that median opening, right at the River Oaks entrance and kind of south entrance to Gerlach’s, but it builds two U-turns in pretty close proximity. So, it’s not necessarily providing new gaps or quicker access, but it’s a safer access to the highway. The most deadly and dangerous crashes are those right- angle crashes at high speeds. I don’t want to say this eliminates them, but it’s about a 90% reduction in serious injury and fatality crashes, based on all the data MnDOT has over the years for these type of intersections. So, it’s a great major safety improvement and something that I think is much needed and long deserved down there. City Council Meeting Minutes May 15, 2024 Page 7 Council Member Olsen thanked Director Burfeind. We’ve been talking to MnDOT about this for a long time. So, I think it’s pretty exciting that we actually are moving forward with it, and I very much appreciate your explanation so the public understands. If you’re visiting River Oaks, this is going to create a much safer way for you to get out. Yes, you’ll have to take a right-hand turn and move down Highway 61 just a smidge before you’re able to take that U-turn, but I think this is going to save lives and certainly reduce accidents. So, I appreciate that. Motion by Council Member Garza to approve the Consent Agenda; second by Council Member Khambata. Motion carried: 5-0. 8. APPROVE DISBURSEMENTS A. Approve payments for the period of 4-26-2024 through 5-08-2024 in the amount of $4,386,017.99. Motion by Council Member Olsen to approve disbursements; second by Council Member Thiede. Motion carried: 5-0. 9. PUBLIC HEARINGS - None. 10. BID AWARDS - None. 11. REGULAR AGENDA - None. 12. COUNCIL COMMENTS AND REQUESTS Council Member Olsen stated I have four things: 1) Junk day, May 4, at Public Works. It was a rainy, gloomy day for the vast majority of the day, and I know that our Public Works team and our Parks and Rec team certainly didn’t relish being out in the rain all day. That being said, they did an incredible job of handling the number of cars that came through; in fact, I think we beat the previous year; somebody will have to correct me if I’m wrong, but were we over 900? Director Burfeind stated it was close to 1,000 cars. Last year was somewhere in the neighborhood of 850-860. Council Member Olsen said I just wanted to express my thanks to the team for braving through the rain. I know that there were brats on the grill and some hot chocolate, etc., but I also heard from many of the employees there that they had family member or friends bringing them changes of clothes because it was pretty miserable. So, again, a really successful day, even with the rain. I think that’s something that our residents look forward to each year, I know my wife certainly does, and she was one of the very first ones in line. The team did an incredible job, as always. 2) Park Football Boosters have a pancake breakfast this Saturday at Muddy Cow, from 8:00 a.m. to 10:00 a.m. Tickets will be sold at the door, those are $10 each. This is Park football team 86; there will be all kinds of football players and coaches there, taking good care of whomever comes through the door, serving pancakes, coffee, and all the other fixings last year as well. I’m looking forward City Council Meeting Minutes May 15, 2024 Page 8 to stopping down there for that. 3) We are quickly approaching Memorial Day. For those of you who may not be aware, the City of Cottage Grove holds a Memorial Day event each year to honor the fallen and also to ensure that our residents have an opportunity to mourn loved ones lost. That event will be held at 10:00 a.m. this year on Memorial Day, Monday, May 27, right out in front of City Hall, weather permitting. That setup is over by the Veterans Memorial; so, if you are walking into City Hall, it’s just off to your right. SWCTC will be there and they will be doing a live broadcast as well. So, if you’re unable to attend, you’ll be able to follow at home. Our guest speaker this year is somebody that you’ve already seen on TV tonight, Herb Reckinger. Herb is the Chair of our ACHP. He is also a longtime Cottage Grove resident, a former Navy reservist, and he does incredible work with the Vietnam Veterans Memorial Fund. Our theme this year is a Salute to Vietnam Era Veterans, so Herb is the best speaker we could think of to tell stories about loved ones who were lost and who perhaps still have not been found. He does a lot of work with The Wall that Heals, which is a wall of pictures for Vietnam-era Veterans, who weren’t able to make it home. We’re really looking forward to having Herb tell us his stories. If the weather is bad, we will move inside. There aren’t as many seats inside as we will have outside, but one way or the other we’re going to have that event. That is sponsored by the Mississippi River Valley Beyond the Yellow Ribbon team, in partnership with our Public Safety team here in Cottage Grove and the Washington County Sheriff’s Office. 4) As I speak about Memorial Day, I want to mention that today, May 15, every year is Peace Officers Memorial Day, as declared by Congress and President Kennedy in 1962. This year we’ve already lost 58 of our brave law enforcement officers across the country, we lost 138 last year, and today is the day that we pay our respects, that we remember, that we honor. I just want to say that on such a somber occasion, it’s really important that we as a nation show our support to our law enforcement officers. The men and women who serve should come home every night, safe, to their families, but that doesn’t always happen. Unfortunately, that’s why we have Peace Officers Memorial Day. So, when you go to bed tonight, if you can take an extra minute and say a prayer for the families and the colleagues of those who have been lost, including those in the City of Burnsville, who lost three of their brave officers not very long ago, I would certainly appreciate that. I think that’s the least we can do, we can never say thank you enough to our law enforcement professionals. So, let’s take a moment to remember those that we lost. Council Member Thiede stated I think I counted just five weeks until Strawberry Fest, and we’re really gearing up. We’ve got great signups so far: Even though we increased food vendors, etc., we’ve had to cut that off, we’ve been turning additional ones away. In terms of the Strawberry Fields Marketplace, the different booths and so forth, I think we’ve got close to 110 or 115 of those; we’re actually kind of closing that off, too, as we just can’t handle too many more than that. We’ve got bands lined up, fireworks are lined up, everything is a go. Now, remember, in past years, it’s been on the Father’s Day weekend, but because of the way things worked out, this year it is the week after, so it’s actually June 20th through June 23rd this year. If you show up the week before, nobody will be there yet, but Kingston Park is a great park so you can have fun anyway. So, I’d say get excited, we’ve got another meeting this coming Monday if we still need City Council Meeting Minutes May 15, 2024 Page 9 volunteers to help out. If we get the same kind of weather and turnout that we’ve had the last couple of years, it’ll be a fantastic event in terms of quality people and everything that shows up, too. So, get excited! Mayor Bailey stated a couple quick things that I’ll mention going forward here, on every Thursday here at City Hall, if you’re interested, there is a food truck that shows up. I know our staff and our Public Safety group love it. It is open to the public, so anytime between 11:00 a.m. and 2:00 p.m., you’re welcome to come out and try some food. Tomorrow, Long’s ComboRolls is going to be out in front of City Hall. Mayor Bailey stated before we get to our next Council Meeting, the fourth annual One Family Sports Festival, is May 25th and May 26th, at Kingston Park. This is a huge event, has a lot of sports going on there, food trucks, a lot of fun things happening. If you haven’t had the chance in the past, I encourage you to go over there and check it out. Spend a little time over there, meet your neighbors and friends, and others that are coming from around the entire state, frankly. It’s a neat event that has had its home in Cottage Grove for many years now, but I don’t think a lot of people realize what’s going on, because it is a Memorial weekend event. Mayor Bailey stated once we get further into June, obviously, we’ll talk a little bit more about Strawberry Fest and some of the other items that are going to be coming up yet this summer. Mayor Bailey stated with that, the next item is a workshop, open to the public. In this workshop, which will be held in the Training Room, is the Public Safety 5-Year Strategic Plan. There is no workshop that’s closed to the public, so, we won’t be adjourning in here; Council will join our staff and Public Safety team in the Training Room. So, everybody have a great evening and a great week. 13. WORKSHOPS - OPEN TO PUBLIC - TRAINING ROOM A. Public Safety 5-Year Strategic Plan Staff Recommendation: Receive information regarding the Public Safety 5-Year Strategic Plan. Director Koerner stated I’ll speak briefly and then I’ll turn it over to the rest of the team. We’re super excited to finally have a chance to be here and talk about this; the Five- Year Strategic Plan has been quite the endeavor. It’s been a lot of work and Captain Brad Petersen has kind of been the one leading the charge, but he’s gotten so much engagement from the rest of the department, citizens, etc. Actually, at our Awards Banquet, you got a sneak peek at it. It’s a plan that’s really rooted in Best Practices; as we’ve gotten into all of our strategic initiatives, so much of this when we talk about 21st Century policing as a team, Cottage Grove is already doing a lot of this. Our officers are asking what is our vision, so, we knew we finally had to put this in a document. We know all the work that the City Council puts into the Strategic Plan, and one of the top City Council Meeting Minutes May 15, 2024 Page 10 ones is Public Safety. We need a safe community, but we just felt like internally we needed more. So, today, you’ll see our Mission Statement, some of our Core Values, Strategic Goals, Initiatives, and Performance Measures. We hope to tie these into the future budgets so you kind of know five years from now this is what we’re thinking for staffing, equipment needs, or things like that. Director Koerner stated Captain Petersen will go over the details of this, at a higher level, but we’re really looking for some feedback; ultimately, when we leave the room tonight, we want support of it and whatever kind of ideas you may have. You’ve already heard a bit about our assigned squad program, too, and that will also be included in this presentation. We’re looking for support of some kind on that as well. Captain Petersen thanked Mayor Bailey and the Council for the opportunity to talk to you about our five-year plan. As the chief said, you’ve had a sneak peek of this at our Awards Ceremony, and some of you had a chance to take a look at it in your Council packets. Are there any questions, comments, or concerns that I can address before I speak further. Administrator Levitt stated I’ll put a disclaimer on it; none of the items are specifically funded until they’re in your budgets. Captain Petersen stated to your point, please don’t assume that we’re coming to you with demands that are going to cost money, and we want this all right now. Part of the idea behind this is that we put things on your radar that we want or need in the future to give you an opportunity to budget those things and plan for those things accordingly. A lot of these things don’t cost any money, or we have the opportunity to get grant money, and there are things like that; in a very large percentage of these initiatives, they’re already in place. We’re not here to try to spend all the City’s money, we understand that this happens as well with the City’s Strategic Plan; we need to share our resources and funds together with departments in the City, so we’re perfectly willing to do that. Captain Petersen stated the P.D.’s plan is to nest well with the City’s overall plan. So, we created additional vacuum. Secondly, as the chief said, this is rooted in Best Practices; a lot of those recommendations come from this document that was printed in 2015. Most agencies didn’t really start to implement these ideas, if at all, until the 2020s. That document identifies a host of different law enforcement Best Practices. If you have an opportunity to read through this, you’ll see truly how many of these initiatives Cottage Grove is currently doing and have been doing for a long time; that demonstrates how ahead of the curve we have been. You’ll see a lot of these Best Practices are directly correlated or associated with the initiatives in our plan. Next, you’re going to see some references to Benchmark Cities data: It is an association of about 29 agencies from a cross section of the United States, rural, urban, big, small, and they kind of identify the kind of ideal agency, you’re doing everything right by all measures. So, basically, they formed this association, developed a bunch of metrics, and they’re kind of an ideal out there to use as a reference point. This isn’t the only reference point, but it is a reference point that we’re going to use to compare ourselves to because we know that they’re already doing a lot of things right. City Council Meeting Minutes May 15, 2024 Page 11 Mission Statement: This is something that’s been around since Good to Great; we tweaked it just a little bit, a little bit of word play, but essentially the mission remains unchanged. Vision: This is new for us. What we tried to do with this is in one succinct paragraph identify who we are and where we’re going. I think we did a really good job in a couple short sentences to identify for our community, our leaders, and our officers where we are headed. Core Values: This is something that we have not had in the past. You’ll see a lot of different organizations, law enforcement and civilian, identify a set of core values for their organization, and it’s usually three-to-five different virtues or traits. We kicked around the idea of doing that, but we realized that we couldn’t pick the three- to-five most important virtues; we felt like we were neglecting all these other things that are equally as important. So, we settled on this list, and as I talked about at our Awards Banquet, this is our North Star, this is our standards for accountability, this is the pathways to organizational and individual success within our department. So, we’ve already started incorporating these core values into our daily Roll Call discussions and counseling statements and performance evaluations. We plastered them all over our P.D., and so we’re really trying to ingrain these core values into our organization. C.G.P.D.’s Brand of Policing: We worked with our Communications team to develop a new slogan, “Guardians serving our community,” and new communications and brand new strategy. So, again, this is who we are, what we do, and why we feel we’re special. I’m not going to line by line through this, but you can see that there’s a lot of really heavy, important things in there, and it’s done succinctly. When officers or community members or really anybody want to know what is Cottage Grove about, it’s right here on this slide. And this kind of behind the curtain of a lot of our social media events and all of our communications with the community, so it’ll be consistent with this branding and communications strategy. Organizational Overview: With our recent organizational restructuring, potentially what we did is set our organization up to grow and succeed in the future, knowing that we’re going to be growing and adding services. We need to be absolutely resilient and adaptive. We feel that we have created an organizational hierarchy and structure now that’s set up to accomplish all of those goals. STRATEGIC PLAN Captain Petersen stated our plan is divided into five pillars: 1) Safety and Security (Core Functions): Patrol, Traffic safety, Investigations, Special Services (S.W.A.T., Mobile Field Force (MFF), K-9), Emergency Management, Administrative & Support Services. 2) Community: As a law enforcement organization, it’s imperative that we maintain the trust and cooperation and respect of our community. We do that through accountability, transparency, engagement, branding and communication. These initiatives will identify how we plan to engage our community, maintain their trust and support, and also serve their interests and their needs. 3) Employees: That represents an investment in our employees, knowing that if we want them to do their best work, if we want them to represent our department and our City to the highest level possible, we need to invest in them. Give them the best training, develop a good culture, make sure that they’re well, and they feel recognized and valued. City Council Meeting Minutes May 15, 2024 Page 12 4) Practices, Technology & Equipment: We need to give them all the best tools, that means Best Practices, policies, equipment, facilities so that they can do their job efficiently, safely, and effectively. 5) Growth: Cottage Grove is a growing, changing community. Over the past five years, we’ve seen an unprecedented change that was on nobody’s radar; we’ve come through that very well, but we know that’s not the end of it. There will be challenges and changes that are in our future that we need to overcome, so we need to position ourselves for those. Lastly, we know that our organization and our Police Department is going to grow as the City’s population grows. We need to grow along with the community so we’re not playing catch up. On the following screens, the left side are our Strategies, Tactics, and Goals; the right side shows our metrics or our Performance Measures. We didn’t want to have a plan that is a document that we write and then stick on the shelf and forget about; we want to build in performance measures to keep us honest, keep us accountable, know whether we’re succeeding towards achieving our goals or not. If we’re not, then we need to adapt our plan and change tactics. We distributed our first ever quarterly report, I hope you had a chance to take a look at that. That was our first shot at measuring some of these things and seeing where we’re at, okay? So, as we start to accumulate more data and start to trend that, then it will become more meaningful. Mayor Bailey asked Captain Petersen on this one, as you’re talking about it, we have that new service now, Crime Mapping. Are you utilizing that, too, to hone in on maybe areas in the community as that data’s, if you see trends where there’s a? Captain Petersen replied Crime Mapping is the public facing app for the community, trying to figure out where stuff is happening. We’ve got a more powerful but similar mapping function that we use. Mayor Bailey stated okay, so, you have something other than what they’re seeing, I understand. Captain Petersen stated yes, and then we’ve got our analyst that does all of the balances, and once we identify a trend or a hot spot, we definitely focus our resources on those problem areas. Bullet 1.1.2 actually addresses your point. Mayor Bailey stated that’s what I saw, that’s why I was curious, but I didn’t know if you were using that citizen basic one or if you had something else that you’re using. Captain Petersen replied yes, we’ve got our own app. Priority #1, Safety & Security Captain Petersen said this really represents our patrol function. Obviously, what’s really important on this slide is to maintain our commitment to being proactive. We don’t want to be a reactive Police Department, we want to deter crime and engage with our citizens rather than just show up and take their report. Also, one of the other things is development of an online reporting function; that would give the citizens the opportunity to logon from their phones, their iPads, their computer, from work or home, and fill out a crime report. So, it accomplishes a couple things: It helps us engage our citizens where they’re at in the means that are most City Council Meeting Minutes May 15, 2024 Page 13 comfortable to them. Some people don’t want a police officer showing up at their house, and some people don’t have the means to come to the Police Department to file a report; so, this gives them the ability and option to logon and file it electronically. The other thing that that does is it gives us a better picture of where crime is actually happening, it identifies those hot spots and trends, so we can focus our resources more appropriately. That’s something that’s not going to cost us any money, it’s already in the works, and we expect that to be online within the next few months. Of the exciting things like that, you will see many of these things are already in practice or within reach and not costing us a lot of money. You’ll see Bullet #5, that’s a bullet that identifies our desire to want to implement like, remember the old CITE Unit program where we had those proactive officers out there engaging our convicted criminals in problem areas who have livability issues, traffic complaints, things like that. We would love to have the staff to bring that back at some point in the future. Traffic: So, there are a lot of things we can do to address traffic, but traffic enforcement is just one aspect of traffic safety, it’s not the only thing we can do; we do a lot of things with community education, improving road designs and signage, and we do traffic studies. There are a lot of opportunities for us to get out there, engage with the community, and improve traffic safety. Investigations: There aren’t any earth- shattering changes or expensive initiatives here. Really, this is just memorializing all the things that we’re already doing so well. You can see that we have a commitment to continue with the LAP Assessment, the Threats Assessment, and TAG, all those things that makes our investigative division unique and special. Special Services: These are initiatives or proposed measures, just making sure that we are giving our S.W.A.T., MFF, and K9 all the appropriate training, that we’re meeting all those goals in Best Practices and follow their recommendations. I’ll admit that’s costly, but when we have those really big, really high profile, really dangerous incidents, they pay off tenfold. One new thing, as you see here is a Crime Scene Response Team; that’s something that we plan to do inhouse, probably with forfeiture moneys. We want to have a team of officers that are trained and equipped to process crime scenes, do that expertly, and remove some of that burden from patrol. Captain Petersen asked if the chief or captains if they had anything to point out. Director Koerner stated I do want to point out there’s a lot of reference to a community survey. We’ve started sending the form to 50 households per month, and that’s managed within our postage and everything, but we’re just starting to get feedback to see how we can best survey. We’ve worked with Brian Bluhm, too, on that so they can scan a QR to send it back. Mayor Bailey asked so your goal, once you get that data, is to share it with us? Captain Petersen replied oh, absolutely. I’ll share that with you, in fact, it was in the last quarterly report as well. It’s been amazing, and it was verification of what we already suspected. At one point it was like 90% satisfaction, which in the police world, that’s unheard of. I think there were two people that obviously weren’t fans of law enforcement and gave us negative comments, but we expect that. And we were honest about those assessments; we can share and send them to all the citizens who we know are getting good service and are happy with our service, people who aren’t arrested and who had no issue when we unlocked their vehicle or we served them on when they’re City Council Meeting Minutes May 15, 2024 Page 14 having a good day. But we don’t do that, we send it to a cross section of our entire clientele: The people who we arrest, the person whose door I just kicked in to make an arrest, the people who file a complaint against us because they weren’t happy with our service. We randomize and make sure that we’re getting a good cross section of our clients, even if that may be overwhelmingly positive feedback. Council Member Khambata stated with developing and maintaining a Crime Scene Response Team, is that like an additional skill set that turns officers who can elect to take on, and then they become like an on-call type unit? Captain Petersen replied yes, it’s optional and an additional duty; he asked Captain Rinzel if he wanted to speak on that. Captain Rinzel stated our former investigative aide, who became a crime analyst and then left, did a lot of the crime-scene processing for us. We haven’t had anybody in that position that’s taken on that additional responsibility. Dawn Young will be retiring in August, so hopefully we’ll be replacing her. In part of that job description, she was a .8 employee. I think two years ago we got an authorization to go to a fulltime employee; we just waited for her to decide to retire to fill that spot with a fulltime position. So, that’s one of the main duties. We also have an officer that transferred in from Bloomington, who was a part of their Crime Scene Team, who already has a lot of the basics, training and experience that’s needed. Dan Anselment at the HERO Center ran Burnsville’s when he was an officer and also taught it nationally and at the scene; so, we have some good resources available, and we’ll ask for volunteers. We already have eight people who wanted to take the additional education. So, that will be training and development through a budget that we already have set, and making that team available during an incident. So, if we have a death investigation, there are three, four, or five street officers working, it takes a lot of resources to process that scene properly without cutting corners. So, that group will then be paged and they will come in and process that scene, allowing for an investigator to do the investigation and the Crime Scene Team to just work on the crime scene. Then the patrol officers can return to their duties for the day. Council Member Khambata stated with that crime rate, that seems like a pretty attainable goal. My other question was regarding like the on-call nature of it, is that like an overtime scenario or is that a separate line item in the budget, then? How do you mitigate or manage that aspect of it? Captain Petersen replied it would just be like our S.W.A.T. duty. If our S.W.A.T. officers get called out while they’re off duty, they’re entitled to overtime per their contract. Director Koerner stated so if something happens between 7:00 a.m. and 5:00 p.m., we have a detective that has additional training, so. Council Member Khambata stated well, that’s really encouraging then. I know that aspect of collecting evidence and making sure it’s done properly is really important in terms of having a successful prosecution. Administrator Levitt asked Captain Petersen if he can touch on the therapy dog. Captain Petersen replied absolutely. So, a therapy dog is a very successful and beneficial tool for our Case Management Team community engagement officers. So, City Council Meeting Minutes May 15, 2024 Page 15 when they’re doing either position or both of those positions, that dog sometimes breaks down the barrier between a citizen and a police officer. It makes that interaction more enjoyable and can also take somebody who’s in crisis and bring them down to a manageable level. It’s not going to fix all their problems, but it takes the edge off, and then we can start to address some of their issues and get them the help that they need. On the other side of that coin, it also brings down the officers’ stress levels and helps them out as well. So, that dog can be serving our community as well as serving our officers. So, we would likely front the money for that dog and its training, so it wouldn’t cost us anything. We’re kind of working through a lot of different options on what is that model going to look like? It is going to be dedicated to work just with one handler, is it going to be a station dog that lives here all the time? So, as we work through some of those details, it’ll become more evident whether there’s going to be some financial implications to dedicate it to one particular handler, who takes it home. Then there’s going to be some K9 pay and some things like that the officer would be entitled to. If it’s just a station dog, then it’s not really going to cost us anything more than the vet bills. We had some preliminary conversations with the Public Safety Crime Board, and it’s something that they’re also going to try to help us with. At least on a preliminary level, they’re willing to take the chance. Emergency Management: Captain Gwen Martin said as part of Emergency Management, I’m currently in the process of reviewing our All- Hazard Emergency Operations Plan that will come to you later this year. I’ve got to finish looking at all 500+ pages of it and making the edits. So, that’s kind of an end-to- end process. We’ve already started to engage all City personnel and the whole community in emergency management. With the recent train derailment tabletop exercise that we held at the HERO Center last month, we had 110 people showing up and participating; that was a combination of City personnel, City staff from all departments, and a lot of our external stakeholders and partners, local level mutual aid, County level, State level. We had a couple of folks from the F.B.I. even taking part in that process. So, developing those relationships and engaging everybody in that process is already something that we’re going to want to continue, moving forward with that. Again, bullet point 3, validating these procedures through exercises, and then how we did. One of my goals has been to train our department directors and key supervisory personnel to what we call the ICS300 level. So, as a department, as a City, we’ve taken the online version of independent study ICS100, 200, etc., which is an introduction to how incidents are managed. ICS300 is a three-day course that I’m certified in the State to teach; so, there’s no cost for teaching that, we’d do it here in the training room. It’s just a matter of getting some people some time away from some of their usual duties to get that done; that really helps the City manage a significant incident if something were to happen in the City. My goal is to organize a Community Emergency Response Team, or CERT, as those folks help with community resilience. So, if something happens, they’re out there; FEMA has organized a curriculum to do this, and it’s a well established asset, as part of an Emergency Management function of the City to again help a community respond and recover if an incident should happen. We are looking at obtaining dedicated technology to operating the Emergency Operations Center (EOC), looking at different grant moneys out there. As you may or may not be aware, this is our primary EOC. Right now, we’ve got those TVs, but if you look at other EOCs, they’ve City Council Meeting Minutes May 15, 2024 Page 16 got TVs on different walls and other technology, dedicated computers for that. So, that’s why I’m pursuing some grant money to try to help with the EOC. Again, just continuing to build strong relationships for planning and response to potential or actual disasters. Administrative & Support Services: This section addresses our clerical and administrative support, as well as our C.S.O.s. Our C.S.O.s have really saved our bacon in terms of recruiting; while many departments are struggling to recruit officers, we’re doing okay, and that’s in large part due to the success we’ve had in our C.S.O. program. We’re really looking at that as our farm team, or another department might call it their cadet program. We’re doing a really good job of recruiting talent into that program and then we’re investing in it, in terms of mentoring, training, and developing them for the eventuality of becoming a police officer here in Cottage Grove. So, we’ve done things like inviting them to our monthly training and letting them go through our academy trainings. It’s been a huge success; we’ve got multiple C.S.O.s who are salivating at the opportunity of becoming an officer here. That’s really a result of and a large part of our recruiting issue, so we want to continue to do that. One of the things that we’ve noticed over the last few years is that there might be a need for a fulltime C.S.O. at some point. One of the struggles in that division of our department is there’s a lot of turnover. Sometimes we run into a situation that there’s been so much turnover that you lose that organizational knowledge and that skill set, where you get a rookie teaching a rookie teaching a rookie. It’d be nice to potentially have somebody who’s going to be there for a long time to maintain that organizational knowledge and skill set and be able to field train the rookies. There are also other things that we could have them do, like address visibility issues, performance issues, and things like that. So, it’s not something that we’re charging full ahead on yet, it’s just a consideration at this point. Priority #2, Community Captain Petersen stated now we’re shifting gears and talking about community. Transparency & Accountability: Captain Petersen stated you’ve listened to us for years talk about our Use of Force Review. We want to take that to the next level and put that dashboard online where the community can see that, just like many other police departments are doing. We also want to update our police webpage and put a lot of things, like our Five-Year Strategic Plan, on there so the community can learn about us; we put that out there representing a contract with the community. Also, something relatively new that we started is we’re using our Public Services Commission as a Citizen Advisory and Oversight Committee. It’s not necessarily an oversight where they’re going to tell us how to do our business, but again this gives the community an opportunity to give us input on how we can do our jobs. Engagement: This is where the Community Impact Team comes in and is also where our embedded social worker comes into play. We have all of the steps in place to make that a reality by the end of this year, and that’ll be a huge resource for our CMU team and for our community impact as a whole. Pat Young did a phenomenal job last year with information he has access to, what resources he has access to; so, we really want to see the full potential of that program and we need to have that social worker on board as well. Director Koerner stated I want to add on the embedded social worker, in one of my updates I didn’t tell you that Washington County is adding some more people; Cottage Grove is one of the cities that will be the first ones to get that. We’re just kind of looking City Council Meeting Minutes May 15, 2024 Page 17 at the numbers now, obviously the plan is to use full settlement dollars, and I think that’s a perfect use for it. Kind of the next steps will be the fee agreement, we’re working with Brenda and Jennifer on the financials so we make it work, but that’s where that funding is going to come from, and that was exciting that the County’s picked up. Captain Rinzel stated we get to be a part of that process. They apply directly to work with the Cottage Grove Police Department, through Washington County, but we’re on the interview panel, we get to vet them and everything when they come through the process. So, it’s really a person who wants to work for Cottage Grove, they know where they’re going to be when they’re applying for the position. Mayor Bailey asked would that be a fulltime position? Captain Rinzel replied yes. Mayor Bailey stated okay, and are they typically like on call or do they ride? I don't know if you want to get into it tonight, but at some point, I would definitely be interested to know more because you hear about this program but don’t know details. Captain Rinzel replied Monday through Friday, 8:00 to 4:00, are general social service hours. They will co-respond when scenes are safe and they’re doing check-ins, but they have a lot of the resources and the knowledge through the computer systems and obviously the Department of Health. We have no access to any of those medical records or anything, so we might be dealing with someone who’s in crisis and has a social worker and has all these resources already lined up. We have no idea about them, so we take the call and put a Band-Aid on. This now actually gives us that information with the social worker working directly with the Case Management Unit. Director Koerner stated so, they’ll be an employee of the County, but they’ll be housed here. We’re actually locating them back in the patrol area, then we’ll move Detective Shaver there, so we’re going to move some things around, but we have a workstation where all of them can be together. We hope to have with County whatever agreement they need and everything, so sometime in June we’ll be bringing it to you. They’re having the same problems as all other professions with hiring people, so they want to get the process started. Realistically, it will be September-October before they onboard a person. Council Member Garza asked and this is through Washington County Social Services? Director Koerner replied yes. Branding & Communication: Captain Petersen stated there’s a consideration of maybe having a Public Information Officer (PIO) that’s dedicated so they can be really good and efficient at that job; that wouldn’t be their only job, it would be an additional duty. Director Koerner stated every other week we meet with the City’s Communications team, so a lot of this with branding is right up their alley, too. She helped us with this presentation, too, and did a lot of work on it. As much as we’d like to say we did all of this, we’ve got people to make it look pretty. Priority #3, Employees Culture: Captain Petersen stated there’s not really a whole lot to dive into here, not that we minimize this, it’s extremely important; but there’s nothing that really requires any further discussion here. Safety: There’s nothing really new there. Administrator Levitt stated I’d like to mention about our implementing more recognition award ceremonies because that does a lot. Captain Petersen stated we also City Council Meeting Minutes May 15, 2024 Page 18 started a new Employee of the Quarter as well, and that was a nice addition to fire some people up, a little competition. Wellness: We’re already doing tons of different things that we’re doing to address initiative. I think we have a really good, comprehensive approach on this. There are things that we can do better; if we get that grant that we applied for, we can do even better, and that’s not on the City’s dime, which would be an awesome thing. So, there are a lot of exciting things on the horizon for wellness. My worry with that grant is that we’re already doing such a good job that they might think you guys don’t need the money; I hope they reward us for doing a good job, we’ll see. Training & Development: We’re looking for your ongoing support to continue our current training program. We’re leading the industry in training, very effective, and we’ve got the HERO Center in our back yard, so it’s an ongoing commitment to continue those plans. Recruiting & Retention: I think as we start talking about this assigned-squad program later this evening, that’s a huge piece of that puzzle, but there are also other things like our C.S.O. program. We can talk a little bit about this later on, but like I’ll give you the Cliffs Notes version now: So, we’ve identified, through analyzing all of our attrition over the last 13 years, that on average 2.8 officers leave per year through attrition; going to another department, medical, for whatever reason that may be. We hire 3 officers per year to cover that. So, knowing that we hire 3 officers per year, so set that idea aside for a second, and now understand that we’ve got this whole group of C.S.O.s, and they’re generally on a very structured training program. For example, this December we’ve got 3 C.S.O.s who will graduate their skills program and become P.O.S.T. eligible, and they’re going to get a job like that. So, if we don’t hire them, they’re probably gone because they’re in a position where they can’t wait for us to have an opening. We would be asking for the potential to go over our authorized strength at times, temporarily; so, let’s say our authorized strength is 46 officers right now. In December, we have these 3 C.S.O.s who become eligible and we don’t have any openings. So, if you allow us to hire those 3 C.S.O.s knowing that over the course of the following months we’re going to lose 3 officers and come back down to that baseline of 46 officers. I understand there’s all kinds of budget wrangling and other financial implications of that, but that’s the Cliffs Notes version of that. It would really be helpful in our recruiting and retention solutions. Director Koerner stated it kind of falls into when people give us that I’m going to retire in six months; so, we can start doing the planning and offer them the job that appears in six months, or a year and a half, or two. Council Member Olsen asked in addition to the attrition, did you analyze data on how many officers you’re down at a given moment due to injury or family life or whatever the case might be? To me, that’s really where the linchpin of this sort of is; are you staffed at a place where you can withstand if someone broke their hand on a bike, somebody is having a baby, or whatever it is? I’m just wondering if you have looked at that same trendline because I don’t ever remember a time you weren’t down at least one or two. Director Koerner replied yes, we are looking at that; in the fall, we know one will be on maternity leave, and we’ve always done a good job of not having to remove specialty positions or the S.R.O. This year we had to take our two rotators and put them out on the streets, on patrol. So, we’re trying to get to a number where if one person gets hurt City Council Meeting Minutes May 15, 2024 Page 19 and one person’s out on leave, it doesn’t all of a sudden mean you’re going to have to cancel your vacation, and things like that. Council Member Olsen stated yes, because we still have to run the business. So, using your example, you’ve got somebody who’s excited about a rotator position that they qualify for; I know that’s one of the things that people like about our department, is there are these opportunities to do other duties and rotate in and out, whether it’s investigations or whatever the case might be. Then we have to make an adjustment to ensure that the street’s covered for 911 calls; that person then has to be pulled back out of that specialty position, it is what it is and it’s what we have to do. I’m guessing that’s not met with a tremendous amount of enthusiasm and joy. So, being down officers due to these other elements, it seems to me like it’s probably the more important metric that we’re going to need to look at; because we have had people who, for whatever reason, they haven’t been able to go on a vacation. If you think about all of the public-facing activities that you guys do, think about the Community Showcase. That’s something where there’s an expectation that you’re going to be there, that the public’s going to get a chance to interact with you and learn more about you, etc. The public likes that, they like interacting with our Public Safety team, but there’s more stuff every year. So, being able to staff appropriately to ensure that you don’t have a dip in service level, that’s a concern for me; that’s something I think really needs to be locked in. Captain Petersen replied to your point, I have all of that information for your review tonight, it is to come. Council Member Khambata stated I’m sure you probably already looked this up: If you go back three years, what amount of time will be budgeted for 46 but we didn’t have 46? Is there a way to kind of aggregate that and say, okay, on average, we were down 2 officers, so we were budgeted for 46, but we were only ever staffing 44, and try to find a way to kind of roll that back into the budget moving forward. Okay, if you hire 3 in December, but you know that 3 are going to leave within the next 6 months, you’re really not asking for 3 FTEs, you’re asking for 1.5 FTEs, you know? And then it’s like okay, how does that average out over the next 18 months? So, I think there’s a way financially to kind of make that work, it’s a matter of how. Administrator Levitt stated the financial implication is if an officer is hurt, we’re still paying them. If an officer is on maternity leave, we still pay them. And, so, if they retire, we pay them out their annual leave, which can be a very big amount of money. So, the problem is if we want 3, you’re literally paying the 3 extra, so you’re not getting any savings because of those other factors. So, you’re sworn officer count actually has to go up the total value of 3, because financially, there isn’t a savings in this situation. Captain Petersen stated so what you’re all kind of getting at is, and something I’m going to share with you is through analyzing all of these different reference points, I can tell you statistically how many officers we need to account for training, injuries, maternity leave, all of that stuff. So, I can tell you what authorized staffing level we need in order to maintain that. I have all those numbers here, and I’ll be honest with you, it’s expensive, right? So, I get it. City Council Meeting Minutes May 15, 2024 Page 20 Priority #4: Equipment, Technology & Practices Equipment/Technology: Captain Petersen stated one thing that you may or may not be aware of is we just started a trial of an ALPR, which is an Automated License Plate Reader. We just flipped the switch last week before realizing that we missed one form of the BCA, so we’re rectifying that. Hopefully, next week that will go live, and we’ll start to deal with that program. Having a successful outcome of that trial, we would love to see that get expanded. It’s not a crazy expense, it’s about $500 per car, per year, so it’s something we’d like to expand upon in the future. Obviously, it’s proven very successful in other communities; we have stationary cameras that have license plate reader capabilities built into them. Woodbury has solved a tremendous amount of crime and we can deter crime now, that criminal element, with those cameras that are out there. It’s a huge piece of our crime prevention and an investigative tool. Accreditation: We probably won’t take any action on that because at the State level they’re looking to go towards a statewide accreditation program; so, that’s a long-term goal that we’ll have to wait and see how it does. Priority #5: Growth Planning & Budgeting: Captain Petersen stated really what we’re trying to do is think long term, five years and beyond, so we can help you do your job easily and better as well. So, we’re trying to just figure out what we need five years from now: Do our due diligence with budgeting and putting it on your radar; working within the limitations of the City; being fiscally responsible so that we can all learn, grow, and do better in the future. It’s all pretty self explanatory there. Adaptability & Innovation: We know as Cottage Grove grows and changes, we need to grow and change along with it. If we bring in a lot of retail establishments, we know that can also bring in more retail crime; so, we need to potentially change our organizational tactics accordingly. That’s just one example of how we change along with our community. Captain Petersen stated so that’s the plan in a nutshell, good discussion. He asked if there were any questions he could answer. Council Member Olsen asked have you guys gone through this plan with any of the other City departments, and has anybody else had a chance to see it? Captain Petersen replied outside of the Public Service Commission, we’ve done pieces of it with some City staff. So, for example, the assigned squad inventory, we’ve had sit downs with Public Works. So, certain pieces of that puzzle, we have with the stakeholders, but not the entire plan, 360, as it is now. Council Member Olsen stated the reason I ask is it’s a really good plan and it’s very comprehensive and it has a lot of good stuff in it. What stood out to me the other night and then again tonight is your Core Values slide; you’re really trying to encapsulate lots of competencies and values in your plan, and I want to know potentially how does that align with the rest of the organization. How does that align with even the Fire Department because this is police, so how does that align with Public Works, etc.? The reason for that is, as a I mentioned the other evening, it’s no secret that you guys are the forward facing customer interaction team every day, all day. You’re the grand ambassadors. So, there may be things that you don’t know that you don’t know unless City Council Meeting Minutes May 15, 2024 Page 21 you interact with some of the other departments and talk through it, and make sure that they recognize what you’re attempting to accomplish, the how, the why, and all that. Council Member Olsen stated you mentioned performance reviews. I assume that one of the things you’re going to hopefully accomplish is you’re going to update the performance appraisals, dig into those values and competencies a little more, and maybe shorten it a little. Captain Petersen said absolutely. Director Koerner stated we’ve already done most of that, yeah. Council Member Olsen stated that’s good. Council Member Olsen stated commitment: You’ve been through this with your team, right? And they had direct involvement in creating that; so, what is your perceived level of commitment from the rest of the department as it relates to all of the various elements that you have placed here? Because without that bind, it’s not going to work. So, what are you guys hearing and seeing? Captain Petersen replied I can tell you that originally this was our plan, it was the command team’s plan. We did all the work on the front end to develop it, but months ago we put this plan in front of the officers in multiple mechanisms and phases where they could give their input on the plan. In real time, we are seeing those updates happen as they give recommendations; we vet it to see if it’s a good idea. They’re seeing that change happen; we go back out for feedback and go through that loop repeatedly. As we work through that process, they’re getting more and more excited about it. They’re extremely hopeful, extremely excited, extremely invested. I can’t even tell you how many officers came up to me today to wish me luck on this proposal, and asked me to call them tonight or tomorrow morning to let them know how it goes. Those are just kind of anecdotal things that shows me that they are very excited and very invested. Council Member Olsen stated and I ask because it’s no secret to you guys, you’ve both been with the organization long enough to know that at least in the past, we’ve had some people who were pretty resistant to training and different things that the department was trying to implement. You mentioned CITE, I mean that thing got out of control or whatever. So, that bind, that critical commitment, to me, is what’s going to make or break this, and I’m glad to hear that you are getting that kind of feedback right now. I mean, we have a lot of younger officers, who clearly are impressionable, but yet they’re also in the field because they really want to be in the field. So, this seems like something where you could just take the ball and run with it if they get behind it. Director Koerner asked Council Member Olsen if he could add one thing. Actually, the group that really needs to support this is our ground level, our sergeants, and we’ve talked about it at every staff meeting. We’ve had different workshops on these proposals, and they’re the ones that make or break this, honestly, if they pull back and don’t support it, or think this is stupid. I think we have a really good group of sergeants; so, last year, we kind of revamped our whole organization with the community impact, and things are moving in the right direction, as I see it. Council Member Olsen stated Jennifer talked to us as a big group in one of our Strategic Planning sessions about that upstream thinking, and it feels like you’re doing a City Council Meeting Minutes May 15, 2024 Page 22 lot of that here. So, getting everybody else to kind of grasp that that’s what we do, I think is important. Council Member Olsen asked when you look at today vs. even four-or-five years ago, have you done any analysis on the number of calls per officer, or the call volume per shift, and those kind of things? Captain Petersen replied absolutely, and I’ll share that with you in a few minutes. Council Member Olsen stated okay, good, that’s great. Captain Petersen stated just one more thing to your previous point: Once they saw this tentative plan, and we started to see some of these initiatives get checked off, there are probably 20 things on this list that we’ve checked off in the last handful of months. I’ve never seen so much change at such a rapid pace in our organization. There seems as things go, they are getting more excited. You know, cops don’t like change, there’s zero pushback. They have not pushed back, and I keep asking; I’m expecting them to hit me with this, all right, we’re changing too much, stop, but they haven’t voiced any of that yet, which is remarkable for a bunch of cops. Council Member Olsen stated well, we’re a very quickly-evolving community, and we’ve got to keep up, that’s just our department. Captain Rinzel stated and that holds really true because Brad did an initial meeting with all the sergeants; the first two-or-three hours there was a lot of, “Hmm.” It seemed like a lot of rhetoric, they just weren’t; by the time we finished the second full revolution of days, they were, “Oh,” and the supervisors were all figuring out ways to make those improvements, so we saw that. Brad was behind the car, pushing, and we were down there, helping him forward, to them grabbing at the line and pulling along with us. I think it was a major change and better alliance for a lot of staff. We were in a staff meeting two hours past what we would normally average, and nobody was getting up to leave. For me, it was just like let’s get this done, we’ve got this ball rolling. Council Member Khambata asked how many other municipalities are having their police force do these five-year plans? Is this kind of a new step or is this kind of ahead of the curve, as far as local police units? Director Koerner replied when I’ve talked to our chiefs’ group, they don’t have anything on paper like we do, like putting down a five-year plan. A lot of them kind of follow like what we put in our budget narratives, or once a year, they have a department meeting and talk about their mission statement. Council Member Khambata stated this feels like, especially with you having a staff meeting, this feels like you’re reaching out to the other officers to try and get a greater degree of buyin from them; and I kind of think that’s where the success in this strategy lies. Director Koerner stated one of the things we’ve heard loud and clear in the employee surveys year after year is communication. So, I think we’ve tried so many different venues, I know Jennifer is doing her recruitment and retention and getting a lot of good feedback. I know she’s heard from some like just bringing back our formal Roll Calls. When we moved into this zone, all of a sudden people started doing Roll Call by their workstation; so, it’s more formal now, we have two investigators there, we have support City Council Meeting Minutes May 15, 2024 Page 23 services back there. I think there’s been a lot of positive and just back to communication. Sometimes we almost over communicate, but we’re definitely moving the right direction. But to Council Member Khambata’s question, you won’t see a lot of departments in the metro that have something like this. In other states, there are some departments that have this kind of plan, but we’re kind of taking the lead from the City with you doing the Strategic Plan every year. I don't know if all cities have a Strategic Plan like Cottage Grove does, but I think we’re heading in the right direction. Captain Petersen stated there are those agencies that will take the cookie cutter approach, will take a lot of the DOJ Best Practices and just copy and paste, or copy other departments’ Strategic Plan. They don’t do like what we just did, to develop this product. Director Koerner stated I would love to see this, Brad’s, in other departments. We were asked about that, and no, we haven’t presented it to others. We’ll do it at our Lunch & Learn, where we’ll get it out to our staff. I’ve had numerous conversations with Director Burfeind and Director Dockter about what we’re doing; the Fire Department is basically mirroring this. So, I think at the next Public Service Commission meeting, they’re going to get the first draft of what we’re doing for Fire. So, bear with us if you have to sit through another one, but Fire’s is going to be very similar to this. I don’t see why we couldn’t do this citywide, with each department, too. Staffing Captain Petersen stated regarding staffing, there are a lot of different models for figuring out how many cops you need overall and how many should be on duty. None of them are perfect; so I look at these as tools, but we’re going to take kind of a hybrid approach and just consider different reference points. Our first staffing level is: You’ve got 46 authorized officers, 29 of them are dedicated to patrol. So, we know once we drop below 28 officers that we start to see frequent shift jumps; that means I’m taking a night power guy and bumping him to nights, and I’m taking a day guy and bumping him to different shifts, or taking a detective and now putting him back on patrol. We see an increase in denying annual leave requests, and we see our overtime budget increase. We have more calls per officer, things like that. So, there are a lot of these very tangible things that we know happen when we have 28 officers. Further, when we drop down, that more than amplifies the effects. So, looking at calls per officer, our Benchmark Cities average is 296 calls annually per officer. If you look at Cottage Grove last year, our officers had 937 calls. That looks like a shocking number, but understand that a lot of those calls are park checks, business checks, community engagement, vehicle lockouts, low-level stuff. But even when we factor out all of those calls, our officers are taking 429 calls per year, on average, compared to our Benchmark Cities average of 296. So, what that says to me is we may need some more officers. Council Member Thiede stated or that they’re doing their job better, more productive. Captain Petersen said or very productive, right? It can mean a lot of things, but the hazard is that could lead to some burnout. Captain Petersen stated so then when we look at the per capita data model here, these are all the numbers that were collected over the last two weeks. So, like Fridley has a population of 29,731, authorized officers is 46, which means their ratio is 1.55. City Council Meeting Minutes May 15, 2024 Page 24 When I average out those cities that range in population from 25,000 up to 89,000, it gives me a ratio of 1.24 officers per thousand citizens. Cottage Grove is currently sitting at 1.07 officers per thousand. So, bringing that over to this graph, our baseline is 46 officers right here, and as we move from the left side of the screen to the right, it shows population growth. This line right here represents a little over 42,000, which I’m estimating is our current population. Fast forward five years to 2029 where we’re sitting a little below 50,000; we assume about a 4% population growth per year. So, if we use that 1.24 average, that means I should have 52 officers right now, and in five years, we’re looking at about 60 officers. I used the benchmark average, the Benchmark Cities average is way higher; don’t freak out, I’m not asking for that many officers. Years ago we went through this same process and we kind of settled on a ratio of 1.15, that’s what got us to the current number. So, I’m not saying we need ten officers tomorrow, but what I am encouraging you to think about is that if we don’t start to hire officers, that deficit gets bigger and bigger over time and could potentially put us in a predicament. So, just for the sake of discussion, if you want to use this 1.15 number, know that we should be around 55 officers in 2029. Council Member Olsen asked and that’s your total sworn, including command staff, right? Captain Petersen replied correct; again, this is a reference point, that’s all I’m using it for at this point. I’m not saying this is where we need to be. Now when we start to get into the workload or performance model, it starts to accomplish things like how long are your officers at training, statistically, how often are they injured, how much maternity leave, all of that. There’s a bunch of complicated math you go through. You can see that there are 2080 hours in a year, but contractually, our officers only work 1,984. When I subtract their average annual leave, it brings me down to 1,600; when I subtract their training, it brings me down to 1,400. Then we plug in our staffing model, and do the fancy math, it tells me if I want a minimum of six officers on my crew, then I need 35 patrol officers. If I want a minimum of five patrol officers, I need 29 patrol officers; so, this is where we’re currently sitting at, 29 patrol officers. So, it doesn’t give us a whole lot of buffer because we know that once we drop down to 28, we start seeing all those adverse effects. So, I understand it’s a lot to digest, but what I’m encouraging you to consider is that somewhere between the 29 and the 35 is kind of that sweet spot where we can account for training, injuries, and all those predictable eventualities that bring our staffing levels down. So, somewhere in that 29 to 35 patrol officers. If we assume that we’re going to have 51 officers in five years, this is kind of how we envision them plugging into our current schedules. The first 3 officers would go into patrol, and that would bring us up to 32 officers in the Patrol Division; assuming nobody’s off, there’s 8 officers per shift. That means that 3 officers can be off on illness, training, etc., and we can still maintain that minimum of 5 officers per shift and call volume. So, the first priority is building up patrol, that’s where they need to be, and then we could start filling out the other case management officers, especially that CITE Unit, things like that. Then, if there’s additional roles after that or if there’s other unforeseen City Council Meeting Minutes May 15, 2024 Page 25 changes and challenges, then we need to reevaluate this. At least right now, this is kind of where we envision those officers plugging in. So, this is kind of that growth; I understand this is kind of temporary, so, currently, 29 patrol officers, 17 on patrol, and this red line represents that minimum 28 that we want. Next year maybe if we can get 1 more, the year after that we need 2 more, now we’re at that magic number of 32, I can start plugging some officers into potentially some other areas. We’ll see once we start digital if we’re more comfortable there. Captain Petersen stated this is the Recruiting & Retention data we were talking about. Just for the sake of time, I’m not going to get into this unless you have any questions on that. This is that +3 Staffing Model, I think everybody probably understands this at this point so there’s no reason to dive into that. Assigned Squad Plan Captain Rinzel stated so within that Five-Year Plan, I’ve been shaking this around for probably four-or-five years. Two years ago, Washington County went with a full assigned fleet program as an avenue to recruit and retain individuals within their organization; they have the same issues and problems that we are having. So, the fleet proposal really is growth, increasing the fleet size to keep pace with our demands. As we continue to grow and add squads under our current model, we will run out of garage space within probably four-to-five years. Cars will have to be moved back outside again if we don’t do something different or add on space. We’re not recommending adding on space, so this is a part of that model. The base of what was really kicking this is you’ve heard me come to your Council Meetings when I need to order squad cars, because they take six-to-eight months to get here. We’ve been chasing our tail for the last four years on supply-chain issues; not only getting our cars, but then getting them built. Today, I can call Guardian Supply as we have four cars that are downstairs, ready to be built, and ask when are they going to get in? The answer is September, that’s the nearest date that a supply builder can build my cars. So, you’re looking at huge timeframes in between. So, those are issues that we have that we’re trying to figure out. The other big thing is the lifespan of a vehicle; we’re running them three-to-four years. The price when I started doing this, I could build a squad and completely outfit it for about $40K; that price tag now is $90K, and $20K of it is basically expendable. You put it in, and you take it out three years later, and you have no value; that’s $20K of loss, right? The equipment in these cars usually goes through two cycles, so it’ll go through the first car and then it’ll get into a second car, so it’ll last about eight years. Essentially, if we were to keep this car double the amount of time, the equipment would stay in the car, and you’d save $20K every time you didn’t have to build that car. If you kept it for eight years instead of four years, you’re saving $20K in build costs; however, there are other costs associated with it; there are some pros and cons. Service Plans: The lifespan if we were to do an assigned program, like Public Works, they all have their own pickup trucks and they have other utility vehicles, those trucks usually last around ten years or more, and then they cycle out. What we’re saying is we feel our current squads in the current model with two people using them last between three-and-four years. If we have one person in it, we feel very strongly that it’s an eight- year car vs. a six- or seven-year car. We think we’re going to get eight years out of it with a single driver, and it’ll last longer and be better taken care of. Recruitment and City Council Meeting Minutes May 15, 2024 Page 26 Retention: We want to really stand out as being above and beyond what other organizations are offering, or at least at what the other organizations are offering within our area. So, again, we’re competing against those same people, Washington County that has the cars that are assigned to take home. There are others that are going to this model, I just saw Grand Rapids, it’s becoming more and more popular. If you leave the State of Minnesota, pretty much everywhere else in the country has had take-home cars forever. If you’re not aware, we’re one of the only states that doesn’t. So, here’s your setup price, we’re really at $90K for that. The lion’s share of this is right here, $18K just for the equipment and setup; again, that’s a throw away after the second cycle, so, it’s basically a $20K loss. Proposal: Captain Rinzel stated here’s what we want to go to: Each officer is assigned a car, they may or may not take them home; we’ve done a lot of research on this and it’s kind of all over the board on what organizations have. So, Washington County is five miles outside the County, that’s our nearest competitor when we’re looking to get people in to apply for us. St. Paul has where the chief kind of chooses whatever he wants to choose, theirs is very liberal. We’ve had the K9 Policy that was a 20-minute response time, that’s pretty vague, we didn’t really have a number. So, here’s where we landed on that: Five (5) miles outside the City limits would be the limit. If you’re going to have this assigned car and you’re going to be able to take it home, that’s going to be the amount of distance that you’re going to have. Anything past that, we would look at as the Federal per diem for mileage. So, if you get a car past that five miles, you’re paying .67 a mile that would go back into the kitty because you have excessive wear and tear on that vehicle. Council Member Thiede stated so right now, I assume there’s like a 24-hour utilization of the cars themselves. Captain Rinzel stated there are two officers assigned to one car. Council Member Thiede said right, but the cars are actually out on the road for 24 hours? Captain Rinzel replied no, not quite. No, it depends, right? They’re either on for two shifts in that cycle or they’re on for one shift during that day, so 10.5. Council Member Thiede stated I’m just trying to do a little bit of your math here in terms of they’re only lasting three to four; because with the assigned squad, they’re probably going to be idle more often in the future than they would be now, right? Or it’s essentially the same amount of miles, but it’ll last eight years instead of the three to four. Captain Rinzel stated correct. Council Member Thiede stated because in three to four, they get used twice as much during the day. Captain Rinzel stated right, exactly. That’s kind of what we get to when we get to the pros and cons when we start talking to Public Works about maintenance and repair and how much more it’s going to cost. Our fleet’s going to grow, so maintenance should grow; no, because it’s really based on mileage. Maintenance of a vehicle is based on miles that it’s driven and hours that it’s run. So, it’s really a horse a piece, whether you have two people in one car or one in each; so, it’s just the cost of the car. City Council Meeting Minutes May 15, 2024 Page 27 Council Member Khambata asked so, if officers are taking them home, are they required to store them inside at their residence or are they stored outside? Captain Rinzel replied that would be a policy and, at this point, either would be allowed. We’ve done some nonofficial speaking to try to get kind of the base numbers; a lot of them would park them inside, some would park them outside. There obviously would be no on-street parking; you’d have to live in an established residence, you can’t have them in an apartment complex, you can’t be parked in the street. It would really be dependent, so, there are some State Patrol vehicles being driven around Cottage Grove. We have a ton of officers that live in our City. Council Member Khambata stated I see them outside, and if we end up having them parking outside at somebody else’s house, to me that’s like a lateral move. Aside from the physical parking space, to me, there’s not an advantage there. Council Member Thiede stated I think there would be some advantage to the neighborhood, potentially, but then there’s some liability, too. Council Member Khambata asked with the base price of the vehicles, is that based on the Statewide bids? Captain Rinzel replied yes, that’s the State contract. Council Member Khambata stated with the supply-and-demand aspects being fluid, maybe the pressure must be on that side of things. Do you see that average cost per vehicle going down at all or maybe staying flat in the future vs. going up as rapidly as it has? Captain Rinzel replied this is based on today’s market and no increase. So, to figure out whether or not we’re buying and have a fleet of 30 or a fleet of 20, you’re still buying the same number every year to get to that number. Council Member Khambata asked could some of this kind of be a phased-in thing? Otherwise, we’re not going to double our fleet number, we can’t do this for everyone right away as then we’ll get dinged with that. Captain Rinzel replied I’ll show you that as we move forward. Captain Rinzel stated so, here’s the assets that we’ve kind of established in recruitment and retention and branding, by your choice. State Patrol gets a lot of people who want that take-home car, and we’ve had this discussion with some people, people not in law enforcement, who say, well, why would you want a squad car parked in front of your house? To cops, it’s really okay, it’s kind of a norm for law enforcement. Pros: 1) The crime deterrence, what Council Member Thiede mentioned, the squad in the community. 2) Really the big one, too, is ownership and accountability; if you know it’s your piece of equipment, people tend to take care of it a lot better than if it’s a fleet, right? If it’s a car sitting in the garage and you just hop in it, are you going to report it or are you going to take care of it as much? Are you going to wash it, are you going to clean it? There’s some ownership that goes along with this that I think is good. 3) The longer lifespan, the cost savings, all of that. 4) It’s more efficient for a service plan. So, what we kind of have at Public Works is if you work on a Sunday, Monday, Tuesday, you would drop your car off on Tuesday, then your last day would have runner cars or just old, retired cars that they would take home. Public Works would then have the three days to work on that set of cars, so it would give Public Works a little bit more flexibility. City Council Meeting Minutes May 15, 2024 Page 28 Instead of saying we have these six cars that you need to get done here in a day because somebody’s driving it tomorrow, they would have a two-or-three day window that they could work on this number of cars during the cycle of that repair. Cons: 1) Increased equipment and service plan: We have to buy more cameras, more radios. The big thing with radios that will come to you in the near future is over the last four years, the price of the cars went up so much that we cut the radios that we were going to buy for the 800 megahertz; we had to cut them out of every one of our builds over the last four years that we had planned on cycling through. So, in order to get the car, we had to cut equipment. The easiest piece of equipment to cut was a $6K radio, as the other radio still works. The County said we’re switching; well, now the County said next year it’s all encrypted and you have to have different radios. So, now we’re behind the eight ball again, kind of a last-second deal, but that’s something that there is an increased cost on. 2) The insurance cost was factored in when Adam did a long analysis over a ten-year program and looked at the extra cost for the insurance, the extra cost for the service plan. 3) The potential perception of inequality from officers if they were excluded; if they lived outside the area or just didn’t want to take a car home, there’s some of that. We talked a lot about this, kind of in the backwaters, and it’s been very well received. 4) Very few people are opposed to it, however, we don’t know, we’re in law enforcement so those very few can have loud voices. So, we have to be cognizant about that and how we would mitigate those perceptions. Current Fleet: Captain Rinzel talked about the current fleet: Right now, we have 18 squads that are available, we have four Durangos that are downstairs. We ordered three Ford Explorers, two were part of the six that were part of our replacement schedule this year. One was a lemon that was not good and we ended up giving it back to Ford, and they gave us a check for $36K, so we’re basically replacing that car. So, essentially, you’ll have seven cars downstairs to be built, hopefully within the next few months. The six additional squads for 2025 was something that we had set out with this program; however, two years ago when we did the budget and we did the lookback, we only needed four for our current schedule. We would say well, we had four because we had a couple that had low miles and we felt like we could hold them off, so we did the budget and said we only need four. So, it only accounts for four and we want six; however, we can live with four. So, we have it budgeted and we already met with Administrator Levitt on this; if we had to have four, that’s fine, that goes to Council Member Khambata’s question of how long will this take to implement moving forward. So, if we have the seven and we were going to order four that we already have scheduled for next year, we have the amount necessary to provide all of those pieces of equipment, that gets us to 29. So, with the current level of patrol staffing that we have, we’re one short of that with 28 cars. So, what we would recommend is we’ve filled all the cars that we currently have as new builds, that would be that extra cost that we talked about that we already have budgeted. The four squads for 2025 that we would order late in 2024 or 2025, depending upon the window of what squads we had available to order, whether it’s the Durango or the Ford; they have different service windows when we can order those. City Council Meeting Minutes May 15, 2024 Page 29 Then we would finish the policy development, approve the assigned squads on a limited basis in the current fleet for full deployment in 2026, when that set of cars would be ordered, and then we have full deployment. We also know that there will be some people that don’t take advantage of this and leave them here; obviously, those are cars that could be used by other people. We have new officers who wouldn’t qualify for this program until they’re off probation. So, I think the 2026 timeframe, where this would be a full implementation by that point in time, is pretty good. I think County took 2.5-to-3 years to do a full implementation; I think they’re still working on it, but they did theirs within that short period of time. I think they got money from the Federal government that gave them like 20 squad cars, perhaps with some grants, but I don’t remember how that came about. So, we’re set in a good position right now that if we just take the cars that we have now and not the cars in the future, and make those all additional cars, we’re right there. So, we’d essentially build what we currently have in stock and then order the four and then we’re one short; so, 2026 would be a full implementation, after the 2026 order of those six cars. Council Member Khambata asked do you guys have a current number for cost per mile or annual cost of operation per vehicle? I know it’s somewhere in the length of service you were talking about, but is that a number that you guys know off the top of your head and then you can compare a four-year rotation vs. what the potential for the eight-year will be? Captain Rinzel replied yes, Adam did that, and it’s about $20K per year for the eight year. Council Member Khambata asked is that per vehicle? Captain Rinzel replied per year for the fleet. Council Member Olsen stated it’s $20,400. Captain Rinzel stated that’s your increase plus the build of the equipment that we would have to put in, but then again that vehicle would last for eight years so you’re saving on the building of it. So, at the end of it, the build is really $20K per year over ten years. Captain Rinzel stated so that’s kind of where we’re at. We’re looking for kind of your guidance on which way you want us to go on this. Because if we’re not going to go with the assigned program, we have to change the way we’re currently operating our fleet. We have to get the ones that have higher miles, that we’ve been keeping miles off so we can keep them another three years, we have to get those back to having two, three people into them to start piling the miles on them to get rid of them and replace them with new ones. Tonight, I don’t want to put pressure on you, but we really kind of need to know which direction; if you feel comfortable heading in this direction with what we’re doing, or if you say full stop, do what you’ve always been doing, replacing them every three years. Then we will make the adjustments, either way. Council Member Thiede stated obviously at any type of justification, there’s a very tangible cost that we recognize that will be probably where you’ll get your $20K. But then there are all those intangibles, which are more difficult to quantify; that could be things like retention and costs associated with that retention and things like that. So, I’d City Council Meeting Minutes May 15, 2024 Page 30 kind of like to see putting your heads together and saying okay, you’ve got probably the tangible, and that’s the $20K add. Some of those intangibles you kind of mentioned a little bit, but try to maybe affix some value on those and see if you could get, kind of roll that $20K over a year. Captain Rinzel stated I can tell you if we lose an officer to another agency and have to train one up, it’s a $100K per person. Council Member Thiede stated well, those are the kind of things, that’s justification, right? And a lot of times I know you do it just because your mind’s working that way, but it’s a little harder, you know, to kind of try to put that in writing sometimes to actually show the justification for this, that, and the other. Council Member Khambata stated I’ll play a devil’s advocate, and on the flip side of this, for the Town of Vail, they had Federal money to acquire a new kind of buffers, but it came with conditions. They had to keep those buffers for 12 years or otherwise they pay back the grant money. Is this a scenario where if we commit to this plan, are you guys going to commit to owning these things for eight years; it’s that or otherwise, in order to maintain, so that we can budget accordingly. Or is this like if it’s three to four now, does it become six to eight? What’s our hard service schedule so that we can budget and kind of realize that long term ROI? Captain Rinzel replied so we’ve essentially done those numbers and we need six cars every year moving forward on either scenario. Whether it’s an assigned vehicle program or a current fleet model, it’s six a year. So, that delta doesn’t change moving forward. We have some savings and I think in your #5 or 6 where we’d need those cars. On the assigned vehicle program, because they’re all new enough, that none of them omit that eight-year marker. Now, I’d be remiss in saying if we add staffing, we’re going to have to add more vehicles. So, at the end of the day, that’s going to have to be a cost that’s associated with hiring someone and to figure that part, but we would have to do that regardless. So, we’re still going to have that. Council Member Khambata replied that’s just as in the past, when we increase staffing levels; the same with an increased plow route, it comes with another driver and another truck. We take those things into account, but I’m just trying to kind of feel out the commitment to the plan. Obviously, if one gets wrecked, you’re buying a new squad. That’s out of our control, but assuming fleet schedules and everything are adhered to, that there’s a contingency plan for okay someone’s going to have higher miles. Do you have a way to cycle them out? Do the sergeants, who are going to put less miles on those cars, get those ones? Captain Rinzel replied that’s exactly what we have as a plan. We know we’re going to have supervisors who are going to put less miles on it; so we will have those cars, once they’ve been driven five years and only have 40,000 or 50,000 miles on them, because the sergeants have different responsibilities, those will rotate through the C.S.O. fleet. So, we’ll keep moving those based on the number of miles they’re driven. Our School Resource Officer is not going to put a lot of miles on it, going back and forth for school during the school year, so we know that he is going to take a car with higher miles because he’s going to put less miles on it. So, if we have a car that’s six years old and has 80,000 miles, that’s getting up to where we thought it would be in eight years, City Council Meeting Minutes May 15, 2024 Page 31 we rotate that to someone that has less miles. So, that’s all part of the program as to how you maintain these. I’ll say that if it doesn’t work, we go back to what we were doing, we’re still ordering six a year; that doesn’t change. If the assigned vehicle program is an utter failure in four years, we’re not out anything other than the original equipment, but there’s a savings in not switching it; so, the delta is really zero on that. You’re spending money, one way or the other. Council Member Thiede stated I hope our mentality is still at a point where the age and miles are somewhat guidelines, but sometimes you get lemons, sometimes you get peaches. So, you just kind of judge that as you go along, and it might be that you got something that could last a little longer, and I know we do that right now. Sometimes we get a little bit, oh, well, it’s ten years, out the door it goes, but it might be a car that could last longer. Captain Rinzel stated that’s why when we do this, it’s really difficult, and Administrator Levitt tasked us with put this together over a ten-year plan with the scenario of what you know, but it’s never going to be exactly that. But what we do know is we’ve come up with that, and we’ve agreed to it, we’ve even agreed to saying that if a car’s five years, its going to require extra maintenance. I don’t necessarily agree with that, but I will agree that if someone at Public Works says we think it’s going to cost more because this or that might go out, there’s an extra charge. So, there’s extra money built it into those cars, there’s where the $20K delta is; it’s that extra repair and maintenance on a car that might be older than what our three-year car is. Council Member Thiede stated it’s always updating transportation, too, I guess. And it’s like anything else, you can tell if something is acting a little different; it seems like you’re hearing this little click, click every now and then, where somebody else driving might not hear those or something like that. Maybe it has a little different feel or something like that. Captain Rinzel stated and the big thing is most states have been doing this forever. Every county outside of the metro area has been doing assigned cars forever, this isn’t anything new; this is new to us, but it’s not new. I’ll just leave it at that. Council Member Khambata asked so, you said if it’s an utter and complete failure, what are our milestones or performance metrics? Like, when do we get to the point where we’ve gained enough empirical data, our department, to say this is working or it’s not? Do you have some milestones or metrics in mind for how to identify if it’s something that we should continue to pursue? Or if we kind of view it back, angle back in the five years? Captain Rinzel replied I would say once we hit the sixth year is your tell; that’s when everything has then come full circle through. And whether or not those cars that we assume are going to last us six, seven years like they do everywhere else, if that doesn’t work or if there’s some failures within this, or the breakdowns become too much. I would say there’d be a more utter failure of somebody within the Patrol Division saying something, that it would be an internal, not an actual car thing. City Council Meeting Minutes May 15, 2024 Page 32 Council Member Khambata stated that’s what I’m thinking, the failure wouldn’t so much be like the maintenance or the budgetary side; but the effectiveness or the willingness to take a car home, if they’re getting abused, or not maintained to the expectation that we think people are going to maintain them. Captain Rinzel stated there are a lot of safeguards within the policy and procedures that we’ve already identified. Council Member Khambata stated for my 20%, I think if there’s intrinsic value in terms of outward facing, just overall presence, and there’s estimated or perceived ROI for the time of ownership, I think it’s worth pursuing. It’s going to be the same six vehicles, we’re just utilizing them differently in terms of annual purchasing. And if it comes to retention, as we’ve all talked about, that’s one of our main sticking points. As we get into negotiations and budgeting for next year, what do we do to keep the good officers that we have, if at the end of the year or at the end of the day this doesn’t cost us that much more a year or we break even. I think it’s a move in the right direction. Mayor Bailey asked if we do this, let’s say Greg, you took a car home, and then you’re out on a call and the car gets totaled, or obviously gets smashed up. So, then what happens to you because now you don’t have a car? I’m assuming you have thought of that; what’s the plan now for the police officer who’s supposed to be on patrol but who doesn’t have a car? Captain Rinzel replied so there are a number of ways of fixing that. We have a number of cars that for a lack of a better term, we call them runner cars or training cars. They’re old, retired squads that we’ve kept around because they’re at a mileage that doesn’t cost us anything and we’re zero net anything. So, those would be become the runner cars, so they would have a runner car to get to and from work. They would have to come here, and then we know there’s going to be a pool of cars that people don’t take home. So, on their days off, those would become the spare cars for the other officer to use if his needs repair or something occurs in it. That’s how we would do that until we build up our fleet to the point where in 2026, that’s when we’ll be buying those new cars. We will have two or three that we have just for that purpose. But we know that’s going to take time. Like Council Member Khambata said, other than buying ten in one year, that isn’t a good philosophy because we want to do this over a cycle. So that cycle would be in 2026. Mayor Bailey asked when an officer goes home, I’m trying to think of all these different scenarios, we’re now going to have all of our officers have their own tablet or their own computer, is that right? Captain Rinzel replied it’s budgeted for this year, yes. Mayor Bailey stated so, it’s wintertime in Minnesota and you’re going to leave that squad outside, does that computer go in the house with the officer? Captain Rinzel replied yes, it’s just a dock; so, its ready to pull out. Director Koerner said it’s like bringing your briefcase in, they’ll bring in their computer. Captain Rinzel stated and we would have a policy on it; if it’s parked outside, this is the equipment that needs to come inside. City Council Meeting Minutes May 15, 2024 Page 33 Mayor Bailey stated that includes the other part, which I was going to say, the long guns. Director Koerner said yes, and if there’s a semiautomatic or something in the trunk, all that stuff has to come in. Captain Rinzel said yes, it’s all dependent upon the policies and procedures that we’ve set forth. We’ve talked with a lot of agencies; I’ll be honest, most allow them to just stay in, computers, the whole nine yards. If you go through any of the ones that the Sheriff’s Office has got, they’re all outside and they’re all fully ready to go. Mayor Bailey stated you kind of mentioned it earlier, but a friend of mine, Ken, there is a State Patrol person and a Metro Transit person that lives in his neighborhood; their cars are always out in the driveway, and there is that perceived notion that it’s safer. Whether it’s real or not, I guess the whole point is that seeing squads sitting in the driveways around town, I think is something that would be a positive, that maybe you don’t get to see from a $20K miracle number. Director Koerner stated obviously you guys are noticing, right? Mayor Bailey said I do. Director Koerner said I know where the troopers and the Ramsey County deputy live, so I see them. Mayor Bailey stated so, from my point of this, I think for the $20K that we’re talking about, I think I would be willing to go forward with this proposal. I also think, and you alluded to the comment if one officer leaves, it’s $100K; if this is what we’re hearing from some of our newest recruits and such, that hey, this is important to me and it’s a benefit that’s really not going to negatively impact our community, if you will. If anything, give it value within a neighborhood. To me, it’s a small number when you think about the budget to do something better for our officers, but also a better feel within the community. That’s my take on that. Council Member Olsen asked what, if any, advantage is there relative to response time if people have the take-home squads? Captain Rinzel replied that’s the other part that’s actually huge. We’ve had a number of incidents in the recent past that had somebody had the opportunity to leave from home with everything in it, and I didn’t really touch on them setting that up, right? That’s just like you have an office, and you have all your stuff in it, and every time you leave the office, you take all of your stuff out because someone else is going to be using your office later. You put it over here, and then you come in to start your shift, and everything goes back in your office. There’s time, that’s all the time that’s taken away from their duties, like even preparing and getting their cars ready. They’re ready the minute they walk into their driveway; they turn their computers on, they’re getting ready, they’re signing in, they’re logging on. Our K9 has been, I can’t even tell you how many times on their way into work, they’re running into things and addressing them, or responding to a call while en route to work because it’s a K9 call. Captain Petersen stated it’s saved us S.W.A.T. guys precious minutes; in those rare instances where somebody needs to get there right now, it would save precious minutes. Council Member Olsen stated I think about what happened in Woodbury recently. I think that’s a perfect example of every second counts, and we need to get where we need to get as fast as we can. I’m sure you guys have thought about that, but I think City Council Meeting Minutes May 15, 2024 Page 34 that is a massive advantage to something like this, I really do, especially for command staff. So, I’m on board with it. Council Member Thiede stated we’ve committed ourselves to the Financial Management Plan (FMP), and I’d like to see how this rolls up into that; in general, I mean, I’m not against it. Council Member Garza stated I think it would make a big difference, especially if we’re already behind the curve, and we’re just really trying to get ourselves to compete with the other surrounding communities that already take them. And I wondered also, statistically, how many police cars are being stolen? And I say that because we were talking about the equipment inside the cars and maybe they’re not bringing them in, but do we have police cars that are being stolen? Captain Rinzel replied we have not ever taken a stolen police car in the City of Cottage Grove from an outside agency getting it stolen while it was parked in town. We had an officer who thought they had their personal car stolen 20 years ago, and it was actually they just forgot where it was parked; so, that’s more of a liability, somebody forgetting where they parked. Council Member Khambata stated I know criminals are always leading far more exciting lives, but what’s the number of police vehicles, checking to see if they got stolen or broken into? If somebody sees there’s equipment in it and so on, I’m assuming all the cars have those. Director Koerner stated I don’t want to jinx this, but none of our K9 vehicles. Captain Rinzel replied no, I’ve heard of one in the County, this was I don't know how long ago in another city, not ours. It’s more often that it’s an unmarked car that people don’t know is a squad car that they’re breaking into. And then all of a sudden we’ll get a report Golden Valley lost an AR-15 in an unmarked car, and this and that was in the car. Council Member Khambata stated from a potential liability standpoint, that is the only thing that makes me nervous. Director Koerner stated that’s why we have the vaults in our vehicles. Council Member Khambata stated I know that the vehicles are set up and equipped to be safe, but so long as your SOPs and your protocols kind of reinforce that, I would be okay with it. Captain Rinzel stated yes, and we’re not opposed to ensuring that none of that occurs. Director Koerner stated just to back up, on our Five-Year Strategic Plan, we’re kind of looking for formal support of that plan, or if there are any things you want to change. Again, we’re going to follow that and mirror it with our Fire Department, too. So, I’m wondering whether there’s feedback or more questions? Council Member Olsen stated I think it’s an excellent plan, personally. I think it’s well put together in terms of not only what do I want to do, but also when do I want to do it, and how do I manage it so it will work? My only feedback, and I’ve already given it, would be ensure that you are partnering with your partners throughout the City, so that those Core Values are not just your Core Values; but the Core Values of everyone that City Council Meeting Minutes May 15, 2024 Page 35 you work with, because you are the grand ambassadors and you represent the City of Cottage Grove. And, in my view anyway, there’s a responsibility to share with all of the other partner departments: This is what we’re thinking, this is what we’re doing, this is why, this is how. They may give you some feedback on some of the things you talk about. But the bottom line is I think you want those folks to be behind what you’re doing, too. They can’t just feel like oh, the Police Department is going broke. Director Koerner stated I will tell you that I’ve had pretty in-depth conversations with both Director Burfeind and Director Dockter, especially about the Core Values, because we were just talking about this is more of a great community. If someone complains about the potholes or the snow, Public Works takes a lot of pride in their work, just like the cops. So, there are those conversations, too, and I don't see why there is not a version of this that the other departments couldn’t use, too, because Core Values are amongst the City. Council Member Thiede stated I think, Jennifer, it’s part of your responsibility to make sure that it’s all, you know, that’s it’s all kind of not different things, in terms of philosophy; that it fits and will look good to be, and it flows down to blend with the Strategic Plan. So, that is, they all have the same feeling and the look of the policies. Administrator Levitt replied yes, I’ve got it. Council Member Khambata stated I think it’s a pretty comprehensive plan. Again, that’s why I asked if other departments are doing this because I feel like you guys put a lot of work into this. I know, especially with the staffing, the +3 staffing and long-term projections are where we eventually need to be. The only reason I asked you guys regardless of the department is to do more with less; but as we get deeper into budget, it’s like okay, where are we going to find the money for additional cars or where are we going to find the money for additional FTEs. If there are efficiencies or grants, I know you guys are already on top of this stuff, but if there are opportunities to save money or prolong the service life of equipment to save money in the long run, that opens up opportunities in the budget to bring these things into play. So, keep doing what you’re doing. Mayor Bailey said I think the Strategic Plan and the Core Values and the messaging, is great. I only sit here because all these different things are rolling in my mind about budgets this year, next year, the following year. There’s even some tweaking changes that we just found out about today that we’re going to have to make some adjustments to our long-term plans as it relates to the PFAS water thing. But do I like this plan? Absolutely. My one comment for you guys and I don't know, maybe this is the reason that Council Member Olsen made the comment, is you said a lot of the officers are waiting, they want you to call them when you hear from us. My gut tells me, other than the core pieces of all this and things you want to do, what they’re most interested to know is did the Council say yes, we’re getting another cop next year, three more cops the following or whatever, right? Captain Petersen replied well, I don’t think so; they know that. City Council Meeting Minutes May 15, 2024 Page 36 Mayor Bailey stated well, I heard not, so, I will stand corrected if that’s the case. But my point of getting back to what Council Member Olsen was saying, is sharing the message and here’s what our plan is. As we all know, like it or not, we come to budget cycle, and you guys are going to ask us for these police officers, Public Works is going to ask us for their guys. So, that’s why when you talk about bringing everybody into the fold, so to speak, and our staff, you guys do an amazing job. I’m all about trying to work with each other, but I just want you to be cognizant of that. Because they may, you’ll have the plan out there that says by year whatever, our hope and goal is to have this many more officers and these many more positions. Understand that they’re asking probably not exactly what you’re asking for, but they’re going to be asking for the same thing. And there is only so much money, so we have to; are you shocked at that? And it isn’t that I don’t want to, it’s just that there’s so much uncertainty right now and unknowns out there that we’ve got to be cognizant of. Director Koerner stated I think I just want to speak. I mean, when I got promoted to director, right away everyone’s like, what direction, who’s sailing the ship, what direction are we going? So, I don’t want you to feel as though you’re pinned into any budget numbers or anything like that, but we’ve; it’s not just the staffing and not just the Core Values, it’s the community engagement, the different things. And how, when we come to you guys and say we need a new officer, we want to have these benchmarks. So, we want to say our calls for service has gone to a level where we can’t do this level of service. Council Member Thiede stated yes, basing it on that management stuff is fantastic. Director Koerner stated so, that’s what we’ve been struggling with, even with our records management system; we’re working with how do we get these numbers, what are these outcome measures? So, I think that’s more of what we’re looking for here; that we’re not holding anyone to in 2026 we need this, but we at least want you to know that as we move forward, we need the three patrol so we can handle these pregnancies, and can handle these others. So, I think it’s more of a vision, more of a fluid document. Council Member Olsen stated I, for one, really appreciated the metrics. I spoke at the budget kickoff about efficiencies and what we need to do this year and understanding that it’s a contract year, etc. And that’s exactly what I’m looking for, from everybody, from every department that’s what I’m looking for is give me the hard data. Let me know what is or isn’t happening, the impact that that has on a million different things, but those numbers, that gives clear direction relative to service delivery. And none of us wants service delivery to lack. Director Koerner stated we want to know how many cases our detectives have open, what’s our clearance rate. At what point does a detective having 14 open cases efficient anymore? So, how many files can I have open on my desk at one time? Captain Rinzel stated and I think we’ve done a good job of giving you like a 1.15; we’ve never gone as in-depth as Brad did, of showing you three different metrics that are only used here. We’ve always done one or two, and kind of said that’s it; all of a sudden, we’re starting to get this data where we’re able to track most of this. Brad compiled a pretty good list of showing you that we’re not just saying hey, we need a body here; we’re showing you empirically that compared to all others, this is where we City Council Meeting Minutes May 15, 2024 Page 37 sit. You then have to go back and make those hard decisions. We appreciate that you have the information that you need to make those hard decisions. Mayor Bailey stated I would say this because I’ve been the mayor for 16 years, and to your point, even prior to you, with Ryan and Craig, etc., I’ve yet to see where we’ve actually been able to be at our actual level in the department because something happens. So, I do like the fact that you’re trying to figure out the how and why, how can we circumvent that, right? So, when somebody goes out, there’s a budget implication, and I totally understand that; so, I don't know how you guys can kind of figure that out. Council Member Olsen stated but you have to plan for the unknown. Director Koerner stated well, this last year, we held off on the hiring and didn’t start them all at once. Mayor Bailey stated I want to tell you I absolutely love the idea of what you’re trying to do. Now we just have to figure out how do we pay for it. And I don't know how much, I know if it’s one, two, or three; both of you said that on average, it’s three per year. Director Koerner stated I just want to really quickly add the officers aren’t expecting us to come back and say we get a cop next year. Mayor Bailey stated what I’m also saying, though, is that in 16 years, there’s not been a year that’s went by where we’ve been at our full allotment in our Public Safety Department. I don't know how we fix it; we’ve been trying to figure it out, and I liked your idea of putting that person in the budget. Director Koerner said we’ve had good conversations with Brenda, like do you know of any cities that are able to do this? We’re trying to be creative. Mayor Bailey said and that’s a good plan. But if you’re hearing anything out there about what cities are doing outside of, even just in Minnesota, to help circumvent that, I would absolutely be willing to hear it, because that is I know we’re not alone. Director Koerner stated I’ll be honest, a lot of the chiefs I’ve talked to are like let us know how you can; they’re asking the same thing is what it breaks out to. Council Member Olsen stated we’re still getting lots of applicants, we have a lot of internal candidates interested in being here. We’re sitting in the catbird seat, but we can’t just assume that that’s always going to stay that way. We have to continue to evolve as the market evolves, and your take-home squad program is one element of that. Council Member Garza asked with all of the new development that we have approved in our City and the more development that’s coming, that we just heard of in our workshop earlier today, how does that relate to what you guys are asking right now? So, I understand we have budgets and I’m new to this, I’m not really understanding it all. So, I’m just trying to understand with your proposal and with all of this new growth and all of these new people that are coming to our community, you would think that we must figure out a way to boost up our Public Safety Department. Director Koerner replied there’s not an easy answer to that, but I can tell you as we’ve grown and we’ve had neighborhoods that are $600K, their expectations of police services are different. They are not having huge crime waves necessarily, but they want City Council Meeting Minutes May 15, 2024 Page 38 us doing more traffic patrols in their neighborhoods. I think with any of this growth where we’ve felt this more is with the senior housing; Fire Chief Pritchard knows that’s where we’ve felt it more with the medical responses and everything. So, yes, as we grow, calls kind of go up, but certain neighborhoods have different expectations. Council Member Garza asked now with all of that development out there, is there any opportunity because we’re growing so rapidly and bringing different opportunities for people to move into our community, is there any like support from our State or from County for any financial help with that? Director Koerner replied two years ago we had the COPS grants for our Case Management Officers. We’re going to continue to look for grants; there are grants out there now through the State for officers who will do more proactive enforcement, like DUIs, etc. So, Jennifer and I are constantly getting emails about those. Council Member Olsen stated the legislature last year did an abundance of one-time funding for Public Safety Departments and Sheriff’s Departments across the State. We were in receipt of some of that funding, as was Washington County. But here’s the thing, so, when you think about the growth of the community, we are growing less quickly today than we did 20 years ago. Our pace of growth is actually slower now than it was before Myron was mayor. It used to be roughly 2.7% every year, and now we’re growing at about 1.8% every year. So, one of the things you look at is you look at population, and you heard Brad mention that there are a lot of ways to measure your officer allotment. One of the very simple ways that people have used for a long time is for every thousand people, you need a cop. So, if you’re at 46,000 people, you need 46 cops. Now, is that the perfect metric? Of course it isn’t. So, that’s why you have to look into things like call volume, which I’m very grateful that you guys provided us tonight, what kind of calls are you dealing with, and then attrition. When are people out, when are people hurt, downtime basically, right? So, these folks have been doing this for a long time and doing a really good job. But in terms of the growth, the growth of the community has actually been managed very, very well since the 2008-2010 timeframe, we were in a recession for a period of time there in 2008. One of the things that I admire about the staff is when they do any kind of growth planning, they get every department together, everybody, and they have a technical meeting about if we do this, what is this going to look like in terms of Public Safety response? What’s it going to look like in terms of potential fire hazard? What’s it going to look like in terms of snowplowing? Do we need to add another route? They all put their heads together so that when they come to us, they can tell us this is what we should do, this is what we shouldn’t do. These guys have made just unbelievable decisions to continue to deliver services to our residents at such a low cost, because we’re the second lowest tax rate in Washington County; the lowest being St. Paul Park, who gets a lot of Local Government Aid that we don’t get, so, if you took that out of the equation, we would be the lowest. So, they are making very good, efficient, smart financial decisions without losing that service delivery that people have become used to. No, that doesn’t just happen. We all have to be holding hands to make sure that when we do have the new developments, or when we do have situations like they talked about with staffing, etc., we keep all of that in mind. I have yet to meet a department head who comes to us and asks for things that they really don’t need. They’re very disciplined, look, we really need this, we could use this. City Council Meeting Minutes May 15, 2024 Page 39 They were forced to act in the Parks Department, as they didn’t ask for anything for 15 years. Council Member Garza stated well, I wasn’t saying that they were asking for some things that they shouldn’t be asking for. I was saying that more on our side of the fence, that maybe we need to look at it a little bit better. Because if they’ve been running low for such a long time, and we have five new spots of families going in, that’s what, another 10,000-20,000 people in the next two years. It just makes me wonder, that’s all. Captain Rinzel said I think the big thing is, is what is it, three years before a lot comes on the tax rolls; so, we don’t see the City money for three years, so we’re always going to be behind the eight ball unless there’s some magical way of collecting City funds upfront. Where we see a development of 1,000 people, but it takes two years, and the third year we finally get that tax, so we can now catch up to where we need to be. So, it’s really a funding issue, when all of the taxes are collected. Council Member Khambata said but I think if we’re being fiscally responsible as an organization, we’re always going to leave something on the table, like we should always be wanting more. If we’re not, then we’re not being responsible. So, but if we have a five-year plan, we know what’s on our radar, we have to offset the costs. If a squad cost doubles, then we know what, from a prioritization standpoint, what’s coming down the line next so we can have it. It’s tough, for all the new development that the best case scenario is two-or-three years before that gets on our tax capacity. Otherwise, it’s disproportionate. If we raise taxes prior to that, it disproportionally affects things. Council Member Olsen stated it creates a rollercoaster. Council Member Khambata agreed, and said we’re trying to avoid that as well. We don’t want ups and downs, we want to try to keep this as flat of a levy as possible; we want to try to adhere as strictly as possible to our FMP, and that’s why our job is so easy. Council Member Olsen asked does that give you an idea of what you guys need? Administrator Levitt stated I want to mention when you think about affordable housing and senior housing, which are both a part of our Strategic Plan, you have to remember it’s 7-to-15 years where we don’t see any revenue in taxes. So, we’re actually subsidizing it, that’s the only way I can say it; when we bring in affordable housing and senior housing, the City as a whole is subsidizing that service because we’re not collecting any taxes from that, and it may be up to 15 years. Captain Rinzel stated it suddenly got cold in the room now, right? Council Member Olsen agreed. Director Koerner stated well, I will say it’s an assigned loss. Council Member Thiede stated well, on the squads, I would like to see how it plays into the FMP, so I’m sure. Director Koerner asked is that something that you want brought back at another? Mayor Bailey stated no, just put it in when you guys are doing the budgetary discussions. I also think that $20K in a budget that’s $18-$20M is such a small piece of the puzzle. City Council Meeting Minutes May 15, 2024 Page 40 Director Koerner asked what is the rule, you know? Captain Rinzel stated well, that’s the maintenance part of it, and I think we have already budgeted for the four cars at $90K, so that’s part of that implementation. If there’s any additional, we do have the squad radios that is something that’s up for discussion; it’s part of reallocating what we had planned. Administrator Levitt stated how about if we come back to you with the planning as to what we can do financially within the 2024 budget? It might have to hold off until we actually roll out those numbers, to your point, and then Greg put together the intangible values. Council Member Olsen stated you said you needed an answer tonight. Captain Rinzel stated well, we need to start thinking about what we’re going to do with our current fleet. Administrator Levitt stated what I’m hearing you guys saying is move forward, and so, we will move forward. We just need to tell you what is sitting in the 2024 budget. Council Member Khambata stated and you’ll come up with that; Council Member Olsen stated yes, fair enough. Captain Rinzel stated it might be late 2026 for a finalization or early 2027. We’ll get it done, I’ll financially prove it. Director Koerner stated okay, that’s fine. 14. WORKSHOPS - CLOSED TO PUBLIC - None. 15. ADJOURNMENT Motion by Council Member Garza, second by Council Member Olsen, to adjourn the meeting at 9:45 p.m. Motion carried: 5-0. Minutes prepared by Judy Graf and reviewed by Tamara Anderson, City Clerk 1 City Council Action Request 7.E. Meeting Date 6/5/2024 Department Community Development Agenda Category Action Item Title Planning Commission Meeting Minutes (04-22-2024) Staff Recommendation Accept and place on file the minutes from the April 22, 2024, Planning Commission Meeting. Budget Implication N/A Attachments 1. Planning Commission Minutes COTTAGE GROVE PLANNING COMMISSION April 22, 2024 12800 Ravine Parkway South Cottage Grove, MN 55016 COUNCIL CHAMBER – 7:00 P.M. The Regular Meeting of the Planning Commission was held in the Council Chamber and telecast on Local Government Cable Channel 16. 1. CALL TO ORDER Frazier called the Planning Commission meeting to order at 7:00 p.m. 2. ROLL CALL Pradeep Bhat-Here; Ken Brittain-Here; Jessica Fisher-Here; Evan Frazier-Here; Eric Knable-Here; Derek Rasmussen-Here; Emily Stephens-Here Members Absent: None. Staff Present: Emily Schmitz, Community Development Director; Conner Jakes, Associate Planner; Mike Mrosla, Senior Planner; Crystal Raleigh, Assistant City Engineer; Riley Rooney, Associate Planner; Tony Khambata, City Council Liaison. 3. APPROVAL OF AGENDA Fisher made a motion to approve the agenda. Rasmussen seconded. The motion was approved unanimously (7-to-0 vote). 4. OPEN FORUM Frazier opened the open forum and asked if anyone wished to address the Planning Commission on any non-agenda item. Bonnie Matter, 6649 Inskip Avenue South, stated tonight there are public hearings, and asked if that means that audience members can approach and ask questions. Frazier replied there are public hearings on the lot split at 9670 Kimbro, the School Bus Garage Fuel Tank, and the Zoning and Sign Code Update. Those will be public hearings that we will discuss when those come up. Matter stated okay, so then my next question is on the zoning and code amendments and asked if you are going to go through them one by one, or are you going to just like take them as a bundle. Frazier replied well, it’s one application, so they move as an application. Matter stated thank you. As no one else wished to speak, Frazier closed the open forum. 5. CHAIR’S EXPLANATION OF THE PUBLIC HEARING PROCESS Planning Commission Minutes - Regular Meeting April 22, 2024 Page 2 of 9 Frazier explained the purpose of the Planning Commission, which serves in an advisory capacity to the City Council, and that the City Council makes all final decisions. In addition, he explained the process of conducting a public hearing and requested that any person wishing to speak should go to the microphone and state their full name and address for the public record. 6. PUBLIC HEARINGS AND APPLICATIONS 6.1 LOT SPLIT AT 9670 KIMBRO - CASES MS2024-011 & V2024-011 Joshua John has applied for a minor subdivision to subdivide a 10.1720 -acre parcel located at 9670 Kimbro Avenue South, previously known as the Brown Farm, into two separate par- cels. The applicant has proposed to create a 4.086 -acre parcel that would include the exist- ing house and accessory structures, and a 6.086-acre buildable parcel that could support a new home; and a variance to the City’s minimum lot width at the front property line for the newly created 6.086-acre parcel and a 6-foot setback for the existing driveway. Rooney summarized the staff report and recommended approval based on the findings of fact and subject to the conditions stipulated in the staff report. Riley stated a representative of the applicant is here to answer any questions you may have. Bhat asked when we subdivide this into two parcels, do the accesses have to be within the parcel; could this be planned so that the accesses are contained within a single parcel. Riley clarified that the access would be on the 6-acre parcel itself, and then she showed on the site plan where the accesses to the existing parcel would come down from; the County wouldn’t allow for another ac - cess. Bhat stated he’s just curious why would access to Parcel 2D have to go through Parcel 2C; I mean, can it be contained within one single parcel. Riley deferred to Schmitz to answer that ques - tion. Schmitz stated they’re proposing a shared acces because they couldn’t have a second access off of Kimbro Avenue, per the County. So, they had to find a way to access both of these new parcels with one access point. Therefore, that’s why you’re seeing that shared driveway, or that shared access. So, it’s only on one parcel, technically, but it provides access to Parcel 2D. Schmitz asked if that helps clarify; Bhat replied that’s fine, thank you. Fisher stated to piggyback off of that, I’m assuming that an easement will need to be recorded for the existing parcel so that if some day the second parcel is sold, that there’s still deeded access to the first parcel, correct? Is that part of the stipula tions? Riley replied that’s correct; there would be a shared driveway access agreement between the two properties, and that would stay with the properties themselves; so, if people moved, that would still remain. Frazier told Schmitz I just want to go back to what you just briefly mentioned. So, off of Kimbro Avenue, that’s a County-controlled roadway, and so they’ve got policies about how many accesses can be onto that road, how close; so that’s why there can only be one access onto these two pieces of property. Schmitz replied that’s correct. Frazier asked if the applicant would like to approach and add anything. Tim Freeman, land surveyor and land planner with Folz Freeman Surveying, 5770 Newgate Ave - nue North, Oak Park Heights, MN, stated I was involved in the platting of the two parcels in 2017. I was involved in a minor subdivision in 2018, and here I am again today. So, the variance for the 90 feet up there really was because it was the only viable place for that driveway. It used to come Planning Commission Minutes - Regular Meeting April 22, 2024 Page 3 of 9 off right where the existing house was, and they had to vacate that; the County wouldn’t allow it, as the spacing doesn’t allow two driveways, it just allows one. So, the only way to really do it would be to move it up to the north there, and the parcel just isn’t wide enough, so that’s how that 90-foot piece got there. If you look on your screen, you’ll see that there’s kind of a green -looking tree there, right at the intersection of the first driveway going south, and that’s really the reason why it got p ut there. The applicant hired an excavator to build the gravel driveway; the excavator went out there, looked at the property line, and said there’s a five-foot easement there. Then he saw the tree and said, well, I’ll go right between them, and that’s where he built it. So, the staff report did a really good job of explaining all of the details; I don’t have anything else to add unless you or the public have any questions. Rasmussen stated, so, that existing driveway is about six feet from the property line, correct? Freeman replied yes. Rasmussen asked how is that land flow, how is the drainage there; are we draining off onto the neighbor’s property, or is it coming toward the south? Freeman replied no, it’s coming toward the south. It’s actually fairly flat through there ; I included a couple of photographs that aren’t in your packet, but it’s basically wide open , and there’s this great big maple tree, and it runs between the property line and a maple tree. We knew that the City staff was interested, as we were, to keep the trees; so, that’s how it ended up there. Frazier opened the public hearing. No one spoke. Frazier closed the public hearing. Rasmussen stated I think their request makes sense, and it was approved last time, so I’m fine with it this time. Fisher stated I’m just curious to know if there are any construction plans for the new parcel. Freeman replied not yet. Brittain made a motion to approve the minor subdivision and variance, based on the findings of fact and subject to the conditions stipulated in the staff report. Rasmussen seconded. Motion passed unanimously (7-to-0 vote). 6.2 SCHOOL BUS GARAGE FUEL TANK - CASES PP2024-010 & SP2024-010 BKBM Engineers, on behalf of ISD #833, has applied for a preliminary plat to replat the prop- erty at 8587 West Point Douglas Road and to plat the property at 8585 West Point Douglas Road to combine the two existing parcels into one platted lot; and a site plan review for the installation of a new above-ground fuel tank and associated pumps/paving. Jakes summarized the staff report and recommended approval subject to the conditions stipulated in the staff report. Rasmussen asked Jakes to help him understand the difference between metes and bounds versus platted property. Jakes replied before a property is platted, it technically has a metes and bounds legal description that is hard to understand, that describes the boundary of that parcel. When a plat comes through, it converts it into Lot and Blocks, so that’s typically what you see in residential or business development, where’s it’s Lot 1, Block 2 or Lot 2, Block 2, etc. So, as part of the platting of that parcel to the east, it was part of the Glengrove Business Addition, so that was platted as Lot 1, Block 1, which is this blue parcel. Lot 2, Block 2 was actually the business center, so it converts it really to Lot and Block. Rasmussen stated so both are giving me the same information, it’s just Planning Commission Minutes - Regular Meeting April 22, 2024 Page 4 of 9 how it’s organized here. Jakes stated yes, that’s correct. And then with the plat, it would also show the easements clearer, instead of paper easements, which don’t show up on County GIS, for example. Stephens asked can you explain, as it was kind of hard to tell on the plans, what all is being replaced or what’s all being dug up, and are they redoing the pond? Maybe you could just talk about that, and then I’ll probably have a follow-up question. Jakes replied the fuel tanks are currently located here, so that would be dug up; those tanks would be removed or sealed, per Code requirements and MPCA standards. He pointed out on the site the disturbed area where the new tank would be; I believe it’s currently a grass area shown, so that would be replaced with concrete for the fuel tanks, pumps, and related equipment. The applicant reconfigured the pond to account for the im - pervious increase and has submitted the required modeling to show that reconfiguration is sufficient to also handle that increase in impervious. Stephens stated I’m pretty sure the answer is no, but when you do something like this, if they were redeveloping it , would they be required to test and see if there was contamination in the soils? Is that something that would be beneficial at this time with the underground tanks? Jakes replied under a redevelopment scenario, that would be correct. Due to the application where they’re removing and replacing, I don’t believe we would require any contamination testing, but I’ll defer to our Assistant City Engineer if she has anything to add. I don’t believe, with a proposal like this, that would be required. I know the applicant will follow all MPCA standards, so if they do pull those tanks and there is contamination noted at the time they’re pulling them, then they’ll go in and do the sufficient testing that’s required at that point. Stephens stated okay, I was just curious. I was thinking if there was any testing and they were redoing the pond, if the pond wasn’t lined, it might be a good time to line it to prevent further contamination. I guess that’s all I was thinking. Jakes added that they are proposing to line that pond and bring it to current- day standards. Stephens stated perfect, thank you. Bhat stated he has a follow-up question; why is the underground fuel tank being replaced by an above-ground fuel tank? What is the necessity there? Jakes replied I will defer to the applicant to answer that question. I believe it’s probably just preference. Knable asked are they just going to run new lines to the gas pumps on Lot 1, or how are they providing access to the above-ground tank? Jakes showed on the site plan where the access is now for the buses to come through, in a direction to allow access for the buses. Those new pumps would be located next to the tank, and then the lines will be run from the tank to the pumps, so there will be circulation through the site with the two secure rolling -gate access points. Knable stated okay, he just wasn’t sure if they were going to run piping underneath there, to where the old pumps were. Jakes replied I don’t believe so. Frazier asked if the applicant would like to approach. Kevin Bohl, with BKBM Engineers, 11623 Fergus Street NE, Blaine, Minnesota, stated to answer your question about the replacements, the tanks are just getting old and near the end of their useful life. If you go out there, you can see that all the pumps and everything are just starting to get really rusted; overall, there’s just concerns about the length that these tanks have been in the ground, trying to get them replaced, and new ones put in. It’s just our preference. Bhat asked why above-ground replacement instead of in the ground? Bohl replied above ground is cheaper, for one; it also provides them the ability to move them if they ever needed to in the future. There are also a lot of reasons just in case there’s any leakage, you can see it easier v ersus it Planning Commission Minutes - Regular Meeting April 22, 2024 Page 5 of 9 being underground; not that we’re expecting leakage, but it’s just kind of easier to maintain and see it when it’s above ground vs. below grade, like that. He stated one last thing, for the contamination portion, as you’d mentioned, we do have unit pricing, it’s already in the contract and everything; if we do encounter contamination, we’ll mitigate that per the MPCA’s requirements. Frazier opened the public hearing. Bonnie Matter, 6649 Inskip Avenue South, stated the only thing that she wondered about when reading through this is why an above-ground; but I was more concerned about how close it is to the railroad tracks. And is there a possibility of a derailment; probably not, but how close is it to the railroad tracks? Thank you. No one else spoke. Frazier closed the public hearing. Frazier asked staff to talk about how close it is to the railway; I’m assuming there’s a setback requirement from the railroad. Jakes replied that he does not have the exact measurement of how far that tank is from the railroad, but CP Rail was contacted and approved that location without worries. Staff also went through a derailment scenario, etc. to account for any possible scenarios in the City. So, we’re aware of that, and we’re working with CP Rail, and received their approval without any concerns or comments related to that. Fisher stated so there’s fencing that goes around the west side of that; is that going to be the picture of the fence that you showed because right now it’s chain -link, right? So, is that going to be between the tank and the railroad track back there, too, as well? Jakes replied yes, there’s a fence proposed that would basically come through here and tie into that chain -link fence. Fisher stated it has to be enclosed because obviously there’s controlled gates and whatever, so it has to be completely enclosed. Jakes stated that is correct. Fisher made a motion to approve the preliminary plat and site plan review, subject to the conditions stipulated in the staff report. Brittain seconded. Motion passed unanimously (7- to-0 vote). 6.3 ZONING AND SIGN CODE UPDATES - CASE TA2024-012 The City of Cottage Grove has applied for zoning text amendments to the City of Cottage Grove Zoning Code (Title 11) and Sign Code (Title 11-3-14). Mrosla summarized the staff report and recommended approval. Stephens asked two questions about the impervious changes . You talked about updating the stormwater management plan, I’m just very curious if you applied these new, if you assume every- body maxes it out, did you get a lump sum; like what’s the difference of new impervious, assuming it all develops out from the existing percentages to the proposed percentages, and like how big of a difference does that make in the City? Lastly, with the high-density residential, if you move it from 50 to 65, does that leave enough room, are there a lot of like tree and landscape plans, and how does that impact room for those? Like, you talk about the lots being thinner, then are you going to have room for trees on either side, if everybody’s maximizing it out? Mrosla stated w ith the first question, he will let our Assistant City Engineer, Crystal Raleigh, address that one. Mrosla stated on the second one, that 65 percent we actually could have gone a little higher than that; I think our Planning Commission Minutes - Regular Meeting April 22, 2024 Page 6 of 9 storm and surface water management can allow us to go to 70 or 75, but we thought 65 was a good number to allow for landscaping and all those items to fit on that site nicely. We thought that would be a nice middle mix, but the Surface Water Management Pla n (SWMP) allowed it to go up to 70 or 75; 65 is a little lower, leaves room for landscaping, etc. Raleigh stated I understand the review of the SWMP that was done, I’m not positive that it went into the level of detail like you’re asking: If everything was built out per the impervious percentages, how much do we have left to go? They did a very detailed review of how the curve numbers that are in the SWMP equate to these percent impervious numbers; as Mike just alluded to, there’s room, there’s a lot of fluff, especially in the high density. Our SWMP plans for quite a bit more impervious than what we’re proposing here, so it would allow for more and we’d still be meeting our SWMP. Stephens stated I’m not as concerned about the SWMP. I guess just in terms of new impervious, because it impacts everything, but I get what you’re saying. Raleigh stated we don’t expect any ponds to blow up or any of our downstream infrastructure to be impacted by these changes. Mrosla added we shared these numbers with the South Washington Watershed District, too, to make sure they were comfortable with that as well. I just want to point that out. Frazier opened the public hearing. Bonnie Matter, 6649 Inskip Avenue South, stated on this I wrote down the majority of my questions to help you move this project up. She distributed her questions to the Planning Commissioners to help with the time because it’s more than three minutes to ask all of that. I’m going to talk fast. I’m just going to start in on my questions: Item 2: I guess I’ll go through it; I’m looking at a different document, it was the document that was in with the meeting materials. Item 2 will allow accessory structures to be constructed in front yards when adjacent to the Mississippi River and within the MRCCA. And I just would like to make sure that whenever that happens, that the name, title, and department of the authorizing DNR representative who said the MRCCA databa se update was not required is included. So, that’s what I’d like to see happen there, and any time a name from the DNR is mentioned, I would appreciate the department, the title, and the name because there’s many different departments. Item 3: Update impervious surface coverage percentages for R Dis- tricts and title the table line the same for all R Districts to be consistent. Staff is proposing to in - crease the impervious surface area amounts by 10 to 15 percent, depending on the Zoning District and lot sizes. Does the Mississippi Landing stormwater design account for the potential increase in impervious surfaces on individual lots under this ordinance change? That area down there is a different animal, and so I would like to make sure I understand that, th ank you. And I’d like a copy of the Mississippi Landing stormwater design; I requested it on April 1, I think, I might have re - quested it before then, but I still have not received it. I had also called and requested the SWPPP Plan for the City and the MS4; I was told it was being, I don’t even know if I was told it was being updated. I think when I looked on the website it’s not up to date, and I requested the current plan but I haven’t received it. Item 6: Clarify the Site Plan Review procedure and submittal requirements. What does this clarification mean? Does this mean developers can decide to make Site Plan changes without coming back to the Planning Commission for review? How will this differ from what is done today? What are the boundaries for this ty pe of decision? What would be considered min- imal, what would be considered out of bounds? Provide some examples. How would this change affect the Mississippi Landing development? Is this request due, in part, to the Cottage Grove City Council Meeting and preliminary Development Agreement with Rachel Development on September 6, 2023? Confirm that the City of Cottage Grove has and will follow the 11.15.5H MRCCA Admin Ordinance; Cottage Grove has a different numbering system, theirs would be 11.13.5H, for notifi- cation requirements for developments in the area of or that may impact Grey Cloud Dunes Scientific Planning Commission Minutes - Regular Meeting April 22, 2024 Page 7 of 9 and Natural Area (SNA) and the Grey Cloud slough Mississippi River. Item 8: Remove language stating that accessory structures cannot exceed the footprint of the principal structure. Please in - clude language that all site structures cannot exceed maximum allowable impervious surface area for the lot size. Item 9: Reduce lot width standard in R-4, Transitional Residential Zoning District, to 45 feet. With the reduction of lot widths and increased density, what is the requirement for fire resistant barriers or walls between homes? I just want to go back to this impervious surface thing. When they say an additional +10 percent or +15 percent, if you actually get into the acreage, it’s a considerable amount, you know, it’s a lot. Do you know what I’m saying? If you take 40 percent of 10,000 feet or 50 percent of 10,000 feet, it’s a different percent when you get into actual physical acreage. That’s it, thank you very much. Frazier stated to Ms. Matter that we will accept the letter and put that in the record as part of the public hearing. As no one else spoke, Frazier closed the public hearing. Frazier stated I don’t know how staff wants to divide that up. Schmitz replied there are several items in here that will require follow up in writing that we’re not going to address right away this evening. We’ll provide an update back to the Planning Commission next month and, of course, to Ms. Matter over the next month, as we provide some clarification to some of these detailed questions. Frazier stated some of these we can probably deal with now; he asked Mrosla to come back up. I realize some requests from Ms. Matter are to provide some documentation, provide some infor- mation, so we’re not going to do that tonight. So, Item 3, the Mississippi Landing stormwater design, account for the potential increase. I think during your presentation you had mentioned that City staff has looked at the stormwater design, the watershed design plans for the City, and accounting for this change, is that correct? Mrosla replied that is correct. Frazier stated okay, so that would include the Mississippi Landing plan. Mrosla stated as part of the review process, that has been reviewed by staff. Frazier stated regarding Item 8, which is on Page 2, changing the language, specifically in that section, include that the total site structures can’t exceed the maximum impervious surface area for lot size. There is already a separate part of the ordinance that requires all lots to stay under the maximum impervious surface. Mrosla replied that is correct, there are normal parameters that we use to make sure that the impervious coverage is met, there are setbacks, there is lot coverage, there are a number of items that we use. So, that’s the way we keep our checks and balances. Frazier stated okay, so builders and developers are required to follow all City Ordinances on build- ing and structure setback ordinances and requirements. Mrosla replied yes. Even before today, I was working on a plan at my desk that was for an accessory garage, and I had to make sure that the plans had the appropriate coverage and make sure that they’re meeting the ordin ance stand- ards. Frazier stated okay, so making this change in the language would be duplicitous because it’s already been covered somewhere else. Mrosla replied correct. Frazier stated Item 9, on Page 3, I know we’ve talked about this before with these thinner lots, where we’re getting down to 40 to 45-foot wide lots, and we talk about fire barriers; but maybe you can just talk briefly about the City’s practice and experience with these thinner lots and the require - ments that I think Public Safety, as well as the builders have , for those. Mrosla replied correct; so, when we receive these applications, we forward them to our Fire Marshal for review and our Build- ing Inspections team to review them. Generally, when the separation is less than 10 feet, there has Planning Commission Minutes - Regular Meeting April 22, 2024 Page 8 of 9 to be a difference in material on those walls, fire-rated materials; especially on the eaves that over- hang a bit closer, there are requirements for that to be fire rated, but usually it’s under 10 feet. We try to work with our applicants to make sure they’re 10 feet or more. A lot of builders try to keep that so they don’t have to put that cost into it. So , that is something that they’re aware of, usually before they apply for an application. If they do, we have the standards ready for that, just in case. Frazier stated let’s go back to Item 6; I kind of skipped that one because it’s got a bunch of questions in there. Item 6 is essentially, my understanding, streamlining how a Site Plan Review comes before the Planning Commission and City Council and how that gets funneled. Mrosla stated yes, it’s partially that, and our part, as staff, is to know what triggers a Site Plan Review. The current language is very vague, so we want to add language in there, if the applicant, for example, is adding more than 10 percent of total square footage to the building, that triggers a Site Plan Review. Or if you’re modifying the parking lot, that triggers it. So, we just want to make sure that when an appli - cation comes before us, we know what triggers that, and right now, the language is very vague. We had one earlier this year where we were like we don’t know, so we had to ask our City Attorney; we want to provide great customer service, so the intent behind that is for staff more or less to have that checkbox saying does it meet one of these things. For a Site Plan Review, instead of it being very vague, there’s the process on how to streamline it through the Planning Commission and City Council. Frazier stated okay, so the proposal before us, then, is to make these categories of what’s a minimum versus something that needs to come before Planning Commission and City Council clearer for staff and the applicants. Mrosla stated that is correct; it also helps with building permits. Schmitz stated it looks like we made it through all of these , so we won’t follow up in writing because I think we did a pretty good job of providing some detailed clarification. The one under #6 that I would add, I want to make it very clear, we’re talking about a Site Plan Review process, and what Mike’s proposing is amended. The Mississippi Landing project is a Preliminary Plat, so those are two different processes, so I just wanted to clarify that. Frazier asked if anyone on the commission had questions for staff . Bhat stated so this is regarding your proposal to separate out the Sign Code from the Zoning Code . I’m not very familiar with the Sign Code, what is a Sign Code; what kind of signs are we talking about here? Mrosla replied with our Sign Code, we regulate all signs, not your Public Safety street signs, but signs on buildings, directional signs in parking lots. For example, if you go to McDonald's, we have standards for all the signs on that building and in the parking lot, for directional and where the drive-through goes. There are many board standards, and a lot of its very cut and dried. Like a menu board cannot exceed 10 square feet, and so we just go through there and it’s a checklist, but this regulates all signs in the community. It also regulates yard signs, for example; right now, our Code is quiet on that, so we’re allowing residents to have up to two yard signs in their yard, all the time. Right now, it’s silent on the matter, so we put that in there clarified language on garage sale signs, it’s just all about signs. The hard part about signs is it’s a First Amendment, free speech, so we had to work very closely with our City Attorney on that because technically, as staff, we cannot read the sign; we have to enforce it by its location and size, etc. We can’t go up to the sign and read it, per se. Many times it comes down to aesthetics, health, safety, and general welfare of the community on the sign ordinance. Bhat said my follow -up question is by moving this Sign Code from 11 to 12, do we tend to lose something? Are we overlooking something? Why is it there in the first place, and by removing it, are we going to miss something? Mrosla replied a lot of cities have their Sign Code in their Zoning Code. Our City Attorney historically has had it in the Zoning Code for other municipalities that she’s worked for; however, the City of Cottage Grove historically has Planning Commission Minutes - Regular Meeting April 22, 2024 Page 9 of 9 had it not in there. So, we’re not really losing anything, we’re just moving it out so in the event that a change had to occur, especially with First Amendment items, we sometimes have to make quick changes or modifications, and it will go straight to the City Council. The City Council can make that modification approval without delaying the process. So, a lot of those things happen very quickly, and we have to have like a severability clause or somet hing else in there; so, we’d bring it right to our City Council then to get that amended due to the impact of the First Amendment. Rasmussen made a motion to approve the amendments to the City Code Title 11, Zoning regulations, and relocate Section 11-3-14, Signs, to Title 12, subject to minor modifications by City Attorney. Knable seconded. Motion passed unanimously (7-to-0 vote). 7. APPROVAL OF PLANNING COMMISSION MINUTES OF MARCH 25, 2024 Fisher made a motion to approve the minutes of the March 25, 2024, Planning Commission meeting. Rasmussen seconded. Motion passed unanimously (7-to-0 vote). 8. REPORTS 8.1 RECAP OF APRIL CITY COUNCIL MEETINGS Schmitz provided a summary of actions taken at the April 3 and April 17, 2024, City Council meetings. Schmitz said Council Member Khambata is here to add anything additional or if commissioners have questions for him. Khambata stated I don’t have anything additional to add, but I’ll make myself available for questions. Frazier asked if there were any questions for Council Member Khambata, but none were asked. 8.2 RESPONSE TO PLANNING COMMISSION INQUIRIES Response to Open Forum - Mississippi Landing Traffic and Roadways: Schmitz stated several members of the Grey Cloud Island Township Board provided some com - ments at last month’s meeting as it relates to the limited traffic from the construction that can go underneath the railroad bridge from the Mississippi Landing development. Yes, some of the equip - ment, of course, that is coming to th e site is not able to make it underneath that bridge; therefore, they need to take the alternate route up Grey Cloud Island Trail, which extends of course through Cottage Grove, the Township, and then into St. Paul Park. Recognizing there are four jurisdictions that are impacted by this potential construction traffic, we’ve coordinated a meeting with all of these jurisdictions to kind of talk through what that looks like; we have that scheduled for April 30 to sit down together to have a better understanding of any potential impacts. 8.3 PLANNING COMMISSION REQUESTS – None. 9. ADJOURNMENT Rasmussen made a motion to adjourn the meeting. Brittain seconded. Motion passed unan- imously (7-to-0 vote). The meeting was adjourned at 8:09 p.m. 1 City Council Action Request 7.F. Meeting Date 6/5/2024 Department Public Works Agenda Category Action Item Title Public Services Commission Meeting Minutes (03-18-2024) Staff Recommendation Approve the March 18, 2024 Regular Meeting Minutes. Budget Implication N/A Attachments 1. 3-18-2024 Public Services Commission Meeting MINUTES COTTAGE GROVE PUBLIC SERVICES March 18, 2024 COMMISSION 12800 Ravine Parkway South Cottage Grove, MN 55016 TRAINING ROOM - 7:00 p.m. 1. CALL TO ORDER Chair Lisa Kons called the Public Services Commission meeting to order at 7:00 p.m. 2. PLEDGE OF ALLEGIANCE Chair Kons asked everyone to stand and recite the Pledge of Allegiance. 3. ROLL CALL Chair Kons was advised that Roll Call had been taken. Commissioner Nate Lotts was absent. 4. APPROVAL OF THE AGENDA Vice Chair Ron Kath made a motion to approve the agenda; Commissioner Kelsey Moyer seconded. Motion carried: 6-0. 5. APPROVAL OF MINUTES A. APPROVE MINUTES FROM THE JANUARY 8, 2024 MEETING. Motion by Vice Chair Kath to approve the January 8, 2024 meeting minutes; second by Commissioner Jenny Olson. Motion carried: 6-0. 6. OPEN FORUM Chair Kons opened the Open Forum. As no one wished to speak, Chair Kons closed the Open Forum. 7. PRESENTATIONS - None. 8. BUSINESS ITEMS A. CGPD'S FIVE-YEAR STRATEGIC PLAN PROPOSAL Deputy Director of Public Safety/Police Captain Brad Petersen stated thank you for giving me this opportunity to speak about our five-year Strategic Plan proposal, we’re super excited to reveal this Public Services Commission Meeting March 18, 2024 Page 2 of 18 to you. This has been something that’s been long overdue, and we’ve invested a ton of time and energy into this plan over the last several months; we’ll unveiling it to you, and to Council, and the rest of our department in the coming months. We’re hoping to launch this at our Department Meeting in May. So, at the end of this presentation, I’ll be asking for a motion from the commission to support this plan; of course, if you don’t feel comfortable after this presentation and discussion, I certainly understand because there’s a lot to unpack and digest here. So, by all means, ask any questions that you have. I hope you’ve had a chance to review this before tonight. I’m going to do my very best to be concise and move through this in a timely manner, but any questions or concerns throughout this, please raise your hand and stop me to ask those questions. He gave the agenda for tonight’s presentation, stated I’ll get into the meat and potatoes of the plan, which is our 2024-2029 Strategic Goals, and then we’ll wrap it up. I trust that you read the message from Director Pete Koerner; basically, it identifies this plan as a roadmap to success over the next five years: •Policing our community in responsible ways that engage the public to the maximum amount •Establishing relationships and partnerships and problem solving in our community •Being innovative •Being professional •Positioning our organization for continued growth and resilience in the coming years Mission Statement Our Mission Statement is relatively unchanged; it’s been close to this version for about the past 10 years. We thought the Mission Statement was pretty good as is, just a little subtle tweak in the wording. We also added this commitment to community partnerships on the end. The Mission Statement is something that’s entirely new, and really what we tried to do with this mission is wrap up everything that is important to us, our employees, our community, and how we plan to do business over the next five years in a couple concise sentences. If you didn’t know anything else about our planning or about our organization, if you read this Mission Statement we tried to craft this in a way that you have a pretty good idea about what the Cottage Grove P.D. is all about and what’s important to us. Core Values These Core Values have informally always been important to us. We’ve passively emphasized the importance of these Core Values, but we were never very deliberate about identifying what traits and characteristics of the values are important to our organization. With identifying these values now, we’ve got a very deliberate plan in place to let our employees know, let our community know, let everybody know what’s important to us; by doing that, we can hold our employees and our organization accountable to those values. Many organizations will identify three, four, or five values that they want to identify as their Core Values. When we sat down to identify our Core Values, we had that conversation, should it be three to five, and we said we can’t do that because all of these are important to us. So, we settled on this list, which I think is very comprehensive and it really comprises our community, not too many, not too few; this is really what we value. With this representation, we also wanted to show that there are different levels that interplay between different echelons of individual teams and organizations in the community. For example, we know that Safety is important to individuals, as well as within the community, but we really want to emphasize that as a priority at the organizational level. So, once we get into planning and strategies, you’ll see this is the kind of how and why that makes sense. So, policing, as a whole, is really trying to rebrand themselves. We get away from that lawyer mentality towards the guardian mindset and the guardian identity. This is not something new for us, we made the shift many years ago, but we felt it important in this new plan to recognize that. So, we’ve built a new slogan, which is Guardians Serving our Community. Maybe someday you’ll see that on the side of our squad cars Public Services Commission Meeting March 18, 2024 Page 3 of 18 or on our website, just acknowledging that we’re guardians, we’re not lawyers, and it’s an entirely different mindset, it’s just reiterating what’s important to us. For those reading and trying to digest this document, who aren’t familiar with Cottage Grove P.D., or may not live here, we felt it important to give them some brief information about where is Cottage Grove, the demographics, what’s important to us, and how we are structured. So, you’ll see our new organizational structure; it’s important for you to know that we restructured our organization this year: We created this new Community Impact Team, and the sole purpose of that team is to engage the community, solve problems, be proactive, and improve mobility issues and prevent crime in the community. That’s their sole existence, their sole job. Those are really pretty rare in an organization our size to have that many officers and a team of that size dedicated to that mission. Captain Petersen said the actual plan is divided into five different sections, with subcategories in each of those, which I’ll also speak about: 1) Core Functions; 2) Community Policing; 3) Dedication to Employees; 4) Commitment to the Using the Best Technology, Equipment, and Practices; 5) Position our Organization for Continued Growth, Innovation, and Changes. Captain Petersen asked if there were any questions so far about that introductory information. Chair Kons asked Captain Petersen to speak a little bit about how the plan was developed and who was involved. Captain Petersen replied that’s a great question. So, it started out as kind of my pet project when I was going through the promotional process, to get promoted from sergeant to captain; this is one thing that I identified as something that could really benefit our organization and our community. I got promoted, and then they said, great, now go and do what you promised you were going to do. It was also because I was super passionate about it, did a lot of research, etc., and so Chief Koerner ultimately said just go do it. I kind of had free reign to develop the framework for this plan; once I had that framework in place, I sat down with our leadership team over the course of a couple different meetings, and identified what’s important for our organization: Where are we now, where do we want to go? So, with that, we started putting some more details in, we’ve had meetings where I’d refine and bring it back to the leadership team, up until the point where we thought we had a 75-80% solution. After that, we brought it to our employees, and they had an opportunity to provide input into the plan. After they gave their input, I tweaked it a little bit, and now I’m here presenting it to you, as representatives of the community, hoping that you’ll digest it, bring it out to the community, and come back to us with more input. As we go through these different meetings, with different stakeholders, we’ll continue to refine the plan up until the point where it is a finished product. Even at that point, it’s going to be a living, breathing document where we’ll continue to modify it as needs change or new priorities are identified. Chair Kons said thank you, that’s helpful. Captain Petersen stated before I can get into this, I’m going to fast forward to the appendices briefly, so I can explain a couple things that will help you understand some of this and will also speak to your question. Captain Petersen stated it’s really important to know that we didn’t develop this plan in a vacuum; we referenced and nested our plan with the City’s Strategic Plan, you’ll see that our plan supports the larger City Strategic Plan. We didn’t pull this out of thin air, this isn’t my idea of the way things should be done. We did our research and we’re following Best Practices, and one of the things we used as a guide is this report from the President’s Task Force on 21st Century Policing. In that, it identifies five pillars, which will reflect our Strategic Plan; in there, it talks about building trust and Public Services Commission Meeting March 18, 2024 Page 4 of 18 legitimacy, oversight, technology improvements, proactive policing, training, officer involvement, and safety. So, you’ll see these same things occurring throughout our plan. Another resource from the DOJ is this Law Enforcement Best Practices; again, you’ll see these same themes, ideas, and strategies popping up in our plan. Throughout the plan, you’ll also see reference to Benchmark Cities Data: This is a consortium of Police Departments from across the country that have come together in a mission to collect data and establish a database that they can use as a reference point: Response times, call volumes, crime rates, the number of officers per community size, all the metrics of good policing that you can imagine exist here with this Benchmark Cities. These are organizations that represent big and small agencies, both urban and rural, from across the country; we kind of consider it as an average of good Police Departments across the country. We try to screen out all the outliers, all the really crummy departments, and just a standard that we can hold ourselves against, to compare ourselves to them when we’re collecting and analyzing data moving forward. Regarding the appendices, as we start talking about plans, like wellness and training, staffing, etc., we developed these plans that will then feed into our Strategic Plan. There’s a list of all those services and programs that we currently offer, we’ve got a five-year staffing plan, we have a recruiting and retention plan, a wellness plan, a training plan, a policing plan. Every quarter of every year we’re producing reports, its a report card, essentially, so we can track whether this plan is actually working or not. If it’s not, then we need to tweak the plan and move forward from there. Core Functions •Crime & Security and Traffic Safety: Essentially, that’s our patrol function, that’s the marked squad that you see out there on a daily basis, those are officers that show up when you call 911 •Investigations: Those are our detectives and our Community Impact Unit •Special Services: That is S.W.A.T., Mobile Field Force, K-9, Emergency First Responder, all of those extra things we do that we consider special •Emergency Management •Administrative and Support Services Captain Petersen spoke in detail on each of the above. A female commissioner asked Captain Petersen are you receiving feedback from the surveys that you send out to people you’ve had contact with? Captain Petersen replied yes, last week we sent out 50 surveys, and as of Thursday, we had 13 out of 50 respond; 75% of those strongly agreed that they got excellent service, the remaining 25% only agreed with that, so we’ve got a little room for improvement. Captain Petersen asked if he was giving too much or too little detail on this; a female commissioner stated I like it, and I have one question. When you’re talking about the Benchmark Cities, are those cities the same size, the same demographic, or are they just blanket, here’s the benchmark, and it’s calculated. Captain Petersen replied it’s a cross section of America, so it’s big agencies, small agencies, rural, metro, so we kind of look at it as just an average. We recognize that it’s just one reference point, so we’re not going to completely judge our success or failure against that one database. The commissioner stated but it’s the best of the best. Captain Petersen stated it’s the best of the best, and its recognized as a really good reference point. Community •Transparency & Accountability •Engagement •Branding & Communication Captain Petersen spoke in detail on each of the above. Public Services Commission Meeting March 18, 2024 Page 5 of 18 Chair Kons asked do you plan to do any Citizen Academies again? Captain Petersen replied we do. We had a spell a years back where interest levels were low and then that spilled over into the COVID era, but we’re having that conversation again where I think we’re going to at least solicit interest; if we get an interest level, we’re definitely going to do that again. We’re also talking about maybe changing the model a little bit so maybe it’s not as time consuming for those volunteers, maybe it’s a condensed, shorter program. Chair Kons asked if he could go back to the bottom bullet, about potentially adding a Public Information Officer (PIO); there isn’t one now? Who took over those, is that a shared responsibility? Captain Petersen replied it’s kind of a shared responsibility at the moment; ultimately, the Chief is our lead PIO, but we also have a Community Impact Team, who we delegate some of that responsibility to, and at times the Command staff also has that responsibility. We’ve talked about that quite a bit in the last couple months; do we want to put that entire burden on one person, but what if that person went on vacation and then we have a critical event. So, we’re having discussions about what that looks like, but we certainly want to have some people who are qualified, trained, and do that very professionally because it can be dicey; you can trip over your own feet pretty easily, and you can’t rewind the sands of time. When you put something on social media, it’s there, so, you’ve got to live with that. There’s a lot of trust that goes into it as well. Employees •Culture •Safety •Wellness •Training & Career Development •Recruiting, Retention & Diversity •Recognition Captain Petersen spoke in detail about each of the above; Captain Rinzel also spoke about Recruiting, Retention & Diversity. Technology, Equipment & Practices •Practices and Policy •Technology •Equipment Captain Petersen spoke in detail about each of the above; Captain Rinzel spoke about the significant increase in squad prices and equipment over the years, as well as ways to extend asset longevity. If we’re going to provide a squad to each officer, now’s a really good time to do that. Captain Petersen stated probably next week we’ll launch a pilot program to evaluate the ALPR system; those are either mounted in your squad car or mounted throughout the community. We know that those are really powerful tools for deterring crime and fighting crime that’s already happened. Probably next week we’re launching a pilot program to evaluate the ALPR system; if that goes well, we’re looking to move forward with that and having that across our entire patrol fleet. We’re also looking at options to install those stationary cameras throughout town. Captain Rinzel asked do you have questions on that; sometimes that throws flags up for some people in the community. A female commissioner asked what does ALPR stand for again? Captain Petersen replied ALPR is Automated License Plate Recognition; so, it’s basically the system reads your license plate, runs it through the BCA, and it will tell me whether you have a warrant for your arrest or you’re wanted for kidnapping, or your vehicle is stolen, things like that. Public Services Commission Meeting March 18, 2024 Page 6 of 18 Chair Kons stated there was a bad example on the news this week of where that did not work so well. Captain Petersen stated I missed that, what was that? Chair Kons stated he pulled a vehicle over down south, didn’t have that system, went to assist a stolen vehicle, and got shot. Captain Petersen stated yes, from an officer safety standpoint, it’s nice to know what you’re walking up to. Captain Rinzel stated so, right now, we do that manually. He stated it’s just the new squad video that we have actually has that built into the analytics, we just have to turn it on. So, we already own everything, except for the switch to turn it on, a cost of $518 per year, per car; when we started looking at these, they cost $5,000 each. Ours is a single camera, mounted in the middle, it’s nothing different, its internal. There are retention issues and everything, but that’s already been addressed by the State. A female commissioner stated it would seem to me, and when you speak to being proactive in your approach, that is a very important tool to be able to do that. So, to me, it’s kind of a no- brainer. Captain Rinzel said we could literally drive through every parking lot, just up and down every aisle, just reading every single plate, and it’s running them. Then, if its stolen, or the person has felony warrants or anything else, it gives the cop an automatic audio alert; so, then you can go back and deal with that. It’s a huge benefit; Woodbury has Flocks ALPR all over their commercial developments and it solves a ton of things, stolen cars pull in, they go in and surround the stolen car due to surveillance by the ALPR. They don’t get into a chase because ALPR prevents that, as police know it’s a stolen vehicle before it ever leaves the parking lot. A female commissioner stated and it would have a ripple effect; if you do have a chase, it can be substantial, so. Growth •Strategic Planning & Budgeting •Adaptability & Innovation •Workload & Services •Growth Trends Captain Petersen spoke in detail about each of the above. After Captain Petersen stated we’re incentivizing officers to learn a second language, through Rosetta Stone, while on duty. He thanked Fire Chief Jon Pritchard for that idea. Chair Kons asked if there was one language that they were picking more than others, like Spanish. Captain Petersen replied yes, we did research and figured out what the six most common languages are in Cottage Grove because we didn’t want them to pick just some obscure language that they’re never going to use. We matched it up to what Rosetta Stone actually uses, and that’s what they could pick from. Off the top of my head, I don’t recall what they are. He asked Jon if he recalled; he replied yes, most of the folks right now are choosing Spanish. Chair Kons asked if the Rule of 60 Plan is your years of service and age. Captain Petersen replied no, you’re close, though. The Rule of 60 is 60% of your officers should be on patrol; so, if I have 100 officers in my department, 60 of those should be out on patrol. For those 60 officers that are on patrol, 60% of the time should be dedicated, meaning 40% of the time is not spoken for. So, your dedicated time is the time it takes to drive to and from a call, handle the call, do your report, do your online training for the day, handle your administrative task; 40% of the time is what we’ll call free time, where you can actually go out and engage the public, deter crime, spend time in the parks, and do all those things that our cops need to do. It essentially helps you identify how many officers your agency needs; it’s based on hard numbers, rather than I think this Public Services Commission Meeting March 18, 2024 Page 7 of 18 is a good number. These are nationally-recognized metrics if you have enough officers or your call volume is to the point where you need to add more officers to compensate. Captain Petersen stated so, that is all of our strategies and performance metrics. The remainder of this is some feel-good comments about what a great job we’re doing in the community with policing. We’ve got a list of a lot of the community engagement events that we’ve got going on through the years. Chair Kons asked in your wellness program, you had life-family-work balance. Mental health is a huge issue right now nationwide, let alone for a police officer. How is that being addressed within the department? Captain Petersen replied these are all our current initiatives; so, we’ve got a million questions and a lot of different things going on. On the mental health side of the house, it starts with we have annual mental health check-ins with a licensed psychologist; that is followed up by free mental health counseling if you choose to use it, that’s for the employee as well as their significant others. Beyond that, if they have ongoing counseling needs, they’ve got the Employee Assistance Program that will meet their needs. And then we do a Peer Support program, which is an additional level. We also have a Wellness Committee. We’ve got critical incident stress debriefings; so, when we have those bigger, traumatic kind of calls, we bring in a team of professionals to debrief those incidents. We have our chaplaincy program, so, we’ve got a new chaplain that has been great to us recently; he’s here several times a week, to spend time with the officers, offering his services and expertise. So, those are a few of the ways that we’re addressing mental health. Chair Kons asked is the culture within the department to support that it’s okay to be not okay, and it’s okay if you need to talk about it? Captain Petersen stated I neglected to identify that; that’s one of the first things that we changed. When Greg and I began working here, it wasn’t okay to admit that you were struggling; frankly, it was a sign of weakness. So, we just stuffed a lot of stuff down and learned to cope with it. Unfortunately, we realized that that doesn’t work well for most people if you want to be healthy and well-adapted people. That’s the first thing we did is we changed the culture, and that was a couple- year process that brought us to the point where it’s okay now. We also recognize that some people while they’re struggling can’t or won’t admit that they need help. So, even if I won’t ask for help, we’ve got a culture now where I can walk up to Jon and say Jon, you’re screwed up, let’s figure out how we can get you back on track. A female commissioner said I had a question similar to that; it is regarding mental health, but on the community side. So, when you get community calls of mental health, do you still have officers go out for that? I thought we had something with a therapist or a partnership that you were going to have. That’s also in the media, and some places have reduced funding and don’t allow the officers to go out. Captain Petersen replied regrettably, I brushed over that, that deserves some attention, so thank you for bringing up that question. Part of our Community Impact Team is a Case Management Officer and a Community Engagement Officer, so, two different roles. The Community Engagement Officer was what Dan Schoen normally did, he’s out doing special events, engaging with the different groups, etc. The Case Management Officer is what Pat Young was doing, and now Scott Shafer is in that role. So, his sole job is to really get out there and address mental health issues within the community; specifically, those individuals who are creating a draw on our resources or pose a risk in the community or a risk to themselves or family, something like that. So, when we identify those individuals, Scott’s job is to identify what their needs are, develop a plan to get them back on track, or at least to mitigate the severity of the problem. We realized that we need a social Public Services Commission Meeting March 18, 2024 Page 8 of 18 worker on that team to make that function effectively if we really want to achieve success. We recently had a meeting with Washington County Social Services, and that meeting went really well. It's looking like we’re going to get a vetted social worker by the end of this year. Captain Rinzel stated that’s funded through the Opioid Reimbursement Fund, it has multiple uses. Washington County got on board and County Commissioner Karla Bigham was pretty strong on her push to Washington County to offer these services. Woodbury currently has one, Stillwater has one, and the County has one, so we’ve asked to be added to that; it’s 75% County, 25% City, and then it goes to a 50-50 match after that. We’ll see about legislative things, but we’re going to use that opioid money, which should support this program for a number of years; there’s enough money in that fund right now that this is a budget neutral item. Captain Petersen stated I know that was a ton to digest; first, do you have any questions? Vice Chair Kath stated I really don’t have a question, but it’s more of just a general statement and comments. First of all, I thought the work behind this had to be immense, so thank you for your leadership in that. I liked how you started the presentation on how the stakeholders were brought in at strategic spots to vet it out. The one thing I’d ask that maybe you guys could consider, bringing this forward to the community, is can we reduce it to a one-pager? Because, right now, there is just way too much information. When I look at these slides, I see a priority and a strategy at the top; all the rest of that is tactics, not strategies. Because I really liked in the appendix where you brought the reporting behind it, and those are going to be reported as tactics. So, I don't know, but maybe just consider how you’re going to bring this to the community. Bringing it to a Council person is one thing but bringing it to the community, I challenge you guys to think of a nice one-pager that you can take the headers of the slides. To me, that was your strategy, and here’s all the tactics we’re going to do behind the scenes. It’s just something that I reflected on when you were bringing it forward because there’s a lot of information there. I think a one-pager or two page, or whatever, is easier when you’re recruiting, too, to put some of this stuff in front of somebody instead of, what was it, 40 pages? Nobody’s going to sit there and look through 40 pages of information. Captain Petersen asked can I print the front and back of the page? I don’t know if I could do one page, but that’s a great suggestion. Chair Kons stated maybe just the graphics would work. Vice Chair Kath agreed, and stated again, there’s a lot of smart people that can do that kind of work. Again, I have to commend the work. I’m supporting this because I can just tell there was a tremendous amount of effort and energy put behind this, and I like that. The key stakeholders, the officers on the street, were talked to, and they supported it, to bring it forward, so the implementation is that much easier then. Captain Petersen stated this isn’t a plan that’s employee centric, it’s not organization centric, it’s not community centric, we’re really trying to balance the needs of all three of those different entities. So, we tried the best we could to make it a well-balanced plan that serves everybody and their interests. A female commissioner stated I guess my other thought would be because of the accountability factor, like how do you make sure that all of the stuff is really, truly being implemented? Or I think it would be of value to get a 6-month, 12-month update on how are we doing. Here’s where we’re at, here’s where we need to be, that type of thing. Captain Petersen replied I can tell you many things on that list have already been done. So, we can check those off the list and say these have been done, but I agree every 6 months or so we could bring this thing out, dust if off, and say are we doing these things? And then have that reporting, to an organization like you or some other stakeholders in the community, so we’re holding ourselves accountable to somebody else, other than just ourselves. Beyond that, we’re doing a quarterly newsletter and an Annual Report, so that will be available throughout the organizations Public Services Commission Meeting March 18, 2024 Page 9 of 18 and to our community as well; we’re even going to publish it or at least post it on our web page itself so anybody can look at that to judge for yourself, is this plan working or not? Chair Kons asked to that point, do you have it broken down in years, like first 6 months, 1-to-2 years these tactics, 1-to-3 years, or is it just kind of the timelines just interact? Captain Petersen replied yeah, it’s kind of all over the map. A female commissioner stated to that point, I thought it was a great plan, it’s really comprehensive, we really appreciate the work that went into it. It might be helpful to do some sort of a prioritization, especially for things that need funding, for the City Council where you kind of have here’s our top three or here’s our top five. Even though we know there are things beyond that that are still needed, but maybe you’ve already done that. Captain Petersen replied that’s actually started to happen already. So, we just started our budget-planning cycle, and so, last week, everybody threw me their whole list of wants and needs and we looked at this. Now, the next step is going to be all right, let’s start to move those to the needs and wants categories; what’s a one-year need and what’s a five-year need. A female commissioner said just one question before you go; as I’m watching the community engagement and everything else, is there a practice or purpose you have to check social media, in case there’s special words that are out there, and then you’re like, oh, somebody’s gonna do something inside a school. Captain Petersen replied not inhouse, necessarily, but the F.B.I. and other federal agencies do have that ability. So, from time to time, we’ll get called to go check on said student because they posted an image of a gun or said the buzzword that sets off all the bells and whistles. So, at the federal level is where it’s happening. Captain Rinzel added and the State level is usually better, as they also have that tracking capability. We had a swatting incident not long ago, basically someone’s calling in a bogus complaint to try to elicit the response of the S.W.A.T. team, whatever it is that’s going on, a female held hostage, or a bomb, or whatever. We just had one we were actively investigating, and then we got calls from the B.C.A. telling us it wasn’t happening, after four hours in. So, we do get them. A female commissioner stated but the Fusion Center helps track that. Captain Rinzel stated the B.C.A., Fusion Center have done a lot of that, and also the F.B.I.; so, State and Federal agencies, as we don’t have the staff. I would be here asking for more people, and that would cost a lot more. Vice Chair Kath made a motion that we accept the presentation this evening by Captain Petersen for the Five-Year Strategic Plan of the Police Department; second by Commissioner Tracy Jenson. Motion carried: 6-0. Captain Petersen stated thank you so much, we truly appreciate your support. Chair Kons replied thank you for your time and effort. Captain Rinzel stated if anything pops up, just shoot us an email with your questions, give us feedback, that’s what we’re looking for. If you read this at home later and you have these burning questions and you can’t fall asleep at night, let us know because we want to make it the best we possibly can and we need your feedback to make it happen. B. FIRE DEPARTMENT 2023 YEAR IN REVIEW Fire Chief Jon Pritchard stated first, I need to mention I brought with me our new Deputy Fire Chief, Nick Arrigoni, who officially started last week; he’s kind of been transitioning since I was selected as Fire Chief late last year. One of the things I recognize is the Cottage Grove Fire Department has really gone from like a volunteer mindset, even though our firefighters have been paid for decades, Public Services Commission Meeting March 18, 2024 Page 10 of 18 to a professional Fire Department. So, we’ve had a lot of growing pains within that, getting paid, etc. One of our goals over the last couple years has been interpreting dashboard data, meaningful data, not just coming here and rattling a list of numbers, and how does that compare to other things. We’re working on our Strategic Plan, also, and really all the data, etc. is going to affect how we prioritize and look at what our future looks like. So, I’d like to present our 2023 Data Summary. We’ll go over our response times, what type of calls, how many calls. EMS Mutual Aid is really a measure of our proficiency and our ability to provide exceptional service to our community. Also, just a quick, very high-level overview of how many hours we engage in training as a department, and what we did in terms of fire prevention and community engagement. Last year, we had over 4,600 Calls for Service; we predicted a 5.6% increase in 2023. We had almost a 30% increase from 2020 to 2021, but now it’s kind of leveled out more to what we expect. We only went up about 2% from 2022, so that is below what we predicted, but we do figure that as we get into our mutual aid discussion; there were some decreases related to that and on those calls, there’s not a lot we can do. In terms of budgeting and operations, we kind of hit it right on the mark, and that kind of matches our resources’ needs. Although we’re a Fire Department, going on actual fires and putting water on fires, is actually a minority of what we do; it’s also one of the most important things that we do because no one else can provide that. As we get into the future, providing more information about our Fire Department, why it’s so important to get people there within 5-to-6 minutes, versus waiting 20 minutes, especially what our old model, the volunteer department was. The majority of calls we go on are medical calls, and that’s actually pretty consistent, no matter what type of Fire Department, whether they own an ambulance or not. The only big part is we currently can actually bill for our services, where other cities can’t bill for services when they go on Emergency Medical Services (EMS) calls. There’s a variety of other types of calls, carbon monoxide alarms, false fire alarms, etc. So, as you can see, EMS is the majority of calls we go on. This is probably one of the most striking things: Our call volumes have increased nearly 50% since 2017. I don’t think you need to be a statistician to see that. Now, imagine your work level increasing 50%, yet you’re still dealing with the same amount of people. So, really, one of the things I’m most proud of our department, and one of the things we’ve worked on a lot in the last five years, is efficiency. Frankly, if it wasn’t for our individual firefighter-paramedics and our firefighter-EMTs and the way we do business, our response times, etc. would be a lot worse than they are. We are a very efficient department, we take a lot of pride that this is our community, and we’re going to provide services to that community. Again, with that increase in volume, that’s a pretty tall task for anyone to accomplish. One of the best measures of are we providing that great share and are we available for our community is through EMS Mutual Aid. Simply put, we provide an ambulance, for example, to Woodbury when they don’t have an ambulance available because they’re on other calls, or they provide one to us, it’s mutual. And we do this for house fires, we do it for EMS but, of course, EMS we do most frequently. This has also been a huge revenue source for us because when we’re going out, on top of the calls we have, and helping other people, we’re able to bill for those calls. As you can see, this is actually revenue received; even though we bill like $2,500 for an ambulance run, we usually only receive about $900 of that. That’s a whole different class, a different thing, that’s mostly Medicare reimbursement and such. As you can see, though, through the years that almost paid for two additional firefighters and an ambulance every year. We’ve seen that revenue decrease more and more, on top of the revenue that we get for our own EMS services. It’s worth noting, for example, Inver Grove Heights is a really good comparison for us: The City of Cottage Grove funds our Fire Department, and Inver Grove Heights receives almost double the funding for the same level of Fire Department, including an ambulance service. So, where we make Public Services Commission Meeting March 18, 2024 Page 11 of 18 up that difference in terms of what we charge in taxes for that is our EMS revenue; that’s why we talk about it so much, having an ambulance and Fire Department for our community. That’s why EMS is so important because it keeps those property tax burdens down to fund the Fire Department. We also can provide much better service than any other EMS service, like Allina or MHealth. One of the biggest things we’ve seen in our community is the need for another ambulance to come in and take care of our own community members. What we’ve seen is in 2019, we only needed it 47 times; that’s phenomenal, but that’s what we want. If our community calls 911, they should get a Cottage Grove ambulance in their front yard to take them to the hospital, because we have the best paramedics and we can prove that with some of our quality metrics, too, and the response time is 6 minutes. If you call 911, and we don’t have an ambulance available, it has to come from Woodbury MHealth, you’re looking at anywhere from 15-to-20 minutes; although our officers are going to be there in a couple minutes to provide first response, you’re not getting that critical care level medicine that fast. And, as you can see, last year, we needed it 226 times, and you can see how much that has increased over the years. Of course that’s part of the total call volume increase. Chief Pritchard said I’m not a huge hockey fan, but I’ve heard plus minuses are a good way to look at how good is a shift, how good are our players. And what we’ve seen is just in 2017, 2018, we are providing 216 more mutual aids to other communities than we needed. So, we were plus 216. You’re probably winning a Stanley Cup with that. Vice Chair Kath stated not in Minnesota. Chief Pritchard agreed, not in Minnesota; even the North Stars couldn’t get that one for us, but now we’re negative 9 last year. First of all, we’re not proud of that number because we want to help other communities and reap the benefits of that, mostly in billable revenue, and just branding for us. But we needed it more than we could provide. With our staffing plan last summer, we saw some of these trends in action; last year, 6.7% of our EMS calls required mutual aid. Really, a level of 1% is kind of where you want to be, that’s reasonable. We actually think 3% is kind of that level; so, we’re like hey, this is really concerning, we’re double that. This year, so far, I think we’re like at 8.4%, just with how things are going with that. So, again, these are just a measure of our ability to stay on top of the resources and such. One of the other things is we do our 911 Dispatch through Washington County. It’s really goofy and I wish I could explain how our Dispatch works, but how do they know that we don’t have an ambulance available? It’s called out of service time. So, this is the last ambulance and me and Brad are running out, our other two ambulances are out or somebody’s out on a fire, we say not available. So, if we get another call, they know they have to call Woodbury MHealth or call another Fire Department to put our fires. So, we measure that. What amount of time do we have no immediate response available, that means mutual aid, which is about 2-to-4 times longer than our response time. Or, we have to have people who still carry the little pagers that belong to your firefighters where that goes off, and then we need people to come from home. Again, that’s also doubling or tripling our response time. We started measuring this in 2019, and really our goal is to do it less than 1% of the time. You can see since 2019, it’s risen dramatically. At some point, typically, I don’t know if we can be out of service any more, but disclosing about 15.7 days that year that we literally were running a volunteer Fire Department versus a 24/7 staffed Fire Department. So, that was an increase of 450+% since 2019. Each one of these hours that’s on, that means we’re on at least two calls. So, at least two calls are going on in all of that time, sometimes it’s three calls, or sometimes it’s a major incident, like a big house fire or something like that. Mostly, we’re on two-or-three calls at a time. Response Times Public Services Commission Meeting March 18, 2024 Page 12 of 18 EMS: We only look at when we get dispatched; is this like a heart attack or is it like a stubbed toe? It’s not always a perfect system, when we look at it, but if we’re going lights and sirens, it’s an emergency, and then we only evaluate what we do in Cottage Grove. We do provide ambulance service primarily to Newport and St. Paul Park, and then mutual aid in other communities, but it was important for us to look at our response times in Cottage Grove because that’s who we are primarily responsible to. We look at them differently because with a fire, we have to get our fire gear on, versus EMS, we usually just jump in the ambulance and get going. With EMS response time, our average is very good, 6.06 minutes, which is fantastic. That’s the fastest in the metro type of response times. We’d like to get 90% of our calls in less than 8 minutes, so we’re still working on that, but the problem with this statistic is it doesn’t include mutual aid response times; that’s just how our systems are built. So, we anticipate we had 226 times x 15-20 minutes it takes, we’re probably down. When we respond in our ambulances, we do a great job and we get there fast. One of the things we’ve seen go up in the last couple years is because more of the time we’re dropping somebody off at a hospital; it might be Woodwinds, United, or Regions, and we’re zipping to get back here because we’re that busy. So, we’re getting back to the station and getting back in service. The other thing, too, is we’re cross staffing; so, imagine every time you had to make a copy of a document at work, you have to get completely changed, you have to go to a whole different building, and use a whole different copy machine. That’s what it’s like, our firefighters are staffing both a fire engine and an ambulance. So, just think about that; they have to jump from one to the other. Like today, we had two people on an ambulance, they had to zip back to the station and grab a fire truck to go down to Hastings to help them. It’s like a daily juggling match, and our firefighters are just phenomenal that they can keep that all straight. Fire Response: Our fire response times are a lot higher than what we would like them to be. Our biggest piece to this is the cross-staffing thing. We do not have people dedicated to a fire engine; that alone would save about 2 minutes per call, because again, I have to run to my ambulance if my ambulance is in the station, get all my gear off the ambulance, run to the fire, and get out the door in a reasonable time. We literally just removed everything in the station to save 16 seconds for that. We are so efficient, we just don’t have the resources to improve that. We’re literally shaving seconds when we really need solutions to shape up. Another big thing that became a priority is at public events or on fire inspections; we’re doing all that stuff on top of these exploding run volumes. Good News: I know our response times aren’t necessarily what we’d like them to be, but we’re really looking at public events. In 2023, we hit over 80 public events, engaging thousands of residents and visitors. We spent the majority of three days at Strawberry Fest, providing First Aid and engaging our community, as well as the Holiday Train and Night to Unite. There’s been tons of CPR training; we trained over 1,600 people in CPR and AED use, which included us being awarded a HEARTSafe Community designation last year because of all of our great work and effort into that. Again, I think people think about firefighters as sitting in a recliner, watching TV, waiting for the pager to go off. Nick assured me when he was a firefighter, he never did that, but I have pictures of that. Especially when they’re not on calls, they’re training. We have over 100 certifications among our many people, anything from basic to advanced, and we are a leader in the metro in certifying our people to higher levels. We have half a dozen people who probably have more certifications than their little card can hold. Deputy Chief Arrigoni stated they’re looking at 6-or-7 certifications above their basic level Firefighter 1, Firefighter 2, Haz Mat, EMT, Fire Officer 1, Fire Instructor 1, you name it. Chief Pritchard said and then just to put numbers to that, we’re 3,500 hours within our Department doing training and over 1,200 hours of EMS training, so, we’re nearing 5,000 hours; and you add compliance training, and we’re probably at 5,000 hours in training each year that we’re close to doing. And that’s only among 30-35 people, so it’s a lot. Public Services Commission Meeting March 18, 2024 Page 13 of 18 We’re also very active in what we call Community Risk Reduction; in the past, it was called fire prevention. We like to use the new term because it’s more comprehensive. We want to continue the paramedic program, and we’d like to eventually warp that in to help out our Case Management Unit in the P.D. We’re doing sprinkler inspections, we’re doing new construction inspections. We work with the Youth Service Bureau (YSB) to provide youth Fire Prevention intervention, so if they get in trouble for lighting fires, etc., we meet with them, and it has an incredibly low recidivism rate, meaning a very low chance that they’re going to do it again. We actually provide that service for the whole county, through the YSB. We’re like the only ones that actually have people willing to do it and work with our own Cottage Grove Lions team. Chief Pritchard said we know we have a lot of work to do to improve things; we know that and recognize that. We completed and presented our staffing study to the Council in July 2023; currently, we’re in the stabilization phase. You might have heard we had all these parttime people, and we’re supposed to have 50 of them; that was never reality. We haven’t been able to recruit that many parttime or volunteers for over two decades, that’s kind of a thing of the past. So, we recognized we need to fill some of those spots with fulltime career firefighters, and then maintain like a core of 20 really engaged parttime firefighters; so, that’s what that stabilization plan is. We are not increasing anybody on shift. So, it’s still the same staffing level on shift that there was in 2017, but we’re hoping to get better coverage because we’re not relying on parttime people as much. Our five-year Strategic Plan is really going to help provide that roadmap provision of our department as we work on that. We hope to bring it to this group, realistically, probably in July, but it might look very familiar with the format because we may have borrowed that from somebody, like Brad. Chief Pritchard asked what questions can I help answer; I saw a lot of surprise, I think, in people’s faces. A female commissioner asked do you think the drastic increase is due to the development of Cottage Grove? You know, more houses, more buildings, more everything, just not enough people in Fire. Chief Pritchard replied, yes, correct. Developing growth, and we also saw a major increase in our senior population from 2010 to 2020; our senior population, in general, has higher utilization of EMS services. Then you add that on top of a very rapidly growing community, and that’s a perfect formula for an immense increased use of our resources. Vice Chair Kath asked do you have any metrics on the number of times and the man hours consumed by police calling EMS for standby. Chief Pritchard replied not off the top of my head, but that’s something Brad could answer. Captain Petersen replied that’s a Best Practice that we implemented several years ago; anecdotally, I know it feels like we were calling many times a week. We were calling for an ambulance to stand by, even as we’re being dispatched to a person in crisis or something like that. So, sometimes they’ll sit there for an hour or many hours, while we try to negotiate with somebody or to get S.W.A.T. called there. They were there for six hours, just in case we need it, because we want that ambulance immediately available if there’s someone shot or somebody hurt, something like that. Chief Pritchard stated and that’s what we’re really trying to build organizationally, so we can do that, that’s what we should be doing; but we shouldn’t have to decide, and we don’t want to decide, between responding to your broken leg or making sure we’re there for a police officer in case they get hurt. I mean, those are like literally the most distressing things we deal with on a regular basis. A female commissioner stated so, I definitely got the message that you’re short on resources, but how about like fire trucks and ambulances; do you have a number that you want for that? Public Services Commission Meeting March 18, 2024 Page 14 of 18 Chief Pritchard replied yes, actually, here’s the very big news about that: As of a few weeks ago, we reduced the amount of fire trucks we have; we actually sold one, and we upgraded a few other ones for Station 4, right off of Jamaica. We haven’t really responded from that station in a number of years. When we go to a more staff-based career model, we need less fire trucks. Legitimately, the number of fire trucks we had probably was about half of St. Paul’s Fire Department. When we had all the stations and all these trucks, we didn’t know who was coming; now, we know who’s getting in our trucks and who’s going to go, and that gives us so much more flexibility and less need for trucks. Now, we will need some replacements that are due, and those sort of things, but the good news is I think in the next five years I’m thinking it’s three trucks and getting one that we’ll need in the back end. So, it’s a huge victory; we need less of those big-ticket items, it’s just the personnel. But, unfortunately, guess what costs more over time? That’s been an existing issue, and that’s what we’ve talked about as we’ve looked at ways to be more efficient. We’re being more efficient, we’re saving money where we can there. A female commissioner asked what things have you implemented, or is that part of the five-year plan to focus more on that recruiting and retention piece? Chief Pritchard replied that’s really been the hardest part because we’ve had such a strong dependence on a parttime kind of traditional volunteer workforce. And the market has shown us, and this isn’t just a Cottage Grove problem, this is a national problem, that it’s just not there. But again, the reason that’s attractive is because it’s 1/3 or 1/4 of the cost of career staff, so those are the tough parts, too. It’s like we can’t catch up overnight in funding those things either. So, like I said, we’ve been open; if somebody has a trick to recruiting those folks, we’ll take it. But we’ve done so much, we just launched another parttime recruiting campaign; even if there are our career fulltime firefighters, it’s difficult to keep the same crew, as Brad alluded to. But we don’t quite have that magic thought that our Police Department has to draw those people in. That’s what we’ll need as we bring in and do those things that we want to do in our five-year plan; as you’ll see, we want to become a destination department, but again, we’re transitioning to that. Vice Chair Kath stated so, you’re saying you have an excess in fire trucks. Have you considered a take home fire truck program? Chief Pritchard replied we actually saved some with our chiefs’ squads, we respond from home many hours of the day. Those were at the Central Fire Station so we could lessen the need at Station 4; so, to that point, a take-home squad just for our two chief officers freed up one whole bay so we could save space there, too. Actually, I’d say that was a huge win for us to do that. Plus, instead of me driving to the station to go to a call, I go straight there, saving probably 10 minutes on any given call. A female commissioner stated I don't know if I missed it, but now we’re talking about programs, being able to recruit, and things like that, you said there’s some difficulties. Did you address those here? Chief Pritchard replied no, we’re really going to address those in our five-year plan. It even goes back to we don’t really have a cadet program, so that’s another thing we really want to evaluate. We do hire people from our parttime staff into our fulltime staff, but again, you don’t have the space to bring them on. So, we’ve lost a lot of talent through the years, too, for the same issue; we just didn’t have the space. Again, we’re working on things to create that destination department; we’re just not quite there yet. I really just want to emphasize, this goes back to the police plan, our Police Department has just been phenomenal in being a professional Police Department. Like I said, the Fire Department went through a major transition, just in the last decade, especially when it comes to ambulances, going from that paid on-call, volunteer-type department to a true professional department; we’re starting to see that, but we are not there yet. And that’s not saying volunteer departments are any less worthy of our admiration and respect; there are just different things that Public Services Commission Meeting March 18, 2024 Page 15 of 18 we do, and that comes with 1/3 of the response times, higher proficiency. We’re reaping the benefits of that, but we’re still trying to solve the appendix of it. Deputy Chief Arrigoni stated regarding the recruitment and retention, there are things that we’re doing, we’re just in the very infant stages of them. Some of this will take funding or just man hours, if you will; so, we do want to look at a cadet program, it’s something we very seriously talked about. Bringing back the Fire Explorer program is something that we looked at; I’m a product of the Fire Explorer program, so I was in that program when I was in high school. It’s a great way to get young kids involved in the fire service at an early age. We’ve also asked if all of our fulltime firefighters are required to be paramedics; do we look at hiring a firefighter-EMT and finding the money to send him/her to paramedic school, things like that. So, currently, it’s all just in very infant stages, but hopefully we have a plan because nationally, recruitment and retention, just like the Police Departments, has had to change drastically. We’re just not getting the number of applicants that we used to; they used to kick down the door at the Fire Department, and you just don’t see that anymore these days. Chief Pritchard stated Nick, that’s actually a good point. Minnesota traditionally has been 48th, 49th, or 50th in Fire Service spending per the Minnesota Fire Service, in terms of ranking and what we spent on education; frankly, we haven’t invested in our Fire Service in Minnesota because we’ve been able to rely on paid, on-call parttime models. That’s changed. In the metro now, we have a timeline in our staffing study, just what passed in the last 6 years, and we couldn’t even keep that up to date because so much happened. So, now, we’re competing; in the past, with a parttime paid on-call firefighter, it would be 5-to-7 years before anyone would look at you. Now, you can go to training and get a fulltime job, like Eagan, Brooklyn Park, and all those places; so, we’re competing for those people, or they’re with us for a year and they’re gone. So, it’s been tough, and then we’re competing with each other. It’s a tough market out there for us. A female commissioner stated it’s my understanding it’s also a little bit tough to get there, to do all the schooling and pass the test is also challenging. Chief Pritchard stated exactly. She said so, I would say maybe there’s a way to partner with that process, too, to give those people the tools and resources. I know two offhand within our area that are struggling to get to that point, so. Chief Pritchard stated and that’s the hard part; a lot of these folks trying to get there, they’re working fulltime jobs. And the level of requirements is standard to be a firefighter or an EMT now; imagine a police officer having to go through all their training, certifications working fulltime and then working parttime and maintaining that proficiency every day. That’s why the Minnesota P.O.S.T. Board doesn’t have parttime licensures anymore. Unfortunately, that’s maybe what we’re facing is it might one day have a system of if you’re not more busy, your reimbursements will be volunteer money. I don't know what that looks like. But again, we’re about a couple decades behind what the Minnesota P.O.S.T. Board and the police have been in Minnesota. That’s why I like to look at our police and law enforcement over the years because it’s really a look into our future as well; we just have to try to catch up to that and then stay ahead of it. A female commissioner stated I like the Fire Explorer idea. I think that would be a good avenue to get in touch and maintain, but I don't know what it takes to do that. I don't know what the level of the effort is, but it seems like a good idea. Deputy Chief Arrigoni stated yeah, and just even with all that recruitment intention, it’s just the staffing and resources to make it happen, that’s what we’re running into, too. We need a full staff in case they’re on calls and stuff, they just won’t have time to do it, so, it’s just tough. Public Services Commission Meeting March 18, 2024 Page 16 of 18 Chief Pritchard stated so, that was just an update and just a nice evolution to more work that will come in our staffing plan and our Strategic Plan. Chair Kons said thank you very much. 9. COMMISSION COMMENTS - None. 10. STAFF REPORTS AND MATERIALS Ryan Burfeind, Public Works Director, gave a few brief updates. A couple things we talked about earlier, the Spring road restrictions came off today; some of the earliest I’ve ever seen them come off and the shortest time they’ve been on, so that just speaks to our mild winter. Now, we’ll see, Mother Nature might play some tricks on us in the next couple weeks. As of today, we’re at 14.3”, and 14.2” is the all-time low on record, so we’re 1/10th of an inch above that. Chair Kons asked have we used the snowplows at all this year? Director Burfeind replied we plowed twice and salted 6 more times. So, it’s been a mild winter: It was the warmest December, January, February on record; it was the earliest 50 on record, with a 50 in every month, it just kept being 50, earliest 60 on record, earliest 70 on record. We just blew records out of the water this year. So, we’ve done lots of tree trimming and lots of Ash tree removals this winter because we had that work to do. So, we’ll see what happens with the snow; we need moisture, one way or another with 75% of the State in drought at this point, which is unbelievable in March. Director Burfeind stated a couple other things you’re used to in the Spring: Flushing and sweeping, as long as the weather doesn’t trend too cold for too long, will start on April 8. Construction Projects East Point Douglas & Jamaica, we had the first phase done last year, the second phase is going to start up on April 8; that will be with a closure, not where there’s that flashing red signal, but the other entrance, kind of by Ashland Credit Union and Cub Foods, that will be closed through about mid-July to build a roundabout there. He confirmed you won’t be able to go through. We looked at different options with half and half, and with a concrete roundabout and the limited space we have, it just wasn’t even practical. So, that will be closed. Following that opening at the end of July, we’re going to finish up the work of East Point Douglas from Ashland Credit Union all the way down to Menards. So, that will be reconstructed or Mill and Overlay, so, we’ll have a nice, new roadway all the way through there, and we’ll wrap that up in September. Treatment Plants Obviously, water treatment is a huge, ongoing effort for us. We have two new temporary treatment plants that we actually are building because of the new restrictions that came out in January; that kind of reduced things down again on us. Even though we have one permanent treatment plant being built and another one planned, we have to have these for this summer. We did something unique; all of our other plants have been carbon treatment, so, like your frig filter. This is a new technology called ion exchange, but we’ll be the first ones in the State utilizing that thanks to a pilot study we did a couple years back that showed it was going to actually work better than the carbon treatment. It’s much more cost effective, about 40% cheaper for this temporary plant than the carbon ones would have been; the State is paying for those, but it’s still important to save that money. So, those are going to be online in May, ready for the summer timeframe; hopefully, our drought will lessen a little bit so we don’t have such high water demands like we’ve had the last couple years. One treatment plant is up by Highlands Park, across from the Splash Pad, so the tanks actually went in place last week. The other one is actually just behind the Central Fire Station, across the little valley there, on top of the hill. Public Services Commission Meeting March 18, 2024 Page 17 of 18 Director Burfeind asked if there were any questions. Vice Chair Kath said, so, the Jamaica project that was completed, it seems like the markings are already deteriorated. Director Burfeind stated yes, those are temporary; that’s a good question. Those are temporary; it’s actually epoxy markings, it’s not paint, and they have really strict temperature requirements, so we couldn’t put them down last year. So, we put just a really basic latex paint down to get us through the winter. Vice Chair Kath asked will the lights be examined for timing? I’m just saying the one on 90th and Jamaica seems like it’s a lot longer wait than we’ve ever had. I live in that neighborhood, so I get the view of it every day. So, it seems like that’s historically longer than it’s ever been. Director Burfeind confirmed that’s if you’re on 90th Street, trying to get onto Jamaica. That’s good feedback. Because we do all of this analysis and all this modeling, and you put the timing in place, but then you’ve got to work the bugs out. We’ve had to make some tweaks at Jamaica and East Point Douglas, so I can let our traffic engineer know. Typically, what they’ll do is they’ll go out there and they’ll actually watch it a little bit to see how it’s operating, and then they can kind of make tweaks out in the field. So, I’ll let him know that. A female commissioner had some what’s the status questions: 1) The lights that were turning purple, is that all fixed or do they have the new lightbulbs in? Director Burfeind replied we’re fixing; we got some in, and some of those actually went in by Menards, and that was the wire that was stolen. He stated we are trying to get more in because there are more purple ones behind Target. Pretty soon, we’ll just leave them because those are getting replaced with new lights with the project. Now that summer’s approaching you won’t see them at night as much, but it’s been a struggle with every agency across the country trying to get these new replacement lights. It was unfortunate they didn’t give us a whole new light; they gave us the guts, so my staff actually had to take the light apart to physically replace the exact broken parts in there. So, it’s very time consuming. 2) So, did you get them for all the lights, or just like 10%? Director Burfeind replied I would say we got about half because we had a bunch of signals at 80th and Hardwood that were purple, those had gotten replaced. Now, we have more down in the Business Park to take care of. For the wire theft, our Police Department apprehended a handful of individuals out on Ideal Avenue, which was very exciting. Since that time, knock on wood, we haven’t had issues. We know it’s an ongoing thing, but hopefully since folks were apprehended here, they go to other communities. So, that was good. We are working internally, we were actually awarded the quote to replace the streetlight wire that was stolen, so, you’ll see that work happening in the next 2-3 weeks. 3) Are catalytic converter thefts slowing down? Director Burfeind replied that’s a good question, I don't know. Captain Petersen replied to my knowledge we maybe had one, a couple weeks ago, but very, very few, if any. Captain Rinzel stated it’s the same group, just different raw materials that were easier. Director Burfeind stated regarding the wire theft, that was a good call to get from Director Koerner on that January night, at 9:30 p.m., that was great news. Captain Petersen stated he’ll just remind everybody that on May 13, at 6:00 p.m., is our Awards Ceremony, so everybody is welcome to come; there will be a formal invitation coming out. He’d informed the Commission that if you like, I can present our Annual Use of Force Report or our Quarter 1 Report on our Strategic Plan. It’s up to you, whichever you would want, at our next meeting. 11. COUNCIL COMMENTS Public Services Commission Meeting March 18, 2024 Page 18 of 18 Council Member Thiede stated I don’t have anything specific; do you have any questions? A female commissioner asked are any new restaurants coming to town? Council Member Thiede replied, yes, but I don't know what they are. She asked is it a secret or someday somebody’s going to come? Council Member Thiede replied a little bit of both. Vice Chair Kath stated another subject that’s near and dear to everybody’s heart is the compost area, near the Kwik Trip. I saw the notice that they’re starting to accept stuff down there. Council Member Thiede stated it’s been moved. Director Burfeind stated yes, so, they relocated over the winter, had great weather for it. They used to be kind of half on the East side of Glendenning Road, now they’re fully on the East side of Glendenning Road. The City actually bought that remaining land; it’s going to be a big pond in the future, but it’s the compost site for now, and they’ll be operational. Half of the operation stayed right where it was because they were already not where Kwik Trip is going. But where you actually dumped off your grass and grabbed the mulch, that had to move across Glendenning Road. So, there’s new piles and it’s a new arrangement. The entrance moved about 20 feet, so with the gates, you kind of go a little bit to the left, instead of straight to the south. Kwik Trip is on the west side of Glendenning. 12. ADJOURNMENT Commissioner Olson made a motion to adjourn the meeting; Commissioner Jenson seconded. Motion carried: 6-0. The meeting was adjourned at 9:19 p.m. Minutes transcribed by J. Graf and reviewed by Kari Reubish. 1 City Council Action Request 7.G. Meeting Date 6/5/2024 Department Parks and Recreation Agenda Category Action Item Title Parks, Recreation, and Natural Resources Commission Minutes (03-11-2024) Staff Recommendation Approve the March 11, 2024 Regular Meeting Minutes. Budget Implication N/A Attachments 1. 3.11.24 Minutes Minutes City of Cottage Grove Parks, Recreation and Natural Resources Commission Meeting March 11th, 2024 Pursuant to due call and notice thereof, a Cottage Grove Parks, Recreation and Natural Resources Commission Meeting was held on March 11th 2024. I. CALL TO ORDER & READING OF MISSION Meeting called to order at 7:00pm at City Hall II. Roll Call Members Present: Susannah Brown, Adam Larson, Kelly Glasford, Debra Gustafson, Shane Waterman & David Olson Members Absent: Samanthia Crabtree,Justin Waterman Others Present: Zac Dockter Parks & Recreation Director, Jim Fohrman Parks Supervisor, & Molly Pietruszewski Recreation Manager, Brad Muckenhirm Recreation/Ice Arean Supervisor, Monique Garza-City Council Liaison III. Approval of Agenda A Motion to approve agenda made by Commissioner Brown & Seconded by Commissioner Glasford. Agenda approved. IV. Approval of Minutes A Motion to approve minutes from February 12th 2024 meeting made by Commissioner S. Waterman & Seconded by Commissioner Gustafson. Minutes approved. V. Open Forum- None VI. Presentations – None VII. Action Items a. Pickleball Program i. Brad Muckenhirm has been working with the old Pickleball Club advisory board to create a good plan for operations here in Cottage Grove for 2024 and beyond. Currently we have courts at four locations (Granada Park, Cedarhurst Meadows, Sunnyhill Park, & Glacial Valley Park). We have two “full time” locations with nets at Glacial Valley & Granada with a total of 9 courts between the two. ii. Brad Muckenhirm gave a brief overview of the history of the Pickleball Club. It is a volunteer group that began out of Granada Park with a 5-member advisory board that worked as a liaison with the club to implement changes and recommendations from members. The club has grown and evolved over the years as the need within Cottage Grove has changed. Because of the growth in the club and popularity of the sport, they were in search of handing over operations while working in partnership with the city to manage the club as it has become beyond their ability to handle registrations, promotions, etc. with upwards of 130 members. iii. The Glacial Valley expansion has given a huge advantage for communications for the Parks and Recreation to manage operations. iv. We have been partnering with members of the board and have researched our neighboring communities in what they offer for their programs. For reference Woodbury is bursting at the seams with 600+ members throughout various locations. v. We will be offering League Play at Glacial Valley Park. We will have Men’s, Women’s, & Mixed leagues at various levels and will have games Tues/Wed/Thur evenings. vi. Currently we are holding off on hosting tournaments for 2024 and will focus more on a fun, family friendly event. We have been approached by outside sources inquiring about rentals and we are also going to hold off for this first year and focus on our residents first. vii. Club registration began March 1st for Cottage Grove residents and March 8th for non-residents. The club maxed out fast at 200 members registering, and 10 on a waiting list. League registration has been a little low, but there is still plenty of time for promotions. viii. Zac wanted to clarify the following: 1. The Pickleball Club reached out to us to help them. 2. Even though the schedule looks overwhelming, there are always at least 3 courts open for public play throughout the community. 3. This action request is to support the pickleball program as presented by the recreation department. ix. Commissioner Olson inquired about financial needs and compared this club to our relationship with other athletic associations. a. Brad stated this is a structured recreation program run by the city that comes with a fee. Those fees collected will offset maintenance fees that are required. As for the comparison to other associations this is a city run program there is no relation. b. Zac clarified that in comparison to the other athletic associations, the other associations do all the groundwork (registrations, fees, tournaments etc.) and our agreement is to allow them to use facilities. With this program we would handle all the operations but would ask and take any input from the advisory board members. x. Commissioner Brown inquired about parking and noise. Will Glacial Valley be able to accommodate parking? a. Brad stated that according to the board there will be approximately 30 to 40 people playing at a time, so we will have to monitor the amount of parking available as we start the program. xi. Commissioner Larson asked for clarification between Granada/Glacial Valley and the other courts available for open play. a. Brad explained that the other courts are a bring your own net. Zac added that the other courts are multi use courts so we can’t utilize those courts as sole pickleball courts. A motion was made by Commissioner Glasford to support the pickleball program. Commissioner Olson seconded. Motion carried. VIII. Presentation of Information-None IX. Action Updates a. Mississippi Dunes Park Naming i. The official naming was approved by Council. b. Mississippi Dunes Building i. We are working on a conceptual design so we can get that graphic to add to the local sales option tax initiative. c. Community Garden i. Thanks to the help of the Washington County Gardener’s Association, we received the Statewide Health Initiation Program Grant ($23,000). Once Council approves the Grant, we will start working on hooking up to a water source, tilling the land, etc. d. Bike Park Project i. The volunteer group is currently raising necessary funds and finding sponsors for their project. e. CG Trailway Corridor Grant i. We received a (approximately) $150,000 grant for the trailway restoration from Imperial west to Hinton Ave. We are currently working with residents that live along the trail and making sure they remove any structures that are encroaching or on the land. Another notice will be sent out to remind residents that there will be a lot of work being done to the area to be able to complete this restoration. f. Strawberry Fest i. Jim Fohrman presented that Strawberry Fest will be held June 20th through June 23rd at Kingston Park. Brad will be running the softball tournament at Lamar during that time as well. Thursday will be family night once again. We are currently working with the athletic associations for activities. On Friday & Saturday there will be concerts in the evening. The parade will be on Saturday at 10:00am along Indian Blvd. The Strawberry Fest Association is looking for more ambassadors for their ambassador program for the 24/25 season. A representative reminded the commission that they do offer scholarships through this program and are looking for older participants as the age limit goes up to 21. X. Donation and Acknowledgements a. Memorial Benches i. Two benches were donated to Highlands Park. b. AED Units i. Officially the safe station units (accessible 365 24/7) donated by Teddy’s Heart Program & the CG Athletic Association are located at Kingston, Hamlet (2), Highlands, Woodridge, and one will be installed at Oakwood Park once we receive it. The Snowmobile Club also donated one for Lamar Park that will be installed. CGMS will also be getting multiple units around their athletic fields. XI. Staff Reports & Educational Materials a. Impact Measures XII. Commission Comments-None XIII. Council Comments-None XIV.Adjournment- Motioned by Commissioner Gustafson. Seconded by Commissioner Olson. Meeting Adjourned at 7:28pm. 1 City Council Action Request 7.H. Meeting Date 6/5/2024 Department Community Development Agenda Category Action Item Title Rental License Approvals Staff Recommendation Approve the issuance of rental licenses to the properties in the attached table. Budget Implication N/A Attachments 1. Rental License Approval CC Memo 2. Rental License Approvals Table TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Samantha Drewry, Code Enforcement Officer DATE: May 30, 2024 RE: Rental License Approvals Background/Discussion Rental licenses are required for nonowner-occupied residential properties (City Code Title 9-13, Property Maintenance, and Title 9 -14, Rental Licensing) and are issued on a biennial basis. The licensing process includes submittal of the rental license application, payment of $180, and public criminal history report. Rental inspections are conducted on all rental properties as part of the licensing process. Once all information has been sub - mitted and the inspection satisfactorily completed, the Council must approve the license prior to it being issued. The properties listed in the attached table have completed the licensing process and are ready to have their licenses issued following Council approval. Recommendation Approve the issuance of rental licenses to the properties in the attached table. 2024 RENTAL LICENSES CITY COUNCIL APPROVAL - JUNE 5, 2024 RENTAL LICENSE NUMBER PROPERTY STREET #PROPERTY STREET NAME PROPERTY OWNER RENT-002028 8925 Ironwood Avenue South Patten, Linda RENT-002029 8474 90th Street South Patten, Linda RENT-002031 8112 Grafton Avenue South Patten, Linda RENT-002032 8921 Greenway Avenue South Patten, Linda RENT-002047 8017 Jocelyn Avenue South RESI SFR Sub, LLC RENT-002069 8119 Henslowe Avenue South Wahlin, Tavifa RENT-002301 9030 Jeffery Avenue South Louvar, Colin RENT-002322 6804 Pine Crest Trail South Rigo Aguirre RENT-002351 7571 Immanuel Avenue South Olayinka, Victoria RENT-002365 9448 69th Street South Ravindranath, Mithun & Ganesha, Vasundhasa RENT-002373 6593 Hinterland Trail South Gardiner, Sydney RENT-002395 7436 Iden Avenue South Friendly Alien Ventures LLC 1 City Council Action Request 7.I. Meeting Date 6/5/2024 Department Community Development Agenda Category Action Item Title Rental License Ordinance Amendment Staff Recommendation Adopt Ordinance No. 1083 amending City Code Title 3-15-10 to add language exempting property owners renting to a qualified family member, as defined by the existing ordinance, from rental licensing requirements. Budget Implication N/A Attachments 1. Rental License Amendment CC Memo 2. Rental License Amendment Ordinance No. 1083 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Samantha Drewry, Code Enforcement Officer DATE: May 23, 2024 RE: Rental License Ordinance Amendment Proposal The City of Cottage Grove is requesting to amend City Code Title 3-15-10, Rental License Exemptions, and add language exempting property owners renting to a qualified family member as defined by the existing ordinance. Background The City of Cottage Grove rental code was last amended in 2017. During the amendment process, City staff added a definition of “Family” to the ordinance to include qualifying family occupying home as an exemption from rental licensing. Due to an error in editing, the online code library does not include renting to “Family”, as defined by City Code Title 3-15-2 as an exemption. Discussion Staff would like to add the following language to City Code Title 3-15-10 Exemptions: • H. Single-family homes in which a qualifying family member of the property owner, as defined by Section 3-15-2, resides in the home as their primary residence with no more than four unrelated persons. Recommendation The City Council is recommended to adopt Ordinance No. 1083 amending City Code Title 3-15-10 to add language exempting property owners renting to a qualified family member, as defined by the existing ordinance, from rental licensing requirements. CITY OF COTTAGE GROVE, MINNESOTA ORDINANCE NO. 1083 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, AMENDING TITLE 3, CHAPTER 15 OF THE COTTAGE GROVE CITY CODE RELATING TO RENTAL LICENSE EXEMPTIONS The City Council of the City of Cottage Grove, Washington County, Minnesota, does hereby ordain as follows: SECTION 1. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending Section 3-15 to read as follows: 3-15-10: EXEMPTIONS: This Chapter does not apply to the following: A. Hospitals. B. State-licensed residential care facilities. C. Assisted living facilities. D. Nursing homes. E. Hotels or motels. F. Single-family homes in which an individual owns the single-family home and resides in a portion of the building in which there is a rental dwelling unit and there are a total of no more than five (5) persons within the rental dwelling unit that are unrelat ed to the owner and to each other. G. Accessory dwelling units. H. Single-family homes in which a qualifying family member of the property owner, as defined by Section 3-15-2, resides in the home as their primary residence with no more than four unrelated persons. SECTION 2. SUMMARY PUBLICATION. Pursuant to Minnesota Statutes Section 412.191, in the case of a lengthy ordinance, a summary may be published. While a copy of the entire ordinance is available without cost at the office of the City Clerk, the following summary is approved by the City Council and shall be published in lieu of publishing the entire Official Zoning ordinance: “The City of Cottage Grove is amending City Code Title 3-15-10 to add an exemption to rental license requirements.” SECTION 3. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law. City of Cottage Grove, Minnesota Ordinance No. 1083 Page 2 of 2 \\cocg-fs1\groups\building\1 RENTAL\Rental Ord update 2024\Rental Ord Update 2024.docx Passed this 5th day of June, 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk Published in the Saint Paul Pioneer Press on [Date]. 1 City Council Action Request 7.J. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title League of MN Cities Insurance Trust Workers Compensation & Packge Policy Renewals Staff Recommendation Approve the renewals of the Workers Compensation Policy and the Package Insurance Policy with the League of MN Cities Insurance Trust for the 2024-2025 policy period in the amount of $1,344,317.00. Budget Implication $1,344,317.00 Self-Insurance Fund Attachments 1. Memo - 2024 Package Policy Work Comp Renewal To:Honorable Mayor and City Council Members From:Joe Fischbach, HR Manager Date:May 30, 2024 Subject:Package & Workers Compensation Policies Renewal The City of Cottage Grove received the insurance proposal from our insurance agent, First National Insurance, for the renewal of our package policy. The coverage types and premiums are broken down as follows: Coverage Type: (Policy Period April 3 to April 3) 2020- 2021 Premium 2021- 2022 Premium 2022- 2023 Premium 2023- 2024 Premium 2024- 2025 Premium Package Policy: •Property/Mobile/Crime/Open Meeting Law 98,823 100,257 121,628 163,780 161,574 •Automobile 40,361 39,592 45,365 43,045 72,523 •Boiler & Machinery 12,602 13,076 15,480 20,160 18,232 •Bonds 1,466 1,440 1,649 1,680 1,815 •General Liability 115,743 120,569 129,906 151,785 153,913 •Cyber 4,368 5,897 5,897 •Agency Fee 10,000 10,000 10,000 12,000 12,000 Total Premium 278,995 284,934 318,396 386,347 425,954 Package Policy The package policy for the period April 3, 2024 to April 3, 2025 includes property, mobile equipment, mobile, crime, open meeting law, automobiles, boiler and machinery, bonds, and general liability with a $50,000 per occurrence deductible, $100,000 policy period aggregate. Once we exceed the annual aggregate of $100,000, a $1,000 per loss deductible would apply. The deductible for our Boiler and Machinery policy is $2,500 per occurrence. Overall, our premium increased from $386,347 to $425,954 (about 10% more). As you can see, coverage for autos is where the increases occurred. The increase can be attributed to several factors. The League of Minnesota Cities had a formal appraisal done on all of our buildings. Additionally, staff made sure all property in the open at our parks and open spaces was scheduled. Nationwide inflation also had an impact on all the League insurance rates. Below is information from the League. 2024 Budget For 2024, the City budgeted $398,900 in the Self-Insurance, 4352-General Liability expenditure account, for package policy coverage. Workers Compensation Policy The City of Cottage Grove received its annual premium quotations from the League of Minnesota Cities Insurance Trust (LMCIT) for workers compensation insurance covering City employees, the Mayor and City Council Members, and members of the Cottage Grove Economic Development Authority for the 4/03/2024 to 4/03/2025 policy period. The LMCIT offers its members several premium options. They are: Regular Premium Option The regular premium option calculates the City’s premium based on the City’s payroll times the classification rate per $100.00 payroll. Rates vary from a high of $8.48 per $100 of payroll for full-time Firefighters employees to a low of $.44 per $100 of payroll for elected officials. The workers compensation manual premium option increased from $956,583 in 2023 to $989,242, mainly due to increased payroll costs. The rates are going down this year. Below are the rates for the last 3 years. 2022 Rates 2023 Rates 2024 Rates Description 5.90 6.63 5.64 Ambulance Service 4.69 4.54 3.86 City Shop & Yard 0.78 0.76 0.65 Clerical Office Employees 7.83 9.98 8.48 Firefighters (Non-volunteer) Non-smoking 228.70 253.34 215.34 Firefighters (Volunteer) Non-smoking 0.67 0.95 0.81 Municipal Employees 6.04 7.91 6.72 Parks 5.52 9.97 8.47 Police- Non-smoking 9.96 9.66 8.21 Street Construction 4.19 4.06 3.45 Waterworks 2.25 3.88 3.10 Police Reserves 1.29 1.79 1.52 Club- Country/Golf 3.67 4.38 3.72 City Arena 0.54 0.52 0.00 Elected or Appointed Officials Experience Modifier The $851,548 manual premium is then adjusted by an experience modifier. An experience modifier is a term used in the American insurance industry and more specifically in workers’ compensation insurance. It is a credit or debit factor based on your loss and payroll history. If the experience is worse than expected, you are “punished” with a high modifier (more than a 1.0) and this goes against your premium. However, if your experience modifier is better, then you are “rewarded” with a lower modifier (less than a 1.0) and you pay less in premium dollars. Our experience modifier increased from 1.34 in 2023 to 1.41 for 2024. The following chart shows the modifier covering the policy periods 2005 through 2024. As you can see, the modifier has gone up and down over the years. Deductible Option The League offers a deductible option to lower the premium in return for agreeing to reimburse them for paid medical losses up to a set deductible. If the City selects a deductible option, the deductible applies per occurrence to medical costs only. There are eight deductible options ranging from a $250 with a 0.70% premium credit to a $50,000 deductible with a 17.50% premium credit. The following deductible options were quoted by the League of Minnesota Cities Insurance Trust: Deductible Per Occurrence Premium Credit Credit Amount Net Deposit Premium 250 0.50%6,003 1,051,170 500 0.90%10,806 1,046,367 1,000 1.70%20,412 1,036,761 2,500 3.00%36,020 1,021,153 5,000 4.50%54,031 1,003,142 10,000 6.00%72,041 985,132 25,000 10.00%120,068 937,105 50,000 14.00%168,096 889,077 The City moved to the $25,000 deductible level a few years ago. This year, staff is recommending staying at the $25,000 deductible level. This amount would be $918,363. Non-Smoker Credit for Police and Firefighters The LMCIT also offers a 10% rate credit for non-smoking police and firefighters. To qualify for the credit, the City must obtain written statements from at least 90% of the members of the department. The statement must be signed and dated and must state that the employee does not smoke and has not smoked within the last six months. LMCIT gives this discount because several of the diseases presumed by statute to be job-related for firefighters and police officers – various heart diseases, lung diseases, and cancers – are also related to smoking. Fire or police departments with very few smokers represent a lower risk for these types of claims. The City surveyed the police and fire department personnel and 90% of the police and fire personnel are non-smokers; therefore, both classifications (police and fire) are receiving a 10% discount in their classification rate. Retrospective Rating Option Under the LMCIT’s retrospective-rating option, the City’s final premium cost reflects its own, actual loss experience for the year. Retro rating is a form of risk retention. The City’s final premium with a retro is a function of the City’s own losses. With good experience, a retro can save the City significant money during the long run. Of course, the City is also subject to possible premium increases if it experiences a lot of injuries or a single big loss. Cities that select a retro option pay a deposit premium at the beginning of the agreement period. Six months after the end of the agreement year, the City’s premium is adjusted up or down based upon the City’s actual incurred losses for that year. That adjustment is repeated annually until all claim activity ceases permanently. This includes activity on claims that reopen and claims for injuries that are filed later for an accident occurring within the retro year. The quote received from the League is: Retro-Rated Minimum Factor Estimated Minimum Premium Retro-Rated Maximum Premium Estimated Maximum Premium .442%$530,702 1.300%$1,560,888 .381%$457,460 1.500%$1,801,024 .324%$389,021 2.000%$2,401,366 Due to the potential premiums being very high, staff does not recommend selecting this option for 2024. Summary For the 2024 policy period, the 1.41 experience modifier is an increase over the 1.34 in 2023. Selecting a $25,000 per occurrence medical deductible will provide a 10.00% premium credit, for a total premium for the 2024-2025 policy period totaling $918,363. This is a decrease of $49,659 in total premium compared to the 2023-2024 policy period. The City budgeted $1,015,500 for workers compensation insurance premiums in the 2024 Self- Insurance Fund. Recommendation Staff recommends renewal of the package policy with a $50,000/$100,000/$1,000 deductible, for the April 3, 2024 to April 3, 2025 policy period, with a premium totaling $425,954. Staff recommends the Council authorize the purchase of workers compensation insurance from the League of Minnesota Cities Insurance Trust (LMCIT) in the amount of $918,363 which includes our experience modifier, a premium discount, and a $25,000 per occurrence medical deductible. Manual Premium 851,548 Experience Modification – 1.41 349,135 Standard Premium 1,200,683 Premium Discount (143,510) Net Premium Deductible Option ($25,000 per occurrence) Adjustment for Commission Premium 1,057,173 (120,068) (18,742) $918,363 1 City Council Action Request 7.K. Meeting Date 6/5/2024 Department Public Safety Agenda Category Action Item Title Adoption of Police 5-year Strategic Plan Staff Recommendation Adopt the Police Department’s 5-year strategic plan and move forward with implementation of an assigned squad program. Budget Implication N/A Attachments 1. Public Safety (Police) Strategic Plan Final May 2024 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner DATE: June 5, 2024 RE: Adoption of Police 5-year Strategic Plan Discussion In 2024, The Cottage Grove Police Department (CGPD) embarked on an ambitious and visionary endeavor to develop a 5-year strategic plan. The police department command team collaborated with our employees and citizens throughout the process, creating a plan that is rooted in best practices. In April, the plan was presented to and supported by the Public Service Commission. This plan will be our roadmap to success as Cottage Grove continues to grow and change. Our plan stresses the importance of community-wide cooperation to accomplish our goals. It demonstrates how deeply committed we are to our residents, businesses, organizations, and employees. It ensures CGPD will continue to deliver excellent service with professionalism, transparency, and accountability. The strategic plan includes a new vision statement, core values, strategic goals and initiatives, performance measures, and branding, which will guide us through the next five years. Additionally, our strategic plan includes supplemental plans that address staffing, recruiting and retention, wellness, training, and fleet. Our proposed staffing plan presents our vision for growth as CGPD grows along with our community and continues to provide or increase its levels of service. At the May 15, 2024 council meeting, we presented the draft of the police department’s 5-year strategic plan at a workshop. Council provided command staff with feedback and comments. We also discussed the implementation of an assigned squad program. This program offers many advantages in the realms of recruiting and retention, fleet management, and garage space needs. Command staff is developing policy and guidelines for the assigned squad program. Recommendation Adopt the Police Department’s 5-year strategic plan and move forward with implementation of an assigned squad program. 2 Attachments 1. Public Safety (Police) Strategic Plan Final May 2024 COTTAGE GROVE POLICE DEPARTMENTCOTTAGE GROVE POLICE DEPARTMENT 5-YEAR STRATEGIC PLAN 2024 - 2029 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT •Message from Public Safety Director Koerner •Mission and Vision •Core Values •CGPD’s Brand of Policing: “Guardians Serving Our Community” •Organizational Overview •Strategic Goals •Goal #1: Safety & Security •Goal #2: Community •Goal #3: Employees •Goal #4: Equipment, Technology & Practices •Goal #5: Growth •CGPD in Action •Appendices 2 Contents COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Message From: Public Safety Director, Pete Koerner 3 “I am pleased to introduce Cottage Grove Police Department’s Five-Year Strategic Plan. As one of the premier law enforcement agencies in the state of Minnesota, we maintain a clear vision for providing a safe and secure community. This community and employee driven plan establishes a vision for the future and outlines the goals, strategies, and performance measures to fulfill our mission effectively and efficiently. These measures will be reported each year in CGPD’s Annual Report. CGPD employees are honored to serve and protect our community. Our strategic plan stresses the importance of community-wide cooperation to accomplish each goal. It also demonstrates how deeply committed CGPD is to its residents, businesses, organizations and employees. During the last decade, the City of Cottage Grove experienced many exciting changes. As Cottage Grove continues to grow and change, the next five years will be equally exciting. We promise to maintain professionalism, increase levels of service, use our resources effectively, be fiscally responsible, encourage teamwork, and preserve a community-oriented approach. I encourage you to review this plan as it is our roadmap to success. We look forward to the future and we are excited to continue our partnerships in the community to create environments that are safe and secure where everyone can thrive.” - Pete Koerner, Public Safety Director COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Cottage Grove Police proudly serves the community compassionately providing protection of life and property. We do this with honor, professionalism, empathy, and community partnerships. The Cottage Grove Police Department is dedicated to excellence through community-oriented policing and innovation. We’ll provide safety and promote trust in our community using 21st century policing strategies. We’ll invest in our culture, safety, wellness and training. We’ll employ the best equipment, technology and practices. Our organization will be diverse and resilient. We’ll plan, grow and adapt with our community. We’ll collaborate with our community to create safe environments where everyone can thrive. Mission And Vision Mission Vision 4 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Core Values 5 Integrity Humility Respect Courage Honor Professionalism Resilience Initiative Outward mindset Wellness Communication Collaboration Goal-oriented Supportive Adaptable Problem-solving Leadership Safety Training Development Shared mission Diversity Visionary Innovative Strategic Excellence Service Empathy Accountability Trust Transparency Engagement Partnerships Progress/Growth Organization TeamIndividual Community COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT CGPD’s Brand of Policing 6 Our motto is “Guardians serving our community.” Above all else, we will protect our community with honor. Everyday, we strive for progress and promote pride, trust, and safety in our organization and our community. CGPD’s maintains the highest standards of professionalism and service. Our newly adopted vision is a unique way of leading and serving people. It is why and how we do what we do. Our 5-Year Strategic Plan is paramount to our mission of providing a safe and secure community. Our commitment to serving others starts within our organization. We promote our core values, communication, trust, teamwork, wellness, safety, and training so our employees can thrive. We provide the best equipment, technology, and practices so our employees are well prepared to serve the community. CGPD has transformed from a traditional model of policing that relies heavily on enforcement after a crime has occurred to one that centers on holistic problem-solving. We emphasize crime prevention, community-based solutions, and the pillars of procedural justice. We treat people with dignity and respect, give citizens a voice, and convey trustworthy motives. We partner with the stakeholders in our community to build relationships, encourage communication, promote safety, and create a sense of security. We strive to deliver excellent service with every citizen contact. CGPD is a growing, evolving, and resilient organization. Our mindset, tactics, and strategies are progressive and rooted in best practices. We solve problems upstream as we adapt to the changing needs and expectations of our community and position our organization for continued growth. CGPD is committed to being a better organization tomorrow and into the future. We’ll collaborate with stakeholders to create environments where everyone can thrive. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT The Cottage Grove Police Department proudly serves the City of Cottage Grove, Minnesota. Cottage Grove is a suburban community located along the Mississippi River in the southeast Twin Cities metropolitan area. Cottage Grove has a rapidly growing population exceeding 42,000 residents and covers 37.5 square miles. Cottage Grove police and fire/EMS departments operate under a public safety model. CGPD remains a progressive and innovative law enforcement agency with a focus on providing excellent service to the community. In 2024, the police department was comprised of 70 employees and volunteers. The organizational structure is divided into 3 divisions: Patrol, Investigative, and Emergency Management & Administrative. In 2024, CGPD restructured our organization creating the Community Impact Team. This community-oriented policing team exists to engage the community, address community concerns, and prevent crime. We are planning to add a social worker to the team by year’s end. Organizational Overview 7 Director of Public Safety Fire & EMS Police Deputy Director Patrol Division Sergeants (6) Officers (21) K9 Officers (2) Reserve Officers (10) Deputy Director Investigative Division Sergeant General Investigations General Detectives (3) HSI Task Force Detective Computer Forensics Detective Crime Analyst Evidence Technician Sergeant Community Impact Team Major Crimes Task Force Detective Drug Task Force Detective School Resource Officer Case Management officer Community Engagement Officer Deputy Director Administrative & Emergency Management Division Admin Sergeant Community Service Officers (6) Records Manager Records specialist (3) Admin Assistant COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT 2024-2029 Strategic Goals 8 Safety & Security (Core Functions) Crime & security Traffic safety Investigations Special Services Emergency Management Admin & Support Services Community Transparency & accountability Engagement Branding & communication Employees Culture Safety Wellness Training & career development Recruiting, retention & diversity Recognition Practices, Technology & Equipment Practices and policy Technology Equipment & Facilities Growth Strategic planning & budgeting Adaptability & innovation Workload & services Growth trends COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •1.1.1 Deter crime through proactive policing, community engagement, and public education. •1.1.2 Use intelligence and data analysis to deploy resources. •1.1.3 Develop, promote, and maintain an online crime reporting function. •1.1.4 Consider a front desk officer assignment. •1.1.5 Consider a patrol-based proactive policing assignment. •1.1.6 Increase patrol staffing levels to meet the demands for service. Priority #1: Safety & Security (Crime) 9 Success will be measured by: •UCR crime rate: Achieve and maintain crime rates at or below the Benchmark Cities’ average. •Priority #1 response time: Achieve and maintain response times at or below the Benchmark Cities’ average. •Community survey: Maintain or improve police services as measured by community surveys. •Staffing: Add staffing per the 5-year Staffing Plan. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •1.2.1 Improve traffic safety through traffic enforcement and public education. •1.2.2 Conduct traffic studies and monitor traffic enforcement and crash trends. •1.2.3 Consider a traffic enforcement assignment. •1.2.4 Utilize grant funding to support traffic enforcement and safety initiatives. Priority #1: Safety & Security (Traffic) 10 Success will be measured by: •Traffic safety: Achieve and maintain or reduce the rates of traffic crashes, fatalities, and driving while impaired. •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #1: Safety & Security (Investigations) We will utilize the following strategies and tactics: •1.3.1 Conduct effective criminal investigations that support successful prosecution. •1.3.2 Maintain law enforcement partnerships and enhance investigative capabilities. •1.3.3 Maintain effective crime and intelligence analysis. •1.3.4 Maintain the LAP, Threat Assessment, and TAG functions. •1.3.5 Maintain an effective property and evidence function. •1.3.6 Maintain or increase investigative staffing levels to meet the demands for service. 11 Success will be measured by: •UCR crime rate: Achieve and maintain crime rates at or below the Benchmark Cities’ average. •Clearance rates: Meet or exceed the Benchmark Cities’ average clearance rates. •Property and evidence storage: Conduct an accurate property and evidence storage audit annually. •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan Priority #1: Safety & Security (Special Services) We will utilize the following strategies and tactics: •1.4.1 Maintain an effective multi-jurisdictional SWAT team with crisis negotiator and tech support capabilities. •1.4.2 Maintain an effective multi-jurisdictional MFF team. •1.4.3 Maintain and upgrade CGPD’s tactical response vehicles and equipment to include our armored vehicle, body armor, tools, and UAS and robots. •1.4.4 Maintain an effective K9 program and consider adding a therapy K9. •1.4.5 Develop and maintain an Emergency Medical Responder certification program for patrol officers. •1.4.6 Develop and maintain a crime scene response team. •1.4.7 Deploy resources in a proactive manner to engage the community and promote security. Success will be measured by: •SWAT & MFF: Maintain a Tier-2 SWAT team and an Intermediate Public Order Unit (MFF team) per NTOA guidelines. •K9: Maintain at least two USPCA certified narcotics detection/Patrol PD1 K9s in the patrol division. •Emergency Medical Responder: Achieve and maintain an EMR certification program per NREMT guidelines. •Effective evidence collection: Maintain effective evidence collection capability by providing a trained crime scene team. •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 12 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #1: Safety & Security (Emergency Mgmt.) We will utilize the following strategies and tactics: •1.5.1 Engage City personnel, external stakeholders, and the whole community in Emergency Management. •1.5.2 Develop, review, and maintain emergency operations plans. •1.5.3 Validate policies, plans, and procedures through exercises and real events. •1.5.4 Train directors and key supervisory personnel to the ICS300 level. •1.5.5 Organize a Community Emergency Response Team. •1.5.6 Improve the capabilities of our mobile command center. •1.5.7 Obtain dedicated technology to operate an EOC. •1.5.8 Build strong relationships with local, county, and state EM personnel and organizations for planning and response to potential and/or actual disasters. 13 Success will be measured by: •Emergency management: Maintain effective emergency management preparedness. •Community survey: Maintain or improve police services as measured by our annual community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #1: Safety & Security (Admin & Support Services) We will utilize the following strategies and tactics: •1.6.1 Maintain efficient administration of departmental operations to include records management, data requests and retention, firearm permits, etc. •1.6.2 Maintain an effective CSO program which performs vital support and police officer recruiting functions. •1.6.3 Consider a full-time CSO and additional CSO coverage hours. •1.6.4 Use the CSO division to address livability issues and ordinance enforcement. •1.6.5 Continue to provide animal control, vehicle lockout, fingerprinting and records check services. 14 Success will be measured by: •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #2: Community (Transparency & Accountability) We will utilize the following strategies and tactics: •2.1.1 Emphasize constitutional policing. •2.1.2 Effectively review all uses of force. •2.1.3 Develop and maintain plans, reports, and dashboards for public viewing. •2.1.4 Utilize the Public Service Commission as a citizen advisory and oversight committee. •2.1.5 Use surveys, meetings, and community engagement events to provide opportunities for community input. 15 Success will be measured by: •Use of force review: Metrics and trends in the Use of Force Review quarterly and annual reports will reflect effective training and use of best practices. •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #2: Community (Engagement) We will utilize the following strategies and tactics: •2.2.1 Maintain a presence and build relationships in our schools. •2.2.2 Effectively use the Community Impact Team to partner with diverse groups throughout our community to prevent and solve problems. •2.2.3 Develop and maintain an embedded social worker co-response program. •2.2.4 Host and partner in community engagement and public education events that facilitate community interaction and input. •2.2.5 Provide crime prevention programs to residents, businesses, and organizations. •2.2.6 Maintain effective Explorer and Reserve Officer programs. •2.2.7 Actively participate in the planning and implementation of special events. •2.2.8 Collaborate with other CG departments to ensure the highest quality of citywide services. 16 Success will be measured by: •Community survey: Maintain or improve police services as measured by community surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •2.3.1 Develop and employ an effective branding and communication campaign. •2.3.2 Amplify and leverage online communications through multiple media platforms. •2.3.3 Develop and maintain an enhanced CGPD website that promotes transparency and accountability with branding, links, reports, dashboards, crime mapping, online reporting, etc. •2.3.4 Effectively use the Community Impact Team (CIT) to communicate and partner with diverse groups throughout our community. •2.3.5 Effectively communicate with the community when emergencies and critical incidents happen. Consider adding a PIO. Priority #2: Community (Branding & Communication) 17 Success will be measured by: •Community survey: Maintain or improve police services as measured by community surveys. •Media: Maintain a high level of community engagement and communication as measured by CGPD’s website and social media analytics. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •3.1.1 Develop and instill a set of core values . •3.1.2 Develop and maintain a shared mission, vision, and strategic plan. •3.1.3 Maintain a culture of excellence in which employees are valued and motivated to deliver excellent service. Priority #3: Employees (Culture) 18 Success will be measured by: •Surveys & assessments: Maintain or improve metrics as measured by the retention data, annual employee survey, exit interviews, performance evaluations, etc. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •3.2.1 Maintain effective field training and in-service training programs that emphasize safety. •3.2.2 Provide annual OSHA training. •3.2.3 Develop, maintain, and enforce safety practices and policies. •3.2.4 Acquire and maintain equipment and technology that promotes safety. •3.2.5 Develop and maintain a safety recognition & incentive program. •3.2.6 Maintain a Safety Committee to review incidents and recommend policy, practice, and equipment changes. Priority #3: Employees (Safety) 19 Success will be measured by: •Safety: Maintain or improve safety metrics including safety incident reports, sick leave hours, IOD data, retention data, and employee surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •3.3.1 Maintain effective training program that promotes wellness education. •3.3.2 Maintain a Peer Support Team. •3.3.3 Maintain a wellness committee and a well-funded, comprehensive wellness program. Seek grant funding for wellness programs. •3.3.4 Provide annual mental health check-ins, critical incident debriefing, free counseling. •3.3.5 Provide a comprehensive benefits package that address all aspects of wellness. •3.3.6 Maintain an on-site fitness center and consider fitness incentives. •3.3.7 Promote work-life balance. •3.3.8 Maintain a healthy organizational culture and positive workplace environment. Priority #3: Employees (Wellness) 20 Success will be measured by: •Wellness: Maintain or improve wellness metrics including sick leave hours, IOD data, retention data, and employee surveys. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •3.4.1 Maintain effective field training and in-service training programs. •3.4.2 Offer access to external training, certification courses, and conferences. •3.4.3 Assess the current and future needs of the organization and invest in career development training and succession planning. •3.4.4 Provide career development rotations and specialty assignments to promote professional growth. •3.4.5 Provide regular career development counseling. •3.4.6 Maintain the HERO Center to support CGPD’s training plan. Priority #3: Employees (Training & Development) 21 Success will be measured by: •Training standards: A comprehensive training program developed by the Use of Force Review & Training Committee will exceed the Minnesota POST Board’s standards. Officers who are assigned to specialized roles will complete certification courses, and officers will have access to career development training. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies tactics: •3.5.1 Collaborate with leaders and HR to ensure our pay and benefits attract quality candidates. •3.5.2 Build and maintain a culture of excellence and equip our officers with the best equipment, practices, and policies. •3.5.3 Develop and maintain a recruiting team, strategies, and incentives to recruit talent and diversity. •3.5.4 Develop and maintain retention programs and incentives. •3.5.5 Recruit and develop talent in our CSO, Reserve, and Explorer programs. •3.5.6 Consider an overstrength staffing (+3) model. Priority #3: Employees (Recruiting & Retention) 22 Success will be measured by: •Pay & benefits: Pay and benefits will exceed the average of peer agencies. •Recruiting & retention: Maintain > 90% staffing levels that permits effective delivery of all essential services accomplishment of our strategic goals. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan Priority #3: Employees (Recognition) We will utilize the following strategies and tactics: •3.6.1 Recognize desirable traits, decisions, and behaviors. •3.6.2 Maintain an impactful awards program and host an annual awards ceremony. •3.6.3 Promote and select based on merit. 23 Success will be measured by: •Recognition: Maintain or improve recognition/award metrics. COTTAGE GROVE POLICE DEPARTMENT COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #4: Equipment, Technology & Practices We will utilize the following strategies and tactics: •4.1.1 Encourage progress and innovation. •4.1.2 Research and implement emerging technologies to improve efficiency, effectiveness, and risk mitigation. •4.1.3 Maintain the Use of Force Review & Training Committee. •4.1.4 Equip our officers with the best protective equipment, tools, control devices, and vehicles to promote effectiveness and safety. •4.1.5 Develop and maintain an assigned squad program. •4.1.6 Implement and maintain ALPR in patrol squads and consider stationary LPR (FLOCK). •4.1.7 Develop and maintain best practices. Consider accreditation. •4.1.8 Enhance cyber and physical security. 24 Success will be measured by: •Asset management: Maintain an asset management program that provides for maintenance, replacement, and upgrade of technology and equipment. •Policy and procedures: Maintain policy and procedure manuals that meet or exceed the MN POST Board and Lexipol standards. •Best practices: Maintain the Community Impact Team; mental health co-responder program, de-escalation and CIT training; threat assessment program; employee wellness and safety programs; use of force review and training committee; and in-service training program. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #5: Growth (Planning & Budgeting) We will utilize the following strategies and tactics: •5.1.1 Implement and review/refine our 5-year strategic plan annually. •5.1.2 Develop and maintain annual training plans. •5.1.3 Develop and maintain a succession plan. •5.1.4 Maintain the All-Hazard Emergency Operations Plan. •5.1.5 Develop and maintain an asset management plan for maintenance, replacement, and upgrade of vehicles, equipment, and technology. •5.1.6 Develop and maintain an annual budget and conduct long- range budget planning. •5.1.6 Complete a quarterly report to monitor vital metrics. 25 Success will be measured by: •Strategic plan: Successfully implement, monitor, and refine our 5-year strategic. •Budget: Successfully plan and implement a fiscally responsible budget that supports continuity of services and progress. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT We will utilize the following strategies and tactics: •5.2.1 Implement and maintain a shift relief factor. •5.2.2 Maintain organizational flexibility, discretionary funds, and LE partnerships. •5.2.3 Maintain communication with all stakeholders. •5.2.4 Encourage innovation. •5.2.5 Engage in professional stewardship. •5.2.6 Maintain effective communication with our political leaders. •5.2.7 Offer programs and incentives for officers to learn a second language. •5.2.8 Provide cultural awareness training and engagement opportunities. Priority #5: Growth (Adaptability & Innovation) 26 Success will be measured by: •Adaptability: Maintain staffing, organizational, and budget flexibility that enables flexibility. •Stewardship: Participate in professional associations, conferences, legislative committees, and community organizations. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #5: Growth (Workload, Services & Facilities) We will utilize the following strategies and tactics: •5.3.1 Analyze call volume, response times, staffing levels, etc. to determine workload. •5.3.2 Evaluate whether other staffing models or work schedules may be more effective. •5.3.3 Maintain or increase staffing levels to meet the demands for service. •5.3.4 Monitor developing crime, security, and livability trends; and consider new response models and strategies. •5.3.5 Consider a workplace study. •5.3.6 Consider a satellite storage facility. •5.3.7 Plan and budget for increased space needs as our organization grows. 27 Success will be measured by: •Workload: Calls for service per patrol officer will not exceed the Benchmark Cities’ average. •Response time: Patrol response time will not exceed the Benchmark Cities’ average. •Investigative case load: The case load per detective will not exceed the Benchmark Cities’ average. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Priority #5: Growth (Growth Trends) We will utilize the following strategies and tactics: •5.4.1 Analyze growth trends to determine future resource demands. •5.4.2 Add additional personnel, resources, and facilities to meet the growing demands for service. •5.4.3 Consider organizational and response models, technologies, and initiatives to meet emerging or evolving demands. 28 Success will be measured by: •Staffing: Maintain or exceed 1.15 sworn officers per 1000 citizens. Follow the Rule of 60 Guidelines. Follow CGPD’s 5-Year Staffing Plan. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan 29 Appendix A: City of Cottage Grove’s Strategic Plan COTTAGE GROVE POLICE DEPARTMENT COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan 30 USDOJ Final Report of the President's Task Force on 21st Century Policing (May 2015) Appendix B: 21st Century Policing COTTAGE GROVE POLICE DEPARTMENT COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT 31 Community Policing 1.Create a comprehensive community policing strategic plan 2.Train all personnel on community policing 3.Foster an atmosphere of openness and transparency 4.Adopt procedural justice as a guiding principle 5.Prioritize LE personnel safety and wellness 6.Engage the community in a true partnership to address crime and disorder issues 7.Treat every contact as an opportunity to engage positively with a community member 8.Measure social cohesion and work to develop relationships 9.Reevaluate metrics of community policing success 10.Incorporate community policing measures into the performance evaluation process De-Escalation 1.Link policy to robust training 2.Allow time to adapt and provide opportunities to practice 3.Expect all supervisors to support a culture of de- escalation 4.Set up officers to succeed 5.Reward successful de-escalation efforts 6.Engage the community in training and policy development 7.Leverage positive personnel relationships to build community trust 8.Apply best practices of de-escalation in situations other than use of force 9.Enhance public reporting and transparency Crisis Intervention 1.Develop strong community partnerships 2.Treat CIT as a program, not just training 3.Train enough employees in CIT to cover every shift 4.Seek volunteers to participate in the CIT program 5.Train all frontline employees in at least the basic level of mental health awareness program 6.Ensure that dispatchers are CIT trained and prepared to respond 7.Recognize CIT trained personnel for their work 8.Regularly evaluate and measure the CIT program’s impact and outcomes Frontline Supervisors 1.Engage frontline supervisors in the organizational vision and philosophy 2.Lay the foundation for successful, supported frontline supervisors 3.Prioritize professional development 4.Establish a norm of accountability with room for dissent and growth 5.Allow room for individuality 6.Engage frontline supervisors when determining disciplinary outcomes Early interventions 1.Start with data 2.Complement data collection with the right supports, services, and trainings 3.Generate buy-in by listening 4.Establish the business process 5.Explain the EI system to stakeholders to ensure transparency 6.Train all members on the EI system 7.Continuously evaluate and improve the EI system with the support of an experienced third party Internal Affairs 1.Develop and publish a clear philosophy for IA investigations 2.Improve the intake of IA complaints 3.Explicitly designate who will investigate IA complaints 4.Establish a timeline and benchmarks for conducting investigations and notifying interested parties 5.Designate a supervisor to review and adjudicate IA investigations 6.Consider incorporating an external review process to increase public transparency of IA investigations 7.Keep corrective action consistent and transparent; seek to correct, not punish. 8.Consider alternative dispute solutions 9.Engage community members and increase transparency Recruiting, Hiring, Promotion, & Retention 1.Develop a comprehensive recruitment program 2.Deploy personnel based upon workload and service goals 3.Get creative and expand recruiting horizons 4.Streamline and enhance the recruiting process 5.Get proactive 6.Establish fair and flexible firing criteria 7.Bring job descriptions and application mgmt. into the digital age 8.Assure validity and audit all testing instruments 9.Engage the community and demonstrate fairness on the process 10.Consider outsourcing the testing process to a third party 11.Enhance job satisfaction and reduce stress with clear written policies 12.Demonstrate procedural justice inside and outside the agency 13.Provide clear pathways to promotion USDOJ LE Best Practices-Lessons Learned From the Field Appendix C: Law Enforcement Best Practices COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT 32 Throughout this document, there are references to the Benchmark Cities (BC) data. The BC Survey was designed in 1997 by a core group of police chiefs from across the country. These chiefs sought to establish a measurement tool to help ensure their departments were providing the best service possible within their respective communities. The BC Survey is sent to 29 participating agencies to collect data in five different categories: demographics, general info, offenses, clearance rates, and traffic safety. Once the data is collected, it is analyzed by the Overland Park Police Department. The final outcome is a comprehensive Benchmark Cities Survey Report. Benchmark Cities Survey Report Appendix D: Benchmark Cities Data COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix E: Services & Programs 33 Patrol K9 SWAT Mobile Field Force Drone/Robot Operators Instructors (Firearms, tactics, EVOC) Field Training Officers Business Liaisons ATV Patrol Community Service Officers Reserve officers Police Explorer Post Investigations General Detectives (Full-time & Rotating) Task Force Detectives (Narcotics, major crime, Homeland Security) Case Management Unit Threat Assessment Group Lethality Assessment Program Predatory Offender Registry School Resource Officer Community Engagement Officer Crime Prevention Specialist Crime Prevention Specialist Crime Analyst Evidence Technician Alcohol, Tobacco, & THC Compliance Crime Free Multi-Family Housing Community & special events planning Special Services Emergency Management Use of Force Review & Training Committee Peer Support Group Chaplain Program Wellness, Safety, & Retention Committee Beyond the Yellow Ribbon DNR Firearms Safety Training Program Public Safety Board MN-LESO (1033) Program Public Service Commission Administrative Fingerprinting Licensing & permits Background checks Records & data requests COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix E: Services & Programs 34 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix E: Services & Programs 35 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix E: Services & Programs 36 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: 5-Year Staffing Plan 37 General Community Impact Administrative Records 0600-1630 1630-0300 0600-1630 1630-0300 Sergeant Sergeant Sergeant Manager Sergeant Sergeant Sergeant Sergeant Detective Detective (Narc)CSO Admin Assistant Officer Officer (K9)Officer Officer (K9)Detective (Forensic)Detective (Major crime)CSO Specialist Officer Officer Officer Officer Detective (HSI)School resource officer CSO Specialist Officer Officer Officer Officer Detective (Rotating)Community engagement Ofc.CSO Specialist 0900-1930 1930-0600 0900-1930 1930-0600 Detective (Rotating)Case management Ofc.CSO Specialist (Future) Officer Sergeant Officer Sergeant Analyst Case management Ofc. (Future)CSO Officer Officer Officer Officer Investigative aide Social Worker (2024) Officer Officer Officer Officer CITE Ofc. (Future) Officer (2025)Officer Officer (Future)Officer (Future)CITE Ofc. (Future) Director of Public Safety Team A Team B Patrol Division-Deputy Director Investigative Division-Deputy Director Emergency Mgmt. & Admin. Division-Deputy Director COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Current Patrol Staffing Situation 38 Frequent shift adjustments Denied leave and training requests Increased OT Increased workload per officer Re-assignment of rotating detectives Less community-oriented policing Less organizational flexibility and resilience Lower morale COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Staffing Analysis 39 28 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Workload Analysis 40 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Per Capita Staffing Analysis 41 1.35 1.15 1.24 2024 2029 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Shift Relief Factor Staffing Analysis 42 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Recruiting & Retention Analysis 43 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix F: Overstrength Staffing 44 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix G: Recruiting & Retention Plan 45 Recruiting Streamlined hiring process CSO program Police Explorer Post Reserve officer program Lateral hires Recruiting & retention data tracking Social media Organizational pride & reputation Supportive community and leaders Culture of excellence Progressive policies & best practices Robust and supportive field training program Ample training & career development opportunity Fleet, equipment, & technology Competitive benefits package Comprehensive wellness program Fitness Paid parental leave Work schedule that promotes work-life balance Employee referral incentive Partner w/ Rasmussen LE Program Under Consideration or Development Shift relief factor Assigned (take-home) squads Night shift relief rotations Sabbaticals Recruiting video Enhanced CGPD webpage Diversity initiatives Grant funded scholarship Retention Longevity pay increases Anniversary bonuses Employee Service Milestone Lunch Employee satisfaction survey Regular counseling & feedback Career development planning Career development rotations Tuition assistance Leadership courses and conferences Recognition & awards Second language Good idea proposals Wellness program Peer support group Annual mental health check-ins Free counseling Employee Assistance Program Critical incident debriefs Work-life balance COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix G: Recruiting & Retention Plan 46 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix H: Wellness Plan 47 Current Initiatives Wellness, Safety, Recruiting/Retention Committee Wellness awareness & education Comprehensive benefits package Annual medical screening EAP benefits Fitness program Annual mental health check-ins & free counseling Critical incident debriefs Peer support team Paid parental & bereavement leave Chaplain program Training & career development opportunity Financial & retirement planning Recognition & awards Wellness & Safety Committee PPE & safety initiatives Schedule that promotes work-life balance Community engagement & support Supportive leadership & positive work environment Under Consideration Therapy K9 Internal leadership development curriculum Night shift relief rotations Sabbaticals Daycare assistance Mindfulness training Fitness incentives Diet, fitness & sleep coaching Community resources guide Spouse/SO retreat Social events Tuition assistance Grant-funded initiatives Breach Point seminar Volunteering incentive COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix I: Annual Training Plan 48 •CGPD places a high value on training and professional development. •Upon hire, sworn officers will complete CGPD’s academy training, CIT, and pursuit/PIT trainings. Probationary sworn officers will complete 14 weeks of field training. Field training may be abbreviated for lateral hires. •CGPD’s annual in-service training plan is a multi-faceted and comprehensive approach intended to: •Exceed Minnesota POST Board Standards; •Promote wellness, professionalism, and professional development; •Ensure proficiency in all duties, knowledge, and skills required of a CGPD officer; •Ensure compliance with relevant laws, policy, and community expectations; and •Promote best practices to provide the highest quality service to our citizens. •Provide 94 hours of in-service training per year. •CGPD’s SWAT officers will meet the NTOA’s Tier-2 annual training requirements. •CGPD’s MFF officers will meet the NTOA’s annual training requirements for an Intermediate Public Order Unit. •CGPD’s K9 officers will train to the industry standard minimum 16 hours per month and maintain USPCA certification annually. •Officers who are assigned to specialty assignments (Detective, FTO, instructor, etc.) will complete requisite professional development and/or certification courses. •Additionally, CGPD officers will have opportunities to attend discretionary external continuing education courses, certification courses, and conferences to promote their professional development. •Annually, officers and supervisors will complete career counseling and develop individual training plans. These training plans will prioritize training requests to promote fair access to training while ensuring the department’s training needs are met. TRAINING HOURS Monthly In-Service 56 On-duty firearms 6 On-duty simulator 4 On-duty virtual (Patrol Online)23 On-duty policy (Lexipol)3 Total 92 COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix J: Fleet Plan 49 •Expand the fleet over the next 2 years. •2024 +6 Patrol (25) Admin (18) •2025 +4 Patrol (29) Admin (18) •2026 +3 Patrol (32) Admin (18) •Resume vehicle replacements in 2026. •Transition from shared use to a single-user model; but maintain a small pool of shared-use vehicles. •Increase the service life of vehicles from 3 to 8 years. •Years 1-6 Assigned to an officer •Years 6-8 Assigned to CSO division or shared-use •Develop a policy allowing officers to take their assigned vehicles home. •Restrictions and mileage reimbursements will apply. •Promotes recruiting & retention. •Promotes crime deterrence. •Offers fleet management advantages. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix K: G-Metrics & Reports 50 •CGPD will track, trend, and report on metrics that reflect upon our mission, vision, services, and strategic goals. •CGPD will produce quarterly and annual reports for its members and leaders. An annual report will be produced and made available to the public. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Appendix L: Hero Training Center 51 The HERO Center, which opened in 2020, is shared by Cottage Grove and Woodbury Police Departments. It provides classrooms, firearms ranges, a mat room, simulator, and reality-based and outdoor training areas. In addition to supporting CGPD’s robust in-service training program, the HERO Center hosts numerous continuing education and certification courses throughout the year. The HERO Center is also home to Rasmussen College’s Minnesota Law Enforcement Certificate Program. The HERO Center is vital to the success of CGPD’s 5-Year Strategic Plan. COTTAGE GROVE POLICE DEPARTMENT 5-Year Strategic Plan COTTAGE GROVE POLICE DEPARTMENT Recommendation 52 Approve a motion to adopt and support CGPD’s 5-Year Strategic Plan. 1 City Council Action Request 7.L. Meeting Date 6/5/2024 Department Public Safety Agenda Category Action Item Title Authorization of Repairs to Engine 4 Staff Recommendation Authorize the repairs to Engine 4 based on the provided quote in the amount of $28,457.79. Budget Implication $28,457.79 from adopted 2024 budget 0800-4375 Attachments 1. NPower Cummins Quote 23May24 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner DATE: June 5, 2024 RE: Authorization of Repairs to Engine 4 Discussion Recently, Emergency Apparatus Maintenance performed all our yearly preventative maintenance. During preventative maintenance of Fire Engine 4, they discovered major work needing to be completed. These identified issues were not identified in the past year. NPower Cummins is the local dealer that specializes in the needed repairs. The quote was reviewed by Public Works mechanics. The E-One Typhoon engine is a 2012 with approximately 53,000 miles. In the current fleet replacement plan, this truck is not scheduled for replacement for 10 years. Based on the oil leaks and other repairs noted, this repair falls into the category of an emergency repair. This truck is our first engine out. Needed parts have been ordered. The quote is $28,457.79. According to the city’s purchasing guidelines, administrator with Council approval is necessary. Emergency Apparatus Maintenance works with NPower Cummins, and they are the authorized vendor in the area. Recommendation Authorize the repairs to Engine 4 based on the provided quote in the amount of $28,457.79. Attachments 1. NPower Cummins Quote 23May24 23-MAY-2024 Engine 4 ISL9 CM2250 E-ONE CYCLONE 15-DEC-2012 22-MAY-2024 53209 73427892 COMPLAINT CAUSE CORRECTION COVERAGE REMARK ENGINE #4 CHECK FOR A OIL LEAK AT THE FRONT MAIN SEAL. CHECK FOR A OIL LEAK AT LEFT SIDE OF ENGINE AT HEAD GASKET. OIL LEAKS FROM CYLINDER HEAD GASKET, FRONT GEAR COVER GASKET AND TURBO SPEED SENSOR. EVIDENCE OF DIRT IN CAC PIPING PISTON AND LINER - REMOVE AND INSTALL, ALL (WITH EGR) GEAR COVER, FRONT - REMOVE AND INSTALL BEARINGS, MAIN AND THRUST - REMOVE AND INSTALL, ALL (PISTONS REMOVED) AIR COMPRESSOR (ALL MODELS) - REMOVE AND INSTALL (WITH EGR) CONNECTING ROD - MEASURE FOR BEND AND TWIST, ALL INJECTOR - CLEAN EXTERIOR FOR REUSE, EACH TWO EGR COOLER - PRESSURE TEST RADIATOR, CHARGE AIR COOLER, AIR CONDITIONER CONDENSER ASSEMBLY - REMOVE AND INSTALL (PART OF ANOTHER REPAIR) RADIATOR BRACE - REMOVE AND INSTALL, EACH AIR CONDITIONER SYSTEM - EVACUATE AND RECHARGE REFRIGERANT COMPRESSOR AND BRACKET - REMOVE AND INSTALL FAN HUB - REMOVE AND INSTALL POWER STEERING RESERVOIR - MOVE FOR ACCESS SKID PLATE, UNDER OIL PAN - REMOVE AND INSTALL STEAM CLEAN - SINGLE COMPONENT REPAIR ENGINE - RUN-IN AND TEST (CHASSIS DYNAMOMETER) NON-SRT DETAIL TECHNICIAN ADMINISTRATIVE TIME - NON-FIELD ACTION SERVICE EVENT JOB SAFETY ASSESSMENT THANK YOU FOR YOUR BUSINESS CUSTOMER BILLABLE NOW COVERAGE 3 YR / 150,000 MILES CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016- Billing Inquiries? Call (877)480-6970 10665 364466 CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016-*** CHARGE *** ESTIMATE ST PAUL MN BRANCH 1600 BUERKLE ROAD WHITE BEAR LAKE, MN 55110-0000 1 THERE ARE ADDITIONAL CONTRACT TERMS ON THE REVERSE SIDE OF THIS DOCUMENT, INCLUDING LIMITATION ON WARRANTIES AND REMEDIES, WHICH ARE EXPRESSLY INCORPORATED HEREIN AND WHICH PURCHASER ACKNOWLEDGES HAVE BEEN READ AND FULLY UNDERSTOOD. Payment terms are 30 days from invoice date unless otherwise agreed upon in writing. Remit to: Cummins Sales and Service PO Box 772639 Detroit, MI 48277-2639 TO PAY ONLINE LOGON TO customerpayment.cummins.com (651)636-1000 AUTHORIZED BY (print name)____________________________________SIGNATURE___________________________DATE_______________________ PAGE OF INVOICE NO OWNERBILL TO 4EN6AAA85C1007297OSN/MSN/VIN NICK ARRIGONI - 651 4028770 Completion date : 24-May-2024 07:00AM. Estimate expires : 22-Jun-2024 07:36AM. 3 TERMS AND CONDITIONS These terms and conditions ('Terms and Conditions'), together with the estimate/quote (the "Quote") and/or invoice ("Invoice") attached to these Terms and Conditions, are hereinafter collectively referred to as this "Agreement" and shall constitute the entire agreement between the customer ("Customer") identified on the Quote and/or Invoice and Cummins Inc. ("Cummins") and supersede any previous representation, statements, agreements or understanding (oral or written) between the parties with respect to the subject matter of this Agreement. Customer shall be deemed to have made an unqualified acceptance of these Terms and Conditions represents that by its signing of this Agreement that the signer represents that he or she is duly authorized to enter into this Agreement. Further, Customer authorizes, if applicable, the performance of services and labor on Customer's vehicle and/or equipment as provided. This shall become a binding agreement between the parties on the earliest of the following to occur: (i) Cummins' receipt of Customer's purchase order or purchase order number; (ii) Customer's signing or acknowledgment of this Agreement; (iii) Cummins' release of Products to production pursuant to Customer's oral or written instruction or direction; (iv) Customer's payment of any amounts due to Cummins; or (v) any other event constituting acceptance under applicable law. No prior inconsistent course of dealing, course of performance, or usage of trade, if any, constitutes a waiver of, or serves to explain or interpret, the Terms and Conditions set forth in this Agreement. Electronic transactions between Customer and Cummins will be solely governed by the Terms and Conditions of this Agreement, and any terms and conditions on Customer's website, vendor portal, or other internet site will be null and void and of no legal effect on Cummins. In the event Customer delivers, references, incorporates by reference, or produces any purchase order or document, vendor portal terms, specifications, agreement (whether upstream or otherwise), or any terms and conditions related thereto, then such specifications, terms, document, or other agreement: (i) shall be null and void and of no legal effect on Cummins, and (ii) this Agreement shall remain the governing terms of the transaction. 1. SCOPE OF SERVICES; PERFORMANCE OF SERVICES. Cummins shall supply part(s) and/or component(s) and/or engine(s) and/or generator set(s) (""Goods"") and/or perform the maintenance, troubleshooting, diagnostic testing, and/or repair (""Service(s)"") on the equipment identified in the Quote and/or Invoice (""Equipment""), if applicable, in accordance with the specifications in the Quote and/or Invoice. Unless otherwise agreed by the Parties in writing: (i) no additional services or goods are included in this Agreement; and (ii) this Quote is valid for a maximum period of thirty (30) days from the date appearing on the first page of this Quote ('Quote Validation Period'). At the end of the Quote Validation Period, this Quote will automatically expire unless accepted by Customer prior to the end of the Quote Validation Period. The foregoing notwithstanding, in no event shall this Quote Validation Period be deemed or otherwise considered to be a firm offer period nor to establish an option contract, and Cummins hereby reserves its right to revoke or amend this Quote at any time prior to Customer's acceptance. 2. CUSTOMER OBLIGATIONS. If necessary, Customer shall provide Cummins safe and free access to Customer's site and arrange for all related services and utilities necessary for Cummins to safely and freely perform the Services. During the performance of the Services, Customer shall fully and completely secure all or any part of any facility where the Equipment is located to remove and mitigate any and all safety issues and risks, including but not limited to injury to facility occupants, customers, invitees, or any third party and/or property damage or work interruption arising out of the Services. If applicable, Customer shall make all necessary arrangements to address and mitigate the consequences of any electrical service interruption which might occur during the Services. Customer is responsible for operating and maintaining the Equipment in accordance with the owner's manual for the Equipment. 3. INVOICING AND PAYMENT. Unless otherwise agreed to by the parties in writing and subject to credit approval by Cummins, payments are due thirty (30) days from the date of Invoice. If Customer does not have approved credit with Cummins, as solely determined by Cummins, payments are due in advance or at the time of supply of the Goods and/or Services. If payment is not received when due, in addition to any rights Cummins may have at law, Cummins may charge Customer eighteen percent (18%) interest annually on late payments, or the maximum amount allowed by law. Customer agrees to pay all Cummins' costs and expenses (including all reasonable attorneys' fees) related to Cummins' enforcement and collection of unpaid invoices, or any other enforcement of this Agreement by Cummins. If Customer fails to make any payments to Cummins when due and payable, and such failure continues for more than sixty (60) days from the date of the invoice, or less if required by applicable law, then Cummins may, at Cummins' sole discretion and without prejudice to any other rights or remedies, either (i) terminate this Agreement; or (ii) suspend its Services and/or suspend delivery of any undelivered Goods or parts in Cummins' possession until payment for unpaid invoices is received. In the event that Cummins suspends its performance of Services due to Customer's breach or non-payment, then Cummins shall be entitled to an equitable extension of its delivery dates and/or schedule of Services for a period of time equal to the suspension period, plus a reasonable ramp up period and all costs (including default interest) caused by such suspension shall be assumed by Customer. Any dispute or claim Customer may have with or against Cummins' invoice, regarding the scope, quality or amount charged for any parts or services provided to Customer, must be asserted in writing and noticed pursuant to these Terms and Conditions within thirty (30) days of the date of the invoice, or shall be waived by the Customer. 4. TAXES; EXEMPTIONS. The Invoice includes all applicable local, state, or federal sales and/or use or similar taxes which Cummins is required by applicable laws to collect from Customer under this Agreement. Customer must provide a valid tax exemption certificate or direct payment certificate prior to shipment of the Goods or performance of the Services, or such taxes will be included in the Invoice. 5. DELIVERY; TITLE AND RISK OF LOSS. Unless otherwise agreed in writing by the parties, any Goods supplied under this Agreement shall be delivered FOB Origin, freight prepaid to the first destination. If agreed, any charges for third party freight are subject to adjustment to reflect any change in price at time of shipment. Unless otherwise agreed to, packaging method, shipping documents and manner, route and carrier and delivery shall be as Cummins deems appropriate. All shipments are made within normal business hours, Monday through Friday. Unless otherwise agreed in writing by the parties, title and risk of loss for any Goods sold under this Agreement shall pass to Customer upon delivery of Goods by Cummins to freight carrier or to Customer at pickup at Cummins' facility. The purchase of Goods or the performance of Services on Equipment, Customer-owned motor vehicle, or any other personal property, is a 'take or pay' obligation on the part of the Customer, such that Customer is absolutely and irrevocably required to accept and pay for the Goods, or any Services performed on Equipment, Customer-owned motor vehicle, or any other personal property, if delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. In the event Customer fails to pick-up Equipment, Customer-owned motor vehicle, or any other personal property, or fails to take any or all shipments of Goods ordered hereunder within thirty (30) days of the agreed upon delivery date, Cummins shall invoice the Customer and, upon Cummins' sole discretion, Cummins may either: (i) deliver the Goods or Equipment to the location indicated on Customer's purchase order (regardless of whether Customer elected to pick up the Goods or Equipment at Cummins' facility or otherwise indicated an alternate delivery method), and Customer shall assume all associated delivery costs incurred by Cummins, or (ii) charge storage fees for the additional inventory holding period, the additional inventory holding period not to exceed sixty (60) days from the agreed upon delivery date or the date of completion of Services, unless otherwise agreed by Cummins in writing or required by law. A storage fee of twenty-five dollars ($25.00) per day or one and one-half percent (1.5%) per month of the invoiced amount, whichever is greater, shall be assessed for any Goods, Equipment, Customer-owned motor vehicle, or any other personal property, whose delivery or pick-up is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. Unless otherwise agreed by Cummins in writing, in the event delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, are delayed, deferred, or refused by Customer beyond sixty (60) days from the agreed upon delivery or pick-up date, or date of completion of Services, then Cummins has the right, in its sole discretion, to: (i) tow, remove, or otherwise dispose of the unclaimed Goods, Equipment, Customer-owned motor vehicle, or any other personal property, in accordance with applicable abandonment laws, and/or (ii) make the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, available for auction or sale to other customers or to the public, or (iii) otherwise use, destroy, or recycle the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, at Customer's sole cost and expense, and without any liability to Cummins. 6. DELAYS. Any delivery, shipping, installation, or performance dates indicated in this Agreement are estimated and not guaranteed. Further, delivery time is subject to confirmation at time of order. Cummins shall not be liable to Customer or any third party for any loss, damage, or expense suffered by Customer or third party due to any delay in delivery, shipping, installation, or performance, however occasioned, including any delays in performance that result directly or indirectly from acts of Customer or causes beyond Cummins' control, including but not limited to acts of God, accidents, fire, explosions, flood, unusual weather conditions, acts of government authority, embargos, wars, strikes or other labor disputes, civil commotion, terrorism, sabotage, late delivery by Cummins' suppliers, fuel or other energy shortages, or an inability to obtain necessary labor, materials, supplies, equipment or manufacturing facilities. AS A RESULT OF COVID-19 RELATED EFFECTS OR INDUSTRY SUPPLY CHAIN DISRUPTIONS, TEMPORARY DELAYS IN DELIVERY, LABOR OR SERVICES FROM CUMMINS AND ITS SUB-SUPPLIERS OR SUBCONTRACTORS MAY OCCUR. AMONG OTHER FACTORS, CUMMINS' DELIVERY OBLIGATIONS ARE SUBJECT TO CORRECT AND PUNCTUAL SUPPLY FROM OUR SUB-SUPPLIERS OR SUBCONTRACTORS, AND CUMMINS RESERVES THE RIGHT TO MAKE PARTIAL DELIVERIES OR MODIFY ITS LABOR OR SERVICE. WHILE CUMMINS SHALL MAKE EVERY COMMERCIALLY REASONABLE EFFORT TO MEET THE DELIVERY, SERVICE OR COMPLETION OBLIGATIONS SET FORTH HEREIN, SUCH DATES ARE SUBJECT TO CHANGE. IN THE EVENT DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE IS DELAYED, HOWEVER OCCASSIONED, DUE TO EVENTS BEYOND CUMMINS' REASONABLE CONTROL, THEN THE DATE OF DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE FOR THE GOODS OR SERVICES SHALL BE EQUITABLY EXTENDED FOR A PERIOD EQUAL TO THE TIME LOST, PLUS REASONABLE RAMP-UP. 7. LIMITED WARRANTIES. New Goods: New Goods purchased or supplied under this Agreement are governed by the express written manufacturers' warranty. No other warranty for Goods supplied under this Agreement is provided under this Agreement. Cummins Exchange Components, Other Exchange Components, and Recon: Cummins will administer the Cummins exchange component warranty and the warranties of other manufacturers' exchange components or Recon Components which are sold by Cummins. In the event of defects in such items, only manufacturers' warranties will apply. HHP Exchange Engine: HHP Exchange Engines remanufactured by Cummins under this Agreement are governed by the express Cummins' written warranty. No other warranty for HHP exchange Engines supplied under this Agreement is provided under this Agreement." General Service Work: All Services shall be free from defects in workmanship (i) for power generation equipment (including engines in such equipment), for a period of ninety (90) days after completion of Services or 500 hours of operation, whichever occurs first; or (ii) for engines, for a period of ninety (90) days after completion of Services, 25,000 miles or 900 hours of operation, whichever occurs first. In the event of a warrantable defect in workmanship of Services supplied under this Agreement (""Warrantable Defect""), Cummins' obligation shall be solely limited to correcting the Warrantable Defect. Cummins shall correct the Warrantable Defect where (i) such Warrantable Defect becomes apparent to Customer during the warranty period; (ii) Cummins receives written notice of the Warrantable Defect within thirty (30) days following discovery by Customer; and (iii) Cummins has determined that there is a Warrantable Defect. Warrantable Defects remedied under this provision shall be subject to the remaining warranty period of the original warranty of the Services. New Goods supplied during the remedy of Warrantable Defects are warranted for the balance of the warranty period still available from the original warranty of such Goods. Used Goods: Used Goods are sold ""as is, where is"" unless exception is made in writing between Cummins and Customer. Customer agrees to inspect all used Goods before completing the purchase. THE REMEDIES PROVIDED IN THE LIMITED WARRANTIES AND THIS AGREEMENT ARE THE SOLE AND EXCLUSIVE WARRANTIES AND REMEDIES PROVIDED BY CUMMINS TO THE CUSTOMER UNDER THIS AGREEMENT. EXCEPT AS SET OUT IN THE WARRANTY AND THIS AGREEMENT, AND TO THE EXTENT PERMITTED BY LAW, CUMMINS EXPRESSLY DISCLAIMS ALL OTHER REPRESENTATIONS, WARRANTIES, ENDORSEMENTS, AND CONDITIONS OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, ANY STATUTORY OR COMMON LAW IMPLIED REPRESENTATIONS, WARRANTIES AND CONDITIONS OF FITNESS FOR A PURPOSE OR MERCHANTABILITY. 8. INDEMNIFICATION. Customer shall indemnify, defend and hold harmless Cummins from and against any and all claims, actions, costs, expenses, damages and liabilities, including reasonable attorneys' fees, brought against or incurred by Cummins related to or arising out of this Agreement or the Services and/or Goods supplied under this Agreement (collectively, the ""Claims""), where such Claims were caused or contributed, in whole or in part, by the acts, omissions, fault or negligence of the Customer. Customer shall present any Claims covered by this indemnity, including any tenders for defense and indemnity by Cummins to its insurance carrier unless Cummins directs that the defense will be handled by Cummins' legal counsel at Customer's expense. 9. LIMITATION OF LIABILITY. NOTWITHSTANDING ANY OTHER TERM OF THIS AGREEMENT, IN NO EVENT SHALL CUMMINS, ITS OFFICERS, DIRECTORS, EMPLOYEES, OR AGENTS BE LIABLE TO CUSTOMER OR ANY THIRD PARTY FOR ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE, LIQUIDATED, OR CONSEQUENTIAL DAMAGES OF ANY KIND (INCLUDING WITHOUT LIMITATION DOWNTIME, LOSS OF PROFIT OR REVENUE, LOSS OF DATA, LOSS OF OPPORTUNITY, DAMAGE TO GOODWILL, ENHANCED DAMAGES, MONETARY REQUESTS RELATING TO RECALL EXPENSES AND REPAIRS TO PROPERTY, AND/OR DAMAGES CAUSED BY DELAY), OR IN ANY WAY RELATED TO OR ARISING FROM CUMMINS' SUPPLY OF GOODS OR SERVICES UNDER THIS AGREEMENT. IN NO EVENT SHALL CUMMINS? LIABILITY TO CUSTOMER OR ANY THIRD PARTY CLAIMING DIRECTLY THROUGH CUSTOMER OR ON CUSTOMER?S BEHALF UNDER THIS AGREEMENT EXCEED THE TOTAL COST OF GOODS AND SERVICES SUPPLIED BY CUMMINS UNDER THIS AGREEMENT GIVING RISE TO THE CLAIM. BY ACCEPTANCE OF THIS AGREEMENT, CUSTOMER ACKNOWLEDGES CUSTOMER'S SOLE REMEDY AGAINST CUMMINS FOR ANY LOSS SHALL BE THE REMEDY PROVIDED HEREIN. 10. GOVERNING LAW AND JURISDICTION. This Agreement and all matters arising hereunder shall be governed by and construed in accordance with the laws of the State of Indiana without giving effect to any choice or conflict of law provision. The parties agree that the court of the State of Indiana shall have exclusive jurisdiction to settle any dispute or claim arising in connection with this Agreement. 11. ASSIGNMENT. This Agreement is binding on the parties and their successors and assigns. Customer shall not assign this Agreement without the prior written consent of Cummins. 12. CANCELLATION; TERMINATION. Orders placed with and accepted by Cummins may not be cancelled except with Cummins' prior written consent. Cummins may charge Customer a cancellation charge in accordance with current Cummins policy which is available upon request, in addition to the actual, non- recoverable costs incurred by Cummins. Cummins may terminate this Agreement, in whole or in part, for cause if the Customer breaches its obligations under this Agreement, and such breach is not cured within fifteen (15) days after written notice to Customer, or such longer time that Cummins may specify in its notice. Cummins may, at any time, terminate this Agreement for convenience upon thirty (30) days' written notice to Customer. If the Customer defaults by (i) breaching any term of this Agreement, (ii) becoming insolvent or declared bankrupt, or (iii) making an assignment for the benefit of creditors, Cummins may, upon written notice to Customer, immediately terminate this Agreement. Upon such termination for default, Cummins shall immediately cease any further performance under this Agreement, without further obligation or liability to Customer, and Customer shall pay Cummins for any Goods or Services supplied under this Agreement, in accordance with the payment terms detailed in this Agreement. If a notice of termination for default has been issued and is later determined, for any reason, that the Customer was not in default, the rights and obligations of the parties shall treat the termination as a termination for convenience. 13. REFUNDS; CREDITS. Goods ordered and delivered by Cummins under this Agreement are not returnable unless agreed to by Cummins. Cummins may, at its sole discretion, agree to accept Goods for return and provide credit where Goods are in new and saleable condition and presented with a copy of the original invoice. Credits for returns will be subject to up to a 15% handling/restocking charge and are limited to eligible items purchased from Cummins. 14. INTELLECTUAL PROPERTY. Any intellectual property rights created by either party, whether independently or jointly, in the course of the performance of this Agreement or otherwise related to Cummins pre-existing intellectual property or subject matter related thereto, shall be Cummins' property. Customer agrees to assign, and does hereby assign, all right, title, and interest to such intellectual property to Cummins. Any Cummins pre-existing intellectual property shall remain Cummins' property. Nothing in this Agreement shall be deemed to have given Customer a license or any other rights to use any of the intellectual property rights of Cummins. 15. COMPLIANCE WITH LAWS. Customer shall comply with all laws applicable to its activities under this Agreement, including without limitation, all applicable national, provincial, and local export, anti-bribery, environmental, health, and safety laws and regulations in effect. Customer acknowledges that the Goods, and any related technology that are sold or otherwise provided hereunder may be subject to export and other trade controls restricting the sale, export, re-export and/or transfer, directly or indirectly, of such Goods or technology to certain countries or parties, including, but not limited to, licensing requirements under applicable laws and regulations of the United States, the United Kingdom and other jurisdictions. It is the intention of Cummins to comply with these laws, rules, and regulations. Any other provision of this Agreement to the contrary notwithstanding, Customer shall comply with all such applicable laws relating to the cross-border movement of goods or technology, and all related orders in effect from time to time, and equivalent measures. Customer shall accept full responsibility for any and all civil or criminal liabilities and costs arising from any breaches of those laws and regulations and will defend, indemnify, and hold Cummins harmless from and against any and all fines, penalties, claim, damages, liabilities, judgments, costs, fees, and expenses incurred by Cummins or its affiliates as a result of Customer's breach. 16. CONFIDENTIALITY. Each party shall keep confidential any information received from the other that is not generally known to the public and at the time of disclosure, would reasonably be understood by the receiving party to be proprietary or confidential, whether disclosed in oral, written, visual, electronic, or other form, and which the receiving party (or agents) learns in connection with this Agreement including, but not limited to: (a) business plans, strategies, sales, projects and analyses; (b) financial information, pricing, and fee structures; (c) business processes, methods, and models; (d) employee and supplier information; (e) specifications; and (f) the terms and conditions of this Agreement. Each party shall take necessary steps to ensure compliance with this provision by its employees and agents. 17. PRICING. To the extent allowed by law, actual prices invoiced to Customer may vary from the price quoted at the time of order placement, as the same will be adjusted for prices prevailing on the date of shipment ('Shipment Date') or, in the case of Services, the date of performance ('Performance Date'), due to economic and market conditions on the Shipment Date or Performance Date, whichever is applicable. Subject to local laws, Cummins reserves the right to adjust pricing on goods and services due to input cost (including without limitation, raw materials, fabrication components, direct or indirect materials, packaging materials, overhead, etc.) and labor cost changes and/or other unforeseen circumstances beyond Cummins' control. 18. MISCELLANEOUS. All notices, including but not limited to disputes of invoices or otherwise, under this Agreement shall be in writing and be delivered personally, mailed via first class certified or registered mail, or sent by a nationally recognized express courier service to the addresses set forth in the Quote and/or Invoice. No amendment of this Agreement shall be valid unless it is writing and signed by the parties hereto. Failure of either party to require performance by the other party of any provision hereof shall in no way affect the right to require such performance at any time thereafter or the enforceability of the Agreement generally, nor shall the waiver by a party of a breach of any of the provisions hereof constitute a waiver of any succeeding breach. Any provision of this Agreement that is invalid or unenforceable shall not affect the validity or enforceability of the remaining terms hereof. The Parties' rights, remedies, and obligations under this Agreement, which by their nature are intended to continue beyond the termination or cancellation of this Agreement, including but not limited to the Section 9. Limitation of Liability provision contained herein, shall survive the expiration, termination, or cancellation of this Agreement. These terms are exclusive and constitute the entire agreement. Customer acknowledges that the provisions were freely negotiated and bargained for and Customer has agreed to purchase of the Goods and/or Services pursuant to these terms and conditions. Acceptance of this Agreement is expressly conditioned on Customer's assent to all such terms and conditions. Neither party has relied on any statement, representation, agreement, understanding, or promise made by the other except as expressly set out in this Agreement. Headings or other subdivisions of this Agreement are inserted for convenience of reference and shall not limit or affect the legal construction of any provision hereof. 19. To the extent applicable, this contractor and subcontractor shall abide by the requirements of 41 CFR §§ 60-1.4(a), 60-300.5(a) and 60-741.5(a). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities and prohibit discrimination against all individuals based on their race, color, religion, sex, sexual orientation, gender identity or national origin. Moreover, these regulations require that covered prime contractors and subcontractors take affirmative action to employ and advance in employment individuals without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status or disability. The employee notice requirements set forth in 29 CFR Part 471, Appendix A to Subpart A, are hereby incorporated by reference into this contract. 23-MAY-2024 Engine 4 ISL9 CM2250 E-ONE CYCLONE 15-DEC-2012 22-MAY-2024 53209 73427892 THIS QUOTE DOES NOT INCLUDE PARTS FOUND BROKEN, MISSING, OR DO NOT MEET CUMMINS MANUAL RE-USE GUIDELINES. ANY PARTS FOUND BROKEN, MISSING, OR DO NOT MEET RE-USE GUIDELINES WILL BE THE CUSTOMERS RESPONSIBILITY. THIS QUOTE INCLUDES A $750.00 MISC PARTS CHARGE. THIS AMOUNT WILL BE CREDITED BACK IF NOT USED. THIS CHARGE IS FOR UNFORESEEN FITTINGS, GASKETS, OR HOSES THAT NEED TO BE REPLACED FOR REPAIR. IF MISC PARTS EXCEED AMOUNT ABOVE CUSTOMER WILL BE RE- QUOTED. THIS QUOTE DOES NOT INCLUDE ANY SHIPPING AND HANDLING CHARGES. PARTS ORDERED WILL BE CHARGED AT NORMAL RATES FROM FACTORY AND ACTUAL IF ORDERED FROM A CUMMINS SALES AND SERVICE BRANCH. CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016- Billing Inquiries? Call (877)480-6970 10665 364466 CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016-*** CHARGE *** ESTIMATE ST PAUL MN BRANCH 1600 BUERKLE ROAD WHITE BEAR LAKE, MN 55110-0000 2 538.20 THERE ARE ADDITIONAL CONTRACT TERMS ON THE REVERSE SIDE OF THIS DOCUMENT, INCLUDING LIMITATION ON WARRANTIES AND REMEDIES, WHICH ARE EXPRESSLY INCORPORATED HEREIN AND WHICH PURCHASER ACKNOWLEDGES HAVE BEEN READ AND FULLY UNDERSTOOD. Payment terms are 30 days from invoice date unless otherwise agreed upon in writing. Remit to: Cummins Sales and Service PO Box 772639 Detroit, MI 48277-2639 TO PAY ONLINE LOGON TO customerpayment.cummins.com (651)636-1000 AUTHORIZED BY (print name)____________________________________SIGNATURE___________________________DATE_______________________ DIAGNOSTIC CHARGE: PAGE OF INVOICE NO OWNERBILL TO 4EN6AAA85C1007297OSN/MSN/VIN NICK ARRIGONI - 651 4028770 Completion date : 24-May-2024 07:00AM. Estimate expires : 22-Jun-2024 07:36AM. 1 1 1 -1 1 1 -1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 KIT,OVERHAUL HEAD,CYLINDER HEAD, CYLINDER HEAD,CYL ISC/QSC ISL/QSL KIT,AIR COMPRESSOR COMP,AIR ISC/ISL 18.7 CFM CPR, AIR ISC/ISL 18.7 CFM GASKET,HYDRAULIC PUMP GASKET,HYDRAULIC PUMP KIT,SPEED SENSOR SEALANT COVER,GEAR SEAL,OIL CECO DRC CLEAN DIRTY DRC CLEAN DIRTY CECO CECO CECO CECO CECO CECO 4,149.62 5,734.51 405.00 405.00 2,102.27 135.00 135.00 20.83 5.48 334.94 47.06 192.57 51.96 4,149.62 5,734.51 405.00 - 405.00 2,102.27 135.00 - 135.00 20.83 5.48 334.94 47.06 192.57 51.96 5633434 5529501RX 4942132D 4942132D 5473184RX 3944525D 3944525D 3940245 4988280 5550060 4918882 3958112 5682528 3 TERMS AND CONDITIONS These terms and conditions ('Terms and Conditions'), together with the estimate/quote (the "Quote") and/or invoice ("Invoice") attached to these Terms and Conditions, are hereinafter collectively referred to as this "Agreement" and shall constitute the entire agreement between the customer ("Customer") identified on the Quote and/or Invoice and Cummins Inc. ("Cummins") and supersede any previous representation, statements, agreements or understanding (oral or written) between the parties with respect to the subject matter of this Agreement. Customer shall be deemed to have made an unqualified acceptance of these Terms and Conditions represents that by its signing of this Agreement that the signer represents that he or she is duly authorized to enter into this Agreement. Further, Customer authorizes, if applicable, the performance of services and labor on Customer's vehicle and/or equipment as provided. This shall become a binding agreement between the parties on the earliest of the following to occur: (i) Cummins' receipt of Customer's purchase order or purchase order number; (ii) Customer's signing or acknowledgment of this Agreement; (iii) Cummins' release of Products to production pursuant to Customer's oral or written instruction or direction; (iv) Customer's payment of any amounts due to Cummins; or (v) any other event constituting acceptance under applicable law. No prior inconsistent course of dealing, course of performance, or usage of trade, if any, constitutes a waiver of, or serves to explain or interpret, the Terms and Conditions set forth in this Agreement. Electronic transactions between Customer and Cummins will be solely governed by the Terms and Conditions of this Agreement, and any terms and conditions on Customer's website, vendor portal, or other internet site will be null and void and of no legal effect on Cummins. In the event Customer delivers, references, incorporates by reference, or produces any purchase order or document, vendor portal terms, specifications, agreement (whether upstream or otherwise), or any terms and conditions related thereto, then such specifications, terms, document, or other agreement: (i) shall be null and void and of no legal effect on Cummins, and (ii) this Agreement shall remain the governing terms of the transaction. 1. SCOPE OF SERVICES; PERFORMANCE OF SERVICES. Cummins shall supply part(s) and/or component(s) and/or engine(s) and/or generator set(s) (""Goods"") and/or perform the maintenance, troubleshooting, diagnostic testing, and/or repair (""Service(s)"") on the equipment identified in the Quote and/or Invoice (""Equipment""), if applicable, in accordance with the specifications in the Quote and/or Invoice. Unless otherwise agreed by the Parties in writing: (i) no additional services or goods are included in this Agreement; and (ii) this Quote is valid for a maximum period of thirty (30) days from the date appearing on the first page of this Quote ('Quote Validation Period'). At the end of the Quote Validation Period, this Quote will automatically expire unless accepted by Customer prior to the end of the Quote Validation Period. The foregoing notwithstanding, in no event shall this Quote Validation Period be deemed or otherwise considered to be a firm offer period nor to establish an option contract, and Cummins hereby reserves its right to revoke or amend this Quote at any time prior to Customer's acceptance. 2. CUSTOMER OBLIGATIONS. If necessary, Customer shall provide Cummins safe and free access to Customer's site and arrange for all related services and utilities necessary for Cummins to safely and freely perform the Services. During the performance of the Services, Customer shall fully and completely secure all or any part of any facility where the Equipment is located to remove and mitigate any and all safety issues and risks, including but not limited to injury to facility occupants, customers, invitees, or any third party and/or property damage or work interruption arising out of the Services. If applicable, Customer shall make all necessary arrangements to address and mitigate the consequences of any electrical service interruption which might occur during the Services. Customer is responsible for operating and maintaining the Equipment in accordance with the owner's manual for the Equipment. 3. INVOICING AND PAYMENT. Unless otherwise agreed to by the parties in writing and subject to credit approval by Cummins, payments are due thirty (30) days from the date of Invoice. If Customer does not have approved credit with Cummins, as solely determined by Cummins, payments are due in advance or at the time of supply of the Goods and/or Services. If payment is not received when due, in addition to any rights Cummins may have at law, Cummins may charge Customer eighteen percent (18%) interest annually on late payments, or the maximum amount allowed by law. Customer agrees to pay all Cummins' costs and expenses (including all reasonable attorneys' fees) related to Cummins' enforcement and collection of unpaid invoices, or any other enforcement of this Agreement by Cummins. If Customer fails to make any payments to Cummins when due and payable, and such failure continues for more than sixty (60) days from the date of the invoice, or less if required by applicable law, then Cummins may, at Cummins' sole discretion and without prejudice to any other rights or remedies, either (i) terminate this Agreement; or (ii) suspend its Services and/or suspend delivery of any undelivered Goods or parts in Cummins' possession until payment for unpaid invoices is received. In the event that Cummins suspends its performance of Services due to Customer's breach or non-payment, then Cummins shall be entitled to an equitable extension of its delivery dates and/or schedule of Services for a period of time equal to the suspension period, plus a reasonable ramp up period and all costs (including default interest) caused by such suspension shall be assumed by Customer. Any dispute or claim Customer may have with or against Cummins' invoice, regarding the scope, quality or amount charged for any parts or services provided to Customer, must be asserted in writing and noticed pursuant to these Terms and Conditions within thirty (30) days of the date of the invoice, or shall be waived by the Customer. 4. TAXES; EXEMPTIONS. The Invoice includes all applicable local, state, or federal sales and/or use or similar taxes which Cummins is required by applicable laws to collect from Customer under this Agreement. Customer must provide a valid tax exemption certificate or direct payment certificate prior to shipment of the Goods or performance of the Services, or such taxes will be included in the Invoice. 5. DELIVERY; TITLE AND RISK OF LOSS. Unless otherwise agreed in writing by the parties, any Goods supplied under this Agreement shall be delivered FOB Origin, freight prepaid to the first destination. If agreed, any charges for third party freight are subject to adjustment to reflect any change in price at time of shipment. Unless otherwise agreed to, packaging method, shipping documents and manner, route and carrier and delivery shall be as Cummins deems appropriate. All shipments are made within normal business hours, Monday through Friday. Unless otherwise agreed in writing by the parties, title and risk of loss for any Goods sold under this Agreement shall pass to Customer upon delivery of Goods by Cummins to freight carrier or to Customer at pickup at Cummins' facility. The purchase of Goods or the performance of Services on Equipment, Customer-owned motor vehicle, or any other personal property, is a 'take or pay' obligation on the part of the Customer, such that Customer is absolutely and irrevocably required to accept and pay for the Goods, or any Services performed on Equipment, Customer-owned motor vehicle, or any other personal property, if delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. In the event Customer fails to pick-up Equipment, Customer-owned motor vehicle, or any other personal property, or fails to take any or all shipments of Goods ordered hereunder within thirty (30) days of the agreed upon delivery date, Cummins shall invoice the Customer and, upon Cummins' sole discretion, Cummins may either: (i) deliver the Goods or Equipment to the location indicated on Customer's purchase order (regardless of whether Customer elected to pick up the Goods or Equipment at Cummins' facility or otherwise indicated an alternate delivery method), and Customer shall assume all associated delivery costs incurred by Cummins, or (ii) charge storage fees for the additional inventory holding period, the additional inventory holding period not to exceed sixty (60) days from the agreed upon delivery date or the date of completion of Services, unless otherwise agreed by Cummins in writing or required by law. A storage fee of twenty-five dollars ($25.00) per day or one and one-half percent (1.5%) per month of the invoiced amount, whichever is greater, shall be assessed for any Goods, Equipment, Customer-owned motor vehicle, or any other personal property, whose delivery or pick-up is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. Unless otherwise agreed by Cummins in writing, in the event delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, are delayed, deferred, or refused by Customer beyond sixty (60) days from the agreed upon delivery or pick-up date, or date of completion of Services, then Cummins has the right, in its sole discretion, to: (i) tow, remove, or otherwise dispose of the unclaimed Goods, Equipment, Customer-owned motor vehicle, or any other personal property, in accordance with applicable abandonment laws, and/or (ii) make the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, available for auction or sale to other customers or to the public, or (iii) otherwise use, destroy, or recycle the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, at Customer's sole cost and expense, and without any liability to Cummins. 6. DELAYS. Any delivery, shipping, installation, or performance dates indicated in this Agreement are estimated and not guaranteed. Further, delivery time is subject to confirmation at time of order. Cummins shall not be liable to Customer or any third party for any loss, damage, or expense suffered by Customer or third party due to any delay in delivery, shipping, installation, or performance, however occasioned, including any delays in performance that result directly or indirectly from acts of Customer or causes beyond Cummins' control, including but not limited to acts of God, accidents, fire, explosions, flood, unusual weather conditions, acts of government authority, embargos, wars, strikes or other labor disputes, civil commotion, terrorism, sabotage, late delivery by Cummins' suppliers, fuel or other energy shortages, or an inability to obtain necessary labor, materials, supplies, equipment or manufacturing facilities. AS A RESULT OF COVID-19 RELATED EFFECTS OR INDUSTRY SUPPLY CHAIN DISRUPTIONS, TEMPORARY DELAYS IN DELIVERY, LABOR OR SERVICES FROM CUMMINS AND ITS SUB-SUPPLIERS OR SUBCONTRACTORS MAY OCCUR. AMONG OTHER FACTORS, CUMMINS' DELIVERY OBLIGATIONS ARE SUBJECT TO CORRECT AND PUNCTUAL SUPPLY FROM OUR SUB-SUPPLIERS OR SUBCONTRACTORS, AND CUMMINS RESERVES THE RIGHT TO MAKE PARTIAL DELIVERIES OR MODIFY ITS LABOR OR SERVICE. WHILE CUMMINS SHALL MAKE EVERY COMMERCIALLY REASONABLE EFFORT TO MEET THE DELIVERY, SERVICE OR COMPLETION OBLIGATIONS SET FORTH HEREIN, SUCH DATES ARE SUBJECT TO CHANGE. IN THE EVENT DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE IS DELAYED, HOWEVER OCCASSIONED, DUE TO EVENTS BEYOND CUMMINS' REASONABLE CONTROL, THEN THE DATE OF DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE FOR THE GOODS OR SERVICES SHALL BE EQUITABLY EXTENDED FOR A PERIOD EQUAL TO THE TIME LOST, PLUS REASONABLE RAMP-UP. 7. LIMITED WARRANTIES. New Goods: New Goods purchased or supplied under this Agreement are governed by the express written manufacturers' warranty. No other warranty for Goods supplied under this Agreement is provided under this Agreement. Cummins Exchange Components, Other Exchange Components, and Recon: Cummins will administer the Cummins exchange component warranty and the warranties of other manufacturers' exchange components or Recon Components which are sold by Cummins. In the event of defects in such items, only manufacturers' warranties will apply. HHP Exchange Engine: HHP Exchange Engines remanufactured by Cummins under this Agreement are governed by the express Cummins' written warranty. No other warranty for HHP exchange Engines supplied under this Agreement is provided under this Agreement." General Service Work: All Services shall be free from defects in workmanship (i) for power generation equipment (including engines in such equipment), for a period of ninety (90) days after completion of Services or 500 hours of operation, whichever occurs first; or (ii) for engines, for a period of ninety (90) days after completion of Services, 25,000 miles or 900 hours of operation, whichever occurs first. In the event of a warrantable defect in workmanship of Services supplied under this Agreement (""Warrantable Defect""), Cummins' obligation shall be solely limited to correcting the Warrantable Defect. Cummins shall correct the Warrantable Defect where (i) such Warrantable Defect becomes apparent to Customer during the warranty period; (ii) Cummins receives written notice of the Warrantable Defect within thirty (30) days following discovery by Customer; and (iii) Cummins has determined that there is a Warrantable Defect. Warrantable Defects remedied under this provision shall be subject to the remaining warranty period of the original warranty of the Services. New Goods supplied during the remedy of Warrantable Defects are warranted for the balance of the warranty period still available from the original warranty of such Goods. Used Goods: Used Goods are sold ""as is, where is"" unless exception is made in writing between Cummins and Customer. Customer agrees to inspect all used Goods before completing the purchase. THE REMEDIES PROVIDED IN THE LIMITED WARRANTIES AND THIS AGREEMENT ARE THE SOLE AND EXCLUSIVE WARRANTIES AND REMEDIES PROVIDED BY CUMMINS TO THE CUSTOMER UNDER THIS AGREEMENT. EXCEPT AS SET OUT IN THE WARRANTY AND THIS AGREEMENT, AND TO THE EXTENT PERMITTED BY LAW, CUMMINS EXPRESSLY DISCLAIMS ALL OTHER REPRESENTATIONS, WARRANTIES, ENDORSEMENTS, AND CONDITIONS OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, ANY STATUTORY OR COMMON LAW IMPLIED REPRESENTATIONS, WARRANTIES AND CONDITIONS OF FITNESS FOR A PURPOSE OR MERCHANTABILITY. 8. INDEMNIFICATION. Customer shall indemnify, defend and hold harmless Cummins from and against any and all claims, actions, costs, expenses, damages and liabilities, including reasonable attorneys' fees, brought against or incurred by Cummins related to or arising out of this Agreement or the Services and/or Goods supplied under this Agreement (collectively, the ""Claims""), where such Claims were caused or contributed, in whole or in part, by the acts, omissions, fault or negligence of the Customer. Customer shall present any Claims covered by this indemnity, including any tenders for defense and indemnity by Cummins to its insurance carrier unless Cummins directs that the defense will be handled by Cummins' legal counsel at Customer's expense. 9. LIMITATION OF LIABILITY. NOTWITHSTANDING ANY OTHER TERM OF THIS AGREEMENT, IN NO EVENT SHALL CUMMINS, ITS OFFICERS, DIRECTORS, EMPLOYEES, OR AGENTS BE LIABLE TO CUSTOMER OR ANY THIRD PARTY FOR ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE, LIQUIDATED, OR CONSEQUENTIAL DAMAGES OF ANY KIND (INCLUDING WITHOUT LIMITATION DOWNTIME, LOSS OF PROFIT OR REVENUE, LOSS OF DATA, LOSS OF OPPORTUNITY, DAMAGE TO GOODWILL, ENHANCED DAMAGES, MONETARY REQUESTS RELATING TO RECALL EXPENSES AND REPAIRS TO PROPERTY, AND/OR DAMAGES CAUSED BY DELAY), OR IN ANY WAY RELATED TO OR ARISING FROM CUMMINS' SUPPLY OF GOODS OR SERVICES UNDER THIS AGREEMENT. IN NO EVENT SHALL CUMMINS? LIABILITY TO CUSTOMER OR ANY THIRD PARTY CLAIMING DIRECTLY THROUGH CUSTOMER OR ON CUSTOMER?S BEHALF UNDER THIS AGREEMENT EXCEED THE TOTAL COST OF GOODS AND SERVICES SUPPLIED BY CUMMINS UNDER THIS AGREEMENT GIVING RISE TO THE CLAIM. BY ACCEPTANCE OF THIS AGREEMENT, CUSTOMER ACKNOWLEDGES CUSTOMER'S SOLE REMEDY AGAINST CUMMINS FOR ANY LOSS SHALL BE THE REMEDY PROVIDED HEREIN. 10. GOVERNING LAW AND JURISDICTION. This Agreement and all matters arising hereunder shall be governed by and construed in accordance with the laws of the State of Indiana without giving effect to any choice or conflict of law provision. The parties agree that the court of the State of Indiana shall have exclusive jurisdiction to settle any dispute or claim arising in connection with this Agreement. 11. ASSIGNMENT. This Agreement is binding on the parties and their successors and assigns. Customer shall not assign this Agreement without the prior written consent of Cummins. 12. CANCELLATION; TERMINATION. Orders placed with and accepted by Cummins may not be cancelled except with Cummins' prior written consent. Cummins may charge Customer a cancellation charge in accordance with current Cummins policy which is available upon request, in addition to the actual, non- recoverable costs incurred by Cummins. Cummins may terminate this Agreement, in whole or in part, for cause if the Customer breaches its obligations under this Agreement, and such breach is not cured within fifteen (15) days after written notice to Customer, or such longer time that Cummins may specify in its notice. Cummins may, at any time, terminate this Agreement for convenience upon thirty (30) days' written notice to Customer. If the Customer defaults by (i) breaching any term of this Agreement, (ii) becoming insolvent or declared bankrupt, or (iii) making an assignment for the benefit of creditors, Cummins may, upon written notice to Customer, immediately terminate this Agreement. Upon such termination for default, Cummins shall immediately cease any further performance under this Agreement, without further obligation or liability to Customer, and Customer shall pay Cummins for any Goods or Services supplied under this Agreement, in accordance with the payment terms detailed in this Agreement. If a notice of termination for default has been issued and is later determined, for any reason, that the Customer was not in default, the rights and obligations of the parties shall treat the termination as a termination for convenience. 13. REFUNDS; CREDITS. Goods ordered and delivered by Cummins under this Agreement are not returnable unless agreed to by Cummins. Cummins may, at its sole discretion, agree to accept Goods for return and provide credit where Goods are in new and saleable condition and presented with a copy of the original invoice. Credits for returns will be subject to up to a 15% handling/restocking charge and are limited to eligible items purchased from Cummins. 14. INTELLECTUAL PROPERTY. Any intellectual property rights created by either party, whether independently or jointly, in the course of the performance of this Agreement or otherwise related to Cummins pre-existing intellectual property or subject matter related thereto, shall be Cummins' property. Customer agrees to assign, and does hereby assign, all right, title, and interest to such intellectual property to Cummins. Any Cummins pre-existing intellectual property shall remain Cummins' property. Nothing in this Agreement shall be deemed to have given Customer a license or any other rights to use any of the intellectual property rights of Cummins. 15. COMPLIANCE WITH LAWS. Customer shall comply with all laws applicable to its activities under this Agreement, including without limitation, all applicable national, provincial, and local export, anti-bribery, environmental, health, and safety laws and regulations in effect. Customer acknowledges that the Goods, and any related technology that are sold or otherwise provided hereunder may be subject to export and other trade controls restricting the sale, export, re-export and/or transfer, directly or indirectly, of such Goods or technology to certain countries or parties, including, but not limited to, licensing requirements under applicable laws and regulations of the United States, the United Kingdom and other jurisdictions. It is the intention of Cummins to comply with these laws, rules, and regulations. Any other provision of this Agreement to the contrary notwithstanding, Customer shall comply with all such applicable laws relating to the cross-border movement of goods or technology, and all related orders in effect from time to time, and equivalent measures. Customer shall accept full responsibility for any and all civil or criminal liabilities and costs arising from any breaches of those laws and regulations and will defend, indemnify, and hold Cummins harmless from and against any and all fines, penalties, claim, damages, liabilities, judgments, costs, fees, and expenses incurred by Cummins or its affiliates as a result of Customer's breach. 16. CONFIDENTIALITY. Each party shall keep confidential any information received from the other that is not generally known to the public and at the time of disclosure, would reasonably be understood by the receiving party to be proprietary or confidential, whether disclosed in oral, written, visual, electronic, or other form, and which the receiving party (or agents) learns in connection with this Agreement including, but not limited to: (a) business plans, strategies, sales, projects and analyses; (b) financial information, pricing, and fee structures; (c) business processes, methods, and models; (d) employee and supplier information; (e) specifications; and (f) the terms and conditions of this Agreement. Each party shall take necessary steps to ensure compliance with this provision by its employees and agents. 17. PRICING. To the extent allowed by law, actual prices invoiced to Customer may vary from the price quoted at the time of order placement, as the same will be adjusted for prices prevailing on the date of shipment ('Shipment Date') or, in the case of Services, the date of performance ('Performance Date'), due to economic and market conditions on the Shipment Date or Performance Date, whichever is applicable. Subject to local laws, Cummins reserves the right to adjust pricing on goods and services due to input cost (including without limitation, raw materials, fabrication components, direct or indirect materials, packaging materials, overhead, etc.) and labor cost changes and/or other unforeseen circumstances beyond Cummins' control. 18. MISCELLANEOUS. All notices, including but not limited to disputes of invoices or otherwise, under this Agreement shall be in writing and be delivered personally, mailed via first class certified or registered mail, or sent by a nationally recognized express courier service to the addresses set forth in the Quote and/or Invoice. No amendment of this Agreement shall be valid unless it is writing and signed by the parties hereto. Failure of either party to require performance by the other party of any provision hereof shall in no way affect the right to require such performance at any time thereafter or the enforceability of the Agreement generally, nor shall the waiver by a party of a breach of any of the provisions hereof constitute a waiver of any succeeding breach. Any provision of this Agreement that is invalid or unenforceable shall not affect the validity or enforceability of the remaining terms hereof. The Parties' rights, remedies, and obligations under this Agreement, which by their nature are intended to continue beyond the termination or cancellation of this Agreement, including but not limited to the Section 9. Limitation of Liability provision contained herein, shall survive the expiration, termination, or cancellation of this Agreement. These terms are exclusive and constitute the entire agreement. Customer acknowledges that the provisions were freely negotiated and bargained for and Customer has agreed to purchase of the Goods and/or Services pursuant to these terms and conditions. Acceptance of this Agreement is expressly conditioned on Customer's assent to all such terms and conditions. Neither party has relied on any statement, representation, agreement, understanding, or promise made by the other except as expressly set out in this Agreement. Headings or other subdivisions of this Agreement are inserted for convenience of reference and shall not limit or affect the legal construction of any provision hereof. 19. To the extent applicable, this contractor and subcontractor shall abide by the requirements of 41 CFR §§ 60-1.4(a), 60-300.5(a) and 60-741.5(a). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities and prohibit discrimination against all individuals based on their race, color, religion, sex, sexual orientation, gender identity or national origin. Moreover, these regulations require that covered prime contractors and subcontractors take affirmative action to employ and advance in employment individuals without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status or disability. The employee notice requirements set forth in 29 CFR Part 471, Appendix A to Subpart A, are hereby incorporated by reference into this contract. 23-MAY-2024 Engine 4 ISL9 CM2250 E-ONE CYCLONE 15-DEC-2012 22-MAY-2024 53209 73427892 CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016- LOCAL 0.00 Billing Inquiries? Call (877)480-6970 28,457.79 28,457.79 0.00 10665 364466 CITY OF COTTAGE GROVE 12800 RAVINE PKWY COTTAGE GROVE, MN 55016-*** CHARGE *** ESTIMATE ST PAUL MN BRANCH 1600 BUERKLE ROAD WHITE BEAR LAKE, MN 55110-0000 3 THERE ARE ADDITIONAL CONTRACT TERMS ON THE REVERSE SIDE OF THIS DOCUMENT, INCLUDING LIMITATION ON WARRANTIES AND REMEDIES, WHICH ARE EXPRESSLY INCORPORATED HEREIN AND WHICH PURCHASER ACKNOWLEDGES HAVE BEEN READ AND FULLY UNDERSTOOD. Payment terms are 30 days from invoice date unless otherwise agreed upon in writing. Remit to: Cummins Sales and Service PO Box 772639 Detroit, MI 48277-2639 TO PAY ONLINE LOGON TO customerpayment.cummins.com (651)636-1000 TOTAL AMOUNT: US $ AUTHORIZED BY (print name)____________________________________SIGNATURE___________________________DATE_______________________ SUB TOTAL: TOTAL TAX: TAX EXEMPT NUMBERS: PAGE OF INVOICE NO OWNERBILL TO 4EN6AAA85C1007297OSN/MSN/VIN NICK ARRIGONI - 651 4028770 Completion date : 24-May-2024 07:00AM. Estimate expires : 22-Jun-2024 07:36AM. 4 12 1 1 28 10 1 1 0 0 0 0 0 0 0 0 SEAL,GROMMET SCREW,HEX FLANGE HEAD CAP TUBE,BREATHER ELEMENT,CV PB 1 S GN2 15W40 1-QT FLEETCOOL EX, EG BULK, GA CERTIFICATES MISC PARTS CECO CECO CECO FLG VALVOLINE FLG CERTIFICATES NSPART4 4.63 5.44 102.84 176.49 4.37 9.07 1,800.00 750.00 18.52 65.28 102.84 176.49 122.36 90.70 1,800.00 750.00 3103015 3944593 5255739 CV50628 C891001QT CC2743 NOW MISC PARTS DISCOUNT PARTS-BRANCH - 1,321.54 SURCHARGE TOTAL: 0.00 PARTS COVERAGE CREDIT: LABOR COVERAGE CREDIT: MISC. COVERAGE CREDIT: TOTAL PARTS: TOTAL LABOR: TOTAL MISC.: 15,765.43 13,475.70 - 1,321.54 0.00 0.00 0.00 15,765.43 13,475.70 - 1,321.54 PARTS: LABOR: MISC.: CR CR CR ORDERED ITEM CV50603 FLG Courtesy Inspection : List specific inspection finding or notes in comments Oil and coolant FAIL FAIL 3 TERMS AND CONDITIONS These terms and conditions ('Terms and Conditions'), together with the estimate/quote (the "Quote") and/or invoice ("Invoice") attached to these Terms and Conditions, are hereinafter collectively referred to as this "Agreement" and shall constitute the entire agreement between the customer ("Customer") identified on the Quote and/or Invoice and Cummins Inc. ("Cummins") and supersede any previous representation, statements, agreements or understanding (oral or written) between the parties with respect to the subject matter of this Agreement. Customer shall be deemed to have made an unqualified acceptance of these Terms and Conditions represents that by its signing of this Agreement that the signer represents that he or she is duly authorized to enter into this Agreement. Further, Customer authorizes, if applicable, the performance of services and labor on Customer's vehicle and/or equipment as provided. This shall become a binding agreement between the parties on the earliest of the following to occur: (i) Cummins' receipt of Customer's purchase order or purchase order number; (ii) Customer's signing or acknowledgment of this Agreement; (iii) Cummins' release of Products to production pursuant to Customer's oral or written instruction or direction; (iv) Customer's payment of any amounts due to Cummins; or (v) any other event constituting acceptance under applicable law. No prior inconsistent course of dealing, course of performance, or usage of trade, if any, constitutes a waiver of, or serves to explain or interpret, the Terms and Conditions set forth in this Agreement. Electronic transactions between Customer and Cummins will be solely governed by the Terms and Conditions of this Agreement, and any terms and conditions on Customer's website, vendor portal, or other internet site will be null and void and of no legal effect on Cummins. In the event Customer delivers, references, incorporates by reference, or produces any purchase order or document, vendor portal terms, specifications, agreement (whether upstream or otherwise), or any terms and conditions related thereto, then such specifications, terms, document, or other agreement: (i) shall be null and void and of no legal effect on Cummins, and (ii) this Agreement shall remain the governing terms of the transaction. 1. SCOPE OF SERVICES; PERFORMANCE OF SERVICES. Cummins shall supply part(s) and/or component(s) and/or engine(s) and/or generator set(s) (""Goods"") and/or perform the maintenance, troubleshooting, diagnostic testing, and/or repair (""Service(s)"") on the equipment identified in the Quote and/or Invoice (""Equipment""), if applicable, in accordance with the specifications in the Quote and/or Invoice. Unless otherwise agreed by the Parties in writing: (i) no additional services or goods are included in this Agreement; and (ii) this Quote is valid for a maximum period of thirty (30) days from the date appearing on the first page of this Quote ('Quote Validation Period'). At the end of the Quote Validation Period, this Quote will automatically expire unless accepted by Customer prior to the end of the Quote Validation Period. The foregoing notwithstanding, in no event shall this Quote Validation Period be deemed or otherwise considered to be a firm offer period nor to establish an option contract, and Cummins hereby reserves its right to revoke or amend this Quote at any time prior to Customer's acceptance. 2. CUSTOMER OBLIGATIONS. If necessary, Customer shall provide Cummins safe and free access to Customer's site and arrange for all related services and utilities necessary for Cummins to safely and freely perform the Services. During the performance of the Services, Customer shall fully and completely secure all or any part of any facility where the Equipment is located to remove and mitigate any and all safety issues and risks, including but not limited to injury to facility occupants, customers, invitees, or any third party and/or property damage or work interruption arising out of the Services. If applicable, Customer shall make all necessary arrangements to address and mitigate the consequences of any electrical service interruption which might occur during the Services. Customer is responsible for operating and maintaining the Equipment in accordance with the owner's manual for the Equipment. 3. INVOICING AND PAYMENT. Unless otherwise agreed to by the parties in writing and subject to credit approval by Cummins, payments are due thirty (30) days from the date of Invoice. If Customer does not have approved credit with Cummins, as solely determined by Cummins, payments are due in advance or at the time of supply of the Goods and/or Services. If payment is not received when due, in addition to any rights Cummins may have at law, Cummins may charge Customer eighteen percent (18%) interest annually on late payments, or the maximum amount allowed by law. Customer agrees to pay all Cummins' costs and expenses (including all reasonable attorneys' fees) related to Cummins' enforcement and collection of unpaid invoices, or any other enforcement of this Agreement by Cummins. If Customer fails to make any payments to Cummins when due and payable, and such failure continues for more than sixty (60) days from the date of the invoice, or less if required by applicable law, then Cummins may, at Cummins' sole discretion and without prejudice to any other rights or remedies, either (i) terminate this Agreement; or (ii) suspend its Services and/or suspend delivery of any undelivered Goods or parts in Cummins' possession until payment for unpaid invoices is received. In the event that Cummins suspends its performance of Services due to Customer's breach or non-payment, then Cummins shall be entitled to an equitable extension of its delivery dates and/or schedule of Services for a period of time equal to the suspension period, plus a reasonable ramp up period and all costs (including default interest) caused by such suspension shall be assumed by Customer. Any dispute or claim Customer may have with or against Cummins' invoice, regarding the scope, quality or amount charged for any parts or services provided to Customer, must be asserted in writing and noticed pursuant to these Terms and Conditions within thirty (30) days of the date of the invoice, or shall be waived by the Customer. 4. TAXES; EXEMPTIONS. The Invoice includes all applicable local, state, or federal sales and/or use or similar taxes which Cummins is required by applicable laws to collect from Customer under this Agreement. Customer must provide a valid tax exemption certificate or direct payment certificate prior to shipment of the Goods or performance of the Services, or such taxes will be included in the Invoice. 5. DELIVERY; TITLE AND RISK OF LOSS. Unless otherwise agreed in writing by the parties, any Goods supplied under this Agreement shall be delivered FOB Origin, freight prepaid to the first destination. If agreed, any charges for third party freight are subject to adjustment to reflect any change in price at time of shipment. Unless otherwise agreed to, packaging method, shipping documents and manner, route and carrier and delivery shall be as Cummins deems appropriate. All shipments are made within normal business hours, Monday through Friday. Unless otherwise agreed in writing by the parties, title and risk of loss for any Goods sold under this Agreement shall pass to Customer upon delivery of Goods by Cummins to freight carrier or to Customer at pickup at Cummins' facility. The purchase of Goods or the performance of Services on Equipment, Customer-owned motor vehicle, or any other personal property, is a 'take or pay' obligation on the part of the Customer, such that Customer is absolutely and irrevocably required to accept and pay for the Goods, or any Services performed on Equipment, Customer-owned motor vehicle, or any other personal property, if delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. In the event Customer fails to pick-up Equipment, Customer-owned motor vehicle, or any other personal property, or fails to take any or all shipments of Goods ordered hereunder within thirty (30) days of the agreed upon delivery date, Cummins shall invoice the Customer and, upon Cummins' sole discretion, Cummins may either: (i) deliver the Goods or Equipment to the location indicated on Customer's purchase order (regardless of whether Customer elected to pick up the Goods or Equipment at Cummins' facility or otherwise indicated an alternate delivery method), and Customer shall assume all associated delivery costs incurred by Cummins, or (ii) charge storage fees for the additional inventory holding period, the additional inventory holding period not to exceed sixty (60) days from the agreed upon delivery date or the date of completion of Services, unless otherwise agreed by Cummins in writing or required by law. A storage fee of twenty-five dollars ($25.00) per day or one and one-half percent (1.5%) per month of the invoiced amount, whichever is greater, shall be assessed for any Goods, Equipment, Customer-owned motor vehicle, or any other personal property, whose delivery or pick-up is delayed, deferred, or refused by Customer beyond thirty (30) days from the agreed upon delivery date or the date of completion of Services. Unless otherwise agreed by Cummins in writing, in the event delivery or pick-up of Goods, Equipment, Customer-owned motor vehicle, or any other personal property, are delayed, deferred, or refused by Customer beyond sixty (60) days from the agreed upon delivery or pick-up date, or date of completion of Services, then Cummins has the right, in its sole discretion, to: (i) tow, remove, or otherwise dispose of the unclaimed Goods, Equipment, Customer-owned motor vehicle, or any other personal property, in accordance with applicable abandonment laws, and/or (ii) make the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, available for auction or sale to other customers or to the public, or (iii) otherwise use, destroy, or recycle the Goods, Equipment, Customer-owned motor vehicle, or any other personal property, at Customer's sole cost and expense, and without any liability to Cummins. 6. DELAYS. Any delivery, shipping, installation, or performance dates indicated in this Agreement are estimated and not guaranteed. Further, delivery time is subject to confirmation at time of order. Cummins shall not be liable to Customer or any third party for any loss, damage, or expense suffered by Customer or third party due to any delay in delivery, shipping, installation, or performance, however occasioned, including any delays in performance that result directly or indirectly from acts of Customer or causes beyond Cummins' control, including but not limited to acts of God, accidents, fire, explosions, flood, unusual weather conditions, acts of government authority, embargos, wars, strikes or other labor disputes, civil commotion, terrorism, sabotage, late delivery by Cummins' suppliers, fuel or other energy shortages, or an inability to obtain necessary labor, materials, supplies, equipment or manufacturing facilities. AS A RESULT OF COVID-19 RELATED EFFECTS OR INDUSTRY SUPPLY CHAIN DISRUPTIONS, TEMPORARY DELAYS IN DELIVERY, LABOR OR SERVICES FROM CUMMINS AND ITS SUB-SUPPLIERS OR SUBCONTRACTORS MAY OCCUR. AMONG OTHER FACTORS, CUMMINS' DELIVERY OBLIGATIONS ARE SUBJECT TO CORRECT AND PUNCTUAL SUPPLY FROM OUR SUB-SUPPLIERS OR SUBCONTRACTORS, AND CUMMINS RESERVES THE RIGHT TO MAKE PARTIAL DELIVERIES OR MODIFY ITS LABOR OR SERVICE. WHILE CUMMINS SHALL MAKE EVERY COMMERCIALLY REASONABLE EFFORT TO MEET THE DELIVERY, SERVICE OR COMPLETION OBLIGATIONS SET FORTH HEREIN, SUCH DATES ARE SUBJECT TO CHANGE. IN THE EVENT DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE IS DELAYED, HOWEVER OCCASSIONED, DUE TO EVENTS BEYOND CUMMINS' REASONABLE CONTROL, THEN THE DATE OF DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE FOR THE GOODS OR SERVICES SHALL BE EQUITABLY EXTENDED FOR A PERIOD EQUAL TO THE TIME LOST, PLUS REASONABLE RAMP-UP. 7. LIMITED WARRANTIES. New Goods: New Goods purchased or supplied under this Agreement are governed by the express written manufacturers' warranty. No other warranty for Goods supplied under this Agreement is provided under this Agreement. Cummins Exchange Components, Other Exchange Components, and Recon: Cummins will administer the Cummins exchange component warranty and the warranties of other manufacturers' exchange components or Recon Components which are sold by Cummins. In the event of defects in such items, only manufacturers' warranties will apply. HHP Exchange Engine: HHP Exchange Engines remanufactured by Cummins under this Agreement are governed by the express Cummins' written warranty. No other warranty for HHP exchange Engines supplied under this Agreement is provided under this Agreement." General Service Work: All Services shall be free from defects in workmanship (i) for power generation equipment (including engines in such equipment), for a period of ninety (90) days after completion of Services or 500 hours of operation, whichever occurs first; or (ii) for engines, for a period of ninety (90) days after completion of Services, 25,000 miles or 900 hours of operation, whichever occurs first. In the event of a warrantable defect in workmanship of Services supplied under this Agreement (""Warrantable Defect""), Cummins' obligation shall be solely limited to correcting the Warrantable Defect. Cummins shall correct the Warrantable Defect where (i) such Warrantable Defect becomes apparent to Customer during the warranty period; (ii) Cummins receives written notice of the Warrantable Defect within thirty (30) days following discovery by Customer; and (iii) Cummins has determined that there is a Warrantable Defect. Warrantable Defects remedied under this provision shall be subject to the remaining warranty period of the original warranty of the Services. New Goods supplied during the remedy of Warrantable Defects are warranted for the balance of the warranty period still available from the original warranty of such Goods. Used Goods: Used Goods are sold ""as is, where is"" unless exception is made in writing between Cummins and Customer. Customer agrees to inspect all used Goods before completing the purchase. THE REMEDIES PROVIDED IN THE LIMITED WARRANTIES AND THIS AGREEMENT ARE THE SOLE AND EXCLUSIVE WARRANTIES AND REMEDIES PROVIDED BY CUMMINS TO THE CUSTOMER UNDER THIS AGREEMENT. EXCEPT AS SET OUT IN THE WARRANTY AND THIS AGREEMENT, AND TO THE EXTENT PERMITTED BY LAW, CUMMINS EXPRESSLY DISCLAIMS ALL OTHER REPRESENTATIONS, WARRANTIES, ENDORSEMENTS, AND CONDITIONS OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, ANY STATUTORY OR COMMON LAW IMPLIED REPRESENTATIONS, WARRANTIES AND CONDITIONS OF FITNESS FOR A PURPOSE OR MERCHANTABILITY. 8. INDEMNIFICATION. Customer shall indemnify, defend and hold harmless Cummins from and against any and all claims, actions, costs, expenses, damages and liabilities, including reasonable attorneys' fees, brought against or incurred by Cummins related to or arising out of this Agreement or the Services and/or Goods supplied under this Agreement (collectively, the ""Claims""), where such Claims were caused or contributed, in whole or in part, by the acts, omissions, fault or negligence of the Customer. Customer shall present any Claims covered by this indemnity, including any tenders for defense and indemnity by Cummins to its insurance carrier unless Cummins directs that the defense will be handled by Cummins' legal counsel at Customer's expense. 9. LIMITATION OF LIABILITY. NOTWITHSTANDING ANY OTHER TERM OF THIS AGREEMENT, IN NO EVENT SHALL CUMMINS, ITS OFFICERS, DIRECTORS, EMPLOYEES, OR AGENTS BE LIABLE TO CUSTOMER OR ANY THIRD PARTY FOR ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE, LIQUIDATED, OR CONSEQUENTIAL DAMAGES OF ANY KIND (INCLUDING WITHOUT LIMITATION DOWNTIME, LOSS OF PROFIT OR REVENUE, LOSS OF DATA, LOSS OF OPPORTUNITY, DAMAGE TO GOODWILL, ENHANCED DAMAGES, MONETARY REQUESTS RELATING TO RECALL EXPENSES AND REPAIRS TO PROPERTY, AND/OR DAMAGES CAUSED BY DELAY), OR IN ANY WAY RELATED TO OR ARISING FROM CUMMINS' SUPPLY OF GOODS OR SERVICES UNDER THIS AGREEMENT. IN NO EVENT SHALL CUMMINS? LIABILITY TO CUSTOMER OR ANY THIRD PARTY CLAIMING DIRECTLY THROUGH CUSTOMER OR ON CUSTOMER?S BEHALF UNDER THIS AGREEMENT EXCEED THE TOTAL COST OF GOODS AND SERVICES SUPPLIED BY CUMMINS UNDER THIS AGREEMENT GIVING RISE TO THE CLAIM. BY ACCEPTANCE OF THIS AGREEMENT, CUSTOMER ACKNOWLEDGES CUSTOMER'S SOLE REMEDY AGAINST CUMMINS FOR ANY LOSS SHALL BE THE REMEDY PROVIDED HEREIN. 10. GOVERNING LAW AND JURISDICTION. This Agreement and all matters arising hereunder shall be governed by and construed in accordance with the laws of the State of Indiana without giving effect to any choice or conflict of law provision. The parties agree that the court of the State of Indiana shall have exclusive jurisdiction to settle any dispute or claim arising in connection with this Agreement. 11. ASSIGNMENT. This Agreement is binding on the parties and their successors and assigns. Customer shall not assign this Agreement without the prior written consent of Cummins. 12. CANCELLATION; TERMINATION. Orders placed with and accepted by Cummins may not be cancelled except with Cummins' prior written consent. Cummins may charge Customer a cancellation charge in accordance with current Cummins policy which is available upon request, in addition to the actual, non- recoverable costs incurred by Cummins. Cummins may terminate this Agreement, in whole or in part, for cause if the Customer breaches its obligations under this Agreement, and such breach is not cured within fifteen (15) days after written notice to Customer, or such longer time that Cummins may specify in its notice. Cummins may, at any time, terminate this Agreement for convenience upon thirty (30) days' written notice to Customer. If the Customer defaults by (i) breaching any term of this Agreement, (ii) becoming insolvent or declared bankrupt, or (iii) making an assignment for the benefit of creditors, Cummins may, upon written notice to Customer, immediately terminate this Agreement. Upon such termination for default, Cummins shall immediately cease any further performance under this Agreement, without further obligation or liability to Customer, and Customer shall pay Cummins for any Goods or Services supplied under this Agreement, in accordance with the payment terms detailed in this Agreement. If a notice of termination for default has been issued and is later determined, for any reason, that the Customer was not in default, the rights and obligations of the parties shall treat the termination as a termination for convenience. 13. REFUNDS; CREDITS. Goods ordered and delivered by Cummins under this Agreement are not returnable unless agreed to by Cummins. Cummins may, at its sole discretion, agree to accept Goods for return and provide credit where Goods are in new and saleable condition and presented with a copy of the original invoice. Credits for returns will be subject to up to a 15% handling/restocking charge and are limited to eligible items purchased from Cummins. 14. INTELLECTUAL PROPERTY. Any intellectual property rights created by either party, whether independently or jointly, in the course of the performance of this Agreement or otherwise related to Cummins pre-existing intellectual property or subject matter related thereto, shall be Cummins' property. Customer agrees to assign, and does hereby assign, all right, title, and interest to such intellectual property to Cummins. Any Cummins pre-existing intellectual property shall remain Cummins' property. Nothing in this Agreement shall be deemed to have given Customer a license or any other rights to use any of the intellectual property rights of Cummins. 15. COMPLIANCE WITH LAWS. Customer shall comply with all laws applicable to its activities under this Agreement, including without limitation, all applicable national, provincial, and local export, anti-bribery, environmental, health, and safety laws and regulations in effect. Customer acknowledges that the Goods, and any related technology that are sold or otherwise provided hereunder may be subject to export and other trade controls restricting the sale, export, re-export and/or transfer, directly or indirectly, of such Goods or technology to certain countries or parties, including, but not limited to, licensing requirements under applicable laws and regulations of the United States, the United Kingdom and other jurisdictions. It is the intention of Cummins to comply with these laws, rules, and regulations. Any other provision of this Agreement to the contrary notwithstanding, Customer shall comply with all such applicable laws relating to the cross-border movement of goods or technology, and all related orders in effect from time to time, and equivalent measures. Customer shall accept full responsibility for any and all civil or criminal liabilities and costs arising from any breaches of those laws and regulations and will defend, indemnify, and hold Cummins harmless from and against any and all fines, penalties, claim, damages, liabilities, judgments, costs, fees, and expenses incurred by Cummins or its affiliates as a result of Customer's breach. 16. CONFIDENTIALITY. Each party shall keep confidential any information received from the other that is not generally known to the public and at the time of disclosure, would reasonably be understood by the receiving party to be proprietary or confidential, whether disclosed in oral, written, visual, electronic, or other form, and which the receiving party (or agents) learns in connection with this Agreement including, but not limited to: (a) business plans, strategies, sales, projects and analyses; (b) financial information, pricing, and fee structures; (c) business processes, methods, and models; (d) employee and supplier information; (e) specifications; and (f) the terms and conditions of this Agreement. Each party shall take necessary steps to ensure compliance with this provision by its employees and agents. 17. PRICING. To the extent allowed by law, actual prices invoiced to Customer may vary from the price quoted at the time of order placement, as the same will be adjusted for prices prevailing on the date of shipment ('Shipment Date') or, in the case of Services, the date of performance ('Performance Date'), due to economic and market conditions on the Shipment Date or Performance Date, whichever is applicable. Subject to local laws, Cummins reserves the right to adjust pricing on goods and services due to input cost (including without limitation, raw materials, fabrication components, direct or indirect materials, packaging materials, overhead, etc.) and labor cost changes and/or other unforeseen circumstances beyond Cummins' control. 18. MISCELLANEOUS. All notices, including but not limited to disputes of invoices or otherwise, under this Agreement shall be in writing and be delivered personally, mailed via first class certified or registered mail, or sent by a nationally recognized express courier service to the addresses set forth in the Quote and/or Invoice. No amendment of this Agreement shall be valid unless it is writing and signed by the parties hereto. Failure of either party to require performance by the other party of any provision hereof shall in no way affect the right to require such performance at any time thereafter or the enforceability of the Agreement generally, nor shall the waiver by a party of a breach of any of the provisions hereof constitute a waiver of any succeeding breach. Any provision of this Agreement that is invalid or unenforceable shall not affect the validity or enforceability of the remaining terms hereof. The Parties' rights, remedies, and obligations under this Agreement, which by their nature are intended to continue beyond the termination or cancellation of this Agreement, including but not limited to the Section 9. Limitation of Liability provision contained herein, shall survive the expiration, termination, or cancellation of this Agreement. These terms are exclusive and constitute the entire agreement. Customer acknowledges that the provisions were freely negotiated and bargained for and Customer has agreed to purchase of the Goods and/or Services pursuant to these terms and conditions. Acceptance of this Agreement is expressly conditioned on Customer's assent to all such terms and conditions. Neither party has relied on any statement, representation, agreement, understanding, or promise made by the other except as expressly set out in this Agreement. Headings or other subdivisions of this Agreement are inserted for convenience of reference and shall not limit or affect the legal construction of any provision hereof. 19. To the extent applicable, this contractor and subcontractor shall abide by the requirements of 41 CFR §§ 60-1.4(a), 60-300.5(a) and 60-741.5(a). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities and prohibit discrimination against all individuals based on their race, color, religion, sex, sexual orientation, gender identity or national origin. Moreover, these regulations require that covered prime contractors and subcontractors take affirmative action to employ and advance in employment individuals without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status or disability. The employee notice requirements set forth in 29 CFR Part 471, Appendix A to Subpart A, are hereby incorporated by reference into this contract. 1 City Council Action Request 7.M. Meeting Date 6/5/2024 Department Public Safety Agenda Category Action Item Title Sale of Surplus Property Staff Recommendation Authorize Public Works to advertise and sell brush truck and UTV pumps on auction site. Budget Implication N/A Attachments None 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner DATE: June 5, 2024 RE: Sale of Surplus Property Discussion The Fire Department has been evaluating our fleet and determined we could reduce some vehicles. We identified a brush truck, utility truck and UTV not being needed with our fleet plan, so they were transferred to Public Works for their use. Public Works has no need for the pumps that were on those vehicles. The fire department is requesting to sell the pumps. Public Works handles the sale of surplus property. Recommendation Authorize Public Works to advertise and sell brush truck and UTV pumps on auction site. Attachments None 1 City Council Action Request 7.N. Meeting Date 6/5/2024 Department Public Safety Agenda Category Action Item Title Public Safety Department Reallocation of Budgeted Item Staff Recommendation Approve reallocating the approved $140,000.00 in the 2024 police budget to purchase mobile squad radios and ballistic helmets. Budget Implication N/A Attachments None 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner DATE: June 5, 2024 RE: Public Safety Department Reallocation of Budgeted Item Discussion In the 2024 budget, there is $140,000 allocated towards purchasing and installing a security fence around the lower Police Department parking lot. This was originally asked for in 2021 after the civil unrest. Since that time, we have entered into a metro wide fence consortium agreement that would supply security fencing should the need arise. This funding was then later approved as part of the 2024 budget. The Police Division would like to reallocate those budgeted dollars to cover other more pressing needs that have not been covered in our budget process. New mobile police radios for our squads have been on the budget since 2021 as part of the squad builds; however, it has routinely been removed due to the unpredictable price increases in purchasing and equipping squad cars. The decision to push off these purchases was only made to continue replacing squads in the most efficient manner. Washington County has informed us that all of our mobile radios will need to be upgraded to the encrypted version by January 2026. With this new timeframe, we need to purchase 20 additional mobile radios in addition to the 10 we have already purchased in the last two years. The current state contracted price is $6,363.36 per unit, 20 units needed, totaling $127,267.20. The remaining $12,732.80 would be used to purchase expiring ballistic helmets for the patrol division. The Police Division believes this is a more appropriate use of these funds, and this alleviates the need for a budget addition in the 2025 budget. Recommendation Approve reallocating the approved $140,000.00 in the 2024 police budget to purchase mobile squad radios and ballistic helmets. Attachments 2 None 1 City Council Action Request 7.O. Meeting Date 6/5/2024 Department IT Department Agenda Category Action Item Title Public Works Security Camera Expansion Staff Recommendation The staff recommends approving the purchase of security camera licensing, hardware, and installation services from LVC in the amount of $23,922, as detailed in the attached quote. Budget Implication This is a non-budgeted request that will be purchased through the Self-Insurance Fund in the amount of $23.922. The attached quote includes licensing, hardware, and installation Attachments 1. LVC PW Cameras 2024Quote 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Brian Bluhm DATE: June 5, 2024 RE: Public Works Security Camera Expansion Discussion The City of Cottage Grove has added surveillance cameras at city buildings, parks, and other properties to increase security, deter vandalism, and provide a sense of safety for Cottage Grove residents and employees. The City of Cottage Grove Public Works currently has four (4) surveillance cameras providing security in the lobby, gas pumps, and yard for security purposes. These cameras have served the city well, but there are still areas including employee parking that are underserved. Over the last year, there has been an increase in the number of incidents in the Public Works parking lot such as catalytic converter thefts. As new park buildings, water treatment plants, and other buildings have been developed and built, city staff have been moving security cameras to a new system that is more cost-effective, accessible, and lower maintenance than the legacy system. This has allowed law enforcement and authorized staff to access the surveillance system and maintain compliance with federal NDAA guidelines more readily. This proposal is for licensing of the existing cameras at Public Works and incorporating them into the new camera system infrastructure. It also includes adding additional cameras to cover non-covered areas such as employee parking, as well as labor and materials. This is a non- budgeted request that will be purchased through the Self-Insurance Fund. A quote is attached from the cities security vendor for licensing, hardware, and installation in the amount of $23,922.00. Recommendation The staff recommends approving the purchase of security camera licensing, hardware, and installation services from LVC in the amount of $23,922, as detailed in the attached quote. Attachments 2 1. LVC PW Cameras 2024Quote FIRE PROTECTION ∙ FIRE ALARMS & LIFE SAFETY ∙ SECURITY ∙ STRUCTURED CABLING COMMUNICATION ∙ NATIONAL SERVICES ∙ SERVICE Security Proposal City of Cottage Grove Public Works Cameras V2 Prepared for: Brian Bluhm IT Manager Direct: 651-458-2880 General: 651-458-2800 bbluhm@cottagegrovemn.gov Prepared by: Keith Kranz Date: 2/8/2024 LVC is pleased to provide this proposal for the systems in the above-referenced project. Page 2 of 4 LVC is pleased to provide this proposal to install a new Hanwha WAVE NVR, additional cameras in the parking area and licensing to record the new and (6) existing cameras. This proposal is based on information provided via email and all existing cameras are IP, ONVIF Profile S compatible. Material Summary 001 1U Wisenet WAVE Network Video Recorder with 16TB of Raw Storage 010 Wisenet WAVE Professional Camera License 002 Hanwha Q Series Vandal Outdoor Dome Cameras with 5MP Resolution 002 Hanwha P Series Vandal Outdoor Dual Image Camera 2X6MP 001 Lift Rental for Camera and Cable Installation Lot Cable as Required Lot Installation, Programming, and Testing Labor This proposal includes material cost only. Unless otherwise specified, sales tax and freight are included in the base bid price. The total project investment is $23,922.00. Clarifications: • LVC will provide a one-year warranty on parts and labor commencing on the date of AHJ or Owner acceptance. • Drawings are not included in this proposal. • All programming and panel terminations are to be done by LVC Companies. • All cabling will be installed to industry standards and with proper support. • All cabling pathways are assumed to be available for use without additional conduits, fire sleeves, core holes, or other means to run cabling. • Cabling will be plenum where required. Exclusions: • All electrical, including but not limited to 120VAC connections, rough-in conduits and boxes, other conduit, raceways, penetrations, cable trays, POE entry sleeves, floor X-rays, surface raceways for low voltage cable pathways, telephone grounding bus bars, plywood phone bars, plywood backboard, and power poles shall be supplied by electrician or others. • Electrical to verify all conduits are free from obstructions. • LVC Companies is not responsible for any repairs of sheetrock, ceiling tile, tile grid, or any superficial material, including paint, wall covering, paneling wood, steel studs, access hatches, or any non-supporting structure material related to completing the installation of the system. SCOPE OF WORK INVESTMENT SUMMARY CLARIFICATIONS AND EXCLUSIONS Page 3 of 4 • Network IP addresses and connectivity for access control panels and/or video management shall be provided by Customer or others. • All network connectivity, including switches and patch panels, shall be provided by Customer or others. • Unless otherwise noted, the following are not included in this proposal: o Demolition of existing systems, devices, or cabling • Pricing is generally valid for 30 days from the date of this proposal. However, due to the unforeseen global pandemic and the consistent unplanned supply chain challenges, LVC reserves the right to charge additional fees and/or change orders associated with unknown and unplanned tariffs, additional shipping charges, and/or material cost increases at any time before the project start or during the project regardless of initially agreed contract price. LVC will supply data and information for these changes as necessary. • LVC will require sufficient lead-time (in general, a minimum of 2-weeks) to order parts, schedule, and complete the submittal and permitting process. Project kickoff is dependent on LVC's ability to secure materials on time. Factors outside LVC's control may necessitate timeline changes, such as material or shipping delays. • Any changes by the Customer, or work outside the Scope of Work, will result in additional costs. Additional work will be discussed as soon as identified to keep all parties informed and keep the project on schedule. A change order process will occur and be presented for Customer approval before additional work is completed. • The design and intent of the items listed in this system specification or proposal are considered intellectual property owned by LVC Companies and will not be disclosed to any other party other than those intended by LVC Companies. Disclosure of this design or intent will subject the discloser to consultant and design fees. • All materials will be billed at the time of procurement. • Change orders will be billed at the time of acceptance. • Credit card payments will be charged a fee of 3%. • Payment terms are net 30 from the invoice date. GENERAL TERMS AND CONDITIONS Page 4 of 4 Thank you for your consideration. We welcome your questions, any further discussion, and proposal acceptance. Best regards, Keith Kranz System Sales 952-367-7047 kkranz@lvcinc.com I have reviewed and accepted this proposal. Name Title Signature Date PROPOSAL ACCEPTANCE 1 City Council Action Request 7.P. Meeting Date 6/5/2024 Department Parks and Recreation Agenda Category Action Item Title River Oaks Irrigation Project Final Payment Staff Recommendation 1) Authorize change order credit of $4,700 for turf restorative work completed by the City. 2) Authorize resolution 2024-085 approving final payment to Mid-America Golf & Landscape, Inc. in the amount of $13,065.92 for the River Oaks Irrigation Project. Budget Implication $13,065.92 from Golf Course Maintenance Fund. Attachments 1. 1- Memo for Final Payment 2. 2-Resolution - Midwest Final Payment 3. 3-Closeout Docs To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Zac Dockter, Parks and Recreation Director Date:May 23, 2024 Subject:River Oaks Irrigation Project Final Payment Introduction/Background Mid-America Golf & Landscape, Inc. is the contractor for the River Oaks Irrigation Project. The original contract sum was $2,146,921.00. A credit of $4,700.00 is being applied to the contract to deduct expenses related to turf restoration work performed by the River Oaks maintenance staff ahead of the contractor’s final punchlist work requirements (to improve course playability). With that credit, the current contract sum is $2,142,221.00 with $2,129,155.08 having been paid to date. Mid-America Golf & Landscape, Inc.’s work has been completed satisfactorily on this project and has supplied the appropriate contract closeout documentation. Staff is recommending final payment for the amount of $13,065.92. Staff Recommendation 1. Authorize change order credit of $4,700 for turf restorative work completed by City. 2. Authorize resolution 2024-085 approving final payment to Mid-America Golf & Landscape, Inc. in the amount of $13,065.92 for the River Oaks Irrigation Project. RESOLUTION NO. 2024-085 RESOLUTION APPROVING FINAL PAYMENT TO MID-AMERICA GOLF & LANDSCAPE, INC. IN THE AMOUNT OF $13,065.92 FOR CONTRACTED IRRIGATION WORK AT THE RIVER OAKS IRRIGATION PROJECT WHEREAS, the City of Cottage Grove contracted Mid-America Golf & Landscape, Inc. for irrigation work for the River Oaks Irrigation Project in the amount of $2,146,921.00; and WHEREAS, a change order for a credit of $4,700 brings the total contract sum to $2,142,221.00; and WHEREAS, the City has made previous contract payments to Mid- America Golf & Landscape in the amount of $2,129,155.08; and WHEREAS, Mid-America Golf & Landscape, Inc.’s work is completed satisfactorily in accordance to the contract and has supplied the appropriate contract closeout documentation. NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the City of Cottage Grove approves final payment to Mid-America Golf & Landscape, Inc. in the amount of $13,065.92 for contracted irrigation work at the River Oaks Irrigation Project. Passed this 5th day of June 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk 1 City Council Action Request 7.Q. Meeting Date 6/5/2024 Department Public Works Agenda Category Action Item Title MDH Source Water Protection Grant Agreement Approval Staff Recommendation Authorize execution of the of the Source Water Protection Grant Agreement with the Minnesota Department of Health. Budget Implication $12,000 from the Water Utility Fund, $10,000 from Grant Funding. Attachments 1. 1_ Memo - MDH Source Water Protection Grant Agreement_2024-5-30 2. 2_MDH Source Water Protection Grant Agreement To:Honorable Mayor and City Council Jennifer Levitt, PE, City Administrator From:Ryan Burfeind, PE, Public Works Director Date:May 30, 2024 Re:Source Water Protection Grant Agreement – Irrigation Well Sealing Background When the City was dedicated the right-of-way for the new 100th Street, just west of the NorthPoint project, an irrigation well was included in the property that was acquired. This dedication was directly from the landowner, and not part of a development project. Decommissioning of this well was a combined effort with the landowner removing all equipment, and the City handling sealing of the well following our wellhead protection plan. Discussion To assist in paying for sealing of this well, the City applied for a Source Water Protection Grant through the Minnesota Department of Health (MDH). These grants will fund up to $10,000, which can be used for projects such as well sealing. Sealing of abandoned wells is critical to ensure contaminants do not migrate through different groundwater aquifers. The City recently received notice that our grant application was successful. A grant agreement has been provided by MDH for execution, which has been reviewed by the City Attorney. The total estimated cost to seal the well is $22,000, the remaining $12,000 above the grant amount will be paid for by the water utility fund. Recommendation It is recommended that the City Council authorize execution of the of the Source Water Protection Grant Agreement with the Minnesota Department of Health. Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 1 of 15 Minnesota Department of Health Grant Agreement Cover Sheet You have received a grant agreement from the Minnesota Department of Health (MDH). Information about the grant agreement, including funding details, are included below. Contact your MDH Grant Manager if you have questions about this cover sheet. ATTACHMENT: Grant Agreement CONTACT FOR MDH: Eddie Wojski, 651-201-4576, eddie.wojski@state.mn.us Grantee SWIFT Information Grant Agreement Information Program & Funding Information Name of MDH Grantee (as it appears in SWIFT): City of Cottage Grove SWIFT Contract Number: 247972 MDH Program Name: Drinking Water Protection Grantee SWIFT Vendor Number: 0000197677 SWIFT Vendor Location Code: 001 Effective Date: 5/15/2024, OR the date all signatures are collected and the agreement is fully executed, whichever is later. Expiration Date: 8/29/2025 Total State Grant Funds: $10,000.00 Total Federal Grant Funds: $0.00 Total Grant Funds (all funds): $10,000.00 DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 2 of 15 Minnesota Department of Health Grant Agreement This grant agreement is between the State of Minnesota, acting through its Commissioner of the Department of Health (“MDH”) and City of Cottage Grove (“Grantee”). Grantee’s address is 12800 Ravine Parkway S., Cottage Grove, Minnesota 55016. Recitals 1. MDH is empowered to enter into this grant agreement under Minn. Stat. §§ 144.05 and 144.0742 along with §114D.50 Clean Water Fund.. 2. MDH is in need of assisting public water suppliers to protect the source of drinking water. 3. The vision of MDH is for health equity in Minnesota, where all communities are thriving and all people have what they need to be healthy. Health equity is achieved when every person has the opportunity to attain their health potential. Grantee agrees, where applicable, to perform its work with advancing health equity as a goal. 4. Grantee represents that it is duly qualified and will perform all the activities according to the terms of this grant agreement. Grantee agrees to minimize administrative costs as a condition of this grant agreement pursuant to Minn. Stat. § 16B.98, subd 1. Grant Agreement 1. Term of Agreement 1.1. Effective Date May 15, 2024, or the date MDH obtains all required signatures under Minn. Stat. § 16B.98, subd. 5, whichever is later. Per Minn. Stat. § 16B.98, subd 7, no payments will be made to the Grantee until this grant agreement is fully executed. Grantee must not begin work until this grant agreement is fully executed and MDH’s Authorized Representative has notified Grantee that work may commence. 1.2. Expiration Date August 29, 2025, or until all obligations have been fulfilled to the satisfaction of MDH, whichever occurs first. 1.3. Survival of Terms The following clauses survive the expiration or cancellation of this grant agreement: Liability; Financial Examinations; Government Data Practices and Data Disclosure; Ownership of Equipment and Supplies; Intellectual Property; Publicity and Endorsement; and Governing Law, Jurisdiction, and Venue. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 3 of 15 2. Activities 2.1. MDH’s Activities MDH activities, in accordance with the Minnesota Department of Administration's Office of Grants Management's policies and federal regulations, may include but are not limited to financial reconciliations, site visits, programmatic monitoring of activities performed, and grant activity evaluation. 2.2. Grantee’s Activities Grantee, who is not a state employee, shall conduct the activities specified in Exhibit A, which is attached and incorporated into this grant agreement. 3. Time Grantee is required to perform all of the activities stated in this grant agreement, and any incorporated exhibits, within the grant agreement period. MDH is not obligated to extend the grant agreement period. Failure to meet a deadline may be a basis for a determination by MDH’s Authorized Representative that Grantee has not complied with the terms of the grant agreement. 4. Award and Payment MDH will award funds to Grantee for all activities performed in accordance with this grant agreement. 4.1. Grant Award Reimbursement will be in accordance with the agreed upon budget contained in Exhibit B, which is attached and incorporated into this grant agreement 4.2. Travel Expenses Grantee will be reimbursed for mileage at the current IRS rate in effect at the time the travel occurred; meals and lodging expenses will be reimbursed in the same manner and in no greater amount than provided in the current “Commissioner’s Plan” promulgated by the Commissioner of Minnesota Management and Budget (“MMB”); or, at the Grantee’s established rate (for all travel related costs), whichever is lower, at the time travel occurred. Grantee will not be reimbursed for travel and subsistence expenses incurred outside Minnesota unless Grantee has received MDH’s prior written approval for out-of-state travel. Minnesota will be considered the home state for determining whether travel is out- of-state. 4.3. Budget Modifications Grantee may modify any line item in the most recently agreed-upon budget by up to 10 percent without prior written approval from MDH. Grantee must notify MDH of any modifications up to 10 percent in writing no later than the next invoice. Grantee must obtain prior written approval from MDH for line-item modifications greater than 10 percent. Grantee’s failure to obtain MDH’s prior approval may result in denial of modification request, loss of funds, or both. The total obligation of MDH for all compensation and reimbursements to Grantee shall not exceed the total obligation listed under “Total Obligation.” 4.4. Total Obligation DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 4 of 15 The total obligation of MDH for all compensation and reimbursements to Grantee under this grant agreement will not exceed $10,000.00. 4.5. Terms of Payment 4.5.1. Invoices MDH will promptly pay Grantee after Grantee presents an itemized invoice for the activities actually performed and MDH’s Authorized Representative accepts the invoiced activities. Invoices must be submitted at least quarterly or according to a schedule agreed upon by the Parties. The final invoice is due 30 calendar days after the expiration date of the grant agreement. Grantee shall email invoice to: health.swpgrants@state.mn.us Or mail to: Eddie Wojski SWP Grant Coordinator Minnesota Department of Health PO Box 64975 St. Paul, MN 55164-0975 4.6. Contracting and Bidding Requirements 4.6.1. Municipalities A grantee that is a municipality, as defined in Minn. Stat. § 471.345, subd. 1, is subject to the contracting requirements set forth under Minn. Stat. § 471.345. Projects that involve construction work are subject to the applicable prevailing wage laws, including those under Minn. Stat. § 177.41, et. seq. 4.6.2. Non-municipalities Grantees that are not municipalities must adhere to the following standards in the event that activities assigned to Grantee are to be subcontracted out to a third party: i. Any services or materials that are expected to cost $100,000 or more must undergo a formal notice and bidding process consistent with the standards set forth under Minn. Stat. ch. 16B. ii. Services or materials that are expected to cost between $25,000 and $99,999 must be competitively awarded based on a minimum of three verbal quotes or bids. iii. Services or materials that are expected to cost between $10,000 and $24,999 must be competitively awarded based on a minimum of two verbal quotes or bids or awarded to a targeted vendor. iv. Grantee must take all necessary affirmative steps to assure that targeted vendors from businesses with active certifications through the following entities are used when possible: 1) Minnesota Department of Administration’s Certified Targeted Group, Economically Disadvantaged and Veteran-Owned Vendor List (http://www.mmd.admin.state.mn.us/process/search/); DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 5 of 15 2) Metropolitan Council’s Targeted Vendor list: Minnesota Unified Certification Program (https://mnucp.metc.state.mn.us/); or 3) Small Business Certification Program through Hennepin County, Ramsey County, and City of St. Paul: Central Certification Program (https://www.stpaul.gov/departments/human-rights-equal-economic- opportunity/contract-compliance-business-development/central. v. Grantee must maintain written standards of conduct covering conflicts of interest and governing the actions of its employees engaged in the selection, awarding and administration of contracts. vi. Grantee must maintain support documentation of the purchasing or bidding process utilized to contract services in their financial records, including support documentation justifying a single/sole source bid, if applicable. vii. Notwithstanding parts (i) through (iv) above, MDH may waive the formal bidding process requirements when: • Vendors included in response to a competitive grant request for proposal process were approved and incorporated as an approved work plan for the grant agreement or • There is only one legitimate or practical source for such materials or services and Grantee has established that the vendor is charging a fair and reasonable price. viii. Projects that involve construction work of $25,000 or more, are subject to applicable prevailing wage laws, including those under Minn. Stat. §§ 177.41 through 177.44. ix. Grantee must not contract with vendors who are suspended or debarred in Minnesota. The list of debarred vendors is available at: http://www.mmd.admin.state.mn.us/debarredreport.asp. 5. Conditions of Payment All activities performed by Grantee pursuant to this grant agreement must be performed in accordance with the terms of this grant agreement, as determined in the sole discretion of MDH’s Authorized Representative. Furthermore, all activities performed by Grantee must be in accordance with all applicable federal, state, and local laws, ordinances, rules, and regulations. MDH will not pay Grantee for work that MDH determines is noncompliant with the terms and conditions of this grant agreement or performed in violation of federal, state, or local law, ordinance, rule, or regulation. 6. Authorized Representatives 6.1. MDH’s Authorized Representative MDH’s Authorized Representative for purposes of administering this grant agreement is Eddie Wojski, SWP Grant Coordinator, 625 Robert Street N., PO Box 64975, St. Paul, MN 55164-0975, 651-201-4576, and eddie.wojski@state.mn.us, or their successor, and has the responsibility to monitor Grantee’s performance and the final authority to accept the activities performed under this grant agreement. If the activities performed are satisfactory, MDH’s Authorized Representative will certify acceptance on each invoice submitted for payment. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 6 of 15 6.2. Grantee’s Authorized Representative Grantee’s Authorized Representative is Ryan Burfeind, Public Works Director, 12800 Ravine Parkway S., Cottage Grove, MN 55016, 651-458-2899, and rburfeind@cottagegrovemn.gov, or their successor. Grantee’s Authorized Representative has full authority to represent Grantee in fulfillment of the terms, conditions, and requirements of this grant agreement. If Grantee selects a new Authorized Representative at any time during this grant agreement, Grantee must immediately notify MDH’s Authorized Representative in writing, via e-mail or letter. 7. Assignment, Amendments, Waiver, and Grant Agreement Complete 7.1. Assignment Grantee shall neither assign nor transfer any rights or obligations under this grant agreement. 7.2. Amendments If there are any amendments to this grant agreement, they must be in writing. Amendments will not be effective until they have been executed and approved by MDH and Grantee. 7.3. Waiver If MDH fails to enforce any provision of this grant agreement, that failure does not waive the provision or MDH’s right to enforce it. 7.4. Grant Agreement Complete This grant agreement, and any incorporated exhibits, contains all the negotiations and agreements between MDH and Grantee. No other understanding regarding this grant agreement, whether written or oral, may be used to bind either party. 8. Liability Grantee must indemnify and hold harmless MDH, its agents, and employees from all claims or causes of action, including attorneys’ fees incurred by MDH, arising from the performance of this grant agreement by Grantee or Grantee’s agents or employees. This clause will not be construed to bar any legal remedies Grantee may have for MDH’s failure to fulfill its obligations under this grant agreement. Nothing in this clause may be construed as a waiver by Grantee of any immunities or limitations of liability to which Grantee may be entitled pursuant to Minn. Stat. ch. 466, or any other statute or law. 9. Financial Examinations The relevant books, records, documents, and accounting procedures and practices of Grantee and any entity with which Grantee has engaged in carrying out the purpose of this grant agreement are subject to examination under Minn. Stat. § 16B.98, subd. 8. Examinations may be conducted by MDH, the Minnesota Commissioner of Administration, and the Minnesota State Auditor, or and the Minnesota Legislative Auditor, as appropriate, for a minimum of six years from the end of this grant agreement, receipt and approval of all final reports, or the required period of time to satisfy all state and program retention requirements, whichever is later. 10. Government Data Practices and Data Disclosure DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 7 of 15 10.1. Government Data Practices Grantee and MDH must comply with the Minnesota Government Data Practices Act, Minn. Stat. ch. 13, as it applies to all data provided by MDH under this grant agreement, and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by Grantee under this grant agreement pursuant to Minn. Stat. § 13.05, subd. 11(a). The civil remedies of Minn. Stat. § 13.08 apply to the release of the data referred to in this clause by either Grantee or MDH. If Grantee receives a request to release the data referred to in this clause, Grantee must immediately notify MDH. MDH will give Grantee instructions concerning the release of the data to the requesting party before any data is released. Grantee’s response to the request must comply with the applicable law. 10.2. Data Disclosure Grantee consents to disclosure of its social security number, federal employee tax identification number, or Minnesota tax identification number--which may have already been provided to MDH--to federal and state tax agencies and state personnel involved in the payment of state obligations pursuant to Minn. Stat. § 270C.65, subd. 3, and all other applicable laws. These identification numbers may be used in the enforcement of federal and state tax laws which could result in action requiring Grantee to file state tax returns and pay delinquent state tax liabilities, if any. 11. Ownership of Equipment and Supplies 11.1. Equipment. “Equipment” is defined as tangible personal property having a useful life of more than one year and a per-unit acquisition cost which equals or exceeds $5,000. MDH shall have the right to require transfer of all Equipment purchased with grant funds (including title) to MDH or to an eligible non-State party named by MDH. MDH may require the transfer of Equipment if the grant program is transferred to another grantee. At the end of this grant agreement, grantee must contact MDH’s Authorized Representative for further instruction regarding the disposition of Equipment. 11.2. Supplies. “Supplies” is defined as all tangible personal property other than those described in the definition of Equipment. Grantee must notify MDH’s Authorized Representative regarding any remaining Supplies with an aggregate market value of $5,000 or more for further instruction regarding the disposition of those Supplies. For the purpose of this section, Supplies includes but is not limited to computers and incentives. 12. Ownership of Materials and Intellectual Property Rights 12.1. Ownership of Materials “Materials” is defined as any inventions, reports, studies, designs, drawings, specifications, notes, documents, software, computer-based training modules, and other recorded materials in whatever form. Grantee shall own all rights, title, and interest in all of the materials conceived, created, or otherwise arising out of the performance of this grant agreement by it, its employees, or subgrantees, either individually or jointly with others. Grantee hereby grants to MDH a perpetual, irrevocable, no-fee license and right to reproduce, modify, distribute, perform, make, have made, and otherwise use the Materials for any and all purposes, in all forms and manners that MDH, in its sole discretion, deems appropriate. Grantee shall, upon the request of MDH, execute all papers and perform all DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 8 of 15 other acts necessary to document and secure this right and license to the Materials by MDH. At the request of MDH, Grantee shall permit MDH to inspect the original Materials and provide a copy of any of the Materials to MDH, without cost, for use by MDH in any manner MDH, in its sole discretion, deems appropriate. 12.2. Intellectual Property Rights Grantee represents and warrants that Materials produced or used under this grant agreement do not and will not infringe upon any intellectual property rights of another including but not limited to patents, copyrights, trade secrets, trade names, and service marks and names. Grantee shall indemnify and defend MDH, at Grantee’s expense, from any action or claim brought against MDH to the extent that it is based on a claim that all or parts of the materials infringe upon the intellectual property rights of another. Grantee shall be responsible for payment of any and all such claims, demands, obligations, liabilities, costs, and damages including, but not limited to, reasonable attorney fees arising out of this grant agreement, amendments and supplements thereto, which are attributable to such claims or actions. If such a claim or action arises or in Grantee’s or MDH’s opinion is likely to arise, Grantee shall at MDH’s discretion either procure for MDH the right or license to continue using the materials at issue or replace or modify the allegedly infringing materials. This remedy shall be in addition to and shall not be exclusive of other remedies provided by law. 13. Workers’ Compensation Grantee certifies that it is in compliance with Minn. Stat. § 176.181, subd. 2, which pertains to workers’ compensation insurance coverage. Grantee’s employees and agents, and any contractor hired by Grantee to perform the work required by this grant agreement and its employees, will not be considered State employees. Any claims that may arise under the Minnesota Workers’ Compensation Act on behalf of these employees, and any claims made by any third party as a consequence of any act or omission on the part of these employees, are in no way MDH’s obligation or responsibility. 14. Publicity and Endorsement 14.1. Publicity Any publicity given to the program, publications, or activities performed resulting from this grant agreement, including but not limited to, notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for Grantee or its employees individually or jointly with others, or any subgrantees, must identify MDH as the sponsoring agency. If publicity is not specifically authorized under this grant agreement, Grantee must obtain prior written approval from MDH’s Authorized Representative. If federal funding is being used for this grant agreement, the federal program must also be recognized. 14.2. Endorsement Grantee must not claim that MDH endorses its products, services, or activities. 15. Termination 15.1. Termination by MDH or Grantee DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 9 of 15 MDH or Grantee may cancel this grant agreement at any time, with or without cause, upon 30 days’ written notice (e.g., by mail, email, or both) to the other party. 15.2. Termination for Cause If Grantee fails to comply with the provisions of this grant agreement, MDH may terminate this grant agreement without prejudice to the right of MDH to recover any money previously paid. The termination shall be effective five business days after MDH sends written notice (e.g., mail, email, or both) of termination to Grantee. 15.3. Termination for Insufficient Funding MDH may immediately terminate this grant agreement if it does not obtain funding from the Minnesota Legislature or other funding source; or if funding cannot be continued at a level sufficient to allow for the payment of the work scope covered in this grant agreement. Termination must be by written notice to Grantee; e.g., mail, email, or both. MDH is not obligated to pay for any work performed after notice and effective date of the termination. However, Grantee will be entitled to payment, determined on a pro rata basis, for activities satisfactorily performed to the extent that funds are available. MDH will not be assessed any penalty if this grant agreement is terminated because of the decision of the Minnesota Legislature, or other funding source, not to appropriate funds. MDH must provide Grantee notice of the lack of funding within a reasonable time of MDH receiving notice of the same. 15.4. Termination by Commissioner of Administration The Commissioner of Administration may unilaterally and immediately cancel this grant agreement if, in the Commissioner’s sole discretion, further performance does not serve MDH’s purposes or is not in the best interests of the State of Minnesota. 16. Governing Law, Jurisdiction, and Venue This grant agreement, amendments and supplements to it, shall be governed by the laws of the State of Minnesota. Venue for all legal proceedings arising out of this grant agreement, or for breach thereof, shall be in the state or federal court with competent jurisdiction in Ramsey County, Minnesota. 17. Clerical Error Notwithstanding Clause “Assignment, Amendments, Waiver, and Grant Agreement Complete” of this grant agreement, MDH reserves the right to unilaterally fix clerical errors, defined as misspellings, minor grammatical or typographical mistakes or omissions, that do not have a substantive impact on the terms of the Grant Agreement without executing an amendment. MDH must inform Grantee of clerical errors that have been fixed pursuant to this paragraph within a reasonable period of time. 18. Lobbying 18.1. Grantee must ensure that grant funds are not used for lobbying, which includes paying or compensating any person for influencing or attempting to influence legislators or other public officials on behalf or against proposed legislation, in connection with the awarding of any federal contract, the making of any federal grant, the making of any federal loan, the entering into of any cooperative agreement, or the extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative agreement. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 10 of 15 18.2. In accordance with the provisions of 31 USC § 1352, if Grantee uses any funds other than federal funds from MDH to conduct any of the aforementioned activities, Grantee must complete and submit to MDH the disclosure form specified by MDH. Further, Grantee must include the language of this section in all contracts and subcontracts, and all contractors and subcontractors must comply accordingly. 18.3. Providing education about the importance of policies as a public health strategy, however, is allowed. Education includes providing facts, assessment of data, reports, program descriptions, and information about budget issues and population impacts, but stopping short of making a recommendation on a specific piece of legislation. Education may be provided to legislators, public policy makers, other decision makers, specific stakeholders, and the general community. 18.4. By signing this grant agreement, Grantee certifies that it will not use any funds received from MDH to employ, contract with, or otherwise coordinate the efforts of a lobbyist, as defined in Minn. Stat. § 10A.01, subd. 21. This requirement also applies to any subcontractors or subgrantees that Grantee may engage for any activities pertinent to this grant agreement. 19. Other Provisions 19.1. Voter Registration Services Requirement If this grant agreement will disburse any state funds (as indicated on the Award Cover Sheet); AND Grantee is a local unit of government, city, county, township or non-profit organization, then Grantee is required to comply with Minn. Stat. § 201.162 by providing voter registration services for its employees and for the public served by the grantee. 19.2. Debarment, Suspension and Responsibility Certification Federal regulation 2 CFR § 200.214 prohibits MDH from purchasing goods or services with federal money from any party that has been suspended or debarred by the federal government. Similarly, Minn. Stat. §§ 16C.03, subd. 2, and 16B.97, subd. 3, provides the Commissioner of Administration with the authority to debar and suspend any party that seeks to contract with MDH. Anyone may be suspended or debarred when it is determined, through a duly authorized hearing process, that they have abused the public trust in a serious manner. In particular, the federal government expects MDH to have a process in place for determining whether a vendor has been suspended or debarred, and to prevent such vendors from receiving federal funds. By signing this grant agreement, Grantee certifies that it and its principals: a) Are not presently debarred, suspended proposed for debarment, declared ineligible, or voluntarily excluded from transacting business by or with any federal, state or local governmental department or agency; b) Have not within a three-year period preceding this grant agreement: a) been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain or performing a public (federal, state or local) transaction or contract; b) violated any federal or state antitrust statutes; or c) committed embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements or receiving stolen property; DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 11 of 15 c) Are not presently indicted or otherwise criminally or civilly charged by a governmental entity for: a) commission of fraud or a criminal offense in connection with obtaining, attempting to obtain or performing a public (federal, state of local) transaction; b) violating any federal or state antitrust statutes; or c) committing embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statement or receiving stolen property; and d) Are not aware of any information and possess no knowledge that any subcontractor(s) that will perform work pursuant to this grant agreement are in violation of any of the certifications set forth above. 20. Incentives When included in the approved Work Plan and or Budget, the following language applies. 20.1. Handling of Incentives. Grantee is required to have policies and procedures in place addressing the purchasing, security, distribution, and asset tracking of incentives. All grantee staff involved in the purchase, distribution, security, and reconciling of incentives must be trained on the grantee’s policies and procedures prior to the grantee placing any order for incentives. Those policies and procedures must, at a minimum, include the following: 20.2. Separation of duties a) More than one Grantee staff person must be involved in the management and handling of the incentives. b) The Grantee staff who authorizes the purchase of incentives must not have sole physical access to the incentives. c) The Grantee staff who will have physical access to the incentives cannot have sole access to modify the incentives records. d) Handoff of incentive from one person to another must be documented. 20.3. Distribution of Incentives (incentives may only be used for approved purposes by MDH) a) Only one incentive can be given to an individual per occurrence/event. b) Undistributed incentives must always be kept in a secure location. Incentive instruments must never be stored in any personal homes, they must always be securely stored in the grantee’s business space. c) Grantee will purchase and have on hand no more than three months’ worth of incentives at any given time. The three months’ worth must be based off the most currently approved workplan. All incentives must be distributed prior to grantee purchasing additional incentives. d) Grantee will be responsible for the costs of any incentives that remain undistributed at the end of the grant agreement. e) If MDH provided the grantee with the incentives, the return of undistributed incentives to MDH must occur in person with the State’s Authorized Representative within 30 calendar days of the grant expiration date. If in-person return is not possible, the grantee must return undistributed incentives via courier or via US Mail that requires signatures and a tracking number within 30 calendar days of the grant expiration date. f) The tracking log must be returned separately from the physical cards. Electronic return is the preferred method for the tracking log. 20.4. Incentive tracking documentation. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 12 of 15 The tracking documentation the Grantee must maintain must not contain any private data. The tracking system must record the following: a) Number of incentives on hand, including starting balance and any additional incentives purchased. b) description of the incentives c) quantity of incentive(s) distributed to each participant. d) the last four digits of any pre-paid card number e) value/amount f) a unique non-identifiable data point for each participant (e.g. case number, file number), g) date participant received incentive(s), and h) signature of Grantee staff member providing incentive(s) to participant(s) 20.5. Reconciliation. At least two different Grantee staff must reconcile the incentives at least quarterly. The Grantee staff conducting the reconciliation must not also be the handlers of the incentives. The reconciliation must include the dates and signature of the two people who perform the reconciliation. Grantee must submit the reconciliation documentation to the State’s Authorized Representative no less than two weeks after each reconciliation. 20.6. Subcontracting/Subgranting. The Grantee must communicate and verify that their subcontracts/subgrants will only use incentives for MDH approved purposes. The Grantee will be responsible for monitoring, oversight, and reconciliation of any incentives that its subcontractors or subgrantees purchase and distribute and will include this same language in any of its subgrants or subcontracts that it enters as part of its work for MDH. 20.7. Lost or stolen incentives. The Grantee bears all financial responsibility for any unaccounted for, lost, or stolen incentives. 20.8. Invoicing. If the Grantee purchased the incentives themselves, the Grantee must only invoice MDH for the incentives after they’ve been distributed. 20.9. Failure to Comply. For grantees who do not have effective written policies and procedures in place before purchasing incentives, MDH reserves the right to withhold payment and or request reimbursement in the amount equal to the unallowable costs. Withheld payments will be released when the grantee provides documentation to MDH that it has written effective policies and procedures in place. Grantees who do not comply with this requirement may be subject to increased monitoring and will be offered technical assistance. MDH also reserves the right to terminate a grant agreement for failure to comply with these requirements. [Signatures on following page] DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 13 of 15 APPROVED: 1. State Encumbrance Verification Individual certifies that funds have been encumbered as required by Minn. Stat. §§ 16A.15 and 16C.05. Signature: SWIFT Contract & Initial PO: 2. Grantee Grantee certifies that the appropriate persons(s) have executed the grant agreement on behalf of Grantee as required by applicable articles, bylaws, resolutions, or ordinances. Signature: Title: Date: Signature: Title: Date: Signature: Title: Date: Signature: Title: Date: 3. Minnesota Department of Health Grant agreement approval and certification that State funds have been encumbered as required by Minn. Stat. §§ 16A.15 and 16C.05. Signature: (with delegated authority) Title: Date: Distribution: All parties on the DocuSign envelope will receive a copy of the fully executed grant agreement. 247972_3000112457 Sarah Martin Digitally signed by Sarah Martin Date: 2024.04.29 10:03:03 -05'00' DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 14 of 15 Exhibit A 1. Grantee’s Duties Grantee, who is not a state employee, shall: 1.1. Seal unused irrigation well (Unique #826033). 1.2. Grantee shall contact MDH Well Management 24 hours prior to beginning any well sealing work. Contact either Patrick Sarafolean, MDH Hydrologist, at 651-201-3962 or Jennifer Weier, MDH Hydrologist Supervisor, at 651-201-3658 during normal business hours Monday to Friday between 8:00 am and 4:30 pm to ensure that MDH has the opportunity to inspect during the well sealing process. 1.3. Grantee agrees that work shall take place only in the MDH approved Drinking Water Supply Management Area (DWSMA). Grantee will be reimbursed only for work that takes place in the DWSMA. 1.4. Grantee shall use the Clean Water Land and Legacy Amendment logo provided by MDH on all materials purchased or produced under this Grant Agreement (equipment, reports to the public, publications, displays, videos). Failure to display the logo may render the Grantee ineligible for reimbursement. 1.5. Grantee shall pay in full any licensed contractor or consultant hired for the purpose of completing any work under this Grant Agreement. 1.6. Upon completion of the project, Grantee shall complete and submit an itemized Grant Invoice and a Grant Narrative Report to MDH SWP Grant Coordinator. The Grant Narrative Report and the Grant Invoice shall be due no later than the expiration day of this Grant Agreement. 1.7. Grantee will provide the unique well numbers with the Well Sealing Record(s) with the final invoice. 1.8. On or before the end date of this Agreement, the Grantee shall provide MDH with one electronic copy of all final products produced under this Grant Agreement, including reports, publications, software and videos. If required by the nature of the project, data collected during the project shall be reported in a format acceptable to MDH. 1.9. In the event the Grantee is unable to satisfactorily complete all the duties specified in this grant agreement, the Grantee will forfeit payment. A Grantee who has not satisfactorily fulfilled the grant obligations, including but not limited to paying the contractor in full for all work performed by the contractor, will be denied participation in the next grant cycle. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Standard Grant Template - Version September 2023 SWIFT Contract Number 247972 Between MDH and City of Cottage Grove REQ: 11643 Page 15 of 15 Exhibit B 1. Consideration and Payment 1.1. Consideration MDH will compensate for all services performed by Grantee under this grant agreement as follows: 1.2. Compensation Compensation will be paid according to the following breakdown of costs: Activity Summary Grant Amount Seal unused irrigation well (Unique #826033) $10,000.00 Total $10,000.00 1.2.1. Permitting fees payable to MDH (i.e. well construction fee; well sealing fee) are not eligible and will be deducted from the final invoice, before reimbursement. 1.2.2. Pressure tanks are grant eligible, as part of a new well construction and pump system project. The pressure tank must be appropriately sized for the pump being proposed for the new well and not sized for additional water storage. Pressure tank designed to serve the purpose of water storage, as well as the replacement or maintenance of pressure tanks, remains ineligible for grant reimbursement. 1.2.3. Water lines may be reimbursed only from the well to the pressure tank or to the building, whichever comes first. DocuSign Envelope ID: C8D15BDA-56CE-43C1-8EBB-D52D00867812 Certificate Of Completion Envelope Id: C8D15BDA56CE43C18EBBD52D00867812 Status: Sent Subject: Complete with DocuSign: 247972_GA_Cottage Grove_REQ_11643.pdf Source Envelope: Document Pages: 15 Signatures: 0 Envelope Originator: Certificate Pages: 2 Initials: 0 Eddie Wojski AutoNav: Enabled EnvelopeId Stamping: Enabled Time Zone: (UTC-06:00) Central Time (US & Canada) 625 Robert St. N PO Box 64975 St. Paul, MN 55164 eddie.wojski@state.mn.us IP Address: 156.98.136.30 Record Tracking Status: Original 4/29/2024 12:00:51 PM Holder: Eddie Wojski eddie.wojski@state.mn.us Location: DocuSign Security Appliance Status: Connected Pool: StateLocal Storage Appliance Status: Connected Pool: Department of Health Location: DocuSign Signer Events Signature Timestamp Ryan Burfeind rburfeind@cottagegrovemn.gov Security Level: Email, Account Authentication (None) Sent: 4/29/2024 12:07:05 PM Viewed: 5/1/2024 1:11:57 PM Electronic Record and Signature Disclosure: Not Offered via DocuSign MDH Delegated health.Delegated_Signature@state.mn.us Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign In Person Signer Events Signature Timestamp Editor Delivery Events Status Timestamp Agent Delivery Events Status Timestamp Intermediary Delivery Events Status Timestamp Certified Delivery Events Status Timestamp Carbon Copy Events Status Timestamp health.encumbrance@state.mn.us health.encumbrance@state.mn.us Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign Ryan Burfeind rburfeind@cottagegrovemn.gov Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign Carbon Copy Events Status Timestamp Abby Shea abby.shea@state.mn.us Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign Witness Events Signature Timestamp Notary Events Signature Timestamp Envelope Summary Events Status Timestamps Envelope Sent Hashed/Encrypted 4/29/2024 12:07:05 PM Envelope Updated Security Checked 5/8/2024 10:43:19 AM Envelope Updated Security Checked 5/8/2024 10:43:19 AM Envelope Updated Security Checked 5/8/2024 10:43:19 AM Payment Events Status Timestamps 1 City Council Action Request 7.R. Meeting Date 6/5/2024 Department Community Development Agenda Category Action Item Title Housing Development Project by Real Estate Equities – Bond Support Staff Recommendation Adopt Resolution 2024-086 providing preliminary approval to the issuance of revenue obligation bonds. Budget Implication N/A Attachments 1. Real Estate Equities Bond Support CC Memo 2. Real Estate Equities Bond Support Resolution TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Emily Schmitz, Community Development Director DATE: May 29, 2024 RE: Housing Development Project by Real Estate Equities – Bond Support Background Real Estate Equities is proposing to develop a multi-family workforce housing project on “Parcel 1” of the Preserve at Prairie Dunes plat, previously known as the “Zywiec 40” parcel. The Real Estate Equities team presented their proposed site plan and renderings of their workforce project at a Council workshop on May 15, 2024. The Council was supportive of their preliminary project design. The developer plans to submit for a f our percent tax credit (low-income housing tax credits or LIHTC). The application process is typically highly com- petitive, and there are generally more projects submitted than bonds available from the State. Real Estate Equities would like to be sure they get their application in understanding the competitive nature and minimal likelihood they would be awarded bonds this year but also to be sure they are on the list for the following year. The bonds are conduit bonds, which means the City is simply the conduit; the City does not issue the bonds nor is the City responsible to repay the bonds. The bonds are paid back by the project via income they receive (rent, other income, etc.). Recommendation Adopt Resolution 2024-086 providing preliminary approval to the issuance of revenue obligation bonds. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-086 RESOLUTION PROVIDING PRELIMINARY APPROVAL TO THE ISSUANCE OF REVENUE OBLIGATIONS UNDER MINNESOTA STATUTES, CHAPTERS 462C AND 474A, AS AMENDED, FOR THE BENEFIT OF REAL ESTATE EQUITIES, LLC, OR AN AFFILIATE, SUCCESSOR, OR ASSIGN, AND TAKING OTHER ACTIONS IN CONNECTION THEREWITH BE IT RESOLVED by the City Council of the City of Cottage Grove, Minnesota (the “City”), as follows: Section 1. Recitals. 1.01. Pursuant to Minnesota Statutes, Chapter 462C, as amended (the “Housing Act”), the City is authorized to carry out the public purposes described in the Housing Act by providing for the issuance of revenue bonds or other obligations to provide funds to finance multifamily housing developments. 1.02. Real Estate Equities, LLC, a Minnesota limited liability company, or an affiliate, successor, or assign (collectively, the “Borrower”), has proposed to acquire, construct, and equip an approximately 160-unit multifamily housing development for occupancy by persons of low and moderate income and facilities functionally related and subordinate thereto to be located at the southeast corner of Hadley Avenue South and 100th Street South in the City (the “Project”). 1.03. The Borrower is requesting that the City issue one or more series of tax- exempt or taxable conduit revenue obligations (the “Obligations”), in the approximate maximum principal amount of $32,000,000, in order to finance all or a portion of (i) the costs of the acquisition, construction, and equipping of the Project; (ii) required reserve funds, if any; (iii) capitalized interest during the construction of the Project; and (iv) the costs of issuing the Obligations. 1.04. Pursuant to Section 146 of the Internal Revenue Code of 1986, as amended (the “Code”), any Obligations issued on a tax-exempt basis (the “Tax-Exempt Obligations”) must receive an allocation of bonding authority of the State of Minnesota, and an application for such an allocation must be made pursuant to the requirements of Minnesota Statutes, Chapter 474A, as amended (the “Allocation Act”). The City Council must grant preliminary approval to the issuance of the Obligations to finance the Project and authorize the submission of an application to the office of Minnesota Management and Budget for an allocation of bonding authority with respect to the Tax-Exempt Obligations to finance the Project. 1.05. As a condition to the issuance of the Obligations, the City must prepare and adopt a housing program providing the information required by Section 462C.03, subdivision 1a of the Housing Act (the “Housing Program”). 1.06. Under Section 147(f) of the Code, prior to the issuance of the Obligations, the Council must conduct a public hearing after providing notice in a newspaper of general circulation in the City or on the City’s website at least seven (7) days before the hearing , and under Section 462C.04, subdivision 2 of the Housing Act, a public hearing must be City of Cottage Grove, Minnesota City Council Resolution 2024-086 Page 2 held on the Housing Program after one publication of notice in a newspa per circulating generally in the City at least fifteen (15) days before the hearing . Section 2. Preliminary Findings. Based on representations made by the Borrower to the City to date, the City Council hereby makes the following preliminary findings, determinations, and declarations: (a) The Obligations will finance a multifamily housing development designed and intended to be used for rental occupancy. (b) The proceeds of the Obligations will be loaned to the Borrower and the proceeds thereof, along with other available funds, will be used to finance all or a portion of the costs of the acquisition, construction, and equipping of the Project, capitalized interest during the construction of the Project, required reserve funds (if any), and the costs of issuance of the Obligations. The City will enter into a loan agreement (or other revenue agreement) with the Borrower requiring loan repayments from the Borrower in amounts sufficient to repay the loan of the proceeds of the Obligations when due and requiring the Borrower to pay all costs of maintaining and insuring the Project, including taxes thereon. (c) In preliminarily authorizing the issuance of the Obligations, the City’s purpose is and the effect thereof will be to promote the public welfare of the City and its residents by retaining and improving multifamily housing developments and otherwise furthering the purposes and policies of the Housing Act. (d) The Obligations will be special, limited obligations of the City payable solely from the revenues pledged to the payment thereof, will not be a general or moral obligation of the City, and will not be secured by or payable from revenues derived from any exercise of the taxing powers of the City. Section 3. Submission of an Application for an Allocation of Bonding Authority . The City Council hereby authorizes the submission of an application for allocation of bonding authority with respect to the Obligations in the approximate principal amount of up to $32,000,000 pursuant to Section 146 of the Code and the Allocation Act in accordance with the requirements of the Allocation Act. City staff and Kennedy & Graven, Chartered, acting as bond counsel to the City (“Bond Counsel”), shall take all actions, in cooperation with the Borrower, as are necessary to submit an application for an allocation of bonding authority to the office of Minnesota Management and Budget. Section 4. Public Hearing. The City Council shall meet at a date to be determined by City staff to conduct a public hearing on the Housing Program, the Project, and the issuance of the Obligations by the City. Notice of such hearing (the “Public Notice”) will be published and/or posted as required by Section 462C.04, subdivision 2 of the Housing Act and Section 147(f) of the Code. Bond Counsel is hereby authorized and directed to publish the Public Notice, in substantially the form attached hereto as EXHIBIT A, in the Pioneer Press, the official newspaper of and a newspaper of general circulation in the City, at least fifteen (15) days prior to the meeting of the City Council at which the public hearing will take place. At the public hearing reasonable opportunity will be City of Cottage Grove, Minnesota City Council Resolution 2024-086 Page 3 provided for interested individuals to express their views, both orally and in writing, on the Project, the Housing Program, and the proposed issuance of the Obligations. Section 5. Housing Program. Bond Counsel shall prepare the Housing Program for the Project on behalf of the City. Bond Counsel is authorized and directed to submit, on behalf of the City, the Housing Program to Metropolitan Council for review and comment pursuant to Section 462C.04, subdivision 2 of the Housing Act. Section 6. Preliminary Approval. The City Council hereby provides preliminary approval to the issuance of the Obligations, subject to: (i) a public hearing as required by the Housing Act and Section 147(f) of the Code; (ii) final approval following the preparation of bond documents; (iii) receipt of an allocation of bonding authority from the office of Minnesota Management and Budget; and (iv) final determination by the City Council that the financing of the Project and the issuance of the Obligations are in the best interests of the City. Section 7. Reimbursement of Costs under the Code. 7.01. The United States Department of the Treasury has promulgated regulations governing the use of the proceeds of tax-exempt bonds, all or a portion of which are to be used to reimburse the City or the Borrower for project expenditures paid prior to the date of issuance of such bonds. Those regulations (Treasury Regulations, Section 1.150- 2) (the “Regulations”) require that the City adopt a statement of official intent to reimburse an original expenditure not later than sixty (60) days after payment of the original expenditure. The Regulations also generally require that the bonds be issued and the reimbursement allocation made from the proceeds of the bonds occur within eighteen (18) months after the later of: (i) the date the expenditure is paid; or (ii) the date the project is placed in service or abandoned, but in no event more than three (3) years after the date the expenditure is paid. The Regulations generally permit reimbursement of capital expenditures and costs of issuance of the Obligations. 7.02. To the extent any portion of the proceeds of the Obligations will be applied to expenditures with respect to the Project, the City reasonably expects to reimburse the Borrower for the expenditures made for costs of the Project from the proceeds of the Obligations after the date of payment of all or a portion of such expenditures. All reimbursed expenditures shall be capital expenditures, costs of issuance of the Obligations, or other expenditures eligible for reimbursement under Section 1.150-2(d)(3) of the Regulations and also qualifying expenditures under the Housing Act. Based on representations by the Borrower, other than (i) expenditures to be paid or reimbursed from sources other than the Obligations, (ii) expenditures permitted to be reimbursed under prior regulations pursuant to the transitional provision contained in Section 1.150-2(j)(2)(i)(B) of the Regulations, (iii) expenditures constituting preliminary expenditures within the meaning of Section 1.150-2(f)(2) of the Regulations, or (iv) expenditures in a “de minimis” amount (as defined in Section 1.150 -2(f)(1) of the Regulations), no expenditures with respect to the Project to be reimbursed with the proceeds of the Obligations have been made by the Borrower more than sixty (60) days before the date of adoption of this resolution of the City. City of Cottage Grove, Minnesota City Council Resolution 2024-086 Page 4 7.03. Based on representations by the Borrower, as of the date hereof, there are no funds of the Borrower reserved, allocated on a long-term basis or otherwise set aside (or reasonably expected to be reserved, allocated on a long-term basis or otherwise set aside) to provide permanent financing for the expenditures related to the Project to be financed from proceeds of the Obligations, other than pursuant to the issuance of the Obligations. This resolution, therefore, is determined to be consistent with the budgetary and financial circumstances of the Borrower as they exist or are reasonably foreseeable on the date hereof. Section 8. Costs. The Borrower will pay the administrative fees of the City and pay, or, upon demand, reimburse the City for payment of, any and all costs incurred by the City in connection with the Project and the issuance of the Obligations, whether or not the Obligations are issued. Section 9. Commitment Conditional. The adoption of this resolution does not constitute a guaranty or firm commitment that the City will issue the Obligations as requested by the Borrower. The City retains the right in its sole discretion to withdraw from participation and accordingly not to issue the Obligations, or issue the Obligations in an amount less than the amount referred to herein, should the City at any time prior to issuance thereof determine that it is in the best interest of the City not to issue the Obligations, or to issue the Obligations in an amount less than the amount referred to in Section 6 hereof, or should the parties to the transaction be unable to reach agreement as to the terms and conditions of any of the documents required for the transaction. Section 10. Effective Date. This resolution shall be in full force and effect from and after its passage. Adopted by the City Council of the City of Cottage Grove, Minnesota this 5th day of June, 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk City of Cottage Grove, Minnesota City Council Resolution 2024-086 Page 5 EXHIBIT A NOTICE OF PUBLIC HEARING CITY OF COTTAGE GROVE, MINNESOTA NOTICE OF PUBLIC HEARING ON THE APPROVAL OF A HOUSING PROGRAM FOR A MULTIFAMILY HOUSING DEVELOPMENT AND THE ISSUANCE OF REVENUE OBLIGATIONS UNDER MINNESOTA STATUTES, CHAPTERS 462C AND 474A, AS AMENDED, FOR THE BENEFIT OF REAL ESTATE EQUITIES, LLC, OR AN AFFILIATE, SUCCESSOR, OR ASSIGN NOTICE IS HEREBY GIVEN that the City Council of the City of Cottage Grove, Minnesota (the “City”) will hold a public hearing on Wednesday, ____________, 2024, at or after 7:00 p.m. at City Hall, located at 12800 Ravine Parkway South in the City, to consider a proposal that the City approve and authorize the issuance of one or more series of tax-exempt or taxable revenue obligations (the “Obligations”) pursuant to Minnesota Statutes, Chapters 462C and 474A, as amended (the “Act”), for the purposes of financing all or a portion of the costs of (i) the acquisition, construction, and equipping of approximately 160-unit multifamily housing development for occupancy by persons of low and moderate income and facilities functionally related and subordinate thereto to be located at the southeast corner of Hadley Avenue South and 100th Street South in the City (the “Project”); (ii) any required reserve funds; (iii) capitalized interest during the construction of the Project; and (iv) the costs of issuing the Obligations. Real Estate Equities, LLC, a Minnesota limited liability company, or an affiliate, successor, or assign (collectively, the “Borrower”), will own the Project. The aggregate principal amount of the proposed Obligations is estimated not to exceed $________________. Following the public hearing, the City Council will consider a resolution approving a housing program prepared in accordance with the requirements of the Act and granting approval to the issuance of the Obligations. The Obligations if and when issued will be special, limited obligations of the City, and the Obligations and interest thereon will be payable solely from the revenues and assets pledged to the payment thereof. No holder of any Obligation will have the right to compel any exercise of the taxing power of the City to pay the Obligations or the interest thereon, nor to enforce payment against any property of the City except money payable by the Borrower to the City and pledged to the payment of the Obligations. Before issuing the Obligations, the City will enter into an agreement with the Borrower, whereby the Borrower will be obligated to make payments at least sufficient at all times to pay the principal of and interest on the Obligations when due. At the time and place fixed for the public hearing, the City Council will give all persons who appear at the hearing an opportunity to express their views with respect to the proposal. In addition, interested persons may direct any questions or file writ ten comments respecting the proposal with the City Administrator, at or prior to said public hearing. City of Cottage Grove, Minnesota City Council Resolution 2024-086 Page 6 Dated: [Date of Publication] BY ORDER OF THE CITY COUNCIL OF THE CITY OF COTTAGE GROVE, MINNESOTA /s/ Tammy Anderson City Clerk City of Cottage Grove, Minnesota 1 City Council Action Request 7.S. Meeting Date 6/5/2024 Department Public Works Agenda Category Action Item Title Summers Landing 5th Addition Final Street Improvements – Approve Plans & Specifications and Authorize Bidding Staff Recommendation Adopt Resolution 2024-088 approving the plans and specifications and authorizing bidding for the Summers Landing 5th Addition Final Street Improvements Project. Budget Implication $262,230 - Assessments Attachments 1. Summers Landing 5th Final Streets CC Memo 2. Summers Landing 5th Final Streets Resolution 2024-088 3. Summers Landing 5th Final Streets Plans and Specs To: Honorable Mayor and City Council Jennifer Levitt, P.E., City Administrator From: Joe Fox, P.E., Project Engineer Date: May 30, 2024 Re: Summers Landing 5th Addition Final Street Improvements – Approve Plans & Specifications and Authorize Bidding Background The City continues to work with Summergate Companies on the Summers Landing develop- ment, which is located along the west side of Hadley Avenue between 90th and 95th Streets. The final major step in the development process is to construct the final streets in the 5th Addition of Summers Landing. Developers are required to finish construction of homes on at least 90 percent of lots, or three years must have passed after the first lift of pavement has been installed, before final street improvements can start – this addition has surpassed that threshold. The Summers Landing 5th Addition comprises two locations within the development: in the northwest on Granada Avenue and 91st Street; and in the southwest on 94th Street. Please see maps below. This addition contains 79 single family lots. As in all residential developments in the Cottage Grove, the streets were constructed with a temporary bituminous wedge to protect the concrete curb and gutter during home construction. In the final streets process, the temporary wedge is removed, and the permanent bituminous wear course is laid. Additionally, damaged sidewalk and curb is removed and replaced. The Final Street Improvements plan sheets are attached for reference. Northern section of Summers Landing 5th Addition street (in dark gray) Honorable Mayor, City Council, and Jennifer Levitt Summers Landing 5th Addition Final Street Improvements – Approve Plans & Specifications and Authorize Bidding May 30, 2024 Page 2 Southern section of Summers Landing 5th Addition street (in dark gray) Discussion Plans and Specifications Plans and specifications have been prepared in accordance with City standards and specifica- tions. The engineer’s estimate for the construction of the improvements is $262,230. Bidding City staff recommends that the council authorize bidding of the project. A bid date will be set by staff. Recommendation It is recommended that the City Council adopt Resolution 2024-088 approving the plans and specifications and authorizing bidding for the Summers Landing 5th Addition Final Street Improvements Project. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-088 RESOLUTION APPROVING THE PLANS AND SPECIFICATIONS AND AUTHORIZING BIDDING FOR THE SUMMERS LANDING 5TH ADDITION FINAL STREET IMPROVEMENTS PROJECT WHEREAS, plans and specifications for the Summers Landing 5th Addition Final Street Improvements Project were completed according to city standards; and WHEREAS, a bid date will be set by city staff; and WHEREAS, the City Engineer has presented such plans and specifications to the City Council for approval. NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, approves the plans and specifications and authorizes bidding for the Summers Landing 5th Addition Final Street Improvements Project. Passed this 5th day of June 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:50pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_G001_FS.dwgXrefs:, 48PRCL, 193805197_BORDER_FS, LOGO Cottage GroveTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.comSUMMERS LANDING - 5TH ADDITION FINAL STREET IMPROVEMENTS STANTEC PROJECT NO. 193805197 2024 MYRON BAILEY MAYOR DAVE THIEDE COUNCILMEMBER JUSTIN OLSEN COUNCILMEMBER TONY KHAMBATA COUNCILMEMBER MONIQUE GARZA COUNCILMEMBER JENNIFER LEVITT CITY ADMINISTRATOR RYAN BURFEIND DIRECTOR OF PUBLIC WORKS AMANDA MEYER CITY ENGINEER KORI LAND ATTORNEY THIS PLAN SET CONTAINS 14 SHEETS VICINITY MAP N PROJECT LOCATION 80th St. S.Jamaica Ave. S.100th St. S. 90th St. S. 95th St. S.Hadley Ave. S.TITLE SHEETG0.01 St a t e H i g h w a y s 1 0 & 6 1 INDEX OF SHEETS SHEET NO.SHEET TITLE GENERAL G0.01 TITLE SHEET G0.02 LEGEND CIVIL C1.01 TYPICAL SECTIONS C6.01 LOCATION PLAN C6.02 STREET IMPROVEMENTS C6.03 STREET IMPROVEMENTS C8.01 STANDARD PLANS C8.02 STANDARD PLANS C8.03 STANDARD PLANS C8.04 STANDARD PLANS C8.05 STANDARD PLANS C8.06 STANDARD PLANS C8.07 CONSTRUCTION DETAILS C8.08 CONSTRUCTION DETAILS GPS CONTROL POINT JUDICIAL LAND MONUMENT MONUMENT COMPUTED ROW MONUMENT ROW MARKER POST SECTION CORNER TRAVERSE CONTROL POINT EXISTING TOPOGRAPHIC SYMBOLS SURVEY LINES FM FM FM >>>> >>>>>>>> >>>>>> l l l l l l l l l l l l EXISTING UTILITY LINES SURVEY SYMBOLS BACKSIGHT CONTROL POINT MONUMENT IRON FOUND MONUMENT IRON SET FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l PROPOSED UTILITY LINES HEAVY DUTY BITUMINOUS CONCRETE GRAVEL HATCH PATTERNS CONCRETE CURB AND GUTTER GRADING INFORMATION 952 950 952 950 BENCH MARK LOCATION 1:4 AERIAL CONTROL POINT SAND BEDROCK >>> GROUND BITUMINOUS FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l FUTURE UTILITY LINES >>> EXISTING TOPOGRAPHIC LINES CTV-A CTV-A CTV-A CTV-B CTV-B CTV-B CTV-C CTV-C CTV-C CTV-D CTV-D CTV-D FO-A FO-A FO-A FO-B FO-B FO-B FO-C FO-C FO-C FO-D FO-D FO-D E-A E-A E-A E-B E-B E-B E-C E-C E-C E-D E-D E-D G-A G-A G-A G-B G-B G-B G-C G-C G-C G-D G-D G-D XXXXXXXXXEXISTING PRIVATE UTILITY LINES STORM SEWER CATCH BASIN STORM SEWER BEEHIVE CATCH BASIN STORM SEWER FLARED END SECTION CURB BOX FIRE HYDRANT MANHOLE WATER REDUCER VALVE PROPOSED TOPOGRAPHIC SYMBOLS SANITARY CLEANOUT BOLLARD SANITARY OR STORM LIFT STATION RIP RAP OHP OHP OHP C-A C-A C-A C-B C-B C-B C-C C-C C-C C-D C-D C-D DRAINAGE FLOW BASKETBALL POST BENCH BUSH DECIDUOUS CATCH BASIN BEEHIVE CURB BOX CATCH BASIN CONTROL BOX SIGNAL CLEAN OUT (SEWER) SEPTIC DRAIN FIELD DRINKING FOUNTAIN ENERGY DISSIPATER STORM SEWER APRON FLAG POLE FUEL PUMP GRILL HANDICAP SPACE HANDHOLE FIRE HYDRANT LOOP DETECTOR LIGHT YARD MAIL BOX MANHOLE-HEAT MANHOLE-POWER MANHOLE-GAS MANHOLE-SANITARY SEWER MANHOLE-STORM SEWER MANHOLE-COMMUNICATIONS MANHOLE-UNKNOWN METER POWER METER GAS ORDINARY HIGH WATER MARK PEDESTRIAN PUSH BUTTON PEDESTAL POWER PEDESTAL COMMUNICATIONS POST INDICATOR VALVE PARKING METER POLE-COMMUNICATIONS POLE-GUY POLE-LIGHT POLE-POWER POLE-UTILITY POST PICNIC TABLE PROPANE TANK SAMPLING WELL ROCK RR SIGNAL CONTROL BOX RR CROSSING GATE RR SIGNAL REGULATION STATION GAS TREE-DECIDUOUS SATELLITE DISH SEPTIC TANK SEPTIC VENT SIGN STAND PIPE GAS SPIGOT WATER SPRINKLER HEAD SPRINKLER VALVE BOX STUMP SERVICE-SANITARY SEWER POINT ON LINE SERVICE-WATER POINT ON LINE TELEPHONE BOOTH TRANSMISSION TOWER ELECTRIC TEST PIT LOC TRANSFORMER POWER TREE DEAD TRASH CAN TRAFFIC SIGNAL VALVE GAS VALVE WETLAND WELL-WATER TREE-CONIFEROUS TREE-FRUIT GUY WIRE LIFT STATION WET WELL LIFT STATION DRY WELL LIFT STATION CONTROL PANEL MANHOLE-WATER BASKETBALL POST BARRICADE PERMANENT BURIAL CONTROL MONUMENT BUILDING LOWEST OPENING COLUMN CULVERT END WELL-MONITORING OUTLET CONTROL STRUCTURE SERVICE-GAS POINT ON LINE SOIL BORING MAIL RELAY BOX INLET (SMALL DIA.) SERVICE-STORM SEWER POINT ON LINE ABBREVIATIONS AD ALGEBRAIC DIFFERENCE BV BUTTERFLY VALVE BVCE BEGIN VERTICAL CURVE ELEVATION BVCS BEGIN VERTICAL CURVE STATION ℄CENTER LINE CL.CLASS CMP CORRUGATED METAL PIPE C.O.CHANGE ORDER DIP DUCTILE IRON PIPE EL/ELEV ELEVATION EVCE END VERTICAL CURVE ELEVATION EVCS END VERTICAL CURVE STATION EX EXISTING FES FLARED END SECTION F/F FACE TO FACE FM FORCE MAIN F.O.FIELD ORDER GV GATE VALVE HP HIGH POINT HWL HIGH WATER LEVEL INV INVERT K CURVE COEFFICIENT LP LOW POINT MH MANHOLE (SANITARY) NTS NOT TO SCALE NWL NORMAL WATER LEVEL PC POINT OF CURVE PCC COMPOUND CURVE PI POINT OF INTERSECTION ⅊PROPERTY LINE PPVC PERFORATED POLYVINYL CHLORIDE PIPE PRC POINT OF REVERSE CURVE PT POINT OF TANGENT PVC POLYVINYL CHLORIDE PIPE PVI POINT OF VERTICAL INTERSECTION R RADIUS RCP REINFORCED CONCRETE PIPE R/W RIGHT-OF-WAY SS STORM SEWER STRUCTURE STA STATION TCE TEMPORARY CONSTRUCTION EASEMENT TNH TOP NUT HYDRANT TYP TYPICAL VC VERTICAL CURVE WM WATER MAIN RETAINING WALL FENCE - BARBED WIRE FENCE - CHAIN LINK FENCE - DECORATIVE FENCE - STOCKADE FENCE - WOOD FENCE - ELECTRIC GUARD RAIL TREE LINE WETLAND CABLE TV QUALITY LEVEL D CABLE TV QUALITY LEVEL C CABLE TV QUALITY LEVEL B CABLE TV QUALITY LEVEL A FIBER OPTIC QUALITY LEVEL D FIBER OPTIC QUALITY LEVEL C FIBER OPTIC QUALITY LEVEL B FIBER OPTIC QUALITY LEVEL A POWER QUALITY LEVEL D POWER QUALITY LEVEL C POWER QUALITY LEVEL B POWER QUALITY LEVEL A GAS QUALITY LEVEL D GAS QUALITY LEVEL C GAS QUALITY LEVEL B GAS QUALITY LEVEL A COMMUNICATION QUALITY LEVEL D COMMUNICATION QUALITY LEVEL C COMMUNICATION QUALITY LEVEL B COMMUNICATION QUALITY LEVEL A OVERHEAD POWER OVERHEAD COMMUNICATION OVERHEAD UTILITIES 953.53 FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER WATER MAIN WATER SERVICE BOUNDARY CENTERLINE EXISTING EASEMENT LINE PROPOSED EASEMENT LINE FLOOD PLAIN BOUNDARY EXISTING LOT LINE PROPOSED LOT LINE EXISTING RIGHT-OF-WAY PROPOSED RIGHT-OF-WAY SETBACK LINE SECTION LINE QUARTER SECTION LINE SIXTEENTH SECTION LINE EXISTING CONTOUR MINOR EXISTING CONTOUR MAJOR PROPOSED CONTOUR MINOR PROPOSED CONTOUR MAJOR PROPOSED GRADING LIMITS / SLOPE LIMITS PROPOSED SPOT ELEVATION RISE:RUN (SLOPE) EXISTING PROPOSED FUTURE DEMOLITION OHC OHC OHC OHU OHU OHU BCM CON CLVT FLAG GRILL H CP DW Y G-METER OHWM PED E PIV SAMPLING WELL ROCK RR RR GATE SEP SEPTIC VENT SEPTIC G-PIPE SPRINKLER IVB G-SER S-SER ST-SER W-SER TOWER ELEC TEST PIT TRAN GAS SAMPLING WELL WELL AIR CONTROL BS JLM M TS BM BENCH MAIL S CONTROL G E U PROPANE TANK G-REG R/W POST LO HYDRANT PVMNT MARKER (REFLECTOR) HYDRANT VALVE PEDESTAL CATVCTV CO LS G E SS S ? W TRASH AR MANHOLE-AIR RELEASE C DH PEDESTRIAN RAMP S POLE-UTILITY SERVICE RESECTED POINTR VENT GASG-VENT STORM SEWER OUTLET STRUCTURE STORM SEWER OVERFLOW STRUCTURE BOOSTER STATION WATER REDUCER STA:5+67.19 980.87 C C PROPOSED PRIVATE UTILITY LINES CTV-C CTV-C CTV-C G-C G-C G-C OHP OHP OHP C-C C-C C-C CABLE TV GAS COMMUNICATION OVERHEAD POWER GPS CONTROL POINT JUDICIAL LAND MONUMENT MONUMENT COMPUTED ROW MONUMENT ROW MARKER POST SECTION CORNER TRAVERSE CONTROL POINT EXISTING TOPOGRAPHIC SYMBOLS SURVEY LINES FM FM FM >>>> >>>>>>>> >>>>>> l l l l l l l l l l l l EXISTING UTILITY LINES SURVEY SYMBOLS BACKSIGHT CONTROL POINT MONUMENT IRON FOUND MONUMENT IRON SET FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l PROPOSED UTILITY LINES HEAVY DUTY BITUMINOUS CONCRETE GRAVEL HATCH PATTERNS CONCRETE CURB AND GUTTER GRADING INFORMATION 952 950 952 950 BENCH MARK LOCATION 1:4 AERIAL CONTROL POINT SAND BEDROCK >>> GROUND BITUMINOUS FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l FUTURE UTILITY LINES >>> EXISTING TOPOGRAPHIC LINES CTV-A CTV-A CTV-A CTV-B CTV-B CTV-B CTV-C CTV-C CTV-C CTV-D CTV-D CTV-D FO-A FO-A FO-A FO-B FO-B FO-B FO-C FO-C FO-C FO-D FO-D FO-D E-A E-A E-A E-B E-B E-B E-C E-C E-C E-D E-D E-D G-A G-A G-A G-B G-B G-B G-C G-C G-C G-D G-D G-D XXXXXXXXXEXISTING PRIVATE UTILITY LINES STORM SEWER CATCH BASIN STORM SEWER BEEHIVE CATCH BASIN STORM SEWER FLARED END SECTION CURB BOX FIRE HYDRANT MANHOLE WATER REDUCER VALVE PROPOSED TOPOGRAPHIC SYMBOLS SANITARY CLEANOUT BOLLARD SANITARY OR STORM LIFT STATION RIP RAP OHP OHP OHP C-A C-A C-A C-B C-B C-B C-C C-C C-C C-D C-D C-D DRAINAGE FLOW BASKETBALL POST BENCH BUSH DECIDUOUS CATCH BASIN BEEHIVE CURB BOX CATCH BASIN CONTROL BOX SIGNAL CLEAN OUT (SEWER) SEPTIC DRAIN FIELD DRINKING FOUNTAIN ENERGY DISSIPATER STORM SEWER APRON FLAG POLE FUEL PUMP GRILL HANDICAP SPACE HANDHOLE FIRE HYDRANT LOOP DETECTOR LIGHT YARD MAIL BOX MANHOLE-HEAT MANHOLE-POWER MANHOLE-GAS MANHOLE-SANITARY SEWER MANHOLE-STORM SEWER MANHOLE-COMMUNICATIONS MANHOLE-UNKNOWN METER POWER METER GAS ORDINARY HIGH WATER MARK PEDESTRIAN PUSH BUTTON PEDESTAL POWER PEDESTAL COMMUNICATIONS POST INDICATOR VALVE PARKING METER POLE-COMMUNICATIONS POLE-GUY POLE-LIGHT POLE-POWER POLE-UTILITY POST PICNIC TABLE PROPANE TANK SAMPLING WELL ROCK RR SIGNAL CONTROL BOX RR CROSSING GATE RR SIGNAL REGULATION STATION GAS TREE-DECIDUOUS SATELLITE DISH SEPTIC TANK SEPTIC VENT SIGN STAND PIPE GAS SPIGOT WATER SPRINKLER HEAD SPRINKLER VALVE BOX STUMP SERVICE-SANITARY SEWER POINT ON LINE SERVICE-WATER POINT ON LINE TELEPHONE BOOTH TRANSMISSION TOWER ELECTRIC TEST PIT LOC TRANSFORMER POWER TREE DEAD TRASH CAN TRAFFIC SIGNAL VALVE GAS VALVE WETLAND WELL-WATER TREE-CONIFEROUS TREE-FRUIT GUY WIRE LIFT STATION WET WELL LIFT STATION DRY WELL LIFT STATION CONTROL PANEL MANHOLE-WATER BASKETBALL POST BARRICADE PERMANENT BURIAL CONTROL MONUMENT BUILDING LOWEST OPENING COLUMN CULVERT END WELL-MONITORING OUTLET CONTROL STRUCTURE SERVICE-GAS POINT ON LINE SOIL BORING MAIL RELAY BOX INLET (SMALL DIA.) SERVICE-STORM SEWER POINT ON LINE ABBREVIATIONS AD ALGEBRAIC DIFFERENCE BV BUTTERFLY VALVE BVCE BEGIN VERTICAL CURVE ELEVATION BVCS BEGIN VERTICAL CURVE STATION ℄CENTER LINE CL.CLASS CMP CORRUGATED METAL PIPE C.O.CHANGE ORDER DIP DUCTILE IRON PIPE EL/ELEV ELEVATION EVCE END VERTICAL CURVE ELEVATION EVCS END VERTICAL CURVE STATION EX EXISTING FES FLARED END SECTION F/F FACE TO FACE FM FORCE MAIN F.O.FIELD ORDER GV GATE VALVE HP HIGH POINT HWL HIGH WATER LEVEL INV INVERT K CURVE COEFFICIENT LP LOW POINT MH MANHOLE (SANITARY) NTS NOT TO SCALE NWL NORMAL WATER LEVEL PC POINT OF CURVE PCC COMPOUND CURVE PI POINT OF INTERSECTION ⅊PROPERTY LINE PPVC PERFORATED POLYVINYL CHLORIDE PIPE PRC POINT OF REVERSE CURVE PT POINT OF TANGENT PVC POLYVINYL CHLORIDE PIPE PVI POINT OF VERTICAL INTERSECTION R RADIUS RCP REINFORCED CONCRETE PIPE R/W RIGHT-OF-WAY SS STORM SEWER STRUCTURE STA STATION TCE TEMPORARY CONSTRUCTION EASEMENT TNH TOP NUT HYDRANT TYP TYPICAL VC VERTICAL CURVE WM WATER MAIN RETAINING WALL FENCE - BARBED WIRE FENCE - CHAIN LINK FENCE - DECORATIVE FENCE - STOCKADE FENCE - WOOD FENCE - ELECTRIC GUARD RAIL TREE LINE WETLAND CABLE TV QUALITY LEVEL D CABLE TV QUALITY LEVEL C CABLE TV QUALITY LEVEL B CABLE TV QUALITY LEVEL A FIBER OPTIC QUALITY LEVEL D FIBER OPTIC QUALITY LEVEL C FIBER OPTIC QUALITY LEVEL B FIBER OPTIC QUALITY LEVEL A POWER QUALITY LEVEL D POWER QUALITY LEVEL C POWER QUALITY LEVEL B POWER QUALITY LEVEL A GAS QUALITY LEVEL D GAS QUALITY LEVEL C GAS QUALITY LEVEL B GAS QUALITY LEVEL A COMMUNICATION QUALITY LEVEL D COMMUNICATION QUALITY LEVEL C COMMUNICATION QUALITY LEVEL B COMMUNICATION QUALITY LEVEL A OVERHEAD POWER OVERHEAD COMMUNICATION OVERHEAD UTILITIES 953.53 FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER WATER MAIN WATER SERVICE BOUNDARY CENTERLINE EXISTING EASEMENT LINE PROPOSED EASEMENT LINE FLOOD PLAIN BOUNDARY EXISTING LOT LINE PROPOSED LOT LINE EXISTING RIGHT-OF-WAY PROPOSED RIGHT-OF-WAY SETBACK LINE SECTION LINE QUARTER SECTION LINE SIXTEENTH SECTION LINE EXISTING CONTOUR MINOR EXISTING CONTOUR MAJOR PROPOSED CONTOUR MINOR PROPOSED CONTOUR MAJOR PROPOSED GRADING LIMITS / SLOPE LIMITS PROPOSED SPOT ELEVATION RISE:RUN (SLOPE) EXISTING PROPOSED FUTURE DEMOLITION OHC OHC OHC OHU OHU OHU BCM CON CLVT FLAG GRILL H CP DW Y G-METER OHWM PED E PIV SAMPLING WELL ROCK RR RR GATE SEP SEPTIC VENT SEPTIC G-PIPE SPRINKLER IVB G-SER S-SER ST-SER W-SER TOWER ELEC TEST PIT TRAN GAS SAMPLING WELL WELL AIR CONTROL BS JLM M TS BM BENCH MAIL S CONTROL G E U PROPANE TANK G-REG R/W POST LO HYDRANT PVMNT MARKER (REFLECTOR) HYDRANT VALVE PEDESTAL CATVCTV CO LS G E SS S ? W TRASH AR MANHOLE-AIR RELEASE C DH PEDESTRIAN RAMP S POLE-UTILITY SERVICE RESECTED POINTR VENT GASG-VENT STORM SEWER OUTLET STRUCTURE STORM SEWER OVERFLOW STRUCTURE BOOSTER STATION WATER REDUCER STA:5+67.19 980.87 C C PROPOSED PRIVATE UTILITY LINES CTV-C CTV-C CTV-C G-C G-C G-C OHP OHP OHP C-C C-C C-C CABLE TV GAS COMMUNICATION OVERHEAD POWER GPS CONTROL POINT JUDICIAL LAND MONUMENT MONUMENT COMPUTED ROW MONUMENT ROW MARKER POST SECTION CORNER TRAVERSE CONTROL POINT EXISTING TOPOGRAPHIC SYMBOLS SURVEY LINES FM FM FM >>>> >>>>>>>> >>>>>> l l l l l l l l l l l l EXISTING UTILITY LINES SURVEY SYMBOLS BACKSIGHT CONTROL POINT MONUMENT IRON FOUND MONUMENT IRON SET FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l PROPOSED UTILITY LINES HEAVY DUTY BITUMINOUS CONCRETE GRAVEL HATCH PATTERNS CONCRETE CURB AND GUTTER GRADING INFORMATION 952 950 952 950 BENCH MARK LOCATION 1:4 AERIAL CONTROL POINT SAND BEDROCK >>> GROUND BITUMINOUS FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FM FM FM >>> >>>>>>>> >>>>>> l l l l l l l l l l l l FUTURE UTILITY LINES >>> EXISTING TOPOGRAPHIC LINES CTV-A CTV-A CTV-A CTV-B CTV-B CTV-B CTV-C CTV-C CTV-C CTV-D CTV-D CTV-D FO-A FO-A FO-A FO-B FO-B FO-B FO-C FO-C FO-C FO-D FO-D FO-D E-A E-A E-A E-B E-B E-B E-C E-C E-C E-D E-D E-D G-A G-A G-A G-B G-B G-B G-C G-C G-C G-D G-D G-D XXXXXXXXXEXISTING PRIVATE UTILITY LINES STORM SEWER CATCH BASIN STORM SEWER BEEHIVE CATCH BASIN STORM SEWER FLARED END SECTION CURB BOX FIRE HYDRANT MANHOLE WATER REDUCER VALVE PROPOSED TOPOGRAPHIC SYMBOLS SANITARY CLEANOUT BOLLARD SANITARY OR STORM LIFT STATION RIP RAP OHP OHP OHP C-A C-A C-A C-B C-B C-B C-C C-C C-C C-D C-D C-D DRAINAGE FLOW BASKETBALL POST BENCH BUSH DECIDUOUS CATCH BASIN BEEHIVE CURB BOX CATCH BASIN CONTROL BOX SIGNAL CLEAN OUT (SEWER) SEPTIC DRAIN FIELD DRINKING FOUNTAIN ENERGY DISSIPATER STORM SEWER APRON FLAG POLE FUEL PUMP GRILL HANDICAP SPACE HANDHOLE FIRE HYDRANT LOOP DETECTOR LIGHT YARD MAIL BOX MANHOLE-HEAT MANHOLE-POWER MANHOLE-GAS MANHOLE-SANITARY SEWER MANHOLE-STORM SEWER MANHOLE-COMMUNICATIONS MANHOLE-UNKNOWN METER POWER METER GAS ORDINARY HIGH WATER MARK PEDESTRIAN PUSH BUTTON PEDESTAL POWER PEDESTAL COMMUNICATIONS POST INDICATOR VALVE PARKING METER POLE-COMMUNICATIONS POLE-GUY POLE-LIGHT POLE-POWER POLE-UTILITY POST PICNIC TABLE PROPANE TANK SAMPLING WELL ROCK RR SIGNAL CONTROL BOX RR CROSSING GATE RR SIGNAL REGULATION STATION GAS TREE-DECIDUOUS SATELLITE DISH SEPTIC TANK SEPTIC VENT SIGN STAND PIPE GAS SPIGOT WATER SPRINKLER HEAD SPRINKLER VALVE BOX STUMP SERVICE-SANITARY SEWER POINT ON LINE SERVICE-WATER POINT ON LINE TELEPHONE BOOTH TRANSMISSION TOWER ELECTRIC TEST PIT LOC TRANSFORMER POWER TREE DEAD TRASH CAN TRAFFIC SIGNAL VALVE GAS VALVE WETLAND WELL-WATER TREE-CONIFEROUS TREE-FRUIT GUY WIRE LIFT STATION WET WELL LIFT STATION DRY WELL LIFT STATION CONTROL PANEL MANHOLE-WATER BASKETBALL POST BARRICADE PERMANENT BURIAL CONTROL MONUMENT BUILDING LOWEST OPENING COLUMN CULVERT END WELL-MONITORING OUTLET CONTROL STRUCTURE SERVICE-GAS POINT ON LINE SOIL BORING MAIL RELAY BOX INLET (SMALL DIA.) SERVICE-STORM SEWER POINT ON LINE ABBREVIATIONS AD ALGEBRAIC DIFFERENCE BV BUTTERFLY VALVE BVCE BEGIN VERTICAL CURVE ELEVATION BVCS BEGIN VERTICAL CURVE STATION ℄CENTER LINE CL.CLASS CMP CORRUGATED METAL PIPE C.O.CHANGE ORDER DIP DUCTILE IRON PIPE EL/ELEV ELEVATION EVCE END VERTICAL CURVE ELEVATION EVCS END VERTICAL CURVE STATION EX EXISTING FES FLARED END SECTION F/F FACE TO FACE FM FORCE MAIN F.O.FIELD ORDER GV GATE VALVE HP HIGH POINT HWL HIGH WATER LEVEL INV INVERT K CURVE COEFFICIENT LP LOW POINT MH MANHOLE (SANITARY) NTS NOT TO SCALE NWL NORMAL WATER LEVEL PC POINT OF CURVE PCC COMPOUND CURVE PI POINT OF INTERSECTION ⅊PROPERTY LINE PPVC PERFORATED POLYVINYL CHLORIDE PIPE PRC POINT OF REVERSE CURVE PT POINT OF TANGENT PVC POLYVINYL CHLORIDE PIPE PVI POINT OF VERTICAL INTERSECTION R RADIUS RCP REINFORCED CONCRETE PIPE R/W RIGHT-OF-WAY SS STORM SEWER STRUCTURE STA STATION TCE TEMPORARY CONSTRUCTION EASEMENT TNH TOP NUT HYDRANT TYP TYPICAL VC VERTICAL CURVE WM WATER MAIN RETAINING WALL FENCE - BARBED WIRE FENCE - CHAIN LINK FENCE - DECORATIVE FENCE - STOCKADE FENCE - WOOD FENCE - ELECTRIC GUARD RAIL TREE LINE WETLAND CABLE TV QUALITY LEVEL D CABLE TV QUALITY LEVEL C CABLE TV QUALITY LEVEL B CABLE TV QUALITY LEVEL A FIBER OPTIC QUALITY LEVEL D FIBER OPTIC QUALITY LEVEL C FIBER OPTIC QUALITY LEVEL B FIBER OPTIC QUALITY LEVEL A POWER QUALITY LEVEL D POWER QUALITY LEVEL C POWER QUALITY LEVEL B POWER QUALITY LEVEL A GAS QUALITY LEVEL D GAS QUALITY LEVEL C GAS QUALITY LEVEL B GAS QUALITY LEVEL A COMMUNICATION QUALITY LEVEL D COMMUNICATION QUALITY LEVEL C COMMUNICATION QUALITY LEVEL B COMMUNICATION QUALITY LEVEL A OVERHEAD POWER OVERHEAD COMMUNICATION OVERHEAD UTILITIES 953.53 FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER DRAINTILE STORM SEWER WATER MAIN WATER SERVICE PIPE CASING FORCE MAIN SANITARY SEWER SANITARY SERVICE STORM SEWER WATER MAIN WATER SERVICE BOUNDARY CENTERLINE EXISTING EASEMENT LINE PROPOSED EASEMENT LINE FLOOD PLAIN BOUNDARY EXISTING LOT LINE PROPOSED LOT LINE EXISTING RIGHT-OF-WAY PROPOSED RIGHT-OF-WAY SETBACK LINE SECTION LINE QUARTER SECTION LINE SIXTEENTH SECTION LINE EXISTING CONTOUR MINOR EXISTING CONTOUR MAJOR PROPOSED CONTOUR MINOR PROPOSED CONTOUR MAJOR PROPOSED GRADING LIMITS / SLOPE LIMITS PROPOSED SPOT ELEVATION RISE:RUN (SLOPE) EXISTING PROPOSED FUTURE DEMOLITION OHC OHC OHC OHU OHU OHU BCM CON CLVT FLAG GRILL H CP DW Y G-METER OHWM PED E PIV SAMPLING WELL ROCK RR RR GATE SEP SEPTIC VENT SEPTIC G-PIPE SPRINKLER IVB G-SER S-SER ST-SER W-SER TOWER ELEC TEST PIT TRAN GAS SAMPLING WELL WELL AIR CONTROL BS JLM M TS BM BENCH MAIL S CONTROL G E U PROPANE TANK G-REG R/W POST LO HYDRANT PVMNT MARKER (REFLECTOR) HYDRANT VALVE PEDESTAL CATVCTV CO LS G E SS S ? W TRASH AR MANHOLE-AIR RELEASE C DH PEDESTRIAN RAMP S POLE-UTILITY SERVICE RESECTED POINTR VENT GASG-VENT STORM SEWER OUTLET STRUCTURE STORM SEWER OVERFLOW STRUCTURE BOOSTER STATION WATER REDUCER STA:5+67.19 980.87 C C PROPOSED PRIVATE UTILITY LINES CTV-C CTV-C CTV-C G-C G-C G-C OHP OHP OHP C-C C-C C-C CABLE TV GAS COMMUNICATION OVERHEAD POWER LEGENDG0.02COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:51pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_G002_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com B 14.0 14.016.0 28.0 30.0 35.0 1.0 CONCRETE CURB & GUTTER DES. D428 CENTERLINE 21.0 CENTER OF ISLAND CONCRETE CURB & GUTTER DES. B618 (TIP OUT)2.00% 2.00% R/W * BITUMINOUS WEDGE & CURB PROTECTION - PER DETAIL STR-26 (VIRGIN WEAR COURSE - 1.5" TYPE SP 9.5 WEARING COURSE MIXTURE (3,C) (SPWEA330C) BASE COURSE - 2.0" TYPE SP 9.5 WEARING COURSE MIXTURE (3,C) (SPWEA330C) 8" AGGREGATE BASE CL. 5 (100% CRUSHED) SALVAGED 12" AGGREGATE BACKFILL TURF ESTABLISHMENT SALVAGED 4" TOPSOIL 2.40% TYPICAL SECTION GRANADA AVENUE SOUTH BUBBLE 14.014.0 16.0 28.0 30.030.0 CENTERLINER/W 10.05.01.0 0.5 16.0 6" CONCRETE WALK 4" AGGREGATE BASE, CL. 5 (100% CRUSHED) 2.00%2.00% * BITUMINOUS WEDGE TO BE REMOVED. (VIRGIN WEAR COURSE - 1.5" TYPE SP 9.5 WEARING COURSE MIXTURE (3,C) (SPWEA330C) BASE COURSE - 2.0" TYPE SP 9.5 WEARING COURSE MIXTURE (3,C) (SPWEA330C) 8" AGGREGATE BASE CL. 5 (100% CRUSHED) SALVAGED 12" AGGREGATE BACKFILL 1.0 CONCRETE CURB & GUTTER DES. D428 2.40% R/W TURF ESTABLISHMENT SALVAGED 4" TOPSOIL A TYPICAL SECTION 94TH STREET SOUTH GRANADA AVENUE SOUTH 8.0 2.02.0 0.5 3" TYPE SP 9.5 WEARING COURSE MIXTURE (2,C) (SPWEA230C) NOTE: NO RECYCLED MIXES ARE ALLOWED 6" AGGREGATE BASE, CL. 5 (100% CRUSHED) TURF ESTABLISHMENT 4" TOPSOIL C TYPICAL SECTION BITUMINOUS PATH 1.50% TACK COAT TACK COAT COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:51pmDrawing name: \\US0291-PPFSS01\WORKGROUP\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C101_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.comTYPICAL SECTIONSC1.01 NOTES: 1.RECYCLED MIXES ARE ALLOWED FOR BASE MIXTURES ONLY. 2.NO RECYCLED MIXES ARE ALLOWED FOR ANY BITUMINOUS WEAR PLACED. SSSSSS91ST ST. S.91ST ST. S.92ND ST. S.93RD ST. S.93R D B A Y S . MIS S I S S I P P I D U N E S B L V D . 93RD ST. S.94TH ST. S.94TH ST. S. 94TH CT.94TH ST. S.91ST COVE S.93RD A L C O V E S . MISSIS S I P P I D U N E S B L V D.93RD ST. S.92ND ST. S.91ST ST. S.92ND BAY S.90TH ALCOVE S.94TH ST. S.GRANADA AVE. S.94TH ST. S.HADLEY AVE. S.HADLEY AVE. S.95TH ST. S.95TH ST. S.COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:52pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C601_FS.dwgXrefs:, 193805197XSNV_FS, 193805197XSNO_FS, 193805197XSNU_FS, 193805197_BORDER_FS, 48PRCLTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.comLOCATION PLANC6.01N SSSSSSMIS S I S S I P P I D U N E S B L V D . 93RD A L C O V E S .93RD ST. S.94TH ST. S.94TH ST. S.95TH ST. S.COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:53pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C601_FS.dwgXrefs:, 193805197XSNV_FS, 193805197XSNO_FS, 193805197XSNU_FS, 193805197_BORDER_FS, 48PRCLTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.comSTREET IMPROVEMENTSC6.02 GENERAL NOTES: 1.SALVAGE AND REINSTALL SIGNS OR MAILBOXES IF NECESSARY FOR CONSTRUCTION (INCIDENTAL). 2.CONTRACTOR TO COORDINATE WITH OWNER REGARDING IRRIGATION. 3.SAWCUTTING INTO EXISTING DRIVEWAYS IS NOT ALLOWED. 4.CONTRACTOR TO PROTECT CURB LINE DURING MILLING. 5.ALL DAMAGED CURB LINE DURING MILLING WILL BE AT THE DISCRETION OF THE CONTRACTOR. TYPICAL CONSTRUCTION: 1.REMOVE BITUMINOUS WEDGE. 2.REMOVE AND REPLACE DAMAGED CURB & GUTTER AND SIDEWALK AS DIRECTED BY ENGINEER. 3.RESTORE ALL DISTURBED AREAS WITHIN BOULEVARD WITH TOPSOIL, AND SOD. 4.ADJUST ALL STRUCTURES TO 1 4" TO 1 2" BELOW FINAL DESIGN WEARING COURSE ELEVATION WITH HDPE ADJUSTING RINGS. 5.PAVE BITUMINOUS WEARING COURSE. RECYCLED AGGREAGE IS NOT ALLOWED IN THE FINAL STREET LIFT OF THE VIRGIN WEARING COURSE MIXTURE. REMOVAL LEGEND STREET PAVEMENT LIMITS MANHOLE STRUCTURE CATCHBASIN STRUCTURE WATER MAIN GATE VALVE FIRE HYDRANT AND GATE VALVE SAW CUT & MILL CONSTRUCTION JOINT SAW CUT & MILL CONSTRUCTION JOINT CONCRETE HYDRANT PAD (TYP) CONSTRUCT 28' F-F CONCRETE CURB & GUTTER DES. D428 5' CONCRETE SIDEWALK (TYP) 5' CONCRETE SIDEWALK (TYP) FOR REFERENCE STRUCTURE ADJUSTMENT STRUCTURE TYPE QUANTITY WATERMAIN GATE VALVE 6 STORM SEWER MANHOLE 0 SANITARY SEWER MANHOLE 23N 91ST ST. S.90TH ALCOVE S. GRANADA AVE. S.GRANADA AVE. S. CONCRETE VALLEY GUTTER (2) (SEE DETAIL STR-16)COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:53pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C601_FS.dwgXrefs:, 193805197XSNV_FS, 193805197XSNO_FS, 193805197XSNU_FS, 193805197_BORDER_FS, 48PRCLTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.comSTREET IMPROVEMENTSC6.03 GENERAL NOTES: 1.SALVAGE AND REINSTALL SIGNS OR MAILBOXES IF NECESSARY FOR CONSTRUCTION (INCIDENTAL). 2.CONTRACTOR TO COORDINATE WITH OWNER REGARDING IRRIGATION. 3.SAWCUTTING INTO EXISTING DRIVEWAYS IS NOT ALLOWED. 4.CONTRACTOR TO PROTECT CURB LINE DURING MILLING. 5.ALL DAMAGED CURB LINE DURING MILLING WILL BE AT THE DISCRETION OF THE CONTRACTOR. TYPICAL CONSTRUCTION: 1.REMOVE BITUMINOUS WEDGE. 2.REMOVE AND REPLACE DAMAGED CURB & GUTTER AND SIDEWALK AS DIRECTED BY ENGINEER. 3.RESTORE ALL DISTURBED AREAS WITHIN BOULEVARD WITH TOPSOIL, AND SOD. 4.ADJUST ALL STRUCTURES TO 1 4" TO 1 2" BELOW FINAL DESIGN WEARING COURSE ELEVATION WITH HDPE ADJUSTING RINGS. 5.PAVE BITUMINOUS WEARING COURSE. RECYCLED AGGREAGE IS NOT ALLOWED IN THE FINAL STREET LIFT OF THE VIRGIN WEARING COURSE MIXTURE. REMOVAL LEGEND STREET PAVEMENT LIMITS MANHOLE STRUCTURE CATCHBASIN STRUCTURE WATER MAIN GATE VALVE FIRE HYDRANT AND GATE VALVE 5' CONCRETE SIDEWALK (TYP) CONCRETE HYDRANT PAD (TYP) SAW CUT & MILL CONSTRUCTION JOINT SAW CUT & MILL CONSTRUCTION JOINT 28' F-F CONCRETE CURB & GUTTER DES. D428 R25'-F (TYP) CONSTRUCT 28' F-F CONCRETE CURB & GUTTER DES. D428 B618 NFOR REFERENCE STRUCTURE ADJUSTMENT STRUCTURE TYPE QUANTITY WATERMAIN GATE VALVE 6 STORM SEWER MANHOLE 0 SANITARY SEWER MANHOLE 23 PEDESTRIAN CURB RAMP DETAILSC8.01COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:53pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com PEDESTRIAN CURB RAMP DETAILSC8.02COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:53pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com PEDESTRIAN CURB RAMP DETAILSC8.03COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:53pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com PEDESTRIAN CURB RAMP DETAILSC8.04COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:54pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com PEDESTRIAN CURB RAMP DETAILSC8.05COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:54pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com PEDESTRIAN CURB RAMP DETAILSC8.06COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:54pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C801_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com STANDARD DETAILSC8.07COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:55pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C802_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com STANDARD DETAILSC8.08COTTAGE GROVE, MINNESOTASUMMERS LANDING - 5TH ADDITION193805197FINAL STREET IMPROVEMENTS PBW DWC DRS DRSENGINEERMINNESOTA.DAVID R. SANOCKI409734/25/2024EPV SHEET NUMBER DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO.WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISIONI HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORTAND THAT I AM A DULY LICENSEDUNDER THE LAWS OF THE STATE OF PRINT NAME: SIGNATURE:DATE:LIC. NO.REVISION CHECKED Plot Date: 04/24/2024 - 4:55pmDrawing name: \\US0291-PPFSS01\workgroup\1938\active\193805197\CAD\Dwg\Final Street Improvements\Dwg\Plansheets\193805197_C802_FS.dwgXrefs:, 193805197_BORDER_FSTHE CONTRACTOR SHALL VERIFY AND BE RESPONSIBLE FOR ALL DIMENSIONS. DO NOT SCALE THEDRAWING - ANY ERRORS OR OMISSIONS SHALL BE REPORTED TO STANTEC WITHOUT DELAY.THE COPYRIGHTS TO ALL DESIGNS AND DRAWINGS ARE THE PROPERTY OF STANTEC. REPRODUCTIONOR USE FOR ANY PURPOSE OTHER THAN THAT AUTHORIZED BY STANTEC IS FORBIDDEN.733 Marquette Ave., Suite 1000Minneapolis, MN 55402www.Stantec.com 1 City Council Action Request 7.T. Meeting Date 6/5/2024 Department Public Works Agenda Category Action Item Title 103rd Street Realignment – Easement Agreements Staff Recommendation Approve the easements and the Memorandum Of Understanding with Tyler and Heidi Biron and with Bailey Nurseries. Budget Implication N/A Attachments 1. 103rd Street Realignment Easement Agreements CC Memo 2. 103rd Street Realignment MOU - Biron 3. 103rd Street Realignment PE ROW DU and TE for Construction - Biron 4. 103rd Street Realignment MOU - Bailey 5. 103rd Street Realignment PE ROW DU and TE for Construction - Bailey To: Honorable Mayor and City Council Jennifer Levitt, City Administrator From: Crystal Raleigh, PE, Assistant City Engineer Date: May 29, 2024 Re: 103rd Street Realignment – Easement Agreements Background/Discussion On May 1, 2024 the City Council approved the final plat for the Mississippi Landing residential subdivision. As part of this plat, and in accordance with the City’s requirements in the Washington County Southwest Arterial study, a portion of 103rd Street will be abandoned and realigned, right of way will be acquired by the City, and a watermain loop will be extended to serve the development as well as future development in the southwest corner of the City. The Washington County Southwest Arterial study identifies the corridor through the Mississippi Landing project as part of an arterial roadway connection between Highway 10/61 and Grey Cloud Island. As development has occurred along the corridor, the City has been acquiring the 180 feet right of way necessary for this roadway. Outside of the Mississippi Landing plat, 90 feet of right of way is needed along the north side of 103 rd Street from property owners Tyler and Heidi Biron and Bailey Nurseries. To serve both the Mississippi Landing project and future development in this area, an 18 -inch watermain must be installed along the north side of 103rd Street, outside of the future County right of way. The watermain requires a 20-foot wide Drainage and Utility easement outside of the County right of way. Honorable Mayor, City Council, and Jennifer Levitt 103rd Street Realignment – Easement Agreements May 29, 2024 Page 2 of 2 We have reached agreement with the property owners on the easement acquisitions and each owner has executed a Memorandum of Understanding ("MOU”) agreeing to certain terms. Recommendation It is recommended the City Council approve the easements and the Memorandum Of Understanding with Tyler and Heidi Biron and with Bailey Nurseries. Attachments: • Biron MOU, Right of Way Easement, Drainage and Utility Easement, Temporary Construction Easement • Bailey MOU, Right of Way Easement, Drainage and Utility Easement, Temporary Construction Easement Exhibit A Exhibit B 1 City Council Action Request 7.U. Meeting Date 6/5/2024 Department Economic Development Agenda Category Action Item Title Funding Transfer from ED Trust Fund to CVB Fund Staff Recommendation Approve Resolution 2024-90 to authorize funding transfer from the ED Trust Fund (286) to the CVB Fund (265) and the attached agreement with Chandler Thinks to engage their services for the creation of a strategic plan for the Cottage Grove Visitors and Convention Bureau. Budget Implication N/A Attachments 1. CVB Strategic Plan CC Memo 6-5 2. 2024-90 Resolution ED Trust Fund to CVB 3. Professional Services Agreement_Chandlerthinks LLC wExhibits (Cottage Grove) 5.28.24 TO:Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM:Gretchen Larson, Economic Development Director DATE:May 29, 2024 RE:Resolution 2024-90 to authorize funding transfer from the ED Trust Fund (286) to the CVB Fund (265) and an agreement with Chandler Thinks, LLC for the creation of a Strategic Plan for the City of Cottage Grove Convention and Visitors Bureau Background In March staff issued an RFP seeking the services of qualified firms to assist with the development of a strategic plan for the Convention and Visitors Bureau and received 10 proposals. Staff coordinated with the CVB Chairman and Vice Chair on the interview process and they agreed to have staff conduct the interviews of the top firms. The evaluation team consisted of the city administrator and staff, including the communications team and representatives from the parks department. The top four firms recommended for interviews by the evaluation team, were Clarity of Place, Chandler Thinks, Golden Shovel, and Future IQ. The interviews took place on Monday, May 13 and after careful consideration the team at Chandler Thinks was selected as the top firm. In addition to being the best fit for the CVB, Chandler Thinks proposal was also the lowest priced proposal at $35,750 with $1,500 earmarked for post project consultation coaching services upon finalization of the plan. The selection of the team at Chandler Thinks was presented to the Chairman and the Vice Chair, who concurred with the recommendation and requested it be presented to the full CVB board at their June 4 meeting. Funding for the project in the amount of $35,750 is recommended to be taken from the EDA Trust Fund. Recommendation Approve Resolution 2024-90 to authorize funding transfer from the ED Trust Fund (286) to the CVB Fund (265) and the attached agreement with Chandler Thinks to engage their services for the creation of a strategic plan for the Cottage Grove Visitors and Convention Bureau. Attachments Resolution 2024-90 Agreement between the City of Cottage Grove and Chandler Thinks, LLC CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUITON 2024-90 RESOLUTION AUTHORIZING FUNDING TRANSFER FROM THE ED TRUST FUND (286) TO THE CVB FUND (265) WHEREAS a strategic plan is necessary for the Convention and Visitors Bureau (CVB); and WHEREAS the ED Trust Fund has funds available for the project, and WHERAS the ED Trust Fund has been utilized to pay for economic and marketing efforts. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Cottage Grove, Minnesota, that $35,750 in funds be transferred from the ED Trust Fund (286) to the CVB Fund (265). BE IT FURTHER RESOLVED that the 2024 budget be amended for this transfer in both funds. Adopted by the City Council of the City of Cottage Grove on this 5th day of June 2024. By ___________________________________ Myron Bailey, Mayor ATTEST: _______________________________ Tamara Anderson, City Clerk 1 AGREEMENT FOR PROFESSIONAL SERVICES THIS AGREEMENT (“Agreement”) is made and executed this _____day of ____________, 2024, by and between the City of Cottage Grove, 12800 Ravine Parkway, Cottage Grove, Minnesota 55016, (“City”) and Chandlerthinks, LLC, 2929 Sidco Drive, Suite 209, Nashville, Tennessee 37204 (“Consultant”) WHEREAS, the City has accepted the proposal of the Consultant for certain professional services; and WHEREAS, Consultant desires to perform the services for the City under the terms and conditions set forth in this Agreement. NOW THEREFORE, in consideration of the mutual consideration contained herein, it is hereby agreed as follows: 1. SERVICES. a. City agrees to engage Consultant as an independent contractor for the purpose of performing certain professional Services (“Services”), as defined in the following documents: i. A standard project agreement, incorporated herein as Exhibit A. ii. A proposal dated March 27, 2024, incorporated herein as Exhibit B. iii. Where the terms and conditions of this Agreement and those terms and conditions included in Exhibits A & B specifically conflict, the terms of this Agreement shall apply. Collectively referred to as the “Exhibits” b. Consultant covenants and agrees to provide Services to the satisfaction of the City in a timely fashion, as set forth in the Exhibits, subject to Section 7 of this Agreement. c. Consultant agrees to comply with all federal, state, and local laws and ordinances applicable to the Services to be performed under this Agreement. The Consultant represents and warrants that it has the requisite training, skills, and experience necessary to provide the Services and is appropriately licensed from all applicable agencies and governmental entities. 2 2. PAYMENT. a. City agrees to pay and Consultant agrees to receive and accept payment for Services as set forth in the Exhibits. b. Any changes in the scope of the work of the Services that may result in an increase to the compensation due the Consultant shall require prior written approval by the authorized representative of the City or by the City Council. The City will not pay additional compensation for Services that do not have prior written authorization. c. Consultant shall submit itemized bills for Services provided to City according to the fee schedule outlined in the Exhibits. Bills submitted shall be paid in the same manner as other claims made to City. 3. TERM. The term of this Agreement is identified in the Exhibits. This Agreement may be extended upon the written mutual consent of the parties for such additional periods as they deem appropriate, and upon the same terms and conditions as herein stated. 4. TERMINATION. a. Termination by Either Party. This Agreement may be terminated by either party upon thirty (30) days’ written notice delivered to the other party to the addresses listed in Section 13 of this Agreement. Upon termination under this provision, if there is no default by the Consultant, Consultant shall be paid for Services rendered and reimbursable expenses until the effective date of termination. b. Termination Due to Default. This Agreement may be terminated by either party upon written notice in the event of substantial failure by the other party to perform in accordance with the terms of this Agreement. The non-performing party shall have fifteen (15) calendar days from the date of the termination notice to cure or to submit a plan for cure that is acceptable to the other party. 5. SUBCONTRACTORS. Consultant shall not enter into subcontracts for any of the Services provided for in this Agreement without the express written consent of the City, unless specifically provided for in the Exhibits. The Consultant shall pay any subcontractor involved in the performance of this Agreement within the ten (10) days of the Consultant’s receipt of payment by the City for undisputed services provided by the subcontractor. 6. STANDARD OF CARE. In performing its Services, Consultant will use that degree of care and skill ordinarily exercised, under similar circumstances, by reputable members of its profession in the same locality at the time the Services are provided. No warranty, express or implied, is made or intended by Consultant’s undertaking herein or its performance of Services. 3 7. DELAY IN PERFORMANCE. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the nonperforming party. For purposes of this Agreement, such circumstances include, but are not limited to, abnormal weather conditions; floods; earthquakes; fire; epidemics; war, riots, and other civil disturbances; strikes, lockouts, work slowdowns, and other labor disturbances; sabotage; judicial restraint; and inability to procure permits, licenses or authorizations from any local, state, or federal agency for any of the supplies, materials, accesses, or services required to be provided by either City or Consultant under this Agreement. If such circumstances occur, the nonperforming party shall, within a reasonable time of being prevented from performing, give written notice to the other party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Consultant will be entitled to payment for its reasonable additional charges, if any, due to the delay. 8. CITY’S REPRESENTATIVE. The City has designated Gretchen Larson to act as the City’s representative with respect to the Services to be performed under this Agreement. She shall have complete authority to transmit instructions, receive information, interpret, and define the City’s policy and decisions with respect to the Services covered by this Agreement. 9. PROJECT MANAGER AND STAFFING. The Consultant has designated Steve Chandler to be the primary contact for the City in the performance of the Services. He shall be assisted by other staff members as necessary to facilitate the completion of the Services in accordance with the terms established herein. Consultant may not remove or replace these designated staff without the approval of the City. 10. INDEMNIFICATION. a. Consultant and City each agree to indemnify, and hold harmless each other, its agents and employees, from and against legal liability for all claims, losses, damages, and expenses to the extent such claims, losses, damages, or expenses are caused by its negligent acts, errors, or omissions. In the event claims, losses, damages, or expenses are caused by the joint or concurrent negligence of Consultant and City, they shall be borne by each party in proportion to its own negligence. b. Consultant shall indemnify City against legal liability for damages arising out of claims by Consultant’s employees. City shall indemnify Consultant against legal liability for damages arising out of claims by City’s employees. 11. INSURANCE. During the performance of the Services under this Agreement, Consultant shall maintain the following insurance: a. General Liability Insurance, with a limit of $2,000,000 for any number of claims arising out of a single occurrence. 4 b. Professional Liability Insurance, with a limit of $2,000,000 for any number of claims arising out of a single occurrence. c. Workers’ Compensation Insurance in accordance with statutory requirements. d. Automobile Liability Insurance, with a combined single limit of $1,000,000 for each person and $1,000,000 for each accident. Consultant shall furnish the City with certificates of insurance, which shall include a provision that such insurance shall not be canceled without written notice to the City. The City shall be named as an additional insured on the General Liability Insurance policy. 12. OWNERSHIP OF DOCUMENTS. Professional documents, drawings, and specifications prepared by the Consultant as part of the Services shall become the property of the City when Consultant has been compensated for all Services rendered, provided, however, that Consultant shall have the unrestricted right to their use. Consultant shall retain its rights in its standard drawing details, specifications, databases, computer software, and other proprietary property. Rights to proprietary intellectual property developed, utilized, or modified in the performance of the Services shall remain the property of the Consultant. 13. NOTICES. Notices shall be communicated to the following addresses: If to City: City of Cottage Grove 12800 Ravine Parkway Cottage Grove, MN 55016 Attention: City Administrator Or e-mailed: JLevitt@cottagegrovemn.gov If to Consultant: Chandlerthinks, LLC 2929 Sidco Drive, Suite 209 Nashville, TV 37204 Attention: Steve Chandler Or emailed: steve@chandlerthinks.com 14. INDEPENDENT CONTRACTOR STATUS. All services provided by Consultant, its officers, agents and employees pursuant to this Agreement shall be provided as employees of Consultant or as independent contractors of Consultant and not as employees of the City for any purpose. 15. GENERAL PROVISIONS. a. Assignment. This Agreement is not assignable without the mutual written agreement of the parties. 5 b.Waiver. A waiver by either City or Consultant of any breach of this Agreement shall be in writing. Such a waiver shall not affect the waiving party’s rights with respect to any other or further breach. c.Governing Law. This Agreement shall be construed in accordance with the laws of the State of Minnesota and any action must be venued in Washington County District Court. d.Severability. If any term of this Agreement is found be void or invalid, such invalidity shall not affect the remaining terms of this Agreement, which shall continue in full force and effect. e.Data Practices Compliance. All data collected by the City pursuant to this Agreement shall be subject to the Minnesota Government Data Practices Act, Minnesota Statutes, Chapter 13. f.Entire Agreement. This Agreement constitutes the entire agreement of the parties and supersedes all prior communications, understandings and agreements relating to the subject matter hereof, whether oral or written. [The remainder of this page is intentionally left blank] 6 CITY OF COTTAGE GROVE By: Myron Bailey, Mayor By: Tamara Anderson, City Clerk Date: 7 CHANDLERTHINKS, LLC (“CONSULTANT”) By: Its: Date: Steve Chandler Owner 05/29/24 1 EXHIBIT A STANDARD PROJECT AGREEMENT BETWEEN COTTAGE GROVE CONVENTION & VISITORS BUREAU AND CHANDLERTHINKS, LLC 1. This Agreement sets out the terms and conditions whereby Chandlerthinks, LLC (hereinafter referred to as the Agency) is to perform the professional services set out herein under the general direction of and for the benefit of CITY OF COTTAGE GROVE/COTTAGE GROVE CONVENTION & VISITORS BUREAU (hereinafter referred to as the Client). 2. The Agency will develop and present to Client the STRATEGIC PLANNING SERVICES as outlined in the Scope of Work which is attached as Exhibit I, for the Client’s review and approval. The Agency will be compensated for this Scope of Work by a base fee of $35,750. This base fee does include travel expenses (2-3 trips). Any additional work requested by the Client from the Agency outside of the Scope of Work outlined in Exhibit I herein, will be estimated in advance and subject to Client’s prior approval. 3. The fee related to the Scope of Work (as outlined in Exhibit I attached) will be billed in four (4) invoices as follows: a. The first invoice, in the amount of $8,937.50 (25% of project price) will be billed upon completion of Phase 1. This represents the work to be performed in Phase I (Phase 1 Research) of the outlined scope of work (proposal). We anticipate this phase of the work to begin in July 2024. b. The second invoice, in the amount of $8,937.50 will be billed upon completion of Phase II. This represents the work to be performed in Phase II (Cottage Grove Tourism Industry Analysis) of the outlined scope of work (proposal). c. The third invoice, in the amount of $8,937.50 will be billed upon completion of Phase III. This represents the work to be performed in Phase III (Board/Organization SWOT, Goal Setting and Prioritization) of the outlined scope of work (proposal). d. The fourth and final invoice, in the amount of $8,937.50 will be billed when the final report has been provided and final project presentation is made to your committee. Final payment is not due until all project deliverables have been met. Additionally, $1,500 of the final payment is earmarked for post project consultation coaching services as referenced on page 27 in the Fee Proposal section of the proposal. All invoices are due net 10 days upon receipt. 4. Upon completion of this project underlying this Agreement, the Agency shall transfer, assign and make available to the Client, or its representatives, all property and materials in its possession or control paid for by the Client and relevant to the project. In the event that material, which is the subject of this Agreement in copyrightable subject matter, Agency and Client agree that for the purposes of this order the material shall be a work made for hire 2 and shall be considered owned by Client upon delivery. Agency thereby transfers any and all copyrights and related intellectual property rights to the Client. 5. No modifications of this Agreement shall be valid unless such modifications are in writing and signed by both Client and Agency. 6. Applicable Law. The Agreement will be deemed to be a contract made under the laws of the State of Minnesota and will be construed in accordance with the laws of Minnesota without regard to principles of conflicts of law. The exclusive forum and venue for the adjudication of any rights, claims or disputes arising out of or in connection with this Agreement shall be the state courts of Minnesota or the United States District Court for Minnesota. The parties specifically waive the right to a jury trial in connection with any dispute arising out of this Agreement, or between the parties for any reason. City of Cottage Grove Chandlerthinks, LLC Myron Bailey, Mayor Steve Chandler, Owner _____________________________ ____________________________ By: By: Date: _________________ Date: ________________ 3 EXHIBIT I > The RFP response that was delivered in March 27, 2024. PROPOSAL FOR Chandlerthinks, LLC 2929 Sidco Drive, Suite 209, Nashville, TN 37204 Federal tax ID #: 81-1141897 Steve Chandler, Owner | 615.498.8313 | steve@chandlerthinks.com DESTINATION BRANDING SPECIALISTS COTTAGE GROVE CONVENTION & VISITORS BUREAU PROPOSAL STRATEGIC PLANNING SERVICES provided March 27, 2024 EXHIBIT B Chandlerthinks.com 03 | COVER LETTER 04 | TOURISM EXPERIENCE 10 | PROJECT TEAM 15 | PROJECT APPROACH & METHODOLOGY 20 | REFERENCES & PAST EXPERIENCE 26 | PROJECT COST & TIMELINE TABLE OF CONTENTS 2 Chandlerthinks.com March 27, 2024 City of Cottage Grove Attn: Gretchen Larson 12800 Ravine Parkway South Cottage Grove, MN 55016 RE: STRATEGIC PLANNING SERVICES Thank you for the opportunity to provide a proposal for the upcoming Cottage Grove Convention and Visitors Bureau’s Strategic Planing initiative. What follows outlines the team and the process we would follow to assess and develop the optimal direction for Cottage Grove Convention and Visitors Bureau towards the efforts of increasing visitors for sales tax and bed tax dollars as well as the strategic recommendation for allocation of those dollars. We applaud Cottage Grove Convention and Visitors Bureau’s preparation for the explosive growth that is happening in the area. Tourism planning takes forethought and visioning. For this reason, it requires the experience and expertise of specialists. Developing effective tourism that reaches residents, visitors, local businesses and prospective businesses is, in fact, all we do. Chandlerthinks has provided brand direction, research, strategic planning and tourism asset development services for more than 80 communities in 28 states across the United States since 2010. Our proposal follows, but here is the short version of why Chandlerthinks is the great choice for this project: 1.Our team understands the somewhat sensitive nuances of municipal and community projects. This complexity is often escalated when the discussion is opened to a larger group concerning how to best market the community. 2.Our process has been recognized for excellence in its ability to effectively engage community leaders and residents in the process. 3.We know tourism. Both Greg and Steve are certified Tourism Marketing Professionals, an accredited program by the Southeast Tourism Society. In fact, Steve also teaches Destination Branding as a part of the course curriculum each year. Any questions related to this proposal should be addressed to me, personally. Regards, Steve Chandler, Owner/Brand Strategist 3 DESTINATION BRANDING SPECIALISTS TOURISM EXPERIENCE Chandlerthinks.com Founded in 2010 in historic Franklin, TN, Chandlerthinks is a Limited Liability Corporation and 100% owned by Steve Chandler. We are one of the nation’s leading consulting firms dedicated to place branding and marketing for municipalities, communities and destinations seeking to create a strong identity and purposeful direction. We combine experience from traditional branding and advertising agencies, destination branding firms and digital marketing agencies. We have a team of highly experienced professionals that specialize in research, strategic brand positioning, place marketing, creative development and direction, design, media strategy and digital marketing. Collectively our team members have been a part of more than 300 place marketing projects in their careers. These are the same people that would be working on the Strategic Plan for Cottage Grove Convention and Visitors Bureau. Our clients are mostly municipalities, economic devolvement agencies, and tourism marketing organizations. We are very familiar with the political nuances and process necessary to move work successfully forward. We know the appropriate parties that should be included when work needs to be reviewed, as well as when to make presentations to the larger group. Chandlerthinks continually strives to stay on top of industry trends, and we are actively involved in the following trade organizations and associations. TOURISM EXPERIENCE 5 For more on Chandlerthinks, please check us out at www.chandlerthinks.com, Google Chandlerthinks, or follow us on Facebook (facebook.com/chandlerthinks). Chandlerthinks.com Chandlerthinks provides a number of marketing services designed to help destinations learn what makes them appealing and unique and how to promote themselves in order to grow their local economy. Most projects are related to research, planning, branding and communications development. PLACE MARKETING IS WHAT WE DO - OUR SERVICES Place Branding Our primary focus is leading and managing the process of place branding for cities, communities and tourism destinations. This involves tactical research, development of a brand strategy, creation of a brand identity, and a recommended branding plan. Collectively, our team has assisted more than 200 communities with the process of developing a competitive identity for the purpose of building tourism, economic development and community momentum. Tourism Strategic Planning We have developed tourism strategic plans for different destinations in Georgia, Tennessee, North Carolina, Maryland, Missouri and Texas to name a few. Sometimes a change in tourism direction is needed but should be grounded in a research-based approach and solution that can manage and satisfy expectations of boards and political influences. Festival & Event Economic Impact Studies We help Festival & Event organizers determine the economic impact (direct spending) an event has on the local community. This helps event organizers communicate and promote the value of the event back to local officials and other key stakeholders. It also helps in the recruitment of event sponsors the following year. Destination Marketing Research Chandlerthinks is a half brand development and half research company. We can develop Visitors Profiles Studies, Visitors Conversion Studies, Citizen Satisfaction Studies, Human Movement Research and other really cool relevant research that goes into the decision making of effective planning. 6 Chandlerthinks.com Below are the many communities for which Chandlerthinks has provided place marketing and strategic planning services. In the thirteen years we’ve been in business, it’s given us the opportunity to work with a lot of communities across the country - over 80 different places in 28 states. BACKGROUND AND EXPERIENCE Alamance County, NC Allegany County, MD Apex, NC Ascension Parish, LA Bargersville, IN Bowling Green, KY Carlsbad, CA Cabarrus County, NC Carrollton, KY Cedarburg, WI Clifton, TN Grenada Columbia, TN Columbus, GA Corpus Christi, TX Currituck Outer Banks, NC Dahlonega, GA Danville, KY Decatur, GA Douglasville, GA Dunedin, FL Eastern Shore, VA Elk River, MN Ennis, TX Fayette County, TN Fayetteville, TN Finger Lakes, NY Franklin, TN Fremont, NE Gadsden, AL Gahanna, OH Galveston Island, TX Glasgow, KY Gulf County, FL Hartselle, AL Henderson, KY Horsham, PA Hutchinson, MN Independence, MO Irvine, CA Jefferson, WI Katy, TX Kenai Peninsula, AK La Fourche Parish, LA Lake City, SC Livingston Parish, LA London, KY Longmont, CO Macon, GA Maple Valley, WA Marshall County, KY Marshall County, AL Maryville, MO Middleborough, MA McMinn County, TN Meigs County, TN Monroe County, TN Morrow, GA Natchez, MS Northfield, IL Owensboro, KY Perry, GA Polk County, TN Robertson County, TN Rowan County, NC Saint Charles, MO Seguin, TX Shafter, CA Shenandoah County, VA Spartanburg, SC Spring Hill, TN St. Mary’s Parish, LA Stewart County, TN Stillwater, OK Sugar Land, TX Sumner County, TN Suwanee, GA The Kentucky Wildlands Unicoi County, TN Union County, OH Vicksburg, MS West Fargo, ND 7 Chandlerthinks.com BRANDING EXAMPLES 8 Chandlerthinks.com BRANDING EXAMPLES 9 DESTINATION BRANDING SPECIALISTS PROJECT TEAM Chandlerthinks.com A Brief Statement About Our Team We believe the Chandlerthinks team members are going to provide The Cottage Grove Convention and Visitors Bureau with the most experienced Tourism Strategic Planning team of any other proposer. Each member of our core team has done place marketing dozens of times (for some team members 100+). This means we are familiar with the political nuances that can positively or negatively affect the project, and our approach reflects this knowledge. PROJECT TEAM - DESTINATION MARKETERS 11 Greg Fuson Kevin Hinson Cindy Sargent Chandlerthinks.com Every person on your Chandlerthinks team has extensive experience in working with places, destinations and branding municipalities. If additional help is needed for extended creative services, such as video production or photography, we work with professionals who also are experienced in place marketing. Place marketing is our passion as a company, and our team delivers it well. TEAM QUALIFICATIONS Steve Chandler - Owner/Brand Strategist, TMP Steve is a recognized speaker and a leading practitioner on the topic of place branding. Steve started Chandlerthinks in 2010 to provide consulting for communities seeking to make their brand, marketing and communications stronger. Since then Steve has spoken on the topic of place marketing and place branding all over the country including at the Georgia Municipal League of Cities, the Kentucky Travel Industry Association, South Carolina Governor’s Conference on Tourism, Mississippi Governor’s Conference on Tourism and the annual Marketing College for the Southeast Tourism Society (for the past 7 years). Steve has personally worked on over 150 community and destination branding projects. His experience in similar projects gives him the nuanced knowledge, skills and diplomacy needed to guide, work with and lead local stakeholders. He directs the brand strategy development, as well as brand creative direction. Some of his more recent project work can be seen in what is taking shape in communities such as: Salisbury-Rowan County, North Carolina; Jefferson, Wisconsin; Macon, Georgia; Douglasville, Georgia; Seguin, Texas; Ennis, Texas; Cedarburg, Wisconsin; Village of Northfield, Illinois; Columbus, Georgia, The KY Wildlands and many more. Education Western Kentucky University, Bachelor of Science in Advertising/Minor in Marketing Certified Tourism Marketing Professional (TMP) by the Southeast Tourism Society 12 Chandlerthinks.com TEAM QUALIFICATIONS Greg Fuson - Director of Research & Community Engagement, TMP, FEP Greg has been helping clients understand their markets through the thorough use of research for more than 25 years. He has developed extensive skills in survey design and management for both quantitative and qualitative areas of research. Greg will oversee any research conducted on this project, including survey design, group questionnaires and analysis. He has been part of the Chandlerthinks team from its inception. Greg has managed studies for a number of national-branded clients, including a stint as the director of research for the Country Music Association. But his passion is in marketing research for destinations and places, and he has worked with more than 125 communities around the country. Some of his clients within this industry include: Pigeon Forge Department of Tourism; Tennessee Department of Tourist Development; Franklin- Williamson County Convention and Visitors Bureau; Cedarburg, Wisconsin; Jefferson, Wisconsin; Stillwater, Oklahoma; Macon, Georgia; Village of Northfield, Illinois; Saint Charles, Missouri; Bowling Green, Kentucky; Columbus, Georgia; Danville, Kentucky; and Kentucky Lake, Kentucky. Greg is also deeply involved in helping determine the economic impact of festivals and events. He leads this effort for Chandlerthinks, directing many cities towards their goal of measuring the true economic impact of a festival or event. In fact, Greg is a past Chairman of the Southeast Festivals and Events Association and speaks frequently on this topic. Education Belmont University, Bachelor of Science in Business Administration/Marketing Certified Tourism Marketing Professional (TMP) by the Southeast Tourism Society Certified Festival & Event Professional (FEP) by the Southeast Tourism Society 13 Chandlerthinks.com TEAM QUALIFICATIONS 14 Susan Ewing Destination Project Manager Every team has that one person that oversees the timing and attention to details for the entire project. This is Susan. She’s strategic and organized. Exactly what’s needed for a consulting project with deliverables and timelines that need to be met. With more than twenty years of demonstrated success in planning and implementing sound, strong and effective marketing solutions for clients, she is now leveraging her expertise to help Chandlerthinks place branding projects. Combining relevant classic branding experience and efficiency in project management is Susan’s passion. Throughout her career, she has demonstrated a strong work ethic, flexibility, and extraordinary attention to detail. Susan is a classic brand builder out of Memphis, working at some of the regions top advertising agencies. She applies big idea thinking to on-the-floor implementation. She keeps the team focused on results. DESTINATION BRANDING SPECIALISTS PROJECT APPROACH & METHODOLOGY Chandlerthinks.com I. Current State of Market and Destination Marketing-Management A. Site Visit-Fam Tour and Tourism Audit The Chandlerthinks team will use a “feet-on-the-ground” approach to gain an in-depth understanding of current and potential tourism products. The tourism audit will consist of conducting observational research by touring Cottage Grove as well as engaging front line employees (restaurant, lodging, retail, etc.). B. Marketing Assessment and Competitive Analysis We will take an in-depth deep dive into the current marketing and messaging you currently use as well as others in the tourism industry within the region. Our deep dive looks at the following: current advertising messaging, website analytic, available advertising tracking data, online reviews, search, and competitor marketing. We place a large degree of emphasis on the digital audit since that is the primary way visitors plan travel. C. Visitor Segmentation The most effective method for visitor profiling is to follow up with them and ask them directly about their experiences, as well as profiling their origin address. The theory “birds of a feather flock together” allows us to better understand socioeconomic behaviors. We use media tracking tools for capturing mobile device data from Cottage Grove visitors. Mobile device data allows us to understand where visitors place of origin, “pathway” to your destination, length of stay, in market movement, demographics and a profile of their lifestyle interests. Understanding the behaviors of visitors allows Cottage Grove tourism to make more strategic marketing decisions. 16 APPROACH TO DESTINATION PLANNING Getting started on the project. We'll put you to work a little and ask that you provide us with some basic background information. But we make it easy. A 45-minute phone call with your project point person will begin the project work. Chandlerthinks.com D. Lodging & Attraction Survey & Analysis In this phase, we review two sources of information. First, we will speak to those in charge of what your visitors experience…the managers of the hotels and attractions. We will hear from them on the make-up and dynamics of current business (business travelers, leisure, meetings, groups) and areas they feel could use the most improvement from marketing. Our goal is to have a minimum of 60% of your hotel and lodging partners complete the survey. We would also want to gauge similar information from a convention sales and meeting perspective. The meeting planner segment would require cooperation with the meeting facilities. The second source we review is Smith Travel Research STAR reports. We have budgeted for securing their annual report for your market. E. Staff and Stakeholder Interviews We will conduct 15 - 20 half-hour interviews with staff members and tourism stakeholders that have been selected by the staff. The staff members should include those working in providing the visitor experience, group event sales, sporting event sales, marketing/communications and finance areas. This is where selected elected leadership can be engaged in the process. APPROACH TO DESTINATION PLANNING F. Stakeholder Vision Casting Groups It is important to engage your community and hospitality stakeholders in this process. It is the time for them to provide their opinions about Cottage Grove tourism management, results and most importantly for this process, a vision of where it should be going. We recommend four groups consisting of the following: tourism board members, lodging stakeholders, and tourism attraction-restaurant-retail stakeholders. Overall, we will be looking at the current tourism make-up and projecting what it could be in three to five years. Specific things we will be discussing: •What drives tourism today? Who? Reason? •What is most different today than ten years ago? •What are the biggest changes you see coming to Cottage Grove tourism industry? •What are the biggest competitive factors to business today? Or upcoming? •Where are our voids? Where are we vulnerable? What should be considered? 17 Chandlerthinks.com 18 APPROACH TO DESTINATION PLANNING II. Cottage Grove Tourism Industry Analysis A. Cottage Grove Tourism GAP Analysis A GAP analysis will conducted by identifying and reviewing the revenue generating tourism assets, measuring them against the competitive set and against identified industry benchmarks. It will be important for industry partners to cooperate in providing this data for their respective asset. A proper GAP analysis will not make decisions on the best opportunities to pursue but it will provide an indication on opportunity and where possible investment is most likely today off. This report will be visual in nature for easy review by necessary parties. B. Annual Visitation & Overnight Stay Estimates Visitation estimates can be determined by a combination of some of the analysis previously mentioned. We will use human movement data (Placer) to track specific visitation volume from your top visitor assets (i.e. Cottage Grove Lake, Sports Complex, etc.). We will also be able to determine overnight status using STR reports (if they are available). III. Board/Organization SWOT, Goal Setting and Prioritization After collecting all the information from the sessions with staff, tourism stakeholders and residents it is time to being setting tourism goals and priorities. In this phase, the Chandlerthinks team will conduct a one-day live workshop with the CVB staff and Board of Directors to digest the data and set strategic goals and more importantly prioritize those goals. Part of this will be a review of the Cottage Grove tourism SWOT Analysis (Strengths Weaknesses Opportunities and Threats). It’s a proven process for reviewing all angles of a problem. Based on the collected information, we will assemble and present the Cottage Grove Convention and Visitors Bureau SWOT for this meeting. Chandlerthinks.com 19 IV. Strategic Plan Development The Chandlerthinks team will develop a 3-5 year strategic plan that takes all of the information gathered throughout the process and specifically outline goals, priorities, responsibilities and measurement. The strategic plan will include actionable steps to achieve the goals. A. Tourism Action Plan & Roadmap The Cottage Grove Strategic Roadmap provides you the direction to enhance Cottage Grove’s competitive positioning relative to competitive destination markets and identify growth markets while anticipating the future state of tourists’ needs and possible infrastructure upgrades that may be needed. for making confident decisions for growing tourism. This is not a bowl of lofty ideas (well, we may throw in a few of those too). This is a strategic AND tactical plan that provides prioritized recommendations on where you need to begin in order to grow tourism. Chandlerthinks will provide a bound report of the entire strategic planning process from this project. This will include one printed bound copy and one electronic copy of the final plan. APPROACH TO DESTINATION PLANNING DESTINATION BRANDING SPECIALISTS REFERENCES AND PAST EXPERIENCE Chandlerthinks.com REFERENCES Project Contact Kellye Murphy, Tourism & Marketing Director; kmurphy@columbiatn.com 931-560-1575 City of Columbia Columbia, TN 38401 Project Contact Tammie Nazario, Director; tnazario@kywildlands.com 606-219-7929 The Kentucky Wildlands Somerset, KY 42501 Project Contact Tameron Kugler, Director; Tameron.Kugler@currituckcountync.gov 252-435-2947 Currituck Outer Banks Tourism Moyock, NC 27958 Project Contact Elizabeth Phelps - Assistant Director; ephelps@discoverstcharles.com (636) 255-6110 Greater St. Charles Convention & Visitors Bureau St Charles, MO 63301 21 Chandlerthinks.com EXAMPLES: Tourism Strategic Plans THE KENTUCKY WILDLANDS A tourism strategic plan was completed May 2018 for Eastern Kentucky PRIDE towards the effort of developing a new tourism program for a 41-county region of southern and eastern Kentucky. The goal was to set forth a plan for introducing a new tourism entity into the region and properly launch its efforts for the next 5-years. Organization began immediately and marketing implementation began May 2019 22 CASE STUDY 30% conversion rate 40% first time visitors to the area Marketing implementation began May 2019 2022 Visitor Conversion Study was conducted to measure baseline results “This effort never would have been successful without Chandlerthinks rolling up their sleeves and engaging our local community stakeholders” - Tammie Nazario, Director Additional Details of Conversion Study on the following page $427,740 DIRECT TOURISM DOLLARS GENERATED (A SMALL NUMBER BUT IT STARTED FROM ZERO) Chandlerthinks.com 2022 Visitor Conversion Study was conducted to measure baseline results All reported numbers are from the 2022 Visitor Profile and Conversion Study administered by Chandlerthinks, LLC. 22% 83% 13% 66% 18% 79% 20% 7% 13% 40% 7% 49% First-Time Visitors Vacation Interests: Scenic Beauty: 95% | Outdoor Recreation: 84% | History/Heritage: 75% Demographics: Age: 56% 35-54 | 29% Income >$100K Top Visitation States: Kentucky | Indiana | Ohio 40% Hotel/Motel Hiking Airbnb Ate at a Local Restaurant State Resort Park Visited a State Park Cabin Other Campground Shopping Friend or Family Chased Waterfalls $427,740 Estimated Tourism Dollars Generated Avg Day-trip Visitors per Person Spending Avg Overnight Visitor per Person Spending Avg Overall Group Size$75$331 2.97 85%Plan to Visit The Kentucky Wildlands in the Near Future Estimated Value per Lead$194 30% Conversion Rate Stayed Overnight Change in Perception58% 37% Types of Overnight Accommodations: Top Activities with Visiting: HIKING BEAUTY NATUREMOUNTAINS GREAT TRAILS ACTIVITIES FOREST WILDLIFE CAMPING LAKEFAMILY FUN OUTDOOR ADVENTURE RIVER SCENERY DANIEL BOONE PEACE HISTORYTOWNS FALLS SCENIC CAVE PRESERVE COOL RECREATION WOODS OUTSIDE CUMBERLAND HORSES VIEWS WATERFALLS TRIPS ANIMALS PRETTY GETAWAY UNTOUCHED HILLS STREAMS 23 CASE STUDY Chandlerthinks.com SAINT CHARLES, MO Tourism strategic planning project completed March 2016. Implementation began calendar year 2017 (tourism revenue numbers were slightly down 2017 vs 2016). •2018 tourism hotel tax revenue was $3,555,921up 5.0% from 2017. •2017 total tourism expenditures in St. Charles County were up 3%, an increase of $24,529,039 •2018 total tourism expenditures in St. Charles County were up 8%, an increase of $63,270,049. 24 EXAMPLES: Tourism Strategic Plans Implementation began calendar year 2017 2017 total tourism expenditures in St. Charles County were up 3% 2018 tourism hotel tax revenue was up 5.0% from 2017 2018 total tourism expenditures in St. Charles County were up 8% Source: City of Saint Charles, MO Annual Budget 2016/2018; St. Charles Convention and Visitors Bureau-Missouri Department of Tourism. Chandlerthinks.com COLUMBIA & MAURY COUNTY, TN Tourism strategic plan and branding project completed February 2017. Implementation began May 2017. •2016 Direct Tourism Expenditures $123.34 million •2017 Direct Tourism Expenditures $134.09 million, an 8.72% increase from 2016 25 EXAMPLES: Tourism Strategic Plans Source: City of Columbia, TN-Tennessee Department of Tourism Implementation began May 2017 $123.34 million 2016 Direct Tourism Expenditures $134.09 million 2017 Direct Tourism Expenditures 8.72% increase DESTINATION BRANDING SPECIALISTS PROJECT COST & TIMELINE Chandlerthinks.com 27 PROJECT TIMELINE From beginning to end, a project with this scope should take approximately 10-13 weeks. Phase I. 5-6 weeks Phase II. 2-3 weeks Phase III. 3-4 weeks FEE PROPOSAL The Cottage Grove Convention and Visitors Bureau Strategic Plan project price is $35,750. Travel and materials costs have been included in the above pricing. Ongoing Coaching There may be times after this strategic planning process when you could use the guidance and support of our expertise. Whether at 3 months, 6 months or a year into the process, we can be available to help you with any guidance and direction you may need. We have already included up to $1,500 of our post project consultation coaching services in this proposal. Should our services be needed beyond that, the proposed fee would be at an hourly rate of $150 (travel not included), and an agreed upon amount can be included in an addendum to the contract. Chandlerthinks.com 28 Thank you. 1 City Council Action Request 7.V. Meeting Date 6/5/2024 Department Economic Development Agenda Category Action Item Title Application to CDA Finance Fund Staff Recommendation Adopt Resolution 2024-91 authorizing the City to apply to the Washington County Community Development Agency (CDA) Predevelopment Finance Fund for a grant for the creation of a Market Analysis and Small Area Plan and authorize the city matching fund of $40,000 to come from the ED Trust Fund. Budget Implication N/A Attachments 1. CDA Macthing Grant Memo - Small Area Plan 2. CDA Resolution - Small Area Plan 3. Predevelopment Finance Fund Application - Small Area Plan 4. Small Area Plan Study Map TO:Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM:Gretchen Larson, Economic Development Director DATE:June 3, 2024 RE:Resolution 2024-91 authorizing the City to apply to the Washington County Community Development Agency (CDA) Predevelopment Finance Fund for a matching grant for the creation of a Market Analysis and Small Area Plan Background In December of 2022 the city council approved a Resolution and an agreement engaging the services of Bolton-Menk to complete a utility study for the properties located along the southside of the Hwy 61/10 corridor from Langdon Village to Innovation Road. The study commenced in March of 2023 and was completed in February of 2024. In addition to the utility analysis and the infrastructure needs of the area, the study also indicated that the completion of the 100th Street Realignment project would open up over 2,000 acres of property for both residential and industrial development. At the city council strategic planning session in January, the utility study and the options and costs for providing the necessary infrastructure in the area, were presented by the Public Works Director. As a part of the discussions the City Administrator and staff recommended that an RFP be issued for the development of a Market Analysis and Small Area Plan which would ensure that the properties in the area were developed for their highest and best use. The attached map shows the area that would be studied. Discussion Based upon feedback from the city council at the January strategic planning session, staff issued an RFP for a Market Analysis and Small Area Plan on April 19 with a deadline of May 17. Four proposals were submitted and two are under review by the planning team who will have a recommendation prepared for the June 26 city council meeting for consideration. Both finalists submitted proposals at or within the budgeted amount of $80,000 for the study. If the request to apply for funding from the CDA is approved, staff will submit the attached application and resolution to CDA Board at their June 18 meeting. The required matching funds for the plan are recommended to be paid for out of the ED Trust Fund. The CDA will match funds 1 to 1 up to a maximum of $40,000. City Council Meeting May 23, 2024 Page 2 of 2 Recommendation Adopt Resolution 2024-91 authorizing the City to apply to the Washington County Community Development Agency (CDA) Predevelopment Finance Fund for a grant for the creation of a Market Analysis and Small Area Plan and authorize the city matching fund of $40,000 to come from the ED Trust Fund. Attachments Resolution 2024-91 CDA Prefinance Fund Application Small Area Plan Map CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-91 RESOLUTION AUTHORIZING APPLICATION TO THE WASHINGTON COUNTY CDA PREDEVELOPMENT FINANCE FUND WHEREAS, the City has identified a proposed project that meets the Washington County Community Development Agency (CDA) Predevelopment Finance Fund’s purposes and criteria; and WHEREAS, the City has established that the property in consideration has been zoned and/or guided for future development and the proposed project is a high priority of the city; and WHEREAS, the City supports the proposed project scope of work and hereby supports the application to the Predevelopment Fund; and WHEREAS, the City has the legal authority to apply for financial assistance; and WHEREAS, the City is supportive of enhancing economic development opportunities that will serve to create jobs, enhance the tax base, and improve the lives of Washington County residents. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the City approves the application for funding from the Washington County CDA Predevelopment Finance Fund. BE IT FURTHER RESOLVED that upon approval of its application by the Washington County CDA, Myron Bailey, Mayor of the City of Cottage Grove, is hereby authorized to execute such agreements as are necessary to receive and use funding for the proposed project. Passed this 5th day of June 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk WASHINGTON COUNTY CDA PREDEVELOPMENT FINANCE FUND GRANT APPLICATION General Information Date: ___May 28, 2024__________________________________________________ __ Project Name: Market Analysis and Small Area Plan Applicant City/Township: City of Cottage Grove Applicant Address: 12800 Ravine Parkway Avenue South, Cottage Grove MN 55016 Application/Project Contact: Gretchen Larson, Economic Development Director Contact Email Address: glarson@cottagegrovemn.gov Contact Phone Number: 651-458-2830 Authorized Official(s) for Execution of Contracts (name and title): same as Project Applicant How much grant funding are you requesting? $40,000 Is the applicant an eligible public entity as defined in the program policy and guidelines? Yes X No __ I. PREDEVELOPMENT FINANCE FUND PROPOSED PROJECT DESCRIPTION 1. Describe the city’s/township’s goals, objectives and need for the Predevelopment Finance Fund grant and anticipated future commercial and industrial opportunities and other proposed components. Please explain the public benefit of the proposed plan, report or study. Attach copy of proposed contract for services or scope of work for any activities to be funded by CDA grant funds. The City of Cottage Grove’s goal of the Predevelopment Finance Fund grant is to develop a Small Area Plan and Market Analysis of the area along Highway 61/10 from Langdon Village to Keats Avenue (County Road 19). The area is approximately a 200-acre site that the City of Cottage Grove sees as the gateway into the community. The City’s proposed 2040 Comprehensive Plan also guides this area for mixed use and commercial and industrial development. The site area in the study would provide the community an opportunity to develop a commercial hub as well as expand our industrial area to create good jobs, with higher wages and promote and facilitate economic growth and development. We are currently evaluating two final proposals from consultants who submitted proposals for the development of the market analysis and small area plan. Each proposal is approximately $80,000 and we estimate that a final report will be ready in late October or early November of this year. Once a final consultant has been selected and approved by City Council a copy will be provided to the CDA. 2. Has a developer or end user been identified or committed to the proposed site? No, however, there is significant interest from a variety of REIT and private investors who would like the property for both commercial and industrial uses. 3. Provide a brief history of the site including any previous uses, activities, prior or existing contamination, and other previous attempts at selling, developing or redeveloping the site. (please identify any obstacles that may be preventing the city/township from accomplishing its goals for the site or area)? We must secure funding for the final phase of the 100th Street Realignment project in order to have proper access on this side of Hwy 61/10. Those funds have been requested via several state and federal grants and we are confident that we will be successful in our request in the 2024 or 2025 budget cycle. The small area plan will be a critical component of the final planning process in development of the area. 4. Describe any studies or development activities at the proposed site or project area that have already been completed or are currently underway (if applicable). As noted above in Q3, the city is essentially through the design process for the 100th Street Realignment project and now working on securing the needed ROW and final funding for the project. We have also completed a utility study with assistance from the CDA via this fund previously. The support from the CDA for this study was another critical step in the development process. 5. Proposed Budget. Itemize all funding sources that have been or will be used to complete the proposed project goals and activities. Source of Funds Amount Committed Pending Washington County CDA Funds $40,000 X City or Township Local Matching Funds $40,000 X Total:$80,000 Itemize expenses for the completion of the proposed project goals or proposed activities. Itemized Use of Funds/Expenses Costs Funding Source Schematic Study and Design $10,000 Grant/City Development Plan $60,000 Grant/City Presentation Materials $10,000 Grant/City Total:$80,000 II. DETAILED PROJECT AND ACTIVITY DESCRIPTION 1.Please provide location maps, photos, current and projected site plans (if available). (maps should include site or project area location, property boundaries, north arrow, and bar scale, etc.) See attached map of study area. 2. Describe all of the proposed activities (i.e. studies) that are part of this grant funding request. 3. Is demolition of blighted buildings or other structures part of the proposed project? Yes. 4. What is the proposed future end use of the project site or area? Mixed use and industrial development. 5. Describe the site or project area (including): (please attach current property tax statement(s): Acreage of overall site: 200 + Number of parcels: 7 Owner Support Letter Attached Parcel Identification/Description Number or Address Yes No 21.027.21.41.0006, 0007, 0009 and 0011 Yes* 3M Property Haven’t rec’d back yet 8991 West Point Douglas Rd.Yes* 9165 West Point Douglas Rd. Haven’t rec’d back yet Please identify all property owners and include a letter of support from each owner: The property in question has 5 parcels which are owned by the City. *The city owned parcels surround a privately owned property known locally as the Majestic Ballroom. The owner is currently working with us cooperatively on another CDA funded project under the brownfield grant assessment program which would ultimately result in the building being remediated and the well and septic capped. This would then make the property more marketable and the owner, Dave Kolber, is a willing seller. The remaining property of 200 plus acres is owned by 3M who are also willing sellers once the 100th Street project is under construction. Is the property currently listed or available for sale? Available for sale. After development or redevelopment is complete, what portion of the project site be publicly and privately owned? Public: Private: _100%__________________ 6. Identify any other partners and their roles such as landowners, realtors, developers, consultants, and regulating/permitting agencies, etc. (if applicable): There are three landowners and they are all willing sellers. The sales will, however, be based on real estate offers. 7. How will the proposed project and/or activities promote or increase future commercial/industrial market values in the city/township/county (please identify your goals for increased commercial and industrial property tax base as a result of the proposed activities and describe how you will measure success)? The proposed market analysis and small area plan for the sites will allow the City’s Economic Development Division to market the site to site selectors and developers looking to build in our community. Currently the City attends the ICSC RECon Convention in Las Vegas and the MNCAR Expo locally to promote and market our commercially available sites. Having the market analysis and small area plan in place will demonstrate to the real estate community that Cottage Grove is serious about development and that important factors for the commercial and industrial community such as median income, education attainment, and traffic patterns have been considered in the planning of the overall area to ensure an effective thriving development. Currently the vast majority of the land is taxed as agricultural land and to move that tax status to commercial will increase the tax base significantly. The outcome of success for the site will be the development of the 200 plus acres of land to their highest and best use. 8. How will the proposed project and/or activities promote or increase future employment opportunities in the city/township/county (please identify your job and wage goals as a result of the proposed activities and describe how you will measure success)? The market analysis and small area plan will increase employment opportunities in the City by providing more chances to work in the community and not commute outside of Cottage Grove for employment. The wage goals are that the proposed development will pay a living wage and increase our tax base, which is also how the project’s success would be measured. 9. Please provide detailed project timeline with all actions, phases, and anticipated dates for completion (when will the activities/studies be complete)? Completion of the small area plan would be complete by October-November 2024. This would allow us to market the area at the May 2025 ICSC RECon Convention and the October MNCAR Real Estate Expo. 10. Describe why the development or redevelopment study, report or plan is needed and why the property is not likely to develop through the normal private sector process? The market analysis and small area plan is needed because in the past the City has attempted to market the area however, when a site is not designed to show road connections, layout of land uses and potential parcels, site selectors and developers can not envision where their use would locate on the site and how the use would be incorporated into the overall community. The city is also actively working with 3M on their plat their site. In addition to the platting efforts, having the market analysis and small area plan takes the guess work out of it for site selectors and developers and they can visualize where their end user could locate on the site. 11. Describe the level of commitment by the city/township to the development of the property or area (please identify how the proposed activities meet the city/township priorities, land use planning, economic development goals, etc.…)? Why is this important to the city/township? Please attach a resolution requesting grant funding from the Predevelopment Finance Fund adopted by the city/township (sample resolution provided by the CDA). The City of Cottage Grove is deeply committed to the development of the 200 plus acres now available. We also want to develop the area in a thoughtful manner that will be a success story that the City and County can recognize as successful commercial and industrial development. This area does serve as Cottage Grove’s gateway in the community and the EDA and City Council are committed to a cohesive development that further demonstrates Cottage Grove’s commitment to the community’s pride and prosperity. 12. Please submit this application and all necessary attachments electronically (.pdf file preferred) to Economic Development Director, Washington County CDA at: ChrisE@washingtoncountycda.org Small Area Plan Development Area 1 City Council Action Request 7.W. Meeting Date 6/5/2024 Department Administration Agenda Category Action Item Title Tort Liability Limits Staff Recommendation It is recommended by City Attorney Korine Land that the City Council select the first bullet and not waive the statutory tort liability limits. Budget Implication Attachments 1. Memo - 20240529 Tort Liability Limits MEMO To:Honorable Mayor and City Council Members From:Joe Fischbach, HR Manager Date:May 29, 2024 Subject:TORT LIABILITY LIMITS Cities obtaining liability insurance coverage from the League of Minnesota Cities Insurance Trust (LMCIT) must decide annually whether to waive the statutory tort liability limits to the extent of the coverage purchased. The decision to waive or not to waive statutory limits has the following effects: •If the City does not waive the statutory tort liability limits, an individual claimant would be able to recover no more than $500,000 on any claim to which the statutory tort limits apply. The total all claimants would be able to recover for a single occurrence to which the statutory tort limits apply, would be limited to $1,500,000. These statutory tort limits apply regardless of whether the City purchases the optional excess liability coverage. •If the City waives the statutory tort limits and does not purchase excess liability coverage, a single claimant could potentially recover up to $2,000,000 for a single occurrence. (Under this option, the tort cap liability limits are waived to the extent of the member’s liability coverage limits, and the LMCIT per occurrence limit is $2,000,000) The total all claimants would be able to recover for a single occurrence to which the statutory tort limits apply would also be limited to $2,000,000, regardless of the number of claimants. •If the City waives the statutory tort limits and purchases excess liability coverage, a single claimant could potentially recover an amount up to the limit of the coverage purchased. The total all claimants would be able to recover for a single occurrence to which the statutory tort limits would apply would also be limited to the amount of coverage purchased, regardless of the number of claimants. Claims to which the statutory municipal tort limits do not apply are not affected by this decision. The City does not purchase excess liability coverage; therefore, the City established a Self- Insurance Fund to provide self-insurance against liability for the City and its officers, employees, agents, and servants. The Self Insurance Fund is devoted for: (1) Payment of insurance losses; (2) Costs for defense and investigation; (3) Premiums and deductible amounts when commercial insurance is purchased for a risk; (4) Costs of loss control activities; and (5) Any other costs customarily borne by commercial insurers under conventional insurance policies. RECOMMENDATION It is recommended by City Attorney Korine Land that the City Council select the first bullet and not waive the statutory tort liability limits. 1 City Council Action Request 8.A. Meeting Date 6/5/2024 Department Finance Agenda Category Action Item Title Approve Disbursements from 05-09-2024 through 05-29-2024 in the amount of $5,441,768.46. Staff Recommendation Approve Disbursements Budget Implication N/A Attachments 1. Expense Approval Report 06-05-2024 Council Meeting 2. COUNCIL CHECK REGISTER CK 05.16.2024 1 City Council Action Request 11.A. Meeting Date 6/5/2024 Department Community Development Agenda Category Action Item Title Enterprise Energy Community Solar Garden Staff Recommendation Adopt Resolution 2024-087 approving the interim use permit for a five-megawatt community solar garden to be constructed on approximately 35 acres of a 155-acre site adjacent to 100th Street, Lehigh Avenue, and approximately three-quarter miles east of Kimbro Avenue as shown on the development plans dated April 19, 2024. Budget Implication N/A Attachments 1. Solar Garden CC Memo 2. Solar Garden Resolution 2024-087 3. Solar Garden Exhibit A. Narrative 4. Solar Garden Exhibit B. Development Plans 5. Solar Garden Exhibit C. Civil Plans 6. Solar Garden Exhibit D. Solar Plan Detail 7. Solar Garden Exhibit E. Inverter Detail 8. Solar Garden Exhibit F. Vegetative Management Plan 9. Solar Garden Exhibit G. Glare Study 10. Solar Garden Exhibit H. Preliminary Stormwater Management Report 11. Solar Garden Exhibit I. Decommissioning Plan 12. Solar Garden Exhibit J. Engineering Comment Letter 13. Solar Garden Exhibit K. Stormwater Comment Letter TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Conner Jakes, Associate Planner DATE: May 30, 2024 RE: Enterprise Energy Community Solar Garden Proposal Enterprise Energy, LLC (Applicant) has submitted an application for an Interim Use Permit for the proposed construction of a community solar garden. The subject site consists of two parcels totaling approximately 155 acres of land with the application proposing solar panels on approxi - mately 34.7 acres of the site. The site is located adjacent to 100th Street, Lehigh Avenue, and approximately three-quarter miles east of Kimbro Avenue. The prope rty is currently owned by Ryan and Karen Finnegan with the Applicant proposing to lease the land for the proposed project. The location map below shows the location of the subject site proposed for the community solar garden. Site Location Review Schedule Application Received: April 23, 2024 Application Accepted: April 23, 2024 Planning Commission Meeting: May 20, 2024 City Council Meeting: June 5, 2024 60-Day Review Deadline: June 22, 2024 Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 2 of 12 Background Site Conditions The subject site consists of two parcels totaling approximately 155 acres in size, with the western parcel consisting of 80.1 acres and the eastern parcel consisting of 75.5 acres. The site is cur - rently tilled field utilized for agricultural purposes and has been utilized as such. The majority of the eastern parcel will be unaffected and able to continue being utilized as tilled field. A condition of approval will require the two lots be combined. 2023 Aerial Ordinance Regulations The City’s Solar Energy Systems ordinance was originally adopted by the City Council on October 7, 2015 (Ord. 948). This ordinance defines a “community solar garden” as a solar -electric (photo- voltaic) array that provides retail electric power to multiple community members or businesses residing or located off-site from the location of the solar energy system, under the provisions of Minnesota Statutes 216B.1641 or successor statute. Following the enactment and enforcement of the ordinance in 2015, the City Council adopted Ordinance No. 985 on July 19, 2017. This ordinance changed the minimum setback requirements for a community solar garden from complying with the principal structure setbacks to 300 feet from all boundary lines. In addition, the revised ordinance adopted in 2017 also required an interim use permit for all community solar gardens. Exhibit A of Ordinance No. 985 depicts areas in the community as eligible sites for community solar gardens. Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 3 of 12 Ordinance No. 985 Exhibit A The City’s solar energy systems ordinance for community solar garden systems requires the following: - An interim use permit is granted by the City. - The site is located within the designated areas shown in Exhibit A of the solar energy system ordinance. - The system is located on a minimum of five acres of land. - Applicant provides a decommissioning plan. - The standards and regulations contained in the solar energy systems ordinance are complied with. Planning Commission Meeting At their May 20, 2024, meeting the Planning Commission reviewed this request and held a public hearing. Two residents provided public testimony about the proposed project. Below is a summary of these comments along with a summary response to the inquiry. • Based on the proposed site plan, it appears to be difficult to mow and maintain around the utility poles proposed along the southern property line. Is it possible to move the poles or to bury the electric line along the south property line that is proposed on poles? o The Applicant indicated they cannot control whether Xcel Energy buries their electric line currently proposed on poles, but the Applicant can and will request the lines be Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 4 of 12 buried. In response to resident concerns about maintenance around the proposed poles, the Applicant has moved the proposed poles from the south side of the access road to the north side. This allows additional room for maintenance and a further setback from the property line to the south. A condition of approval requires the lines be buried unless written evidence and a finding of support is received from Xcel Energy detailing the lines must be above ground. • Community solar gardens similar to this proposal in the past were required to bury the electrical lines underground. Why does the site plan show the installation of poles and above ground electrical lines? o The Applicant’s current site plan indicates the electrical lines to be above ground with new poles installed on the northern side of the proposed site access road. However, a condition of approval requires the electrical lines be buried unless written evidence and a finding of support is received from Xcel Energy requiring that the lines be above ground. Staff is in direct communication with Xcel Energy in regard to whether electrical lines for this project are allowed to be underground and are awaiting a reponse. Provided the electrical lines are allowed to be underground, the site plan would be required to be revised in order to remove any new poles and show the electrical lines to be underground. Xcel Energy has noted that standard practices have changed since the previously approved and constructed solar gardens in the City were operational. At the time of writing this report, staff is awaiting a response from Xcel Energy and will require the electrical lines be underground unless written evidence and a finding of support is received from Xcel Energy requiring the electrical lines be above ground. • Will water runoff be increased to the property to the south? o The Applicant has submitted a detailed stormwater management report prepared by a professional consultant that will meet the standards and requirements of the City’s stormwater standards. Furthermore, based on City standards and requirements, the Applicant shall not increase water runoff onto adjacent properties. • How will the growth of weed vegetation be managed and removed? o The Applicant has submitted a detailed Vegetative Management Plan (VMP) con - taining the proposed seed mix within the solar array area. In addition, the VMP con - tains a maintenance plan detailing a required amount of site visits by the vegetative restoration professionals. Furthermore, based on resident feedback and listed as a condition of approval, the Applicant has agreed to conduct monthly site visits to ensure weeds are being removed and the site is being maintained according to the VMP. • What is the setback from the proposed access road to the southern property line? How will this area be maintained? o The setback from the proposed access road to the southern property line is 27.5 feet at the closest point. City Code requires a minimum 25 -foot setback from the southern property line to the proposed access road. The Applicant has indicated the intent to seed the area between the proposed access road and southern property Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 5 of 12 line, with regular mowing and maintenance of this area being completed. Further- more, the City reviews IUP’s on an annual basis to ensure compliance with the con - ditions of approval including evaluation of vegetation maintenance. Planning Considerations Zoning and Comprehensive Plan The subject site is zoned AG-1, Agricultural, and is guided as Agricultural in the 2040 Com pre- hensive Plan. The proposed use is consistent with the City’s zoning ordinance and the 2040 Com - prehensive Plan. Community solar gardens are permitted within the within the AG -1 Zoning District with an Interim Use Permit. Interim Use Permit City Code Title 11-4-13 requires an Interim Use Permit (IUP) for a community solar garden. Per City Code Title 11-2-9, the purpose and intent of an interim use permit is “To allow a use that is presently judged acceptable by the City Council, but that with anticipated development or rede - velopment, will not be acceptable in the future or will be replaced in the future by a permitted or conditional use allowed within the respective district.” The Applicant requested the IUP length be a total of 35 years from the commercial operation date. However, staff has noted a potential for development to reach the subject site within the proposed 35 -year time frame. Therefore, staff is proposing this IUP last for 25 years from the commercial operation date with a potential extension of up to 10 years. Review of the IUP will occur at the end of the 24th year of operation by the City Council, in which a determination will be made as to w hether the community solar garden will inhibit any proposed development. If an extension is granted, a condition of approval will require the community solar garden cease use and be removed within one year if a development appli - cation of an adjacent parcel is received. Agriculture Preserve Program The Agriculture Preserve Program was established by Minnesota State Statute in 1980 with the intent to encourage and preserve areas planned and zoned for long -term agricultural use within the seven-county metropolitan area (except for Ramsey County as it is fully developed). The pro- gram established a local planning process to designate agricultural areas as a long -term land use and to provide benefits to maintain viable, productive farm operations. The subject site was enrolled in the Agricultural Preserve Program in 1982. In January 2014, the property owner completed and recorded the Notice Initiating Expiration of a Metropolitan Agricul - tural Preserve which stated an expiration date of November 18, 2021. The subject site is no longer enrolled in the program and thus there are no conflictions with the proposed project. Site Plan The Applicant is proposing a five-megawatt community solar garden on approximately 34.7 acres of the 155-acre site. The 34.7-acre array area is located on the western side of the site meeting the required 300-foot setback to all property lines after the two parcels are combined. Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 6 of 12 Proposed Site Plan The Applicant is proposing the rows of solar panels to run from north to south with panels able to pivot on a single axis following the sun from east to west. The pivoting motion of the panels does not create any noise, and the panels are relatively low to the ground as the maximum height of the panel at full tilt is seven to ten feet. Solar Panel Elevation Profile Generally, each one-megawatt community solar garden consists of one concrete equipment pad about 200 square feet in size. The proposed project is a five -megawatt project; however, the project is engineered so that there are five one -megawatt solar arrays tied together to create the total five-megawatt solar garden. Therefore, the Applicant is proposing a total of five concrete Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 7 of 12 equipment pads, one for each megawatt of the proposed solar garden. Each equipment pad is located within the approximate 34.7-acre array area that is enclosed with fencing. Proposed Equipment Pad Locations The property will be fenced for security and safety reasons. The proposed fence is a black -coated 6-foot chain link fence without barbed wire that meets the requirements of City Code Title 11-3-6. Placement of the fence will be around the perimeter of the approximate 34.7-acre solar garden area and not around the entire 155 acres subject site. An illustration of the proposed chain link fence is below. Illustration of Proposed Chain Link Fence Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 8 of 12 Transportation/Site Access The subject site is located off 100th Street South and Lehigh Road South. Access to the project is proposed to be located off Lehigh Road South in the southeastern corner of the site and extend along the southern boundary. The Applicant is proposing a fift een-foot-wide Class V gravel access road with a 20-foot entrance. Site Access The large majority of traffic impact will occur during site construction as materials are brought to the site. Anticipated traffic during site construction will include semi truckloads with equipment drop off (solar panels, steel racking, etc.) as well as pickup trucks and passenger vehicles. All construction parking will be located entirely within the subject site. Following the completion of site construction, access to the site will be minimal. An engineer will access the site via pickup truck twice per year to examine the equipment and ensure it is func - tioning correctly. In addition, maintenance crews will access the site twice per year to manage the vegetative cover and to do routine site maintenance such as weed removal. Screening The Applicant is proposing a single row of black hills spruce trees along the southern border of the solar array area in order to screen it from residents to the south. Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 9 of 12 Proposed Screening Vegetative Management Plan The Applicant has submitted a detailed vegetative management plan (VMP). The plan includes a vegetative restoration plan in which the entire approximate 34.7 -acre array area will be seeded with a native pollinator friendly mix. The VMP details the maintenance of the establishment phase of years 1 to 3 and the maintenance phase of years 4 -plus. Both phases will require site visits each year by maintenance crews to ensure the VMP is followed and maintained properly. Further vegetation management requirements will be included in the stormwater maintenance agreement. Glare Study The Applicant completed and submitted a detailed glare study in order to determine any potential glare risk for neighbors and aircraft. The glare study revealed the proposed project has no glare risk and meets all FAA requirements. Decommissioning Plan City Code Title 11-4-13 states a decommissioning plan shall be submitted with all applications for community solar gardens. The Applicant has submitted a detailed decommissioning plan meeting the requirements in City Code. The plan describes the decommissioning of the project’s operation and facilities necessary to be completed in order to restore the land to pre -construction conditions. Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 10 of 12 The process of decommissioning generally takes approximately six months or less. All photovol - taic modules will be disconnected, removed from the racks, packaged, and transported to a des - ignated location for resale, recycling, or disposal. The panel racking system will be unbolted, disassembled, and transported off-site for salvage or reuse. All electrical equipment, buildings, and foundations will also be removed from the site. All access roads and parking areas will be removed to allow the complete restoration of these areas. Clean topsoil would be imported onsite, replaced over disturbed areas, and leveled to match the existing grades. The area will be seeded with native grass species for the purpose of erosion control. City Code Title 11-4-13 allows the City, at its discretion, to require the owner and/or operator of the solar energy system to provide a financial security in an amount equal to 125 percent of the cost estimate for decommissioning the system. A condition o f approval will require the Applicant provide the City with the financial security upon the City’s acceptance of the decommissioning cost estimate and prior to the issuance of a building permit. Grading and Stormwater Management Plan The Applicant is proposing minor grading in multiple areas of the site prior to installing the solar panels. The removal of topsoil will be required to prepare for installing the gravel access roads. As a condition of final approval, the applicant will be required to meet stormwater requirements established by the state, watershed district, as well as the city’s ordinances and Surface Water Management Plan. In the preliminary civil site plans, stormwater is routed to an infiltration basin and swale. The Applicant will be required to update plans based on comments in the engineering review memo dated May 14, 2024. A stormwater maintenance agreement will be required for the on-going maintenance of the infiltration basin and swale as well as the maintenance of the native vegetation. Well-maintained vegetation is conducive to stormwater infiltration and is therefore key to reducing runoff rates and volumes and improving stormwater quality. Public Hearing Notices The public hearing notice for the May 20, 2024, Planning Commission meeting was published in the Saint Paul Pioneer Press and mailed on May 8, 2024, to 25 property owners that are within 500 feet of the proposed project. Staff has not received any comments at the time of writing the report. Neighborhood Meeting The Applicant held a neighborhood meeting on May 14, 2024. Notice of the neighborhood meeting was sent to the surrounding property owners within 500 feet of the project area. The intent of the meeting was to give the neighboring property owners the opportunity to ask questions and present concerns they might have to the Applicant in the early planning stages of the proposed project. Four property owners attended the meeting. Below are the main c oncerns from residents along with responses to each item: • Will construction traffic on Leigh Road negatively impact the roadway and what is the plan for repairs? o A condition of approval will require the Applicant to enter into a Memorandum of Understanding (MOU) with the City that outlines the designated construction traffic route and the requirements of any potential repairs to adjacent roadways caused by construction traffic. As part of the MOU, the Applicant will be required to document Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 11 of 12 the condition of the roadway of the designated construction traffic route prior to construction traffic activity as well as provide the City with all necessary and required letters of credit for the repair of the designated construction traffic route. • Based on the proposed site plan, it appears to be difficult to mow and maintain around the utility poles proposed along the southern property line. Is it possible to move the poles or to bury the electric line along the south property line that is proposed on poles? o The Applicant indicated they cannot control whether Xcel Energy buries their electric line currently proposed on poles, but the Applicant can and will request the lines be buried. In response to resident concerns about maintenance around the proposed poles, the Applicant has moved the proposed poles from the south side of the ac - cess road to the north side. This allows additional room for maintenance and a fur - ther setback from the property line to the south. A condition of approval requires the lines be buried unless written evidence and a finding of support is received from Xcel Energy detailing the lines must be above ground. • Will water runoff be increased to the property to the south? o The Applicant has submitted a detailed stormwater management report prepared by a professional consultant that will meet the standards and requirements of the City’s stormwater standards. Furthermore, based on City standards and requirements, the Applicant shall not increase water runoff onto adjacent properties. • How will the growth of weed vegetation be managed and removed? o The Applicant has submitted a detailed Vegetative Management Plan (VMP) con - taining the proposed seed mix within the solar array area. In addition, the VMP con - tains a maintenance plan detailing a required amount of site visits by the vegetative restoration professionals. Furthermore, based on resident feedback, the Applicant has agreed to conduct monthly site visits to ensure weeds are being removed and the site is being maintained according to the VMP. • A chain link security fence is proposed, can the color of the fence be changed? o Based on resident feedback and desire to have a black in color chain link fence to blend into the existing environment, the Applicant has agreed to install a chain link fence that is black coated. A condition of approval will require the chain link fence meet the requirements of City Code Title 11-3-6 and be black coated. In addition, the Applicant has revised the site plan to include a proposed row of Black Hills Spruce Trees along the south boundary of the solar array area to further screen the site. Furthermore, the Applicant has indicated the property owner intends to con - tinue agricultural farming in the non-array areas of the site. Recommendation That the City Council adopt Resolution 2024-087 approving the interim use permit for a five - megawatt community solar garden to be constructed on approximately 35 acres of a 155 -acre site adjacent to 100th Street, Lehigh Avenue, and approximately three -quarter miles east of Kimbro Avenue as shown on the development plans dated April 19, 2024. Honorable Mayor, City Council, and Jennifer Levitt Enterprise Energy Community Solar Garden May 30, 2024 Page 12 of 12 Attachments: • Applicant’s Narrative • Development Plans • Civil Plan Set • Solar Panel Detail • Inverter Detail • Vegetative Management Plan • Glare Study • Preliminary Stormwater Management Plan • Decommissioning Plan • Engineering Comment Letter Dated May 14, 2024 • Stormwater Management Comment Letter Dated May 14, 2024 CITY OF COTTAGE GROVE CITY COUNCIL RESOLUTION NO. 2024-087 RESOLUTION APPROVING AN INTERIM USE PERMIT FOR A FIVE-MEGAWATT COMMUNITY SOLAR GARDEN TO BE CONSTRUCTED ON APPROXIMATELY 35 ACRES OF A 155-ACRE SITE (PID: 25.027.21.22.0001 AND 25.027.21.24.0001) AS SHOWN ON THE DEVELOPMENT PLANS DATED APRIL 19, 2024 WHEREAS, Enterprise Energy, LLC has applied for an interim use permit to construct a five-megawatt community solar garden on approximately 35 acres of a 155 -acre site, owned by Ryan and Karen Finnegan, to be located on property legally described as: The West Half of the Northwest Quarter of Section 25, Township 27 North, Range 21 West, City of Cottage Grove, Washington County, MN (2502721220001) and That part of the East Half of the Northwest Quarter and that part of the West Half of the Northeast Quarter, all in Section 25, Township 27 North, Range 21 West, City of Cottage Grove, Washington County, Minnesota, described as follows: Commencing at the Northeast corner of said East Half of the Northwest Quarter, thence North 89 degrees 5 4 minutes 36 seconds West, assumed bearing, along the North line of said East Half of the Northwest Quarter, a distance of 1147.27 feet to the point of beginning of the parcel of land to be described; thence South 00 degrees 02 minutes 09 seconds East a distance of 1316.22 feet; thence South 89 degrees 52 minutes 19 seconds Ea st, a distance of 1693.76 feet to the intersection with the traveled centerline of Lehigh Ave nue North; thence southerly along said East line of the Southeast corner of said West Half of the Northeast Quarter; thence Westerly along the South lines of said West Half of the Northeast Quarter and said East Half of the Northwest Quarter to the Southwestern corner of said East Half of the Northwest Quarter; thence Northerly along the West line of said East Half of the Northwest Quarter to the Northeast corner thereof thence Easterly along the North line of said East Half of the Northwest Quarter to the point of beginning. Containing 75.45 acres, more or less (2502721240001). WHEREAS, public hearing notices were mailed to surrounding property owners within 500 feet of the property and a public hearing notice was published in the Saint Paul Pioneer Press; and WHEREAS, the Planning Commission held the public hearing on this application on May 20, 2024; and WHEREAS, the public hearing was open for public testimony and testimony from the appli- cant and the public was received and entered into the public record; and WHEREAS, the Planning Commission unanimously (5-to-0 vote) recommended approval of the application, subject to certain conditions. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Cottage Grove, Washington County, Minnesota, hereby approves the interim use permit for a five-megawatt com- munity solar garden to be constructed on approximately 35 acres of a 155 -acre site on the prop- erty legally described above and subject to the following conditions: City of Cottage Grove City Council Resolution No. 2024-087 Page 2 of 4 1. The project shall be completed in accordance with the plans submitted as amended by the conditions of approval. Any significant changes to the plans, as determined by planning staff, shall require review and approval by the Planning Commission and City Council. 2. Prior to the issuance of a building permit, the Applicant shall incorporate the recom - mendations, requirements, and evaluations noted in the Bolton & Menk stormwater comment letter dated May 14, 2024, and the City comment letter dated May 14, 2024, and subject to modifications that are agreed to by the Applicant and City Engineer. All comments shall be adopted herein by reference. 3. All applicable permits (i.e.; building, electrical, grading, and right of way) and a com- mercial plan review packet must be completed, submitted, and approved by the City prior to the commencement of any construction activities. Detailed construction plans must be reviewed and approved by the Building Official, City Engineer, and Fire Marshal. 4. The Interim Use Permit shall last for 25 years, beginning at the date of commercial operation and sunset on December 31, 2052. At the end of the 24th year of opera - tion, a review of the IUP shall occur and the City Council may grant an extension of up to 10 years. If an extension is granted and a development application is received on an adjacent parcel during the extension period, the onsite operations shall cease and be removed within one (1) year in order not to inhibit development. 5. The approvals of this Interim Use Permit shall become null and void if a building permit is not issued within 2 years from the date of approval. 6. Pursuant to City Code Title 11-4-13.D.5, all on-site and off-site electric power lines necessary to interconnect the electric power created from the community solar garden to the utility company grid system must be underground. If written verification and a finding of support is supplied to the City, and approved by planning staff, by Xcel Energy or local utility then above ground electric powerlines shall be permitted. 7. Prior to the issuance of a building permit, planning staff shall review and approve a final landscaping plan. 8. Prior to the issuance of a building permit, the Applicant shall enter into a Memoran - dum of Understanding outlining the designated construction traffic route, the pre - construction roadway testing requirements by the Applicant of the designated traffic route, and requirements of any potential repairs to designated traffic route from con - struction traffic by the Applicant. The adjacent City roadways (100th Street and Lehigh Road) are both load limited roadways. 9. Installation of landscaping shall occur in a timely fashion and be consistent with the approved landscape plan and vegetative management plan. Prior to the issuance of a building permit, a letter of credit in the amount of 150 percent of the landscape estimate shall be submitted to the City as required by City ordinance. The financial guarantee shall be held until all required plantings are installed. At such time of City of Cottage Grove City Council Resolution No. 2024-087 Page 3 of 4 installation, the Planning Department shall conduct an inspection to verify compli- ance with the landscape plan. If the inspection is approved, 50 percent of the finan- cial guarantee shall be released. One year from the date of initial inspection a follow up inspection shall be conducted to verify survivability. If the follow-up inspection is approved, the remainder of the financial guarantee shall be released. 10. Upon the City’s acceptance of the decommissioning estimate as noted in the decommissioning plan, the applicant shall provide the City with a cash escrow or irrevocable letter of credit in the amount equal to 125 percent of the accepted de - commissioning estimate. The financial guarantee must be accepted by the City prior to the issuance of a building permit. 11. The grading and erosion control plan for the site must comply with NPDES II Permit requirements. Erosion control devices must be installed prior to commencement of any grading activity. Erosion control must be performed in accordance with the rec- ommended practices of the Minnesota Stormwater Manual and the conditions stip - ulated in Title 9-7-1, Erosion Control During Construction, of the City’s Subdivision Ordinance. The Applicant shall be responsible for the costs for the City to inspect the site in relation to erosion control conformance. 12. The Applicant must provide the City with an as-built survey of all utilities and grading plan. 13. The applicant must prepare a stormwater management plan and submit it to the City for review and comment. The plan must be approved and a stormwater maintenance agreement executed before the City will issue the building permit for the proposed community solar garden project. 14. The Applicant is responsible for removing debris from all adjacent public and private roadways during their grading and construction process. The adjacent streets shall be swept clean daily or as needed. 15. All areas of the site, where practical, shall be established and maintained per the approved Vegetative Management Plan. A vegetative restoration professional shall visit the site once per month to ensure weed growth is being mitigated and managed and the site is being maintained according to the Vegetative Management Plan. 16. The maximum area occupied by the solar array area and ancillary equipment is limited to 40 acres of land on the western parcel of the site (PID: 2502721220001). Any proposed changes to the solar array area shall be reviewed and approved by planning staff in writing. If the proposed changes substantially alter site operations, planning staff may refer the proposal to the Planning Commission and City Council for review and approval. 17. Prior to the issuance of a building permit, planning staff shall approve the final fenc - ing proposed onsite. The fence shall meet the standards of City Code Title 11 -3-6 and any proposed chain link fence must be black in color. City of Cottage Grove City Council Resolution No. 2024-087 Page 4 of 4 18. Should the property or solar panel lease transfer ownership, the owners shall provide written notice to the City. 19. All construction improvements shall be limited to the following hours and days of operation: Monday through Friday 7:00 A.M. to 7:00 P.M. Saturday 9:00 A.M. to 7:00 P.M. Sunday Not Allowed Passed this 5th day of June 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk Date: April, 2024 Land Use Authority: City of Cottage Grove, MN Application for Interim Use Permit Finnegan 5MW Community Solar Garden Enterprise Energy LLC for EESolar32 LLC ENTERPRISE ENERGY Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 1 Enterprise Energy LLC, a Minnesota limited liability company (“Applicant”) submits this Interim Use Permit and Lot Combination application on behalf of EESolar32 LLC, a Minnesota limited liability company and subsidiary of Enterprise Energy. Applicant requests a permit to construct 5 MW Alternating Current of community solar gardens on land owned by Ryan and Karen Finnegan, Washington County, MN, Tax ID 2502721220001 & 2502721240001, legally described by Section 10 of this Narrative. The owner has applied to combine the parcels. The project will consist of 5 1MW gardens that will look and function as a single garden and be under common ownership but have separate points of interconnection located adjacent to one another. The 5MW project is collectively referred to as the “solar array.” The site was selected due to its compliance with the zoning ordinance, its proximity to electrical infrastructure, it’s physical characteristics and suitability for solar development, and landowner participation. The application form is attached. 1. Summary of Project ......................................................................................................................2 2. Methods of Construction ...............................................................................................................3 3. Access, Parking, Roads ..................................................................................................................6 4. Operation .......................................................................................................................................7 5. Landscaping Plan & Visual Impact ................................................................................................7 6. Stormwater Management Plan .......................................................................................................8 7. Decommissioning Plan ..................................................................................................................8 8. Fire Prevention Plan .......................................................................................................................9 9. Parcel Legal Description ................................................................................................................9 10. Exhibit List...................................................................................................................................9 Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 2 1. Summary of Project A Community Solar Garden is a solar power plant that allows people who don’t have a good spot for solar panels to be treated by the electric utility as though these solar panels are on their property. We lease land somewhere that is good for solar, such as this parcel, and pay to develop and install the Community Solar Garden. When the array puts power into the Grid, it receives a “bill credit” from the electric utility for that amount of power. The bill credit grants the right to take that same amount of power out of the electric grid at a different location for no cost. We then sell the bill credit to the people who don’t have a good spot for solar, thereby allowing them to save money through solar even though they don’t have a good spot for solar panels. The people who buy the bill credits are referred to as the “subscribers” since they subscribe to the Community Solar Garden by agreeing to buy the bill credits. The installation will operate as a “Community Solar Garden” as defined by Minnesota law and Section 11-4-13 of the City Ordinance. The requested term of the IUP is 35 years from the commercial operation date. Section 11-4-113(E) of the ordinance permits community solar farms as an interim use subject to certain requirements, including being in the area shown on Exhibit A of Resolution 985 on file with the City, and subject to a 300’ property line setback. Potential solar sites are also limited to parcels that are not enrolled in the Ag Preserve Program. This proposed project meets all requirements of the ordinance, including the 300’ setback, Resolution 985, and non-enrollment in Ag-Preserve. The Minnesota legislature recently passed a bill that increases the size of Community Solar developments from 1MW AC to 5MW AC. You may recall some legacy solar projects that were developed prior to 2016 were similar in size. However, after 2016 the state limited community solar projects to 1MW, until now. This size increase is tremendously important for because it unlocks better (less visible) development sites that pay a lot more tax revenue than a 1MW project would. Due to the City’s 300 foot solar setbacks, it does not make economic sense from an land owner ’s prospective to put a 1MW solar development in the middle of a large field. However, a 5MW project can make better use of the whole parcel while satisfying the setback. Also, because larger projects have better economies of scale, they can afford more electric upgrade costs, including longer interconnection power lines to a farther way distribution power grid. This results in developments being less visible and more off the beaten path. The new law also drastically increases tax revenue to the City and County because in Minnesota, solar projects under 1MW don’t pay production tax. However, under the new law, this 5MW project will pay production tax. Production Tax is $1.20 per Megawatt Hour produced. A 5MW Solar Array can produce about 12,500 MWH of solar per year. The following table shows that the proposed project will generate about $525,000.00 in additional tax revenue, and it does not include potential annual escalation in Production Tax, which would add even more tax revenue. Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 3 Apart from Production Tax, farmland generates far more tax revenue for when it has a large solar installation on it because the assessor can change the tax usage classification of the property from Agricultural to Commercial / Industrial. Solar does not change the zoning or property valuation. However, there is an enormous increase in tax revenue from changing use alone. 2. Methods of Construction We would like to begin construction as soon as spring 2025 and complete before winter. However, the actual construction process will only take about three months. We haven’t set an groundbreaking date yet. The construction process begins with preliminary site testing for soil conditions for footings, as well as environmental, historical, and cultural diligence. A construction trailer and portable toilet will be placed on site when we begin groundbreaking. Construction can be thought of as four phases: footings, racking, panels, electrical, and testing. Typically, a subsequent phase begins when the previous phase is about halfway done. Footings will consist of rows of I-beams that are driven into the ground to a depth of about 10-15 feet with no concrete footing. When about half of the field has I-beams installed, the racking system begins being placed on the I-beams. When the raking is installed on about half of the field, electricians will begin installing the solar panels on the completed portion. When the solar panels about installed about halfway through the field, electricians will begin wiring the system together. After the installation is complete it will undergo about a month of testing from the installer and the electric utility before it becomes commercially operational. The rows of solar panels will run from North to South, and pivot on a single axis following the sun from East to West. The racking system is attached to driven I-beam that secures the installation to the ground. The I-Beam is driven directly into the ground. The racking and footings are within accepted Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 4 professional standards given the local soil and climate, and are professional engineered to withstand winds exceeding 150 MPH. Solar panels produce direct current (DC) electricity. The electrical grid uses alternating current (AC) electricity. The power produced from the array will be run through an “Inverter” that changes the power from direct current to alternating current. The process of inverting the electricity loses some efficiency. Therefore, it will produce more DC power than AC. This conversion is expressed as a DC/AC ratio. This project will have roughly a 1.5 DC/AC Ratio, meaning that for every MW AC that it produces, it produces 1.5MW direct current. A community solar garden has one concrete equipment pad that takes up about 200 sf. The solar panels are connected by underground electric conduit that leads to the equipment pad where metering equipment is mounted. The amount of electricity that is produced by the solar development is measured by the solar development owner and the electric utility. The power Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 5 production and equipment are monitored 24/7 by a satellite or cellular based security system. An emergency shutoff switch is also on site. After the power is metered at the equipment pad, it interconnects into the electric utility’s existing three phase distribution power distribution network. The solar installation includes a pole that houses overhead wires and leads to another pole that is controlled by the electric utility. Each 1MW of solar on the site will have its own point of interconnection. All points of interconnection will be adjacent to one another. The solar array will be contained within a security fence as described by the site plan. The fence will meet electrical code requirements and prevent people from trespassing, while allowing birds, insects, rodents, and other wildlife to pass through. A single fence will surround all 5 MW. Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 6 We are flexible as to the style and color of the fencing, and look forward to working out a preferred solution with the city and neighboring property owners. 3. Access, Parking and Roads Access to the site will be by a packed class five gravel road approximately fifteen feet wide with a 20-foot entrance. Construction parking will be located entirely within the parcel. No additional parking is required. Multiple simi truckloads of equipment such as solar panels and steel racking will be delivered through the construction process. Multiple pickup trucks, workers, passenger vehicles, bobcats and equipment will be on site most days during construction. Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 7 4. Operation Access to the site will be minimal after construction. An engineer will need to access the property by pickup truck at least twice a year to examine the equipment. Maintenance crews will be on site at least twice a year to manage the vegetative cover and remove weeds. The array will be monitored 24/7 365 days a year by a computer monitoring system that measures the power being produced on site. If a problem arises, the system will alert the system owner so that appropriate personnel can be dispatched to the site to resolve the issue. The development will be owned and operated by an owner operator selected by the Developer. We have not determined who the owner will be yet. 5. Vegetation Management and Landscape Plan & Visual Impact The Minnesota state legislature has passed a law that encourages solar developers to plant solar arrays in pollinator friendly plantings, Minn Stat. 216B.1642. The Minnesota Board of Water and Soil Resources has issues guidelines for the establishment of such pollinator habitat underneath solar developments, including tools evaluating the establishment and maintenance of the pollinator plantings. We submit the attached vegetation management plan in compliance with the abovementioned guidelines. The vegetative management plan will create wildlife habitat for birds, rodents, and insects that cannot live in farmed soils due to pesticides, as well as carnivorous animals that eat them. Unlike row crops, the vegetative cover will have deep roots that will improve the permeability of the soil, promote soil health, slow down the velocity of water runoff, and prevent topsoil erosion, thereby naturally improving the quality of any surrounding waterbodies and wetlands. The proposed project is hardly visible to adjoining properties. Homes to the West and South are about a half a mile away. Properties to the Southeast are about a quarter mile away. The closest home (to the NE) is on a heavily wooded lot. Apart from setbacks, we also prepared an FAA glare study to determine if the project could potentially create glare for neighbors and aircraft. That study did not reveal any glare risk. Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 8 6. Stormwater Management Plan We hired Westwood Professional Services to prepare a Stormwater Management Report for the project. This document was prepared by Minnesota licensed engineers and includes detailed stormwater runoff calculations, HydroCad modeling, and mitigation measures. It complies with local laws and rules, as well as the Minnesota Board of Soil and Water, DNR, MPCA, and other state and federal requirements. No County drain tile or cross property tile is located on the parcel. Under the lease agreement with the landowner, the developer assumes responsibility for any tile damaged during construction. The developer will identify the location of tile and either avoid hitting it or replace it to restore drainage to its preexisting condition. 7. Decommissioning Plan A decommission plan that complies with section 11-4-13F of the City ordinance is attached. The solar tenant and its successors shall be responsible for decommissioning of the solar installation upon the expiration of the lease, land use permits, or the cessation of power generation for a period longer than 12 months, at which point the solar installation will be deconstructed and removed. All footings, electrical components and underground wires, fences, and other solar equipment will be removed, and the land can be restored to agricultural production. The solar installation will comply with any decommissioning security requirements or procedures that are required by the land use authority. The land lease for solar installation contains a contractual obligation for the solar tenant to decommission the solar installation and restore the property. It also requires that the tenant post a security for removal in the form of a bond, escrow, or letter of credit prior to construction, payable to the property owner, in the event that the land use authority does not require one. The purpose of the security is to ensure that sufficient money is set aside to remove the solar installation before it is built. Enterprise Energy 2925 Dean Parkway, Execu8ve Suite 300 Minneapolis, MN 55416 (952) 212-0824 9 8. Fire Prevention Plan The solar installation will comply with the international building code, including sections 605.11-605.11.2 regarding the location of underground electrical conduit, the national electric code, and all local electric and fire codes and ordinances. The solar installation will have emergency contact information posted on a sign at the fence entrance. The local fire department will be given an emergency key to the security fence. Solar production will be monitored 24/7 for electrical and mechanical issues. 9. Legal Description The West Half of the Northwest Quarter of Section 25, Township 27 North, Range 21 West, City of Cottage Grove, Washington County, MN (2502721220001) and That part of the East Half of the Northwest Quarter and that part of the West Half of the Northeast Quarter, all in Section 25, Township 27 North, Range 21 West, City of Cottage Grove, Washington County, Minnesota, described as follows: Commencing at the Northeast corner of said East Half of the Northwest Quarter; thence North 89 degrees 54 minutes 36 seconds West, assumed bearing, along the North line of said East Half of the Northwest Quarter, a distance of 1147.27 feet to the point of beginning of the parcel of land to be described; thence South 00 degrees 02 minutes 09 seconds East a distance of 1316.22 feet; thence South 89 degrees 52 minutes 19 seconds East, a distance of 1693.76 feet to the intersection with the traveled centerline of Lehigh Ave North; thence southerly along said East line of the Southeast corner of said West Half of the Northeast Quarter; thence Westerly along the South lines of said West Half of the Northeast Quarter and said East Half of the Northwest Quarter to the Southwestern corner of said East Half of the Northwest Quarter; thence Northerly along the West line of said East Half of the Northwest Quarter to the Northeast corner thereof thence Easterly along the North line of said East Half of the Northwest Quarter to the point of beginning. Containing 75.45 acres, more or less (2502721240001). 10. Exhibit List a. Application Form b. Site Plan (Site Map) c. Demonstration Equipment Specifications d. Vegetation Management Plan e. Glare Study f. Stormwater Management Plan g. Decommissioning Plan SAT SDSAT TC DAS METstat. UTILITY METER SAT SDSAT TC DAS METstat. UTILITY M ET E R 500250125 SCALE: 1" = 250 N UMVUMVUMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVUMVUMVUMVUMVUMVXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXPROJECT BOUNDARYPROPOSED 300' ALL YARDPROPERTY LINE SETBACK (TYP)PROPOSED 15' WIDE ACCESS ROAD (TYP)SEE DETAIL RD-05 ON SHEET C500PROPOSED OVERHEAD MEDIUM VOLTAGE CABLEPROPOSED UNDERGROUNDMEDIUM VOLTAGE CABLEPROPOSEDELECTRICALEQUIPMENTPROPOSED SECURITY FENCE (TYP)SEE DETAILS FN-01, FN-02,AND FN-03 ON SHEET C500PROPOSED SOLAR ARRAYSEE DETAILS TRK-01 ANDTRK-02 ON SHEET C500PROPOSED SWALESEE SHEET C400PROPOSED TEMPORARYLAYDOWN YARDPROPOSED CULVERTSEE SHEET C400885885890 890890890890 895895895900900 900905910915920925930 890 895900905910915920925930935940945950890895900905910915920925PROPOSEDBASIN AND BERMSEE SHEET C400R 1 0 . 0 ' ( T Y P )791'286'266'24.2'16.2'20.0'20.0'20.0'20.0'294'OWNER: J & J FARM LLCPID: 2402721330001OWNER: THOMPSON JAMES L& ALEA N GAUGHANPID: 2402721340001OWNER: MUSSEHL VICKY & TERRY MOREYPID: 2502721210002OWNER: GOULET JEROME EPID: 2602721110002OWNER: THEIS FAMILY LTD PTSHPPID: 2602721410001OWNER: TRS AGR EUGENE & LOUISE SMALLIDGEPID: 2502721310001OWNER: GOEBEL THOMAS A & MARY ANNPID: 2302721430001PROJECT PARCEL 1OWNER: FINNEGAN KAREN L & RYAN FINNEGANPID: 2502721220001PROJECT PARCEL 2OWNER: FINNEGAN KAREN L & RYAN FINNEGANPID: 2502721240001100TH ST SLEHIGH RD S0'450'300'150'N:\0052583.00\_CAD\_Permit\0052583-SP-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTREV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetPV Site PlanNOT FOR CONSTRUCTION04/19/2024C300B900POHXLEGEND:PROPOSED SOLAR ARRAYPROPOSED MODULE SETBACKPROPOSED SECURITY FENCEPROPOSED ELECTRICAL EQUIPMENTPROPOSED LAYDOWN YARDPARCEL LINESPROJECT BOUNDARYPROPOSED ACCESS ROADEX. OVERHEAD POWEREX. 1' INTERVAL CONTOUREX. 5' INDEX CONTOURNONPARTICIPATING PROPERTYOMVPROPOSED OVERHEAD MEDIUM VOLTAGE CABLEUMVPROPOSED UNDERGROUND MEDIUM VOLTAGE CABLEPROPOSED BASINPROPOSED BERMPROPOSED SWALEPROPOSED CULVERTSYSTEM SPECIFICATIONSSYSTEM SIZE DC (kW)7,618SYSTEM SIZE AC (kW)5,000DC/AC RATIO1.524INVERTER MANUFACTURERSOLECTRIAINVERTER MODEL NUMBERXGI 1500 250/250-600INVERTER RATING (kW / KVA)250 / 250INVERTER QUANTITY20MODULE MANUFACTURERQ.CELLSMODULE MODEL NUMBERQ.PEAK DUO XL-G11S.3/BFGMODULE RATING (W)590TOTAL MODULE QUANTITY12,912TOTAL NO. OF 96-MODULE TRACKERS127TOTAL NO. OF 72-MODULE TRACKERS10INTER-ROW SPACING (FT)16.2PITCH (FT)24.2GCR (%)33.3FENCED AREA (AC)35.9NOTES:1.INSTALLATION TO COMPLY WITH NEC 2017 ARTICLE 690 AND ALLAPPLICABLE LOCAL, STATE, AND NATIONAL CODES AND REGULATIONS.2.EQUIPMENT SHALL BE LABELED PER NEC 690 AND XCEL ENERGYREGULATIONS.3.15' ACCESS ROADS SHALL BE DESIGNED TO ACCOMMODATE ALLCONSTRUCTION, OPERATIONS, MAINTENANCE, AND UTILITY TRAFFICTHROUGHOUT THE SITE.SETBACK REQUIREMENTSREQUIRED (FT)PROVIDED (FT)NORTH300812SOUTH300308EAST300306WEST300314KEY MAP:C300C301 OMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVPROJECT BOUNDARYPROPOSED 300' ALL YARDPROPERTY LINE SETBACK (TYP)PROPOSED 15' WIDE ACCESS ROAD (TYP)SEE DETAIL RD-05 ON SHEET C500PROPOSED OVERHEAD MEDIUM VOLTAGE CABLE890 895900905910915920925930935940945950925925930930935935940940 925930930935 935940940 945950955PROPOSED SITE ACCESSOWNER: J & J FARM LLCPID: 2402721330001OWNER: THOMPSON JAMES L& ALEA N GAUGHANPID: 2402721340001OWNER: MUSSEHL VICKY & TERRY MOREYPID: 2502721210002OWNER: TRS AGR EUGENE & LOUISE SMALLIDGEPID: 2502721310001OWNER: PERKINS JOHN APID: 2502721420007OWNER: PORRAS JUANPID: 2502721420006OWNER: KOSKIE WILLIAM B & DIANE E GRIFFITHPID: 2502721420005OWNER: KETCHMARK ZAKARI A & LAUREN LPID: 2502721410011OWNER: BISCOE DONALD M ETALPID: 2502721110003OWNER: BISCOE DONALD M ETALPID: 250272112001OWNER: WEBER MICHAEL & JENNIFERPID: 2402721430003OWNER: SPEAK AARON & TIAPID: 2402721430002OWNER: BAILEY NURSERIES INCPID: 2402721410006PROJECT PARCEL 2OWNER: FINNEGAN KAREN L & RYAN FINNEGANPID: 2502721240001LEHIGH RD SLEHIGH RD S100TH ST SPROPOSED UTILITY POLES0'450'300'150'N:\0052583.00\_CAD\_Permit\0052583-SP-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTREV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetPV Site PlanNOT FOR CONSTRUCTION04/19/2024C301B900POHXLEGEND:PROPOSED SOLAR ARRAYPROPOSED MODULE SETBACKPROPOSED SECURITY FENCEPROPOSED ELECTRICAL EQUIPMENTPROPOSED LAYDOWN YARDPARCEL LINESPROJECT BOUNDARYPROPOSED ACCESS ROADEX. OVERHEAD POWEREX. 1' INTERVAL CONTOUREX. 5' INDEX CONTOURNONPARTICIPATING PROPERTYOMVPROPOSED OVERHEAD MEDIUM VOLTAGE CABLEUMVPROPOSED UNDERGROUND MEDIUM VOLTAGE CABLEPROPOSED BASINPROPOSED BERMPROPOSED SWALEPROPOSED CULVERTSYSTEM SPECIFICATIONSSYSTEM SIZE DC (kW)7,618SYSTEM SIZE AC (kW)5,000DC/AC RATIO1.524INVERTER MANUFACTURERSOLECTRIAINVERTER MODEL NUMBERXGI 1500 250/250-600INVERTER RATING (kW / KVA)250 / 250INVERTER QUANTITY20MODULE MANUFACTURERQ.CELLSMODULE MODEL NUMBERQ.PEAK DUO XL-G11S.3/BFGMODULE RATING (W)590TOTAL MODULE QUANTITY12,912TOTAL NO. OF 96-MODULE TRACKERS127TOTAL NO. OF 72-MODULE TRACKERS10INTER-ROW SPACING (FT)16.2PITCH (FT)24.2GCR (%)33.3FENCED AREA (AC)35.9NOTES:1.INSTALLATION TO COMPLY WITH NEC 2017 ARTICLE 690 AND ALLAPPLICABLE LOCAL, STATE, AND NATIONAL CODES AND REGULATIONS.2.EQUIPMENT SHALL BE LABELED PER NEC 690 AND XCEL ENERGYREGULATIONS.3.15' ACCESS ROADS SHALL BE DESIGNED TO ACCOMMODATE ALLCONSTRUCTION, OPERATIONS, MAINTENANCE, AND UTILITY TRAFFICTHROUGHOUT THE SITE.SETBACK REQUIREMENTSREQUIRED (FT)PROVIDED (FT)NORTH300812SOUTH300308EAST300306WEST300314KEY MAP:C300C301 UMVUMVUMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVUMVUMVUMVUMVUMVXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXSFSFSFSFSFSFSFSFSFSFSFSFSFSFSF885885890 890890890890 895895895900900 900905910915920925930 890 895900905910915920925930935940945950890895900905910915920925GLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGL GLGLGLGLGLGLGLGLGLGL GLGLGLGL GLGLGLGLGLGLGLGLGL GLGLGLGLGL 895895890890890895890895890885PROPOSED INFILTRATION BASIN AND BERMSEE DETAIL DN-44 ON SHEET C503PROPOSED SWALESEE DETAIL DN-20 ON SHEET C503PROPOSED 25 LF CMPACCESS ROAD TO BE BUILTAT GRADE TO PRESERVEEXISTING DRAINAGE PATTERNSDRAINAGE AREA 14.6 ACDRAINAGE AREA 225.4 ACDRAINAGE AREA 37.3 AC7.44%5.44%4.78%4.03%0.41%1.10%0.64%1.31%PROPOSED SILT FENCESEE DETAILS SW-11 ANDSW-18 ON SHEET C5010'450'300'150'N:\0052583.00\_CAD\_Permit\0052583-EC-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTREV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetGrading, Erosion, andSediment Control PlanNOT FOR CONSTRUCTION04/19/2024C400B900POHXLEGEND:PROPOSED SOLAR ARRAYPROPOSED MODULE SETBACKPROPOSED SECURITY FENCEPROPOSED ELECTRICAL EQUIPMENTPROPOSED LAYDOWN YARDPARCEL LINESPROJECT BOUNDARYPROPOSED ACCESS ROADEX. OVERHEAD POWEREX. 1' INTERVAL CONTOUREX. 5' INDEX CONTOURNONPARTICIPATING PROPERTYOMVPROPOSED OVERHEAD MEDIUM VOLTAGE CABLEUMVPROPOSED UNDERGROUND MEDIUM VOLTAGE CABLEPROPOSED CULVERT900GLPROPOSED GRADING LIMITSPROPOSED 1' INTERVAL CONTOURPROPOSED 5' INDEX CONTOURSFPROPOSED EROSION CONTROL BLANKETPROPOSED SILT FENCEPROPOSED RIP RAPPROPOSED CONSTRUCTION ENTRANCEDRAINAGE AREA BOUNDARYGRADING QUANTITIESCUT (CY)FILL (CY)ARRAY3001400BASIN12000BERM0200SWALE5000TOTAL20001600NOTES:1.INTERNAL ROADS WILL BE CONSTRUCTED TO MATCH THE SURROUNDINGEXISTING GROUND ELEVATIONS TO ALLOW EXISTING DRAINAGEPATTERNS TO PERSIST.2.ALL EROSION AND SEDIMENT CONTROLS SHALL BE INSTALLED PRIOR TOANY UPSLOPE GROUND DISTURBANCE COMMENCING.3.TOPSOIL SHALL BE SEGREGATED FROM ALL EARTHWORK ACTIVITIES THATREQUIRE SUBSOIL EXCAVATION.4.MINOR SURFACE SMOOTHING MAY OCCUR FOR RACKING INSTALLATION.5.FINAL TOP OF CONCRETE PAD ELEVATION SHALL BE AT LEAST 2" ABOVETHE SURROUNDING FINAL FINISHED GRADE AND CONTRACTOR SHALLENSURE FINISHED GRADE PROVIDES POSITIVE DRAINAGE AWAY FROMEQUIPMENT PADS.6.THE ENTIRETY OF THE SITE REQUIRES VEGETATION ESTABLISHMENT PRIORTO COMMENCEMENT OF ANY CONSTRUCTION ACTIVITIES.7.THE CONTRACTOR SHALL DEVELOP AN ACCESS PLAN TO ISOLATE VEHICLEAND EQUIPMENT ACCESS TO DEFINED AREAS SO DISTURBANCE CAN BECALCULATED. IF EQUIPMENT AND ACCESS IS NOT CONTROLLED, THEPOTENTIAL FOR RUTTING AND SOIL DISTURBANCE FROM TIRES ANDTRACKED EQUIPMENT IS HIGH AND COULD RESULT IN EXCESSIVE SOILDISTURBANCE.8.WESTWOOD RECOMMENDS PRESERVING A MINIMUM 10' VEGETATEDBUFFER STRIP BETWEEN PROJECT FENCE AND ARRAY AREA.9.PERIMETER SEDIMENT CONTROL BMPS (EG. SILT FENCE, STABILIZED SOILBERMS, FIBER LOGS) ARE STILL REQUIRED.10.IT IS THE RESPONSIBILITY OF THE CONTRACTOR TO INSPECT ANDOBSERVE DISTURBED SOIL AREAS.11.IF DISTURBED AREAS ARE NOT STABILIZED USING SEEDING OR MULCH,FIBER ROLLS SHALL BE INSTALLED PER DETAIL SW-05 ON SHEET C502.12.WESTWOOD RECOMMENDS STABILIZING DISTURBED AREAS FOLLOWINGSITE GRADING, PILE DELIVERY AND INSTALLATION, AND RACKINGDELIVERY AND INSTALLATION.13.SEE SHEET C300 FOR APPLICABLE DIMENSIONS.KEY MAP:C400C401 OMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMV890 895900905910915920925930935940945950925925930930935935940940 925930930935 9 3 5 940940 945950955ACCESS ROAD TO BE BUILTAT GRADE TO PRESERVEEXISTING DRAINAGE PATTERNSPROPOSED ROCK CONSTRUCTION ENTRANCESEE DETAIL SW-40 ON SHEET C501DRAINAGE AREA 37.3 AC0'450'300'150'N:\0052583.00\_CAD\_Permit\0052583-EC-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTREV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetGrading, Erosion, andSediment Control PlanNOT FOR CONSTRUCTION04/19/2024C401B900POHXLEGEND:PROPOSED SOLAR ARRAYPROPOSED MODULE SETBACKPROPOSED SECURITY FENCEPROPOSED ELECTRICAL EQUIPMENTPROPOSED LAYDOWN YARDPARCEL LINESPROJECT BOUNDARYPROPOSED ACCESS ROADEX. OVERHEAD POWEREX. 1' INTERVAL CONTOUREX. 5' INDEX CONTOURNONPARTICIPATING PROPERTYOMVPROPOSED OVERHEAD MEDIUM VOLTAGE CABLEUMVPROPOSED UNDERGROUND MEDIUM VOLTAGE CABLEPROPOSED CULVERT900GLPROPOSED GRADING LIMITSPROPOSED 1' INTERVAL CONTOURPROPOSED 5' INDEX CONTOURSFPROPOSED EROSION CONTROL BLANKETPROPOSED SILT FENCEPROPOSED RIP RAPPROPOSED CONSTRUCTION ENTRANCEDRAINAGE AREA BOUNDARYGRADING QUANTITIESCUT (CY)FILL (CY)ARRAY3001400BASIN12000BERM0200SWALE5000TOTAL20001600NOTES:1.INTERNAL ROADS WILL BE CONSTRUCTED TO MATCH THE SURROUNDINGEXISTING GROUND ELEVATIONS TO ALLOW EXISTING DRAINAGEPATTERNS TO PERSIST.2.ALL EROSION AND SEDIMENT CONTROLS SHALL BE INSTALLED PRIOR TOANY UPSLOPE GROUND DISTURBANCE COMMENCING.3.TOPSOIL SHALL BE SEGREGATED FROM ALL EARTHWORK ACTIVITIES THATREQUIRE SUBSOIL EXCAVATION.4.MINOR SURFACE SMOOTHING MAY OCCUR FOR RACKING INSTALLATION.5.FINAL TOP OF CONCRETE PAD ELEVATION SHALL BE AT LEAST 2" ABOVETHE SURROUNDING FINAL FINISHED GRADE AND CONTRACTOR SHALLENSURE FINISHED GRADE PROVIDES POSITIVE DRAINAGE AWAY FROMEQUIPMENT PADS.6.THE ENTIRETY OF THE SITE REQUIRES VEGETATION ESTABLISHMENT PRIORTO COMMENCEMENT OF ANY CONSTRUCTION ACTIVITIES.7.THE CONTRACTOR SHALL DEVELOP AN ACCESS PLAN TO ISOLATE VEHICLEAND EQUIPMENT ACCESS TO DEFINED AREAS SO DISTURBANCE CAN BECALCULATED. IF EQUIPMENT AND ACCESS IS NOT CONTROLLED, THEPOTENTIAL FOR RUTTING AND SOIL DISTURBANCE FROM TIRES ANDTRACKED EQUIPMENT IS HIGH AND COULD RESULT IN EXCESSIVE SOILDISTURBANCE.8.WESTWOOD RECOMMENDS PRESERVING A MINIMUM 10' VEGETATEDBUFFER STRIP BETWEEN PROJECT FENCE AND ARRAY AREA.9.PERIMETER SEDIMENT CONTROL BMPS (EG. SILT FENCE, STABILIZED SOILBERMS, FIBER LOGS) ARE STILL REQUIRED.10.IT IS THE RESPONSIBILITY OF THE CONTRACTOR TO INSPECT ANDOBSERVE DISTURBED SOIL AREAS.11.IF DISTURBED AREAS ARE NOT STABILIZED USING SEEDING OR MULCH,FIBER ROLLS SHALL BE INSTALLED PER DETAIL SW-05 ON SHEET C502.12.WESTWOOD RECOMMENDS STABILIZING DISTURBED AREAS FOLLOWINGSITE GRADING, PILE DELIVERY AND INSTALLATION, AND RACKINGDELIVERY AND INSTALLATION.13.SEE SHEET C300 FOR APPLICABLE DIMENSIONS.KEY MAP:C400C401 REV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetTypical DetailsNOT FOR CONSTRUCTION04/19/2024C500BN:\0052583.00\_CAD\_Permit\0052583-DT-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTNOT TO SCALERD-05TYPICAL ACCESS ROAD℄EDGE OFAGGREGATE4:1MAX SLOPEGRADINGLIMITSEXISTINGGROUND4:1MAX SLOPEGRADINGLIMITSEXISTINGGROUNDEXISTINGGROUND4:1MAX SLOPE4:1MAX SLOPECROWNEDCROSS-SLOPEDEDGE OFAGGREGATE INSETNOTES:1.ENSURE THAT ROADS REMAIN WELL-DRAINED.2.CONSTRUCT CROSS-SLOPE WHERE ROADS ARE CONSTRUCTED ON A SIDE SLOPE, AND WHERE OTHERWISE NOTED ON PLANS.3.SLOPES SHOWN ARE TYPICAL. SOME ROAD LOCATIONS MAY REQUIRE VARIATIONS IN SLOPE.4.ALL DISTURBED GROUND NOT COVERED WITH AGGREGATE SHALL BE STABILIZED PER THE NPDES PERMIT.MAX 2% SLOPEMAX 2% SLOPEMAX 2% SLOPEMAX 2% SLOPEEXISTINGGROUNDREFER TO DETAILSS-02 FORSTRUCTURALSECTIONSSEE INSET FORTIE-IN DETAILS(TYP)1:1 SLOPETO SUBGRADEEDGE OFSURFACEAGGREGATECOMPACTEDSUBGRADE7.5'7.5'VARIESVARIESNOT TO SCALESL-01TYPICAL INVERTER SKID SERVICE APRON3%3:1 MAX2'2'SECTION A-ANOTES:1.MINIMUM SERVICE APRON WIDTH AROUND EQUIPMENT TO BE CONFIRMED BY ELECTRICAL ENGINEER FOR COMPLIANCE WITH THE GOVERNING ELECTRICAL CODEFOR ALL PROPOSED EQUIPMENT ON THE SKID.2.PROVIDE 1' OF FREEBOARD ABOVE THE 100 YR FLOOD DEPTH TO THE TOP OF INVERTER SKID.3.VERIFY EXISTING GRADE IN FIELD PRIOR TO PREPARING SUBGRADE.4.TOP OF SKID ELEVATION MAY BE RAISED HIGHER THAN MINIMUM SKID ELEVATION. SEE STRUCTURAL PLAN SET FOR MINIMUM AND MAXIMUM PILE REVEALS.5.SEE STRUCTURAL PLAN SET FOR PILE FOUNDATION, CAP PLATE, AND PILE/PLACEMENT/SPACING DETAILS.6.BACKFILL SHALL BE PLACED AFTER INVERTER SKID IS IN PLACE, ATTACHED AND THE FINAL STRUCTURAL INSPECTION IS COMPLETED.7.FLOWABLE FILL SHALL NOT BE PLACED UNTIL CONDUIT ROUTING HAS BEEN COMPLETED AND APPROVED.INVERTER SKIDEXISTING ORPROPOSEDGRADEFINAL GRADEROUGH GRADEBACKFILL SHALL EXTEND UNDERSKID MIN 2' TO MITIGATESLOUGHING AROUND PERIMETER4" OF 3/4" CRUSHED STONEREFER TO DETAIL XX ON SHEET CXXXINVERTER PILE FOUNDATION,TYP, SEE STRUCTURAL PLANSFOR DETAILS, QUANTITY ANDLOCATION VARIESSEE SHEET CXXX FOR SUBGRADEPREPARATION AND BACKFILL DETAILS6' MINAROUNDEQUIPMENTFLOWABLE FILL AT OWNER/CONTRACTOR DISCRETION,SEE ELECTRICAL PLANS FORSPECIFICATIONS OF FLOWABLE FILLNOT TO SCALEFN-02VEHICLE GATENOT TO SCALEFN-01LIVESTOCK FENCENOTES:1.TYPICAL FENCE AND GATE INFORMATION SHOWN IS INTENDED FOR PLANNING PURPOSES. ACTUAL DIMENSIONS AND INFORMATIONTO BE PROVIDED BY FENCE SUPPLIER.2.REFER TO FENCE SUPPLIER SPECIFICATIONS AND DETAILS.3.STRUCTURAL DESIGN OF FENCE POSTS AND FOUNDATIONS TO BE PROVIDED BY FENCE SUPPLIER. STRUCTURAL PLANS AND FENCESUPPLIER DRAWINGS SHALL SUPERSEDE THIS DETAIL IF CONFLICTS ARE PRESENT.4.FENCE AND GATE TYPE TO BE APPROVED BY OWNER PRIOR TO CONSTRUCTION.NOT TO SCALEFN-03PERSONNEL GATENOTES:1.SEE NOTES ON DETAIL FN-01.NOTES:1.SEE NOTES ON DETAIL FN-01.WOOD GATE POST (TYP.)4.0'TUBE STEEL FRAME4" 6'-6" MIN.GALVANIZED WIRE MESHWELDED TO FRAMEGALVANIZED WIREMESH WELDED TOFRAMEWOOD GATE POST (TYP.)TUBE STEEL FRAME20.0'4" 6'-6" MIN.LOCKABLE LATCHWOOD LINE POST (TYP.)TOP WIRE STAPLED TOPOST (TYP.)WOOD BRACE POST(TYP.)WOOD CORNER, TERMINALOR PULL POST (TYP.)IN-LINE STRAINERGRADEBRACE WIREWOOD CROSS MEMBER (TYP.)SEE FENCING COMPANYSPECIFICATION FOR MAX. SPACING4"10"7"8'WOVEN WIRE FABRIC(60 DEGREES MAX TILT ANGLE)TYPICAL SOLAR TRACKER PROFILE VIEWSTRK-02(0 DEGREES)STEEL POSTFINISHED GRADE (12' MAX HEIGHT,DEPENDING ONTOPOGRAPHY)PANEL AT 60 DEGREE TILTEAST OR WEST - TYPICAL TRACKER ELEVATIONTRK-0112.0' AT MAX. TILT (45-60 DEGREES MAX TILT ANGLE)NOT TO SCALENOT TO SCALE REV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetTypical DetailsNOT FOR CONSTRUCTION04/19/2024C501BN:\0052583.00\_CAD\_Permit\0052583-DT-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTNOT TO SCALESW-40VEHICLE TRACKOUT CONTROL - ROCK EXITEXISTING PAVED ROADWAYNOTES:1.IF SEDIMENT TRACKING IS OBSERVED ON EXISTING PAVED ROADWAY, THECONTRACTOR SHALL SCRAPE AND SWEEP THE SURFACE WITH A PICKUP BROOMATTACHMENT OR VEHICLE.2.REGULAR INSPECTION AND MAINTENANCE SHALL BE PERFORMED OVER LIFE OF USE.3.LENGTH MAY NEED TO BE EXTENDED AS NECESSARY TO IMPROVE PERFORMANCE.GEOTEXTILE LINER3" - 6" CLEAN ROCK12" MINIMUM DEPTH75' MIN LENGTH25' MINIMUM OR FULLWIDTH OF SITE EXIT AREA,WHICHEVER IS GREATERNOT TO SCALESW-11SILT FENCE - TRENCHEDFLOWNOTES:1.SILT FENCE MATERIAL SHOULD BE POLYPROPYLENE, POLYETHYLENE OR POLYAMIDE WOVEN OR NONWOVEN FABRIC. THE FABRIC WIDTH SHOULD BE 36 INCHES, WITH A MINIMUM UNITWEIGHT OF 4.5 OZ/YD, MULLEN BURST STRENGTH EXCEEDING 190 LB/IN 2 , ULTRAVIOLET STABILITY EXCEEDING 70%, AND MINIMUM APPARENT OPENING SIZE OF U.S. SIEVE NO. 30.2.SILT FENCE SHOULD BE SECURELY FASTENED TO EACH SUPPORT POST. THERE SHOULD BE A 3 FT OVERLAP, SECURELY FASTENED WHERE ENDS OF FABRIC MEET.3.SILT FENCE SHALL BE PLACED ON SLOPE CONTOURS TO MAXIMIZE PONDING EFFICIENCY.4.ALL ENDS OF THE SILT FENCE SHALL BE WRAPPED UPSLOPE SO THE ELEVATION OF THE BOTTOM OF FABRIC IS HIGHER THAN "PONDING HEIGHT".5.INSPECT AND REPAIR FENCE AFTER EACH STORM EVENT AND REMOVE SEDIMENT WHEN ACCUMULATED TO 1/3 HEIGHT OF THE FABRIC OR MORE.6.REMOVED SEDIMENT SHALL BE DEPOSITED TO AN AREA THAT WILL NOT CONTRIBUTE SEDIMENT OFF-SITE AND CAN BE PERMANENTLY STABILIZED.7.SILT FENCE SHOULD REMAIN IN PLACE AND MAINTAINED UNTIL THE DISTURBED AREA IS PERMANENTLY STABILIZED.8.INSTALL A SECOND ROW OF SILT FENCE APPROXIMATELY 5' FROM INITIAL ROW WHEN REDUNDANT PROTECTION IS REQUIRED WITHIN 50' OF WETLANDS AND STREAMS.9.AVOID SPLICED SECTIONS IN LOW LYING (LOAD BEARING) LOCATIONS.PERSPECTIVE VIEWPOST AND TRENCH DETAIL*6' MAX FOR OPEN RUNS4' MAX FOR POOLING AREASRUNOFF36" WIDEFILTER FABRIC2"x2" WOOD ORSTEEL "T" POST48" MIN LENGTHFABRIC SLICED INTO SOIL WITH COMPACTEDBACKFILL ON BOTH SIDES OF FENCEPONDING HEIGHT (2' MAX)POST INSTALLED ON SLIGHTANGLE TOWARD RUNOFF SOURCE48" MIN LENGTHFILTER FABRIC, ATTACH SECURELY TO UPSTREAM SIDE OFPOST.METAL POSTS - SECURE WITH 3-50lb TENSILE STRENGTHPLASTIC ZIP-TIES PER POST WITHIN TOP 8" OF FABRIC.WOOD POSTS - SECURE FABRIC BETWEEN WOOD POST ANDA PIECE OF WOODEN LATHE WITH HEAVY DUTY STAPLES.FOR METAL POSTS,POST NOTCHES TO FACEAWAY FROM FABRICPOST SPACING *6"4"12" MIN,24" MIN FORPOOLINGAREASNOT TO SCALESW-13PERIMETER SEDIMENT CONTROL - FIBER LOGSNOTES:1.FIBER LOGS SHALL BE INSTALLED PRIOR TO UPSLOPE DISTURBANCE ACTIVITIES COMMENCE.2.FIBER LOGS SHALL BE PREFABRICATED AND MADE FROM CERTIFIED STRAW, WOOD, OR COCONUTFIBER MATERIAL BOUND INTO A TIGHT TUBULAR LOG BY NETTING. USE A 9" DIA. LOG MINIMUM.3.TRENCHES SHALL BE CREATED ALONG THE SLOPE OF THE PERIMETER. THE TRENCH DEPTH SHOULD BE1/4 TO 1/3 OF THE THICKNESS OF THE LOG, AND THE WIDTH SHOULD EQUAL THE LOG DIAMETER, INORDER TO PROVIDE AREA TO BACKFILL THE TRENCH.4.STAKE FIBER LOGS INTO THE TRENCH. DRIVE STAKES AT THE END OF EACH FIBER LOG AND SPACED 4FEET MAXIMUM ON CENTER. USE HARD WOOD STAKES WITH NOMINAL CLASSIFICATION OF AT LEAST1" BY 1" AND A MINIMUM LENGTH OF 24". STAKES SHALL BE EMBEDDED A MINIMUM DEPTH OF 12".5.LOGS SHALL BE INSTALLED PERPENDICULAR TO WATER MOVEMENT, AND PARALLEL TO THE SLOPECONTOUR.6.TURN THE ENDS OF THE FIBER LOGS UP SLOPE TO PREVENT RUNOFF FROM GOING AROUND THE LOG.THE UPSLOPE POINT SHOULD BE A MINIMUM 12" HIGHER IN ELEVATION THAN THE LOW POINT.7.IF MORE THAN ONE FIBER LOG IS PLACED IN A ROW, THE LOGS SHOULD BE OVERLAPPED A MINIMUMOF 8 INCHES, NOT ABUTTED.8.FIBER LOGS ENCASED WITH PLASTIC NETTING ARE USED FOR A TEMPORARY APPLICATION ONLY ANDSHOULD BE REMOVED FOLLOWING STABILIZATION. FIBER LOGS USED IN A PERMANENT APPLICATIONSHALL BE ENCASED WITH A BIODEGRADABLE MATERIAL AND MAY BE LEFT IN.9.TEMPORARY INSTALLATIONS SHOULD ONLY BE REMOVED WHEN UP GRADIENT AREAS ARESTABILIZED PER GENERAL PERMIT REQUIREMENTS, AND/OR POLLUTANT SOURCES NO LONGERPRESENT A HAZARD. BUT, THEY SHOULD ALSO BE REMOVED BEFORE VEGETATION BECOMES TOOMATURE SO THAT THE REMOVAL PROCESS DOES NOT DISTURB MORE SOIL AND VEGETATION THAN ISNECESSARY10.FIBER LOGS MUST BE INSPECTED IN ACCORDANCE WITH GENERAL PERMIT REQUIREMENTS FOR THEASSOCIATED PROJECT TYPE AND RISK LEVEL.11.REPAIR OR REPLACE SPLIT, TORN, UNRAVELING, OR SLUMPING FIBER LOGS.12.SEDIMENT THAT ACCUMULATES UPSLOPE OF THE BMP SHOULD BE PERIODICALLY REMOVED INORDER TO MAINTAIN BMP EFFECTIVENESS. REFER TO CONSTRUCTION GENERAL PERMIT FORSEDIMENT ACCUMULATION MAINTENANCE INTERVALS.13.RILL, UNDERMINING, AND/OR GULLIES MAY BEGIN TO FORM FOLLOWING MAJOR STORM EVENTSWHERE RUNOFF HAS OVERTOPPED THE FIBER LOGS. THESE RILLS OR GULLIES SHOULD BE PROMPTLYREPAIRED.FLOW STACKING METHODNO PUNCTURE METHODMINIMUM 8"OVERLAP OFLOGSDRIVEN WOODEN STAKES TO BEPERPENDICULAR TO SURFACEUNDISTURBED AREAWRAP ENDS UPSLOPE TOCONTAIN RUNOFF FROMCONSTRUCTION AREAUPSLOPE DISTURBEDAREA/PROJECT SITE36"STAKES(MIN)FIBER LOGMIN 9"STAKING TOSECURE LOGWITHOUTPUNCTURE24"STAKES(MIN)FIBER LOGMIN 9"MIN 12"EMBEDDEDMIN 12"EMBEDDED4' MAX24" MIN1" MIN1" MINNOT TO SCALESW-18PERIMETER SEDIMENT CONTROL - J-HOOK APPLICATIONJ-HOOK DETAILAPPLICATION NOTES:1.INSTALL J-HOOKS WHENEVER THE PERIMETER SEDIMENTCONTROL (PSC) BARRIER IS INSTALLED AT AN ANGLE OF 30DEGREES OR GREATER FROM PARALLEL TO CONTOURS.2.ADHERE TO J-HOOK SPACING REQUIREMENTS ACCORDING TOSURFACE SLOPE DETAILED IN TABLE.3.WHERE MINIMUM HOOK DIMENSIONS SHOWN CANNOT BEACHIEVED, NARROWER HOOKS MAY BE USED WITH HIGHERFREQUENCY SPACING.4.WHERE PONDING DEPTH BEGINS TO EXCEED 1.5 FEET OR THE PSCBARRIER AND ROCK OUTLET OTHERWISE FAIL TO PROVIDECONTROL, FREQUENCY AND SIZING OF J-HOOKS MUST BEADJUSTED TO REMEDY THE ISSUE.5.WHEN OVERLAND SHEET FLOW SLOPE IS LESS THAN OR EQUALTO 3%, FIBER LOGS MAY BE USED AS PERIMETER SEDIMENTCONTROL. IF SHEET FLOW SLOPE IS GREATER THAN 3%, SILTFENCE MUST BE USED.INSTALLATION NOTES:1.INSTALL J-HOOK LOCATED IMMEDIATELY DOWN GRADIENT FROMTHE ROCK OUTLET TO ENSURE THE WATER IS NOT DIVERTED TOTHE LOWEST AREAS WHERE A COMPLEX SLOPE EXISTS.2.UP-GRADIENT PSC BARRIER AND J-HOOK ARE ONE CONTINUOUSBARRIER.3.START DOWN-GRADIENT PSC BARRIER AS CLOSE AS POSSIBLE TOTHE UP-GRADIENT J-HOOK.4.BOTTOM OF PSC BARRIER ELEVATIONS AT THE END OF J-HOOKNEED TO BE HIGHER THAN THE TOP OF BARRIER ELEVATIONS ATTHE MIDDLE OF J-HOOK.5.TOP OF BARRIER ELEVATIONS AT THE MIDDLE OF J-HOOK NEEDTO BE HIGHER THAN THE ROCK OUTLET ELEVATIONS.PSCPSC194193191190192PERSPECTIVE VIEWPSCPSCPSC PSCPSCFLOW10' MINFLOWNOT TO SCALESW-19ROCK OVERFLOW STRUCTURE FOR SILT FENCE - HALF HEIGHTNOTES:1.LOCATIONS OF ROCK OVERFLOW STRUCTURES ARE INDICATED ON THE PLANS AND/OR AS DETERMINED BY QUALIFIEDPERSONNEL BASED ON FIELD CONDITIONS TO MAINTAIN PERMIT COMPLIANCE. QUALIFIED PERSONNEL MUST BE TRAINED ANDCERTIFIED IN EROSION AND SEDIMENT CONTROL.2.ROCK OVERFLOW STRUCTURES ARE RECOMMENDED AT ALL LOW POINTS AND AT A SPACING OF 300 FEET WHERE NO LOWPOINT IS APPARENT.FLOW**OVERFLOW STRUCTURES MAY BEOMITTED WHEN FIBER LOGS ARE UTILIZEDAS PERIMETER SEDIMENT CONTROL (PSC)PERIMETER SEDIMENT CONTROLPROJECT SITE BOUNDARYJ-HOOK(TYP)1-1/2" FILTERSTONESILT FENCECONTOUR(TYP)UNDISTURBED/STABILIZEDGROUNDEROSIONCONTROLBLANKET6" MIN OVERLAPOF SILT FENCEON EACH SIDEPERIMETERSEDIMENTCONTROL(TYP)3-6" RIPRAPWIRE MESH FENCEINSTALLED BETWEEN THEDIFFERENT STONE TYPES(ADHERE TO SILT FENCE)SPACINGRECOMMENDATIONSSOIL TYPEMATERIALSLOPESILTYCLAYSSANDYSILT FENCE3:175 FT100 FT125 FT4:1100 FT125 FT150 FT≤10:1125 FT150 FT200 FT9" FIBER LOG≤3%46 FT56 FT75 FTSECTION A-APLAN VIEWPERSPECTIVE VIEW1-1/2" FILTER STONEON UPSLOPE SIDE3-6" RIPRAP ONDOWNSLOPE SIDEWIRE MESH FENCE TOPROVIDE SEPARATION3-6" RIPRAPON DOWNSLOPESIDE1-1/2" FILTERSTONE ONUPSLOPE SIDEWIRE MESHFENCESILT FENCEAAOVERFLOW STRUCTURE(TYP) **SEE DETAIL SW-19/20FOR ROCK OVERFLOWSTRUCTURE OR SEEDETAIL SW-21 FORSTACKED FIBER LOGPSCPSC OVERFLOW STRUCTURE **SEE DETAIL SW-19/20 FOR ROCKOVERFLOW STRUCTURE OR SEE DETAILSW-21 FOR STACKED FIBER LOG12" MIN6" MIN20' MINH8' MAXSPACING1/2 H1/2H6" MIN6"MIN12" MIN12"MIN6" MIN SF SF SF SF NOT TO SCALESW-60CONCRETE WASHOUT AREANOTES:1.CONCRETE WASHOUT AREAS SHALL BE LINED WITH A 10 MIL PLASTICIMPERMEABLE LINER TO PREVENT CONCRETE WASHOUT WATER FROMINFILTRATING/CONTACTING WITH SOIL.2.PROVIDE STABILIZED CONSTRUCTION ACCESS IF SEDIMENT TRACKING CONTROLSARE NECESSARY.3.ALTERNATE WASHOUT SYSTEMS MAY BE USED IF APPROVED.4.REFER TO PROJECT NPDES PERMIT FOR ADDITIONAL CONSTRUCTION,MAINTENANCE, AND REMOVAL REQUIREMENTSSFSFSFSFSFSF SFSFSF31PLAN VIEWSECTION A-A3' MINAASTABILIZEDCONSTRUCTIONACCESS(SEE NOTE 2)EDGE OFACCESSROAD/YARDSTABILIZEDCONSTRUCTION ACCESS(SEE NOTE 2)CONCRETEWASHOUT SIGNSILT FENCEIMPERMEABLELINER1.5" ANGULAR ROCK;3" THICK MIN.SILT FENCESTABILIZEDEARTHEN BERMVARIES8' MIN8' MIN REV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetTypical DetailsNOT FOR CONSTRUCTION04/19/2024C502BN:\0052583.00\_CAD\_Permit\0052583-DT-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTNOT TO SCALESW-01EROSION CONTROL BLANKET INSTALLATION FOR SLOPESECTION A-A - ANCHOR TRENCH DETAILSLONGITUDINALJOINT DETAILINSETAAPROPERLYPREPARED SLOPEEROSION CONTROLBLANKETSANCHOR TRENCH(SEE DETAILS)UNDISTURBED ORSTABILIZED AREASEE NOTES FOR STAPLEPLACEMENT INFORMATIONSPLICESEE LONGITUDINALJOINT DETAIL INSETUNDISTURBED ORSTABILIZED AREA3' MIN3' MIN4" MINFLOW2 ROWS OF STAPLES,STAGGERED 6" ONCENTER, EACHDIRECTIONSOIL PILEFROM TRENCHEROSIONCONTROLBLANKETCOMPACTEDBACKFILL FROMSOIL PILE2 ROWS OF STAPLES,STAGGERED 6" ONCENTER, EACH DIRECTION1 ROW OF STAPLES,1' ON CENTER1 ROW OFSTAPLES, 1'ON CENTER10"8"ANCHOR TRENCH - EXCAVATIONANCHOR TRENCH - BLANKET PLACEMENTANCHOR TRENCH - FINALPROPERLYPREPAREDSLOPEEROSIONCONTROLBLANKET3' MINNOTES:1.EROSION CONTROL BLANKETS ARE INTENDED TO BE USED AS AN IMMEDIATE MULCH COVER FOR DISTURBEDSLOPES THAT HAVE BEEN TEMPORARILY OR PERMANENTLY SEEDED.2.EROSION CONTROL BLANKETS SHALL BE INSTALLED ACCORDING TO MANUFACTURERS SPECIFICATIONS.WHEN NOT AVAILABLE, INSTALL ACCORDING TO THIS DETAIL AND THE FOLLOWING NOTES:2.1.STEP ONE: SITE PREPARATION. TO PREVENT TENTING THE SITE SHOULD BE FINE GRADED TO A SMOOTHPROFILE AND RELATIVELY FREE FROM ALL WEEDS, CLODS, STONES, ROOTS, STICKS, RIVULETS, GULLIES,CRUSTING, AND CAKING. FILL ANY VOIDS AND MAKE SURE THE SLOPE IS COMPACTED PROPERLY.2.2.STEP TWO: ADEQUATE TOPSOIL SHALL BE REAPPLIED AFTER GRADING PRIOR TO SEEDING.2.3.STEP THREE: SEEDING. SEEDING WITHOUT MULCH SHOULD BE APPLIED TO THE AREA TO BE VEGETATED.2.4.STEP FOUR: PREPARE THE ANCHOR TRENCH. AT THE TOP OF THE SLOPE EXCAVATE AN ANCHOR TRENCH8" X 10". THE EROSION CONTROL BLANKET WILL BE ANCHORED INTO THE TRENCH BY STAPLES. ALLOW AMINIMUM OF 3' FROM THE CREST OF THE SLOPE TO THE ANCHOR TRENCH.2.5.STEP FIVE: SECURE THE EROSION CONTROL BLANKET IN THE ANCHOR TRENCH. PLACE THE BEGINNINGOF THE EROSION CONTROL BLANKET INTO THE ANCHOR TRENCH SIDE CLOSEST TO THE SLOPE.ANCHOR THE EROSION CONTROL BLANKET WITH STAPLES 1' ON CENTER IN THE ANCHOR TRENCH SIDESAND 2 ROWS OF STAPLES, STAGGERED 6" ON CENTER, EACH DIRECTION, ON THE BOTTOM OF THETRENCH WHEN NO OTHER GUIDANCE IS AVAILABLE. DRIVE STAPLES FLUSH WITH THE SOIL SURFACE.BACKFILL THE ANCHOR TRENCH AND COMPACT THE SOIL. PLACE SEED OVER THE COMPACTED SOIL.COVER THE COMPACTED SOIL BY ROLLING THE EROSION CONTROL BLANKET DOWN THE SLOPE. PLACE 2ROWS OF STAPLES, STAGGERED 6" ON CENTER, EACH DIRECTION, OVER THE ANCHOR TRENCH.2.6.STEP SIX: EROSION CONTROL BLANKET DEPLOYMENT. STARTING AT THE CREST OF THE SLOPE, ROLL THEEROSION CONTROL BLANKET DOWN THE SLOPE IN A CONTROLLED MANNER TO PREVENT EXCESSIVESTRETCHING. APPROXIMATELY EVERY 20'-25' PULL THE EROSION CONTROL BLANKET TO TAKE OUT ANYEXCESS SLACK. THE GOAL IS TO HAVE THE EROSION CONTROL BLANKET CONTOUR AND INITIATECONTACT WITH THE SOIL.2.7.STEP SEVEN: STAPLE OR STAKE THE EROSION CONTROL BLANKET. SECURE THE OVERLAP OR THE EDGESWITH STAPLES. THE TYPICAL INSTALLATION WILL REQUIRE ONE STAPLE PLACED AT 3' INTERVALS ALONGTHE VERTICAL LENGTH OF THE EROSION CONTROL BLANKET. STAPLES SHOULD BE STAGGERED EVERY 18"TO 24" HORIZONTALLY ACROSS THE EROSION CONTROL BLANKET. IF THE EROSION CONTROL BLANKETNEEDS TO BE SPLICED IN THE MIDDLE OF A SLOPE BE SURE THE EROSION CONTROL BLANKET IS"SHINGLED" WITH UP-SLOPE EROSION CONTROL BLANKET OVERLAPPING THE DOWN-SLOPE EROSIONCONTROL BLANKET. THERE SHOULD BE A MINIMUM OF 4" OF OVERLAP IN A SPLICE. USE A STAPLECHECK SLOT TO SECURE THE OVERLAP. A STAPLE CHECK SLOT IS MADE BY PLACING A ROW OF STAPLES4" ON CENTER AND THEN PLACING A SECOND ROW OF STAPLES 4" ON CENTER, STAGGERED FROM THEFIRST ROW.2.8.STEP EIGHT: SECURING THE EROSION CONTROL BLANKET AT THE TOE OF THE SLOPE. ROLL THE EROSIONCONTROL BLANKET 36" PAST THE TOE OF THE SLOPE. CONSTRUCT A STAPLE CHECK SLOT ALONG THETERMINAL END OF THE EROSION CONTROL BLANKET BY INSTALLING 2 ROWS OF STAGGERED STAPLES 4"APART ON 4" CENTERS. IN HIGH WIND REGIONS, AN ALTERNATE METHOD FOR SECURING THE BLANKETIS TO UTILIZE THE SAME ANCHOR TRENCH METHOD UTILIZED AT THE CREST OF SLOPE.STAPLECHECK SLOTNOT TO SCALESW-02EROSION CONTROL BLANKET INSTALLATION FOR CHANNELNOTES:1.EROSION CONTROL BLANKETS ARE USED TO TEMPORARILY AND PERMANENTLY STABILIZE DITCHES AND SWALES.2.EROSION CONTROL BLANKETS SHALL BE INSTALLED ACCORDING TO MANUFACTURER'S SPECIFICATIONS. WHEN NOT AVAILABLE INSTALLACCORDING TO THIS DETAIL AND THE FOLLOWING NOTES:2.1.STEP ONE: SITE PREPARATION. TO PREVENT TENTING THE CHANNEL SHOULD BE FINE GRADED TO A SMOOTH PROFILE AND RELATIVELYFREE FROM ALL WEEDS, CLODS, STONES, ROOTS, STICKS, RIVULETS, GULLIES, CRUSTING, AND CAKING. FILL ANY VOIDS AND MAKE SURETHE CHANNEL IS COMPACTED PROPERLY.2.2.STEP TWO: ADEQUATE TOPSOIL SHALL BE REAPPLIED AFTER GRADING PRIOR TO SEEDING.2.3.STEP THREE: SEEDING. SEEDING WITHOUT MULCH SHOULD BE APPLIED TO THE AREA TO BE VEGETATED.2.4.STEP FOUR: ANCHORING THE EROSION CONTROL BLANKET. EROSION CONTROL BLANKETS SHALL BE ANCHORED AT THE BEGINNING OFTHE CHANNEL. A 8" X 10" DEEP TRENCH SHOULD BE EXCAVATED PERPENDICULAR TO THE DIRECTION OF WATER FLOW ACROSS THEENTIRE WIDTH OF THE CHANNEL. PLACE THE BEGINNING OF THE EROSION CONTROL BLANKET INTO THE ANCHOR TRENCH SIDE CLOSESTTO THE SLOPE. ANCHOR THE EROSION CONTROL BLANKET WITH STAPLES 1' ON CENTER IN THE ANCHOR TRENCH SIDES AND 2 ROWS OFSTAPLES, STAGGERED 6" ON CENTER, EACH DIRECTION, ON THE BOTTOM OF THE TRENCH WHEN NO OTHER GUIDANCE IS AVAILABLE.DRIVE STAPLES FLUSH WITH THE SOIL SURFACE. BACKFILL THE ANCHOR TRENCH AND COMPACT THE SOIL. PLACE SEED OVER THECOMPACTED SOIL. COVER THE COMPACTED SOIL BY ROLLING THE EROSION CONTROL BLANKET DOWN THE SLOPE. PLACE 2 ROWS OFSTAPLES, STAGGERED 6" ON CENTER, EACH DIRECTION, OVER THE ANCHOR TRENCH.2.5.STEP FIVE: EROSION CONTROL BLANKET DEPLOYMENT IN THE CHANNEL BOTTOM. THE EROSION CONTROL BLANKETS SHOULD BEUNROLLED IN THE DIRECTION OF WATER FLOW. FIRST THE EROSION CONTROL BLANKET IS DEPLOYED IN THE CHANNEL BOTTOM. IT ISALSO NECESSARY TO PREVENT A SEAM FROM GOING DOWN THE CENTER OF THE CHANNEL BOTTOM OR IN AREAS OF CONCENTRATEDWATER FLOW. WHEN INSTALLING TWO EROSION CONTROL BLANKETS SIDE BY SIDE IN A WATERWAY THE CENTER OF THE EROSIONCONTROL BLANKET SHOULD BE CENTERED IN THE AREA OF CONCENTRATED WATER FLOW. INSTALL ADJOINING EROSION CONTROLBLANKETS AWAY FROM THE CENTER OF THE CHANNEL BOTTOM. ADJOINING EROSION CONTROL BLANKETS SHOULD BE OVERLAPPED 4"TO 6". CONTINUE TO INSTALL A COMMON ROW OF STAPLES AT 2' CENTERS ALONG THE LENGTH OF THE OVERLAP.2.6.STEP SIX: CHECK SLOTS. CHECK SLOTS SHOULD BE PLACED PERPENDICULAR TO THE FLOW DIRECTION ACROSS THE ENTIRE WIDTH OF THECHANNEL AT 25' INTERVALS AND AT THE TERMINAL END OF THE CHANNEL. THE CHECK SLOTS SHOULD BE PLACED IN A 6" X 6" TRENCHAS SHOWN. SECURE THE EROSION CONTROL BLANKET IN THE UPSTREAM SIDE OF THE CHECK SLOT WITH STAPLES OR STAKES ON 12"CENTERS. FLIP THE EROSION CONTROL BLANKET ROLL ON THE UPSTREAM EDGE. BACK FILL THE CHECK SLOT AS SHOWN AND COMPACTTHE SOIL. CONTINUE ROLLING THE EROSION CONTROL BLANKET DOWNSTREAM OVER THE COMPLETED CHECK SLOT.2.7.STEP SEVEN: EROSION CONTROL BLANKET DEPLOYMENT ON THE SIDE SLOPES. CONTINUE TO ROLL THE EROSION CONTROL BLANKETALONG THE CHANNEL BOTTOM AND SIDE SLOPES IN THE DIRECTION OF THE WATER FLOW. AS THE EROSION CONTROL BLANKET ISINSTALLED FROM THE CHANNEL BOTTOM UP THE SLOPE, A SHINGLE TYPE INSTALLATION IS NECESSARY WITH THE UP-SLOPE EROSIONCONTROL BLANKET OVERLAPPING THE LOWER EROSION CONTROL BLANKET APPROXIMATELY 4". ANCHOR THE EROSION CONTROLBLANKETS WITH A MINIMUM OF ONE STAPLE EVERY 24" ACROSS THE WIDTH AND ONE STAPLE EVERY 36" DOWN ITS LENGTH. IF THEEROSION CONTROL BLANKET NEEDS TO BE SPLICED, BE SURE THE EROSION CONTROL BLANKET IS "SHINGLED" WITH THE UPSTREAMEROSION CONTROL BLANKET OVERLAPPING THE DOWNSTREAM EROSION CONTROL BLANKET. THERE SHOULD BE A MINIMUM OF 4" OFOVERLAP IN A SPLICE. USE A STABLE CHECK SLOT TO SECURE THE OVERLAP. ANCHOR THE EROSION CONTROL BLANKET PLACED AT THETOP OF THE CHANNEL SLOPE IN THE SAME MANNER AS SHOWN.2.8.STEP EIGHT: TERMINAL END. SECURE THE EROSION CONTROL BLANKET AT THE TERMINAL END OF THE CHANNEL WITH A SLOT SIMILARTO THE ONE MADE AT THE BEGINNING OF THE CHANNEL.FLOWCHECK SLOT DETAILSECTION A-A - ANCHOR TRENCH DETAILSAADRAINAGE STRUCTURE(IF APPLICABLE)UNDISTURBED ORSTABILIZED AREACHECK SLOT(SEE DETAIL)PROPERLYPREPAREDSLOPEANCHOR TRENCH(SEE DETAILS)EROSION CONTROLBLANKETCOMPACTEDBACKFILL SOILSTAPLE25'6"6"FLOW2 ROWS OF STAPLES,STAGGERED 6" ONCENTER, EACHDIRECTIONSOIL PILEFROM TRENCHEROSIONCONTROLBLANKETCOMPACTEDBACKFILL FROMSOIL PILE2 ROWS OF STAPLES,STAGGERED 6" ONCENTER, EACH DIRECTION1 ROW OF STAPLES,1' ON CENTER1 ROW OFSTAPLES, 1'ON CENTER10"8"ANCHOR TRENCH - EXCAVATIONANCHOR TRENCH - BLANKET PLACEMENTANCHOR TRENCH - FINALPROPERLYPREPAREDSLOPEEROSIONCONTROLBLANKET3' MINNOT TO SCALESW-05FIBER LOGS - SLOPE APPLICATIONMAXIMUM SPACINGRECOMMENDATIONSFIBER LOG SIZESLOPE9" DIA.12" DIA.20" DIA.≤4:140 FT60 FT80 FT3:130 FT45 FT60 FT2:120 FT30 FT40 FT1:110 FT15 FT20 FTNOTES:1.FIBER LOGS SHALL BE PREFABRICATED AND MADE FROM WEED FREE RICE STRAW, FLAX, OR A SIMILAR AGRICULTURALMATERIAL BOUND INTO A TIGHT TUBULAR LOG BY NETTING.2.STAKE FIBER LOGS INTO THE TRENCH. DRIVE STAKES AT THE END OF EACH FIBER LOG AND SPACED 4 FEET MAXIMUM ONCENTER. USE WOOD STAKES WITH NOMINAL CLASSIFICATION OF 1" BY 1" AND A MINIMUM LENGTH OF 24".3.PREPARE THE SLOPE BEFORE BEGINNING THE INSTALLATION.4.DIG SMALL TRENCHES ACROSS THE SLOPE ON THE CONTOUR. THE TRENCH DEPTH SHOULD BE 1/4 TO 1/3 OF THETHICKNESS OF THE LOG, AND THE WIDTH SHOULD EQUAL THE LOG DIAMETER, IN ORDER TO PROVIDE AREA TO BACKFILLTHE TRENCH.5.LOGS SHALL BE INSTALLED PERPENDICULAR TO WATER MOVEMENT, AND PARALLEL TO THE SLOPE CONTOUR.6.START BUILDING TRENCHES AND INSTALLING LOGS FROM THE BOTTOM OF THE SLOPE AND WORK UP.7.TURN THE ENDS OF THE FIBER LOGS UP SLOPE TO PREVENT RUNOFF FROM GOING AROUND THE LOG.8.IF MORE THAN ONE FIBER LOG IS PLACED IN A ROW, THE LOGS SHOULD BE OVERLAPPED, NOT ABUTTED.9.FIBER LOGS ENCASED WITH PLASTIC NETTING ARE USED FOR A TEMPORARY APPLICATION ONLY AND SHOULD BEREMOVED FOLLOWING STABILIZATION. FIBER LOGS USED IN A PERMANENT APPLICATION SHALL BE ENCASED WITH ABIODEGRADABLE MATERIAL AND MAY BE LEFT IN.10.TEMPORARY INSTALLATIONS SHOULD ONLY BE REMOVED WHEN UP GRADIENT AREAS ARE STABILIZED PER GENERALPERMIT REQUIREMENTS, AND/OR POLLUTANT SOURCES NO LONGER PRESENT A HAZARD. BUT, THEY SHOULD ALSO BEREMOVED BEFORE VEGETATION BECOMES TOO MATURE SO THAT THE REMOVAL PROCESS DOES NOT DISTURB MORESOIL AND VEGETATION THAN IS NECESSARY11.FIBER LOGS MUST BE INSPECTED IN ACCORDANCE WITH GENERAL PERMIT REQUIREMENTS FOR THE ASSOCIATEDPROJECT TYPE AND RISK LEVEL. IT IS RECOMMENDED THAT A MINIMUM, THE BMPS BE INSPECTED WEEKLY, PRIOR TOFORECASTED RAIN EVENTS, DAILY DURING EXTENDED RAIN EVENTS, AND AFTER THE CONCLUSION OF RAIN EVENTS.12.REPAIR OR REPLACE SPLIT, TORN, UNRAVELING, OR SLUMPING FIBER LOGS.13.IF THE FIBER LOG IS USED AS A SEDIMENT CAPTURE DEVICE, OR AS AN EROSION CONTROL DEVICE TO MAINTAIN SHEETFLOWS, SEDIMENT THAT ACCUMULATES IN THE BMP SHOULD BE PERIODICALLY REMOVED IN ORDER TO MAINTAIN BMPEFFECTIVENESS. SEDIMENT SHOULD BE REMOVED WHEN SEDIMENT ACCUMULATION REACHES ONE-THIRD THEDESIGNATED SEDIMENT STORAGE DEPTH.14.IF FIBER LOGS ARE USED FOR EROSION CONTROL, SEDIMENT REMOVAL SHOULD NOT BE REQUIRED AS LONG AS THESYSTEM CONTINUES TO CONTROL THE GRADE. SEDIMENT CONTROL BMPS WILL LIKELY BE REQUIRE IN CONJUNCTIONWITH THIS TYPE OF APPLICATION.15.REPAIR ANY RILLS OR GULLIES PROMPTLY.NO PUNCTURE METHODFIBER LOGMIN 9"STAKING TO SECURE LOGWITHOUT PUNCTURE24"STAKES(MIN)MIN 12"EMBEDDEDFLOWMINIMUM 8"OVERLAP OFLOGS (TYP)DRIVEN WOODENSTAKES TO BEPERPENDICULAR TOSURFACEUNDISTURBEDGROUND(TYP)WRAP ENDS UPSLOPE TOCONTAIN RUNOFF FROMCONSTRUCTION AREADISTURBEDSLOPE AREAFLOWWOODEN STAKEPERSPECTIVE VIEWGRADING LIMITS(TYP)FIBER LOGS PLACEDALONG CONTOUR(TYP)24" MIN1" MIN1" MIN4' MAXMAX SPACING(SEE TABLE) REV:A04/15/24Permitting Plan SetB04/19/24Permitting Plan SetTypical DetailsNOT FOR CONSTRUCTION04/19/2024C503BN:\0052583.00\_CAD\_Permit\0052583-DT-01.dwg 4/19/2024 1:51 PM Samantha Mauel REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:FinneganSolar ProjectCottage Grove, MNwestwoodps.comPhone (608) 821-66008401 Greenway Blvd., Suite 400Middleton, WI 53562Westwood Professional Services, Inc.DATECOMMENTNOT TO SCALEDN-44STORMWATER INFILTRATION BASINDL DL DL DLPLAN VIEWSECTION A-ADL AATOP OF CUTTOE OF FILLTOE OF FILLEMERGENCY OVERFLOW DETAILPSCPSC PSCPSCPSCPSCPSCPSCPSCPSCFLOWB BSECTION B-BFLOWMAX 4:1 SLOPEMAX 4 :1 S LOP ENOTES:1.REFER TO TABLE 1 ON THIS SHEET FOR ELEVATIONS.2.SEE PLANS FOR BASIN LOCATIONS.3.ALL GRADED SLOPES SHALL BE A MAXIMUM 4H:1V UNLESS SHOWN OTHERWISE.4.REFER TO NPDES PERMIT AND ESC PLAN FOR ADDITIONAL BASIN BMPS AND INSPECTION AND MAINTENANCE PROCEDURES.5.IMMEDIATELY FOLLOWING BASIN CONSTRUCTION, THE SIDE SLOPES OF THE BASIN SHALL BE FULLY STABILIZED. TEMPORARY EROSION AND SEDIMENT CONTROL FEATURESSHALL REMAIN UNTIL PROJECT SITE IS FULLY STABILIZED AND THE BASIN IS CONVERTED TO PERMANENT CONDITIONS.6.REMOVE SEDIMENT FOLLOWING CONSTRUCTION AND CONVERSION TO PERMANENT CONDITIONS.18" DEPTH RIPRAPFLOWEOF WIDTHEOF DEPTHEOF DEPTHBERM WIDTHBERM WIDTHFLOWEMERGENCYOVERFLOWDISTURBANCELIMITSSTREAM ORCHANNEL EDGETOP OF BERMGEOTEXTILE FABRICTOP OF BERMGEOTEXTILE FABRICUNDERNEATH RIPRAP(TYP)KEY-IN FABRICTO NATIVESOIL (TYP)INSTALL PERIMETERSEDIMENT CONTROLBEFORE OUTLET; REMOVEUPON OPERATIONAL BASINAND OUTLET STRUCTURESPERIMETER SEDIMENTCONTROLRIPRAP PADRIPRAP PADGEOTEXTILE FABRICD50=9" RIPRAPEXTEND RIPRAP TODISTURBANCE LIMITSGEOTEXTILE FABRICBASIN BOTTOMRIPRAP OUTLETSEE DETAIL DN-30D50=9" RIPRAP18" DEPTHSTABILIZED DRAINAGE SWALE(IF APPLICABLE)EOF ELEVATIONSTABILIZED DRAINAGE SWALE(IF APPLICABLE)TOP OF BERMEMERGENCY OVERFLOW (EOF) ELEVATIONTOP OF BERMOUTLET CULVERTOUTLET CULVERTOUTLET CULVERT ELEVATIONBERM WIDTHNOT TO SCALEDN-20VEGETATED DRAINAGE SWALE4 : 1 ( T YP )4:1 (TYP)NATIVE GROUNDSTABILIZE SWALE SIDESLOPES AND BOTTOM USINGERONET P300 GEOTEXTILE ORAPPROVED EQUAL. REFER TOSW-02 FOR INSTALLATION.5' MIN1' MINNOT TO SCALEDN-30PERMANENT RIPRAP AT CULVERT OUTLETSNOTES:1.FOR PIPES GREATER OR EQUAL TO 30", USE 1.5'.2.RIPRAP IS NOT REQUIRED AT CULVERTS 21" OR LESS IF BOTH THE INLET AND OUTLET SIDE OF FLOW LINE REMAIN UNDISTURBED DURING CULVERT INSTALLATION AND THE CULVERTDRAINS INTO AN UNDISTURBED VEGETATED AREA. IF DISTURBANCE OCCURS, AN APPROVED ALTERNATIVE TO RIPRAP MAY BE USED TO MITIGATE FLOW VELOCITIES DURINGVEGETATION ESTABLISHMENT.3.RIPRAP SHALL BE INSTALLED AT ALL CULVERTS 24" THROUGH 60" PER THIS DETAIL, UNLESS APPROVED BY THE ENGINEER.4.CONFIRM REQUIREMENTS IN PUBLIC RIGHT-OF-WAY WITH THE AUTHORITY HAVING JURISDICTION.5.THE CONTRACTOR SHALL PLACE RIPRAP, PULVERIZED TOPSOIL, SEED AND WOODFIBER BLANKET IMMEDIATELY AFTER PIPE IS INSTALLED, EXTEND AREA TO MATCH UNDISTURBED SOIL.6.DIMENSION "D" EQUALS INSIDE DIAMETER OF PIPE.7.RIPRAP SHALL EXTEND THE ENTIRE WIDTH BETWEEN MULTIPLE CULVERTS.8.RIPRAP MATERIAL SHALL MEET THE REQUIREMENTS OF THE LATEST EDITION OF THE FHWA STANDARD SPECIFICATIONS FP-14 SECTION 705.02. CONSTRUCTION METHODS SHALL BE INACCORDANCE WITH SECTION 251.2RIPRAP AT CULVERT OUTLETSPIPE DIAMETER (D)LXYRIPRAPSIZE(D50)RIPRAPDEPTH(IN)(FT)(FT)(FT)(FT)(IN)(FT)12183861151.2583.3961181.583.51061211.7583.81191.5242841191.5302.5104.51491.536315519122423.5185.52212248420625122544.5276.531.512260530735122>60>5CONTACT ENGINEER FOR SPECIFIC DESIGNPLAN VIEWL1SECTION B-BSECTION A-AL2'12"1AABBEND OF PIPERIPRAPGEOTEXTILE FABRICEXTEND RIPRAP TO TOP OF PIPEGEOTEXTILE FABRICRIPRAPYX1' MIN1' MINDDVARIES12"TABLE 1: STORMWATER BASIN TABLEBASIN IDTYPEBOTTOMELEVATION(CT)OUTLETELEVATION(FT)EOFELEVATION(FT)TOPELEVATION(FT)P2INFILTRATION882.0885.0886.0886.5 Yaskawa Solectria Solar 1-978-683-9700 | Email: sales@solectria.com | solectria.com Document No. FL.XGI1500-04 | 10/04/2023 | © 2021 Yaskawa America, Inc. SOLECTRIA® XGI 1500-250 SERIES PREMIUM 3-PHASE TRANSFORMERLESS UTILITY-SCALE INVERTERS Yaskawa Solectria Solar designs all XGI 1500 utility-scale string inverters for high reliability and builds them with the highest quality components -- selected, tested and proven to last beyond their warranty. The XGI 1500 inverters provide advanced grid-support functionality and meet the latest IEEE 1547 and UL 1741 standards for safety. The XGI 1500 inverters provide ideal solutions for ground-mounted utility-scale PV systems, with models available for service connections at 600 Vac and 480 Vac. Designed and engineered in Lawrence, MA, the SOLECTRIA XGI inverters are assembled and tested at Yaskawa America’s facilities in Buffalo Grove, IL. The XGI 1500 inverters are Made in the USA with global components, and are compliant with the Buy American Act. The XGI 1500-250 and XGI 1500-200 feature SiC technology, high power and high efficiency that places them at the top end of the utility- scale string inverters in the market. FEATURES • NEW and MORE POWERFUL! • XGI 1500-250/250-600 • XGI 1500-225-600 (Selectable: 225kW/225kVA or 225kW/250kVA) • XGI 1500-200/200-480 • XGI 1500-175-480 (Selectable: 175kW/175kVA or 175kW/200kVA) • Industry-leading maximum DC/AC Ratio of 2.0 • Accepts two input PV Output Circuits, with no overcurrent protection required • Made in the USA with global components • Buy American Act (BAA) compliant • 99.0% peak efficiency • Flexible solution for distributed and centralized system architecture • Advanced grid-support functionality Rule 21/UL1741SB • Robust, dependable and built to last • Lowest O&M and installation costs • Access all inverters on site via WiFi from one location • Remote diagnostics and firmware upgrades • SunSpec Modbus Certified • Tested compatible with the TESLA PowerPack Microgrid System OPTIONS • PV Source Circuit Combiners • Web-based monitoring • Extended warranty Yaskawa Solectria Solar is pleased to introduce its most powerful XGI 1500 inverters, with the XGI 1500-250 models at 600 Vac, and the XGI 1500-200 models for 480 Vac service. SOLECTRIA® XGI 1500-250 SERIES TECHNICAL DATA SPECIFICATIONS Yaskawa Solectria Solar 1-978-683-9700 | Email: sales@solectria.com | solectria.com Document No. FL.XGI1500-04 | 10/04/2023 | © 2021 Yaskawa America, Inc. PRODUCT SPECIFICATION XGI 1500 INVERTER MODEL XGI 1500 250/250-600 XGI 1500 225-600 XGI 1500 200/200-480 XGI 1500 175-480 DC Input Absolute Maximum Input Voltage 1500 VDC Maximum Power Voltage Range (MPPT) 860-1250 VDC 750-1250 VDC Operating Voltage Range (MPPT)860-1450 VDC 750-1450 VDC Number of MPP Trackers 1 MPPT Maximum Operating Input Current 296.7 A 267 A 237.3 A 207.6 A Maximum Operating PV Power 255 kW 230 kW 204 kW 179 kW Maximum DC/AC Ratio | Max Rated PV Power 2.0 | 500 kW 2.22 | 500 kW 2.5 | 500 kW 2.86 | 500 kW Max Rated PV Short-Circuit Current (∑Isc x 1.25)800 A AC Output Nominal Output Voltage 600 VAC, 3-Phase 480 VAC, 3-Phase AC Voltage Range -12% to +10% Continuous Real Output Power 250 kW 225 kW 200 kW 175 kW Continuous Apparent Output Power (kVA)250 250 225 200 200 175 Maximum Output Current (ARMS )240.6 XGI 1500- 225/225: 216.5 225/250: 240.6 240.6 XGI 1500- 175/175: 210.5 175/200: 240.6 Fault Current Contribution (1 cycle RMS)390 A 390 A 351 A 312 A 312 A 273 A Conductor Compatibility 600 kcmil max, Cu or Alum, 1 or 2 conductors with lugs Nominal Output Frequency 60 Hz Power Factor (Unity default)+/- 0.80 Adjustable Total Harmonic Distortion (THD) @ Rated Load < 5% Grid Connection Type 3-Ph + N/GND Efficiency Peak Efficiency 99.0% CEC Average Efficiency 98.5% Tare Loss <1 W Temperature Ambient Temperature Range -40°F to 140°F (-40°C to 60°C) De-Rating Temperature 113°F (45°C) 127°F (53°C)113°F (45°C) 131°F (55°C) Storage Temperature Range -40°F to 167°F (-40°C to 75°C) Relative Humidity (non-condensing)0 - 95% Operating Altitude 9,840 ft (3 km) Communications Advanced Graphical User Interface WiFi Communication Interface Ethernet Third-Party Monitoring Protocol SunSpec Modbus TCP/IP Web-Based Monitoring Optional Firmware Updates Remote and Local Testing & Certifications Safety Listings & Certifications UL 1741, IEEE 1547, UL 1998, UL 1699b Photovoltaic Arc-Fault Circuit Protection Certified Advanced Grid Support Functionality Rule 21, UL 1741SB Testing Agency ETL FCC Compliance FCC Part 15 (Subpart B, Class A) Warranty Standard and Options 5 Years Standard; Option for 10 Years Enclosure Acoustic Noise Rating 73 dBA @ 1 m ; 67dBA @ 3 m DC Disconnect Integrated 2-Pole 400 A DC Disconnect Mounting Angle Vertical only Dimensions Height: 29.5 in. (750 mm) | Width: 44.3 in. (1125 mm) | Depth: 15.4 in. (390 mm) Weight 290 lbs (131.5 kg) Enclosure Rating and Finish NEMA 4X, IEC IP66, Type 3R, Polyester Powder-Coated Aluminum Yaskawa Solectria Solar 1-978-683-9700 | Email: sales@solectria.com | solectria.com Document No. FL.XGI1500-04 | 10/04/2023 | © 2021 Yaskawa America, Inc. SOLECTRIA® XGI 1500-250 SERIES PREMIUM 3-PHASE TRANSFORMERLESS UTILITY-SCALE INVERTERS Yaskawa Solectria Solar designs all XGI 1500 utility-scale string inverters for high reliability and builds them with the highest quality components -- selected, tested and proven to last beyond their warranty. The XGI 1500 inverters provide advanced grid-support functionality and meet the latest IEEE 1547 and UL 1741 standards for safety. The XGI 1500 inverters provide ideal solutions for ground-mounted utility-scale PV systems, with models available for service connections at 600 Vac and 480 Vac. Designed and engineered in Lawrence, MA, the SOLECTRIA XGI inverters are assembled and tested at Yaskawa America’s facilities in Buffalo Grove, IL. The XGI 1500 inverters are Made in the USA with global components, and are compliant with the Buy American Act. The XGI 1500-250 and XGI 1500-200 feature SiC technology, high power and high efficiency that places them at the top end of the utility- scale string inverters in the market. FEATURES • NEW and MORE POWERFUL! • XGI 1500-250/250-600 • XGI 1500-225-600 (Selectable: 225kW/225kVA or 225kW/250kVA) • XGI 1500-200/200-480 • XGI 1500-175-480 (Selectable: 175kW/175kVA or 175kW/200kVA) • Industry-leading maximum DC/AC Ratio of 2.0 • Accepts two input PV Output Circuits, with no overcurrent protection required • Made in the USA with global components • Buy American Act (BAA) compliant • 99.0% peak efficiency • Flexible solution for distributed and centralized system architecture • Advanced grid-support functionality Rule 21/UL1741SB • Robust, dependable and built to last • Lowest O&M and installation costs • Access all inverters on site via WiFi from one location • Remote diagnostics and firmware upgrades • SunSpec Modbus Certified • Tested compatible with the TESLA PowerPack Microgrid System OPTIONS • PV Source Circuit Combiners • Web-based monitoring • Extended warranty Yaskawa Solectria Solar is pleased to introduce its most powerful XGI 1500 inverters, with the XGI 1500-250 models at 600 Vac, and the XGI 1500-200 models for 480 Vac service. SOLECTRIA® XGI 1500-250 SERIES TECHNICAL DATA SPECIFICATIONS Yaskawa Solectria Solar 1-978-683-9700 | Email: sales@solectria.com | solectria.com Document No. FL.XGI1500-04 | 10/04/2023 | © 2021 Yaskawa America, Inc. PRODUCT SPECIFICATION XGI 1500 INVERTER MODEL XGI 1500 250/250-600 XGI 1500 225-600 XGI 1500 200/200-480 XGI 1500 175-480 DC Input Absolute Maximum Input Voltage 1500 VDC Maximum Power Voltage Range (MPPT) 860-1250 VDC 750-1250 VDC Operating Voltage Range (MPPT)860-1450 VDC 750-1450 VDC Number of MPP Trackers 1 MPPT Maximum Operating Input Current 296.7 A 267 A 237.3 A 207.6 A Maximum Operating PV Power 255 kW 230 kW 204 kW 179 kW Maximum DC/AC Ratio | Max Rated PV Power 2.0 | 500 kW 2.22 | 500 kW 2.5 | 500 kW 2.86 | 500 kW Max Rated PV Short-Circuit Current (∑Isc x 1.25)800 A AC Output Nominal Output Voltage 600 VAC, 3-Phase 480 VAC, 3-Phase AC Voltage Range -12% to +10% Continuous Real Output Power 250 kW 225 kW 200 kW 175 kW Continuous Apparent Output Power (kVA)250 250 225 200 200 175 Maximum Output Current (ARMS )240.6 XGI 1500- 225/225: 216.5 225/250: 240.6 240.6 XGI 1500- 175/175: 210.5 175/200: 240.6 Fault Current Contribution (1 cycle RMS)390 A 390 A 351 A 312 A 312 A 273 A Conductor Compatibility 600 kcmil max, Cu or Alum, 1 or 2 conductors with lugs Nominal Output Frequency 60 Hz Power Factor (Unity default)+/- 0.80 Adjustable Total Harmonic Distortion (THD) @ Rated Load < 5% Grid Connection Type 3-Ph + N/GND Efficiency Peak Efficiency 99.0% CEC Average Efficiency 98.5% Tare Loss <1 W Temperature Ambient Temperature Range -40°F to 140°F (-40°C to 60°C) De-Rating Temperature 113°F (45°C) 127°F (53°C)113°F (45°C) 131°F (55°C) Storage Temperature Range -40°F to 167°F (-40°C to 75°C) Relative Humidity (non-condensing)0 - 95% Operating Altitude 9,840 ft (3 km) Communications Advanced Graphical User Interface WiFi Communication Interface Ethernet Third-Party Monitoring Protocol SunSpec Modbus TCP/IP Web-Based Monitoring Optional Firmware Updates Remote and Local Testing & Certifications Safety Listings & Certifications UL 1741, IEEE 1547, UL 1998, UL 1699b Photovoltaic Arc-Fault Circuit Protection Certified Advanced Grid Support Functionality Rule 21, UL 1741SB Testing Agency ETL FCC Compliance FCC Part 15 (Subpart B, Class A) Warranty Standard and Options 5 Years Standard; Option for 10 Years Enclosure Acoustic Noise Rating 73 dBA @ 1 m ; 67dBA @ 3 m DC Disconnect Integrated 2-Pole 400 A DC Disconnect Mounting Angle Vertical only Dimensions Height: 29.5 in. (750 mm) | Width: 44.3 in. (1125 mm) | Depth: 15.4 in. (390 mm) Weight 290 lbs (131.5 kg) Enclosure Rating and Finish NEMA 4X, IEC IP66, Type 3R, Polyester Powder-Coated Aluminum 1 Vegetation Installation and Management Plan for Finnegan CSG V3 March 2024 2 Table of Contents Site owner, location, vegetation professionals page 3 Overview of site conditions, seeding page 4 - 5 Site map page 6 Site preparation and seeding page 7 Vegetation establishment, management page 8 - 9 Seed mixes for array & basin page 10 - 11 MN BWSR Scorecard page 12 3 Site Location & Name Finnegan Community Solar Garden EESolar32 LLC 10555 Lehigh Road South Hastings, MN Washington County Site Developer Enterprise Energy, LLC 2925 Dean Parkway, Suite 300 Minneapolis, MN 55416 Developer Contact Evan Carlson 612.470.7152 EvanC@Enterpriseenergy.com Vegetation Restoration Natural Resource Services, Inc 2885 Quail Road NE Sauk Rapids MN 56379 320.290.5363 and 16425 W. State Route 90 Princeville, IL 61559 4 Proposed Finnegan CSG Overview of Site Conditions and Restoration Finnegan Community Solar Garden is proposed on approximately 35 acres of land in Washington County near the town of Hastings. The land is currently used for agriculture in typical row crops. Prior to this recent farm use it was an Upland Prairie for thousands of years. The vegetation restoration plan includes seeding the entire array area inside the fence and under the single axis tracking panels with the native pollinator friendly mix. This mix can be referenced on page 10 of this Plan. An area of elevation lies within the array site on the western portion and this sloped area will not include panels. Minimal grading will be necessary near this elevation and any land inside the security fence will be seeded with the array native mix. The site is well drained to excessively well drained and contains sandy loam and silty loam soils throughout 80% of it, with a narrow drainage creek bordering the west side of the array. A basin seed mix is planned for this lower lying area in the southwest corner. The basin mix can be found on page 11 of this Plan. Permanent Seeding The native species selected will aid in improving stormwater and snowmelt infiltration, erosion control and restoration of native habitat. No fertilizers or soil amendments will be needed or used on this site. When seeded as planned, this site will exceed the 85 points necessary to achieve the Gold Standard as Native Pollinator Friendly on the MN Board of Soil and Water Resources Solar Habitat Friendly scorecard. When construction is completed or at a minimum reduced to only foot traffic, site prep and permanent seeding can begin. All grading must be completed and the site cleared of debris. If the site was allowed to go fallow for any length of time during the growing season it may require an herbicide treatment prior to disking and seeding. If this is necessary, the site will be treated with an appropriate herbicide such as glyphosate or similar. The site should be allowed to stand undisturbed for 10-14 days as required. Separate herbicides will be used for the different groups of plants found on the site, broadleaf vs perennial weeds, for example . Broadleaf herbicides require up to 30 days standing time so adequate planning is necessary. Following the required activation time, the site should be disked and harrowe d, then seeded. A cover crop of oats or winter wheat, seasonally determined, should be included at the time of seeding. 5 At this time, no screening is planned for the Finnegan site. All native grass seed will be applied using a mechanical broadcast seeder followed by the cover crop of oats or wheat, seasonally determined, followed by the forbs. Areas inaccessible to equipment will be hand broadcast. The site will be harrowed once again after all seeding is completed. Maintenance of these sites plays a vital role in the eventual success of any native landscape installation, especially during the establishment period of years one through three. Active management of all areas of the Finnegan site are similar: dry and wet areas of the site are inspected annually followed by maintenance necessary to encourage healthy native species while discouraging non-native/invasive species. During the growing season of the first year of establishment, the site shall be inspected a minimum of three times. 1. During the germination year, the site will be mowed to control annual weed development and to aid in the growth of the prairie seedlings by reducing competition. Mowing may also be necessary if the weeds are about to set seed. Optimum cutting height is typically 4 to 6 inches. The mowing should finely mulch the clippings to prevent smothering young plants. 2. In years following the first growing season, Integrated Vegetation Management (IVM) services are utilized to control annual, biennial and perennial weed species within the developing native landscape. Typical IVM services include spot herbicide spraying, spot mowing, and herbicide wicking. 6 Finnegan Community Solar Garden Kimbro Avenue South and Lehigh Road South, Hastings. Fig A. Finnegan CSG proposed layout. Fig B. Midwest pollinator friendly solar site, year one. 7 Site Preparation 1. Inspection of the project area to assess site conditions and determine the need for any site prep mowing or spraying activities. 2. If necessary, an herbicide application will be completed using glyphosate (Round-up® or equivalent) as per manufacturer’s directions in areas with actively growing vegetation. Allow a minimum of 10 days before disturbing the soil or completing seeding activities. 3. When perennial broadleaf vegetation is present a triclopyr herbicide will be added (Garlon 3A® or equivalent) as per manufacturer’s directions. When a broadleaf herbicide is used allow a minimum of 30 days before disturbing the site or completing seeding. 4. Depending on the type and density of vegetation present (i.e., annual vs perennial) a complete site mowing might be advisable in lieu of an herbicide application. For instance, if the site is dominated by foxtail (an annual), mowing would be preferrable to an herbicide application. Seed and Seeding Installation 1. Construction debris, garbage and building materials will be removed and/or staged outside the intended seeding areas. 2. Disk soil as conditions allow, within the project area in preparation for seeding. Harrow or rake the soil to achieve the proper seedbed. 3. Following disking, the site will be broadcast seeded using the lowland mix throughout most of the site and the upland mix for the drier areas. 4. A cover crop will be seeded along with the other seed, either winter wheat or oats, seasonally determined. 5. Harrowing will be completed as site conditions allow, after all planned seed mixes and cover crop seeding is completed. 6. Areas inaccessible to equipment will be hand seeded. 8 Recommended Vegetation Management Procedures Establishment Phase Growing seasons 1, 2 and 3 Year 1 Complete site mowings to control annual/biennial weed canopy and prevent production of viable seed. • 3 mowings are typical depending on soils, weather patterns and planting dates. • Mowing to be done using specialized zero-radius mowers and/or flail mowers • Target mowing height of 4-6 inches. • Project monitoring for erosion; repair/reseed as needed. 2 • Complete site mowing to control annual/biennial weed canopy and prevent production of viable weed seed. • 3 site visits: 2 mowings likely in the late spring or early summer plus 1 Integrated Vegetation Management (IVM) visit. • Mowing to be done using specialized zero-radius mowers and/or flail mowers • Target mowing height of 4-6 inches. • IVM visits Includes spot mowing, spot herbicide application, herbicide wicking, etc. 3 Integrated Vegetation Management • 3 IVM site visits are typical depending on growth and weed populations. • Includes spot mowing, spot herbicide application, herbicide wicking, etc. 9 Maintenance Phase Years 4 - 34: Integrated Vegetation Management • Two IVM site visits are typical depending on vegetation status. • Each visit will likely include mowing, spot herbicide applications and/or herbicide wicking. • Equipment used includes tractor and/or ATV mounted sprayers. • Includes a complete site mowing once every 3 years to mulch up biomass and recycle nutrients. Monitoring Consistent monitoring of the project is essential in order to evaluate vegetative establishment, weed presence and possible erosion concerns. This information helps determine which management technique to use, the proper timing of the implementation and whether or not any other remedial action is required. Additional Notes on Vegetation Management: • Vegetation management crews will control weed growth underneath the panels only where height is a concern. Mowing/trimming around every post is not necessary from a plant community health standpoint. • Utilizing herbicide to provide targeted control of unwanted species should only be completed by licensed applicators with a comprehensive knowledge of herbicides, application techniques and species morphology. Applying the correct herbicide with the proper application device at the correct period in the plant’s lifecycle is essential to successful control and to minimizing collateral damage. • Additional mowing or trimming may be needed if shading of the panels occurs, either by native or non-native vegetation. As a general rule, this type of mowing, if needed, should be limited to the areas immediately in front of the panel’s lower edge. 10 Proposed Finnegan CSG Array Seed Mix Common Name Scientific Name % of Mix Seeds/ft2 Total Grasses Sideoats Grama Bouteloua curtipendula 26.03% 6.6 21.86 PLS lb Blue Grama Bouteloua gracilis 10.68% 18.0 8.96 PLS lb Plains Oval Sedge Carex brevior 1.40% 1.7 1.17 PLS lb Silky Wild Rye Elymus villosus 2.96% 0.7 2.48 PLS lb June Grass Koeleria cristata 1.31% 11.1 1.10 PLS lb Little Bluestem Schizachyrium scoparium 30.47% 19.3 25.58 PLS lb Prairie Dropseed Sporobolus heterolepis 0.16% 0.1 0.14 PLS lb Prairie Brome Bromus kalmii 0.90% 0.3 0.76 PLS lb Forbs Western Yarrow Achillea millefolium 0.65% 4.9 0.55 PLS lb Anise Hyssop Agastache foeniculum 0.10% 0.4 0.09 PLS lb Prairie Onion Allium stellatum 0.65% 0.3 0.55 PLS lb Lead Plant Amorpha canescens 1.30% 0.9 1.10 PLS lb Columbine Aquilegia canadensis 0.13% 0.2 0.11 PLS lb Common Milkweed Asclepias syriaca 0.33% 0.1 0.27 PLS lb Butterfly Milkweed Asclepias tuberosa 0.89% 0.2 0.74 PLS lb Sky Blue Aster Aster azureus 0.13% 0.4 0.11 PLS lb Upland White Aster Aster ptarmicoides 0.65% 1.8 0.55 PLS lb Partridge Pea Chamaecrista fasciculata 2.61% 0.3 2.19 PLS lb White Prairie Clover Dalea candidum 4.66% 3.7 3.91 PLS lb Purple Prairie Clover Dalea purpurea 5.87% 4.5 4.93 PLS lb Dotted Blazingstar (sub) Liatris punctata 0.10% 0.0 0.09 PLS lb Wild Lupine Lupinus perennis 0.37% 0.0 0.31 PLS lb Spotted Bee Balm Monarda punctata 0.16% 0.6 0.14 PLS lb Large-flowered Beardtongue Penstemon grandiflorus 0.65% 0.4 0.55 PLS lb Long-headed Coneflower Ratibida columnifera 1.30% 2.3 1.10 PLS lb Prairie Wild Rose Rosa arkansana 0.07% 0.0 0.05 PLS lb Black-eyed Susan Rudbeckia hirta 1.96% 7.6 1.64 PLS lb Gray Goldenrod Solidago nemoralis 0.07% 0.8 0.05 PLS lb Hoary Vervain Verbena stricta 1.30% 1.5 1.10 PLS lb Golden Alexanders Zizia aurea 2.12% 1.0 1.78 PLS lb Seeding rate 11.5 lbs/acre (89.9 seeds/sq foot) 11 Finnegan CSG Basin Seed Mix Common Name Scientific Name % of Mix Seeds/ft2 Total Grasses Virginia Wild Rye (sub) Elymus virginicus 29.35% 4.9 3.185 PLS lb Fringed Brome Bromus ciliatus 23.04% 9.2 2.500 PLS lb Bottlebrush Sedge Carex comosa 1.84% 2.2 0.200 PLS lb Fringed Sedge Carex crinita 6.27% 5.7 0.680 PLS lb Pointed-broom Sedge Carex scoparia 1.84% 6.2 0.200 PLS lb Common Fox Sedge Carex stipata 2.49% 3.4 0.270 PLS lb Brown Fox Sedge Carex vulpinoidea 3.69% 14.7 0.400 PLS lb Fowl Manna Grass Glyceria striata 1.84% 11.8 0.200 PLS lb Fowl Bluegrass Poa palustris 6.13% 31.8 0.665 PLS lb Little Bluestem Schizachyrium scoparium 9.68% 5.8 1.050 PLS lb Forbs Canada Anemone Anemone canadensis 0.86% 0.3 0.094 PLS lb New England Aster (sub) Symphyotrichum novae-angliae 0.17% 0.5 0.019 PLS lb Canada Milkvetch Astragalus canadensis 1.77% 1.2 0.192 PLS lb Nodding Bur Marigold Bidens cernua 0.43% 0.4 0.047 PLS lb Northern Blue Flag Iris (sub) Iris versicolor 0.86% 0.0 0.094 PLS lb Great Blue Lobelia Lobelia siphilitica 0.35% 6.9 0.038 PLS lb Monkey Flower Mimulus ringens 0.17% 15.8 0.019 PLS lb Virginia Mountain Mint Pycnanthemum virginianum 0.86% 7.6 0.094 PLS lb Black-eyed Susan Rudbeckia hirta 2.38% 8.7 0.258 PLS lb Ohio Spiderwort Tradescantia ohiensis 2.16% 0.7 0.234 PLS lb Blue Vervain Verbena hastata 0.35% 1.3 0.038 PLS lb Golden Alexanders Zizia aurea 3.46% 1.5 0.375 PLS lb Seeding rate: 10.85 lbs./acre, 140.4 seeds/square foot 12 FORGESOLAR GLARE ANALYSIS Summary of Results Glare with low potential for temporary after-image predicted PV Array Tilt Orient Annual Green Glare Annual Yellow Glare Energy ° ° min hr min hr kWh PV array 1 SA tracking SA tracking 1,372 22.9 0 0.0 21,740,000.0 Total glare received by each receptor; may include duplicate times of glare from multiple reflective surfaces. Receptor Annual Green Glare Annual Yellow Glare min hr min hr FP 1 1,372 22.9 0 0.0 FP 2 0 0.0 0 0.0 Project: Finnegan CSG 5MW SAT CSG in Washington County, MN Site configuration: v1 Created 31 Jan, 2024 Updated 31 Jan, 2024 Time-step 1 minute Timezone offset UTC-6 Minimum sun altitude 0.0 deg DNI peaks at 1,000.0 W/m Category 1 MW to 5 MW Site ID 110946.19208 Ocular transmission coefficient 0.5 Pupil diameter 0.002 m Eye focal length 0.017 m Sun subtended angle 9.3 mrad PV analysis methodology V2 2 Page 1 of 6 Component Data PV Arrays Flight Path Receptors Name: PV array 1 Axis tracking: Single-axis rotation Backtracking: Shade-slope Tracking axis orientation: 180.0° Max tracking angle: 52.0° Resting angle: 0.0° Ground Coverage Ratio: 0.33 Rated power: 8015.0 kW Panel material: Smooth glass with AR coating Reflectivity: Vary with sun Slope error: correlate with material Vertex Latitude (°) Longitude (°)Ground elevation (ft) Height above ground (ft) Total elevation (ft) 1 44.803109 -92.882152 899.64 0.00 899.64 2 44.803125 -92.878440 907.33 0.00 907.33 3 44.799805 -92.878311 894.10 0.00 894.10 4 44.799775 -92.877860 892.82 0.00 892.82 5 44.798329 -92.877839 886.39 0.00 886.39 6 44.798329 -92.880285 885.04 0.00 885.04 7 44.798983 -92.880285 890.07 0.00 890.07 8 44.798983 -92.880757 885.29 0.00 885.29 9 44.799410 -92.881100 885.96 0.00 885.96 10 44.800369 -92.881465 891.54 0.00 891.54 11 44.801039 -92.881680 894.13 0.00 894.13 12 44.801039 -92.882109 888.06 0.00 888.06 Name: FP 1 Description: Threshold height: 50 ft Direction: 156.0° Glide slope: 3.0° Pilot view restricted? Yes Vertical view: 30.0° Azimuthal view: 50.0° Point Latitude (°) Longitude (°)Ground elevation (ft) Height above ground (ft) Total elevation (ft) Threshold 44.801605 -92.922610 800.22 50.00 850.22 Two-mile 44.828028 -92.939171 847.11 556.54 1403.65 Page 2 of 6 Name: FP 2 Description: Threshold height: 50 ft Direction: 333.6° Glide slope: 3.0° Pilot view restricted? Yes Vertical view: 30.0° Azimuthal view: 50.0° Point Latitude (°) Longitude (°)Ground elevation (ft) Height above ground (ft) Total elevation (ft) Threshold 44.793101 -92.916905 803.88 50.00 853.88 Two-mile 44.767199 -92.898781 782.95 624.35 1407.30 Page 3 of 6 Glare Analysis Results Summary of Results Glare with low potential for temporary after-image predicted PV Array Tilt Orient Annual Green Glare Annual Yellow Glare Energy ° ° min hr min hr kWh PV array 1 SA tracking SA tracking 1,372 22.9 0 0.0 21,740,000.0 Total glare received by each receptor; may include duplicate times of glare from multiple reflective surfaces. Receptor Annual Green Glare Annual Yellow Glare min hr min hr FP 1 1,372 22.9 0 0.0 FP 2 0 0.0 0 0.0 PV: PV array 1 low potential for temporary after-image Receptor results ordered by category of glare Receptor Annual Green Glare Annual Yellow Glare min hr min hr FP 1 1,372 22.9 0 0.0 FP 2 0 0.0 0 0.0 Page 4 of 6 PV array 1 and FP: FP 1 Yellow glare: none Green glare: 1,372 min. PV array 1 and FP: FP 2 No glare found Page 5 of 6 Assumptions Default glare analysis parameters and observer eye characteristics (for reference only): • Analysis time interval: 1 minute • Ocular transmission coefficient: 0.5 • Pupil diameter: 0.002 meters • Eye focal length: 0.017 meters • Sun subtended angle: 9.3 milliradians © Sims Industries d/b/a ForgeSolar, All Rights Reserved. "Green" glare is glare with low potential to cause an after-image (flash blindness) when observed prior to a typical blink response time. "Yellow" glare is glare with potential to cause an after-image (flash blindness) when observed prior to a typical blink response time. Times associated with glare are denoted in Standard time. For Daylight Savings, add one hour. The algorithm does not rigorously represent the detailed geometry of a system; detailed features such as gaps between modules, variable height of the PV array, and support structures may impact actual glare results. However, we have validated our models against several systems, including a PV array causing glare to the air-traffic control tower at Manchester-Boston Regional Airport and several sites in Albuquerque, and the tool accurately predicted the occurrence and intensity of glare at different times and days of the year. Several V1 calculations utilize the PV array centroid, rather than the actual glare spot location, due to algorithm limitations. This may affect results for large PV footprints. Additional analyses of array sub-sections can provide additional information on expected glare. This primarily affects V1 analyses of path receptors. Random number computations are utilized by various steps of the annual hazard analysis algorithm. Predicted minutes of glare can vary between runs as a result. This limitation primarily affects analyses of Observation Point receptors, including ATCTs. Note that the SGHAT/ ForgeSolar methodology has always relied on an analytical, qualitative approach to accurately determine the overall hazard (i.e. green vs. yellow) of expected glare on an annual basis. The analysis does not automatically consider obstacles (either man-made or natural) between the observation points and the prescribed solar installation that may obstruct observed glare, such as trees, hills, buildings, etc. The subtended source angle (glare spot size) is constrained by the PV array footprint size. Partitioning large arrays into smaller sections will reduce the maximum potential subtended angle, potentially impacting results if actual glare spots are larger than the sub-array size. Additional analyses of the combined area of adjacent sub-arrays can provide more information on potential glare hazards. (See previous point on related limitations.) The variable direct normal irradiance (DNI) feature (if selected) scales the user-prescribed peak DNI using a typical clear-day irradiance profile. This profile has a lower DNI in the mornings and evenings and a maximum at solar noon. The scaling uses a clear-day irradiance profile based on a normalized time relative to sunrise, solar noon, and sunset, which are prescribed by a sun-position algorithm and the latitude and longitude obtained from Google maps. The actual DNI on any given day can be affected by cloud cover, atmospheric attenuation, and other environmental factors. The ocular hazard predicted by the tool depends on a number of environmental, optical, and human factors, which can be uncertain. We provide input fields and typical ranges of values for these factors so that the user can vary these parameters to see if they have an impact on the results. The speed of SGHAT allows expedited sensitivity and parametric analyses. The system output calculation is a DNI-based approximation that assumes clear, sunny skies year-round. It should not be used in place of more rigorous modeling methods. Hazard zone boundaries shown in the Glare Hazard plot are an approximation and visual aid based on aggregated research data. Actual ocular impact outcomes encompass a continuous, not discrete, spectrum. Glare locations displayed on receptor plots are approximate. Actual glare-spot locations may differ. Refer to the Help page at www.forgesolar.com/help/ for assumptions and limitations not listed here. Page 6 of 6 PREPARED FOR: PREPARED BY: PRELIMINARY STORMWATER MANAGEMENT REPORT Finnegan Solar Project Washington County, Minnesota APRIL 2024 Preliminary Stormwater Management Report Finnegan Solar Project Washington County, Minnesota Prepared For: Enterprise Energy 2925 Dean Parkway, Suite 300 Minneapolis, MN 55416 Prepared By: Westwood Professional Services, Inc. 12701 Whitewater Drive, Suite 300 Minnetonka, MN 55343 (952) 937-5150 Project Number: R0052583.00 Date: April 19, 2024 Preliminary Stormwater Management Report | Finnegan Solar Project April 19, 2024 1 | Confidential and Proprietary . TBPLS Firm #10074302 Table of Contents Introduction .......................................................................................................... 3 Data Sources .......................................................................................................... 4 Site Conditions ....................................................................................................... 5 Site Location ......................................................................................................................................... 5 Topography Description....................................................................................................................... 5 Drainage Patterns ................................................................................................................................. 5 FEMA Flood Zones ............................................................................................................................... 5 Soils ....................................................................................................................................................... 5 Landcover .............................................................................................................................................. 5 Requirements ........................................................................................................ 6 Construction Stormwater Requirements ............................................................................................ 6 Stormwater Management Requirements ............................................................................................ 6 Drainage Improvements ............................................................................................................... 6 Methodology .......................................................................................................... 6 Hydrology .............................................................................................................................................. 7 Stormwater Management Approach ....................................................................... 7 Modeling ................................................................................................................ 8 Existing Conditions .............................................................................................................................. 8 Proposed Conditions ............................................................................................................................ 8 Results ................................................................................................................... 8 Water Quantity Analysis ...................................................................................................................... 9 Water Quality Analysis ......................................................................................................................... 9 Pollutant Removal......................................................................................................................... 9 Stormwater Management Practices ...................................................................... 10 Basin Calculations .............................................................................................................................. 10 Swale Sizing......................................................................................................................................... 10 Conclusion ............................................................................................................ 11 References Cited ................................................................................................... 12 Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 2 | Confidential and Proprietary. TBPLS Firm #10074302 Tables Table 1: Data Sources Table 2: Stormwater Management Requirements Table 3: Drainage Improvement Sizing Requirements Table 4: Rainfall Table Table 5: Existing Conditions Cover Table 6: Proposed Conditions Cover Table 7: Runoff Rate Summary Table 8: Runoff Volume Summary Table 9: Basin Storage Summary Table 10: Pollutant Removal Table 11: Detailed Basin Requirements Table 12: Proposed Basin Geometry Table 13: Basin Drawdown Summary Table 14: Swale Summary Exhibits Exhibit 1: Location Map Exhibit 2: Base Map Exhibit 3: Soils Map Exhibit 4: Landcover Map Exhibit 5: Existing Drainage Map Exhibit 6: Proposed Drainage Map Appendices Appendix A: NOAA Atlas 14 Precipitation Data Appendix B: Existing Conditions HydroCAD Results Appendix C: Proposed Conditions HydroCAD Results Appendix D: Water Quality Calculations Appendix E: Swale Sizing Calculations Appendix F: FEMA FIRM Panel Appendix G: Stormwater Summary Solar Site Development Memo Appendix H: MPCA Impervious Treatment Requirements Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 3 | Confidential and Proprietary. TBPLS Firm #10074302 Introduction The purpose of this report is to summarize the proposed stormwater management for the Finnegan Solar Project (“the project”). This report was prepared to meet water quality and water quantity requirements per the City of Cottage Grove, South Washington Watershed District, and the State of Minnesota, and is intended for submittal to these agencies for permitting review and approval. The project site is proposed within a 155-acre property boundary and will encompass approximately 39.8 acres. The project is located approximately 15 miles southeast of downtown St. Paul in Washington County, Minnesota, with the nearest town being Cottage Grove. Cottage Grove is located directly northwest of the project area. The site’s current use is agricultural row crops. The proposed use of the site will be a solar facility with the area below the solar panels assumed to be pervious within Minnesota regulations. The proposed site will consist of 29.1 acres of meadow grasses and 1.6 acres of the new impervious surface including gravel access roads, inverters mounted on concrete pads, 9.1 acres of solar panels, and other associated solar infrastructure. FEMA has completed a study to determine flood hazards for the selected location; the project area contains no FEMA Zone A areas. No preliminary or pending FEMA data was located that will affect the project area. Minimal grading will be proposed on site and existing drainage patterns will be maintained. Stormwater management practices including an infiltration basin are proposed on site to meet the requirements of the City of Cottage Grove, South Washington Watershed District, and the State of Minnesota. Other stormwater measures are proposed to route water through the site include a berm and a swale. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 4 | Confidential and Proprietary. TBPLS Firm #10074302 Data Sources Table 1: Data Sources Task Format Source Use Elevation 1-meter DEM MnTOPO Offsite Model Elevations Landcover Shapefile USDA 2021 Crop Data Layer Existing Landcover Soils Shapefile USGS SSURGO Dataset Curve Numbers Precipitation PDF File NOAA Atlas 14 Design Storms Site Boundary AutoCAD drawing Enterprise Energy Define Model Extents 2014 Aerial Photography ArcGIS Map Service USDA FSA Reference FEMA Flood Zones PDF; Shapefile FEMA Reference Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 5 | Confidential and Proprietary . TBPLS Firm #10074302 Site Conditions Site Location The project site is proposed within a 155-acre property boundary and will encompass approximately 39.8 acres. The project is located approximately 15 miles southeast of downtown St. Paul in Washington County, Minnesota, with the nearest town being Cottage Grove. Cottage Grove is located directly northwest of the project area. See Exhibit 1 for a map of the project location. Topography Description The existing topographic information used in this analysis was obtained from MnTOPO 1-meter elevation data provided by the Minnesota Department of Natural Resources and the Minnesota Geospatial Information Office. The site is generally flat with slopes around 1%-5% and a small section in the center at a localized high area with steep slopes up to 10%. Drainage Patterns Approximately 900 acres of offsite runoff enters the site from the north. Onsite runoff is split into 3 drainage areas based on discharge locations and flowpaths. On-site drainage areas are shown in Exhibits 5 & 6. The site has one ultimate discharge location, Seeger Creek, a small intermittent stream that runs through the site and drains directly to the Mississippi River. Discharge locations are shown in Exhibits 5 & 6. FEMA Flood Zones FEMA has completed a study to determine flood hazards for the selected location; the project area is covered by panels 27163C0417E and 27163C0440E. Panel 27163C0417E can be found in Appendix F, whereas Panel 27163C0440E has not been printed by FEMA. There are no FEMA Zone A or Zone AE flood hazard areas within the project area. A FEMA Zone A flood hazard area is a 100-year flood hazard area with no base flood elevation determined. A FEMA Zone AE flood hazard area is a 100-year flood hazard area with a base flood elevation determined. No preliminary or pending FEMA changes are proposed within the project area. See Exhibit 2 for the FEMA Zones near the project area. Soils Soils data was obtained from SSURGO and incorporated into the analysis. This dataset provided coverage for the entire site. The site consists primarily of Hydrologic Soil Group (HSG) A soils with some locations with HSG B, C, and D. Type A soils have low runoff potential and high infiltration rates. Type B soils have moderate runoff potential and infiltration rates. Type C soils have moderate runoff potential and low infiltration rates. Type D soils have high runoff potential and low infiltration rates. Low infiltration rates can cause localized flooding in low areas for extended periods on site. See Exhibit 3 for the soils distribution throughout the site. Landcover A review of aerial photographs and the USDA 2021 Crop Data Layer shows that the site is currently used and has historically been used for agricultural row crops. See Exhibit 4 for a map of the landcover throughout the site. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 6 | Confidential and Proprietary. TBPLS Firm #10074302 Requirements State and County requirements have been reviewed for the project. All requirements determined to be relevant to the project are summarized below. Construction Stormwater Requirements Information on the construction stormwater management for the project will be included as a separate study. Stormwater Management Requirements The following requirements need to be met for the project. Table 2: Stormwater Management Requirements Agency Location of Requirements Water Quantity Requirement Water Quality Requirement Other State of Minnesota MPCA Stormwater Manual Post Construction Runoff Rates ≤ Pre Construction Runoff Rates (2-, 10-, 100- year 24-hour events) 1.0" of runoff over contributing area Infiltration within 48 hours City of Cottage Grove Stormwater Summary Solar Site Development Memo (Appendix G) Post Construction Runoff Rates ≤ Pre Construction Runoff Rates (2-, 10-, 100- year 24-hour events) 50% TSS and 80% TP Removal Drainage Improvements Proposed drainage improvements will be sized per Table 3 below. Table 3: Drainage Improvement Sizing Requirements Drainage Improvement Regulating Agency Requirement Internal Swales EPA 2-year, 24-hour storm for temporary conditions Boundary Berms EPA 2-year, 24-hour storm for temporary conditions Methodology Existing and proposed conditions are modeled in HydroCAD software. HydroCAD is a widely accepted hydrologic and hydraulic modeling package based on TR-20 unit hydrograph equations. It models stormwater runoff discharge rates and velocities from ponds, culv erts, outlet control structures, and stream reaches. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 7 | Confidential and Proprietary. TBPLS Firm #10074302 Hydrology Curve Number methodology, based on the NRCS-TR 55 method, was used in the modeling for predicting direct runoff. Curve numbers were assigned by reviewing the soil and landcover for each drainage area. Times of concentration were calculated for each drainage area in HydroCAD using the lag method. The lag method uses the hydraulic length (distance traveled by a drop of water from the most distant part of the subcatchment to the outlet point) and the average land slope (average slope of entire watershed). The weighted curve number along with the lag information is used to get the time of concentration for each drainage area. Atlas 14 precipitation data and the MSE3 rainfall distribution were used for the analysis (Appendix A). Table 4: Rainfall Table Storm Event 2-year 24-hour 10-year 24-hour 100-year 24-hour Rainfall (in) 2.79 4.15 7.38 Stormwater Management Approach A solar project differs greatly from other commercial or residential developments. When constructed, a solar project will include solar panels, at-grade gravel access roads, and other electrical equipment. The panels will be mounted above the ground with a low maintenance perennial meadow grass growing below. While solar projects may require grading, the existing terrain is smoothed to accommodate array installation, rather than significant changes to grades or slopes, and the grading is designed to maintai n existing drainage patterns. Access roads are installed at grade and allow for runoff to sheet flow through the proposed meadow cover which provides treatment and reduction in runoff. The proposed vegetation slows the runoff and allows for water to filter into the soils for treatment. Water quality is improved over pre-development conditions due to the land cover’s conversion from a higher runoff rate row-crop field to a lower runoff rate meadow grass. Water quality concerns are also minimized due to the low percentage of impervious surfaces, and that runoff from these surfaces filters through the meadow grasses on site prior to discharging. Runoff from the majority of the proposed solar array will sheet flow to a proposed swale along the southern side of the project. The swale will direct runoff to an infiltration basin. Some runoff is expected to flow towards the east, which will be routed along a berm to the swale on the southern side. A small drainage area in the northwest of the site will sheet flow out of the project area. As described in the Minnesota Stormwater Manual, better site design techniques have been incorporated to ensure a site where all impervious surfaces are fully disconnected and routed over grass prior to leaving the site. (http://stormwater.pca.state.mn.us/index.php/Better_site_design). The MPCA has developed a spreadsheet tool to calculate the volume of the stormwater that must be treated on site from solar installations (Appendix H). An infiltration basin is proposed to provide rate control and treatment as needed to meet the requirements of the City of Cottage Grove. An infiltration rate of 0.8 in/hour was used in the analysis of the site based on the Type A loamy soils present in the basin location. The storage Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 8 | Confidential and Proprietary. TBPLS Firm #10074302 volume provided below the emergency overflow will infiltrate into the soils below the basin for treatment and a reduction in runoff volume. The outlet structures are designed to meet the runoff rate requirements of the site. In addition to typical stormwater management BMPs, the recommended approach for solar projects should include the following: limit the amount of impervious surfaces to reduce runoff, minimize the amount of grading to promote sheet flow, and the planting of the meadow grass on the majority of the site to provide both runoff reduction and treatment. Modeling The site is modeled in existing and proposed conditions in order to complete the water quantity analysis required. Existing Conditions The existing site consists of row crops. Curve numbers were assigned based on the landcover and soil types using the values found in the Minnesota Stormwater Management Manual per City of Cottage Grove requirements, see Table 5 for a summary of existing conditions. Table 5: Existing Conditions Cover Cover CN Area (ac) Row Crops, HSG A 67 27.6 Row Crops, HSG B 78 9.9 Row Crops, HSG D 89 2.3 Total 39.8 Proposed Conditions The use of the site will be a solar facility. The solar panels will be located above grade with meadow grass below the proposed array. Gravel access roads and inverters are included in the impervious areas. Curve number values are derived from the Minnesota Stormwater Management Manual per City of Cottage Grove requirements. See Table 6 below for a summary of proposed conditions. Table 6: Proposed Conditions Cover Cover CN Area (ac) Meadow, HSG A 39 26.9 Meadow, HSG B 61 9.0 Meadow, HSG D 80 2.3 Roads and Inverters 98 1.6 Total 39.8 Results The results of the various analyses are described below. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 9 | Confidential and Proprietary. TBPLS Firm #10074302 Water Quantity Analysis Stormwater quantity calculations for the site were prepared using HydroCAD. As indicated in the Stormwater Summary Solar Site Development Memo (Appendix G), the MSE3 rainfall distribution was used along with Atlas-14 precipitation data. The proposed site meets the rate control requirements of the City of Cottage Grove. Tables 7 and 8 show a summary of the runoff rates and volumes for the required storm events at each site discharge locations. Calculations are included in Appendices B & C. Table 7: Runoff Rate Summary Location 2-year Runoff (cfs) 10-year Runoff (cfs) 100-year Runoff (cfs) Existing Proposed Existing Proposed Existing Proposed 1 15.3 1.0 38.7 1.9 107.5 4.9 Table 8: Runoff Volume Summary Location 2-year Runoff (af) 10-year Runoff (af) 100-year Runoff (af) Existing Proposed Existing Proposed Existing Proposed 1 2.2 0.2 5.0 0.5 13.5 2.4 Water Quality Analysis Stormwater quality calculations for the site were prepared using the P8 Urban Catchment Model. Treatment of the stormwater quality volume for the site will be provided within Drainage Area 2 from the proposed infiltration basin. The basin has been sized to retain and infiltrate 1” of runoff over the proposed impervious surfaces and partial imperviousness from the solar panels, per the state requirement. Table 9 shows the required and provided storage volumes for each discharge location. Calculations can be found in Appendix H. Table 9: Basin Storage Summary Basin ID Proposed Impervious (ac) Required Storage Volume (ac-ft) Provided Storage Volume (ac-ft) P2 1.6 0.3 1.1 Pollutant Removal The City of Cottage Grove requires that new development reduce the total suspended solids (TSS) load by 80% and total phosphorous (TP) load by 50%. Per South Washington Watershed District requirements, the TSS and TP removal from the site overland flow were calculated for the project using the P8 Urban Catchment Model program. Additional specifications for P8 modeling were adhered to per the Stormwater Summary Solar Site Development Memo (Appendix G). For the existing conditions, weighted curve numbers were used to represent the existing row crop vegetation for each corresponding watershed and HSG. For the proposed conditions, weighted curve numbers were used to represent the proposed meado w grass vegetation for each corresponding surfaces on site, including aggregate access roads, inverters, and solar panels. The runoff generated from the solar panels will flow to the edge of the panels and be allowed to drip onto the pervious meadow vegetation below. The results of the TSS and TP analyses can be found in Appendix D and Table 10 below. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 10 | Confidential and Proprietary. TBPLS Firm #10074302 Table 10: Pollutant Removal Pollutant Load In (lbs) Load Out (lbs) Load Reduction (%) TSS 6,536 136 97.9 TP 31.6 0.8 97.5 Stormwater Management Practices Basin Calculations The proposed basins must meet various state requirements . See Table 11 below for a summary of the basin design factors. Table 11: Detailed Basin Requirements Item Requirement Depth 3.2’ maximum dead storage depth Primary Outlet 12” CMP culvert Secondary Outlet Emergency Overflow Spillway Drawdown Time Max. 48 hours The results of the MPCA spreadsheet show the site is meeting the requirements based on the solar panels being allowed to sheet flow over the pervious ground and the addition of the infiltration basin. One basin is also provided to make up the remainder of the volume required and exceeds the required volume. Tables 12 and 13 summarize the proposed basins on site. Calculations can be found in Appendix H. Table 12: Proposed Basin Geometry Basin ID Type Bottom Elevation (ft) Outlet Elevation (ft) Emergency Overflow Elevation (ft) Top Elevation (ft) P2 Infiltration 882 885 886 886.5 Table 13: Basin Drawdown Summary Basin Proposed Depth of Dead Storage (ft) Infiltration Rate (in/hr) Drawdown Time (hours) P2 3.0 0.8 45 Swale Sizing A swale is proposed to avoid flooding of proposed infrastructure and route water to proposed basins. The swale is sized to safely pass the 100-year 24-hour rainfall events for construction conditions. HydroCAD was used to size the proposed swale. Calculations can be found in Appendix E. Lining materials were chosen based on shear stress through the proposed swales. Table 14 summarizes the proposed swale. See civil plans for swale location. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 11 | Confidential and Proprietary. TBPLS Firm #10074302 Table 14: Swale Summary Location Bottom Width (ft) Depth (ft) Side Slopes Shear Stress (lb/sf) Lining Material Swale 1 5 1.0 4:1 2.1 EroNet P300* *Or approved equal Conclusion The proposed site was designed to meet the water quality and quantity requirements of the City of Cottage Grove, South Washington Watershed District, and the State of Minnesota. The proposed site consists of one proposed infiltration basin, one swale, and one berm in order to maintain existing drainage patterns, reduce runoff rates, and provide required treatment volumes. Minimal grading on site and the proposed swale maintain existing drainage areas throughout the site. The proposed vegetative cover below the array and infiltration basin reduce runoff rates for the final conditions. Preliminary Stormwater Management Report | Finnegan Solar April 19, 2024 12 | Confidential and Proprietary. TBPLS Firm #10074302 References Cited National Engineering Handbook, Part 630 Hydrology. Chapter 9 Hydrologic Soil -Cover Complexes. USDA. NRCS. 210-VI-NEH, July 2004 USDA Geospatial Data Gateway, 3-meter NED, Elevation data, Accessed March 2024, https://datagateway.nrcs.usda.gov/ Web Soil Survey. Retrieved March 2024, from https://websoilsurvey.sc.egov.usda.gov/App/WebSoilSurvey.aspx NOAA, & Service, N. W. AHPS Precipitation Analysis. Retrieved March 2024, from http://water.weather.gov/precip/download.php USGS. USGS Water Resources: About USGS Water Resources. Retrieved March 2024, from https://water.usgs.gov/GIS/huc.html USDA 2021 Crop Data Layer, Landcover data, retrieved March 2024, from https://www.nass.usda.gov/Research_and_Science/Cropland/SARS1a.php FEMA Flood Insurance Rate Maps, retrieved April 2024 from https://msc.fema.gov/portal/advanceSearch#searchresultsanchor Exhibits westwoodps.com(888) 937-5150Toll Free Data Source(s): Westwood (2024); Esri WMS Basemap Imagery (Accessed 2024); USGS (2024); FEMA (2024); USDA (2024) April 19, 2024 Finnegan Solar Project± 0 1 Miles n:\0052583.00\070_Water Resources\SWMP\Report\2024-04-03_Finnegan_Exhibits\Finnegan Solar SWMR\Finnegan Solar SWMR.aprx01-Location Map - Location Map | 2024.04.18 13:23 | jmaggi© 2024 Westwood Washington County, Minnesota Exhibit 1: Location Map Legend Project Area Fence Area County Boundary MilitaryRd HadleyAveSI n dian Blvd S 6 0 th S t S JamaicaAveSWoodburyDr6 5 t h S t S 6 5 t h S t S 70t h S t S 70 t h S t S KeatsAveSHighlands Par k M i s s i s sippi River Grey Cloud Channel 9 7 t h S t S 8 5 th St S 1 0 0 t h S t S P u ll man Ave IdealAveS95 t h S t S 1 1 0 t h S t S M iller R d SHydeAveS 1 1 3 t h St S JamaicaAveSKeatsAveS8 0 t h S t S H am let Par k Cotta ge Gr ov e Rav in e Re giona l P arkLangdon C o t t a g e G r o v e Mississipp i R iv e r Spring Lake M is s issippiTrlPine BendTrl JacobAveFischerAve1 3 2 n d S t E IdellAve1 4 5 t h S t E S pring La k e Par k Res er ve Miss i s s ip pi National R i v er and Re c r eatio n A r ea S e d i l N i n i n g e r 7 0 t h S t S OakgreenAveS6 0 t h S t SManningAveS E a s t C o t t a g e G r o v e NealAveSLamarAveS9 0 t h S t S 8 0 t h S t S 8 0 t h S t S 1 1 0 t h S t SKimbroAveS100thStS L e h i g h R d S 7 7 t h S t S ManningAveSP ointDouglasDrS Riv e r Oak s Golf Co urse Mis sis sip p i R iver Lake Isabelle Rebecca Lake Conley Lake TylerSt5 t h S t W 122ndSt S 1 2 2 nd S t S 1 2 0 t h S t S SaintCroixTrlSS Fr on ta g e R d F e a t h e rs t one R d NiningerRd 2 n d S t W 4 t h S t W D a m Rd 4 t h St E 1 3 2 n d S t E L ock Blvd 8 t h S t W PointDouglasDrS H a stingsRdSP o i n t D o u g l a s H a s t i n g s SaintCroixRiverSaintCroixRiver7 0 t h S t S 8 9 0 t h A v e 1250thSt8 5 0 t h A v e A fton Alps Golf Cour se Clifton Hollow Go l f Co ur se Afton S tate Par k B a r k l ey C o u l eeSaintCroixRiverOconners Lake 1 1 0 t h S t S QuadrantAveS87t h S t S 9 0 t h S t S CountyRoadF7 7 0 t h A v e 1250thSt72 0 t h A v e C ou n t y R o a d M M 7 3 5 t h A v e Clifton Highlands Golf Cours e S t.Cr oix Bluffs R egi on al P ark Kinnick innic State P ark B a s s w o o d G r o v e MississippiRiverSaintCroixRiver35CantonStPearlSt 5 7 0 t h A v e O r r in R d640thAve W a l n u t S t 6 3 5 t h A v e S t a t e R o a d 2 9 U S H i g h w a y 1 0 P r e s c o t t Dakota Washington Dak o t a Pier c e WashingtonPierce Pierce St. Croix 53 35 St.Cloud 14 52 12 94 Eau Claire Rochester Minneapolis Anoka Benton Blue Earth Carver Chisago Dakota Dodge Goodhue Hennepin Isanti Kanabec Le Sueur McLeod Mille Lacs Nicollet Olmsted Pine Ramsey Rice Scott Sherburne Sibley Stearns Steele Wabasha Waseca Washington Winona Wright Barron Buffalo Burnett Chippewa Dunn Eau Claire Pepin Pierce Polk St. Croix Trempealeau Washburn-Project Location IA IL IN MIMN ND NE SD WI -Project Location Washington County, Minnesota Data Source(s): Westwood (2024); Esri WMS Basemap Imagery (Accessed 2024); USGS (2024); FEMA (2024); USDA (2024) April 19, 2024 Finnegan Solar Project± 0 0.5 Miles n:\0052583.00\070_Water Resources\SWMP\Report\2024-04-03_Finnegan_Exhibits\Finnegan Solar SWMR\Finnegan Solar SWMR.aprx02-Base Hydrologic Map - USGS, FEMA, and NWI Wetlands Map | 2024.04.18 13:15 | jmaggi© 2024 Westwood westwoodps.com(888) 937-5150Toll Free Exhibit 2: Base Hydrologic Map Legend Project Area Fence Area HUC-12 Boundary County Boundary FEMA Zone A FEMA Zone AE NWI Wetlands NHD Flowlines Dakota Washington westwoodps.com(888) 937-5150Toll Free Data Source(s): Westwood (2024); Esri WMS Basemap Imagery (Accessed 2024); USGS (2024); FEMA (2024); USDA (2024) Exhibit 3: Soils Map April 19, 2024 Washington County, Minnesota Finnegan Solar Project± 0 700 Feet n:\0052583.00\070_Water Resources\SWMP\Report\2024-04-03_Finnegan_Exhibits\Finnegan Solar SWMR\Finnegan Solar SWMR.aprx03-Soils Map - Soils Map | 2024.04.18 13:23 | jmaggi© 2024 Westwood Legend Project Area Fence Area Hydrologic Soil Group A A/D B B/D C C/D D Water 1 0 0 t h S t S 1 0 0 t h S t S 1 0 0 t h S t S 10 E P oint D o u glas L n S 1 0 0 t h S t S 1 0 0 t h S t S L e h i g h R d S L e hig h R d S Le h i g h R d S L e h i g h R d S 1 0 0 t h S t S ManningAveSL e hig h R d S L e h i g h Rd S ManningAveS westwoodps.com(888) 937-5150Toll Free Data Source(s): Westwood (2024); Esri WMS Basemap Imagery (Accessed 2024); USGS (2024); FEMA (2024); USDA (2024) Exhibit 4: Landcover Map April 19, 2024 Washington County, Minnesota Finnegan Solar Project± 0 700 Feet n:\0052583.00\070_Water Resources\SWMP\Report\2024-04-03_Finnegan_Exhibits\Finnegan Solar SWMR\Finnegan Solar SWMR.aprx04-Landcover Map - Landcover | 2024.04.18 13:15 | jmaggi© 2024 Westwood Legend Project Area Fence Area Landcover Barren Cultivated Developed Fallow Woods Pastureland Shrubland Water Wetland 1 0 0 t h S t S 1 0 0 t h S t S 1 0 0 t h S t S 10 E P oint D o u glas L n S 1 0 0 t h S t S 1 0 0 t h S t S L e h i g h R d S L e hig h R d S L e h ig h R d S L e h i g h R d S 1 0 0 t h S t S ManningAveSL e hig h R d S L e h i g h Rd S ManningAveS 213900 905910915920925930935885890895890 895 900905890885885890890895900905910 930935940945950955940945950955960965970890895885890895900905 910915 920 92 5 930 93 5 94 0 945950900900 905905910915920925930 LEHIGH RD S100TH ST SN:\0052583.00\_CAD\_Water Resources\0052583-DRE-01.dwg 4/18/2024 1:14 PM Juniper Maggi REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:Finnegan SolarProjectWashington County, Minnesotawestwoodps.comWestwood Professional Services, Inc.Phone (952) 937-515012701 Whitewater Drive, Suite #300Toll Free(888) 937-5150Minnetonka MN, 55343DATECOMMENT0'600'400'200'BYCHKAPRREV:Existing Drainage MapNOT FOR CONSTRUCTION04/19/20245900PROJECT BOUNDARYEX. WETLANDEX. ONSITE DRAINAGE AREA BOUNDARYEX. TIME OF CONCENTRATION LINEEX. INTERVAL CONTOUREX. INDEX CONTOUREX. GRAVEL ROADEX. PAVED ROADDISCHARGE LOCATIONDRAINAGE AREA LABEL1DISCHARGE AREA LABEL1ERLEGEND:1ER XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXSFSFSFSFSFSFSFSFSFSFSFOMVUMVUMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVOMVUMVUMVUMVUMVLEHIGH RD S100TH ST S905910915920925930132PROPOSEDTEMPORARYLAYDOWN YARDPROPOSEDINFILTRATION BASINGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGLGL GLGLGLGLGLGLGLGL GLGLGL GLGLGLGLGLGLGL GLGLGLGL 900900905910915890895900900905905885885890890895895900905890895900 905890895900 905910915920925930935925930935 935920925935940945945950950955955885 885890890885885890890895 92592593093093093593593 5 935 9359409409409459 4 5 945900900900 905905905 910 915920925930935940945950955885890895N:\0052583.00\_CAD\_Water Resources\0052583.00-DRP-01.dwg 4/19/2024 1:51 PM Juniper Maggi REVISIONS:#2925 Dean Parkway, Suite 300Minneapolis, MN 55416PREPARED FOR:DATE:SHEET:Finnegan SolarProjectWashington County, Minnesotawestwoodps.comWestwood Professional Services, Inc.Phone (952) 937-515012701 Whitewater Drive, Suite #300Toll Free(888) 937-5150Minnetonka MN, 55343DATECOMMENTPROJECT BOUNDARYEX. WETLANDEX. INTERVAL CONTOUREX. INDEX CONTOUREX. GRAVEL ROADEX. PAVED ROADDISCHARGE LOCATIONDRAINAGE AREA LABEL1XPROPOSED SOLAR ARRAYPROPOSED SECURITY FENCEPROPOSED ELECTRICAL EQUIPMENTPROPOSED LAYDOWN YARDPROPOSED ACCESS ROADPROPOSED ONSITE DRAINAGE AREA BOUNDARYPROPOSED TIME OF CONCENTRATION LINEPROPOSED BASINPROPOSED SWALEPROPOSED BERMDISCHARGE AREA LABEL1PRLEGEND:9001PROMVPROPOSED OVERHEAD COLLECTIONUMVPROPOSED UNDERGROUND COLLECTIONSFPROPOSED SILT FENCEPROPOSED INTERVAL CONTOURGLPROPOSED GRADING LIMITSPROPOSED INDEX CONTOURPROPOSED ELECTRICAL POLEBYCHKAPRREV:Proposed DrainageMapNOT FOR CONSTRUCTION04/19/202460'600'400'200' Appendix A NOAA Atlas 14 Rainfall Data NOAA Atlas 14, Volume 8, Version 2 Location name: Cottage Grove, Minnesota, USA* Latitude: 44.8008°, Longitude: -92.8775° Elevation: 900 ft** * source: ESRI Maps ** source: USGS POINT PRECIPITATION FREQUENCY ESTIMATES Sanja Perica, Deborah Martin, Sandra Pavlovic, Ishani Roy, Michael St. Laurent, Carl Trypaluk, Dale Unruh, Michael Yekta, Geoffery Bonnin NOAA, National Weather Service, Silver Spring, Maryland PF_tabular | PF_graphical | Maps_&_aerials PF tabular PDS-based point precipitation frequency estimates with 90% confidence intervals (in inches)1 Duration Average recurrence interval (years) 1 2 5 10 25 50 100 200 500 1000 5-min 0.358 (0.278‑0.465) 0.424 (0.329‑0.551) 0.537 (0.415‑0.700) 0.636 (0.488‑0.830) 0.778 (0.581‑1.04) 0.893 (0.651‑1.21) 1.01 (0.714‑1.39) 1.14 (0.771‑1.59) 1.31 (0.856‑1.86) 1.45 (0.919‑2.07) 10-min 0.524 (0.406‑0.681) 0.621 (0.481‑0.808) 0.786 (0.608‑1.02) 0.931 (0.715‑1.22) 1.14 (0.851‑1.53) 1.31 (0.953‑1.77) 1.48 (1.04‑2.03) 1.67 (1.13‑2.32) 1.92 (1.25‑2.72) 2.12 (1.35‑3.02) 15-min 0.639 (0.496‑0.830) 0.757 (0.587‑0.985) 0.959 (0.741‑1.25) 1.14 (0.872‑1.48) 1.39 (1.04‑1.86) 1.59 (1.16‑2.15) 1.81 (1.28‑2.48) 2.03 (1.38‑2.83) 2.34 (1.53‑3.32) 2.59 (1.64‑3.69) 30-min 0.894 (0.694‑1.16) 1.06 (0.826‑1.39) 1.36 (1.05‑1.77) 1.61 (1.24‑2.10) 1.98 (1.48‑2.66) 2.27 (1.66‑3.07) 2.58 (1.82‑3.54) 2.91 (1.97‑4.05) 3.35 (2.19‑4.75) 3.70 (2.35‑5.28) 60-min 1.17 (0.907‑1.52) 1.38 (1.07‑1.80) 1.76 (1.36‑2.30) 2.12 (1.63‑2.77) 2.66 (2.01‑3.62) 3.13 (2.29‑4.26) 3.63 (2.57‑5.01) 4.17 (2.84‑5.85) 4.95 (3.24‑7.05) 5.58 (3.54‑7.96) 2-hr 1.44 (1.13‑1.85) 1.70 (1.33‑2.18) 2.17 (1.70‑2.80) 2.63 (2.05‑3.39) 3.35 (2.57‑4.53) 3.98 (2.96‑5.38) 4.67 (3.35‑6.41) 5.43 (3.74‑7.57) 6.54 (4.33‑9.26) 7.46 (4.78‑10.5) 3-hr 1.61 (1.28‑2.06) 1.88 (1.49‑2.40) 2.41 (1.90‑3.08) 2.94 (2.30‑3.76) 3.80 (2.94‑5.13) 4.57 (3.43‑6.17) 5.42 (3.93‑7.43) 6.39 (4.44‑8.88) 7.80 (5.21‑11.0) 8.98 (5.79‑12.6) 6-hr 1.89 (1.52‑2.38) 2.19 (1.75‑2.75) 2.80 (2.23‑3.52) 3.42 (2.72‑4.33) 4.46 (3.51‑5.99) 5.41 (4.12‑7.24) 6.47 (4.75‑8.79) 7.68 (5.40‑10.6) 9.48 (6.40‑13.3) 11.0 (7.15‑15.3) 12-hr 2.12 (1.72‑2.64) 2.48 (2.01‑3.08) 3.18 (2.57‑3.96) 3.86 (3.11‑4.82) 4.96 (3.93‑6.52) 5.93 (4.56‑7.81) 7.01 (5.19‑9.38) 8.22 (5.83‑11.2) 9.98 (6.80‑13.8) 11.4 (7.53‑15.8) 24-hr 2.46 (2.02‑3.01) 2.79 (2.30‑3.42) 3.47 (2.84‑4.26) 4.15 (3.38‑5.11) 5.26 (4.23‑6.84) 6.26 (4.88‑8.16) 7.38 (5.54‑9.77) 8.64 (6.20‑11.6) 10.5 (7.23‑14.4) 12.0 (8.01‑16.5) 2-day 2.85 (2.38‑3.44) 3.17 (2.64‑3.82) 3.82 (3.17‑4.62) 4.49 (3.70‑5.45) 5.60 (4.56‑7.19) 6.61 (5.22‑8.51) 7.75 (5.89‑10.2) 9.05 (6.58‑12.1) 11.0 (7.64‑14.9) 12.6 (8.45‑17.1) 3-day 3.13 (2.63‑3.75) 3.44 (2.88‑4.12) 4.07 (3.41‑4.89) 4.74 (3.94‑5.71) 5.85 (4.81‑7.46) 6.87 (5.46‑8.78) 8.03 (6.14‑10.4) 9.34 (6.84‑12.4) 11.3 (7.93‑15.3) 12.9 (8.75‑17.4) 4-day 3.36 (2.84‑4.00) 3.67 (3.10‑4.37) 4.32 (3.63‑5.16) 4.99 (4.17‑5.98) 6.11 (5.04‑7.73) 7.13 (5.69‑9.06) 8.28 (6.37‑10.7) 9.60 (7.06‑12.7) 11.5 (8.13‑15.5) 13.2 (8.95‑17.7) 7-day 3.90 (3.33‑4.59) 4.29 (3.66‑5.06) 5.04 (4.29‑5.95) 5.77 (4.88‑6.84) 6.93 (5.74‑8.60) 7.94 (6.38‑9.92) 9.07 (7.02‑11.6) 10.3 (7.63‑13.4) 12.1 (8.61‑16.1) 13.6 (9.35‑18.2) 10-day 4.40 (3.79‑5.15) 4.88 (4.19‑5.70) 5.73 (4.91‑6.72) 6.52 (5.55‑7.67) 7.72 (6.40‑9.45) 8.74 (7.05‑10.8) 9.84 (7.64‑12.4) 11.0 (8.19‑14.2) 12.7 (9.07‑16.8) 14.1 (9.73‑18.7) 20-day 5.97 (5.21‑6.88) 6.65 (5.80‑7.67) 7.78 (6.76‑8.99) 8.74 (7.54‑10.1) 10.1 (8.40‑12.0) 11.1 (9.06‑13.5) 12.2 (9.57‑15.1) 13.3 (9.98‑16.9) 14.9 (10.6‑19.3) 16.0 (11.2‑21.0) 30-day 7.38 (6.49‑8.43) 8.22 (7.22‑9.40) 9.59 (8.39‑11.0) 10.7 (9.30‑12.3) 12.2 (10.2‑14.3) 13.3 (10.9‑15.9) 14.4 (11.3‑17.6) 15.5 (11.6‑19.4) 16.9 (12.2‑21.7) 18.0 (12.6‑23.5) 45-day 9.24 (8.19‑10.5) 10.3 (9.13‑11.7) 12.0 (10.6‑13.6) 13.3 (11.7‑15.2) 15.0 (12.6‑17.4) 16.2 (13.3‑19.1) 17.4 (13.7‑21.0) 18.5 (13.9‑22.8) 19.8 (14.3‑25.1) 20.7 (14.6‑26.9) 60-day 10.9 (9.70‑12.2) 12.1 (10.8‑13.7) 14.1 (12.5‑15.9) 15.6 (13.7‑17.7) 17.5 (14.7‑20.1) 18.8 (15.5‑22.0) 20.0 (15.9‑24.0) 21.1 (16.0‑26.0) 22.4 (16.2‑28.3) 23.2 (16.4‑30.0) 1 Precipitation frequency (PF) estimates in this table are based on frequency analysis of partial duration series (PDS). Numbers in parenthesis are PF estimates at lower and upper bounds of the 90% confidence interval. The probability that precipitation frequency estimates (for a given duration and average recurrence interval) will be greater than the upper bound (or less than the lower bound) is 5%. Estimates at upper bounds are not checked against probable maximum precipitation (PMP) estimates and may be higher than currently valid PMP values. Please refer to NOAA Atlas 14 document for more information. Back to Top PF graphical Back to Top Maps & aerials Small scale terrain Large scale terrain Large scale map Large scale aerial + – 3km 2mi + – 100km 60mi + – 100km 60mi Back to Top US Department of Commerce National Oceanic and Atmospheric Administration National Weather Service National Water Center 1325 East West Highway Silver Spring, MD 20910 Questions?: HDSC.Questions@noaa.gov Disclaimer + – 100km 60mi Appendix B Existing Conditions HydroCAD Results Existing Conditions1ES 1ES 2ES 2ES 3ES 3ES 1ER 1ER Routing Diagram for 2024-04-19 Finnegan Pre-Post Sizing Prepared by Westwood Professional Services, Printed 4/19/2024 HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Subcat Reach Pond Link 2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 2HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Area Listing (selected nodes) Area (acres) CN Description (subcatchment-numbers) 27.600 67 Row crops, straight row, Good, HSG A (1ES, 2ES, 3ES) 9.900 78 Row crops, straight row, Good, HSG B (1ES, 2ES, 3ES) 2.300 89 Row crops, straight row, Good, HSG D (1ES, 2ES) 39.800 71 TOTAL AREA MSE 24-hr 3 2-yr Rainfall=2.79"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 3HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1ES: 1ES Runoff =2.76 cfs @ 12.23 hrs, Volume=0.200 af, Depth= 0.52" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" Area (ac) CN Description 0.100 89 Row crops, straight row, Good, HSG D 0.200 78 Row crops, straight row, Good, HSG B 4.300 67 Row crops, straight row, Good, HSG A 4.600 68 Weighted Average 4.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 12.4 400 0.0300 0.54 Lag/CN Method, Summary for Subcatchment 2ES: 2ES Runoff =11.57 cfs @ 12.70 hrs, Volume=1.560 af, Depth= 0.73" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" Area (ac) CN Description 14.600 67 Row crops, straight row, Good, HSG A 8.800 78 Row crops, straight row, Good, HSG B 2.200 89 Row crops, straight row, Good, HSG D 25.600 73 Weighted Average 25.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 46.1 1,900 0.0200 0.69 Lag/CN Method, Summary for Subcatchment 3ES: 3ES Runoff =3.78 cfs @ 12.47 hrs, Volume=0.417 af, Depth= 0.52" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" MSE 24-hr 3 2-yr Rainfall=2.79"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 4HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Area (ac) CN Description 8.700 67 Row crops, straight row, Good, HSG A 0.900 78 Row crops, straight row, Good, HSG B 9.600 68 Weighted Average 9.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 27.8 710 0.0150 0.43 Lag/CN Method, Summary for Reach 1ER: 1ER Inflow Area =39.800 ac, 0.00% Impervious, Inflow Depth = 0.66" for 2-yr event Inflow =15.30 cfs @ 12.63 hrs, Volume=2.177 af Outflow =15.30 cfs @ 12.63 hrs, Volume=2.177 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 5HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1ES: 1ES Runoff =8.09 cfs @ 12.22 hrs, Volume=0.499 af, Depth= 1.30" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" Area (ac) CN Description 0.100 89 Row crops, straight row, Good, HSG D 0.200 78 Row crops, straight row, Good, HSG B 4.300 67 Row crops, straight row, Good, HSG A 4.600 68 Weighted Average 4.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 12.4 400 0.0300 0.54 Lag/CN Method, Summary for Subcatchment 2ES: 2ES Runoff =28.15 cfs @ 12.66 hrs, Volume=3.490 af, Depth= 1.64" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" Area (ac) CN Description 14.600 67 Row crops, straight row, Good, HSG A 8.800 78 Row crops, straight row, Good, HSG B 2.200 89 Row crops, straight row, Good, HSG D 25.600 73 Weighted Average 25.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 46.1 1,900 0.0200 0.69 Lag/CN Method, Summary for Subcatchment 3ES: 3ES Runoff =10.99 cfs @ 12.43 hrs, Volume=1.041 af, Depth= 1.30" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" MSE 24-hr 3 10-yr Rainfall=4.15"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 6HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Area (ac) CN Description 8.700 67 Row crops, straight row, Good, HSG A 0.900 78 Row crops, straight row, Good, HSG B 9.600 68 Weighted Average 9.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 27.8 710 0.0150 0.43 Lag/CN Method, Summary for Reach 1ER: 1ER Inflow Area =39.800 ac, 0.00% Impervious, Inflow Depth = 1.52" for 10-yr event Inflow =38.68 cfs @ 12.56 hrs, Volume=5.030 af Outflow =38.68 cfs @ 12.56 hrs, Volume=5.030 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 7HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1ES: 1ES Runoff =24.08 cfs @ 12.21 hrs, Volume=1.426 af, Depth= 3.72" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" Area (ac) CN Description 0.100 89 Row crops, straight row, Good, HSG D 0.200 78 Row crops, straight row, Good, HSG B 4.300 67 Row crops, straight row, Good, HSG A 4.600 68 Weighted Average 4.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 12.4 400 0.0300 0.54 Lag/CN Method, Summary for Subcatchment 2ES: 2ES Runoff =75.55 cfs @ 12.64 hrs, Volume=9.098 af, Depth= 4.26" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" Area (ac) CN Description 14.600 67 Row crops, straight row, Good, HSG A 8.800 78 Row crops, straight row, Good, HSG B 2.200 89 Row crops, straight row, Good, HSG D 25.600 73 Weighted Average 25.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 46.1 1,900 0.0200 0.69 Lag/CN Method, Summary for Subcatchment 3ES: 3ES Runoff =33.31 cfs @ 12.40 hrs, Volume=2.976 af, Depth= 3.72" Routed to Reach 1ER : 1ER Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" MSE 24-hr 3 100-yr Rainfall=7.38"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 8HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Area (ac) CN Description 8.700 67 Row crops, straight row, Good, HSG A 0.900 78 Row crops, straight row, Good, HSG B 9.600 68 Weighted Average 9.600 100.00% Pervious Area Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 27.8 710 0.0150 0.43 Lag/CN Method, Summary for Reach 1ER: 1ER Inflow Area =39.800 ac, 0.00% Impervious, Inflow Depth = 4.07" for 100-yr event Inflow =107.52 cfs @ 12.52 hrs, Volume=13.500 af Outflow =107.52 cfs @ 12.52 hrs, Volume=13.500 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Appendix C Proposed Conditions HydroCAD Results Proposed Conditions1PS 1PS 2PS 2PS 3PS 3PS 1PR 1PR 3TR 3TR 2P 2P Routing Diagram for 2024-04-19 Finnegan Pre-Post Sizing Prepared by Westwood Professional Services, Printed 4/19/2024 HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Subcat Reach Pond Link 2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 2HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Area Listing (selected nodes) Area (acres) CN Description (subcatchment-numbers) 26.890 39 Meadow, non-grazed, HSG A (1PS, 2PS) 9.050 61 Meadow, non-grazed, HSG B (1PS, 2PS, 3PS) 2.300 80 Meadow, non-grazed, HSG D (1PS, 2PS) 1.560 98 Unconnected pavement, HSG A (1PS, 2PS, 3PS) 39.800 49 TOTAL AREA MSE 24-hr 3 2-yr Rainfall=2.79"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 3HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1PS: 1PS Runoff =0.00 cfs @ 0.00 hrs, Volume=0.000 af, Depth= 0.00" Routed to Reach 1PR : 1PR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" Area (ac) CN Description *4.300 39 Meadow, non-grazed, HSG A *0.190 61 Meadow, non-grazed, HSG B *0.100 80 Meadow, non-grazed, HSG D 0.010 98 Unconnected pavement, HSG A 4.600 41 Weighted Average 4.590 99.78% Pervious Area 0.010 0.22% Impervious Area 0.010 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 24.9 400 0.0300 0.27 Lag/CN Method, Summary for Subcatchment 2PS: 2PS Runoff =0.10 cfs @ 15.90 hrs, Volume=0.067 af, Depth= 0.02" Routed to Reach 3TR : 3TR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" Area (ac) CN Adj Description *22.590 39 Meadow, non-grazed, HSG A *8.150 61 Meadow, non-grazed, HSG B *2.200 80 Meadow, non-grazed, HSG D 0.260 98 Unconnected pavement, HSG A 33.200 48 47 Weighted Average, UI Adjusted 32.940 99.22% Pervious Area 0.260 0.78% Impervious Area 0.260 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 88.1 1,900 0.0200 0.36 Lag/CN Method, Summary for Subcatchment 3PS: 3PS Runoff =0.98 cfs @ 13.61 hrs, Volume=0.236 af, Depth= 1.41" Routed to Reach 1PR : 1PR MSE 24-hr 3 2-yr Rainfall=2.79"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 4HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 2-yr Rainfall=2.79" Area (ac) CN Description *0.000 39 Meadow, non-grazed, HSG A *0.710 61 Meadow, non-grazed, HSG B 1.290 98 Unconnected pavement, HSG A 2.000 85 Weighted Average 0.710 35.50% Pervious Area 1.290 64.50% Impervious Area 1.290 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 120.8 8,403 0.0150 1.16 Lag/CN Method, Summary for Reach 1PR: 1PR Inflow Area =39.800 ac, 3.92% Impervious, Inflow Depth = 0.07" for 2-yr event Inflow =0.98 cfs @ 13.61 hrs, Volume=0.236 af Outflow =0.98 cfs @ 13.61 hrs, Volume=0.236 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Summary for Reach 3TR: 3TR Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 0.02" for 2-yr event Inflow =0.10 cfs @ 15.90 hrs, Volume=0.067 af Outflow =0.10 cfs @ 16.53 hrs, Volume=0.067 af, Atten= 2%, Lag= 38.2 min Routed to Pond 2P : 2P Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Max. Velocity= 0.43 fps, Min. Travel Time= 22.3 min Avg. Velocity = 0.29 fps, Avg. Travel Time= 33.0 min Peak Storage= 127 cf @ 16.16 hrs Average Depth at Peak Storage= 0.04' , Surface Width= 5.34' Bank-Full Depth= 1.00' Flow Area= 9.0 sf, Capacity= 25.25 cfs 5.00' x 1.00' deep channel, n= 0.034 Side Slope Z-value= 4.0 '/' Top Width= 13.00' Length= 580.0' Slope= 0.0069 '/' Inlet Invert= 889.00', Outlet Invert= 885.00' ‡ MSE 24-hr 3 2-yr Rainfall=2.79"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 5HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Pond 2P: 2P Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 0.02" for 2-yr event Inflow =0.10 cfs @ 16.53 hrs, Volume=0.067 af Outflow =0.09 cfs @ 19.39 hrs, Volume=0.067 af, Atten= 6%, Lag= 171.1 min Discarded =0.09 cfs @ 19.39 hrs, Volume=0.067 af Primary =0.00 cfs @ 0.00 hrs, Volume=0.000 af Routed to Reach 1PR : 1PR Secondary =0.00 cfs @ 0.00 hrs, Volume=0.000 af Routed to Reach 1PR : 1PR Routing by Stor-Ind method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Peak Elev= 882.03' @ 19.39 hrs Surf.Area= 0.179 ac Storage= 0.006 af Plug-Flow detention time= 44.7 min calculated for 0.067 af (100% of inflow) Center-of-Mass det. time= 44.7 min ( 1,241.1 - 1,196.4 ) Volume Invert Avail.Storage Storage Description #1 882.00'4.972 af Custom Stage Data (Prismatic) Listed below (Recalc) Elevation Surf.Area Inc.Store Cum.Store (feet)(acres)(acre-feet)(acre-feet) 882.00 0.178 0.000 0.000 883.00 0.226 0.202 0.202 884.00 0.277 0.251 0.453 885.00 1.051 0.664 1.118 886.00 3.133 2.092 3.210 886.50 3.918 1.763 4.972 Device Routing Invert Outlet Devices #1 Primary 885.00'12.0" Round Culvert L= 20.0' CMP, projecting, no headwall, Ke= 0.900 Inlet / Outlet Invert= 885.00' / 884.50' S= 0.0250 '/' Cc= 0.900 n= 0.025 Corrugated metal, Flow Area= 0.79 sf #2 Secondary 886.00'50.0' long x 0.5' breadth Broad-Crested Rectangular Weir Head (feet) 0.20 0.40 0.60 0.80 1.00 Coef. (English) 2.80 2.92 3.08 3.30 3.32 #3 Discarded 882.00'0.800 in/hr Exfiltration over Surface area Phase-In= 0.05' Discarded OutFlow Max=0.09 cfs @ 19.39 hrs HW=882.03' (Free Discharge) 3=Exfiltration (Exfiltration Controls 0.09 cfs) Primary OutFlow Max=0.00 cfs @ 0.00 hrs HW=882.00' (Free Discharge) 1=Culvert ( Controls 0.00 cfs) Secondary OutFlow Max=0.00 cfs @ 0.00 hrs HW=882.00' (Free Discharge) 2=Broad-Crested Rectangular Weir ( Controls 0.00 cfs) MSE 24-hr 3 10-yr Rainfall=4.15"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 6HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1PS: 1PS Runoff =0.11 cfs @ 13.36 hrs, Volume=0.040 af, Depth= 0.10" Routed to Reach 1PR : 1PR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" Area (ac) CN Description *4.300 39 Meadow, non-grazed, HSG A *0.190 61 Meadow, non-grazed, HSG B *0.100 80 Meadow, non-grazed, HSG D 0.010 98 Unconnected pavement, HSG A 4.600 41 Weighted Average 4.590 99.78% Pervious Area 0.010 0.22% Impervious Area 0.010 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 24.9 400 0.0300 0.27 Lag/CN Method, Summary for Subcatchment 2PS: 2PS Runoff =2.28 cfs @ 13.71 hrs, Volume=0.754 af, Depth= 0.27" Routed to Reach 3TR : 3TR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" Area (ac) CN Adj Description *22.590 39 Meadow, non-grazed, HSG A *8.150 61 Meadow, non-grazed, HSG B *2.200 80 Meadow, non-grazed, HSG D 0.260 98 Unconnected pavement, HSG A 33.200 48 47 Weighted Average, UI Adjusted 32.940 99.22% Pervious Area 0.260 0.78% Impervious Area 0.260 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 88.1 1,900 0.0200 0.36 Lag/CN Method, Summary for Subcatchment 3PS: 3PS Runoff =1.83 cfs @ 13.57 hrs, Volume=0.432 af, Depth= 2.59" Routed to Reach 1PR : 1PR MSE 24-hr 3 10-yr Rainfall=4.15"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 7HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 10-yr Rainfall=4.15" Area (ac) CN Description *0.000 39 Meadow, non-grazed, HSG A *0.710 61 Meadow, non-grazed, HSG B 1.290 98 Unconnected pavement, HSG A 2.000 85 Weighted Average 0.710 35.50% Pervious Area 1.290 64.50% Impervious Area 1.290 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 120.8 8,403 0.0150 1.16 Lag/CN Method, Summary for Reach 1PR: 1PR Inflow Area =39.800 ac, 3.92% Impervious, Inflow Depth = 0.14" for 10-yr event Inflow =1.93 cfs @ 13.56 hrs, Volume=0.472 af Outflow =1.93 cfs @ 13.56 hrs, Volume=0.472 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Summary for Reach 3TR: 3TR Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 0.27" for 10-yr event Inflow =2.28 cfs @ 13.71 hrs, Volume=0.754 af Outflow =2.26 cfs @ 13.92 hrs, Volume=0.754 af, Atten= 1%, Lag= 12.5 min Routed to Pond 2P : 2P Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Max. Velocity= 1.36 fps, Min. Travel Time= 7.1 min Avg. Velocity = 0.59 fps, Avg. Travel Time= 16.5 min Peak Storage= 965 cf @ 13.80 hrs Average Depth at Peak Storage= 0.27' , Surface Width= 7.18' Bank-Full Depth= 1.00' Flow Area= 9.0 sf, Capacity= 25.25 cfs 5.00' x 1.00' deep channel, n= 0.034 Side Slope Z-value= 4.0 '/' Top Width= 13.00' Length= 580.0' Slope= 0.0069 '/' Inlet Invert= 889.00', Outlet Invert= 885.00' ‡ MSE 24-hr 3 10-yr Rainfall=4.15"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 8HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Pond 2P: 2P Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 0.27" for 10-yr event Inflow =2.26 cfs @ 13.92 hrs, Volume=0.754 af Outflow =0.32 cfs @ 22.37 hrs, Volume=0.637 af, Atten= 86%, Lag= 506.9 min Discarded =0.32 cfs @ 22.37 hrs, Volume=0.637 af Primary =0.00 cfs @ 0.00 hrs, Volume=0.000 af Routed to Reach 1PR : 1PR Secondary =0.00 cfs @ 0.00 hrs, Volume=0.000 af Routed to Reach 1PR : 1PR Routing by Stor-Ind method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Peak Elev= 884.16' @ 22.37 hrs Surf.Area= 0.400 ac Storage= 0.507 af Plug-Flow detention time= 820.2 min calculated for 0.637 af (84% of inflow) Center-of-Mass det. time= 754.8 min ( 1,760.1 - 1,005.3 ) Volume Invert Avail.Storage Storage Description #1 882.00'4.972 af Custom Stage Data (Prismatic) Listed below (Recalc) Elevation Surf.Area Inc.Store Cum.Store (feet)(acres)(acre-feet)(acre-feet) 882.00 0.178 0.000 0.000 883.00 0.226 0.202 0.202 884.00 0.277 0.251 0.453 885.00 1.051 0.664 1.118 886.00 3.133 2.092 3.210 886.50 3.918 1.763 4.972 Device Routing Invert Outlet Devices #1 Primary 885.00'12.0" Round Culvert L= 20.0' CMP, projecting, no headwall, Ke= 0.900 Inlet / Outlet Invert= 885.00' / 884.50' S= 0.0250 '/' Cc= 0.900 n= 0.025 Corrugated metal, Flow Area= 0.79 sf #2 Secondary 886.00'50.0' long x 0.5' breadth Broad-Crested Rectangular Weir Head (feet) 0.20 0.40 0.60 0.80 1.00 Coef. (English) 2.80 2.92 3.08 3.30 3.32 #3 Discarded 882.00'0.800 in/hr Exfiltration over Surface area Phase-In= 0.05' Discarded OutFlow Max=0.32 cfs @ 22.37 hrs HW=884.16' (Free Discharge) 3=Exfiltration (Exfiltration Controls 0.32 cfs) Primary OutFlow Max=0.00 cfs @ 0.00 hrs HW=882.00' (Free Discharge) 1=Culvert ( Controls 0.00 cfs) Secondary OutFlow Max=0.00 cfs @ 0.00 hrs HW=882.00' (Free Discharge) 2=Broad-Crested Rectangular Weir ( Controls 0.00 cfs) MSE 24-hr 3 100-yr Rainfall=7.38"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 9HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Subcatchment 1PS: 1PS Runoff =3.53 cfs @ 12.45 hrs, Volume=0.411 af, Depth= 1.07" Routed to Reach 1PR : 1PR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" Area (ac) CN Description *4.300 39 Meadow, non-grazed, HSG A *0.190 61 Meadow, non-grazed, HSG B *0.100 80 Meadow, non-grazed, HSG D 0.010 98 Unconnected pavement, HSG A 4.600 41 Weighted Average 4.590 99.78% Pervious Area 0.010 0.22% Impervious Area 0.010 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 24.9 400 0.0300 0.27 Lag/CN Method, Summary for Subcatchment 2PS: 2PS Runoff =20.01 cfs @ 13.36 hrs, Volume=4.430 af, Depth= 1.60" Routed to Reach 3TR : 3TR Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" Area (ac) CN Adj Description *22.590 39 Meadow, non-grazed, HSG A *8.150 61 Meadow, non-grazed, HSG B *2.200 80 Meadow, non-grazed, HSG D 0.260 98 Unconnected pavement, HSG A 33.200 48 47 Weighted Average, UI Adjusted 32.940 99.22% Pervious Area 0.260 0.78% Impervious Area 0.260 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 88.1 1,900 0.0200 0.36 Lag/CN Method, Summary for Subcatchment 3PS: 3PS Runoff =3.94 cfs @ 13.56 hrs, Volume=0.936 af, Depth= 5.62" Routed to Reach 1PR : 1PR MSE 24-hr 3 100-yr Rainfall=7.38"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 10HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Runoff by SCS TR-20 method, UH=SCS, Weighted-CN, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs MSE 24-hr 3 100-yr Rainfall=7.38" Area (ac) CN Description *0.000 39 Meadow, non-grazed, HSG A *0.710 61 Meadow, non-grazed, HSG B 1.290 98 Unconnected pavement, HSG A 2.000 85 Weighted Average 0.710 35.50% Pervious Area 1.290 64.50% Impervious Area 1.290 100.00% Unconnected Tc Length Slope Velocity Capacity Description (min) (feet)(ft/ft) (ft/sec)(cfs) 120.8 8,403 0.0150 1.16 Lag/CN Method, Summary for Reach 1PR: 1PR Inflow Area =39.800 ac, 3.92% Impervious, Inflow Depth = 0.72" for 100-yr event Inflow =4.86 cfs @ 13.43 hrs, Volume=2.392 af Outflow =4.86 cfs @ 13.43 hrs, Volume=2.392 af, Atten= 0%, Lag= 0.0 min Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Summary for Reach 3TR: 3TR Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 1.60" for 100-yr event Inflow =20.01 cfs @ 13.36 hrs, Volume=4.430 af Outflow =19.97 cfs @ 13.46 hrs, Volume=4.430 af, Atten= 0%, Lag= 5.9 min Routed to Pond 2P : 2P Routing by Stor-Ind+Trans method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Max. Velocity= 2.63 fps, Min. Travel Time= 3.7 min Avg. Velocity = 0.94 fps, Avg. Travel Time= 10.3 min Peak Storage= 4,408 cf @ 13.40 hrs Average Depth at Peak Storage= 0.89' , Surface Width= 12.11' Bank-Full Depth= 1.00' Flow Area= 9.0 sf, Capacity= 25.25 cfs 5.00' x 1.00' deep channel, n= 0.034 Side Slope Z-value= 4.0 '/' Top Width= 13.00' Length= 580.0' Slope= 0.0069 '/' Inlet Invert= 889.00', Outlet Invert= 885.00' ‡ MSE 24-hr 3 100-yr Rainfall=7.38"2024-04-19 Finnegan Pre-Post Sizing Printed 4/19/2024Prepared by Westwood Professional Services Page 11HydroCAD® 10.20-2d s/n 02396 © 2021 HydroCAD Software Solutions LLC Summary for Pond 2P: 2P Inflow Area =33.200 ac, 0.78% Impervious, Inflow Depth = 1.60" for 100-yr event Inflow =19.97 cfs @ 13.46 hrs, Volume=4.430 af Outflow =3.68 cfs @ 16.27 hrs, Volume=4.029 af, Atten= 82%, Lag= 168.8 min Discarded =2.14 cfs @ 16.27 hrs, Volume=2.985 af Primary =1.54 cfs @ 16.27 hrs, Volume=1.045 af Routed to Reach 1PR : 1PR Secondary =0.00 cfs @ 0.00 hrs, Volume=0.000 af Routed to Reach 1PR : 1PR Routing by Stor-Ind method, Time Span= 0.00-48.00 hrs, dt= 0.05 hrs Peak Elev= 885.77' @ 16.27 hrs Surf.Area= 2.659 ac Storage= 2.550 af Plug-Flow detention time= 502.0 min calculated for 4.029 af (91% of inflow) Center-of-Mass det. time= 459.8 min ( 1,391.6 - 931.8 ) Volume Invert Avail.Storage Storage Description #1 882.00'4.972 af Custom Stage Data (Prismatic) Listed below (Recalc) Elevation Surf.Area Inc.Store Cum.Store (feet)(acres)(acre-feet)(acre-feet) 882.00 0.178 0.000 0.000 883.00 0.226 0.202 0.202 884.00 0.277 0.251 0.453 885.00 1.051 0.664 1.118 886.00 3.133 2.092 3.210 886.50 3.918 1.763 4.972 Device Routing Invert Outlet Devices #1 Primary 885.00'12.0" Round Culvert L= 20.0' CMP, projecting, no headwall, Ke= 0.900 Inlet / Outlet Invert= 885.00' / 884.50' S= 0.0250 '/' Cc= 0.900 n= 0.025 Corrugated metal, Flow Area= 0.79 sf #2 Secondary 886.00'50.0' long x 0.5' breadth Broad-Crested Rectangular Weir Head (feet) 0.20 0.40 0.60 0.80 1.00 Coef. (English) 2.80 2.92 3.08 3.30 3.32 #3 Discarded 882.00'0.800 in/hr Exfiltration over Surface area Phase-In= 0.05' Discarded OutFlow Max=2.14 cfs @ 16.27 hrs HW=885.77' (Free Discharge) 3=Exfiltration (Exfiltration Controls 2.14 cfs) Primary OutFlow Max=1.54 cfs @ 16.27 hrs HW=885.77' (Free Discharge) 1=Culvert (Inlet Controls 1.54 cfs @ 2.36 fps) Secondary OutFlow Max=0.00 cfs @ 0.00 hrs HW=882.00' (Free Discharge) 2=Broad-Crested Rectangular Weir ( Controls 0.00 cfs) Appendix D Water Quality Calculations P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ExistingP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Existing Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Mass Balances by Device Device: Pre-existing Type:PIPE Flow Loads(lbs)Concentrations (ppm) Mass Balance Term acre-ft P0%P10%P30%P50%P80%TSS TP TKN CU PB ZN HC P0%P10%P30%P50%P80%TSS TP TKN CU PB ZN HC 01 watershed inflows 238.27 647.62 7313.89 7313.89 7313.89 14627.79 36569.47 148.59 717.70 21.24 7.88 76.55 984.72 1.00 11.29 11.29 11.29 22.59 56.47 0.23 1.11 0.03 0.01 0.12 1.52 06 normal outlet 238.27 647.62 7313.89 7313.89 7313.89 14627.79 36569.47 148.59 717.70 21.24 7.88 76.55 984.72 1.00 11.29 11.29 11.29 22.59 56.47 0.23 1.11 0.03 0.01 0.12 1.52 09 total inflow 238.27 647.62 7313.89 7313.89 7313.89 14627.79 36569.47 148.59 717.70 21.24 7.88 76.55 984.72 1.00 11.29 11.29 11.29 22.59 56.47 0.23 1.11 0.03 0.01 0.12 1.52 10 surface outflow 238.27 647.62 7313.89 7313.89 7313.89 14627.79 36569.47 148.59 717.70 21.24 7.88 76.55 984.72 1.00 11.29 11.29 11.29 22.59 56.47 0.23 1.11 0.03 0.01 0.12 1.52 12 total outflow 238.27 647.62 7313.89 7313.89 7313.89 14627.79 36569.47 148.59 717.70 21.24 7.88 76.55 984.72 1.00 11.29 11.29 11.29 22.59 56.47 0.23 1.11 0.03 0.01 0.12 1.52 Load Reduction (%)0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ExistingP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Existing Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Devices Listed in Downstream Order Device:Pre-existing Type:PIPE Runoff from watershed Drainage Area 1 Runoff from watershed Drainage Area 2 Runoff from watershed Drainage Area 3 P8-V3.X 2024-04-08_Finnegan_ExistingP8 Model.p8c Directly Connected UnSwept Areas--->Directly Connected Swept Areas--->Street Sweeping Parameters Total Pervious Indirect Pervious Depress Imperv Depress Imperv Start Stop Sweep Watershed Area Outflow Percol Curve Imperv Load Imperv Storage Runoff Load Imperv Storage Runoff Load Date Date Sweep Freq Label acres Device Device Number Fraction Factor Fraction inches Coef Factor Fraction inches Coef Factor MMDD MMDD Effic 1/week Drainage Area 1 4.6 Pre-existing 68 0.000 1 0 0.1 0.9 1 0 0.1 0.9 1 101 1231 0 0 Drainage Area 2 25.6 Pre-existing 73 0.000 1 0 0.1 0.9 1 0 0.1 0.9 1 101 1231 0 0 Drainage Area 3 9.6 Pre-existing 68 0.000 1 0 0.1 0.9 1 0 0.1 0.9 1 101 1231 0 0 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ExistingP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Existing Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Case Title Existing Conditions Case Data File 2024-04-08_Finnegan_ExistingP8 Model.p8c Path N:\0052583.00\070_Water Resources\SWMP\P8\ Case Notes: Storm Data File MSP_19700101-20001231.pcp Particle File nurp50.p8p Air Temp File File MSP_19700101-20001231.tem Time Steps Per Hour 4 Minimum Inter-Event Time (hrs)10 Maximum Continuity Error %2 Rainfall Breakpoint (inches)0.8 Precipitation Scale Factor 1 Air Temp Offset (deg-F)0 Loops Thru Storm File 5 Simulation Dates Start 1/1/1971 Keep 1/1/1971 Stop 12/31/2000 Max Snowfall Temperature (deg-f)32.0 SnowMelt Temperature (deg-f)32.0 Snowmelt Coef (in/degF-Day)0.06 Soil Freeze Temp (deg-F)32.0 Snowmelt Abstraction Factor 1.00 Evapo-Trans. Calibration Factor 1.00 Growing Season Start Month 5 Growing Season End Month 10 5-Day Antecedent Rainfall + Runoff (inches) CN Antecedent Moisture Condition AMC-II AMC-III Growing Season 1.40 2.10 NonGrowing Season 0.50 1.10 Watershed Data Watershed Name Drainage Area 1 Drainage Area 2 Drainage Area 3 Runoff to Device Pre-existing Pre-existing Pre-existing Infiltration to Device Watershed Area 4.6 25.6 9.6 SCS Curve Number (Pervious)68 73 68 Scale Factor for Pervious Runoff Load 1 1 1 Indirectly Connected Imperv Fraction 0 0 0 UnSwept Impervious Fraction 0 0 0 UnSwept Depression Storage (inches)0.1 0.1 0.1 UnSwept Imperv. Runoff Coefficient 0.9 0.9 0.9 UnSwept Scale Factor for Particle Loads 1 1 1 Swept Impervious Fraction 0 0 0 Swept Depression Storage (inches)0.1 0.1 0.1 Swept Imperv. Runoff Coefficient 0.9 0.9 0.9 Swept Scale Factor for Particle Loads 1 1 1 Sweeping Frequency 0 0 0 Sweeping Efficiency 0 0 0 Sweeping Start Date (MMDD)101 101 101 Sweeping Stop Date (MMDD)1231 1231 1231 Device Data Device Name Pre-existing Device Type PIPE Infiltration Outlet Normal Outlet Spillway Outlet Particle Removal Scale Factor Bottom Elevation (ft) Bottom Area (acres) Permanent Pool Area (acres) Permanent Pool Volume (ac-ft) Perm Pool Infilt Rate (in/hr) simple startup case one device (wet pond) Flood Pool Area (acres) Flood Pool Volume (ac-ft) Flood Pool Infilt Rate (in/hr) Infilt Basin Void Fraction (%) Detention Pond Outlet Parameters Outlet Type Outlet Orifice Diameter (in) Orifice Discharge Coef Outlet Weir Length (ft) Weir Discharge Coef Perforated Riser Height (ft) Number of Holes in Riser Holes Diameter Flood Pool Drain Time (hrs) Swale Parameters Length of Flow Path (ft) Slope of Flow Path % Bottom Width (ft) Side Slope (ft-v/ft-h) Maximum Depth of Flow (ft) Mannings n Constant Hydraulic Model Pipe, Splitter, Aquifer Parameter Hydraulic Res. Time (hrs)0 Particle Data Particle File nurp50.p8p Particle Class P0%P10%P30%P50%P80% Filtration Efficiency (%)60 25 100 100 100 Settling Velocity (ft/hr)0 0.03 0.3 1.5 15 First Order Decay Rate (1/day)0 0 0 0 0 2nd Order Decay (1/day-ppm)0 0 0 0 0 Impervious Runoff Conc (ppm)1 0 0 0 0 Pervious Runoff Conc (ppm)1 100 100 100 200 Pervious Conc Exponent 0 1 1 1 1 Accum. Rate (lbs-ac-day)0 1.75 1.75 1.75 3.5 Particle Removal Rate (1/day)0 0.25 0.25 0.25 0.25 Washoff Coefficient 0 20 20 20 20 Washoff Exponent 0 2 2 2 2 Sweeper Efficiency 0 0 0 5 15 Water Quality Component Data Component Name TSS TP TKN CU PB ZN HC Water Quality Criteria (ppm) Level 1 5 0.025 2 2 0.02 5 0.1 Level 2 10 0.05 1 0.0048 0.014 0.0362 0.5 Level 3 20 0.1 0.5 0.02 0.15 0.38 1 Content Scale Factor 1 1 1 1 1 1 1 Particle Composition (mg/kg) P0%0 99000 600000 13600 2000 64000 250000 P10%1000000 3850 15000 340 180 1600 22500 P30%1000000 3850 15000 340 180 1600 22500 P50%1000000 3850 15000 340 180 1600 22500 P80%1000000 0 0 340 180 0 22500 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ExistingP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Existing Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 File Directory N:\0052583.00\070_Water Resources\SWMP\P8\ Case Title Existing Conditions Case File 2024-04-08_Finnegan_ExistingP8 Model.p8c Particle File nurp50.p8p Temperature File MSP_19700101-20001231.tem Storm File MSP_19700101-20001231.pcp Precip Scale Factor 1 Watersheds 3 Devices 1 Particles 5 WQ Components 7 Start Date 01/01/71 Keep Date 01/01/71 Stop Date 12/31/00 Storm Count 2196 Total Hours 261888 Wet Hours 28761 Precip (in)870 Rain (in)757 Snowfall (in)114 Snowmelt (in)116 EvapoTran(in)655 Overall TSS Removal(%)0 Water Balance Error(%)0 TSS Mass Balance Error (%)0 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ProposedP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Proposed Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Mass Balances by Device Device: POND Type:INF_BASIN Flow Loads(lbs)Concentrations (ppm) Mass Balance Term acre-ft P0%P10%P30%P50%P80%TSS TP P0%P10%P30%P50%P80%TSS TP 01 watershed inflows 61.20 166.35 1307.17 1307.17 1307.17 2614.34 6535.84 31.57 1.00 7.86 7.86 7.86 15.72 39.29 0.19 03 infiltrate 60.26 163.61 587.07 128.43 30.21 6.40 752.12 19.07 1.00 3.58 0.78 0.18 0.04 4.59 0.12 04 exfiltrate 60.26 16.36 0.00 0.00 0.00 0.00 0.00 1.62 0.10 0.01 05 filtered 0.00 147.25 587.07 128.43 30.21 6.40 752.12 17.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 07 spillway outlet 0.94 2.55 63.18 48.01 20.41 4.52 136.12 0.76 1.00 24.73 18.80 7.99 1.77 53.29 0.30 08 sedimen + decay 0.00 0.00 637.93 1128.93 1256.16 2603.34 5626.37 11.64 0.00 0.00 0.00 0.00 0.00 0.00 09 total inflow 61.20 166.35 1307.17 1307.17 1307.17 2614.34 6535.84 31.57 1.00 7.86 7.86 7.86 15.72 39.29 0.19 10 surface outflow 0.94 2.55 63.18 48.01 20.41 4.52 136.12 0.76 1.00 24.73 18.80 7.99 1.77 53.29 0.30 11 groundw outflow 60.26 16.36 0.00 0.00 0.00 0.00 0.00 1.62 0.10 0.01 12 total outflow 61.20 18.92 63.18 48.01 20.41 4.52 136.12 2.38 0.11 0.38 0.29 0.12 0.03 0.82 0.01 13 total trapped 0.00 147.25 1225.00 1257.36 1286.38 2609.74 6378.48 29.09 14 storage increase 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 15 mass balance check 0.00 0.19 18.99 1.79 0.38 0.08 21.25 0.10 Load Reduction (%)0.00 88.52 93.71 96.19 98.41 99.82 97.59 92.15 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ProposedP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Proposed Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Devices Listed in Downstream Order Device:POND Type:INF_BASIN Runoff from watershed Drainage Area 2 P8-V3.X 2024-04-08_Finnegan_ProposedP8 Model.p8c Directly Connected UnSwept Areas--->Directly Connected Swept Areas--->Street Sweeping Parameters Total Pervious Indirect Pervious Depress Imperv Depress Imperv Start Stop Sweep Watershed Area Outflow Percol Curve Imperv Load Imperv Storage Runoff Load Imperv Storage Runoff Load Date Date Sweep Freq Label acres Device Device Number Fraction Factor Fraction inches Coef Factor Fraction inches Coef Factor MMDD MMDD Effic 1/week Drainage Area 1 4.6 total 41 0.000 1 0.002 0.1 0.9 1 0 0.02 1 1 101 1231 0 0 Drainage Area 2 33.2 POND 47 0.000 1 0.0078 0.1 0.9 1 0 0.02 1 1 101 1231 0 0 Drainage Area 3 2 total 61 0.000 1 0.645 0.1 0.9 1 0 0.02 1 1 101 1231 0 0 P8 Urban Catchment Model, Version 3.5 Run Date 04/19/24 Case 2024-04-08_Finnegan_ProposedP8 Model.p8c FirstDate 01/01/71 Precip(in)870.4 Title Proposed Conditions LastDate 12/31/00 Rain(in)756.51 PrecFile MSP_19700101-20001231.pcp Events 2196 Snow(in)113.84 PartFile nurp50.p8p TotalHrs 261888 TotalYrs 29.88 Case Title Proposed Conditions Case Data File 2024-04-08_Finnegan_ProposedP8 Model.p8c Path N:\0052583.00\070_Water Resources\SWMP\P8\ Case Notes: Storm Data File MSP_19700101-20001231.pcp Particle File nurp50.p8p Air Temp File File MSP_19700101-20001231.tem Time Steps Per Hour 4 Minimum Inter-Event Time (hrs)10 Maximum Continuity Error %2 Rainfall Breakpoint (inches)0.8 Precipitation Scale Factor 1 Air Temp Offset (deg-F)0 Loops Thru Storm File 5 Simulation Dates Start 1/1/1971 Keep 1/1/1971 Stop 12/31/2000 Max Snowfall Temperature (deg-f)32.0 SnowMelt Temperature (deg-f)32.0 Snowmelt Coef (in/degF-Day)0.06 Soil Freeze Temp (deg-F)32.0 Snowmelt Abstraction Factor 1.00 Evapo-Trans. Calibration Factor 1.00 Growing Season Start Month 5 Growing Season End Month 10 5-Day Antecedent Rainfall + Runoff (inches) CN Antecedent Moisture Condition AMC-II AMC-III Growing Season 1.40 2.10 NonGrowing Season 0.50 1.10 Watershed Data Watershed Name Drainage Area 2 Runoff to Device POND Infiltration to Device Watershed Area 33.2 SCS Curve Number (Pervious)47 Scale Factor for Pervious Runoff Load 1 Indirectly Connected Imperv Fraction 0 UnSwept Impervious Fraction 0.0078 UnSwept Depression Storage (inches)0.1 UnSwept Imperv. Runoff Coefficient 0.9 UnSwept Scale Factor for Particle Loads 1 Swept Impervious Fraction 0 Swept Depression Storage (inches)0.02 Swept Imperv. Runoff Coefficient 1 Swept Scale Factor for Particle Loads 1 Sweeping Frequency 0 Sweeping Efficiency 0 Sweeping Start Date (MMDD)101 Sweeping Stop Date (MMDD)1231 Device Data Device Name POND Device Type INF_BASIN Infiltration Outlet Normal Outlet Spillway Outlet Particle Removal Scale Factor 1 Bottom Elevation (ft)882 Bottom Area (acres)0.2 Permanent Pool Area (acres) Permanent Pool Volume (ac-ft) Perm Pool Infilt Rate (in/hr) simple startup case one device (wet pond) Flood Pool Area (acres)1.1 Flood Pool Volume (ac-ft)1.1 Flood Pool Infilt Rate (in/hr)0.8 Infilt Basin Void Fraction (%)100 Detention Pond Outlet Parameters Outlet Type Outlet Orifice Diameter (in) Orifice Discharge Coef Outlet Weir Length (ft) Weir Discharge Coef Perforated Riser Height (ft) Number of Holes in Riser Holes Diameter Flood Pool Drain Time (hrs) Swale Parameters Length of Flow Path (ft) Slope of Flow Path % Bottom Width (ft) Side Slope (ft-v/ft-h) Maximum Depth of Flow (ft) Mannings n Constant Hydraulic Model Pipe, Splitter, Aquifer Parameter Hydraulic Res. Time (hrs) Particle Data Particle File nurp50.p8p Particle Class P0%P10%P30%P50%P80% Filtration Efficiency (%)90 100 100 100 100 Settling Velocity (ft/hr)0 0.03 0.3 1.5 15 First Order Decay Rate (1/day)0 0 0 0 0 2nd Order Decay (1/day-ppm)0 0 0 0 0 Impervious Runoff Conc (ppm)1 0 0 0 0 Pervious Runoff Conc (ppm)1 100 100 100 200 Pervious Conc Exponent 0 1 1 1 1 Accum. Rate (lbs-ac-day)0 1.75 1.75 1.75 3.5 Particle Removal Rate (1/day)0 0.25 0.25 0.25 0.25 Washoff Coefficient 0 20 20 20 20 Washoff Exponent 0 2 2 2 2 Sweeper Efficiency 0 0 0 5 15 Water Quality Component Data Component Name TSS TP TKN CU PB ZN HC Water Quality Criteria (ppm) Level 1 5 0.025 2 2 0.02 5 0.1 Level 2 10 0.05 1 0.0048 0.014 0.0362 0.5 Level 3 20 0.1 0.5 0.02 0.15 0.38 1 Content Scale Factor 1 1 1 1 1 1 1 Particle Composition (mg/kg) P0%0 99000 600000 13600 2000 64000 250000 P10%1000000 3850 15000 340 180 1600 22500 P30%1000000 3850 15000 340 180 1600 22500 P50%1000000 3850 15000 340 180 1600 22500 P80%1000000 0 0 340 180 0 22500 Appendix E Swale Sizing Calculations Swale Erosion Control Parameter Value Notes 2-Year Ditch Flow (cfs)0.1 From HydroCAD or other Modeling 2-Year Ditch Flow Depth (ft)0.04 From HydroCAD or other Modeling Ditch Slope (ft/ft)0.0069 As Designed Unit Weight of Water (lb/ft^3)62.43 Known 2-Year Shear Stress (lb/ft^2)0.02 Calculation Safety Factor 1 Typically 1 Selected Lining EroNet P300 Select from References on Right Selected Lining Permissable Shear Stress (lb/ft^2)3 Fill in Based on Reference Acceptable (Yes/No)YES DESCRIPTION The permanent erosion control blanket shall be a machine-produced mat of 100% UV stable polypropylene fiber. The matting shall be of consistent thickness with the synthetic fibers evenly distributed over the entire area of the mat. The matting shall be covered on the top side with black heavyweight UV-stabilized polypropylene netting having ultraviolet additives to delay breakdown and an approximate 0.50 x 0.50 inch (1.27 x 1.27 cm) mesh. The bottom net shall also be UV- stabilized polypropylene with a 0.63 x 0.63 inch (1.57 x 1.57 cm) mesh size. The blanket shall be sewn together on 1.5 inch (3.81 cm) centers with non-degradable thread. All mats shall be manufactured with a colored thread stitched along both outer edges as an overlap guide for adjacent mats. The P300 shall meet Type 5A, 5B, specification requirements established by the Erosion Control Technology Council (ECTC) and Federal Highway Administration’s (FHWA) FP-03 Section 713.18 Material Content Matrix 100% UV stable Polypropylene Fiber 0.7 lbs/sq yd (0.38 kg/sm) Netting Top: UV-stabilized Polypropylene Bottom: UV-stabilized Polypropylene 5 lbs/1000 sq ft (24.4 g/sm) 3 lbs/1000 sq ft (14.7 g/sm) Thread Polypropylene, UV stable Standard Roll Sizes Width 6.5 ft (2.0 m)8 ft (2.44 m) Length 108 ft (32.92 m) 112 ft (35.14 m) Weight ± 10%61 lbs (27.66 kg) 76.25 lbs (34.59 kg) Area 80 sq yd (66.0 sm) 100 sq yd (83.61 sm) Slope Design Data: C Factors Slope Gradients (S) Slope Length (L)≤ 3:1 3:1 – 2.1 ≥ 2:1 ≤ 20 ft (6 m)0.001 0.029 0.082 20-50 ft 0.036 0.060 0.086 ≥ 50 ft (15.2 m)0.070 0.090 0.110 Index Property Test Method Typical Thickness ASTM D6525 0.47 in. (11.94 mm) Resiliency ASTM D6524 91.5% Density ASTM D792 0.916 g/cm3 Mass/Unit Area ASTM 6566 13.03 oz/sy (443 g/m2) UV Stability ASTM D4355/ 1000 hr 90% Porosity ECTC Guidelines 95.89% Stiffness ASTM D1388 0.94 in-lb (1085378 mg-cm) Light Penetration ASTM D6567 17.9% Tensile Strength - MD ASTM D6818 438 lbs/ft (6.49 kN/m) Elongation - MD ASTM D6818 28.1% Tensile Strength - TD ASTM D6818 291.9 lbs/ft (4.32 kN/m) Elongation - TD ASTM D6818 26.7% Biomass Improvement ASTM D7322 497% Design Permissible Shear Stress Short Duration Long Duration Phase 1: Unvegetated 3.0 psf (144 Pa)2.0 psf (96 Pa) Phase 2: Partially Veg.8.0 psf (383 Pa)8.0 psf (383 Pa) Phase 3: Fully Veg.8.0 psf (383 Pa)8.0 PSF (383 Pa) Unvegetated Velocity 9.0 fps (2.7 m/s) Vegetaged Velocity 16 fps (4.9 m/s) Roughness Coefficients – Unveg. Flow Depth Manning’s n ≤ 0.50 ft (0.15 m)0.034 0.50 – 2.0 ft 0.034-0.020 ≥ 2.0 ft (0.60 m)0.020 Specification Sheet – EroNet™ P300 ® Permanent Erosion Control Blanket EC_RMX_MPDS_P300_5.13 ©2017, North American Green is a registered trademark. Certain products and/or applications described or illustrated herein are protected under one or more U.S. patents. Other U.S. patents are pending, and certain foreign patents and patent applications may also exist. Trademark rights also apply as indicated herein. Final determination of the suitability of any information or material for the use contemplated, and its manner of use, is the sole responsibility of the user. Printed in the U.S.A. North American Green 5401 St. Wendel-Cynthiana Road Poseyville, Indiana 47633 nagreen.com 800-772-2040 Appendix F FEMA FIRM Panel Approximate Project Boundary Appendix G Stormwater Summary Solar Site Development Memo H:\COTT\_General\2024\Solar Site 100th & Lehigh\Correspondence\103963 Stormwater Summary Solar Development 2024-02- 14.docx MEMORANDUM Date: 02/14/2024 To: Joe Fox, PE From: Brent Johnson, PE Subject: Stormwater Summary Solar Site Development City of Cottage Grove, MN Project No.: N15.103963 Development is being planned on the 80-acre and 75.5-acre parcels near 100th and Lehigh Road South (Section 25, T27N, R21W PID: 2502721220001, and 2502721240001). The following notes regarding the Cottage Grove stormwater rules and standards are excerpts from the City’s Surface Water Management Plan and the South Washington Watershed District rules. The future conditions land use map indicates agricultural land uses. Runoff from Solar Projects: The MPCA Stormwater Manual includes reference material and a calculator for computing runoff from solar projects. Please use the MPCA method for computing runoff (as applicable) for the proposed project. Fact sheet on stormwater guidance for solar farm projects - Minnesota Stormwater Manual (state.mn.us) Stormwater management for solar projects and determining compliance with the NPDES construction stormwater permit - Minnesota Stormwater Manual (state.mn.us) Volume Control: The city requires a uniform volume control treatment equal to 1” of runoff from the sum of new and fully reconstructed impervious areas. The city does not allow infiltration within potential problem areas outlined by the MN Department of Health, or the MPCA Stormwater Manual. The project site lies outside of the 10-year Composite Groundwater Capture Zone, so infiltration is allowed by the city unless prohibited by other criteria of the MPCA Stormwater Manual or the Health Department (depth to bedrock, depth to groundwater, or other criteria). Where infiltration to fully meet the volume control measure is not desirable or is impossible, an Alternative Sequencing procedure will be applied to achieve compliance. The applicant will use to the maximum extent practical filtration and biofiltration practices, using a clay liner and an underdrain sized to meet the volume control requirement for the site, or use wet sediment basins sized per the standards within the MPCA General Construction Stormwater Permit. Rate Control: Peak flow rates after development shall not exceed pre-development peak flow rates for the critical 2-year, 10-year, and 100-year recurrence interval precipitation events. Use 24-hour NOAA Joe Fox, PE Stormwater Summary Solar Site Page: 2 Atlas 14 Precipitation events and MSE3 distribution for rate control analyses and pond storage design More restrictive rate control criteria may be required to protect the integrity of downstream conveyance channels and ponds. The project site is located within the Seeger Creek (SC) drainage within Subwatershed SC-A2. The proposed condition outflow rate for SC-A2 lands needs to be at or below the unit peak outflow rate of 0.19 cfs/acre, or existing rate, whichever is lower. Description Peak Flow from Parcel (cfs) Unit Flow Rate (cfs/acre) Solar Site on parcel 2502721220001 and Part of Access Road within Subwatershed SC-A2 80.6 acres @ 0.19 cfs/acre = 15.7 cfs 0.19 cfs/acre Part of Access Road within Subwatershed SC-A7 0.34 acres to match existing rates Not applicable Curve Numbers: The South Washington Watershed District Standards Manual specifies: Project proposers shall use runoff curve numbers (CN) based on land cover and HSG as published in the Minnesota Stormwater Manual: Stormwater runoff coefficients/curve numbers for different land uses – Minnesota Stormwater Manual (state.mn.us) The site soils are hydrologic soils group A, B, C and D so we expect that proposed conditions pervious areas will be simulated with curve numbers of 39, 61, 74 and 80, respectively. Water Quality: The city requires that new development projects include BMPs that at a minimum achieve post-development reductions in TP and TSS by 50% and 80%, respectively. Since the project site drains to the Mississippi River, Watershed rules call for TP loading rate of 0.22 lbs./acre/year or existing loading rates, whichever is less. Submit a water quality analysis using a method such as the P8 or MIDS models. For water quality analyses using the MIDS or P8 models, the South Washington Watershed District (SWWD) Standards Manual (November 2023) includes required adjustments to the MIDS and P8 models: Model Parameter Required MIDS Retention Requirement 1.0 inch MIDS Total Phosphorus EMC, Change from Default 0.3 mg/l 0.31 mg/l P8 Precipitation and Temperature Files Download modified .pcp and .tmp files from District website P8 Start Date 1-1-1971 P8 Keep Date 1-1-1971 P8 Stop Date 12-31-2000 P8 Number of passes through the storm file 5 P8 Impervious Depression Storage 0.1 P8 Impervious Runoff Coefficient 0.9 P8 Max infiltration rate 0.8 inch/hour P8 Phosphorus Event Mean Concentration Nurp50 particle file P8 Total Suspended Solids Event Mean Concentration Nurp50 particle file Joe Fox, PE Stormwater Summary Solar Site Page: 3 The Standards Manual is available at the link below: SWWD_Standards-Guidance-Manual_Final_11062023.pdf (swwdmn.org) If on-site BMPs, such as infiltration, are not sufficient to meet the water quality total phosphorus loading rates, the purchase of off-site mitigation credits is an option. Freeboard standards: For stormwater facilities with emergency overflows, the low adjacent grade elevation for all new structures must be a minimum of 3 feet above both the peak surface water elevation for the 100-year precipitation event and 2 feet above the emergency overflow elevation of any immediately adjacent new stormwater basin. For backyard and side-yard conveyance and temporary ponding areas, there must be at least 1 foot between the overland overflow elevation and the low adjacent grade elevation of the adjacent structure. Pretreatment: The city requires adequate pretreatment of stormwater runoff from development and redevelopment activities prior to discharge into all waterbodies. The city will encourage that private infiltration basins be constructed to be “off-line” so that the basins fill along with their pretreatment basins, and higher flood flows are not routed through the infiltration basins, in order to have better long-term operation and less maintenance. If wet sediment ponds are used for pretreatment, they should include equalizer pipes to connect with the infiltration basin. Soil Borings: Soil borings are required in the vicinity of proposed volume control BMPs. Borings are needed to identify soil conditions and the presence of groundwater or bedrock. Soil borings should extend a minimum of 5 feet below the lowest constructed elevation of proposed BMPs. Testing: The city will require post-construction testing to verify the infiltration/filtration rate and drawdown period of any infiltration/filtration basins. Please add the following to the infiltration basin plan notes: “Post construction testing of the infiltration rate and drawdown period will be required.” Post construction testing should yield results of approximately twice the design rate, providing a safety factor consistent with Section 16.11 of the NPDES Construction Stormwater Permit. If test results exceed 8.3 inches per hour, Section 16.16 requires that soils be amended to slow the infiltration rate below 8.3 inches per hour. Wetlands: The South Washington Watershed District will act as the Local Government Unit (LGU) for administration of the Wetland Conservation Act (WCA). Please provide copies of wetland delineation and permitting correspondence to the city. The South Washington Watershed District rules call for wetland buffers and other requirements based on wetland management classification and size. Public Waters: A branch of Seeger Creek flows through the parcel. The MN DNR includes this stream on the Public Waters Inventory. This stream is also subject to Minnesota's Buffer Law which requires perennial vegetative buffers of up to 50 feet along lakes, rivers, and streams. The vegetated buffer extends 50 feet out from the stream bank on each side of the channel. Floodplain Standards/Easements Floodplains adjacent to existing and future waters and waterways shall be preserved by dedication and/or perpetual easement to the community in which they are located. These easements shall cover Joe Fox, PE Stormwater Summary Solar Site Page: 4 those portions of the property which are adjacent to the water or waterway and which lie below one (1) foot above the 100-year flood elevation. The local governing unit shall be responsible for all necessary stormwater facility maintenance within the drainage easement. Control Erosion at Construction Sites: The city requires that applications for new or redevelopment activity include in their applications for City review, a SWPPP as required under the NPDES construction permit in effect at the time of review. Construction sites will be inspected to ensure compliance with the existing erosion and sediment control ordinance, Watershed District requirements, and with the construction site permit under NPDES Phase II MS4 rules. The city completes quality assurance inspections on all NPDES permits in the city (where the city is not the owner) twice each month. Erosion and sediment control best management practices as outlined in the Minnesota Stormwater Manual will be required and must be shown on required submittals to the City for approval. Any street sweeping conducted by the City to remove erosional debris from streets will be charged to the owner of the property. Models: Please note that digital copies of the final version stormwater models and shapefiles or CAD drawings of existing and proposed drainage areas are to be submitted to the city once the review and revision process is complete. NPDES Construction Stormwater Permit Due to the size of the development area and the potential areas of disturbance and new impervious surfaces, an NPDES Construction Stormwater Permit and associated NPDES permanent stormwater treatment are required. Appendix H MPCA Impervious Treatment Requirements Drainage Area ID Area (ac)Soil Type Panel Area (ac)Inverters & Roads (ac)Impervious Area (sf)Pervious Area (sf)I/P Ratio 1 4.6 A 1.01 0.01 43996 155945 0.28 2 33.2 A 8.04 0.26 350222 1084644 0.32 3 2.0 A 0.00 1.29 0 30928 0.00 Drainage Area 1 Drainage Area ID WQv - Panels (ft^3) I/P Ratio Runoff Depth 1 939.13 0.2 4.6 2 7301.62 0.5 4.9 3 0.0 I/P Ratio from MPCA Calc 0.28 4.7 Drainage Area 2 I/P Ratio Runoff Depth 0.2 4.6 0.5 4.9 I/P Ratio from MPCA Calc 0.32 4.7 Drainage Area 3 I/P Ratio Runoff Depth 0.5 4.9 1.0 5.5 I/P Ratio from MPCA Calc 0.00 4.3 I/P Interpolator I/P Interpolator MPCA CALCULATOR INPUTS I/P Interpolator Input for MPCA Spreadsheet Output from MPCA Spreadsheet MPCA CALCULATOR OUTPUTS Drainage Area ID Total Impervious Area - non-panel (ac) WQv from impervious (ac-ft) WQv from panels (ac-ft) Total Required WQv (ac-ft) 1 0.01 0.00 0.022 0.022 2 0.26 0.02 0.168 0.189 3 1.29 0.11 0.000 0.108 Discharge Location Drainage Areas Basin ID(s) Required WQv (ac-ft) 1 1, 2, & 3 2P 0.319 WATER QUALITY VOLUME CALCS User Input Final Required Volume REQUIRED VOLUME PER BASIN This spreadsheet makes calculations for an individual solar panel. Enter values in blue cells Soil A select from dropdown; determine soil on site I/P ratio 0.282 calculated Term Value Units Pervious area 155945.00 square feet user entered; determine on site Impervious area (area of solar panel)43996.00 square feet user entered; determine on site Runoff depth from pervious areas 4.40 inches default = 4.4 for A soil, 5.7 for B, 6.1 for C, 7.2 for D Redirected runoff depth from solar panel (called average annual runoff depth)4.70 inches determine from plot called Average annual runoff depth Runoff depth from solar panel 22.50 inches default = 22.5 inches Performance goal 1.00 inches SUMMARY Pre-disconnection Runoff from impervious 82493 ft3 calculated Runoff from pervious 57180 ft3 calculated Total runoff 139672 ft3 calculated Post-disconnection Total runoff 78310 ft3 calculated Total runoff reduced 61362 ft3 calculated Runoff from pervious 57180 ft3 calculated Runoff from impervious 21130 ft3 calculated Adjusted impervious 11269.542 square feet calculated Performance Goal Summary Performance goal 3666.33 ft3 calculated BMP volume credit (BMPvolume credit)2727.20 ft3 calculated % of performance goal achieved 74.4 %calculated Remaining water quality volume to be treated (per panel)939.13 ft3 calculated Pervious area = (Y + Z) * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Impervious area = Z * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Y Z This spreadsheet makes calculations for an individual solar panel. Enter values in blue cells Soil A select from dropdown; determine soil on site I/P ratio 0.323 calculated Term Value Units Pervious area 1084644.00 square feet user entered; determine on site Impervious area (area of solar panel)350222.00 square feet user entered; determine on site Runoff depth from pervious areas 4.40 inches default = 4.4 for A soil, 5.7 for B, 6.1 for C, 7.2 for D Redirected runoff depth from solar panel (called average annual runoff depth)4.70 inches determine from plot called Average annual runoff depth Runoff depth from solar panel 22.50 inches default = 22.5 inches Performance goal 1.00 inches SUMMARY Pre-disconnection Runoff from impervious 656666 ft3 calculated Runoff from pervious 397703 ft3 calculated Total runoff 1054369 ft3 calculated Post-disconnection Total runoff 561989 ft3 calculated Total runoff reduced 492380 ft3 calculated Runoff from pervious 397703 ft3 calculated Runoff from impervious 164286 ft3 calculated Adjusted impervious 87619.404 square feet calculated Performance Goal Summary Performance goal 29185.17 ft3 calculated BMP volume credit (BMPvolume credit)21883.55 ft3 calculated % of performance goal achieved 75.0 %calculated Remaining water quality volume to be treated (per panel)7301.62 ft3 calculated Pervious area = (Y + Z) * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Impervious area = Z * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Y Z This spreadsheet makes calculations for an individual solar panel. Enter values in blue cells Soil A select from dropdown; determine soil on site I/P ratio 0.000 calculated Term Value Units Pervious area 30928.00 square feet user entered; determine on site Impervious area (area of solar panel)0.00 square feet user entered; determine on site Runoff depth from pervious areas 4.40 inches default = 4.4 for A soil, 5.7 for B, 6.1 for C, 7.2 for D Redirected runoff depth from solar panel (called average annual runoff depth)4.40 inches determine from plot called Average annual runoff depth Runoff depth from solar panel 22.50 inches default = 22.5 inches Performance goal 1.00 inches SUMMARY Pre-disconnection Runoff from impervious 0 ft3 calculated Runoff from pervious 11340 ft3 calculated Total runoff 11340 ft3 calculated Post-disconnection Total runoff 11340 ft3 calculated Total runoff reduced 0 ft3 calculated Runoff from pervious 11340 ft3 calculated Runoff from impervious 0 ft3 calculated Adjusted impervious 0.000 square feet calculated Performance Goal Summary Performance goal 0.00 ft3 calculated BMP volume credit (BMPvolume credit)0.00 ft3 calculated % of performance goal achieved #DIV/0!%calculated Remaining water quality volume to be treated (per panel)0.00 ft3 calculated Pervious area = (Y + Z) * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Impervious area = Z * W; where W is the width of the solar panel and Z is the average horizontal distance of the panel Y Z EESolar32 LLC Decommissioning Plan Enterprise Energy,LLC 2925 Dean Parkway,Executive Ste 300 Minneapolis,MN 55416 (612)470-7152 DECOMMISSIONING PLAN The Solar Garden consists of many recyclable materials,including glass,semiconductor material,steel,aluminum,copper,and plastics.When the Solar Garden reaches the end of its operational life,the component parts will be dismantled and recycled as described below.We have a lease contract with the property owner,which requires us to decommission and restore the site at our expense.The decommissioning plan would commence at the end of the lease term or in the event of twelve (12)months of non-operation.At the time of decommissioning, the Solar Garden components will be dismantled and removed using minimal impact construction equipment,and materials will be safely recycled or disposed of.EESolar32 LLC will be responsible for all the decommissioning costs. REMOVAL PROCESS The decommissioning of the Solar Garden proceeds in the following reverse order of the installation: 1.The solar system will be disconnected from the utility power grid 2.PV modules will be disconnected and removed 3.Electrical cables will be removed and recycled off-site 4.PV module racking will be removed and recycled off-site 5.PV module support posts will be removed and recycled off-site 6.Electrical devices,including transformers and inverters,will be removed and recycled off-site 7.Concrete pads will be removed and recycled off-site 8.Fencing will be removed and recycled off-site 9.Reclaim soils in the access driveway and equipment pad areas by removing imported aggregate material and concrete foundations;replace with soils as needed The Solar Garden site may be converted to other uses in accordance with applicable land use regulations at the time of decommissioning.There are no permanent changes to the site,and it will be returned in terrific condition.This is one of the many great things about community solar gardens.If desired,the site.can return to productive farmland after the system is removed. EESolar32 LLC Decommissioning Plan DECOMMISSIONING CONSIDERATIONS We ask that City of Cottage Grove take note of 3 important considerations:1)a community solar garden is not a public nuisance,2)the resale and recycle value are expected to greatly offset the cost of decommissioning,and 3)City of Cottage Grove and taxpayers are not at risk. 1)Our modules do not contain hazardous materials and the Solar Garden is not connected to government utilities (water,sewer,etc.).The Solar Garden will be fenced in for security and will be sheltered from residences with new vegetative screening.Additionally,almost all the land is permanent vegetation which improves erosion control,soil quality,and water quality.For these reasons,the Solar Garden,whether operational or non-operational,is not a public nuisance threat that would require government involvement in decommissioning or removal of the Solar Garden.Compare this to an abandoned home,barn,etc.that may regularly include hazardous materials and/or become a public nuisance. 2)Upon the end of the Solar Garden's life,the component parts may be resold and recycled. The aggregate value of the equipment is expected to greatly offset the cost of decommissioning and removal.Solar modules,for example,have power output warranties guaranteeing a minimum power output in Year 25 of at least 80%of Year 1.Since the value of solar panels is measured by their production of watts and the value of electricity,it is easy to calculate expected resale value.Even using extremely conservative assumptions,the value of the solar modules greatly offsets the cost of decommissioning.This does not factor in the recycle value of other raw materials like steel,copper,etc. 3)In the extremely unlikely,"worst-case"scenario where (1)the Solar Garden owner fails to decommission and neither our lender nor any power generation entities want the assets,and then (2)the landowner fails to decommission the Solar Garden (which the landowner would have the right to do under the Property lease),and then (3)the decommissioning financial surety was insufficient to decommission the Solar Garden,City of Cottage Grove would have its standard police powers to enforce decommissioning.If that process ultimately resulted in City of Cottage Grove gaining ownership of the property,City of Cottage Grove could sell the parcel which would absolutely exceed the decommissioning cost. DECOMMISSIONING FINANCIAL SURETIES Despite the considerations of 1)the Solar Garden is not a public nuisance,2)the resale and recycle value is expected to greatly offset the cost of decommissioning,and 3)City of Cottage Grove and taxpayers are not at risk,we are cognizant that City of Cottage Grove will require the posting of a bond,letter of credit,or the establishment of an escrow account as a condition of issuing EESolar32 LLC a Conditional Use Permit.Of course,City of Cottage Grove would be the beneficiary of any required security. We are offering a $225,000 bond for a decommissioning financial surety,which is 125%of the cost estimate required as shown in the cost breakdown table. EESolar32 LLC Decommissioning Plan This financial surety provides an extra layer of security that the Solar Garden site will be returned to the appropriate condition at the end of the Solar Garden's useful life or earlier, should the Solar Garden cease operations for a twelve-month period.City of Cottage Grove will be the designated beneficiary of the fund and the landowner will be provided a copy of the document,thereby establishing the obligation before construction commences. INSURANCE INFORMATION EESolar32 LLC will be required to meet insurance requirements under long-term contracts with several parties,including the site landowner,Xcel Energy and its Solar Garden lenders and investors.EESolar32 LLC will be listed on a policy that includes: ➢Liability coverage that will include $1,000,000 in coverage against damage to rented property Excess liability coverage of an additional $1,000,000 per occurrence ➢Property coverage in an amount necessary to cover the value of the Solar Garden and up to one year of lost revenue in the event the project is destroyed and needs to be rebuilt. 1.0 DECOMMISSIONING PLAN 1.1 General EESolar32 LLC is a proposed 8.0-megawatt direct current (MW-dc)or 5.0-megawatt alternating current (MW-ac)solar electric generating facility using ground-mounted photovoltaic panels located in City of Cottage Grove,Minnesota.The facility will be located in a fenced area of approximately 36.2 acres.The vast majority of the site is currently in agricultural use,most of it farmed in row crops.Following decommissioning of the facility,the land will be restored to its pre-construction condition to the extent practicable. The decommissioning plan (plan)presents the following provisions that are intended to ensure that facilities are properly removed after their useful life.The plan includes provisions for the complete removal of all structures,foundations,underground cables,transformers,inverters, foundations,and the restoration of soil and vegetation.The Contractors will comply with the requirements of all permits during the decommissioning process.Disposal of structures and foundations will comply with any applicable County Solid Waste regulations. 1.2 Decommissioning and Reclamation Solar projects typically have a life span of approximately 30-40 years,though some replacing or updating of equipment may occur during that time frame.The Owner will be responsible for the removal of all aboveground and underground equipment to full depth within the Project area at the end of the solar project life span.The Owner will restore and reclaim the site to pre-construction topography and topsoil to the extent practical. EESolar32 LLC Decommissioning Plan Decommissioning includes removing the solar panels,solar panel racking,steel foundation posts and beams,inverters,transformers,overhead and underground cables and lines, equipment pads and foundations,equipment cabinets,and ancillary equipment.The civil facilities,access road,security fence,and any drainage structures are also included in the scope.Standard decommissioning practices would be utilized,including dismantling and repurposing,salvaging/recycling,or disposing of the solar energy improvements. After all the equipment is removed,any holes or voids created by poles,concrete pads,and other equipment will be filled in with native soil to the surrounding grade and the site will be restored to pre-construction conditions,to the extent practicable.All access roads and other areas compacted by the equipment will be de-compacted to a depth necessary to ensure drainage of the soil and root penetration prior to fine grading and tilling to a farmable condition. 1.3 List of Decommissioning Activities 1.3.1 Timeline Decommissioning is estimated to take approximately 25-30 weeks to complete.The decommissioning crew(s)will ensure that all equipment and materials are recycled or disposed of properly. 1.3.2 Removal and Disposal of Site Components The removal and disposal details of the site components are found below. Modules:Modules will be inspected for physical damage,tested for functionality,and disconnected and removed from racking.Functioning modules will be packed,palletized,and shipped to an offsite facility for reuse or resale.Non-functioning modules will be shipped to the manufacturer or a third party for recycling or disposal. Racking:Racking and racking components will be disassembled and removed from the steel foundation posts,processed to an appropriate size,and sent to a metal recycling facility. Steel Foundation Posts:All structural foundation steel posts will be pulled out to full depth, removed,processed to an appropriate size,and shipped to a recycling facility.The posts can be removed using backhoes or similar equipment.During decommissioning,the area around the foundation posts may be compacted by equipment and,if compacted,the area will be de-compacted in a manner to adequately restore the topsoil and sub-grade material to a density consistent for vegetation. Overhead and Underground Cables and Lines:All underground cables and conduits will be removed to full depth in a way that will not impede the reintroduction of farming.Topsoil will be segregated and stockpiled for later use prior to any excavation and the subsurface soils will be staged next to the excavation.The subgrade will be compacted per standards.Topsoil will be EESolar32 LLC Decommissioning Plan redistributed across the disturbed area.Overhead lines will be removed from the project and taken to a recycling facility. Inverters,Transformers,and Ancillary Equipment:All electrical equipment will be disconnected and disassembled.All parts will be removed from the site and reconditioned and reused,sold as scrap,recycled,or disposed of appropriately,at the Owner's sole discretion,consistent with applicable regulations and industry standards. Equipment Foundation and Ancillary Foundations:The ancillary foundation for Slayton Solar are pile foundations for the equipment pads.As with the solar array steel foundation posts,the foundation Piles are typically removed full depth using a vibratory hammer mounted on a backhoe or similar type of equipment.During the excavation,the topsoil will be segregated from the subsoil,so that the soil can be replaced in the excavation and compacted to restore the pre-construction soil profile.Duct banks will be excavated to full depth.All unexcavated areas compacted by equipment used in decommissioning will be de-compacted in a manner to adequately restore the topsoil and sub-grade material to a density similar to the surrounding soils.All materials will be removed from the site and reconditioned and reused,sold as scrap, recycled,or disposed of appropriately,at the Owner's sole discretion,consistent with applicable regulations and industry standards. Fence:All fence parts and foundations will be removed from the site and reconditioned and reused,sold as scrap,recycled,or disposed of appropriately,at the Owner's sole discretion, consistent with applicable regulations and industry standards.The surrounding areas will be restored to pre-solar farm conditions to the extent feasible. Access Roads:Facility access roads will be used for decommissioning purposes,after which removal of roads will be discussed with the Landowner,using the following process: 1)After final clean-up,access roads may be left intact through mutual agreement of the landowner and the Owner. 2)If a road is to be removed,aggregate will be removed and shipped from the site to be reused,sold,or disposed of appropriately,at the Owner's sole discretion,consistent with applicable regulations and industry standards.Clean aggregate can often be used as "daily cover"at landfills for no disposal cost.All internal service roads are constructed with geotextile fabric and eight inches of aggregate over compacted subgrade.Any ditch crossing connecting access roads to public roads will be removed unless the landowner requests it remains.The subgrade will be de-compacted using a chisel plow or other appropriate subsoiling equipment. All rocks larger than four inches will be removed.The access roads and adjacent areas that are compacted by the equipment will be de-compacted. EESolar32 LLC Decommissioning Plan 1.3.3 Restoration/Reclamation of Site The Owner will restore and reclaim the site to the pre-solar farm condition to the extent practical consistent with the site lease agreement.The Owner assumes that most of the site will be returned to farmland and/or pasture after decommissioning and will implement appropriate measures to facilitate such uses.If no specific use is identified,the Owner will vegetate the site with a seed mix approved by the local soil and water conservation district or similar agency.The goal of restoration will be to restore natural hydrology and plant communities to the extent practicable while minimizing new disturbance and removal of native vegetation.The decommissioning effort will implement best management practices (BMPs)to minimize erosion and to contain sediment on the Project to the extent practicable with the intent of meeting this goal include: 1.Minimize new disturbance and removal of native vegetation to the greatest extent practicable. 2.Remove solar equipment and all access roads up to full depth,backfill with subgrade material and cover with suitable topsoil to allow adequate root penetration for plants,and so that subsurface structures do not substantially disrupt groundwater movements. 3.Any topsoil that is removed from the surface for decommissioning will be stockpiled to be reused when restoring plant communities.Once decommissioning activity is complete,topsoil will be re-spread to assist in establishing and maintaining plant communities. 4.Stabilize soils and return them to agricultural use according to the lease agreements. 5.Prior to and after decommissioning activities,install erosion and sediment control measures, such as silt fences,bio-rolls,and ditch checks in all disturbance areas where the potential for erosion and sediment transport exists,consistent with stormwater management objectives and requirements. Decommissioning and restoration activities at each site will be completed within 5-6 weeks after the solar energy farm is considered a discontinued use. 1.4 Post-Restoration Monitoring Decommissioning of the site will comply with permits for the National Pollutant Discharge Elimination System/State Disposal System (NPDES/SDS)Construction Storm Water (CSW) Permit,Spill Containment,and Countermeasure (SPCC)Plan,and Storm Water Pollution Prevention Plan (SWPPP),if grading activities are necessary and exceed applicable permit thresholds.Decommissioning may include post-restoration monitoring as required by the NPDES/SDS CSW Permit and SWPPP and other applicable requirements. Decommissioning Costs Table Project Name: EESolar 32, LLC Date: January, 2024 Project Size 8.0 MW-DC | 5.0 MW-AC Quantity Unit Unit Price Line Item Price Mobilization/Demobilization 1 Lump Sum $48,639 $48,639 Mobilization was estimated to be approximately 7% of total cost of other items. This number was developed from speaking with contractors. Permitting State Permits 1 Lump Sum $10,000 $10,000 Subtotal Permitting $10,000 Decommissioning will require a SWPPP and SPCC plan, cost is an estimate of the permit preparation cost. Civil Infrastructure Removal Gravel Surfacing from Road 1863 Cubic Yards $2.59 $4,825.17 Haul Gravel Removed from Road 1863 Cubic Yards $5.44 $10,134.72 Disposal of Gravel Removal from Road 2781 Tons $0.00 $0.00 Removal Geotextile Fabric from Road Area 8,382 Square Yards $1.40 $11,734.80 Haul Geotech Fabric Removed from Beneath Access Roads 2.31 Tons $3.99 $9.22 Disposal of Geotech Fabric Removed from Beneath Access Roads 2.31 Tons $81.00 $187.23 Removal Culvert from Beneath Road 1 Each $1,200.00 $1,200.00 Haul Culvert Removed from Road 1 Each $3.99 $3.99 Disposal of Culverts 1 Each $24.30 $24.30 Grade Road Corridor (Re-spread Topsoil)4,715 Linear Feet $1.59 $7,496.85 Erosion and Sediment Control for Road Restoration 4614 Linear Feet $3.29 $15,180.06 Till to Farmable Condition 0.106 Acres $402.87 $42.70 Removal of Security Fence 5,730 Linear Feet $12.43 $71,223.90 Subtotal Civil Infrastructure $122,062.95 Structural Infrastructure Removal Steel Foundation Posts (Arrays, Equipment, Met Towers)2110 Each $13.38 $28,231.80 Haul Tracker Steel Post 155 Tons $10.24 $1,587.20 Removal Drive Motor Posts 138 Each $13.38 $1,839.75 Haul Drive Motor Posts 10 Ton $10.24 $102.40 Removal Tracker Racking 107 Each $160.00 $17,120.00 Haul Tracker Racking 124 Ton $10.24 $1,270.35 Subtotal Structural Infrastructure $50,151.50 Steel removal costs were calculated by using information from array manufacturers for installation rates and using the same rates to calculate total days to remove equipment. Hauling calculations are based on the locations of metals recyclers. Electrical Collection/Transmission System Removal of PV Modules 13,584 Each $5.27 $71,587.68 Haul PV Modules for Disposal 351 Tons $3.99 $1,401.01 Disposal of PV Modules 351 Tons $81.00 $28,441.50 Removal of Inverters 50 Each $48.00 $2,400.00 Removal of PCU Station (lnverters/Panelboard/Transformer)1 Each $4,000.00 $4,000.00 Haul PCU Equipment to Recycler 1 Each $230.50 $230.50 Remove Equipment Pad and Foundations 1 Each $784.49 $784.49 Haul Concrete Foundations 10 Tons $3.99 $39.90 Disposal of Concrete from Transformer Foundation 10 Tons $81.00 $810.00 Remove, Haul, and Dispose of Timber Transmission Poles 15 Each $1,000.00 $15,000.00 Remove and Haul MV Power Cables 5625 Linear Feet $18.14 $102,037.50 Removal of DC Collector System Cables (copper)5 Per MW $1,950.00 $9,750.00 Removal of Underground (AC) Cables 1300 Linear Foot $2.70 $3,510.00 Load and Haul Cables for Recycling 12.5 Ton $8.25 $103.13 Subtotal Electrical Collection/Transmission System $240,095.70 Electrical removal costs of PV Modules and Combiner Boxes were based on industry standards for installation rates of a two man work crew. PCU Station, MV Equipment and Scada Equipment removal cost are based on removal of equipment, concrete pads, and conduits using a truck mounted crane and contractor provided information on installation rates. Cable removal assumed using trenching, standard industry production rates. Site Restoration Stabilized Construction Entrance 1 Each $2,000.00 $2,000.00 Perimeter Controls 5,730 Linear Feet $3.29 $18,851.70 Till to farmable condition at array areas and basin 36 Acres $150.48 $5,417.28 Clearing and grubbing for Trees 1.76 Acres $7,259.43 $12,776.60 Remove Sedimentation Basin 3 Each $6,997.80 $20,993.40 Subtotal Site Restoration $60,038.98 Site restoration costs are based on past solar project experience. Project Management Project Manager - half time 25 Weeks $1,900.00 $47,500.00 Superintendent 25 Weeks $3,525.00 $88,125.00 Field Engineer 25 Weeks $2,325.00 $58,125.00 Clerk 25 Weeks $750.00 $18,750.00 Subtotal Project Management $212,500.00 Standard industry weekly rates from RS Means. 2 week schedule used Subtotal Demolition/Removals $743,488.57 Contingency (10%)$74,348.86 Total Demolition/Removals $817,837.43 Salvage Fencing 70 Tons $348.75 $24,412.50 Steel Posts 155 Tons $348.75 $54,056.25 Module Racking 124 Tons $348.75 $43,265.22 PV Modules 13,584 Each $32.76 $445,011.84 Inverters and Transformers 1 Each $44,520.90 $44,520.90 Scada Equipment 1 Each $5,000.00 $5,000.00 DC Collection Lines 30,110 Pounds $0.75 $22,582.50 AC Collection Lines 1950 Pounds $0.38 $741.00 Salvage values are a combination of the following factors; current market metal salvage prices, current secondary market for solar panel module recycling, discussions with national companies that specialize in recycling and reselling electrical transformers and inverters, and the assumption that care is taken to prevent any damage or breakage of equipment. Subtotal Salvage $639,590.21 Net Demolition Minus Salvage $178,247.22 Notes: 1. Prices used in analysis are estimated based on research of current average costs and salvage values. 2. Prices provided are estimates and may fluctuate over the life of the project. 3. Contractor means and methods may vary and price will be affected by these. EESolar32 LLC Decommissioning Plan Decommissioning Assumptions To develop a cost estimate for the decommissioning of the Project,the following assumptions and pricing references were utilized.Costs were estimated based on current pricing, technology,and regulatory requirements.The assumptions are listed in order from top to bottom of the estimate spreadsheet. 1.The projected life of the Project is 25-35 years. 2.Decommissioning will utilize a full-time Project Manager or support staff. 3.Common labor will be used for most of the tasks except for heavy equipment operation. 4.Mobilization was estimated at approximately 7%of the total cost of other items. 5.Permit applications required include the preparation of a Storm Water Pollution Protection Plan (SWPPP)and a Spill Prevention Control and Countermeasure (SPCC)Plan. 6.Road gravel removal was estimated on a time and material basis using a 16-foot width and an 8-inch thickness for the access roads.Because the material will not remain on-site,a hauling cost is added to the removal cost.Road aggregate can often be disposed of by giving to landowners for use on driveways and parking areas.Many landfills will accept clean aggregate for use as "daily cover"and do not charge for the disposal. 7.Grade Road Corridor reflects the cost of mobilizing and operating light equipment to spread and smooth the topsoil stockpiled on-site to replace the aggregate removed from the road. 8.Erosion and sediment control along roads reflect the cost of silt fence on the downhill side of the roads and surrounding all on-site wetlands. 9.In most cases,topsoil is required to be stockpiled on the Project site during construction, therefore any such stockpiled topsoil can be used to replace the road aggregate,once removed.This will help in eliminating the costs for any borrowed landfill.Tilling to an agriculture-ready condition is estimated at $402.87 per acre (based on DOT bid prices for Soil Bed Preparation).The majority of the Project area is assumed to be tilled to an agriculture-ready condition.Because decommissioning activities are not expected to eliminate the grasses and vegetation under the arrays or heavily compact the soils the restoration effort is expected to be limited.Array areas left as pasture will require little restoration effort because the arrays will have been planted with native plants and pollinator seed mixes.As a result,the soils will have been rejuvenated by having been removed from intensive farming. 10.Fence removal includes loading,hauling,and recycling or disposal.The fence and posts weigh approximately 10 pounds per foot. EESolar32 LLC Decommissioning Plan 11.Array support posts are generally lightweight "I"beam sections installed deep into the ground.Crew productivity is approximately 30 posts per hour,and the same crew and equipment should have similar productivity removing the posts,resulting in a per ton cost of approximately $13.38.When salvage values have not been recognized the costs for processing metal to size and the hauling cost to a more distant recycling facility are generally not included, but the minimum decommissioning financial security controls by such a large margin that the lower price for removals and freight are not shown. 12.The underground collector system cables are placed in trenches with a minimum of four feet of cover. 13.To reduce tracking of sediment off-site by trucks removing materials,we have included a stabilized construction entrance price to the “Site Restoration”section based on state DOT bid prices for similar items. 14.Perimeter control pricing is based on a sediment fence placed on the downgrade side of the work area perimeters and protecting wetlands and drainage swales within the project area. 15.No topsoil will be removed from the landowner's property or used on other landowner's property during decommissioning.The majority of the Project site is not anticipated to have been compacted by heavy truck or equipment traffic so no topsoil will need to be imported, and very few areas will need to be de-compacted. To: Evan Carlson, Enterprise Energy From: Joe Fox, PE, Project Engineer Date: May 14, 2024 Subject: City Review of Finnegan Solar Project Plans This memo is a review of the 4-24-24 submittal for the Finnegan Solar Project. Plans are dated 4-19-24. 1. In the southeast corner of the development, where the access road connects to Lehigh Road, the access road runs through a triangular area that isn’t owned by Finnegan. Do you have permission to build within that area? 2. Grading and utility record plans containing surveyed as-built data shall be submitted to the city on completion of the project, in both PDF and DWG format. 3. A NPDES construction stormwater permit is required for this project. Send confirmation of this permit to the city. 4. A city ROW permit is required for work on Lehigh. 5. A state or county ROW permit is required for work on Manning Ave. 6. A stormwater maintenance agreement must be executed with the city for private stormwater facilities on site. a. Stormwater maintenance agreement will include a section on planting and maintenance of native vegetation throughout the site. 7. A pre-construction meeting must be held prior to start of construction. Call Joe Fox at 651-458-2826 to set up the meeting. 8. Installation of utility poles along Lehigh Rd and Manning Ave should be shown on the plans. a. Traffic management plan should be included. 9. Drainage from the site should not negatively impact downstream neighbors. 10. Sheets C400 and C503: Infiltration Basin: a. Prior to construction, two soil borings at the site of the infiltration basin must be conducted to show infiltration rate at least twice the rate that is used in HydroCAD model. b. Post construction infiltration testing – by double-ring infiltrometer or other approved method – must be conducted and results submitted to city. The results must show infiltration rate at least twice the rate that is used in HydroCAD model. c. C400 note #6 is not a city rule. Vegetation must be established after construction. d. C400 note #11: use city detail plate for fiber rolls. e. Detail DN-44: pond shape is different in this detail than on the grading plan. Which one is correct? 11. Sheets C400 and C401: a. City Engineering Guidelines require a maximum intersection approach grade of 2% or less for private roads for at least 100 feet from intersection with public roads. This means the access grade cannot exceed 2% grade for 100 feet from center of Lehigh Road. b. Maximum road grade at any point cannot exceed 10%. i. A culvert would be necessary under the access road to maintain flow in the roadside ditch. c. Section 21.2 of the Construction Stormwater Permit requires that individuals designing a SWPPP – i.e. those designing the erosion and sediment control plans – must be certified. Please provide the name of the individual who prepared the SWPPP for this project and their Minnesota certification. d. Silt fence should be installed along the south side of the project to account for upstream grading of berm and infiltration basin. e. Additional silt fence will be required along downstream side of road construction. f. Show detail of access road at Lehigh Road. Will access road widen to accommodate turning vehicles? Will the planned access road connection to Lehigh be affected by the existing culvert under Lehigh? Include existing culvert under Lehigh Road on plans to identify any conflicts between the culvert and new construction. g. Will construction of the access roads involve removing existing soil? h. What is a typical section of access road – depth of aggregate? 12. Sheets C500, C501, C502, C503: a. Use Cottage Grove detail plates for rip rap at end of pipe, rock construction entrance, silt fence, J-hook silt fence, and other erosion control applications. City detail plates available here: https://www.cottagegrovemn.gov/251/City-Standards b. Detail RD-05 mentions detail SS-02, but SS-02 isn’t included in the plans. Please include. H:\COTT\_General\2024\Solar Site 100th & Lehigh\Correspondence\103963 Stormwater Comments Finnegan Solar Project 2024-05-14.docx MEMORANDUM Date: 05/14/2024 To: Joe Fox, PE From: Brent Johnson, PE Subject: Finnegan Solar Project Stormwater Review City of Cottage Grove, MN Project No.: N15.103963 This memo summarizes the review of stormwater related documents submitted by Westwood Professional Services, Inc. received 04/30/2024. The submittal included plans and stormwater report: • Exhibit B. 2024-04-19 Finnegan Prelim Civil Set RevB.pdf • Exhibit F. 2024-04-19 Finnegan Preliminary SWMR.pdf 1. HydroCAD: Please include hydrograph plots in the HydroCAD reports so we can review the model routings, stability and drawdown periods. 2. Infiltration Basin: Please add the following labels and notes to the plans. o High water level (HWL) and emergency overflow (EOF) elevations must be labeled on the plans for ponds, infiltration basins, and similar BMPs. o Please add notes on the plans indicating how to stage construction and use low-impact earth moving equipment to avoid compaction of the soils under the infiltration system in order to improve the likelihood of successful infiltration. 3. Testing: The city will require post-construction testing to verify the infiltration/filtration rate and drawdown period of any infiltration/filtration basins. Please add the following to the infiltration basin plan notes: “Post construction testing of the infiltration rate and drawdown period will be required.” Post construction testing should yield results of approximately twice the design rate, providing a safety factor consistent with Section 16.11 of the NPDES Construction Stormwater Permit. If test results exceed 8.3 inches per hour, Section 16.16 requires that soils be amended to slow the infiltration rate below 8.3 inches per hour. 4. Public Waters: A branch of Seeger Creek flows through the site of the proposed solar project. The MN DNR includes this stream on the Public Waters Inventory. This stream is also subject to Minnesota's Buffer Law which requires perennial vegetative buffers of up to 50 feet along lakes, rivers, and streams. The vegetated buffer extends 50 feet out from the stream bank on each side of the channel. Please show Seeger Creek and the 50-foot buffers on the plans and realign the solar panels to outside of the stream buffer or demonstrate that the DNR has given approval for panels within the stream buffer. Finnegan Solar Project Stormwater Review Page: 2 5. Floodplain Standards/Easements: Floodplains adjacent to existing and future waters and waterways shall be preserved by dedication and/or perpetual easement to the community in which they are located. These easements shall cover those portions of the property which are adjacent to the water or waterway, and which lie below one (1) foot above the 100-year flood elevation. The local governing unit shall be responsible for all necessary stormwater facility maintenance within the drainage easement. 6. Soil Borings: Soil borings are required in the vicinity of proposed volume control BMPs. Borings are needed to identify soil conditions and the presence of groundwater or bedrock. Soil borings should extend a minimum of 5 feet below the lowest constructed elevation of proposed BMPs. 7. Infiltration Media: For a successful vegetation establishment in the infiltration basin, the city recommends providing a Filter Topsoil Borrow (MnDOT 3877.2G) consisting of 70% sand (meeting the gradation requirements of 3126 “Fine Aggregate for Portland Cement Concrete”) and 30% Grade 2 Compost (MnDOT 3890). Lower compost levels have typically proved difficult when establishing vegetation in infiltration or filtration basins. 8. Seed Mixes: Please identify the seed mixes and seeding rates that are proposed for the site. The proposed infiltration basin should include a native seed mix such as MnDOT 33-261 (Stormwater South & West). 9. NPDES Construction Stormwater Permit: As this project disturbs more than 1 acre, an NPDES Construction Stormwater Permit and SWPPP will be required. The city requires that applications for new or redevelopment activity include in their applications for City review, a SWPPP as required under the NPDES construction permit in effect at the time of review. Construction sites will be inspected to ensure compliance with the existing erosion and sediment control ordinance, Watershed District requirements, and with the construction site permit under NPDES Phase II MS4 rules. The city completes quality assurance inspections on all NPDES permits in the city (where the City is not the owner) twice each month. Erosion and sediment control best management practices as outlined in the Minnesota Stormwater Manual will be required and must be shown on required submittals to the City for approval. Any street sweeping conducted by the City to remove erosional debris from streets will be charged to the owner of the property. 10. Models and CAD Files: Please note that digital copies of the final version stormwater models (HydroCAD, P8) and shapefiles or CAD drawings of existing and proposed drainage areas are to be submitted to the city once the review and revision process is complete. 1 City Council Action Request 13.A. Meeting Date 6/5/2024 Department Parks and Recreation Agenda Category Action Item Title Parks and Recreation Project Workshop Staff Recommendation Receive information and provide directions for the 1) Preserve. Play. Prosper. Communication Plan. 2) Kingston Park Building Replacement 3) Mississippi Dunes Park Master Plan Updates and Building Concept Plan. Budget Implication N/A Attachments 1. Memo - June 5 Workshop To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Zac Dockter, Parks and Recreation Director Date:May 28, 2024 Subject:Parks and Recreation Project Workshop Introduction Staff and City Council have been working on the planning stages of three significant park improvement projects: 1. Kingston Park Building Replacement 2. Mississippi Dunes Park Master Plan Updates and Building Concept Plan 3. Preserve. Play. Prosper. Communication Plan This workshop is timed to give City Council an opportunity to provide direction on each project individually. All comments, questions and concerns are welcomed at this point to assure our planning efforts align with the vision of the community and City Council. Preserve. Play. Prosper. Communication Plan The Preserve. Play. Prosper. information and outreach educational effort began on March 21 and have been active since. It has utilized various communication tactics and tools to raise awareness about the local option sales tax referendum while providing residents with detailed information on the proposed plan to invest $36 million to upgrade and enhance parks, recreation and outdoor spaces in Cottage Grove. Rapp Strategies, Inc. and ICS will provide a Preserve. Play. Prosper. update at the work session to review the following: 1. Plans goals and objectives review 2. Accomplishment summary 3. Assess public awareness, engagement and feedback to date 4. Preview strategic direction and planning moving forward 5. Referendum question review of draft language In order for this referendum to take place in November, City Council must authorize a resolution approving the ballot language prior to July 20. Staff is proposing to bring that resolution to the June 26 City Council meeting. Feedback on the ballot language is welcomed at this time to aid in drafting of the final resolution. Staff collaborated with our communications team, bond attorney and city attorney to develop the draft ballot question that fulfills legal requirements. As a reminder, state law requires that each project be a separate question and assigns a maximum project budget to each. However, if one, two or all three projects pass, the 0.5% sales tax remains the same. Should just one or two of the projects pass (thus reducing overall project budget), the City would reevaluate the 25-year phased scheduling approach to better align with the overall project budget and revenue forecasts. Please also note that the order of the project questions may be altered at the Council’s request. Cottage Grove Ballot Questions – Proposed Final Language “Cottage Grove residents are being asked to authorize the City of Cottage Grove to add a one-half of one percent (0.5%) sales and use tax to fund three separate parks and recreation projects that would protect, enhance, and restore natural habitat and upgrade and improve health, wellness and recreational activities. If voters approve one, two, or all three questions, the City is only authorized to add a single one-half of one percent (0.5%) sales and use tax which will expire when enough sales tax revenue has been raised to pay for the costs of the voter-approved projects or 25 years, whichever comes first.” Q1: Sales and Use Tax for Improvements to Hamlet Park Shall the City of Cottage Grove be authorized to impose a sales and use tax to improve Hamlet Park until up to $17,000,000 plus an amount equal to debt service and the costs of the issuance of any bonds is raised? By voting "yes" on this question, you are voting to increase the sales tax in Cottage Grove to pay for the construction of improvements, which may include a new building, play equipment, skateboard park, athletic facilities, splash pad, and related updates that provide arts, wellness and recreational activities. Yes No Q2: Sales and Use Tax for Development of Mississippi Dunes Park Shall the City of Cottage Grove be authorized to impose a sales and use tax for the construction of improvements to the Mississippi Dunes Park Project until up to $13,000,000 plus an amount equal to debt service and the costs of the issuance of any bonds is raised? By voting "yes" on this question, you are voting to increase the sales tax in Cottage Grove to pay for improvements to this approximately 33.3-acre site, which may include a year-round, four-season interpretive center, habitat restoration, a kayak, canoe, and small boat launch, outdoor educational spaces, walking and hiking trails, and a nature-themed playground. Yes No Q3: Sales and Use Tax for Improvements to River Oaks Golf Course and Event Center Shall the City of Cottage Grove be authorized to impose a sales and use tax to improve the River Oaks Golf Course and Event Center until up to $6,000,000 plus an amount equal to debt service and the costs of the issuance of any bonds is raised? By voting "yes" on this question, you are voting to increase the sales tax in Cottage Grove to pay for the construction of improvements, which may include premier pickleball courts, indoor multi-sports simulators, a winter mountain biking course, upgrades to the building and patio, and a nine-hole putting green course. Yes No Kingston Park The Kingston Park building replacement project began with conceptual design development in 2023. Upon City Council approval, the design team has been working on both building and site plan development and are at 60% completion. Representatives from Oertel Architects will present on the following at the workshop: 1. Design Process/Review a. Structure b. Mechanical c. Electrical d. Architectural 2. Exterior Design a. Material selections b. Civil engineering coordination/scope c. Landscaping and other exterior improvements 3. Sustainable Design a. Priorities and goal establishment b. AIA framework for design excellence goal categorization 4. Project Cost Estimating a. Kraus Anderson/Oertel cost estimating on building b. Bolton and Menk cost estimating on site improvements c. Contingencies and escalation factors Latest cost estimates for this project are trending higher than those reported during conceptual design. The architectural team will discuss what is driving those figures and what options would exist for value engineering. It is important to note that the scope of the project has grown with added site improvements (utility extensions, electrical addition, irrigation re-routing and drainage corrections as examples) while the addition of escalation factoring for a post-2025 project, contingency placeholders and other soft cost factors all contribute to the project cost discussion. Feedback from the City Council will help to refine final plan development strategies in order to provide a project that achieves building, site, recreational and budgetary goals for Kingston Park. Mississippi Dunes Park The original Mississippi Dunes Park master plan was completed in 2021. Since that time, the City has been able to acquire 33.3 acres of the park property. With more public land than originally anticipated and a more clear vision on routes to and within the park, staff teamed up with ISG in February to update the master plan. Because the future park building plays a prominent role on the site, conceptual design for the building is taking place simultaneously. At the workshop, the architectural team from ISG will present the following: 1. Park site programming and features 2. Environmental zones and considerations 3. Building programming 4. Building concept design 5. Sustainability strategies Feedback at this stage is important to assure the proposed design(s) fulfills the vision of the City Council and community for Mississippi Dunes Park. The project team will answer questions and are happy to study alternative strategies to any Council correspondence. Staff Recommendation Receive information and provide direction at the June 5 City Council workshop.