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2024-12-04 Packet (Council) Packet
1 COTTAGE GROVE CITY COUNCIL December 4, 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 Presentation Staff Recommendation: Recognize Panamint Capital for their support of the K-9 Program. B Eagle Scout Award - Cameron Rekstad Staff Recommendation: Recognize Cameron Rekstad's accomplishment of Eagle Scout and award him with a plaque. 7 Consent Agenda A City Council Regular Meeting Minutes (2024-11-06) Staff Recommendation: Approve the November 6, 2024, City Council Regular Meeting Minutes. B Public Services Commission Meeting Minutes (2024-10-21) Staff Recommendation: Approve the October 21, 2024, Public Services Commission Meeting Minutes. C Planning Commission Meeting Minutes (2024-10-28) Staff Recommendation: Accept and place on file the minutes from the October 28, 2024, Planning Commission meeting. D Response Letter to Open Forum Question (2024-11-20) Staff Recommendation: Receive the Response Letter. E Single-Occassion Gambling Permit - St. Rita's Church Staff Recommendation: Authorize issuance of a single-occassion gambling permit to St. Rita's Church to conduct bingo at 8694 80th Street South, Cottage Grove on February 21-22, 2025. F Temporary Liquor License - St. Rita's Church Staff Recommendation: Authorize issuance of a temporary intoxicating liquor license to St. Rita's Church for their Cabin Fever Bingo event held on February 21 & 22, 2025, at 8694 80th Street South, Cottage Grove. G Temporary Liquor License - Cottage Grove Lions Club Staff Recommendation: Authorize issuance of a temporary intoxicating liquor license to Kaitlyn Tobritzhofer, on behalf of the Cottage Grove Lions Club, for the Dust 'Em Off Vintage Snowmobile Show to be held at the corner of 70th Avenue So. and Keats Ave So. on January 4, 2025. 2 H Certify Delinquent Utility Accounts Staff Recommendation: Adopt Resolution 2024-164 certifying delinquent utility bills to the property tax rolls payable in 2025. I 2025-2029 Capital Improvement Plan Staff Recommendation: Approve the 2025-2029 Capital Improvement Plan and adopt Resolution 2024-178, Resolution Approving a Comprehensive Plan Amendment to the City's Comprehensive Plan 2040 to Incorporate the Capital Improvement Plan. J Rental License Approvals Staff Recommendation: Approve the issuance of rental licenses to the properties listed in the attached table. K Business Licenses 2025 Staff Recommendation: Adopt Resolution 2024-172 authorizing renewal of business licenses for 2025. L 2025 Fee Table Staff Recommendation: Adopt Ordinance 1091, authorizing the implementation of fee changes, increases, and additions for the year 2025, effective January 1, 2025. M 2025 Part-time Firefighters Pay Plan Staff Recommendation: Approve Resolution 2024-167 adopting the 2025 Part-time Firefighters Pay Plan. N 2025 Part-time Pay Plan Staff Recommendation: Adopt resolution 2024-168 approving the 2025 Part-time Pay Plan. O 2025 Non-Represented Pay Plan & Benefits Staff Recommendation: Approve Resolution 2024-166 adopting the 2025 Pay Plan and Benefits for employees not covered by a labor contract for the City of Cottage Grove. P Personnel Policy Amendment Staff Recommendation: Adopt Resolution 2024-165 approving the updated Personnel Policy. Q Cannabis & Lower Potency Hemp Edibles Staff Recommendation: Approve the adoption of Ordinance 1088 for the Zoning Ordinance amendments regarding Cannabis and Lower-Potency Hemp Edibles, Ordinance 1089 for the Registration Ordinance Amendments regarding Cannabis and Lower-Potency Hemp Edibles, and Ordinance 1090 Enacting an Odor Ordinance. R Adoption of the City of Cottage Grove All-Hazard Plan Staff Recommendation: Adopt Resolution 2024-169 receiving and approving the City of Cottage Grove All- Hazard Plan. S Authorization to Apply for FY2024 Assistance to Firefighters Grant Staff Recommendation: Authorize the Fire Department to apply for a FY24 FEMA AFG for $367,656.80 which requires a match for 10 percent of the total cost of $36,765.68. T Letter of Understanding for Impound Housing Services Staff Recommendation: Approve the Letter of Understanding for Impound Housing Services 2025 between Animal Humane Society and City of Cottage Grove. U Lease Agreement to Use the Cottage Grove Armory Parking Lot for Holiday Train Attendees Staff Recommendation: Approve the lease agreement with the Minnesota National Guard to use the Cottage Grove Armory parking lot for Holiday Train attendees. V Public Facility Outdoor Maintenance Contract Staff Recommendation: Approve the First Amendment to the service agreement through December 31, 2028 with Valdes Lawn Care & Snow Removal to provide outdoor maintenance services to City Hall, HERO Center, Central Fire Station and Fire Station #4. 3 W Cintas Uniform and Floor Coverings Service Agreement Staff Recommendation: Accept the one year service agreement with Cintas to provide rented floor mats and uniforms for the facilities owned by the City of Cottage Grove. X High Zone Raw Water Main Project - Easement Agreement and MOU Staff Recommendation: Approve executing the Memorandum of Understanding with compensation for the easement in the amount of $3,100, and the Permanent Utility Easement agreement with Jason and Jessica Sadek, to accommodate the water main to be installed on 8532 Indian Boulevard South, as part of the High Zone Raw Water Main Project. Y Denzer Park Service Agreement to Install and Purchase Playground Equipment Staff Recommendation: Authorize service agreement with Webber Recreational Design, Inc. for the purchase and installation of playground equipment at Denzer Park for $83,845.85. Z Denzer Park Grading Project Quote Award Staff Recommendation: Adopt Resolution 2024-175 awarding the Denzer Park Grading Project to the quote supplied by Miller Excavating, Inc. in the amount of $24,245.00 and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. AA DNR No Child Left Inside Grant Staff Recommendation: Authorize staff to apply for the Minnesota Department of Natural Resources No Child Left Inside Grant to purchase archery program supplies in the amount of $4,940.00. BB MemberSports Agreement - River Oaks Golf Staff Recommendation: Staff recommends the approval of the MemberSports 5-year software agreement as reviewed by the City Attorney and City staff based on the payment terms as outlined in the attached memo. CC Rental License Ordinance Amendment – Short Term Rental Exemptions Staff Recommendation: Adopt Ordinance No. 1085 amending City Code Title 3-15-3 and 3-15-9 to add language exempting short-term rental properties from requiring a crime-free lease addendum for tenants and the unrelated persons maximum. DD 2025 Pavement Management – Approve Feasibility Report, Call for Public Improvement Hearing, and Authorize Preparation of Plans and Specifications Staff Recommendation: Adopt Resolution 2024-174 approving the Feasibility Report, establishing a December 18, 2024, Public Hearing date, and authorizing the preparation of Plans and Specifications for the 2025 Pavement Management Project. EE Street Name Change – Preserve at Prairie Dunes and Pine Glen 7th Addition Staff Recommendation: Adopt Resolution 2024-173 approving the street name change for the segment of 100th Street South depicted on the Street Name Change Exhibit to Hamlet Avenue South in the Preserve at Prairie Dunes and Pine Glen 7th Addition. FF Joint Powers Agreement For Maintenance of Century/Geneva Ave. So. Staff Recommendation: Approve of the Joint Powers Agreement between the City of Cottage Grove and the City of Newport for Joint Responsibilities of Century/Geneva Avenue South. GG Cottage Grove Logistics Park (NorthPoint Development) – Master Site Plan Amendment, Zoning Amendment, Conditional Use Permit (Data Center) Staff Recommendation: 1) Adopt Ordinance No. 1086 approving the Zoning Amendment to rezone 38.85 acres of land from AG-2, Agricultural, to I-1, General Industrial District, and amend an existing PUD to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC. 2) Adopt Resolution 2024-176 rescinding Resolution 2021-166 and approving an amendment to the Cottage Grove Logistics Park Master Site Plan to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC, and approving a Conditional Use Permit (CUP) for a Data Center use over the Cottage Grove Logistics Park Master Site Plan under NP BGO Cottage Grove Logistics Park, LLC ownership. HH Cottage Grove Convention and Visitors Bureau Meeting Minutes (2024-02-26) Staff Recommendation: Approve the February 26, 2024, Regular Meeting Minutes. 4 II Cottage Grove Convention and Visitors Bureau Meeting Minutes (2024-06-04) Staff Recommendation: Approve the June 4, 2024, Regular Meeting Minutes. JJ 2025 Cottage Grove Convention and Visitors Bureau Budget Staff Recommendation: Approve the Cottage Grove Convention and Visitors Bureau 2025 Budget. KK Rassmussen University Tuition Reduction MOU Staff Recommendation: Approve the Memorandum of Understanding between Rasmussen University and the City of Cottage Grove, providing a 20% tuition reduction (corporate grant) for city employees. LL Desotec GAC Vessel Rental Agreement Staff Recommendation: Approve the Vessel Rental agreement with Desotec for GAC treatment vessels at Wells 3, 8 and 10 temporary treatment plants. 8 Approve Disbursements A Approve Disbursements Staff Recommendation: Approve disbursements from 11-15-2024 through 11-28-2024 in the amount of $2,716,222.73. 9 Public Hearings A Property Tax Levy Payable in 2025 and Adoption of the 2025 Budget Staff Recommendation: 1) Adopt Resolution 2024-170, Resolution adopting the 2024 Property Tax Levy Collectible in 2025. 2) Adopt Resolution 2024-171, Resolution adopting the 2025 Budget. 3) Adopt Resolution 2024-179, Resolution adopting the Housing and Redevelopment Authority Property Tax Levy. 10 Bid Awards 11 Regular Agenda A Park High School – Site Plan Review Staff Recommendation: 1) Adopt Resolution 2024-177 approving the site plan review for two additions to Park High School located at 8040 80th Street South totaling approximately 35,000 square feet and additional site improvements to property located at 8040 80th Street South and 7830 80th Street South. 2) Approve drainage and utility easements, right-of-way easement, encroachment agreement, and a stormwater maintenance agreement on property located at 8040 and 7830 80th Street South. 12 Council Comments and Requests 13 Workshops - Open to Public 14 Workshops - Closed to Public A Performance Evaluation - Jennifer Levitt, City Administrator Staff Recommendation: Close the meeting pursuant to MN Statute 13D.05 subd.(3)a to conduct a performance evaluation of City Administrator, Jennifer Levitt. 15 Adjournment 1 City Council Action Request 6.A. Meeting Date 12/4/2024 Department Administration Agenda Category Presentation Title Public Safety Board Presentation Staff Recommendation Recognize Panamint Capital for their support of the K-9 Program. Budget Implication N/A Attachments None 1 City Council Action Request 6.B. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Eagle Scout Award - Cameron Rekstad Staff Recommendation Recognize Cameron Rekstad's accomplishment of Eagle Scout and award him with a plaque. Budget Implication N/A Attachments None 1 City Council Action Request 7.A. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title City Council Regular Meeting Minutes (2024-11-06) Staff Recommendation Approve the November 6, 2024, City Council Regular Meeting Minutes. Budget Implication N/A Attachments 1. 2024-11-06 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 COTTAGE GROVE CITY COUNCIL November 6, 2024 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE, MN 55016 COUNCIL CHAMBERS - 7:00 P.M 1. CALL TO ORDER The City Council of the City of Cottage Grove, Washington County, Minnesota, held a regular meeting on November 6, 2024, at Cottage Grove City Hall, 12800 Ravine Parkway. Mayor for a Day Lily Schmitt 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; Mayor for a Day Lily Schmitt-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; Pete Koerner, Public Safety Director; Amanda Johnson, City Attorney-LeVander, Gillen & Miller, PA; Brenda Malinowski, Finance Director; Emily Schmitz, Community Development Director. 4. OPEN FORUM Mayor Bailey opened the Open Forum. Rachel Loeber stated I’m here representing Leafline Labs, 8235 97th Street South, Cottage Grove. I’m a long-term resident of Minnesota, currently living in Inver Grove Heights with my husband and daughter. I’m the Operational Compliance Manager for Leafline Labs, and Leafline also owns the eight Rise Dispensaries in the State of Minnesota. I started in Leafline in 2015, so when the building first opened, I was one of the folks that helped move in the first round of plants into the building, so I’ve been part of the organization for almost ten years now. It’s been a very rewarding career opportunity for myself. Early on, I started out by helping to manage the cultivation facility, so I’m very familiar with the operations that go on there. Leafline has been headquartered in Cottage Grove since 2015, and it’s one of only two companies currently licensed by the State to cultivate, manufacture, and dispense medical cannabis products. We currently serve over 48,000 Minnesotans that are enrolled in the medical cannabis program, including a lot of juvenile patients. We currently employ 67 Minnesotans as union-represented positions at our Cottage Grove facility, and we’ve invested millions of dollars at our operation at Cottage Grove, building robust distribution channels, ensuring that our safe, high-quality products reach patients across our eight medical dispensaries. I’m here tonight to urge the City Council to revise a proposed ordinance that was approved by the Planning Commission on October 28 and work with you towards a solution that benefits us all. The ordinance includes a 40- acre minimum requirement for cannabis cultivation, which would present a significant challenge for our continued operations and immediate compliance. We recommend that the City reduce this minimum acreage requirement to 20 acres. We would also welcome the opportunity to work with the City on adding a use option that would City Council Meeting November 6, 2024 Page 2 of 9 accommodate existing cannabis operators and reflect modern cultivation practices. As a proven good corporate citizen, we are committed to working collaboratively with the City to ensure that Leafline has continued operations. Doing so will protect our dedicate workforce and ensure consistent access to the medications relied upon by thousands of Minnesotans, including several vulnerable populations. We remain steadfast in our commitments to our employees, our patients, the City of Cottage Grove, and we will continue to meet all of the odor reduction and operational requirements. Thank you for this opportunity to speak tonight and for considering these critical needs to medical cannabis patients and the role that Leafline plays in supporting this community. I’d be more than happy to answer any questions or address any concerns that you have either now or at a later time. Mayor Bailey said thank you, Rachel. What we’ll do is we take all that information in, and then we’ll work with our staff, so thank you for coming, we appreciate it; and yes, you’ve been a great business partner in the community. As no one else 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 Olsen. Motion carried: 5-0. 6. PRESENTATIONS A. Mayor for a Day Staff Recommendation: Appoint Lily Schmitt as Mayor for a Day on November 6, 2024. Mayor Bailey said it’s a special evening this evening, and we’re going to do a presentation. We have next to me here Lily Schmitt, who is the Mayor for a Day. She was one of many students that submitted letters about why or what they would want to do if they were Mayor for a Day or Mayor of Cottage Grove. And, so, I got a chance to look at many of them, it was tough, but I have to tell you her penmanship was amazing. So, today she got to spend a lot of time learning about all the different departments and agencies around the City of Cottage Grove. There was a fire truck, and he asked Lily what else she got to ride on; she replied, the Zamboni. Mayor Bailey said she remembers that because I keep saying as mayor for 16 years, I haven’t been on a Zamboni yet, but she has. He asked Lily what was your favorite thing, down at Public Works, what did you do there? Mayor Bailey said Ryan Burfeind, our Public Works Director, is smiling because her favorite part of the day today was doing the digging on the machines down at Public Works. She had a great time, we had some pizza before the meeting here, and I got a chance to read to the entire Council and staff the great letter that she wrote about the City of Cottage Grove. I’m just kind of encapsulating a little bit before we go down and present her with the Certificate of Appreciation for today; Lily is very much about the environment, wants to make sure that we all get together and work together, also picking up trash and litter and things around the community, and she would love to see us plant more trees because trees are important, correct? Lily replied yes. Mayor Bailey asked Council to join he and Lily in front of the dais where we’re going to present you with a certificate. He stated as I was sharing with you earlier, Lily has had the opportunity today to see and be a part of a variety of groups and parts of our City; she took a lot of tours. She got picked up by our Public Safety Director in a police car out in front of her school, so that was kind of cool. Dad, who’s out in the audience here, got a chance to hone in on this, too, and have some good times. We think this is special and I think it’s important to get our youth involved, no matter what the age is, into local government and becoming more of a part of our community. So, after a great day here, I know her Dad told me she’s got dance tonight yet, so we’re giving her a Certificate of Appreciation, which says: Presented this day to Lily Schmitt in sincere appreciation for your service to the City of Cottage Grove, Minnesota, Mayor for a Day, Wednesday, November 6, 2024; and its obviously signed by the non- acting Mayor, as she’s the Mayor right now. So, after I hand her the Certificate, I get to have the mayor’s job back, right? Lily nodded yes. Mayor Bailey presented Lily with her Certificate of Appreciation, photos were taken with Mayor Bailey and the Council Members, after which everyone applauded. Mayor Bailey told Lily she could keep her City Council Meeting November 6, 2024 Page 3 of 9 Mayor for a Day nameplate. She could bring home some patches from the Public Safety Department, and Odin, one our stuffed animals, one of our police dogs. So, we’re very excited to have you, and I know you got a lot of candy up at the Ice Arena; he asked Lily if the candy was good and she nodded yes. Mayor Bailey asked if Public Works also presented Lily with a street sign that said Lily Avenue? That was confirmed, and Mayor Bailey said so, again, kind of a neat thing for kids these days. So, next year we’ll do this again, and hopefully we’ll see a lot more people joining in. Mayor Bailey thanked Lily for being the Mayor for a Day here in Cottage Grove, we truly appreciate it. Everyone applauded. 7. CONSENT AGENDA A. Approve the October 2, 2024 City Council Special Meeting Minutes. B. Approve the October 2, 2024 City Council Regular Meeting Minutes. C. Approve the October 16, 2024 Special Meeting Minutes. D. Approve the October 16, 2024 Regular Meeting Minutes. E. Approve the July 15, 2024 Public Services Commission Regular Meeting Minutes. F. Accept and place on file the minutes from the August 26, 2024 Planning Commission Meeting. G. Authorize issuance of a Massage Therapist License to Lisa Christine Ramos. H. Authorize issuance of a single-occasion gambling permit to Loriann Olsen on behalf of Strawberry Fest to conduct bingo at River Oaks Golf Course (11099 Highway 61, Cottage Grove) on February 22, 2025. I. Approve the issuance of rental licenses to the properties in the attached table. J. Approve the 2025-2026 labor contract with the Police Officers union. K. Approve submittal of the comment letter to Metro Transit on their Network Now plan. L. Approve the response letter to the Washington County 2025-2029 Draft CIP. M. Authorize executing the Joint Powers Agreement between Washington County and the City of Cottage Grove for a mass community notification system. N. Authorize the Mayor and Clerk to sign the sales quote for the purchase of a Ford E-450 Road Rescue Ultramedic from Everest Emergency Vehicles with an estimated cost of $293,627.00 and an estimated delivery of December 2025. O. 1) Authorize the order of the 2025 Fire Tender utilizing the Sourcewell Cooperative Purchasing Group. 2) Approve Resolution 2024-155, Declaring the official intent of the City of Cottage Grove to Reimburse certain expenditures from the proceeds of bonds to be issued by the City with respect to equipment (Fire Tender). P. Approve Change Order #3 for the Utility and Engineering Building, which results in a reduction in project costs in the amount of $9,159.33. Q. Adopt Resolution 2024-152 approving the final payment in the amount of $29,062.15 to Mineral Services Plus, LLC, for the Goodview Avenue Well Sealing Project. R. Adopt Resolution 2024-153 approving the Preliminary and Final Plat to be called Gateway North Second Addition in order to create two parcels (a 7.89-acre parcel for Kohl’s and a new 1.03-acre parcel for Chase Bank). S. Staff recommends the approval of the scope of work and services prepared by Hometown Fiber for the Broadband Aware program, at a cost of $22,528. None of the Council Member 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 Khambata. Motion carried: 5-0. 8. APPROVE DISBURSEMENTS City Council Meeting November 6, 2024 Page 4 of 9 A. Approve disbursements for the period of 10-11-2024 through 10-31-2024 in the amount of $6,321,456.21 Motion by Council Member Garza to approve disbursements; second by Council Member Khambata. Motion carried: 5-0. 9. PUBLIC HEARINGS - None. 10. BID AWARDS A. Low Zone Water Tower Bid Award Staff Recommendation: 1) Adopt Resolution 2024-151 awarding the bid for the Low Zone Water Tower to Landmark Structures 1, LP, in the amount of $5,183,000.00. 2) Approve Resolution 2024-156, Declaring the official intent of the City of Cottage Grove to reimburse certain expenditures from the proceeds of bonds to be issued by the City with respect to the construction of the Low Zone Water Tower. Ryan Burfeind, Public Works Director, stated tonight we’re talking about our Low Zone Water Tower project. We took bids on this project on October 24. Just a reminder for Council on where this is located: This is kind of just south of the Park and Ride, along the frontage road, just kind of behind the railroad tracks, really close to Hamlet Park. Just for the Council and the public, because it’s not very often that we build a water tower, here are some renderings just as a reminder of what we’re going to be building here in the City. It’s a little different tower in that we call it a composite tower; so, its got a concrete column and then a metal bowl at the top, so you can see that in the renderings from East Point Douglas Road and Hamlet Park in the pictures here. That’s really a cost-savings measure, that we won’t need to deal with all the painting of that column like we do all of our other water towers. Looking at our bid results, we got three bids for this project, and you can see the Engineer’s Estimate was just under $6 million, and we had two contractors that were below that Engineer’s Estimate amount: Gerard Tank and Steel, Inc. and Landmark Structures. One thing that’s a little different with towers but pretty typical for water towers is to have experience requirements. So, we had those experience requirements in the project specifications for this project; which is pretty standard for water towers, a lot of communities and different entities use these just because its a little different project. Obviously, they’re much more complex than a lot of our street and utility projects where we do not have experience requirements; for this project, they were still set at having three completed 1.5-million gallon composite elevated tanks, so its an elevated tower and then it has that composite nature, in the last five years. The bidders were required to submit their experience requirements after the bid, and with Gerard Tank and Steel, they have only completed one composite elevated tank with just 400,000 gallons, so they do not meet our experience requirements that were set in the specification. They do have some larger towers that are under construction now, but our specifications are very clear that it does have to be completed. So, we are really held to that, we can’t waver from those standards with the bidding that we did take. Landmark Structures had completed eight 1.5-million gallon tanks in the last five years, so they did meet the experience requirement. So, due to all of that, the bid award resolution does include rejecting Gerard Tank and Steel’s bid because they do not meet those experience requirements. There are two recommendations in front of you: One is the bid award and the other is the resolution related to the bonding because we are bidding it in 2024, but we’re not bonding until 2025; that’s why we have this additional resolution, just declaring our intent to reimburse the project with those bonds in 2025. With that, I’ll stand for any questions. Council Member Khambata asked is there any unique challenges in the design or like service requirements of this water tower that would have excluded certain vendors from bidding for this project? City Council Meeting November 6, 2024 Page 5 of 9 Director Burfeind replied so, specific to the tower, I would say it is a standard composite elevated tank; access is a little different, a little challenging, its right by a railroad so there’s some extra requirements on that, working with the railroad to get access. In terms of precluding certain bidders, it’s really just those project qualification requirements, which in this case it does exclude Gerard Tank and Steel; obviously, like I said, it’s typical to have those standards. They could be slightly higher or lower, but obviously, based on the experience requirements that they submitted, really even if it was smaller standards, they just have not completed those towers. Like I said, they do have ones under construction, but the way they were set, and that is typical; you want projects to be completed to kind of meet that qualification, and they don’t meet it at this time. Motion by Council Member Khambata to Adopt Resolution 2024-151 awarding the bid for the Low Zone Water Tower to Landmark Structures 1, LP, in the amount of $5,183,000.00; second by Council Member Garza. Motion carried: 5-0. Motion by Council Member Thiede to Approve Resolution 2024-156, Declaring the official intent of the City of Cottage Grove to reimburse certain expenditures from the proceeds of bonds to be issued by the City with respect to the construction of the Low Zone Water Tower; second by Council Member Olsen. Motion carried: 5-0. B. Kingston Park Electrical Improvements Bid Award Staff Recommendation: Adopt Resolution 2024-154 awarding the bid for the Kingston Park Electrical Improvements to Killmer Electric in the total amount of $152,345. Parks and Recreation Director Zac Dockter said we took bids for the Kingston Park electrical improvements on October 31. Just to remind Council of the project area, this is the Kingston Park location, and the objective of this project was to increase power capacity while also improving access to power for all the large or small events that happen at Kingston Park. We would be adding ten parking lot/security lights at the facility and each one of those parking lot security lights on the poles would have an outlet source for vendors to use or the Athletic Association or whoever might be using the park at that time. He displayed a layout of the lighting system around the parking lot. There were six firms that submitted bids, and Killmer Electric provided the lowest bid and does meet all the bid and contractor requirements; their bid was $152,345. The staff recommendation to Adopt Resolution 2024-154 is on the screen for you to review. Council Member Olsen thanked Director Dockter and asked if he could take a moment or two and paint a little picture verbally for people regarding this project and then sort of the larger scope of how this fits into some of the grand improvements that you’re looking to make at Kingston Park? Because this is kind of Step 1. Director Dockter replied so this site has been woefully underpowered kind of since Kingston Park was created back in 1987, I think. So, we haven’t had the ability to expand the power grid much there in terms of adding outlets or things like that; so, we’re getting a power source from Indian Boulevard now, it currently comes from 75th, so Xcel will help us move power from Indian Boulevard, which allows us to increase capacity so we’ll have a new transformer there. Should the Council decide to replace the building in the future, we would be powered up for something like that or if it’s additional lighting for picnic shelters or security or additional cameras or things like that. So, we’re kind of at the limit of our power source there right now, so this kind of sets the tone for the future. As you were alluding to, Council Member Olsen, there is certainly a growing usage of Kingston Park in many different regards with all the different events and activities. It’s a great park, it’s a great campus with the connection to the elementary and the middle school there; so there’s just a lot of space there, and it just keeps getting used more and more for bigger events, and this will help it in that regard across the board. Council Member Olsen asked regarding timing, when are you envisioning that this work would begin and would it have any impact on some of those events that we know take place at the park every year? Director Dockter replied good question, Council Member Olsen. Part of the reason we’re taking the bids now is so that we can get those materials on order and get Xcel’s schedule in line, it takes them some time to obviously City Council Meeting November 6, 2024 Page 6 of 9 catch up with all their work orders for projects like this to expand on electrical. So, we hope to have this project done by May or early June, before any of the major events take place. Council Member Olsen said okay, perfect, thank you so much. Motion by Council Member Khambata to Adopt Resolution 2024-154 awarding the bid for the Kingston Park Electrical Improvements to Killmer Electric in the total amount of $152,345; second by Council Member Garza. Motion carried: 5-0. 11. REGULAR AGENDA - None. 12. COUNCIL COMMENTS AND REQUESTS Council Member Olsen said first of all, I wanted to take a moment to congratulate Firefighter Ryan Spiess on his recent retirement. Ryan achieved 20 years of service to the Cottage Grove Fire Department and Public Safety team, and this is kind of an auspicious retirement because his dad, Dave Spiess, also worked for the Fire Department. Pete, you’re going to have to correct me if I’m wrong, but did Dave make 40 years? Close, close. So, between Dave and Ryan it was a long time having a Spiess or two on the roster, and it’ll be the first time in a long time we don’t have that. But Ryan is a tremendous individual who gave just thousands of hours to our community; as part of the Fire Department, he handled a lot of different things, retired as a lieutenant with the department. He had his hand in training and he had his hand in a lot of the documentation of that training that is required to be sent to the State. He was a very key component as part of our parttime team, and he will be sorely missed, but we wish him well in his retirement. Council Member Olsen said the other thing I wanted to mention about the Cottage Grove Fire Department is this year, for the first time that I can recall, we had a drive-through Halloween Event at the Cottage Grove Fire Department, and it was appropriate. It was a little bit of a chilly night, although there were a lot more people out than I thought there would be. I know Captain James Olson and Firefighter Mike Dandl were handing out candy and greeting the families as they drove through, and it was really a neat event. We had Sparky out on 80th Street, waving people in, and I think families across the community really appreciated that; so, kudos to the Fire Department under the guidance and supervision of our Public Safety Director, Pete Koerner, to make sure that they pulled that off without a hitch. I don’t think they ran out of candy, but they got awfully close. Somebody came to the rescue, I can’t remember his name, it might be Olsen, something like that, brought them a bunch more candy, but it was a really cool thing. So, I hope we do it again next year. Council Member Olsen said the last thing I had for this evening, mayor, is unless you’ve been living under a rock, you’re pretty much aware that there was an election yesterday. Of course it was a presidential year, so we all saw the commercials on TV and on the radio and on the internet and everywhere else, and I think we’re all grateful that those will be done for a while; but there was also a local component, of course, with the House of Representatives at our State Capitol seats up for election, and we also had a City Council race here in the City of Cottage Grove. So, first, I want to say thank you to everybody that was brave enough to put their name on the ballot; that takes courage, it’s not an easy thing to do, and when you do it, you open yourself up to a lot of different forms of communication from the public that as a private citizen you don’t normally encounter. It takes a strong heart and a good support system to be able to run a good campaign; it’s a lot of work, especially at the local level, so kudos to everybody who decided that they wanted to take a shot at it. I also want to congratulate the person to my left, Mayor Bailey, for another term, unopposed; it’s really exciting to have Myron in the mayor’s chair for another four years. I want to congratulate Council Member Garza for her election to the next two years of the term she was appointed to after Council Member Dennis moved out of state. I want to congratulate Dave Clausen, who is in the room. Dave is a retired police officer here in the City of Cottage Grove, who put his name on the ballot this year and was successful; so, Dave will be joining the Council here in January. But I really want to take a moment to congratulate the person to my right, which is my friend and colleague, Council Member Tony City Council Meeting November 6, 2024 Page 7 of 9 Khambata. Tony has been an absolute joy to work with as a Council Member; he came from six years on the Planning Commission, so he has a very good handle on things like setbacks and building codes and all those wonderful things that a lot of us don’t pay much attention to. He also happens to be a real estate professional, so that adds another layer to his expertise. He’s a great guy, he’s a wonderful dad, he’s a good partner, and just a class act all around; so, unfortunately, Tony did not win reelection, that’s the nature of democracy, but I know he will continue to serve this community in a lot of different ways, perhaps on a commission again at some point. I’m sure he’ll find many ways to keep serving the citizens of Cottage Grove, and I just wanted to thank him for the time that he’s spent as a Planning Commissioner and as a City Council Member and wish him well. Council Member Olsen said the last thing that I’ll say is I was grateful to the voters. I was also on the ballot and was successful, so you’re stuck with me for another four years, whether you like it or not. It’s a very humbling experience when people cast a ballot for you, to me that is a vote of trust that requires a great deal of hard work, of responsibility, of humility, and it’s really a sacred trust; it’s an agreement between the both of us that you’re going to check that box and I’m going to be worthy of that checkmark. I promise you to do everything in my power to do that for the next four years and who knows what’ll happen beyond that, but thank you to the residents of Cottage Grove for your votes, and thank you to everybody who took the time to go cast a ballot. Council Member Thiede said all right, so Halloween’s over, the Monster Bash parade is done, but now it’s time to start planning for Strawberry Fest 2025, which is going to be held on June 19 through June 22, and maybe if we can get the camera to come up, we have chosen a theme and a logo; I don't know, can your camera zoom in? It’s called Berry Saurus Celebration, and so there’s all sorts of things that now everybody’s got to put their thinking caps on and take this theme and let’s turn this into a fantastic celebration in 2025. We were thinking, we were talking about things, maybe we could have a Tyrannosaurus Rex race or something like that or maybe Movies by Mo can get involved; we love to get people involved and getting different ideas and what kind of things we can do to celebrate this community. So, get excited, some may think it’s a little early, but it’s always good to kind of get excited and start planning, and before you know it, it’s going to be here. Council Member Thiede said also, just as Justin was mentioning, to everybody involved in the City Council race and all the other races that we had, democracy and things like that. I am also glad to not see those commercials; it’s a challenge to the intelligence, I think, sometimes with sometimes the things that they put in those. So, at any rate, congratulations to all and again, there’s some good things, and there’s some unfortunate things that sometimes happen, but we do have a good group, and I know that we all get together and help any way we can. Council Member Garza said so first off, congratulations to everyone, congratulations to you, congratulations to you all, congratulations, David, this was really an awesome race and I’ve learned a lot, so congratulations. And, Tony, we’ll be seeing you still, in my back yard; he’s friends with my neighbor, so I get to see Tony quite often. I also would like to mention I’m going to piggyback a little bit off of Dave and Strawberry Fest. So, there are a lot of fun family events that are coming up in the next month or two: One big one that is coming up for Strawberry Fest is Princess for a Day, and that is going to be held at the VFW Red Barn on November 17; that is an amazing event for families to get out and their kids to come and dress up like princesses or be princesses for the day, and they get a little taste of what Strawberry Fest is like. So, it’s a good opportunity to learn a little bit about Strawberry Fest and be a Princess for a Day. Also, we have the Breakfast with Santa that will be coming up, and that’s on December 8 at River Oaks, so that’s another fun family event, as well as the Holiday Train, and that will be on December 11, and that will be a lot of fun. We are just going to pray for warm weather, we do not want 30 below again, or was it 20 below, I don't remember, a couple years ago. Council Member Thiede said that one year Sheryl Crowe sang and it was snowing, that was kind of a neat one. Council Member Garza said yeah, so a lot of fun events, though, if you guys have some time, get out there and have some family fun. Mayor Bailey said as the Council’s aware, next week we have a Special Council Meeting because we have to canvass the vote and we have a workshop with business in the area to talk about their processes and such, and City Council Meeting November 6, 2024 Page 8 of 9 then we have a Council Meeting the week after that, which is basically right before Thanksgiving. I would just ask if we’re going to have an opportunity to have Molly or Zac or somebody come talk about all these events that are coming up. If I might just make a plug also to include maybe some of the others, like the Lions I know have their breakfast, River Oaks has their breakfast; there are all these multitudes of different events and craft fairs, and then obviously our Hometown Holiday Celebration here at City Hall. So, there are a lot of neat things that are coming forward here that it would be nice at that particular meeting to have our staff kind of share with the public exactly what’s coming up in the next couple weeks. Mayor Bailey said as Council Member Olsen and everybody else along here said, first of all, I want to once again thank the voters of Cottage Grove myself, as well as all my peers that were up for reelection here. We’re obviously going to have the opportunity to meet and work with Dave; it’s going to be kind of interesting to have two Daves on the Council here, one on each, double Daves here, I don't know. And I couldn’t say it any better than what Council Member Olsen had said; no matter if you won or if you lost, if you’re an existing person that maybe has been in the role, it does take a lot. I just want to thank everybody that ran, whether it’s for our local race here, but I also want to mention a couple people that also won that obviously will affect our local area here: Tom Dippel, who is also from Cottage Grove, he won one of the House seats, there’s kind of two that are part of Cottage Grove here, and then Wayne Johnson, who used to be on the Council years ago, and I believe County Commissioner also, I should mention that, he is also one of the other House members, who also lives here in Cottage Grove. So, those two will be going up to the Minnesota House of Representatives. I was very excited for Congresswoman Angie Craig, that she won her reelection, representing our area; I just have to say that she has been absolutely amazing to work with, it’s truly a breath of fresh air, I just have to say it because it’s so true in helping secure funding and so on with all the different projects and things. That’s kind of a good segue to the last thing I was just going to bring up and that is, as everybody is aware, we had three questions on the ballot for what they call the Local Option Sales Tax (LOST), and none of those questions were passed by the residents of Cottage Grove. I wanted to make sure that everybody is aware because I’ve had a lot of people reach out to me, obviously there are people on both sides, some that wanted it, some that didn’t want it; one of the things that’s very important to remember is pretty much all of these, not everything that was in the three proposals, if you will, not everything is slated 100% that it’s going to happen into the future. For example, improvements to Hamlet Park, which were part of this program, we will eventually do those, it just may take longer than maybe we originally anticipated. Of course, the new park along the backwaters of the Mississippi, which a lot of people are excited about with boat access and so on, instead of maybe building that sooner, it may take a little bit longer to kind of complete these park amenities or these park projects. On the other hand, though, what I wanted to mention is Zac and our staff are absolutely amazing, all of them, Ryan, from a staff perspective, we absolutely whether the referendum questions would have passed or not passed, we’re always out there and really have challenged our staff to go out there and look for money. Whether it’s money for road projects, whether it’s money for park projects; Zac, on the Park side I believe was it $700,000, was that for the park up by Oltman? Zac replied $350,000. Mayor Bailey said so $350,000 that he was able to go find some money to help with park improvements and a plot of land that we own up by Oltman Middle School and we’ll eventually be working on that. So, we kind of plug those in. The second thing is whether it’s the backwaters of the Mississippi, we’re going to go look for those; there are opportunities out there, especially being on the backwaters and there’s a few things that we’ve already been talking about, whether the Local Option Sales Tax would have passed or not passed. If it would have passed and we were able to still go after the dollars and get the dollars, then we wouldn’t have used the Local Option Sales Tax. So, I just want the public to be aware, for those that might be concerned, hey, does this mean we’re not doing any of these projects, from Day 1 it was always that we’re going to do them, it’s just how soon that we were going to do it and how long it will take to get them. And a lot of that will depend on how we, as a Council, new Council, decide on what we call our Capital Improvements Plan (CIP) and where these things will be in the CIP, which we usually plan out more succinctly for the next five years. As I’ve talked with staff, some of these things may take 25 years to get everything completed. But that also depends on funding sources and that, too, so I just want to thank the public, though, for expressing your opinions, one way or the other; it’s great, as was commented earlier, this is a democracy, and whether you wanted it, didn’t want it, or maybe you wanted it but just don’t want to pay for it, that’s fine, too. But the fact is we’ll continue to City Council Meeting November 6, 2024 Page 9 of 9 look at options and opportunities to bring these things, like we always do, from a Council standpoint and a staff standpoint to not have such an affect on our local property tax, which is frankly part of the reason we did the Local Option Sales Tax idea. 13. WORKSHOPS - OPEN TO PUBLIC - None. 14. WORKSHOPS - CLOSED TO PUBLIC - None. 15. ADJOURNMENT Motion by Council Member Thiede, second by Council Member Garza, to adjourn the meeting at 7:39 p.m. Motion carried: 5-0. Minutes prepared by Judy Graf and reviewed by Tamara Anderson, City Clerk. 1 City Council Action Request 7.B. Meeting Date 12/4/2024 Department Public Works Agenda Category Action Item Title Public Services Commission Meeting Minutes (2024-10-21) Staff Recommendation Approve the October 21, 2024, Public Services Commission Meeting Minutes. Budget Implication Attachments 1. 10-21-2024 Public Services Commission Meeting MINUTES COTTAGE GROVE PUBLIC SERVICES October 21, 2024 COMMISSION 12800 Ravine Parkway South Cottage Grove, MN 55016 COUNCIL CHAMBERS - 7:00 p.m. 1. CALL TO ORDER Vice Chair Ron Kath called the Public Services Commission meeting to order at 7:00 p.m. 2. PLEDGE OF ALLEGIANCE Vice Chair Kath asked everyone to stand and recite the Pledge of Allegiance. 3. ROLL CALL Vice Chair Kath was advised that Roll Call had been taken; Chair Lisa Kons was absent. 4. APPROVAL OF THE AGENDA Commissioner Kelsey Moyer made a motion to approve the agenda; Commissioner Jenny Olson seconded. Motion carried: 6-0. 5. APPROVAL OF MINUTES A. APPROVE MINUTES FROM THE JULY 15, 2024 MEETING Motion by a Commissioner Tracy Jenson to approve the July 15, 2024 meeting minutes; seconded by Commissioner Lise Alden- Rediske. Motion carried: 6-0. 6. OPEN FORUM Vice Chair Kath opened the Open Forum. As no one wished to speak, Vice Chair Kath closed the Open Forum. 7. PRESENTATIONS A. PRESERVE.PLAY.PROSPER PLAN Zac Dockter, Parks and Recreation Director, stated I appreciate the opportunity to talk about the Preserve.Play.Prosper Plan. Hopefully, this isn’t the first time you’ve heard of the plan that we’re discussing tonight. We’ve been working really hard to try to educate the public, to make sure that they understand before they go to the polls exactly what the questions are and what the opportunities are, and what the tax impacts are. I will go through this rather quickly, but there’s going to be plenty of time for me to answer any questions you might have. Public Services Commission Meeting October 21, 2024 Page 2 of 12 Director Dockter stated this all started with the community telling us that they want more parks and recreation in Cottage Grove; we hear that in a multitude of ways, whether it’s community surveys, feedback at any of our meetings, and also just by the way the parks are used, as they are used like crazy. Any time we build something new, it gets used a lot, and any time we refurbish something, it gets used a lot. A new playground, a new trail, whatever it might be, there’s instant use and a lot of use, at that. So, we’re a very active town, and people are using the parks a lot. In 2022, we embarked on a journey that was called Reimagine Recreation, an engagement process. We went out and did a bunch of surveys, we went to a bunch of different events around the community, we did online surveys, Facebook surveys, and all sorts of different ways to try to engage the public. Basically, we got a laundry list of new and improved recreational opportunities that people wanted in the community. We took that list, narrowed it down, tried to implement it in a few main projects, which I will talk about next. Those projects were: 1) To upgrade and enhance Hamlet Park; 2) Create a new 33.3-acre, nature-based park along the Mississippi River, at Mississippi Dunes Park; and 3) Transforming the River Oaks Golf Course and Event Center into a year-round recreation destination for all ages. Hamlet Park This is our oldest and largest park in Cottage Grove. The proposed plan is $17 million and would include: •Upgrading the replacement of the existing playground equipment. •Building a new four-season recreation building. •Installing a small splash pad. •Replacing the existing skateboard park with new; I do like to add that we would engage with the skateboarding community to make sure that they help design the skate park itself. •Building an amphitheater. •Creating an art walk/sculpture garden with benches and an informational kiosk, so again probably would engage some artistic folks in the community to help design some of that. •Adding a synthetic turf sports field with lighting and that will be replacing the existing lit natural turf field. •Completing the south baseball complex. We’ve owned that land since 2002, and we’ve built two of the fields, which is halfway home; so, in 22 years we’ve owned that land, we’ve only been able to build two ballfields with the existing funding, so this would complete that project by finishing those last two ballfields. •Parking lot. •Trails and Landscaping. Mississippi Dunes Park We were lucky enough to acquire 33.3 acres, all through grant funding just this past year; , partnering with the County and the State, to get over $1 million to acquire that property was very impressive. The plan now is to actually do something with the land that we own there. There are over 1,900 feet of actual shoreline along the Mississippi River. We’ve wanted for generations to get more public access on the Mississippi River, and this is really the best opportunity the City has ever had to do that. The proposed plan is $13 million and would include: •Restore and preserve natural habitat, over 25 acres would just be preserved as natural habitat: To do some restoration work, protecting the oak forest, replanting some prairie, and protecting the wetlands. •The other 8 acres would provide recreational access so things like a canoe and kayak launch, a small boat launch for fishing boats, duck boats, or pontoons; every vessel’s a little bit different, but there’s a channel out there that’s about anywhere from 3-to-5 feet that people could get out to the main channel from there. •Construct new and enhance existing walking and hiking trails. •Create a nature-based playground. •Provide space for outdoor classrooms. •Build an interpretive learning center, there’s actually a Concept Design within that photo on the top left of what that four-season building might look like. •Adding facilities for all sorts of nature activities, picnicking, and other things. I always like to mention this is next to 240+ acres of the Grey Cloud Dunes Scientific and Natural Area (SNA), so this is just adding to that entire complex of habitat. River Oaks Golf Course & Event Center Certainly, River Oaks is a point of pride in the community. Golfers love it, people who host events and banquets there love it, people love being on the patio. It is the community’s golf course, it is over 200 acres of property that the City of Cottage Grove owns and the people own, so we want to find different ways for people to use it. What you’re not going to see in here are a lot of things about golf or weddings. This $6 million project would add: •Install multi-sport simulators, so it could be used for soccer or golf or all sorts of things. •Add a pickleball/event court, so a multipurpose court. Public Services Commission Meeting October 21, 2024 Page 3 of 12 •Create a new winter mountain biking course, like a fat tire course, using all that property for that. •Upgrade the building, kind of connecting those 2 buildings. •Enhance the patio dining area. •Build a 9-hold Himalayan putting green course, designed for all skill levels. There’s kind of an example shown to the right that’s pretty extensive, but it’s really just a hilly green and you kind of put the pins in different, unique positions so people can kind of putt away at that. It’s similar to our practice green, but its kind of our practice green on steroids; again, that would be free to the public just like it is today. So, among the three projects, $17 million for Hamlet Park, $13 million for Mississippi Dunes Park, and $6 million for the River Oaks Golf Course, to fund the proposed investment, the City is asking Cottage Grove residents to consider a half-percent Local Option Sales Tax as part of the General Election on Tuesday, November 5, 2024. If approved, that would generate $36 million spread over a 25-year period. Why a Local Option Sales Tax? There are a couple options to fund projects like this, but we cannot fund it through just the General Levy each year, there’s just not enough money to do things like that, as that pays for our operating costs and kind of minor upgrades. So, this is a different funding source for the parks. The sales tax spreads the burden, so there would be two options: You can either bond for it through a referendum approved by voters through property tax, or what the City is proposing is going through the Local Option Sales Tax. The difference with the Local Option Sales Tax is everybody in the community gets taxed as they spend, as well as visitors who come into the community and spend. We hired the University of Minnesota to do an independent study; they are projecting right now about 31.3% of the sales tax will be paid for by non-residents that come to visit Cottage Grove or purchase from Cottage Grove. That includes online purchases, whether it’s from Menards or a business in the industrial park, the sales tax on those purchases all goes toward this, assuming they’re taxable purchases. That ends up contributing about $11.3 of the $36 million dollars, and that’s a projection based on today’s calculations; that will change as the community, the demographics, and the economy of Cottage Grove changes over those years. Right now, the projection is $22.99 for the average resident in Cottage Grove; so, it’s half of 1 cent for every $1 spent is the math on how that’s paid out. Just a real quick reference of some of the other communities that already have Local Option Sales Taxes, which are in the green, and then the blue are all pending Local Option Sales Taxes coming up in November. So, the State requires you now to ask the voters on a General Election, so that’s why there are quite a few of them this year: Woodbury, Stillwater, Brooklyn Center, Roseville, Richfield, and Chanhassen are all going for referendums on sales tax this year. It’s a little bit confusing on the ballot because we have 3 projects with 1 tax; so, I want to make sure that that’s very clear. We’re trying to find all sorts of different ways to message that. If you vote for Hamlet Park, it’s a half-percent sales tax. If you vote for Hamlet Park and Mississippi Dunes Park, it’s still just a half-percent sales tax. If you vote for Hamlet Park, Mississippi Dunes Park, and River Oaks, it’s still just a half-percent sales tax. So, I want to make that very clear. If just 1 of the projects passes, let’s say just Hamlet Park were to pass, obviously that would accumulate more money quicker for just that 1 project, as opposed to spreading the cost over 3 projects. That’s important to know because once the projects are paid for, the sales tax has to go away, and these are all State laws, so these are things that the City has no control over, there’s no wiggle room. The State says that once you get to $36 million dollars or 25 years, those projects are done, and the tax has to come off. Now, the City could go back and ask questions on something else if they wanted to, but as far as this plan, it has to come off. So, it’s important to know that. And if all 3 projects fail, then there is no sales tax. Director Dockter said I guess the biggest thing I want to make sure people understand is the website is phenomenal, there’s so much information on there, and all of the frequently asked questions. Almost every question I get is on the website, but I’m always happy to answer them anyway. It’s very informative, if you have time to look at it, that way if your neighbors ask you questions, you can be a little bit more informed. We did a Facebook Live event this afternoon, if you want to take a look at that. Mayor Bailey and I sat down and tried to answer some of the frequently asked questions, so we’re trying to make sure that people have an educated vote when they go to the polls; however they vote, they vote, and we’ll take it from there. With that, I’ll stand and answer any questions. Vice Chair Kath thanked Director Dockter, said we really appreciate you coming in and sharing that with us. So, I’ll open it up to the commission if anybody has any questions or comments this evening. Commissioner Nate Lotts said I’m trying to think how best to phrase this so it makes the most sense to everybody. Which of the 3 projects is the most expensive? Director Dockter replied Hamlet Park. Commissioner Lotts asked so if only Hamlet Park passes, what’s the forecasted payoff timeframe with the half-percent sales tax? Public Services Commission Meeting October 21, 2024 Page 4 of 12 Director Dockter replied right now we projected we could bond for I believe it’s about $12 million; so, basically we would bond, take out a loan for the first part of the project, and then pay that back as the revenues come in. Each year, we’re going to figure out how much revenue comes in, but we think that $12 million, so we would be able to fund the majority of that park. I should have also mentioned, it’s a good question because I should have mentioned that each project, Hamlet, Mississippi Dunes, and River Oaks, we’ve tiered all the projects within the projects. So, synthetic turf and the playground might be first, the building might be in Tier 2. So, all those are tiered so that whichever questions get voted, however this all lands out, we’ll sit down with Council and Commissions and kind of figure out what the priorities are and how that works. Hopefully, that helps. Commissioner Lotts replied yeah, certainly. So, in terms of timeframe to pay off estimate, what do you expect, 10 years or something? Director Dockter asked for the first tier? Commissioner Lotts replied yeah. Director Dockter said I think we were thinking like 5-to-7 years, but really the first year is almost just developing plans and specifications. Commissioner Lotts said yes, absolutely, thank you. I was asking purely from ignorance because I didn’t watch the Facebook Live event, so that might’ve been answered, sorry for that. Director Dockter said again, it’s hard, commissioner, because we’re using data from maybe 2 years ago on sales tax revenues, and that’s probably different today, especially with inflation and everything else, I’m sure that the; well, I’m not going to talk about taxes. Commissioner Lotts said actually I was going to ask another question about one of your charts. So, St. Paul was listed as 1.5% in the green, so they already have a 1.5% sales tax, is that correct? Director Dockter replied correct, and I believe they just passed theirs for improvements to parks and roads, a 1%. Commissioner Lotts said perfect, awesome, thank you. Commissioner Olson asked what is the timeline as far as completion of let’s say all 3 projects’ paths? I mean, is it going to take 5 years, 7 years to implement all of the points? Director Dockter replied yes, thank you, commissioner, for the question. I don’t have a specific answer, but again, I think we would, for sure we have the top-tier projects that we would bond for right away and get those going in the first 5-to-7 years, I would say. And then depending on revenues, hopefully it’s not too far after that we could bond for the next tier of projects, and then finally the last-tier projects. I don't know if that’s going to be 15, 20, or 25 years, if it’s going to take all 25 years for that to happen or not, just because we don’t know what the revenues are going to do each and every year. But, certainly, within the 25 years, we would want them to be all complete. And I will say those numbers that are all budgeted in here, they include inflation, escalation, and we’re trying to project out in the future; that way, if we don’t, if we can’t build some portion of the project for 20 years, we’re prepared for that. Commissioner Alden-Rediske asked with the groups that you’ve already met with in the past, what is their feedback? Are they pretty much in favor of it, or are you facing any pushback? Director Dockter replied commissioner, I don't know. Do you want to go on Facebook and look? I would say most people understand that there’s a need to improve parks and recreation in the community, and there’s an understanding that you can’t do it all just with a property tax levy because we need to pay for Police and Fire and Public Works and water and utilities. There’s a limited source of that, so if we want some of these other things and you want these generational impacts, we have to find different sources. But any time you mention tax, it’s difficult, and it’s understandable, and I’m not going to argue with anybody about their personal finances. So, we’ll find out on November 5. Commissioner Olson said I have one last question. So, if unfortunately none of them pass, is there a contingency plan to still be able to achieve what we’re trying to achieve, or it’ll just kind of fall apart, so to speak? Director Dockter replied that’s actually a great question because that’s one that gets asked a lot, are you going to do it anyways if it doesn’t pass? And the answer is, I’m speaking on behalf of the mayor, who just said it today, that’s why I feel like I can say it, to some extent, yes. These are not projects that we just made up and said, all right, we’re going to do a Local Option Sales Tax and if the tax passes, we’ll do them, and if doesn’t, we’re not. These are projects that have been waiting a long time; Hamlet Park is a great example, we’ve been waiting to do that for 21 years. Just because it gets voted no doesn’t mean we just throw away, we still own the land, we still want to develop the land. Mississippi Dunes, clearly, we want to develop that property. So, these would just get put back in the Capital Improvements Plan (CIP), get prioritized, try to find different funding sources, and chip away at it. But, again, that may end up coming off of property taxes instead of the sales tax, or it may come out of who knows what. And I should also mention, too, this won’t be the sole source of funding; we would still look for grants, we would still look for, even at Mississippi Dunes, there’s a lot of opportunity for restoration grants and 3M Settlement grants or whatever else that we would try to achieve. If we can achieve those, it brings the project costs down and maybe gets us to get all those other projects done faster. So, there are lots of different ways to get to the end goal. Public Services Commission Meeting October 21, 2024 Page 5 of 12 Commissioner Jenson asked is there a projection with River Oaks, specifically, that there would be increased revenue to help offset the investment in amenities there? What does that look like financially? Director Dockter replied yeah, thank you, commissioner, not a lot, most of the items there are meant to be more free-to-use opportunities. I mean things like the event court, we would have rental fees with that, the simulator, there would be some user fees with that, but we’re trying not to interfere with the golf course and event center operations because it is a profitable operation the way it is; which is also why we don’t want someone paying for a round of golf, their round of golf shouldn’t be paying for a fat tire course. We’re trying to keep those a little bit separate, so not a lot of revenue opportunity, but certainly the more people that use it will just create more activity and more attention; hopefully, they’re going to eat there, shop there, drink there, whatever it might be, or maybe pickup golf, who knows? Commissioner Moyer said because you said you guys had projected for inflation and everything like that, so if we have more money than we need for funding, then what would that money be used for? Do we have any ideas for that, or? Director Dockter replied thank you, commissioner, great question. There is a $36 million cap; once we collect $36 million in revenue, that tax has to go away, according to State law, it cannot exceed it. It’s important for people to know that. Commissioner Lotts stated so this comp plan is pretty awesome, that newsletter that comes, that was pretty thorough and very educational. I definitely enjoyed it, and I know the neighborhood that I live in did, like they all read it and then came and talked to me, so it was good. Director Dockter said thank you, the Communications team has been working really hard and taking some heat along the way, too, but I hope people understand we’re just trying to educate people so they can make the best decision for them and their families. Commissioner Lotts commented I would say the perception probably hasn’t been clarified with a lot of people, in terms of the social media presence that I’ve seen with the fact that the sales tax goes away after you’ve collected the projected amount. I think oftentimes people just assume that once you start a tax, it never goes away, and it’s never going to go back down. So, I think the clarity around that, I actually didn’t realize that until you just told us that. Director Dockter said thank you, I’ll try to get some extra information on that. Vice Chair Kath stated well, it’s kind of similar to US Bank stadium, right? They said the pull tab or whatever those e-tab things were going to pay for it, it did, and now guess what? They don’t have to worry about it. So, Zac, the question I have is maybe you could provide some feedback because when I was on the Parks Commission with you, a committee of volunteers for our current Bike Park came forward and helped develop that. What’s kind of the difference between the two different types of events, then, the summer Bike Park vs. a winter Fat Tire Park? Do you foresee that being an attraction like our Bike Park? I know when that thing opened, it just started attracting people from throughout other communities to our community for that Bike Park. Director Dockter replied thank you, Vice Chair, the same thing, I think we engaged with the community and we got a really good Fat Tire biker right there, who happens to be an engineer, that would probably help us guide some of that conversation and get a good design to make sure that its going to be usable and exciting for people to use. So, yeah, we would engage with the community and try to help build that. They need to come, there are crews, I think, usually with that, but it’s a different experience. The Bike Park is kind of a completely different experience than this Fat Tire course where you’re going to kind of go, I think it’s a 3.5-mile loop we currently have projected, whereas the Bike Park is more stationary with more active jumps and toys and whatever else it is. Vice Chair Kath stated okay, thanks. And I, too, want to echo, I even brought the brochure along, just communication vehicles like this that have been coming to peoples’ mailboxes and obviously through social media and then the websites and stuff, I really feel that the communication is out there. And if people have questions, they have opportunities to reach out to both yourself and other staff people to do that. I guess I would ask folks if they still have questions coming to the end, with a couple weeks to go, certainly reach out to our staff to answer those questions; you’ll feel really educated moving forward. Director Dockter said thank you, Vice Chair Kath, thank you members of the commission. I’ve always said there’s no secrets, I’m going to tell you like it is, and then you make your vote. So, anytime, email, call, whatever it is, I will answer your question. Vice Chair Kath said the other thing that’s interesting to me is I’m very supportive of it, and to me, it kind of helps level set our older parks with our newer parks. Because again, it gets to be this has and the has not, then; you know, just because I live in a new neighborhood and I’ve got a fancy new park, if I live in an older neighborhood, and now my park’s kind of running down because it’s in a 10-year program. This is a way to kind of jumpstart that, I think, and keep it more equitable throughout our whole community. Public Services Commission Meeting October 21, 2024 Page 6 of 12 Commissioner Lotts said I just drove past Glacial Park on the way here, and there was probably 4 parking spots available, so its definitely being used, especially with the weather today, but that park is fantastic. Director Dockter replied it is, and that’s the fun stuff to see, when you build something and then all of a sudden it just, people are there right away. We’ll pave a trail; sometimes I’m worried they’re going to sink into the asphalt they get on it so quick, so, yeah, it’s fun to see. Commissioner Moyer said you said that you’re going to connect with different communities to create designs. How do people get involved with that, or do you already have set people that you’ll be speaking to, to help design, or can anybody from the community be a part of that? Director Dockter replied thank you, commissioner, it’s a little bit of both. I mean, we have different methods of trying to get people involved, but yeah, we would reach out to the community through social media or whatever it is to try to get people into a Task Force of some sort to try to help contribute and give their feedback and expertise in those areas. Vice Chair Kath asked if there were any other questions or comments, and there were none. He stated again, Zac, thank you so much for coming forward and presenting that to us this evening at our commission meeting. Director Dockter replied thank you, have a good evening. B. INTERMEDIATE WATER TREATMENT PLANT Vice Chair Kath stated our next presentation is the Intermediate Water Treatment Plant update, and our Director of Public Works, Ryan Burfeind, will be presenting that to us. Director Burfeind stated thank you, Vice Chair, and members of the commission. So, as I’ve been doing throughout this process with all these 3M Settlement Funds that Cottage Grove has been getting to provide clean, treated water for generations to come, I have a very important check in tonight because we’re working diligently on our Intermediate Zone Water Treatment Plant. I’ll get into the details of what that means a little later, but this is the larger of 2 treatment plants that are going to serve Cottage Grove for decades and decades, really, and for the foreseeable future that were funded by that 3M Settlement. As I’ve talked about before, we had the Low Zone Water Treatment Plant, and that’s really treating all the water kind of south and west of Highway 61. It’s under construction right now, we started that in the Fall of 2023, and that’ll be wrapped up probably in May 2025. This Intermediate Zone is going to really treat all the water north and east of Highway 61, really kind of the dividing line in our City. The reason for that is we’ve got all this elevation across town, it’s a higher elevation on the north end, it’s a lower elevation by the river, so there are different kinds of zones where we provide all that water that work independently. One thing I always like to mention is you hear a treatment plant under construction, so what’s happening right now, but in this Intermediate Zone we have 5 temporary Water Treatment Plants that we’ve been building up over the years. The final 2 actually came online this past summer, 1 was close to the archery range and the other 1 was right across from the splash pad. So, we’ve continued to provide fully compliant, treated water to our residents, even as things have gotten more strict over the years with the State and Federal Health and EPA Departments. So, I always like to mention that our water is clean and safe to drink right now, and this is just our permanent solution. This is an overall map of Cottage Grove, there are a lot of words and a lot of detail I won’t get into, but the main thing is that bluish area and the orange areas, that’s the area that’s going to be treated by this new Water Treatment Plant. The green area and then the red, which we call the River Zone, those are the ones being treated by that Low Zone Water Treatment Plan that’s under construction. Where this is actually going to be located is right behind the Central Fire Station. We’ve got a couple of what we call ground storage tanks, water towers along 81st Street, right by the archery range, and this is where this treatment plant has to go. Right now, it’s just kind of an open space, not being used for anything specific, but it is kind of park land today. The reason it has to go here is we have 7 wells that are kind of right around this area, really close to this treatment plant, and they all come together into one watermain, going directly to here, to these water towers. So, we can basically intercept that pipe and put it into the treatment plant because that’s the way you have to do it; you have to centralize everything. We’re very fortunate that we have that, some other communities in this 3M Settlement are having to spend tens if not hundreds of millions of dollars of the Settlement money to connect all their wells to a single point. We actually have that already, just the way it was developed over the decades so we’re very fortunate. There are 2 wells, 1 by the splash pad and 1 more up by Sunnyhill Park, that we have to connect down to here because this will treat 9 wells in total; otherwise, those other 7 come to here. We have been planning this for quite some time; basically, in 2017, when these issues really came up, we kind of knew this was coming at this location. I’m here tonight because we really started our public engagement process, which I’ll talk about more, where we had an open house Public Services Commission Meeting October 21, 2024 Page 7 of 12 with this neighborhood. So, we want this commission to be informed on what we’re doing, how we’re doing it, and kind of the schedule so if you get questions from the public, you’re able to answer them. So, that area in blue that will be the treatment plant itself, so you can see the Central Fire Station just north of it, so it is larger than the Central Fire Station, so it will be a very big structure that we have to put in there. It kind of works pretty nicely because that’s kind of a little bit of a valley between the water towers and the Central Fire Station, so we can kind of work with that valley to keep this building from getting too tall. It’ll have a pretty similar height as the Central Fire Station itself, so it won’t be too daunting or overpowering for that neighborhood. You can kind of see a proposed playground, there’s a little park component to this that I’ll talk about at the end; because we are using existing City park land, we are requesting that the State basically pay back the value of that land because we’re kind of losing park space, which is very important. We have to build these treatment plants, but we really don’t want to lose that park space forever; so, we did an appraisal, and they’ll be paying that value of the land, which we’re then going to reinvest into this park. So, the Parks Department is actually working on a Master Plan right now to kind of enhance this whole area from those park components since we’re building this treatment plant here. Director Burfeind said here’s a rendering of what it’s going to look like; we’re trying to mimic the Central Fire Station pretty well, as this is more of a residential area. Of course, we can’t make it look like a home, but we want to have it pretty aesthetically pleasing and match that Central Fire Station architecture that we have today. With the Low Zone plant, we built that right in the Business Park so obviously there we could kind of match it into those businesses that were in that area, but this will be just a little bit nicer; that reddish color is an actual brick, and we’ll have limestone accents as well. That kind of darker brown, the taller panels, that are like Tilt-up concrete panels, kind of like the HERO Center is right over here, but it actually casts like a brick face into the concrete; so, it’s very cost effective, very low cost, but gives it a really nice finish, and it’ll be pretty appealing to that neighborhood because it’s obviously a big change for them to have this treatment plant there. The general height is about 32 feet tall, so it is a pretty tall building, but that’s pretty similar to that second story of the Central Fire Station, so it’ll match pretty well and not stand out any more than that does. Here are just some other elevations; you can see we tried to incorporate more windows, some awnings, just some things to make sure it doesn’t look too industrial in a largely residential area. The next three, I won’t get into the details, these are kind of the different floorplans, but I kind of want to talk in generalities about what this facility does. This is the basement, so in that valley, there’s a really deep basement of all the concrete; you’ll actually see this concrete being poured for probably 1.5 years before this building gets out of the ground. These are very large tanks as the water kind of flows through the plant and does its business. Rather than burying all of this in the ground and having the pipes buried in the ground, which we can never get to again, we have them all in a basement; so it is really good for long term Operations & Maintenance (O&M) of this facility, that we’re not having to dig up concrete floors and things like that if we have a watermain that breaks or something along those lines. So, that will be really good for us in the long term. The main floorplan: The water is going to flow through the plant from kind of the upper-left corner to the bottom right. So, in upper left, we have a lot of iron and manganese in our water, you probably see that when we do flushing twice a year, the water gets churned up and dirty because right now we don’t remove that iron and manganese; we don’t need to, the levels aren’t high enough to require it, so it kind of settles out in all our watermains, it’s more of an aesthetic issue. The trouble is when we treat for PFAS, the way we do that, that iron manganese is very hard on that treatment process. The way we do it, there’s basically the big filters I’ve talked about in the past, like a big Brita filter that’s specially designed to take the PFAS out. If we don’t remove the iron and manganese, that stuff will last like a year and we have to change it out at several million dollars; with removing the iron and manganese, it lasts 6 years, so you can kind of get 6 times the life out of it. So, even though there’s an expense to take the iron and manganese out of our water, that’s going to save a lot of money in the long run for the City, so that’s a good benefit. So, in that far-right corner you can see in real small words PFAS Treatment, that’s where you just have these big tanks; they’re big, 12-foot diameter, 20-foot tall tanks that the water flows through. What’s nice is this is a very quiet process; it’s all enclosed, most of it is just kind of pressurized, you don’t even see anything happening, it’s all in pipes and tanks. So, it’s not like a big commotion for the neighborhood. Obviously, construction is tough, but once we’re done, it actually kind of runs on its own; we’ll maybe have an operator there for 4 hours a day, just checking in, checking things, making sure it’s all working, but there’s no actual 24/7 operation where we need to have a huge new crew to run this plant. So, it’s very automated, very hands off, so that will be really good for our team in the long run. There is an upper level, just where we have some of the control rooms and lab space. Director Burfeind stated like I mentioned, we also have kind of a park component to this process here. You can see the new Water Treatment Plant in white, and this is working with the Parks Department on when we get this funding from the State to kind of make up for loss of park space, what are we going to use that for; so, one is proposed to be a playground by the Central Fire Station, that actually was part of the Central Fire Station project back when it was going to be built, but with some funding challenges, it had to be cut. Really, on this end of town, there’s not really a neighborhood park in this area. So, it’s not meant to Public Services Commission Meeting October 21, 2024 Page 8 of 12 be some big, huge park with a big regional draw because obviously there’s not really the parking facility for that. It’s just meant to be a neighborhood park, so we’ll connect trails into the different neighborhood areas so people can walk to it. The Parks Department is also looking at kind of a beginner type disk golf course; we obviously have a very nice disk golf course at Oakwood Park, and this would be kind of a beginner, 9-hole course they’ve called it. Like I said, new trails throughout the area, and then maybe like a boardwalk across Pine Tree Pond that we could add. So, these are some of the features that they’re looking at right now that we’d probably build with the treatment plant just because it would be more cost effective to do that. Like I said, we are kind of starting the public engagement process right now. We had an open house on October 10, and we invited 850 homes all around that area, but we only had 3 people attend, so not a huge turnout. So, we’re going to continue to do that public engagement because we want to make sure they know what’s coming to their neighborhood, and that’s right near the Central Fire Station, so it’s kind of right in the neighborhood, easy to attend. Tonight we’re having the Public Service Commission Meeting, we’ll be at the Planning Commission Meeting on Monday night to get a Site Plan approval, that is required from them with our Code, we’ll be at the City Council Meeting on November 20, and then we’d be bidding it in March, 2025. Construction would begin next summer, and it’ll probably be 2.5 years of construction, so it will be complete in late 2027. So, it is a little bit of a longer process; right now, we’re estimating about $100 million for this plant, so by far, the most expensive thing, as currently our most expensive project in town is $40 million for the Low Zone Water Treatment Plant. So, we’re very fortunate to have that 3M Settlement funding, as this is all being paid for not by the taxpayers, not by the water users in town, it’s all being paid by the 3M Settlement, which is a very fortunate thing for us. Director Burfeind said one other component we’re working with is with the Central Fire Station directly; I want to talk about the schedule quick, but we have a little bit of a challenge where we can’t turn around semis on this site, there’s just not the room. So, when we do have to do semi traffic to like deliver new treatment media, we’re actually going to drive through the building and then go out through the Central Fire Station because that kind of loops around the east side of the Central Fire Station on this image, then we’re going to build a new road out to 80th Street. Now, working very closely with the Central Fire Station because we do not want to impact them in any way; we don’t want a semi coming through their back road right when an ambulance is trying to get moving and go on a call. So, that’s why we’re really working closely, hand in hand, with the Fire Chief, Deputy Fire Chief, and we actually met with a bunch of the Fire team itself to talk about this. So, there is some money that we’re going to have to spend to maybe make that road a little bit wider because we want to be able to have 2-way traffic on that fire station driveway. If we have traffic, fire trucks and ambulances can still get through, so that’s one thing I’d like feedback on from the commission. I think we want support from the community that we cannot impact that Central Fire Station in any way. There might be questions on why are we investing 3M Settlement money on a fire station property, but we’re pretty strongly firm that we have to do what we can do to not hamper that Central Fire Station in any way, even a 5-second delay in an ambulance is not something we can have. So, that’s a big part of this project. Overall, it’s a cost savings as if we had to find a way to turn semis around on this property, we’d be spending much more money than we are to make that Central Fire Station property kind of work for us. So, I think that’s one thing on which I’d like some feedback; we’re not looking for any formal approvals tonight from the commission, but we’d like feedback if you have any questions and making sure there’s support for that part of it as well with the Central Fire Station. Director Burfeind stated I’ve talked through the schedule already, and we will probably have more public engagement over the winter, just like updates to the neighborhood. We have a really great website and a story map that kind of talks through all this that we’ve provided to folks. We would do like another neighborhood meeting before construction starts as well. With that, I’ll stand for any questions. Vice Chair Kath thanked Ryan and opened it up to commissioners for any comments or questions. Commissioner Moyer said I have a question about the entrances. Will people from the public be able to enter these as well? Like, if they find out that oh, maybe this is a shortcut; will they be able to have access to that or will it be closed off at any point? Director Burfeind replied that’s a good question, commissioner, because it is kind of another cut through off the neighborhood. So, we are looking at kind of an actual controlled access gate with like a badge to get in off of 81st Street and to go onto the fire station property just so there’s no confusion there as well. Actually, thinking of access with that playground so close to the Central Fire Station, we’re actually looking at kind of a fence to separate those two. This is more in the Parks territory, but I’m trying to think through that, we don’t want children thinking, oh, it’s the fire station, I want to go into the back of the fire station and see the ambulance. So, we’ll have some more decorative fence to separate those 2 uses, just so it’s not impeding the fire station as well. Commissioner Alden-Rediske stated I have a few questions, again, I’m a little naïve on this topic, so sorry if they’re silly questions. Director Burfeind said no problem. She said I’m leveraging a little bit of my experience back from when we built Walmart, so that was a big impact to the neighborhood that was right behind them. So, there was a lot of concern at that time regarding noise, Public Services Commission Meeting October 21, 2024 Page 9 of 12 construction noise, and beeping noise, and I’m curious because this is right next to another neighborhood. So, like what would the backup be for the construction, as you said 1.5 years or so of laying down cement, concrete. Are there going to be hours put in place for construction timing? Director Burfeind replied yep, that is a great question. So, we would adhere to all of our City construction hours, which are 7:00 a.m. to 7:00 p.m., Monday-Friday, 9:00 a.m. to 7:00 p.m. Saturday, and no work on Sundays or holidays. I was here when Walmart was built, and I do know that did drive a lot of complaints. What’s nice is because this is a City construction project, we have full control over it. It’s not that Walmart wasn’t trying to control that, but it is hard when it is private, you have a lot of subcontractors. We’re very tight on those hours, we don’t let them even warm up equipment or anything before 7:00 a.m.; it’s 7:00 a.m., no earlier start. We’re also going to see if we can work to widen that driveway off of 80th Street first so we can actually get construction traffic off of 80th, around the fire station, rather than all of it coming through the neighborhood off of 81st Street; so, that’s another thing we’re trying to work on. Commissioner Alden-Rediske said here’s my naïve question: A couple years ago I went on a tour with the group, and I think it was the Wastewater Treatment Center. Now, this is not wastewater that we’re dealing with, right? Director Burfeind replied no, that’s correct, it’s all drinking water. Commissioner Alden-Rediske said only drinking water, which Director Burfeind confirmed. She said okay, because I was making sure that there’s no smell or anything that’s going to impact the residents. Director Burfeind said no, and that is really good to clarify, commissioner, because even when we built that Low Zone plant, there were a lot of questions about is this a wastewater plant because it’s definitely a different process there and it smells, but this is all drinking water, all enclosed. So, it is a big building, but once its operational, it’s a pretty good neighbor. Commissioner Alden-Rediske asked so when it is operational, is there going to be any sound or is there going to be any noise impact to the residents? Director Burfeind replied no, not at all; day to day there’s probably just 1 pickup truck that’ll be coming through, just like a City pickup truck with our operator to stop in and check on it. With everything enclosed, even inside actually, the only thing that has any noise is that pump room where we actually pump the water out to the City, but that all has OSHA requirements for sound deadening to capture the sound in the building because that can get loud. So, that is a mandatory thing with OSHA. Then every other part of it you could have this kind of a conversation in the building, and you’d be able to hear because it is that quiet. Commissioner Alden-Rediske said oh, good, because I was worried about the rumbling or the motor or the fan noises that would be all day long. Director Burfeind replied, no, that’s a good question. Commissioner Moyer said I have a question about the construction as it’s going in and out; because we don’t have this third entrance, how will they be getting through and like how will that traffic kind of work then? Director Burfeind replied so I think what our goal is with the Central Fire Station is to actually build that new entrance first; so, that would actually be kind of a scheduled thing where we’d look to do that right at the start of construction, as long as we can work that out with the fire station operations so then they can come off 80th Street. There might need to be some work off of 81st Street to get things moving, but our goal would be to get that new entrance built off of 80th and then really focus all the construction traffic there. Commissioner Moyer said then I’m just wondering about the length of the project; you said it’ll be done in about 2027, so does that include the park stuff as well, or is that just the building part, and then we’re going to move forward with the park stuff after that? Director Burfeind replied I think the park stuff would all be in that same timeframe; we’d probably build that in 2027, at the tail end of the project just so this work isn’t impacting any of it, and that’d be a lot quicker to build. So, I think that would be in 2027 when we’d likely build the park component. Commissioner Jenson asked can you talk about the capacity of the water treatment and would we have room to grow into the future? Director Burfeind replied yep, that’s another great question. So, with the way the State works, because obviously they’re not trying to just treat Cottage Grove’s water, it’s the water in Woodbury, Oakdale, and Lake Elmo, our design for the actual treatment right now is 20 years. Obviously, Cottage Grove still has room to grow after 20 years, so there is actually some room to expand this treatment plant right here to kind of get some more growth after that. That Low Zone plant we talked about, that can really double in size and kind of serve the whole south part of Cottage Grove for a full buildout. It all depends on how water usage grows over the years. We’re really close for this treatment plant, it would actually serve the rest of Cottage Grove as we grow. There is the potential, way down the line, where you could have a third treatment plant out in like the east part of town, as we grow out, east of Old Cottage Grove; that kind of remains to be seen on how water usage changes over the decades, but we’re pretty close, we’re really maximizing the space. I should have said we’re using a little different type of treatment that’s a Public Services Commission Meeting October 21, 2024 Page 10 of 12 little smaller in scale, so we can fit more treatment capacity into this building with that goal of hopefully making this our final permanent treatment plant we have to build. Commissioner Moyer said so I was thinking about the basement. So, you said that the pipes aren’t under, so that if anything was to break, we’d be able to have access to it. So, if that does happen, because I don't know how these places work, I’m just imagining water everywhere. So, like how would that work then if there was a break? Director Burfeind replied yep, good question. So, it’s pretty rare for something like that to happen, but if it were, there’s all sorts of different alarms, flood alarms that go off and warn us right away. We have stuff like that right now actually at our temporary treatment plants as well, so our operators can respond and shut off that water flow. We have actually designed the plant because so much of our treated water is going to come from this, we can’t let a single issue take it offline, right? Because all of a sudden you can’t have no water to everything north of Highway 61, so we’ve designed it so there’s kind of redundancy throughout the entire plant. So, if 1 pipe breaks, we have a different pipe that’s a backup. If there are any issues, it might reduce the capacity a little bit if we have an issue, but at least we’d still be able to meet all our water demands. We’ve been very careful to design it that way because it’s a bit of a change; right now, we have 12 wells sprinkled all over Cottage Grove, and if 1 goes down, we can deal with it. Right now, we kind of have all of our water in 1 spot, so resiliency was a big part of it for us. Vice Chair Kath asked if Ryan could speak to the effect of how this new road with our current construction of 80th, is it going to make the plans of the current design of 80th Street have to be redone, or? Director Burfeind replied so 80th as it is today, kind of a 4-lane road, that’s plenty of capacity; this will just really be a new driveway coming in off the side, so no impact to the road. While there will be the construction traffic, there’s plenty of capacity on 80th to handle that construction traffic as it comes in. Because even though it’s a long period, it’s not a lot in any given day, maybe it’s 10-or-15 concrete trucks in a day, something like that. Vice Chair Kath asked so that part of 80th isn’t under that where we’re going to be redoing 80th Street? Director Burfeind replied not directly next to it, but a little bit further to the west is where we will be redoing 80th, kind of from the high school down to Highway 61. So, certainly, during that time, construction traffic for this would navigate it, but 80th will remain open while we’re doing that work in 2026, so no major issues with this. Obviously, if there were, Jamaica Avenue would be another option for them to get to the project site. Vice Chair Kath said I was just more like hey, you just got done fixing 80th and now you’re going to go tear it up for a new driveway, why didn’t you just wait and do it together; that’s where I was kind of going with it, but if that part’s not involved. Director Burfeind stated yes, that is different, this one is a little further down; this one was redone in 2016, so it’s still a good road, but it’s about 10 years old. Vice Chair Kath said I guess my initial thought when you said you wanted to work with the Fire Department long term, it brought back some memories of when I served on the School Board. When East Ridge was coming out of the ground, how when the architects got together and they looked at how Woodbury’s fields were set up and the land that the School District bought, how could we land swap to maximize it for the community? To me, it seems like we have 2 public entities here, obviously mostly Cottage Grove, but how can we leverage that space to the best of our ability without having to do things outside of it. So, it kind of brought back some memories, and to me, I think that’s smart for us to leverage the resources and the amenities that we have right before us instead of having to create new and just leave it because it’s been like that for the last 10 years or whatever. Vice Chair Kath asked the commissioners if they had more questions or comments, but there were none. He said I’m sure we’ll get more updates as time goes on, so thank you, again, Ryan, for sharing that with us this evening. Commissioner Lotts said I have one for Director Burfeind: You’d said the temporary one is across from the splash pad right now, and you have to essentially conjoin that with this plant once it is operational. What does that process look like? Do you have to do some massive trench digging and modifications to the existing infrastructure, or is it just as simple as turning a valve? Director Burfeind replied so that will have to be a whole new watermain that’ll come all the way down from Sunnyhill Park to Highlands Park, and then we’re going to try to use green spaces for most of that. So, like that Cottage Grove Trailway Corridor with the big power lines, we’re going to run down that with this watermain and then Pine Tree Valley; we’re going to run right down Pine Tree Valley, kind of under the trail, so the trail will have to be replaced. So, because it’s untreated water, we have to kind of pipe it directly to this plant. That will be a big project, there will be a couple of City streets that we will have to dig up to do that; we’ve already sent out some initial notices to those homeowners and we’ll be working with them. There won’t be any assessments, any road assessments, because the road’s being dug up just for this watermain, not for road maintenance; but that’ll happen in the summer of 2025, and that’ll be a separate project that we’ll do. Public Services Commission Meeting October 21, 2024 Page 11 of 12 Commissioner Lotts said and then that facility, I think you discussed this at a previous meeting, that’s across from the splash pad, when this thing’s fully operational in 2027, you’re going to essentially disassemble that and then you can reuse the innards of it? Director Burfeind replied yep, that’s correct. So, the 2 vessels that are in there and then the 2 that are by the archery range, yep, they will actually get moved to this facility; that’s the most expensive part of those temporary plants, and we’ve designed it to be able to just move them right to this one and have no lost money. Other than obviously the expense to move them, there’s some money there, and then that metal building, those are so new, I imagine when we demo them, it won’t be a true demo, it’ll be more of a salvage and someone can reinstall it somewhere else. Commissioner Lotts said awesome, fantastic, thank you. Vice Chair Kath asked if there were any other questions or comments, but there were none. Vice Chair Kath said thanks again, Ryan. 8. COMMISSION COMMENTS - None. 9. STAFF REPORTS AND MATERIALS Director Burfeind said I’ll cover a lot of Public Works right away, quickly, and then our Street Superintendent, Gary Orloff, is here as well if he has anything to add. Director Burfeind said just a couple of road project updates: We opened those new U-turn intersections down by River Oaks, that’s been worked on for about 2.5 months, it’s been a long process with Highway 61 down to 1 lane during that. It’s kind of a slow process with all the different concrete work and ways to build that, so I know people were getting a little antsy at the end to get traffic back to normal. So, that was a really great thing to open those up, and it’s a great safety improvement; we’ve already had great feedback from the bus company that serves the church and school that shares a driveway with River Oaks, they’ve really seen it as a great benefit to them to have those dedicated U-turns and that new way of kind of navigating that intersection. We kind of had a grand opening, ribbon cutting for the East Point Douglas & Jamaica Avenue improvements, that was in early September as well. You’ve probably seen some little bits of the work going on since then, some cleanup work, but that was kind of our final ribbon cutting, so nice to see those improvements operational and being used by everyone. A couple other projects that we finished up were kind of a realignment of Hadley, 103rd, and 100th Street, down in the south part of Cottage Grove to serve new development in that area. That’s been kind of a 2-year project we’ve been working through with most of the road work this year; that had a few closures, some different detours during that last phase of the work in September. So, we also finished that, and that’s all open, so a lot of good progress. After a very wet summer, it’s been pretty dry in September, so we could really knock out the projects and get them wrapped up. The other thing I’ll touch on initially and maybe Gary wants to add to it, but the big thing that happened since we met last was on August 29 we had that big storm. We had the downburst, you maybe heard about it, where we had at least 80 MPH winds the National Weather Service is saying on that evening. That was a big, tough night, and so we actually had our Emergency Operations Center (EOC) open here at City Hall. We had about 30 staff here with Police, Fire, EMS, Public Works, all the different supervisors were here. Really, in a couple neighborhoods, the Thompson Grove, south of Highway 61, and then the Thompson Grove Estates, kind of between East Point Douglas and Jamaica and 80th, were hit really hard. Just numerous Calls for Service. Our Police, Fire, and EMS were just inundated and literally overwhelmed, so we had support from all the surrounding communities and the Washington County Sheriff's Office to handle the calls that night. All of our Public Works staff were here that night to reopen roads; that was a tough night, I think it was about 12:30 a.m. when we finally wrapped up and had all the calls addressed, all the roads reopened, all the different powerline fires, lots of issues that night. That was a great response from our whole team. We do a lot of emergency training, and you kind of hope you never have to use it, but we had to use it that night, and everyone responded and did a great job. And we were safe about it; I mean, that’s tough when you’re out there that night, in the dark, with chainsaws, trying to open roads with equipment, trees on cars, trees on houses, and we had no injuries that night so I was pretty proud of our whole team for doing that. Then we started the cleanup, and we had about a month of picking up trees and doing all that work, which we actually reached out to our surrounding cities’ Public Works Departments; so, Eagan, West St. Paul, Burnsville, Newport, and Washington County all helped us with that cleanup effort throughout September. That was a big project and more to come with different parts of it, with replanting trees and kind of doing the final cleanup, but it was kind of good to see everyone come together and manage that big storm we had. With that, I’ll turn it over to Gary. Superintendent Orloff stated like Ryan said, we were pretty busy for 4-to-5 weeks, we just finished that up. So, now, we’re prepping for wintertime, so we’re out patching roads, trying to get everything buttoned up for that. Our stormwater crew is out doing inspections of catch basins, ponds, and we’re out mowing ponds, mowing Right-of-Ways back for winter preparation. This Public Services Commission Meeting October 21, 2024 Page 12 of 12 Wednesday we have our annual plow meeting, so we gather all divisions together and go over new assignments, what we’re plowing. Friday we actually started putting front plows on the big trucks, Saturday we actually have people coming in to assemble all these trucks, so our goal is always by November 1 to have everything up and running. Like Ryan said, we had a lot of trees down, so had to backfill those stumps, a lot of them were uprooted, we had about 50 trees uprooted, and we just pulled them out and filled them with dirt and hydroseeded them; in the springtime, we’ll go out and grind the stumps down, and that’s when we’ll start the replanting process. The other thing is we’ve been out for about 2 weeks now, we’ll have 3 sweepers out and until the first snow, we’ll be sweeping pretty heavily. So, one thing good for residents to know is we don’t want them blowing their leaves in the street, so pick them up and bring them down to the compost site. That’s pretty much it, we’re just prepping to get everything buttoned up for wintertime. He asked if there were any questions, but none were asked. Vice Chair Kath thanked Ryan and Gary for their team; it was incredible, as a resident, and he thought the communication was awesome regarding by October, put them on your boulevard and we’ll come and take care of it, and you guys did, so thank you so much. 10. COUNCIL COMMENTS Vice Chair Kath said Council Member Thiede is with us this evening, so asked if he had any comments. Council Member Thiede said a couple things: •We hired a new Communications Manager, Phil Jents, who actually grew up in Cottage Grove and has his Ph.D., a Park High diploma, so he’s kind of getting up and going and getting used to things. •We pretty much got the labor contracts and everything done. •In terms of Public Safety, a DWI Traffic Safety Officer Grant Agreement got passed. We got some cardiac monitors, AEDs, and ventilators. We authorized putting out a purchase order for Public Safety vehicles that are on the budget for next year. •We’ve just been working on the budget and so forth. Council Member Thiede asked if the commissioners had any questions, but there were none asked. 11. ADJOURNMENT Commissioner Moyer made a motion to adjourn the meeting; Commissioner Alden-Rediske seconded. Motion carried: 6-0. The meeting was adjourned at 7:58 p.m. Minutes transcribed by J. Graf and reviewed by Kari Reubish. 1 City Council Action Request 7.C. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Planning Commission Meeting Minutes (2024-10-28) Staff Recommendation Accept and place on file the minutes from the October 28, 2024, Planning Commission meeting. Budget Implication N/A Attachments 1. Planning Commission Minutes 2024-10-28 COTTAGE GROVE PLANNING COMMISSION October 28, 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-Absent; Derek Rasmussen-Here; Emily Stephens-Here. Members Absent: Eric Knable Staff Present: Emily Schmitz, Community Development Director; Conner Jakes, Planner; Riley Rooney, Associate Planner; Crystal Raleigh, Assistant City Engineer; Zac Dockter, Parks & Recreation Director; Ryan Burfeind, Public Works Director; Kori Land, City Attorney; Tony Khambata, City Council Liaison 3. APPROVAL OF AGENDA Rasmussen made a motion to approve the agenda. Brittain seconded. The motion was approved unanimously (6-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. Diane Masloski said we live down in Pine Coulee, 11570 Layton Avenue South, and I’m here to propose that we find a way through grants, through something, to get a bike path connecting us from that area up to the bike paths that we have here, and we would be able to go all the way, as I talked to Zac, about to Lake Elmo once we connect here. Right now, my husband and I ride bikes regularly, and we come on the highway in order to connect to the Ravine Park and then go from there; and it’s very dangerous to go along the highway, you have semis, and especially during the construction, Holy Toledo, it was bad. And I drew you some maps and made a proposal for you that we find a way. I’m more than willing, I taught in the district here for 20 years, and I am more than happy to work on grants or do whatever it takes to try and get us something to connect us to the rest of the places; we can’t get into Hastings because of the bridge and the river and whatever, and we can’t get up here because we have to go o n the highway. So, if there is a way that we can find some of the money to get this in the planning stages at least before I have to move out of there and live in a home somewhere ; and we can get, we have lots of younger families moving into our area, it would be a lot safer for them to be able to get out and go , and it’s good exercise for the families to be able to do this. So, I’d really like to see us try and get something. I am willing to do whatever it takes to try and work on it, and whoever needs to have me help, I’m there to do it. I’m retired now, I can do those things. So, do you have questions, or? Frazier asked the commissioners if any of them had questions. Fisher responded I want to see your map. Frazier said yes, we’ll take your map. Masloski stated yes, my beautiful map; I was not an art teacher, but I proposed an east and a west side of the highway. Frazier asked Schmitz if she wanted to maybe put it up on Planning Commission Minutes - Regular Meeting October 28, 2024 Page 2 of 14 the screen so everybody can see it, but that wasn’t possible. Fisher said we can just pass it, too, that’s fine. Masloski said our thoughts were that coming on the east side of the highway, we’d be able to connect at Kimbro to the frontage road there and come into Ravine Park on that side that used to be the drive -in area, which is now kind of closed off, but you can get in there with your bike and/or walking. And that, to me, would be the easiest way to do it, but I’m not a planning person so I don’t d esign things like that. Frazier replied understood, okay. I’ve got one quick question: Is the challenge getting across Highway 61, is that the worst? Masloski replied oh, yeah, we’re on the west side, and so we have to get over there. We usually come at the li ght and then the rest of the way you’ve got about a mile or a little bit more of riding just along the shoulder of the highway, and w e try to get to Kimbro before anyone gets to you, so, it’s a scary part. We have two grandchildren, and we like to take the m riding with us, but we can’t do some places unless we haul the bikes; and that makes it difficult when you’re wanting to go do something every time you want to go out and do that, you have to bring your bikes on there. And, like I said, there’s a lot of neighbors who now have young children, young families, and they do a lot of biking; we have one man who has a handicapping condition, and he rides a low bike and pedals with his hands. He can’t get anywhere except in our little circle neighborhood there be cause it’s too dangerous for him to go on the highway. But there are a lot of walkers, and I was telling Emily earlier, I said COVID at least brought everyone together because we’re all out walking and exercising and doing things now, and it would be nice if we had a connection to someplace other than just our three streets that we walk around. So, that’s my haunt. Bhat asked did I hear you say that you liked the east side plan better than the west side plan? Masloski replied I do, I thin k it would work better because that would give us a way to cross the highway at the stoplight and have a crosswalk there, where on the west side plan you’d have to come up to County Road 19 with the trail and then come across the bridge on 19 in order to g et up to Ravine Park or any of the other trails beyond that. So, I thought it would be better to do it that way; I don't know th at, but that’s what I thought. Bhat said okay, thank you. Frazier asked Masloski did you intend for us to keep the maps, or did you want them back? Masloski replied they’re all yours. Frazier said all right, without objection we’ll make them part of the record for the meeting tonight. Thank you very much. Bonnie Matter, 6649 Inskip Avenue South, Cottage Grove, said I’m going to say this now rather than as part of the CIP, but the City of Cottage Grove has a website. All Public Hearings should have a separate post on the landing page in the Latest News section. The Latest News Public Hearing posts should go up at the same time the meeting files are posted in the Public Meeting section. Link the Public Hearing Latest News entry to the Public Hearing documents. The City must be as transparent as possib le with the residents and provide this information in a timely manner. A post on the City’s Facebook page would also help in reaching as many residents as possible with Public Hearing notifications. Thank you. No one else spoke. Frazier closed the open forum. 5. CHAIR’S EXPLANATION OF THE PUBLIC HEARING PROCESS 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 podium and state their full name and address for the public record. 6. PUBLIC HEARINGS AND APPLICATIONS A. Chase Bank Plat - Case PP2024-018 KIN, Inc. (Kohl’s Department Stores) has applied for a Preliminary Plat at 7990 Hardwood Avenue South, which is adjacent to Culver’s, U.S. Bank, and contains the recently constructed Chase Bank in the south parking lot, which would split 1.03 acres in order for the constructed Chase Bank site to be within an individual parcel . Jakes summarized the staff report and recommended approval subject to the conditions stipulated in the staff report. Frazier asked if there were any questions for staff. Rasmussen asked dividing out this parcel, is it safe to assume they still meet all setback and parking requirements? Jakes re plied yes, that’s correct. So, Kohl’s still meets all parking requirements and applicable standards, as well as that Chase Bank sit e that Planning Commission Minutes - Regular Meeting October 28, 2024 Page 3 of 14 was recently approved; and then there is an Access Agreement in place between the parcels to allow access to each site via th at private drive. Just to note, that Chase Bank site would be required to abide by the conditions of the resolution that approve d it. Brittain said it was mentioned in the staff report about park dedication, and could you clarify for me when that occurs? I se e this is a lot split, and I know that that triggers things, but something got built here. Does that only occur when there’s a lot split, or should we be doing this as new structures go up? Jakes replied that’s a great question. In this case, it’s a bit of a unique situation given Chase Bank was not on its own parcel; so, usually, we receive park dedication at the time a new parcel is created. So, at the time of Chase Bank, we weren’t able to collect park dedication at that time, so we can collect it now that a new lot is b eing created. Also, at the time of original approvals with Kohl’s, there was not actually park dedication paid wit h that original approval in 2002; so, in 2007, Culver’s also paid park dedication and then we’re applying that here, to the Chase Bank site, given the re was no previous reception of park dedication funds and there’s the new lot that’s created. Brittain ask ed so if the additional 20,000 square feet east of Kohl’s were developed and it wasn’t split into a separate parcel, would that trigger a park dedication fe e, or would it have to then split that parcel as well in order to trigger that? Jakes replied I woul d assume that we would not be able to collect park dedication given its not a new parcel, and that addition was approved with the original approvals in 2002. If th ere was a newly-split lot, it would follow kind of the same process as Culver’s and Chase Ban k here, and we normally would collect park dedication funds at that point. Brittain said so knowing now what we know, would we have collected park dedication fee when Kohl’s originally built and then it wouldn’t matter? Jakes replied correct. Brittain said okay, thank you. Bhat asked so the access is being shared by three plots or three parcels . Jakes replied yes, that’s correct. So, the access comes off of Hardwood Avenue here and then US Bank has an access, Chase Bank, and then Culver’s has the drive through and then access to their parking lot. So, there’s a private Access Agreement that all properties are a part of and party to that allows basically people to travel within that area to each parcel. Bhat said but my question is does that meet the requirements? I mean, tha t’s a private access, right? Do we have any regulations on that, because it’s now shared between four parcels? Jakes replied yes, t hat would be basically a private agreement between the private parties, that the City wouldn’t have any party to or interaction with, so all the property owners would be required to have that recorded and work through that process privately, apart from City involvement. Bhat said okay, thank you. Frazier said I have one more question, and I don't know that you know the answer to this, but is there a reason why the lot s plit wasn’t done at the time the approvals for Chase Bank was done in 2023? Jakes replied that’s a good question; I don't know for certain, but from the sounds of it, Kohl’s is kind of going through a company -wide restructuring, reorganization where they’re trying to split off parcels where they have parking lot developments as they call it, it’s just to clear things up. And it helps on our side, too, because our utility billing kind of follows parcel identification numbers, so it works out kind of in the best int erests for everyone and then separates taxes and such. So, that’s kind of what I was informed of. Frazier said okay, thank y ou. Frazier stated the applicant wasn’t able to be here tonight, so at this time we’ll open the public hearing. No one spoke. Frazier closed the public hearing. Fisher made a motion to approve the preliminary plat, subject to the conditions stipulated in the staff report. Rasmussen seconded. Motion passed unanimously (6-to-0 vote). B. CIP 2025-2029 - Case CP2024-020 The City of Cottage Grove has applied for a Comprehensive Plan Amendment to amend the Capital Improvement Program (CIP) for 2025-2029. Raleigh and Dockter summarized the staff report and recommended approval. Park Improvements: Rasmussen said maybe I missed it, in 2028, Local Option Sales Tax $5.25 million, can you help me understand what that is? Dockter said I’m going to address that in the future slides coming up, so I skipped over all the Local Option Sales Tax items on there, and I’ll address those separately. Rasmussen asked about the pickleball courts; do we have any in town? Dockter replie d we do: We have three at Granada Park currently, we have six at Glacial Valley Park, and then we have two, one at Cedarhurst Meadows and then one at Sunnyhill Park, which are the kind where you have to bring our own net. We’ve had three at Granada Park since 2014 and then we built the six at Glacial Valley Park, and we thought that would take care of the growth of pickleball, but it’s been open for one year and it’s already to the point where people can’t get on it, it’s full. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 4 of 14 Bhat said with the Highlands Tennis Court Replacement, I’ve been there, it looks like it needs replacement right away, why wait until 2028? Dockter replied yes, there’s pretty significant cracking there, and we’re going to try to patch that this year; i f that patch doesn’t hold, we may have to change some things. And that’s the one thing with the capital improvements, this is our projected plan, there are plenty of times where if that repair doesn’t work, we might have to come back to Council at next ye ar’s CIP and say we want to move the Highlands Park Tennis Court up and then move something else back. So, that’s a good point. Brittain said as we’re talking about all these pickleball courts, it looks like as you get to old ice -rink areas, you pave them, and a lot of them can be used for sports courts. Glacier Park, I don’t believe that’s paved, or is there a hard surface on that rin k there? Dockter replied it is not paved right now. Brittain asked is that something that would be put in the queue for all of these things to have it be like the other courts and be able to be used in the off season, like these courts that are being r efurbished. Dockter replied that’s a possibility; unfortunately, that one’s a little bit harder because it has to be excavated out, so you’ve got to take it all apart and its got a concrete border around it. So, we did look at that one, and the Athletic Association i s even looking at maybe partnering for like a rollerblade court or something or for roller hockey. So, it’s still in the conversation, but that’s a little more difficult. We already know at Woodridge Park the whole thing needs to come out, and w e’re kind of starting over, and you can run the paver down there as opposed to trying to wiggle into an existing rink. Brittain said okay, I’m assuming since all these refurbished parks are getting it, that from what we know now, even if it’s not picklebal l but rollerblading or something else, any new parks that we have we’d consider that if it has a hockey rink feature to have that paved as kind of a standard? Dockter replied I think that’s fair to say, that we want to look at that, but we also want to be careful because ice and running equipment on it in the winter, I mean that can be pretty hard on it, right? We see what happens to the tennis courts with no equipment on it, so we’re a little bit hesitant to go all in right away; we kind of want to see how Woodridge Park handles it first. And then just real quickly, I should mention, too, Glacial Valley Park is not a full-size rink, but Woodridge and Peter Thompson are full-size rinks; so, you can maybe fit four-or-five pickleball courts on those and at Glacial Valley you could probably only fit three on it. Fisher asked with these pickleball courts, so is it just regular pavement or is there a specific, like a special surface for it? Because I know if the ball doesn’t bounce right, people get real upset. So, what is the material that you pave it with? Dockter replied it’s just another section of pavement, but then you have to hire another company that comes out and they actually use, its like a driveway sealer, but it’s much different than driveway sealer, so that’s how they apply it. Fisher said so it’s like a coating, basically, on top of it. Dockter replied yes, it’s basically; we call it a court paint, it’s not really a paint, but it’s a shell that goes on there, and then they put the lines on top of that. Fisher said okay, and you hire that, so that’s an added expense to the asphalt as wel l. Dockter replied correct. Fisher said okay, thank you. Preserve.Play.Prosper: Brittain said just to clarify, just because I’ve had people ask me, it’s not a half percent per project, it’s a half percent total for the Local Option Sales Tax, regardless of how many get approved, whether it’s one, two, or three? Dockter replied that’s a great question. The maximum sales tax is 0.5% no matter how many questions pass, and the maximum revenue that can be gained through the sales tax is $36 million, which is what’s been proposed and accepted by the State. So, the 0.5% max sales tax has to come off either after 25 years or when the $36 million in revenue is achieved. Stephens asked is River Oaks a golf course. Dockter replied it’s the River Oaks Golf Course and Event Center, and what the plan is aiming to do is actually get more people to use it because it’s 220 acres of public property that the City owns. The plan is trying to find different ways to use it, get different people down there, using it in different ways to utilize what we consider to be a point of pride in the community. We’d like to see more people use it in different ways. Stephens said so the improvemen ts are to a public building, it’s all public. Dockter replied it’s an all-public building on public land, yes. So, you don’t see a lot of golf in here, other than the Himalayan Putting Green, which is kind of a glorified mini putting course, which would be free to the public . You’re seeing things like the mountain biking course, patio upgrades, the pickleball court/event court that can be used for ev ents or programs or whatever it might be, and then the simulators, which can be used for golf, but they can be used for soccer, zombie shooting, whatever it might be. New Park Buildings: Rasmussen stated I really like the new park buildings that are proposed and have recently been built. Do they get staffed? Like, right now, some of our existing buildings I don’t feel like are really staffed, we probably don’t need to, but how do you man age public use inside a building? Dockter replied if there’s a program or event, we staff the buildings. If there’s no special program or event, then we do not staff the buildings. We do open the restrooms at all of our community parks, so our staff opens th em in the morning, cleans them, and then we’re really lucky to work with our Police Department as they come in at sundown and close them down; most communities’ police forces don’t do that for them, so we’re pretty happy about that, and that’s a good time Planning Commission Minutes - Regular Meeting October 28, 2024 Page 5 of 14 to have cops in the parks anyway. But that’s about the extent of the staffing. I should say our Parks crew spend a ton of tim e in there because the rentals are crazy; we’ve tripled or quadrupled our rental facilities just in the last five -to-ten years, they’re getting a lot of use, especially these like Glacial Valley. We projected 40 rentals and we’re already at over 70 rentals for the year. Rasmussen replied wow, that’s great. Pavement Management and Utility & Pedestrian CIP Projects: Brittain said you mentioned in 2028 the reconstruction of Jamaica to Military; would that include the realignment of Jamaica to Military with the roundabout that would be included with that? Raleigh replied that would include that, yes. Bhat said we had a question during the open forum about having a new bike path. So, are bike paths also in the CIP or are the y outside? Raleigh replied there are several bike paths within the CIP; in that area, specifically, I’m guessing that that woul d be part of the 100th Street realignment project, there will be a lot of pedestrian facilities within that project that would get folks from the west side of the highway potentially to the east side of the highway. Stephens asked about the water softening; since that’s in the future plans, are we doing any work now on the treatment plants to like make room for it if it actually happens? Raleigh replied I am going to have our Public Works Director answer that one . Burfeind said that’s a great question because obviously it’s a big dollar amount, which as Crystal mentioned is not funded at this time, but it’s important to have it in the CIP just from a planning perspective and if there’s ever grant opportunities. For both treatment plants, we did take that into account so it wouldn’t necessarily be a direct part of the building, you’ll actually see in the next presentation where that would be located for the Intermediate Zone Plant and in the Low Zone we had it as well. W e made sure that we didn’t preclude it, so however the watermains were set up on site, however water entered and left the treatment plant, we want to make sure that that would be as easy to do as possible to make sure we were setting ourselves up for the future. Frazier opened the public hearing. Bonnie Matter, 6649 Inskip Avenue South, Cottage Grove, said I guess the first thing I’d like to just remind everyone is that the City has no money, okay? The taxpaying residents of Cottage Grove are the owners of each and every item in the Capital Improvements Project plan. The Cottage Grove taxpayers expect good stewardship, transparency, and accountability from City government and City staff for the taxes they pay. When the City spends taxpayer money on large -ticket wants and a developer is not footing the bill, like Glacial Valley Park or River Oaks Golf Course or like the upcoming Kingston replacement building, then that want should be put before the taxpaying voters with a complete understanding of how much, how it fits in the current budget, and how we as taxpayers are going to pay for it and for how long. It should be straightforward and simple enough for everyone to understand. One of the questions I had with this whole LOST piece, the local area sales tax, was why Kingston? The replacement building for Kingston isn’t what was looked at vs. River Oaks, why that’s not on that. Before taking on additional parks building bonding, let’s pay off the loan on the Glacial Valley Park building first and then begin saving for the Kingston Park replacement building and then the Oltman LaCrosse fields. There are ongoing problems with pedestrians trying to cross multiple intersections on both 80th and 70th Streets; how will the City take care of these intersections to protect both residents and visitors? These are the types of Public Safety issues that require the City’s immediate attention, and one of the things that I thought about, I mean we could do right away, is Bayport has flags at their crosswalks, and anyone that’s crossing the street can go grab a flag on one side, put it out, walk across, put it into a little container, and that’s how they work with it. We’ve got too many kids that are trying to get across 80th and 70th. Climate Resilience: The City experienced at least two major storms this year that resulted in homeowners’ damage from flooding, hail, wind, downed trees, etc. Homeowners insurance premiums in the State of Minnesota are increasing at rates of 25% or more through the storm damage claims. What type of contingency plans are in place to help address climate change and the accompanying costs for the residents of Cottage Grove? Are dollars set aside for emergencies? Residents are told repeatedly how low our taxes are. In addition to the 2025 property tax increase, and according to the 2025-2029 CIP plan, residents can plan on the following rate increases in 2025: A 3% increase in the Storm Utility Fund, a 5.5% rate increase in the Water Utility Fund, a 5% rate increase in the Sanitary Sewer Utility Fund, an 8% rate incre ase for the Streetlight Utility Fund, and if it passes, a Local Option Sales Tax of .5% will be added to the current 8.37% Cottage Grove sales tax. The City also made an agreement with Xcel Energy for a 3% surcharge tax to be added to residents’ electric bills f or buried electrical lines on the East Point Douglas Road construction. The CIP represents only one piece of the dollars that are going to be needed to finance the City of Cottage Grove. Now might be the time to take a pause on park projects and get the debt pa id down. So, that’s what I’d like to share. I have one other thing, I just can’t read my writing; oh, this is what it means: The River Oaks Golf Course has a lease on it, so it’s up in 2025, I don't know what part of it, but I know that there is a lease that’s up on part of that golf course, and I just would like to know more about that. Thank you very much. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 6 of 14 No one else spoke. Frazier closed the public hearing. Frazier asked if staff wanted to address some of the comments from the public. Dockter stated it sounds like the one question was why the Kingston Park building not one of the Local Option Sales Tax proje cts. Frazier said I think it was specifically why River Oaks , not Kingston Park. Dockter said as I presented to the commission a few weeks ago, there was a laundry list of park improvement projects that we heard from the community that they wanted. So, we took that laundry list to the recreational activities, we tried to put those into three different park projects, really not knowing at the time where they were going to go, River Oaks, Kingston, Hamlet, Glacial Valley, or wherever. As we narrowed that list down, we looked for opportunities that made the most sense within those locations, and that’s really how it ended up. You can’t fun d everything, right? You kind of have to pick your projects and you have to pick your locations, and those were the ones that seemed to make the most sense, based on the concept designs. We had seven park improvement projects, and we narrowed it down to five, and then narrowed it down to three. I guess I don’t have the perfect answer other than you can only fund so much and you can only go to the State with so much and you can only go to the taxpayers with so much to vote on; so, those were th e ones that were prioritized for the Local Option Sales Tax funding. And it doesn’t prevent us from still using Park Improvement Funds and Park Dedication Funds for other projects, but they’re kind of separate because there are separate funding sources. I’m not sure if that directly answers the question; if there’s more that I need to add, please let me know. Brittain said that’s a good explanation, I’ll just add on to that that you mentioned Park Dedication fees, so that is the dev elopers putting money into the funding to then go pay for the parks. Because that was a comment that was made that they’re not payi ng their fair share, where, in fact, as things get developed, money gets set aside for parks, correct? Dockter replied correct, and I think it’s important to note that that’s limited, too, by State authority, right? It’s 10% or cash, and you can only lever age so much from that funding source as well; and we’re finding that that’s not covering all the fees. A good example is I used to build neighborhood playgrounds for $25,000 and now they’re $100,000 for those same playgrounds in a 20 -year span. The fees you can leverage for Park Dedication aren’t as productive as they maybe were 10 years ago, 15 years ago, 20 years ago; so, it’s becoming more challenging as the cost of goods and construction has gone up, it becomes more challenging to build those projects also. Raleigh said I was going to briefly address the pedestrian crossings on 80th Street and 70th Street. It’s important to note that 70th Street is a County Road, and they do have some planning in their CIP to look into the pedestrian crossings. Also, the la st thing on this presentation was that Safe Streets and Roads For All, tha t will take a really comprehensive look at pedestrian crossings throughout the City and hopefully generate some great projects where we can see some pedestrian safety upgrades on those busier corridors. Burfeind said I’ll touch on a few of the questions: One was more of a general question about climate change resilience. I think that’s always important, I think when you look at a lot of these projects, they are looking at new things like stormwater rat es, things that are changing, as those things advance throughout the years and 100-year storms and things change as the years have gone on. So, that’s something that we’re always looking at. We actually are going back into some different areas of town that don’t maybe have the flooding resiliency th at other newer areas that had newer roads do, and that’s what we did down on Jamaica and 95th. There’s a huge pond on 95th Street that took a hugely uncontrolled part of the City that went right down to the river and catches that now in a large stormwater basin and has infiltration; s o, a lot of the water is actually recharging the groundwater aquifers, so that’s always important. We also have a pretty comprehensive water conservation program; we’ve seen a lot more droughts over the years, and it can be really easy for residents just to turn on those sprinklers and it really makes an impact on our water usage. So, we have a big water conservation program with smart controllers and different things to hel p kind of average out that water usage when we have those dry spells. I think it is important that we do look at that, and we look at that individually with projects that we do as well in town. There was talk about rate increases, and certainly there is discussion in the CIP about utility projects, and utility projects go into a cost on those, so with the utility funds, we can cause rate increases. I think one thing is we’ve obviously had pretty high inflation and an even higher cost index in the construction world, and w e kind of averaged that out over the past few years, not having really large rate increases. Other things are just out of our control, so the Sanitary Sewer Utility Fund, about 80% of that fund goes to pay the Metropolitan Council for water treatment, and only 20 % is City controlled, and that’s something that we’ve seen obviously rise throughout the years. So, that’s a big part of that increase. With the Streetlight Fund, there was another larger increase, and that’s largely paying the electrical bills to Xcel Energy, and I think we’ve all seen at home that electrical rates have also gone up over the years. So, some of those things are out of our control, but where they can be, we obviously do want to be good stewards of those utility funds. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 7 of 14 And I want to mention, because I want to make sure there’s correct information for our residents, there was talk about a 3% surcharge on our Xcel bills to bury powerlines. Now, there are two different things: 1) There were powerlines buried on the Jamaica and East Point Douglas project. There were a lot of reasons we had to do that, frankly, just to make the project work, to make the roundabout and the road widening work; that was not a 3% surcharge on electric bills. That was 89 cents per customer per month. So, whether your bill is $100 or $200, it’s 89 cents per month was the funding mechanism to do that. 2) There was a separate percent-based franchise fee that is on the bills, and that’s what pays for things like Mill & Overlays, Trail Replacements in town, and our road maintenance. That was a different type of franchise fee that was more just flat rate; I think it was somewhere around $3 or $4 per month, but it really put more burden on the residents, and it was kind of a pretty major low co st for higher users in town. So, the percentage-based fee is a lot of the ways the cities are going, we’re seeing more and more cities switch to that to kind of more equitably have those franchise fees spread out throughout the community. So, those franchise fees do not go to paying and burying powerlines. So, I just want that to be clear. Burfeind said I think that covers all the questions; if I missed any, you can let me know. Bhat said so one of the questions, the way I paraphrase it, is everything in the CIP comes from our tax dollars; is that true or are we seeking funding from outside sources, like the development funding, or? Burfeind replied certainly a part of that is tax dollars, I don’t have the exact breakout, but it is a surprisingly small amount that is actual tax dollars. Like those Pavement Manage ment projects, that is certainly tax dollars, a lot of different projects are what we call Development Driven, parts of R avine Parkway, things like that that are not funded. The water tower, for example, that’s over time paid for by water area charges that are paid by developers, because developers pay for the implementation of new water towers, new wells, through all the ar ea funds that we collect. And a lot of grant funding as well; that $55 million for the County 19A and 100th Street Project, about $11-to-$12 million of the $55 million is County and City local dollars. Even in that case, for the City, a part of that will be area funds to pay for the new water and sewer and then MSA dollars, which actually come from the gas tax. So, it is information I think we coul d get for the commission if you want to see a breakout of what is tax dollars vs. other buckets; if you had interest, I think we have the information, I just don’t have it in front of me tonight. Frazier thanked everyone for responding to questions and doing the presentation. Is there any further discussion from commission, then, on the application? Fisher stated I’m trying to kind of gather my thoughts, but there was a comment about being good stewards of our tax dollars, and I personally think that the City does that very well. I can go to my house, I can turn my water on, I have no worries about it, our bathrooms work, my street was just redone. I just really enjoy living in the City, and I feel like we take pride in our C ity and we take care of things; we have awesome parks, we have trails, we have a lot of amenities here that other places don’t have. So, I just wanted to say that I think, personally, the City does a great job with planning out future projects and taking care o f the amenities that the City frankly demands of them to take care of. So, good job, everybody. Frazier said I guess I’ll add to that because part of adding the amenities is then taking care of the amenities we have; so, like Zac mentioned, obviously we have all these parks out there, if we just didn’t spend the money to upkeep them, no one would use them. And then when we wanted to come back around to make them usable, it would co st a lot more money than we’re going to spend on trying to maintain them on a regular basis. So, in order to make sure that all of those amenities are available f or people in our community, we have to put the money up; and obviously, that’s part of living in the community, that’s part of living in a city is providing those opportunities for everyone who lives in the City, so that’s just part of the name of the game. Fisher said right, and I’ll add onto that, too, I think Cottage Grove is a growing City ; we’re not a landlocked City that’s already done growing and all the real estate is used up, like, we’re growing, we’re expanding. I mean, in the 10 years I’ve lived here, the growth I’ve seen is crazy, and so we have to meet the needs of all these people that are coming to our community. So, you hea r about the sewer going in and the new trunks and all the things;like those are things that we need to support the people w ho want to come and be a part of our City, so, yeah. Stephens said I have a quick note. With all the parks projects and just kind of like bringing up I guess the environment, with each project I know there’s a lot of opportunities for incorporating projects and low-impact development. And I’d just like a shameless plug for the Watershed District, I think they’re always really happy to work with the City on those projects ; and I think there’s a lot of opportunity in the coming years to work together and get education and stormwater and all that stuff incorpora ted with these, and then you get funding as well, like everybody was mentioning. Frazier asked if there were any further comments or discussion; as there were none, he said at this time I’ll look for a motion. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 8 of 14 Brittain made a motion to approve the comprehensive plan amendment for the 2025 -2029 CIP. Stephens seconded. Motion passed unanimously (6-to-0 vote). C. Intermediate Zone Water Treatment Plant - Case PP/SP/V2024-019 The City of Cottage Grove has applied for a site plan review, preliminary plat, and variance to the maximum building height and minimum rear yard setback for construction of a water treatment plant on a 6.78-acre parcel, which is part of the larger 40.3-acre Pine Tree Pond Park Addition. The proposed water treatment plant is located south of the Central Fire Station in Pine Tree Pond Park off 81st Street South. Rooney and Burfeind summarized the staff report and recommended approval based on the findings of fact and subject to the conditions stipulated in the staff report. Frazier asked the commissioners if there were any questions for staff. Fisher said Riley talked about gates and keeping the public out of the facility . But with the park and the trail and stuff are right next to the road, kind of on the western side. How are we going to keep people from wandering around the facility? I understand the gates will keep out the traffic trying to drive through, but with paths here inviting people to walk the property, I just wonder how we’ll keep people out. Burfeind replied there are a couple fences that we’ll be working with: One is actually connecting from the Central Fire Station to the Water Treatment Plant, that actually came up more because of the proximity of t he playground to the Central Fire Station, not wanting kids to be playing there and saying oh, there are ambulances over here, let’s go che ck them out. So, we were looking at a fence there. There’s actually quite a bit of chain -link fence out here today, all around those water towers, to kind of protect all that infrastructure; so, we would probably maybe look at just tying into that with the t rail. I will say with this project the City has a standard of kind of a decorative-style fence, so it would not be chain-link, it would be the decorative wrought iron style of fence; but we would do that similar to what we would do for any commercial developer, we want to hold ourselves to that same standard, so we’d look to incorporate that as well. On the eastern sid e is actually a really large kind of slope and probably retaining wall, so that’ll kind of provide a natural barrier from the archery range. Fisher said okay, I just feel like that’s a weird place to put a playground, right between the Fire Department and the new plant. I just feel like you’re asking for situations, but that’s just me. Okay, thank you. Brittain said I think you guys did a great job. Burfeind said thank you. The whole variance of the setback, public space, pub lic building to public building, I don’t think that that causes any issues there. Your consideration of the height and trying to build that in is great work. One question that I have, or maybe a suggestion, would be you’re naming these things the Low er Water Treatment Plant and the Intermediate Water Treatment Plant, and there’s Interim Water Treatment facilities. The Low er Water Treatment Plant provides service to lower, as well as river, and the Intermediate Water Treatment Plant provides intermediate and high-pressure zones, and I found that kind of confusing. There’s a lot of information in the packet, and just as a suggestion, maybe call them something different for the long term, referring to these different things as we evolve and they get used for more and more areas over time. I think that would be helpful to not tie them into necessar ily lower and intermediate. Riley said thank you for your comment on that one. Bhat asked so tying to that, when you say the heights are described here in the pressure zones, those are the heights of the water tower, or what are those heights? Burfeind replied that’s a really good question. So, all of our pressure that we have on our water system is created by gravity, so the water towers do provide that height. In Cottage Grove, it’s kind of on a big hill, right , the north end of town is the highest and slowly slopes down to the river; and we have to kind of break that up into zones, and that’s how it operates today, that’s how the City was planned decades ago. There’s kind of a range of pressure that you want to have within a zone, from 35 PSI on the low end, that’s not great pressure but its acceptable, all the way up to about 75 -to-80 PSI. So, that’s what these are is different elevations to the City. So, the high-pressure zone doesn’t actually have higher water pressure than the lower-pressure zone, it's just a higher elevation in town, if that makes sense. Bhat said thank you. One more question: What’s a Lamella room? Burfeind replied that’s the Lamella plate settler. So, thinking about resiliency and environmental perspective, so, we have to remove iron and manganese from the water and we have to backwash these big filters at leas t once a week. That water is kind of filled with iron and manganese; one option is just to send it right to the sewer, which would b e a huge waste of water in our mind. So, there’s a special piece of equipment that actually runs the water through it and se ttles all the iron out and allows us to recycle about 80% of that water back through the treatment plant. So, instead of all of it goin g to the sewer, about 80% is cleaned through those plate settlers, and then it can go back and actually be used as clean drinking City water; so, that’s trying to reduce our impact and our sewer usage. Bhat said okay, thank you. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 9 of 14 Stephens said I kind of just have a little comment. Being that this is fully funded by 3M, and it’s really cool, the Master Plan is awesome, the Concept Plan. So, there’s a lot of things that require sod, right, like the disk golf course and archery. It would be really cool if there were ways to incorporate more native plantings and reduce the irrigation, especially since this is like a Water Treatment Plant, and maybe we can demonstrate reduced demand on watering. Has that been considered at all vs. just sod everywhere? Burfeind replied stated yep, that’s a great question, actually, I’m glad you bring that up because I should kind of provide that break between the two. So, because we are using existing City park land that was dedicated as a park use, this was discussed with the State quite a while ago that there should be a reimbursement for the value of that land. Now, that is going to be a specific number based on an appraisal, and that will then fund these park improvements. But it’s not the actually 3M Settlement paying for the park improvements; the City would get a specific dollar amount based on an appraisal and then have to kind of fit within that. So, obviously, we want to be good stewards of your way, but certainly the 3M Settlement wouldn’t specifically build the disk golf course, let’s say. I don’t believe we irrigate things like that, like a disk golf course. I think we actually do look at more of a native, obviously, it can’t be native grasses, but there’ll be some irrigated stuff with the landscap ing around the building, it’s required; but everything around the ponding areas and more open spaces we actually are looking to do native grasses for all of those areas as well. It’s kind of like the Fire Station did on the eastern side. Stephens said awesome, thank you. Rasmussen stated a much larger project and building than I kind of anticipated, seeing the other temporary shelters popping up. I’m just curious, how does this Water Treatment Plant in size compare to the Low Pressure Water Treatment Plant, which I believe is under construction or maybe complete. Burfeind replied from a size comparison, the actual capacity of the plant is about 2.5 times, close to 3 times the capacity, but it’s not 3 times the size; it’s probably about double the footprint, cert ainly the overall footprint, but we’re actually using less acreage on this one than the other one because we had to get very creative to kind of make it all work here. But its kind of roughly double the footprint size; some of those savings are because we have the he ight, there’s kind of 2 stories of office-lab space, and then the ion exchange treatment is kind of being a little smaller in scale. Rasmussen said it’s a very impressive project. Frazier asked if there were any more questions from the commissioners, there were none. Frazier said all right, thank you both. Before we open the public hearing on this application, I do just want to, in the interest of transparency, as noted in the Planning Commission packet, there were public hearing notices sent out to everyone who owned property within 500 feet of this project; that was 206 property owners. I own a residence within that 500 feet, I received a notice; I don't have any other information about this project other than what I have learned here tonight, and I don’t believe that would affect my ability to make a decision on this matter. With that being said, I will open the public hearing on the application. Frazier opened the public hearing. Jerry Fuller, 8620 81st Street South, Cottage Grove, said I’ve been a citizen of Cottage Grove since 1974, and I’ve been in this neighborhood since 1986. And, that as you know from this address, this water treatment business was in all of our back yards; that’s not our back yard, its City property , but we do as people use that for getting stuff in and out of our back yards, trash, grass clippings, so on and so forth. The access currently is terrible, it needs to be improved; but I’m concerned tonight that I se e we’re going to build a golf course there, like we need another golf course in Cottage Grove? I g uess I’m a little concerned about that. Is that going to be on that property, behind us, on 81st Street is the question I have. I’d like an answer, it doesn’t have t o be tonight, though. Frazier said what we’ll do, at the end of the public hearing, as you probably saw on some of the other applications, staff is writing down all the comments and questions right now . We’ll close the public hearing, and staff will come up and explain and answer questions. Fuller said yeah, I’ve never been at a meeting before, never saw a need to do it. It’s been a great place to live, all of those are good things. This project is somewh ere to build whatever that was back there, I think its temporary, was just a horrible experience for the neighborhood, you should know that going forward. Try to do better with thi s, if you could, it would help a lot. That’s really all I have if I can get my questions answered. Frazier said can I ask you, just so we can have the most information available, what was horrible about the experience with the temporary plants? Fuller replied well, they blocked access, for one thing. They didn’t do a very good job of cleanup when they were doing it; they left open pipes t here, that are very dangerous back there for people who are using that. The building, maybe that has to be, but now that its temporary, it makes me feel much better if its going away; nothing could be gone away better than that building. So, what you’ve done wi th that treatment center down there looks very nice, and you’re to be commended in my view. I don’t know what’s going to happen to the traffic, I think you guys are right, that’s going to be pretty ugly for people who live in that area, but it’s part of living in Minnesota, so I don't have anything else. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 10 of 14 Diane Fuller, 8620 81st Street South, said my concern is what’s all going to happen in that whole area behind there; they’re talking about a golf course, talking about other things, but my understanding is that there was a contract put together when they built those houses along that back stretch. The contract said that they would leave that area completel y uninhabited, period. It was just the contract so that nothing would be going crazy back there, and these people could buy their houses with their bac k yards facing back there. So, that’s my concern is what’s all going to go on back there? And access to the area back there was difficult, but I just hope they’re not going beyond that area than what they are right now. That’s my concern, and I guess I would like to have somebody check out that contract; I can come up with it, I’m sure, but check out the contract that was put toget her by the City. David Waletzko, 8575 81st Street South, said I love living in Cottage Grove, have lived here 12 years or so, moved from Woodbury, would never go back. I love what you guys are doing, thinking about trying to minimize the effect of everything of those arou nd it, really appreciate that. The two things that I saw that kind of worried me is just to kind of echo those with a disk golf course back there; like, right now, we have deer and fox and owls and all sorts of stuff out in there, and to Commissioner Stephens’ point, there’s a bunch of, I don't know if they’re native, but they’re at least just wild weeds and things that don’t require any maintenance whatsoever. We’ve got deer that will sit out there, we’ve seen owls hunting the mice, which is good. I really don ’t want that to turn into we’ve taken all these little snippets to build the fire station, buil d the temporary plant, build this; like, I don’t want to get it down to where the only thing that can live in there is like mice and rabbits. I love seeing the muskrats swimming around in the pond. So, whatever we can do to try to just preserve that, I really feel that the mini disk course, like I get the Water Treatment Plant, we need it, the PFAS is horrible, we’ve got to do it , I’m not going to NIMBY that we can’t have this Water Treatment Plant in my back yard. I might NIMBY that we don’t need a disk golf course, not in my back yard, but in my front yard. I’d much rather just see that stay native and wild and just leave it open. Don’t put a paved trail through there, it’s a little, there’s like a little maintenance trail that we can like run; there’s a paved trail right around the pon d, we don’t need more trail right there, just leave that natural, please. And the other thing, I don't know if there’s a solution to this one, is t he lighting. I heard that they have to be on 24 hours for security reasons, I’m disheartened to hear that. The top of that hill is actually, it’s not a dark sky spot by any means, but it’s darker. You know the latest comet we had, the Northern Lights , things like that, neighbors will actually gather up on that hill and watch those things because there’s no lights, and you can stand just right, and the water towers will block kind of the streetlights from over there. If we have to leave them on for security reasons, I guess we do, but I would love it if we didn’t have to. And I don't know if there’s someone you can ask to get a variance on that or something, o r at the very least, maybe on the Fourth of July, during the fireworks sho ws, just for one hour turn them off, because again, we’ll all gather up there, you get a great view of Cottage Grove, Woodbury’s, so you can pick out other cities’ all going off. It’s a b eautiful view, you guys know, you live right there. So, those are my two things. Again, th ank you so much for the environmental concerns and all of the stuff about keeping it a low profile to the neighborhood, we really, really appreciate that. Thank you. No one else spoke. Frazier closed the public hearing. Frazier asked Riley if she would try answering some of those questions. Riley said yeah, I’m going to try to get to as many as I can, and then I’ll probably defer to Ryan and Zac for a little bit more information on the other things that I can’t address. So, first, for the disk golf course, I’ll pull up that image, and just to clarify, its not a standard golf course; disk golf is a little bit different, it’s kind of like Frisbee, but it’s not exactly, you’re not hitting balls into peoples’ back yards so you’re not going to get like your window broken. From my understanding, this disk golf course is meant to be less of an impact, it’s not like a standard disk g olf course where there’s 18 holes and there’s going to be tournaments. It’s supposed to be pretty quiet, reserved for the neighborhood itself. I know Zac can talk about that a little bit more than I can myself, but again, it’s not a golf course, golf course. In terms of construction traffic, I think Ryan can probably give a little bit more information, or Lee can, on that end. Of course, we always want to make sure that we’re not impacting the neighbors or we’re trying not to impact them as much as we can, so we can take some of that commentary into our process when we go into construction. If you need any more images, I’m certain that we can provide them as to what’s going to happen where and when for the whole of the park and the Water Treatment Plant. I’m not familiar with the contract that Diane had brought up, but we can certainly look into it should it be in our fi les anywhere. And then to address David’s comments, again, I think staff can probably talk a little bit more about the plans for the golf course and his intentions for keeping the grass or not keeping the grass and I believe the trail as well. I think that’s all I can address right now, I’m going to turn it over to my counterparts. Dockter said Riley alluded to the disk golf course, it is meant to be a novice disk golf course, so there’s probably going to be five- or-six holes and much shorter holes; so, its meant to be maybe a spot where you learn with a child to throw a Frisbee a fe w hundred feet instead of going to Oakwood where you’re going a couple hundred yards. So, it is meant to be very short, very passive, really shouldn’t have too much impact on the land that’s there , there are already grass trails and we intend to keep most Planning Commission Minutes - Regular Meeting October 28, 2024 Page 11 of 14 of those grass trails the way they are. I’ll tell you I actually started the habitat restoration of Pine Tree Pond back in 20 13 or 2014, trying to get that area with some native wetlands and grasslands and woodland areas as well; so, that’s been under process since before the new fire station was built, so it’s definitely a passion of mine to make sure that we preserve as much natural hab itat out there as possible. Trails: Most of the trail expansion, as far as bituminous trail, are going to be up on that n orthwest side, just getting the neighborhoods into a little better access into the park; you’re not going to see a lot of path growth beyond that , impacting too much beyond what’s already there. I’m not aware of a contract either; I guess in the 24 years I ’ve been here, I’ve never heard of a contract for anything with the public land behind that space, but I’ll be happy to see it and review it if t hat comes to us. Burfeind said I’ll quickly address that lighting question. One thing to hopefully provide a little more information, the styled lighting, I think a lot of folks see the lighting in the neighborhoods, which is more the globe-style light, which certainly has more of an impact on the night sky. This is all downward directed, following the City Code for an area like this; so, it’s kind of like we’d see out in the parking lot where its all facedown, with the hood over the top. We do want that on just because thi s is obviously a very critical infrastructure that has a lot of kind of security issues and threats, and we want to maintain that; I think m aybe on the Fourth of July we could take a look and maybe we could flip the switch, luckily, they are LED now, so they’re a lot easier to turn on and off than the old high-pressure sodium lights. So, maybe we can take a look at that. Frazier said Ryan the other thing about the lighting, and I think Riley had mentioned it in her part of the applica tion, was that the City Code requires that at the property line that there’s a 0 full candle spillover; so, if you’re at the property line, there shouldn’t be any light coming from those lights, right? Burfeind replied that is correct, and we are meeting that Code requirement. Frazier asked if there were any other questions for staff from the commission or any further discussion on the application. Frazier stated I guess I’ll just echo a lot of the residents here, as well as Commissioner Brittain and Commissioner Fisher, on thank you to staff for being very intentional about the project. There are going to be disruptions, and I think everyone understands that; it’s going to be unfortunate that there are disruptions and things aren’t going to go perfectly, but this is something that t he City does feel it needs. It seems like it’s a very good plan, and again, staff has been very intentional about trying to make it the worst kind of situation as best we can, so thank you guys for your work on that. Brittain made a motion to approve the preliminary plat, site plan review, and variance for the proposed intermediate zone water treatment plant, based on the findings of fact and subject to the conditions stipulated in the staff report. Rasmussen seconded. Motion passed unanimously (6-to-0 vote). A. Cannabis Ordinance Amendment - Case TA2024-021 The City of Cottage Grove has applied for ordinance amendments related to cannabis uses. Land summarized the staff report and recommended approval. Frazier asked commissioners if they had any questions. Brittain asked does that include having the Odor Ordinance in place by that time as well? Land replied it would, that would b e included in the final adoption with the City Code Amendments. Brittain said okay, thank you. Fisher asked do we know of people that are like ready to go and are wanting to open up facilities? Have we had inquiries, or? Land replied the only inquiry we’ve had is from Leafline Labs, so right now, the Office of Cannabis Management (OCM) is still trying to establish themselves. They’re making rules that then have to be adopted, and once those rules are in place, they ha ve to get a sufficient staff level up to be able to process any applications. So, frankly, they’re not ready to process anything yet; the way that it will work eventually is that people will submit an application to the OCM, they will do the background and confirm that they can apply for that particular license. Once they’ve confirmed that, they will send a zoning request letter to each City that these businesses want to locate and say hey, there’s a business here, are they compliant with zoning if they go here? If they haven’t yet applied for a Conditional Use Permit (CUP), the answer will be no; they will have to then apply for that CUP, and then they can go back and say yes, now they’ve met zoning. They will then be issued their license from the OCM, which they walk in , hand over here to City Hall, and say now I’m ready to register, and that’s when they can open. So, it’s a lengthy proce ss; the only thing the OCM is currently reviewing is early cultivation licenses, and I don’t believe they’ve been able to issue any or app rove any yet. Certainly they couldn’t in the City of Cottage Grove because we have a moratorium anyway. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 12 of 14 Bhat stated so in the maps that you showed with the AG-1 and AG-2, I thought AG-2 was also marked green; so, they can grow in both locations? Land replied correct, AG -1 or AG-2 if they have the sufficient number of acres. Bhat stated okay. He asked so right now, are those places selling the beverages that have the liquor licenses? Land replied currently, no, because the City of Cottage Grove does not allow it under our existing ordinance, we said they could not be sold. At the time of the 2022 legislation, it was prohibited, but they could be sold at liquor stores. The legislature cleared that up, either in 2023 or 2024, I don’t remember which version, that said they can be sold but regardless, our ordinance says they couldn’t. So, we did not allow them to b e sold at either on-sale or off-sale, so again, none of them should be. Frazier said I have one question, and this might be a little in the weeds, but I’m just interested. So, for the low -potency beverages, they have to register, so if one of the liquor stores here in town registers with the City, and you said that’s primarily so that we know that they’re doing it so we can do compliance checks. Obviously, with a liquor license, that’s issued by the City and ca n be revoked by City Council if there are issues with compliance and their spot checks by the Police Department. Because we’re only registering those businesses, do we have the ability to unregister them, or is that then something you have to send to the OC M where they then revoke the licensure? Or do we not know yet? Land replied that’s a great question. I needed to dive deep into the answer to that question, and the answer is the OCM will be the one handing out any penalties, if there are any. We can, a s you know, revoke a liquor license; and, so, if there are violations of either cannabis or liquor, I would think we coul d take that into account because it is a product that they are selling within their store. However, we would notify the OCM and we can, i f we feel that it is immediate health, safety, public welfare kind of issue, we can immediately shut them down, but onl y up to 30 days, and the OCM can overrule that. So, it is something that we can do, it’s not a permanent something that we can do; so, I went back and forth on whether or not we should require CUPs for beverages as well, but the Council felt that it was su fficient that we still have them under a liquor license. Frazier said okay and the belief, at this point, obviously outside of the licensure under OCM, that if there is a violation of this ordinance for low -potency beverages, that we can still take action on a liquor license because it’s just part of the conditions of them having the ability to sell alcohol in the City. Land said and here’s why I say that, because one of the requirements in our liquor license is that you must comply with all State laws. Fra zier said all right, thank you. Frazier opened the public hearing. No one spoke. Frazier closed the public hearing. Frazier asked if there were any further questions or comments from the commission. Bhat said I just have a simple question; so, in the next steps here, it listed Zoning, City Code, and Fee Schedule. What’s Fe e Schedule there? Land replied the registration process allows the City to collect a small application fee with each registrati on. So, as long as we have to keep track of them, and we’re going to have to be doing compliance checks, we’re going to adopt a Fee Schedule. The legislature has capped the amount of the fees, so they’re really quite minimal, but we may as well add it to our Fee Schedule. Fisher made a motion to approve the text amendments, subject to the conditions stipulated in the staff report. Brittain seconded. Motion passed unanimously (6-to-0 vote). 7. APPROVAL OF PLANNING COMMISSION MINUTES OF AUGUST 26, 2024 Rasmussen made a motion to approve the minutes of the August 26, 2024, Planning Commission meeting. Bhat seconded. Motion passed unanimously (6-to-0 vote). 8. REPORTS A. RECAP OF SEPTEMBER AND OCTOBER CITY COUNCIL MEETINGS Schmitz provided a summary of actions taken at the September 4, October 2, and October 16, 2024, City Council meetings. Schmitz asked Khambata if he had anything else to add , or if commissioners had any questions, she stated we’re both available. Khambata said quite a lot has happened in two months between some adverse weather conditions, some challenges that staff had with clearing roads, and so on. I can’t wait to see what this fall and winter bring, in terms of abnormal weather conditions . I think Emily did a great job covering the important stuff with regard to planning and development. I know that we have the MNCAR conference here coming up that we’ll be attending, so we’ll be communicating with some other commercial partners, Planning Commission Minutes - Regular Meeting October 28, 2024 Page 13 of 14 hopefully, there and might have some more exciting proposals in front of you guys here in the next few months. Khambata stated I’m open for questions, but none were asked. B. RESPONSE TO PLANNING COMMISSION INQUIRIES – None. C. PLANNING COMMISSION REQUESTS Fisher stated I don't know if this should have been a question before or what, but first of all, I wanted to say thank you to the City for all of the clean-up efforts after the storm; we lost three big trees, our neighbor’s tree fell and snapped a powerline and whatever. But it got me thinking, as I was watching the clean-up efforts and just seeing the change of the landscape, do we, as a City, have some sort of; like the dead trees, for example, because Emerald Ash Borer like completely ravaged lines and lines of trees throughout the City, and I don’t want to name roadways, but there are lots of dead trees in our City . I’m just wondering is there some sort of ordinance or some sort of way that we can help our people remove those trees? Because the tree damage that we saw through that storm was pretty substantial, and I just can’t help but think that removal of some of th ose dead, big, huge trees that I’ve seen now for two years, almost three years, if there’s some sort of resource for the citizens, or? I don ’t want to go like knock on doors and say, you have to do this, but I’m just wondering if there are resources or something at a State level or something that we can help people with that. Schmitz replied that is certainly something that we’ve had a lot of conversations internally about; we do have an ordinance that requires removal of diseased trees. We recognize that, but we also want to be sensitive to your point, there are some large tre es out there, and there’s a pretty hefty price tag with removing tho se. At this time, we aren’t aware of funding sources; obviously, we’re continuously keeping our eyes and ears open if those opportunities do exist, whether its at a County level or even at a State level if we can secure some dollars to help our residents, we’re certainly always paying attention to that. Khambata said I would like to note that we do employ an arborist, and they do treat diseased Ash trees, a lot of the Ash trees in the City, specifically the ones that happen to be on City property or boulevard trees. But an interesting fact about the storm that we had is the nature of the storm, it took down more live trees than dead trees . As a Council, we’re still trying to decide how we’re going to mitigate the pile of trees that is building up as a result of that storm. So, we’ll keep you posted on that, but yeah, great question. Fisher said yes, I definitely agree with you, a lot of tr ees were alive, but it got me thinking about all the dead ones that I wish the storm would’ve taken away, but people can’t afford to, I mean, it’s thousands of dollars to have trees removed. So, just looking for resources for people. Bhat stated this is a request in that there was a program, I think it was a State -sponsored program, if I recall correctly, which would give a rebate up to a certain amount if you installed a new washer, dryer, or dishwasher in your home. But that got sto pped because the funding stopped, or something along those lines. So, I was wondering if that program is still active or if it was reactivated or not? I came to know that program through the newsletter sent out by a Minnesota Senator, I didn’t come to know of it in any other way, but I thought that Cottage Grove had that program. Schmitz replied sometimes there are rebates through the utility companies, Xcel or your gas company, will do that rebate. From a City’s perspective, we don’t have one, but I’m h appy to investigate if we’re aware; and Assistant City Engineer Crystal Raleigh is going to provide some additional detail. Raleigh stated we do actually have a rebate program that we can help our residents with, so it did run out of funding, but we have been refunded, I’m not positive when that refunding happened. So my staff is working on those energy -efficiency rebates. So, I believe there’s a link on our City website if you are interested in applying for a rebate, and then that gets reviewed here with our Engineering staff, and then the rebate goes out. Bhat asked where is that link exactly? Is it the Engineering Department, wher e should I go and look for it? Raleigh replied that’s a great question that I’ll have to get back to you on, I don't know exact ly where it is. Bhat said okay, thank you. Bhat said I do have one more request. So, during the discussion today, it was offered that they could provide us a breakdown of tax dollars spent on projects, right? So, just for our reference, I mean, we don’t have to go through all the projects, but m aybe they can pick one here and maybe in 2025 and give us that breakdown of how much is our tax dollars and how much is coming from outside. Schmitz replied we can provide those in an update. Brittain stated this is not a request, but a comment. In the Capital Plan presentation, there was a reference to Mounting Bike Trails and I think it might be Mountain Bike Trails; they may spell it different ways, but it might be something that you wan t to clean up before it goes to the City Council. Frazier said I guess the last thing I will say is Election Day is next Tuesday; please make sure you take the opportunity to vote if you’d like to. Outside of obviously all the partisan offices, there are City Council positions, the Local Option Sales Tax presentations that we’ve seen from the City on some pretty important pieces that the City would like to do, as well as some o ther Planning Commission Minutes - Regular Meeting October 28, 2024 Page 14 of 14 races, like judicial races that are on the ballot that are very important for everyone to do some research and look at. So, t hat’ll be my plug for democracy at the end of the meeting here today. 9. ADJOURNMENT Fisher made a motion to adjourn the meeting. Rasmussen seconded. Motion passed unanimously (6-to-0 vote). The meeting was adjourned at 9:33 p.m. 1 City Council Action Request 7.D. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Response Letter to Open Forum Question (2024-11-20) Staff Recommendation Receive the Response Letter. Budget Implication N/A Attachments 1. 2024-12-04 - Matter Open Forum Response 1 City Council Action Request 7.E. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Single-Occassion Gambling Permit - St. Rita's Church Staff Recommendation Authorize issuance of a single-occassion gambling permit to St. Rita's Church to conduct bingo at 8694 80th Street South, Cottage Grove on February 21-22, 2025. Budget Implication N/A Attachments 1. 20241120092010348 1 City Council Action Request 7.F. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Temporary Liquor License - St. Rita's Church Staff Recommendation Authorize issuance of a temporary intoxicating liquor license to St. Rita's Church for their Cabin Fever Bingo event held on February 21 & 22, 2025, at 8694 80th Street South, Cottage Grove. Budget Implication N/A Attachments 1. Memo - St Rita Temp Liquor 1 City Council Action Request 7.G. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Temporary Liquor License - Cottage Grove Lions Club Staff Recommendation Authorize issuance of a temporary intoxicating liquor license to Kaitlyn Tobritzhofer, on behalf of the Cottage Grove Lions Club, for the Dust 'Em Off Vintage Snowmobile Show to be held at the corner of 70th Avenue So. and Keats Ave So. on January 4, 2025. Budget Implication N/A Attachments 1. Memo - Public Safety 1 City Council Action Request 7.H. Meeting Date 12/4/2024 Department Finance Agenda Category Action Item Title Certify Delinquent Utility Accounts Staff Recommendation Adopt Resolution 2024-164 certifying delinquent utility bills to the property tax rolls payable in 2025. Budget Implication N/A Attachments 1. Adopt a Resolution - Certify Delinquent Utility Accounts 2. 2024-164 Resolution to Certify Delinquent Utility Accounts 3. 2024-164 Exhibit A Delinquent Utility Account List TO: Mayor and City Council Members Jennifer Levitt, City Administrator FROM: Brenda Malinowski, Finance Director Judith Afdahl, Assistant Finance Director Dar Hintz, Utility Billing Specialist DATE: December 4, 2024 SUBJECT: Adopt Resolution – Certify Delinquent Utility Accounts to 2025 Property Taxes Introduction The City Council is asked to consider the adoption of a resolution certifying unpaid utility bills to the property served as provided for in the City Code under section 8-1-8 and 8-1-9. Discussion The City certifies delinquent utility bills on an annual basis. When the account is included on the assessment roll, a $75 administrative fee plus 10% additional interest is charged. The process followed was: 1. The Utility Billing Specialist along with Opus21 (our billing service provider) examined the utility receivables and prepared a letter that was mailed to each property owner with a delinquent balance as of September 16th, 2024. Each property owner had until November 13th, 2024 to bring their account current or make other payment arrangements. 2. The remaining unpaid utility accounts are proposed to be certified to Washington County as a one-year assessment for collection with the property taxes payable in 2025. A $75 administrative fee and 10% interest are added to each account that is certified. Once the assessment is adopted it becomes a lien on the property, so eventual collection is assured. The criteria used included: •Any balance over 60 days past due that is $50 and over. •Any inactive account in any amount over 1-day delinquent (inactive accounts are those where people have moved). The original list of delinquent accounts that were sent notices included 1,146 accounts totaling $438,822 compared to 1,175 accounts totaling $405,948 last year. From the original list, a total of 535 accounts totaling $234,851 remain to be certified. A history of the past 10 years is below: Year Accounts Certified Avg. Amt Assessed Utility Charges Admin Fees Total Certified 2024 535 $439 $234,851 $40,125 $274,976 2023 529 412 217,789 39,150 256,939 2022 447 $449 $200,835 $33,450 $234,285 2021 459 $375 $172,241 $34,425 $206,666 2020 475 $358 $169,934 $35,625 $205,559 2019 515 $359 $184,026 $38,625 $222,651 2018 510 $333 $170,390 $38,325 $208,715 2017 514 $303 $155,675 $38,550 $194,225 2016 504 $260 $131,309 $37,800 $169,109 2015 504 $278 $139,979 $37,800 $177,779 Recommendation Adopt Resolution 2024-164 certifying delinquent utility bills to the property tax rolls payable in 2025. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-164 RESOLUTION CERTIFYING DELINQUENT UTILITY ACCOUNTS WHEREAS, City Code 8-1-8 and 8-1-9, provides that delinquent utility bills be certified for collection along with the property taxes, and WHEREAS, certain properties within the City have delinquent utility bills; NOW, THEREFORE BE IT RESOLVED, by the City Council of Cottage Grove, County of Washington, State of Minnesota, that delinquent city service bills in the amount of $274,976.29 be certified for collection as specified in the attached assessment roll with the 2025 property taxes BE IT FURTHER RESOLVED, by the City Council of Cottage Grove, County of Washington, State of Minnesota, as follows: 1.Such proposed assessment in the amount of $274,976.29, a copy (Exhibit A) of which is attached hereto and made a part hereof, is hereby accepted and shall constitute the special assessment against the property named therein for unpaid utility bills. 2.Such assessment shall be payable in one annual installment, at an interest rate of 10%. 3.The Director of Finance shall transmit a certified duplicate of this assessment to the County Auditor to be extended on the property tax lists of the County. Such assessment shall be collected and paid over in the same manner as other municipal taxes. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 109671312 8200 97TH ST S 3,739.08$ 75.00$ 3,814.08$ ACTIV 21.027.21.32.0005 112169817 8619 W PT DOUGLAS RD S 3,117.76$ 75.00$ 3,192.76$ ACTIV 21.027.21.24.0003 800048015 7896 HILLSIDE TRL S 2,834.72$ 75.00$ 2,909.72$ ACTIV 17.027.21.14.0014 100798774 7772 79TH ST S 2,215.24$ 75.00$ 2,290.24$ ACTIV 08.027.21.43.0175 800047011 7488 IRVIN AVE S 2,012.59$ 75.00$ 2,087.59$ ACTIV 09.027.21.42.0021 800047569 9339 JEFFERY CT S 1,845.42$ 75.00$ 1,920.42$ ACTIV 22.027.21.24.0048 800048806 7198 HIDDEN VALLEY CV S 1,607.84$ 75.00$ 1,682.84$ ACTIV 08.027.21.21.0024 800041434 6958 SUNFLOWER CIR S 1,606.11$ 75.00$ 1,681.11$ ACTIV 07.027.21.11.0031 800044778 9200 JERGEN AVE S 1,497.40$ 75.00$ 1,572.40$ ACTIV 22.027.21.21.0129 800048563 7265 HIDDEN VALLEY TRL S 1,330.87$ 75.00$ 1,405.87$ ACTIV 08.027.21.13.0077 800041145 7162 HIDDEN VALLEY TRL S 1,328.80$ 75.00$ 1,403.80$ ACTIV 08.027.21.12.0028 800047825 6435 82ND ST S 1,312.08$ 75.00$ 1,387.08$ ACTIV 18.027.21.21.0104 800047491 8078 HOMESTEAD AVE S 1,244.35$ 75.00$ 1,319.35$ ACTIV 17.027.21.11.0054 800048956 9124 HAMLET AVE S 1,174.96$ 75.00$ 1,249.96$ ACTIV 20.027.21.22.0064 800039873 6190 HEDGECROFT AVE S 1,151.77$ 75.00$ 1,226.77$ ACTIV 05.027.21.12.0009 800045353 9391 69TH ST S 1,151.73$ 75.00$ 1,226.73$ ACTIV 03.027.21.34.0015 103109972 8279 JERGEN AVE S 1,108.56$ 75.00$ 1,183.56$ ACTIV 15.027.21.24.0020 107379097 9977 74TH ST S 1,101.44$ 75.00$ 1,176.44$ ACTIV 10.027.21.14.0019 800051491 6630 91ST ST S 1,085.89$ 75.00$ 1,160.89$ ACTIV 19.027.21.12.0092 800046379 6697 JEFFERY CT S 1,065.48$ 75.00$ 1,140.48$ ACTIV 03.027.21.31.0048 102469837 6999 IDEAL AVE S 1,042.23$ 75.00$ 1,117.23$ ACTIV 05.027.21.44.0017 800046067 6656 JEFFERY AVE S 1,042.05$ 75.00$ 1,117.05$ ACTIV 03.027.21.31.0014 800046891 8483 HINTON AVE S 1,025.03$ 75.00$ 1,100.03$ ACTIV 17.027.21.41.0067 800046238 8620 IDEAL AVE S 983.25$ 75.00$ 1,058.25$ ACTIV 17.027.21.41.0068 800044150 8772 JEWEL AVE S 968.79$ 75.00$ 1,043.79$ ACTIV 15.027.21.34.0014 100214209 8801 HILLSIDE TRL S 960.21$ 75.00$ 1,035.21$ ACTIV 16.027.21.41.0070 112437323 8040 INGLESIDE AVE S 957.60$ 75.00$ 1,032.60$ ACTIV 16.027.21.21.0056 800053290 6688 91ST ST S 949.92$ 75.00$ 1,024.92$ ACTIV 19.027.21.12.0088 110974309 6641 HIGHLAND HILLS LN S 949.27$ 75.00$ 1,024.27$ ACTIV 06.027.21.13.0044 800043727 8609 INDIAN BLVD S 945.11$ 75.00$ 1,020.11$ ACTIV 09.027.21.13.0022 114162494 8739 GROSPOINT AVE S 941.75$ 75.00$ 1,016.75$ ACTIV 18.027.21.41.0055 800045425 8804 GROSPOINT AVE S 938.74$ 75.00$ 1,013.74$ ACTIV 18.027.21.44.0056 800048057 6620 JANERO AVE S 923.33$ 75.00$ 998.33$ ACTIV 03.027.21.32.0058 800049477 6813 PINE CREST TRL S 908.14$ 75.00$ 983.14$ ACTIV 05.027.21.34.0206 800051841 6125 JASMINE BAY SO 904.03$ 75.00$ 979.03$ ACTIV 03.027.21.21.0028 800052705 9521 DUNES CT S 903.57$ 75.00$ 978.57$ INACT 19.027.21.41.0019 110720267 6505 HIGHLAND HILLS LN S 896.65$ 75.00$ 971.65$ ACTIV 06.027.21.13.0051 800047335 8507 JODY CIR S 896.07$ 75.00$ 971.07$ ACTIV 15.027.21.42.0046 800046324 7015 92ND ST S 895.55$ 75.00$ 970.55$ ACTIV 20.027.21.22.0030 800044744 9937 77TH ST S 895.21$ 75.00$ 970.21$ ACTIV 10.027.21.44.0014 800046562 7673 JORGENSEN CT S 893.07$ 75.00$ 968.07$ ACTIV 10.027.21.41.0014 800048518 7667 IVYSTONE AVE S 892.97$ 75.00$ 967.97$ ACTIV 09.027.21.41.0005 800043662 9300 HARKNESS AVE S 889.42$ 75.00$ 964.42$ ACTIV 20.027.21.23.0045 108992652 7251 JENSEN AVE S 871.56$ 75.00$ 946.56$ ACTIV 10.027.21.21.0125 800044288 6399 HOMESTEAD LN S 861.91$ 75.00$ 936.91$ ACTIV 05.027.21.14.0035 104449267 8852 80TH ST S 853.79$ 75.00$ 928.79$ ACTIV 09.027.21.44.0055 800033839 7449 IVYSTONE AVE S 836.74$ 75.00$ 911.74$ ACTIV 09.027.21.14.0056 102419319 9082 JANERO AVE S 835.46$ 75.00$ 910.46$ ACTIV 21.027.21.11.0053 800037040 8010 JERGEN AVE S 816.89$ 75.00$ 891.89$ ACTIV 15.027.21.21.0025 800033821 9477 HALLMARK AVE S 814.08$ 75.00$ 889.08$ ACTIV 20.027.21.23.0067 800044745 7744 JANERO CT S 802.56$ 75.00$ 877.56$ ACTIV 10.027.21.33.0076 800037051 8114 HENSLOWE AVE S 798.96$ 75.00$ 873.96$ ACTIV 17.027.21.12.0027 800047163 8195 JANERO AVE S 797.18$ 75.00$ 872.18$ ACTIV 15.027.21.22.0024 800053433 9289 JERGEN AVE S 795.84$ 75.00$ 870.84$ ACTIV 22.027.21.24.0102 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800045962 8750 GRENADIER AVE S 787.77$ 75.00$ 862.77$ ACTIV 18.027.21.42.0019 800045897 6754 JEFFERY AVE S 784.59$ 75.00$ 859.59$ ACTIV 03.027.21.34.0080 111886682 9779 DUNES AVE S 784.55$ 75.00$ 859.55$ ACTIV 19.027.21.44.0020 800050615 9616 HARKNESS AVE S 783.43$ 75.00$ 858.43$ ACTIV 20.027.21.31.0076 105907679 7680 JASMINE AVE S 780.45$ 75.00$ 855.45$ ACTIV 10.027.21.32.0022 800051251 8864 IVYSTONE CT S 778.56$ 75.00$ 853.56$ ACTIV 16.027.21.11.0053 800044841 7785 74TH ST S 778.55$ 75.00$ 853.55$ ACTIV 08.027.21.14.0041 800035255 7360 IRVIN AVE S 778.04$ 75.00$ 853.04$ ACTIV 09.027.21.13.0036 800042723 8661 IRA AVE S 777.64$ 75.00$ 852.64$ ACTIV 16.027.21.42.0075 800036927 7159 JANERO AVE S 776.09$ 75.00$ 851.09$ ACTIV 10.027.21.21.0108 800053446 6966 91ST ST S 774.61$ 75.00$ 849.61$ ACTIV 19.027.21.11.0038 800048911 6970 HOMESTEAD AVE S 771.85$ 75.00$ 846.85$ ACTIV 05.027.21.44.0066 101101068 8915 91ST ST S 767.40$ 75.00$ 842.40$ ACTIV 21.027.21.11.0040 800045029 9497 HAMES AVE S 765.95$ 75.00$ 840.95$ ACTIV 20.027.21.23.0104 800039634 7180 MEADOW GRASS AVE S 763.41$ 75.00$ 838.41$ ACTIV 07.027.21.11.0012 105057859 8847 HALLMARK AVE S 759.92$ 75.00$ 834.92$ ACTIV 17.027.21.33.0051 106040808 7894 ISLETON AVE S 753.10$ 75.00$ 828.10$ ACTIV 09.027.21.43.0103 800044892 8350 E PT DOUGLAS RD S 752.91$ 75.00$ 827.91$ INACT 21.027.21.21.0012 100694672 9970 77TH ST S 747.32$ 75.00$ 822.32$ ACTIV 10.027.21.44.0006 105106905 8605 HAMLET AVE S 745.18$ 75.00$ 820.18$ ACTIV 17.027.21.32.0014 800041552 9126 92ND ST S 741.30$ 75.00$ 816.30$ ACTIV 22.027.21.22.0024 800044126 6514 81ST ST S 739.40$ 75.00$ 814.40$ ACTIV 18.027.21.12.0023 101336292 8435 GREENWAY AVE S 736.96$ 75.00$ 811.96$ ACTIV 18.027.21.14.0085 800047385 7483 ISLETON AVE S 734.57$ 75.00$ 809.57$ ACTIV 09.027.21.14.0016 101606542 8679 HADLEY AVE S 734.17$ 75.00$ 809.17$ ACTIV 18.027.21.41.0041 106979710 8274 HEMINGWAY AVE S 731.26$ 75.00$ 806.26$ ACTIV 17.027.21.14.0024 800037092 7440 IRVIN AVE S 728.69$ 75.00$ 803.69$ ACTIV 09.027.21.13.0011 101977895 8741 IMPERIAL AVE S 728.34$ 75.00$ 803.34$ ACTIV 16.027.21.32.0019 800050838 8725 IVYWOOD AVE S 726.13$ 75.00$ 801.13$ ACTIV 16.027.21.44.0002 800051868 8120 JERGEN AVE S 724.37$ 75.00$ 799.37$ ACTIV 15.027.21.21.0060 800033918 9183 73RD ST S 721.55$ 75.00$ 796.55$ ACTIV 10.027.21.23.0016 800044079 7339 INNSDALE AVE S 718.12$ 75.00$ 793.12$ ACTIV 09.027.21.24.0067 800037553 8104 83RD ST S 714.96$ 75.00$ 789.96$ ACTIV 16.027.21.23.0017 800038955 9006 JASMINE CT S 713.14$ 75.00$ 788.14$ ACTIV 22.027.21.22.0053 102462360 8280 JASMINE AVE S 710.80$ 75.00$ 785.80$ ACTIV 15.027.21.23.0023 800042555 7301 HIDDEN VALLEY TRL S 708.91$ 75.00$ 783.91$ ACTIV 08.027.21.13.0076 800046904 6679 JAREAU CT S 708.38$ 75.00$ 783.38$ ACTIV 03.027.21.32.0045 800051357 8320 JASMINE AVE S 705.61$ 75.00$ 780.61$ ACTIV 15.027.21.23.0020 101126092 9143 92ND ST S 704.12$ 75.00$ 779.12$ ACTIV 22.027.21.23.0008 800050600 8279 JANERO AVE S 703.97$ 75.00$ 778.97$ ACTIV 15.027.21.23.0016 800041470 8420 GROSPOINT AVE S 703.69$ 75.00$ 778.69$ ACTIV 18.027.21.14.0041 800042433 9754 85TH ST S 702.12$ 75.00$ 777.12$ ACTIV 15.027.21.13.0098 800037360 8224 HYDE AVE S 701.74$ 75.00$ 776.74$ ACTIV 16.027.21.22.0078 800051606 8386 ISLETON CT S 693.68$ 75.00$ 768.68$ ACTIV 16.027.21.14.0092 105994763 7328 ISLETON AVE S 690.30$ 75.00$ 765.30$ ACTIV 09.027.21.13.0033 800045264 7093 LOWER 94TH ST S 688.80$ 75.00$ 763.80$ ACTIV 20.027.21.23.0066 800041377 9200 HARKNESS AVE S 688.32$ 75.00$ 763.32$ ACTIV 20.027.21.22.0026 800039187 8776 GREENWAY AVE S 685.18$ 75.00$ 760.18$ ACTIV 18.027.21.43.0037 800040533 7697 INSKIP TRL S 684.67$ 75.00$ 759.67$ ACTIV 09.027.21.31.0002 800038301 8158 JODY AVE S 684.24$ 75.00$ 759.24$ ACTIV 15.027.21.12.0084 800046742 6987 84TH ST S 684.00$ 75.00$ 759.00$ ACTIV 18.027.21.14.0024 101558496 8765 GROSPOINT AVE S 679.51$ 75.00$ 754.51$ ACTIV 18.027.21.44.0007 107699404 9416 INDIAN BLVD CT S 678.56$ 75.00$ 753.56$ ACTIV 10.027.21.24.0014 800048973 9190 91ST ST S 675.59$ 75.00$ 750.59$ ACTIV 22.027.21.22.0064 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800040930 8079 66TH ST CT S 672.77$ 75.00$ 747.77$ ACTIV 04.027.21.32.0054 800035794 8201 INDIAN BLVD S 672.73$ 75.00$ 747.73$ ACTIV 09.027.21.23.0010 800046100 8836 GREENWAY AVE S 667.25$ 75.00$ 742.25$ ACTIV 18.027.21.43.0041 800037865 9263 73RD ST S 655.26$ 75.00$ 730.26$ ACTIV 10.027.21.23.0093 800045791 7553 INMAN AVE CT S 646.99$ 75.00$ 721.99$ ACTIV 09.027.21.24.0001 800041043 9248 E PT DOUGLAS LN S 644.49$ 75.00$ 719.49$ ACTIV 22.027.21.32.0045 800050404 8452 85TH ST S 643.09$ 75.00$ 718.09$ ACTIV 16.027.21.31.0011 800039355 8370 INDIAN BLVD S 640.16$ 75.00$ 715.16$ ACTIV 09.027.21.21.0005 800034472 9805 78TH ST S 639.47$ 75.00$ 714.47$ ACTIV 10.027.21.44.0073 106926659 7932 SCOTT BLVD S 639.45$ 75.00$ 714.45$ ACTIV 07.027.21.43.0046 101257217 7794 69TH ST CT S 639.06$ 75.00$ 714.06$ ACTIV 05.027.21.44.0024 800052642 9770 85TH ST PL S 631.56$ 75.00$ 706.56$ ACTIV 15.027.21.14.0062 800050616 9633 HARKNESS AVE S 628.23$ 75.00$ 703.23$ ACTIV 20.027.21.31.0071 107305025 9158 73RD ST S 627.89$ 75.00$ 702.89$ ACTIV 10.027.21.22.0058 800038058 9574 INDIAN BLVD S 624.20$ 75.00$ 699.20$ ACTIV 10.027.21.13.0066 800049305 8934 HALLMARK AVE S 623.69$ 75.00$ 698.69$ ACTIV 17.027.21.33.0085 103387244 7726 JOCELYN AVE S 623.48$ 75.00$ 698.48$ ACTIV 10.027.21.34.0067 800041157 8123 JOLIET AVE S 622.30$ 75.00$ 697.30$ ACTIV 15.027.21.11.0013 800042364 7188 JOCELYN BAY S 621.36$ 75.00$ 696.36$ ACTIV 10.027.21.12.0035 800049410 8625 81ST ST S 620.50$ 75.00$ 695.50$ ACTIV 16.027.21.13.0040 109316958 6520 FOXTAIL CT S 616.87$ 75.00$ 691.87$ ACTIV 06.027.21.43.0021 800042472 6666 99TH ST S 614.15$ 75.00$ 689.15$ ACTIV 19.027.21.43.0021 106782521 9065 JERGEN AVE S 613.75$ 75.00$ 688.75$ ACTIV 22.027.21.21.0087 800046502 7501 INSKIP TRL S 610.43$ 75.00$ 685.43$ ACTIV 09.027.21.31.0097 100320312 9654 HEATH AVE S 609.30$ 75.00$ 684.30$ ACTIV 20.027.21.31.0032 800036415 9675 84TH ST S 608.55$ 75.00$ 683.55$ ACTIV 15.027.21.13.0058 800038857 8787 GRENADIER AVE S 602.96$ 75.00$ 677.96$ ACTIV 18.027.21.43.0009 800043821 9603 85TH ST S 594.60$ 75.00$ 669.60$ ACTIV 15.027.21.13.0099 800050463 8811 88TH ST S 594.34$ 75.00$ 669.34$ ACTIV 16.027.21.44.0006 800047712 6657 HOMESTEAD AVE CT S 593.16$ 75.00$ 668.16$ ACTIV 05.027.21.41.0010 800051241 8831 GRANADA AVE S 591.44$ 75.00$ 666.44$ ACTIV 18.027.21.43.0098 800051670 6568 JOLIET AVE S 590.51$ 75.00$ 665.51$ ACTIV 03.027.21.41.0076 112187832 6351 GOODVIEW BAY S 587.67$ 75.00$ 662.67$ ACTIV 07.027.21.21.0013 113404021 11900 114TH ST S 587.59$ 75.00$ 662.59$ ACTIV 36.027.21.14.0005 800036194 8095 HORNELL AVE S 587.34$ 75.00$ 662.34$ ACTIV 16.027.21.22.0035 800047845 9491 79TH ST S 586.81$ 75.00$ 661.81$ ACTIV 10.027.21.34.0027 800044018 8153 HYDE AVE S 586.19$ 75.00$ 661.19$ ACTIV 16.027.21.22.0009 800051765 8906 JANERO AVE S 585.20$ 75.00$ 660.20$ ACTIV 16.027.21.44.0065 800035669 8350 JASMINE AVE S 583.75$ 75.00$ 658.75$ ACTIV 15.027.21.23.0019 107461177 8321 79TH ST S 580.48$ 75.00$ 655.48$ ACTIV 09.027.21.34.0028 800043466 8720 GREENWAY AVE S 579.94$ 75.00$ 654.94$ ACTIV 18.027.21.42.0052 800041209 9060 HILLSIDE TRL S 577.98$ 75.00$ 652.98$ ACTIV 15.027.21.32.0003 102004921 8281 INGBERG TRL S 577.26$ 75.00$ 652.26$ ACTIV 16.027.21.34.0021 800048841 6301 JEWEL BAY SOUTH 575.61$ 75.00$ 650.61$ ACTIV 03.027.21.13.0021 800052564 8496 GROSPOINT AVE S 574.02$ 75.00$ 649.02$ ACTIV 18.027.21.14.0047 102500396 6772 IDSEN AVE S 571.41$ 75.00$ 646.41$ ACTIV 04.027.21.32.0029 800051300 7241 JOPLIN AVE S 570.51$ 75.00$ 645.51$ ACTIV 10.027.21.11.0027 800034593 7791 66TH ST S 570.27$ 75.00$ 645.27$ ACTIV 05.027.21.41.0006 800034003 6888 98TH ST S 566.94$ 75.00$ 641.94$ ACTIV 19.027.21.44.0063 800044436 9081 JANIE AVE S 562.93$ 75.00$ 637.93$ ACTIV 21.027.21.11.0064 109308950 7210 JOPLIN AVE S 561.91$ 75.00$ 636.91$ ACTIV 10.027.21.11.0055 800038809 9837 HEATH AVE S 555.11$ 75.00$ 630.11$ ACTIV 20.027.21.34.0010 800046673 8612 INDAHL AVE S 552.65$ 75.00$ 627.65$ ACTIV 16.027.21.32.0087 800035020 8490 HALE AVE S 552.51$ 75.00$ 627.51$ ACTIV 17.027.21.23.0034 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800040541 8191 JENSEN AVE S 551.36$ 75.00$ 626.36$ ACTIV 15.027.21.21.0045 104060893 8821 INDIAN BLVD S 549.70$ 75.00$ 624.70$ ACTIV 09.027.21.14.0035 107315034 9272 73RD ST S 548.48$ 75.00$ 623.48$ ACTIV 10.027.21.21.0079 800045210 7515 IMMANUEL AVE S 548.19$ 75.00$ 623.19$ ACTIV 09.027.21.23.0005 800040592 7989 GRAFTON AVE S 545.73$ 75.00$ 620.73$ ACTIV 07.027.21.43.0051 800047708 9663 HARROW CT S 542.85$ 75.00$ 617.85$ ACTIV 20.027.21.31.0101 105868642 7741 JANERO AVE S 542.83$ 75.00$ 617.83$ ACTIV 10.027.21.33.0027 107408125 8209 76TH ST S 542.59$ 75.00$ 617.59$ ACTIV 09.027.21.32.0020 800053911 7140 IMPERIAL AVE S 539.07$ 75.00$ 614.07$ ACTIV 09.027.21.22.0049 800046507 8745 GREENE AVE S 537.67$ 75.00$ 612.67$ ACTIV 18.027.21.43.0064 800043183 8577 GRANADA AVE S 536.91$ 75.00$ 611.91$ ACTIV 18.027.21.42.0085 111862470 7011 HOMESTEAD AVE S 536.30$ 75.00$ 611.30$ ACTIV 08.027.21.11.0033 800047256 8660 JORGENSEN AVE S 536.04$ 75.00$ 611.04$ ACTIV 15.027.21.41.0035 101789718 8165 HENNA AVE S 533.67$ 75.00$ 608.67$ ACTIV 17.027.21.11.0070 800047260 8773 GRANADA AVE S 532.25$ 75.00$ 607.25$ ACTIV 18.027.21.43.0094 800048302 8466 HADLEY AVE S 527.01$ 75.00$ 602.01$ ACTIV 18.027.21.14.0029 105656436 8814 INWOOD AVE S 525.71$ 75.00$ 600.71$ ACTIV 16.027.21.34.0062 100750727 9945 78TH ST S 523.75$ 75.00$ 598.75$ ACTIV 10.027.21.44.0024 800037981 8564 HYDE AVE S 521.34$ 75.00$ 596.34$ ACTIV 17.027.21.41.0053 106742481 7762 JANERO CT S 520.69$ 75.00$ 595.69$ ACTIV 10.027.21.33.0080 800053566 6691 94TH ST S 519.51$ 75.00$ 594.51$ ACTIV 19.027.21.13.0068 800040912 9615 HALE AVE S 519.18$ 75.00$ 594.18$ ACTIV 20.027.21.32.0120 800037778 8744 HADLEY AVE S 517.12$ 75.00$ 592.12$ ACTIV 18.027.21.41.0054 106845582 9374 JERGEN PL S 516.82$ 75.00$ 591.82$ ACTIV 22.027.21.24.0087 800050981 8266 JENSEN AVE S 516.73$ 75.00$ 591.73$ ACTIV 15.027.21.24.0002 102383283 8733 JANERO AVE S 516.30$ 75.00$ 591.30$ ACTIV 16.027.21.41.0089 800044284 8307 ISLETON CT S 516.12$ 75.00$ 591.12$ ACTIV 16.027.21.14.0019 800039035 8456 88TH ST S 515.39$ 75.00$ 590.39$ ACTIV 16.027.21.31.0078 800039263 9211 JEFFERY AVE S 515.32$ 75.00$ 590.32$ ACTIV 22.027.21.24.0120 800041385 9321 JEFFERY AVE S 514.00$ 75.00$ 589.00$ ACTIV 22.027.21.24.0039 112682481 6790 PINE CREST TRL S 512.32$ 75.00$ 587.32$ ACTIV 05.027.21.34.0113 103429286 8071 JOCELYN AVE S 508.48$ 75.00$ 583.48$ ACTIV 15.027.21.12.0018 800053814 6864 98TH ST S 504.38$ 75.00$ 579.38$ ACTIV 19.027.21.44.0065 800036608 7231 JOLIET AVE S 502.86$ 75.00$ 577.86$ ACTIV 10.027.21.12.0079 115644193 8440 79TH ST S 501.92$ 75.00$ 576.92$ ACTIV 09.027.21.34.0035 800043998 9884 HAMLET CT S 500.37$ 75.00$ 575.37$ INACT 20.027.21.33.0201 800034075 9065 JANIE AVE S 497.89$ 75.00$ 572.89$ ACTIV 21.027.21.11.0063 105079881 9277 HALLMARK AVE S 488.24$ 75.00$ 563.24$ ACTIV 20.027.21.23.0025 800034066 9712 HAMES CT S 484.86$ 75.00$ 559.86$ ACTIV 20.027.21.32.0027 800034006 8405 GRENADIER AVE S 479.91$ 75.00$ 554.91$ ACTIV 18.027.21.14.0069 800054128 9867 HEATH AVE S 479.42$ 75.00$ 554.42$ ACTIV 20.027.21.34.0007 800042323 8940 INWOOD AVE S 477.99$ 75.00$ 552.99$ INACT 16.027.21.34.0070 800050486 6437 HIGHLAND HILLS LN S 477.58$ 75.00$ 552.58$ ACTIV 06.027.21.24.0039 800041206 8205 GRANGE BLVD S 476.26$ 75.00$ 551.26$ ACTIV 18.027.21.11.0027 104989794 8760 HALE AVE S 476.11$ 75.00$ 551.11$ ACTIV 18.027.21.44.0114 103962800 8024 HORNELL AVE S 475.67$ 75.00$ 550.67$ ACTIV 17.027.21.11.0018 800054218 8305 BELDEN BLVD S 474.28$ 75.00$ 549.28$ ACTIV 18.027.21.13.0005 800047068 8566 IVYWOOD AVE S 473.80$ 75.00$ 548.80$ ACTIV 16.027.21.41.0020 101819746 6634 HYDE AVE S 473.75$ 75.00$ 548.75$ ACTIV 05.027.21.41.0051 107213935 9752 INDIAN BLVD S 473.54$ 75.00$ 548.54$ ACTIV 10.027.21.14.0006 800047524 8183 GRANADA AVE S 472.59$ 75.00$ 547.59$ ACTIV 18.027.21.12.0054 800044953 7429 INMAN AVE S 471.41$ 75.00$ 546.41$ ACTIV 09.027.21.24.0046 800037916 9216 INDIAN BLVD S 471.35$ 75.00$ 546.35$ ACTIV 10.027.21.23.0075 800036458 7224 IMPERIAL AVE CT S 469.40$ 75.00$ 544.40$ ACTIV 09.027.21.22.0064 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800049372 7700 79TH ST S 469.31$ 75.00$ 544.31$ ACTIV 08.027.21.43.0154 800035383 8832 UPPER 89TH ST CIR S 469.00$ 75.00$ 544.00$ ACTIV 16.027.21.44.0026 800053293 10289 GREENWAY AVE S 467.43$ 75.00$ 542.43$ ACTIV 30.027.21.11.0050 800045061 7002 HOMESTEAD AVE S 466.29$ 75.00$ 541.29$ ACTIV 08.027.21.11.0012 106129893 7883 IVERSON AVE S 462.65$ 75.00$ 537.65$ ACTIV 09.027.21.44.0024 800034245 6335 HEARTHSTONE AVE S 458.16$ 75.00$ 533.16$ ACTIV 05.027.21.13.0043 800037469 8435 HINTON AVE S 455.20$ 75.00$ 530.20$ ACTIV 17.027.21.14.0081 800052333 7891 IDEAL AVE S 452.91$ 75.00$ 527.91$ ACTIV 09.027.21.34.0002 800041453 7557 JENSEN AVE S 451.24$ 75.00$ 526.24$ ACTIV 10.027.21.32.0089 108636308 7356 INWOOD AVE S 447.76$ 75.00$ 522.76$ ACTIV 09.027.21.24.0077 800049667 7653 IVERSON AVE S 447.52$ 75.00$ 522.52$ ACTIV 09.027.21.41.0014 800050252 6764 PINE CREST TRL S 447.40$ 75.00$ 522.40$ ACTIV 05.027.21.34.0152 800041964 8098 HYNES AVE S 446.99$ 75.00$ 521.99$ ACTIV 16.027.21.22.0039 800048697 8661 GRENADIER AVE S 446.92$ 75.00$ 521.92$ ACTIV 18.027.21.41.0101 800045618 8824 HALE AVE S 444.93$ 75.00$ 519.93$ ACTIV 18.027.21.44.0120 111434212 7180 JOCELYN BAY S 443.47$ 75.00$ 518.47$ ACTIV 10.027.21.12.0034 800034044 8400 INDIAN BLVD S 439.90$ 75.00$ 514.90$ ACTIV 09.027.21.21.0008 800046600 8280 JANERO AVE S 438.13$ 75.00$ 513.13$ ACTIV 15.027.21.23.0005 105594378 8058 INNSDALE AVE S 438.07$ 75.00$ 513.07$ ACTIV 16.027.21.21.0045 103872713 9715 HARROW AVE S 437.77$ 75.00$ 512.77$ ACTIV 20.027.21.34.0122 800053614 6776 PINE CREST TRL S 435.99$ 75.00$ 510.99$ ACTIV 05.027.21.34.0155 800046734 7706 JEFFERY AVE S 432.31$ 75.00$ 507.31$ INACT 10.027.21.32.0054 800045460 7185 71ST ST S 431.56$ 75.00$ 506.56$ ACTIV 08.027.21.22.0036 800053960 9038 UPPER 81ST ST S 427.22$ 75.00$ 502.22$ ACTIV 15.027.21.22.0045 800042667 8414 HERON AVE S 425.53$ 75.00$ 500.53$ ACTIV 17.027.21.13.0002 105553339 8140 INGLESIDE AVE S 423.25$ 75.00$ 498.25$ ACTIV 16.027.21.21.0049 800048028 8678 IMPERIAL AVE S 422.50$ 75.00$ 497.50$ ACTIV 16.027.21.32.0035 800035612 6208 HEARTHSTONE AVE S 421.56$ 75.00$ 496.56$ ACTIV 05.027.21.12.0055 107507222 8570 81ST ST S 421.36$ 75.00$ 496.36$ ACTIV 16.027.21.12.0009 800039288 8384 JORGENSEN AVE S 419.36$ 75.00$ 494.36$ ACTIV 15.027.21.14.0039 800040110 7463 HIDDEN VALLEY CT S 418.86$ 75.00$ 493.86$ ACTIV 08.027.21.24.0010 107079808 8279 HYDE CT S 417.80$ 75.00$ 492.80$ ACTIV 16.027.21.23.0005 106045813 7911 ISLETON AVE S 413.03$ 75.00$ 488.03$ ACTIV 09.027.21.44.0068 108169856 7812 E PT DOUGLAS RD S 409.27$ 75.00$ 484.27$ ACTIV 17.027.21.41.0017 800049501 9087 JENSEN AVE S 409.16$ 75.00$ 484.16$ ACTIV 22.027.21.21.0057 800044137 8785 HALLMARK AVE S 404.04$ 75.00$ 479.04$ ACTIV 17.027.21.33.0055 101428379 8633 GRENADIER AVE S 402.41$ 75.00$ 477.41$ ACTIV 18.027.21.41.0103 108110800 9709 HAMLET AVE S 400.94$ 75.00$ 475.94$ ACTIV 20.027.21.33.0014 108300985 8428 HILO TRL S 400.69$ 75.00$ 475.69$ ACTIV 17.027.21.14.0041 800039123 9451 DUNES LN S 400.39$ 75.00$ 475.39$ ACTIV 19.027.21.42.0030 800050910 8199 GRANADA AVE S 400.37$ 75.00$ 475.37$ ACTIV 18.027.21.12.0053 800038254 8406 INGLESIDE AVE S 400.32$ 75.00$ 475.32$ ACTIV 16.027.21.24.0043 108307992 8459 HILO TRL S 400.00$ 75.00$ 475.00$ ACTIV 17.027.21.14.0048 103072937 8063 JERGEN AVE S 399.95$ 75.00$ 474.95$ ACTIV 15.027.21.21.0029 111545884 9303 HALLMARK AVE S 399.82$ 75.00$ 474.82$ ACTIV 20.027.21.23.0026 800046658 7420 TIMBER CREST DR S 397.73$ 75.00$ 472.73$ ACTIV 05.027.21.34.0136 800039424 7989 71ST ST S 397.42$ 75.00$ 472.42$ ACTIV 08.027.21.11.0087 110790300 6943 SUNFLOWER CIR S 396.43$ 75.00$ 471.43$ ACTIV 07.027.21.11.0028 107022752 8080 HILLSIDE TRL S 396.37$ 75.00$ 471.37$ ACTIV 16.027.21.23.0051 800043641 9828 HAYWARD AVE S 394.37$ 75.00$ 469.37$ ACTIV 20.027.21.34.0058 108219906 9696 HAMES AVE S 394.07$ 75.00$ 469.07$ ACTIV 20.027.21.32.0030 800037216 9661 HARROW CT S 393.36$ 75.00$ 468.36$ ACTIV 20.027.21.31.0100 800049015 8206 JERGEN AVE S 392.17$ 75.00$ 467.17$ ACTIV 15.027.21.21.0053 800041632 8212 HOMESTEAD AVE S 391.57$ 75.00$ 466.57$ ACTIV 16.027.21.22.0058 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800047615 7831 HEMINGWAY AVE S 391.02$ 75.00$ 466.02$ ACTIV 08.027.21.43.0062 106075840 7375 IVERSON AVE S 390.16$ 75.00$ 465.16$ ACTIV 09.027.21.14.0062 800051648 7252 61ST ST S 390.05$ 75.00$ 465.05$ ACTIV 05.027.21.22.0065 800046640 6222 HEDGECROFT AVE S 388.15$ 75.00$ 463.15$ ACTIV 05.027.21.12.0005 800054607 8263 GRANGE BLVD S 387.22$ 75.00$ 462.22$ ACTIV 18.027.21.13.0056 800048382 8310 GRENADIER AVE S 385.61$ 75.00$ 460.61$ ACTIV 18.027.21.14.0072 800046113 7795 74TH ST S 384.82$ 75.00$ 459.82$ ACTIV 08.027.21.14.0042 800042562 8542 JEFFERY AVE S 383.79$ 75.00$ 458.79$ ACTIV 15.027.21.32.0064 800044463 9240 INDIAN BLVD S 383.31$ 75.00$ 458.31$ ACTIV 10.027.21.24.0055 800041354 8250 INGBERG TRL S 380.02$ 75.00$ 455.02$ ACTIV 16.027.21.34.0042 105442231 8071 HYDE AVE S 379.95$ 75.00$ 454.95$ ACTIV 16.027.21.22.0004 101681613 9285 HARKNESS AVE S 378.36$ 75.00$ 453.36$ ACTIV 20.027.21.23.0051 800041543 6990 PINE CREST TRL S 372.43$ 75.00$ 447.43$ ACTIV 05.027.21.34.0064 800036451 8724 IDEN AVE S 371.44$ 75.00$ 446.44$ ACTIV 16.027.21.32.0059 800040404 8785 IRONWOOD AVE S 371.09$ 75.00$ 446.09$ ACTIV 16.027.21.43.0032 800050339 6570 GENEVIEVE TRL SO 364.94$ 75.00$ 439.94$ ACTIV 06.027.21.32.0030 800047013 8615 HYDE AVE S 364.44$ 75.00$ 439.44$ ACTIV 17.027.21.41.0082 800046430 7493 99TH ST S 363.71$ 75.00$ 438.71$ ACTIV 20.027.21.34.0061 800049579 9220 INDIAN BLVD S 362.44$ 75.00$ 437.44$ ACTIV 10.027.21.23.0076 800033940 7201 JORDON AVE S 362.19$ 75.00$ 437.19$ ACTIV 10.027.21.11.0008 800040586 7923 77TH ST BAY S 361.69$ 75.00$ 436.69$ ACTIV 08.027.21.41.0099 800050828 8400 80TH ST S 358.96$ 75.00$ 433.96$ ACTIV 09.027.21.34.0014 800050251 8213 HAMES RD S 354.57$ 75.00$ 429.57$ ACTIV 17.027.21.12.0078 800047341 6870 94TH CV S 349.55$ 75.00$ 424.55$ ACTIV 19.027.21.14.0039 800048756 8782 IRONWOOD AVE S 347.90$ 75.00$ 422.90$ ACTIV 16.027.21.43.0037 800054249 6644 90TH ST S 347.75$ 75.00$ 422.75$ ACTIV 18.027.21.43.0049 103868710 9698 HARROW AVE S 347.41$ 75.00$ 422.41$ ACTIV 20.027.21.31.0139 800038526 8423 JASMINE AVE S 346.22$ 75.00$ 421.22$ ACTIV 15.027.21.23.0038 100145141 8033 HEMINGWAY AVE S 344.76$ 75.00$ 419.76$ ACTIV 17.027.21.12.0022 800048743 6826 91ST ST S 342.91$ 75.00$ 417.91$ ACTIV 19.027.21.11.0192 108020713 9632 HALE AVE S 341.80$ 75.00$ 416.80$ ACTIV 20.027.21.32.0100 800043823 8790 HAMLET AVE S 340.84$ 75.00$ 415.84$ ACTIV 17.027.21.33.0043 800051355 6545 WILDFLOWER DR S 337.63$ 75.00$ 412.63$ ACTIV 06.027.21.42.0071 107884583 8124 GRANADA AVE S 335.85$ 75.00$ 410.85$ ACTIV 18.027.21.21.0046 800042289 8599 GREENE AVE S 334.79$ 75.00$ 409.79$ ACTIV 18.027.21.42.0061 800048318 9916 HAMLET CT S 333.85$ 75.00$ 408.85$ ACTIV 20.027.21.33.0185 800039936 9483 JERGEN AVE S 330.03$ 75.00$ 405.03$ ACTIV 22.027.21.24.0113 800050796 7064 JOCELYN ALC S 329.52$ 75.00$ 404.52$ ACTIV 10.027.21.12.0019 800052674 6420 INSPIRE CIRCLE SO 328.09$ 75.00$ 403.09$ ACTIV 04.027.21.24.0092 800038585 8272 85TH ST S 325.93$ 75.00$ 400.93$ ACTIV 16.027.21.31.0022 800050899 6230 JEFFERY AVE S 324.87$ 75.00$ 399.87$ ACTIV 03.027.21.21.0037 108565240 7398 INNSDALE AVE S 322.70$ 75.00$ 397.70$ ACTIV 09.027.21.24.0061 800044006 7640 IMMANUEL AVE S 322.40$ 75.00$ 397.40$ ACTIV 09.027.21.32.0049 110771897 8753 IMPERIAL AVE S 322.21$ 75.00$ 397.21$ ACTIV 16.027.21.33.0015 800047829 6845 PINE CREST TRL S 319.51$ 75.00$ 394.51$ ACTIV 05.027.21.34.0101 800047612 8549 GREENWAY AVE S 318.87$ 75.00$ 393.87$ ACTIV 18.027.21.42.0033 800047763 6772 JARVIS BAY S 318.87$ 75.00$ 393.87$ ACTIV 03.027.21.33.0025 800053375 9178 JANERO AVE S 318.80$ 75.00$ 393.80$ ACTIV 21.027.21.11.0047 800040855 6713 HIGHLAND HILLS LN S 318.02$ 75.00$ 393.02$ ACTIV 06.027.21.14.0026 800046408 9453 HARKNESS AVE S 316.04$ 75.00$ 391.04$ ACTIV 20.027.21.24.0009 800045084 7683 HYDE AVE S 311.24$ 75.00$ 386.24$ ACTIV 08.027.21.41.0058 800033873 8619 GREENWAY AVE S 310.25$ 75.00$ 385.25$ ACTIV 18.027.21.42.0029 800052263 8544 JEFFERY AVE S 309.49$ 75.00$ 384.49$ ACTIV 15.027.21.32.0064 104525343 8338 88TH ST S 309.11$ 75.00$ 384.11$ ACTIV 16.027.21.31.0086 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800054225 6785 PINE CREST TRL S 307.24$ 75.00$ 382.24$ ACTIV 05.027.21.34.0220 800049893 8609 INDAHL AVE S 306.19$ 75.00$ 381.19$ ACTIV 16.027.21.32.0081 800048985 7345 IVERSON AVE S 304.22$ 75.00$ 379.22$ ACTIV 09.027.21.14.0060 800040418 8435 83RD ST S 300.94$ 75.00$ 375.94$ ACTIV 16.027.21.24.0048 800052063 8582 GROSPOINT AVE S 300.68$ 75.00$ 375.68$ ACTIV 18.027.21.41.0065 800052905 7630 79TH ST S 300.51$ 75.00$ 375.51$ INACT 08.027.21.43.0110 800043087 8329 81ST ST S 298.74$ 75.00$ 373.74$ ACTIV 16.027.21.21.0073 800036410 8033 JOCELYN AVE S 298.00$ 75.00$ 373.00$ ACTIV 15.027.21.12.0022 800046875 9817 HEATH AVE S 296.87$ 75.00$ 371.87$ ACTIV 20.027.21.34.0012 108451130 7837 IDEAL AVE S 295.50$ 75.00$ 370.50$ ACTIV 09.027.21.34.0047 800038190 9131 92ND ST S 289.28$ 75.00$ 364.28$ ACTIV 22.027.21.23.0003 800045030 8387 66TH ST S 288.79$ 75.00$ 363.79$ ACTIV 04.027.21.31.0029 800050919 7413 99TH ST S 286.00$ 75.00$ 361.00$ ACTIV 20.027.21.34.0066 112782778 7765 JONATHAN AVE S 285.66$ 75.00$ 360.66$ ACTIV 10.027.21.44.0048 800047886 8372 HALE AVE S 285.35$ 75.00$ 360.35$ ACTIV 17.027.21.23.0008 104457275 8965 80TH ST S 285.12$ 75.00$ 360.12$ ACTIV 16.027.21.11.0034 100162158 8129 HEMINGWAY AVE S 279.83$ 75.00$ 354.83$ ACTIV 17.027.21.12.0012 102276181 8185 IVYWOOD AVE S 279.73$ 75.00$ 354.73$ ACTIV 16.027.21.11.0067 800046025 8646 JEWEL AVE S 276.92$ 75.00$ 351.92$ ACTIV 15.027.21.31.0057 111972580 7700 INGLE AVE CT S 276.04$ 75.00$ 351.04$ ACTIV 09.027.21.31.0047 800048013 10870 IDEAL AVE S 273.36$ 75.00$ 348.36$ ACTIV 29.027.21.44.0005 800054418 6670 PINE ARBOR BLVD S 270.58$ 75.00$ 345.58$ ACTIV 05.027.21.42.0007 800039514 8497 JENSEN AVE S 270.38$ 75.00$ 345.38$ ACTIV 15.027.21.23.0077 800053439 8850 82ND ST CT S 270.38$ 75.00$ 345.38$ ACTIV 16.027.21.11.0023 800038133 7718 INSKIP TRL S 269.42$ 75.00$ 344.42$ ACTIV 09.027.21.34.0083 800053438 8186 HEMINGWAY AVE S 269.39$ 75.00$ 344.39$ ACTIV 17.027.21.12.0048 102229136 8341 ISLE AVE S 269.13$ 75.00$ 344.13$ ACTIV 16.027.21.14.0063 107035764 8254 HILLSIDE TRL S 265.36$ 75.00$ 340.36$ ACTIV 16.027.21.24.0050 800054329 6723 PINE ARBOR BLVD S 263.54$ 75.00$ 338.54$ ACTIV 05.027.21.42.0039 800049329 8399 88TH ST S 256.33$ 75.00$ 331.33$ ACTIV 16.027.21.34.0047 800053532 8037 SCOTT BLVD S 253.53$ 75.00$ 328.53$ ACTIV 18.027.21.12.0041 800048531 6766 WILDFLOWER DR S 245.01$ 75.00$ 320.01$ ACTIV 06.027.21.43.0056 800049574 7032 92ND ST S 236.69$ 75.00$ 311.69$ ACTIV 20.027.21.22.0008 800054236 7634 79TH ST S 229.92$ 75.00$ 304.92$ ACTIV 08.027.21.43.0112 100380367 9540 INDIAN BLVD S 227.43$ 75.00$ 302.43$ ACTIV 10.027.21.13.0009 800047679 6830 PINE CREST TRL S 225.55$ 75.00$ 300.55$ ACTIV 05.027.21.34.0063 800054824 8397 HERON AVE S 222.80$ 75.00$ 297.80$ ACTIV 17.027.21.14.0097 800045926 8859 89TH ST CIR S 221.54$ 75.00$ 296.54$ ACTIV 16.027.21.44.0039 800045683 6954 INSKIP AVE S 221.17$ 75.00$ 296.17$ ACTIV 04.027.21.34.0016 800054646 6572 JOLIET AVE S 207.81$ 75.00$ 282.81$ ACTIV 03.027.21.41.0075 112219844 9726 82ND ST S 205.23$ 75.00$ 280.23$ ACTIV 15.027.21.12.0101 800035658 6678 IDEAL AVE S 204.98$ 75.00$ 279.98$ ACTIV 05.027.21.41.0060 800044075 8477 JENSEN AVE S 203.73$ 75.00$ 278.73$ ACTIV 15.027.21.24.0092 800044763 8816 IVYSTONE CT S 201.86$ 75.00$ 276.86$ ACTIV 16.027.21.11.0049 800042124 9408 INDIAN BLVD CT S 201.44$ 75.00$ 276.44$ ACTIV 10.027.21.24.0018 800042377 8405 87TH ST S 200.87$ 75.00$ 275.87$ ACTIV 16.027.21.31.0069 800046365 9498 92ND ST S 200.76$ 75.00$ 275.76$ ACTIV 22.027.21.21.0114 800045579 8564 JORGENSEN AVE S 200.06$ 75.00$ 275.06$ ACTIV 15.027.21.41.0027 800051504 7107 61ST ALCOVE S 196.50$ 75.00$ 271.50$ ACTIV 05.027.21.22.0024 800052453 7097 IRVIN AVE S 190.79$ 75.00$ 265.79$ ACTIV 09.027.21.12.0026 800043179 8270 JEFFERY AVE S 189.16$ 75.00$ 264.16$ ACTIV 15.027.21.22.0081 800043867 9722 78TH ST S 186.39$ 75.00$ 261.39$ ACTIV 10.027.21.43.0190 800033316 7111 TIMBER TRAIL LN S 185.81$ 75.00$ 260.81$ ACTIV 05.027.21.33.0016 800050754 8096 INGLESIDE AVE S 180.26$ 75.00$ 255.26$ ACTIV 16.027.21.21.0052 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800045017 8180 IVYWOOD AVE S 177.41$ 75.00$ 252.41$ ACTIV 16.027.21.11.0010 106131895 7889 IVERSON AVE S 176.91$ 75.00$ 251.91$ ACTIV 09.027.21.44.0023 800054610 6571 JOCELYN AVE S 176.68$ 75.00$ 251.68$ ACTIV 03.027.21.42.0140 800054464 8773 IRONWOOD AVE S 175.53$ 75.00$ 250.53$ ACTIV 16.027.21.43.0022 800047070 8891 80TH ST S 172.82$ 75.00$ 247.82$ ACTIV 16.027.21.11.0055 104393213 9055 79TH ST S 172.16$ 75.00$ 247.16$ ACTIV 10.027.21.33.0094 800051906 9699 HAMLET AVE S 170.07$ 75.00$ 245.07$ ACTIV 20.027.21.32.0066 108340025 8463 HINTON AVE S 169.41$ 75.00$ 244.41$ ACTIV 17.027.21.14.0077 800042909 8590 81ST ST S 169.36$ 75.00$ 244.36$ ACTIV 16.027.21.12.0007 800052048 8051 HORNELL AVE S 168.25$ 75.00$ 243.25$ ACTIV 17.027.21.11.0013 800042939 9644 HAMES AVE S 166.11$ 75.00$ 241.11$ ACTIV 20.027.21.32.0036 800045219 9627 HALE AVE S 164.93$ 75.00$ 239.93$ ACTIV 20.027.21.32.0119 800044278 9849 HAYWARD AVE S 164.45$ 75.00$ 239.45$ ACTIV 20.027.21.34.0087 800049203 6935 91ST COVE S 163.47$ 75.00$ 238.47$ ACTIV 19.027.21.11.0163 800043893 8856 HALE AVE S 163.34$ 75.00$ 238.34$ ACTIV 17.027.21.33.0079 103242104 9209 JAREAU AVE S 162.33$ 75.00$ 237.33$ ACTIV 22.027.21.23.0044 800045292 7435 HYDRAM AVE S 162.33$ 75.00$ 237.33$ ACTIV 08.027.21.14.0020 100483466 8364 69TH ST S 161.24$ 75.00$ 236.24$ ACTIV 04.027.21.31.0062 800050207 6123 IDETTE AVE S 158.58$ 75.00$ 233.58$ ACTIV 04.027.21.23.0182 800044007 9455 JARROD AVE S 158.33$ 75.00$ 233.33$ ACTIV 22.027.21.23.0074 800043376 8473 GREYSTONE AVE S 157.66$ 75.00$ 232.66$ ACTIV 18.027.21.14.0048 107560274 6385 83RD ST S 156.80$ 75.00$ 231.80$ ACTIV 18.027.21.24.0079 107740444 8270 GLENBROOK AVE S 152.76$ 75.00$ 227.76$ ACTIV 18.027.21.24.0002 800042489 6833 PINE CREST TRL S 152.53$ 75.00$ 227.53$ ACTIV 05.027.21.34.0127 800047268 8610 JORGENSEN AVE S 150.38$ 75.00$ 225.38$ ACTIV 15.027.21.41.0031 800054666 9853 HAYWARD AVE S 147.17$ 75.00$ 222.17$ ACTIV 20.027.21.34.0088 800051109 9673 HARROW CT S 145.94$ 75.00$ 220.94$ ACTIV 20.027.21.31.0106 103129992 8474 JERGEN AVE S 144.15$ 75.00$ 219.15$ ACTIV 15.027.21.24.0081 800054713 8767 HALLMARK AVE S 143.62$ 75.00$ 218.62$ ACTIV 17.027.21.33.0056 800054809 6783 102ND ST SO 142.66$ 75.00$ 217.66$ ACTIV 30.027.21.11.0135 110030658 7510 113TH ST S 141.62$ 75.00$ 216.62$ ACTIV 32.027.21.12.0009 113402018 7047 GOODVIEW AVE S 138.42$ 75.00$ 213.42$ ACTIV 07.027.21.21.0018 104323147 8330 75TH ST S 136.25$ 75.00$ 211.25$ ACTIV 09.027.21.24.0020 800044888 9552 INDIAN BLVD S 133.96$ 75.00$ 208.96$ ACTIV 10.027.21.13.0065 800048686 8580 JEFFERY AVE S 128.72$ 75.00$ 203.72$ ACTIV 15.027.21.32.0059 106270029 7432 IRVIN AVE S 127.83$ 75.00$ 202.83$ ACTIV 09.027.21.13.0012 800050978 8449 INGBERG TRL S 125.19$ 75.00$ 200.19$ ACTIV 16.027.21.34.0086 800033461 7474 96TH ST S 125.11$ 75.00$ 200.11$ ACTIV 20.027.21.31.0044 800047894 8054 HOMESTEAD AVE S 125.06$ 75.00$ 200.06$ ACTIV 17.027.21.11.0051 800045823 8442 68TH ST S 123.23$ 75.00$ 198.23$ ACTIV 04.027.21.31.0040 800048095 7783 HEMINGWAY AVE S 123.20$ 75.00$ 198.20$ ACTIV 08.027.21.43.0091 102038954 8724 INDAHL AVE S 121.75$ 75.00$ 196.75$ ACTIV 16.027.21.32.0095 800055046 6590 PINE ARBOR LN S 121.31$ 75.00$ 196.31$ ACTIV 05.027.21.42.0025 105975744 9396 JASMINE AVE S 119.24$ 75.00$ 194.24$ ACTIV 22.027.21.23.0026 800051969 6900 101ST ST S 119.24$ 75.00$ 194.24$ ACTIV 30.027.21.11.0003 800046887 7437 HIDDEN VALLEY TRL S 117.40$ 75.00$ 192.40$ ACTIV 08.027.21.13.0047 800046239 8621 E PT DOUGLAS RD S 116.52$ 75.00$ 191.52$ ACTIV 21.027.21.12.0014 103490346 7873 JOLIET AVE S 115.53$ 75.00$ 190.53$ ACTIV 10.027.21.43.0188 100500483 7615 72ND ST CT S 113.44$ 75.00$ 188.44$ ACTIV 08.027.21.12.0064 106578325 9099 JENSEN AVE S 113.09$ 75.00$ 188.09$ ACTIV 22.027.21.21.0112 800046822 9088 JASMINE AVE S 112.82$ 75.00$ 187.82$ ACTIV 22.027.21.22.0063 800049465 8918 HADLEY AVE S 112.21$ 75.00$ 187.21$ ACTIV 18.027.21.44.0039 105717496 7374 HOMESTEAD AVE S 111.71$ 75.00$ 186.71$ ACTIV 08.027.21.14.0072 800034554 8016 GRAFTON AVE S 110.95$ 75.00$ 185.95$ ACTIV 18.027.21.12.0015 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 103957796 8006 HORNELL AVE S 110.89$ 75.00$ 185.89$ ACTIV 17.027.21.11.0016 800052832 10235 GREYSTONE CIRCLE SO 110.32$ 75.00$ 185.32$ ACTIV 30.027.21.11.0077 800054332 6839 102ND ST SO 109.63$ 75.00$ 184.63$ INACT 30.027.21.11.0036 800050532 6449 HIGHLAND HILLS CURVE SO 109.36$ 75.00$ 184.36$ ACTIV 06.027.21.24.0029 800046894 9757 85TH ST S 108.06$ 75.00$ 183.06$ ACTIV 15.027.21.13.0108 800047884 6779 92ND ST S 102.98$ 75.00$ 177.98$ ACTIV 19.027.21.11.0014 800045352 9340 67TH ST S 102.24$ 75.00$ 177.24$ ACTIV 03.027.21.34.0090 800048937 8642 ISLE AVE S 100.18$ 75.00$ 175.18$ ACTIV 16.027.21.42.0029 800047247 7623 IRVIN AVE CT S 99.97$ 75.00$ 174.97$ ACTIV 09.027.21.41.0095 800047428 8762 HALLMARK AVE S 99.63$ 75.00$ 174.63$ ACTIV 17.027.21.33.0058 111644375 6644 90TH ST S 98.71$ 75.00$ 173.71$ INACT 18.027.21.43.0049 800044254 7188 JENNER ALC S 98.43$ 75.00$ 173.43$ ACTIV 10.027.21.22.0111 800049979 6366 JEFFREY AVE S 97.11$ 75.00$ 172.11$ ACTIV 03.027.21.24.0054 111624652 7101 GOODVIEW AVE S 96.25$ 75.00$ 171.25$ ACTIV 07.027.21.21.0015 800037522 8164 HILLSIDE TRL S 94.58$ 75.00$ 169.58$ ACTIV 16.027.21.23.0046 800052311 9275 62ND ST S 93.80$ 75.00$ 168.80$ ACTIV 03.027.21.21.0066 100375362 9883 HEATH AVE S 91.73$ 75.00$ 166.73$ ACTIV 20.027.21.34.0003 800054897 7875 72ND ST S 90.90$ 75.00$ 165.90$ ACTIV 08.027.21.11.0067 800053392 6009 INSPIRE AVE SO 89.83$ 75.00$ 164.83$ ACTIV 04.027.21.21.0081 800043239 9654 HAMLET AVE S 89.74$ 75.00$ 164.74$ ACTIV 20.027.21.32.0079 800043033 8063 HARKNESS RD S 89.06$ 75.00$ 164.06$ ACTIV 16.027.21.33.0038 103537389 8645 JOLIET AVE S 87.28$ 75.00$ 162.28$ ACTIV 15.027.21.41.0039 800048614 8626 ISLE AVE S 86.79$ 75.00$ 161.79$ ACTIV 16.027.21.42.0028 800038990 8215 IVYWOOD AVE S 85.20$ 75.00$ 160.20$ ACTIV 16.027.21.11.0069 109962590 7213 LAMAR AVE S 84.86$ 75.00$ 159.86$ ACTIV 12.027.21.23.0039 110313940 9790 GREY CLOUD TRL S 84.86$ 75.00$ 159.86$ ACTIV 19.027.21.33.0002 110309936 9675 MILLER RD 84.86$ 75.00$ 159.86$ ACTIV 21.027.21.41.0019 800046700 11176 73RD ST S 84.86$ 75.00$ 159.86$ ACTIV 12.027.21.23.0036 109988616 7361 LAMAR AVE S 84.86$ 75.00$ 159.86$ ACTIV 12.027.21.23.0025 110362989 10505 KIMBRO AVE S 84.86$ 75.00$ 159.86$ ACTIV 26.027.21.42.0003 110436062 10940 MANNING AVE S 84.86$ 75.00$ 159.86$ ACTIV 25.027.21.44.0005 110360987 10478 E PT DOUGLAS RD S 84.86$ 75.00$ 159.86$ ACTIV 26.027.21.24.0004 110054682 7563 LANGLY AVE S 84.86$ 75.00$ 159.86$ ACTIV 12.027.21.32.0055 800046241 10870 GREY CLOUD ISLAND DR S 84.86$ 75.00$ 159.86$ ACTIV 30.027.21.33.0002 800045172 7163 LAMAR AVE S 84.86$ 75.00$ 159.86$ ACTIV 12.027.21.22.0004 110049677 7556 LAWTON AVE S 84.84$ 75.00$ 159.84$ ACTIV 12.027.21.32.0022 800045562 6847 LAMAR AVE S 84.80$ 75.00$ 159.80$ ACTIV 01.027.21.33.0017 110898667 7541 LANGLY AVE S 84.78$ 75.00$ 159.78$ ACTIV 12.027.21.32.0057 800045594 6839 PINE CREST TRL S 84.77$ 75.00$ 159.77$ ACTIV 05.027.21.34.0103 800036276 8279 INDIAN BLVD S 84.73$ 75.00$ 159.73$ ACTIV 09.027.21.24.0053 800043006 7597 LAMAR AVE S 82.53$ 75.00$ 157.53$ ACTIV 12.027.21.32.0014 800043842 7554 LAVERNE AVE S 82.53$ 75.00$ 157.53$ ACTIV 12.027.21.32.0043 110834708 7639 LAMAR AVE S 82.53$ 75.00$ 157.53$ ACTIV 12.027.21.32.0003 800047709 11576 PT DOUGLAS RD S 82.31$ 75.00$ 157.31$ ACTIV 36.027.21.13.0002 110482108 11331 100TH ST S 82.29$ 75.00$ 157.29$ ACTIV 25.027.21.21.0002 800043916 9866 KIMBRO AVE S 82.29$ 75.00$ 157.29$ ACTIV 23.027.21.34.0007 110283910 9260 MILITARY RD S 82.27$ 75.00$ 157.27$ ACTIV 03.027.21.21.0002 110111738 7710 LAMAR AVE S 80.11$ 75.00$ 155.11$ ACTIV 12.027.21.32.0001 800046210 6111 85TH ST S 80.11$ 75.00$ 155.11$ ACTIV 18.027.21.32.0006 800034749 8655 INDAHL AVE S 80.00$ 75.00$ 155.00$ ACTIV 16.027.21.31.0002 800053122 6657 JODY AVE S 79.40$ 75.00$ 154.40$ ACTIV 03.027.21.41.0085 800050971 9021 JAREAU AVE S 74.66$ 75.00$ 149.66$ INACT 22.027.21.22.0003 800047516 8026 JEFFERY AVE S 72.74$ 75.00$ 147.74$ ACTIV 15.027.21.22.0063 102713589 8333 JENSEN AVE S 72.70$ 75.00$ 147.70$ ACTIV 15.027.21.24.0049 City of Cottage Grove, Minnesota Resolution 2024-164 Exhibit A Account Property Address Eligible Amount to Certify Certification Fee Total Certification Status Parcel Number 800052697 8496 HARKNESS RD S 69.86$ 75.00$ 144.86$ ACTIV 17.027.21.13.0083 800043732 8773 JANERO AVE S 69.27$ 75.00$ 144.27$ ACTIV 16.027.21.44.0013 800055062 6829 101ST ST S 68.88$ 75.00$ 143.88$ ACTIV 30.027.21.11.0155 800036174 7755 IVERSON AVE S 68.43$ 75.00$ 143.43$ ACTIV 09.027.21.44.0029 800043545 8037 HOMESTEAD AVE S 67.81$ 75.00$ 142.81$ ACTIV 17.027.21.11.0042 800042174 7119 GRANADA AVE S 66.77$ 75.00$ 141.77$ ACTIV 07.027.21.12.0008 800053527 8689 GRENADIER AVE S 66.70$ 75.00$ 141.70$ INACT 18.027.21.42.0005 109978606 7275 HARKNESS AVE S 66.48$ 75.00$ 141.48$ ACTIV 08.027.21.24.0002 800049138 9255 MILITARY RD S 66.47$ 75.00$ 141.47$ ACTIV 03.027.21.24.0003 800041710 11820 LOFTON AVE S 65.85$ 75.00$ 140.85$ INACT 36.027.21.43.0023 800045188 11621 LOCKRIDGE AVE S 65.65$ 75.00$ 140.65$ ACTIV 36.027.21.42.0005 800046477 8715 70TH ST S 64.87$ 75.00$ 139.87$ ACTIV 09.027.21.11.0034 800040502 11900 LOFTON AVE S 64.86$ 75.00$ 139.86$ ACTIV 36.027.21.43.0019 110264891 8791 LAMAR AVE S 64.86$ 75.00$ 139.86$ ACTIV 13.027.21.33.0001 110317944 9880 MILITARY RD S 64.86$ 75.00$ 139.86$ ACTIV 03.027.21.41.0008 800035179 9988 GREY CLOUD TRL S 64.86$ 75.00$ 139.86$ ACTIV 30.027.21.21.0006 110116743 7750 LAMAR AVE S 64.86$ 75.00$ 139.86$ ACTIV 11.027.21.44.0002 110590216 11860 LOCKRIDGE AVE S 64.86$ 75.00$ 139.86$ ACTIV 36.027.21.34.0006 110380007 10650 MANNING AVE S 64.86$ 75.00$ 139.86$ ACTIV 25.027.21.41.0008 800034729 6320 LAMAR AVE S 64.86$ 75.00$ 139.86$ ACTIV 02.027.21.14.0009 110856184 11701 LOCKRIDGE AVE 64.86$ 75.00$ 139.86$ ACTIV 36.027.21.43.0024 110248875 8508 KEATS AVE S 64.86$ 75.00$ 139.86$ ACTIV 15.027.21.41.0071 110335962 10200 GREY CLOUD TRL S 64.85$ 75.00$ 139.85$ ACTIV 30.027.21.21.0003 110275902 9054 MILITARY RD S 64.85$ 75.00$ 139.85$ ACTIV 03.027.21.22.0002 110315942 9826 PT DOUGLAS RD S 64.85$ 75.00$ 139.85$ ACTIV 27.027.21.11.0001 800034499 6620 LAMAR CT S 64.85$ 75.00$ 139.85$ ACTIV 02.027.21.41.0007 110446072 11050 MANNING AVE S 64.85$ 75.00$ 139.85$ ACTIV 36.027.21.11.0004 800039320 8935 GREENE AVE S 63.76$ 75.00$ 138.76$ ACTIV 18.027.21.43.0052 109844473 6055 HADLEY AVE S 61.40$ 75.00$ 136.40$ ACTIV 05.027.21.22.0003 110604230 11971 GREY CLOUD TRL S 61.40$ 75.00$ 136.40$ ACTIV 32.027.21.32.0002 800052730 10352 GREY CLOUD TRL S 61.40$ 75.00$ 136.40$ ACTIV 30.027.21.24.0004 800043839 10176 PT DOUGLAS RD S 61.40$ 75.00$ 136.40$ ACTIV 26.027.21.22.0002 800052343 9100 75TH ST S 61.01$ 75.00$ 136.01$ ACTIV 10.027.21.32.0100 800052948 6475 INSPIRE CIRCLE SO 60.36$ 75.00$ 135.36$ ACTIV 04.027.21.24.0086 800047422 8961 HALLMARK AVE S 60.14$ 75.00$ 135.14$ ACTIV 17.027.21.33.0037 800045282 8538 JEFFERY AVE S 59.57$ 75.00$ 134.57$ ACTIV 15.027.21.32.0064 800054105 8781 IRONWOOD AVE S 59.18$ 75.00$ 134.18$ ACTIV 16.027.21.43.0018 800047616 7827 HEMINGWAY AVE S 58.18$ 75.00$ 133.18$ ACTIV 08.027.21.43.0077 111629497 6831 PINE CREST TRL S 57.92$ 75.00$ 132.92$ ACTIV 05.027.21.34.0126 800054978 8479 GREENWAY AVE S 55.12$ 75.00$ 130.12$ INACT 18.027.21.13.0058 800049248 8386 66TH ST S 54.75$ 75.00$ 129.75$ ACTIV 04.027.21.31.0014 800049470 6435 JEFFREY AVE S 54.70$ 75.00$ 129.70$ INACT 03.027.21.24.0043 800049832 9993 HAMLET LN S 54.43$ 75.00$ 129.43$ ACTIV 20.027.21.33.0166 800040056 8941 JASMINE LN S 54.18$ 75.00$ 129.18$ ACTIV 15.027.21.33.0029 104234065 8955 72ND ST S 52.92$ 75.00$ 127.92$ ACTIV 09.027.21.11.0028 109366008 6790 WILDFLOWER DR S 52.26$ 75.00$ 127.26$ ACTIV 06.027.21.43.0031 105592376 8046 INNSDALE AVE S 51.83$ 75.00$ 126.83$ ACTIV 16.027.21.21.0046 100016016 8278 BELDEN BLVD S 51.75$ 75.00$ 126.75$ ACTIV 18.027.21.13.0102 101529470 8551 GROSPOINT AVE S 50.90$ 75.00$ 125.90$ ACTIV 18.027.21.41.0017 Totals 234,851.29$ 40,125.00$ 274,976.29$ 1 City Council Action Request 7.I. Meeting Date 12/4/2024 Department Engineering Agenda Category Action Item Title 2025-2029 Capital Improvement Plan Staff Recommendation Approve the 2025-2029 Capital Improvement Plan and adopt Resolution 2024-178, Resolution Approving a Comprehensive Plan Amendment to the City's Comprehensive Plan 2040 to Incorporate the Capital Improvement Plan. Budget Implication N/A Attachments 1. CC Memo 2025-2029 CIP 2. Resolution 2024-178, 2025-2029 CIP 3. PC Minutes Excerpt 2024-10-28 for 2025-209 CIP 4. CIP Document 2025-2029 To:Mayor and City Council Members Jennifer Levitt, City Administrator From:Crystal Raleigh, Assistant City Engineer Ryan Burfeind, Public Works Director Brenda Malinowski, Finance Director Date:December 4, 2024 Subject:2025-2029 Capital Improvement Plan Introduction The 2025-2029 Capital Improvement Plan (CIP) is attached for Council consideration. Discussion On August 7, 2024, the contents of the attached 2025-2029 CIP were discussed at a Council Workshop. The CIP was refined based on the discussions and then brought to the October 28, 2024, Planning Commission meeting. The Planning Commission held a public hearing on the CIP at their October 28th meeting. The public hearing is required for amendment of the City’s Comprehensive Plan, which includes the CIP. The first two years (2025 and 2026) of the CIP document function as the “work plan” for city capital projects; however, all projects are brought to the Council prior to feasibility reports, acquisition, or construction. It is worth noting as well that there are many projects proposed within the CIP as placeholders to ensure the city is positioned well to apply for future grant opportunities for some of the more extensive projects. There are many other projects shown in the CIP as placeholders that are development driven. Until such time that the adjacent/relevant developments move for- ward, those specific projects will continue to sit in the CIP as placeholders. Examples of these types of projects include the extensions of Ravine Parkway and some of the Neighborhood Park Developments. For 2025, the CIP includes $86.5 million in projects as follows: PW Shop and Wash Bay Modifications $500,000 Matching Grant Funds 10,000 Public Landscape Initiative 120,000 Parks – Design & Planning 15,000 Parks – Automatic Locks on Buildings 35,000 Hardwood and Belden Play Equipment 140,000 Hidden Valley Park Improvements 150,000 Kingston Park-Additional Power Supply 200,000 Lamar Park-Shade Shelter Replacement (2)80,000 Neighborhood Park Development 500,000 Honorable Mayor, City Council, and Jennifer Levitt 2025-2029 Capital Improvement Program December 4, 2024 Page 2 Oltman -Lacrosse Complex & Parking 700,000 Peter Thompson Park upgrades 40,000 Pine Glen Park-shelter 60,000 Woodridge Park-Rink Boards & Pickleball Courts 300,000 Woodridge Park-Inclusive Playground Repair & Resealing 60,000 Sport Lighting Improvements 65,000 Ice Arena Capital Projects 210,000 Spot replacement/slip lining – Sewer $550,000 System Improvements – Streetlights $100,000 Storm Water Maintenance $200,000 Trunk Utility Oversizing $20,000 Ease Ravine District Infrastructure $50,000 Pull Well – Annual Maintenance $70,000 Low zone Water Tower 6,000,000 3M Settlement Implementation 63,477,000 Pedestrian Improvements 100,000 Pavement Management 2,699,000 Traffic Signal $700,000 Safe Streets & Roads for all (SS4A)440,000 CSAH 19 and TH 61 3,000,000 Jamaica Avenue 2,000,000 Ravine Parkway 2,000,000 Roadway Maintenance 1,884,000 $86,475,000 Of the above project funding, $63.5 million will be paid with 3M settlement Funds and $3 million of these projects will be funded by other governmental agencies. The 2025-2026 CIP includes projects that were to be funded with Local Option Sales Tax. None of these projects were identified to begin construction until 2026 so there is not a need to revise the 2025-2026 CIP. In the 2025-2026 CIP the following is noted, “Projects identified as part of referendum for local option sales tax have been included in the Local Option Sales Tax Fund. The capital improvements include construction projects at Hamlet Park, Mississippi Dunes Park, and River Oaks Golf Course. If the referendum does not pass, a delayed and revised schedule for these capital improvements would be determined in a future CIP.” The CIP is prepared annually so these projects can be reevaluated and discussed as part of the 2026-2030 CIP. This process will begin in the summer of 2025. Action Requested Approve the 2025-2029 Capital Improvement Plan and adopt Resolution 2024-178 amending the Comprehensive Plan 2040 to incorporate the CIP. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-178 RESOLUTION APPROVING A COMPREHENSIVE PLAN AMENDMENT TO THE CITY’S COMPREHENSIVE PLAN 2040 TO INCORPORATE THE CAPITAL IMPROVEMENT PLAN WHEREAS, the City of Cottage Grove has prepared an amendment to the implementation element of the City’s Comprehensive Plan 2040 for the Capital Improvement Plan (CIP) 2025-2029; and WHEREAS the Planning Commission held a public hearing on October 28, 2024; and WHEREAS the public hearing was opened for public testimony and verbal testimony was received from one member of the public; and WHEREAS the Planning Commission unanimously found that the 2025-2029 CIP is consistent with the City’s Comprehensive Plan 2040. NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, hereby approves the amendment to the Implementation Element of the City’s Comprehensive Plan 2040 to adopt the 2025- 2029 Capital Improvement Plan (CIP). Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk EXCERPT FROM THE OCTOBER 28, 2024, PLANNING COMMISSION MEETING MINUTES B. CIP 2025-2029 - Case CP2024-020 The City of Cottage Grove has applied for a Comprehensive Plan Amendment to amend the Capital Improvement Program (CIP) for 2025-2029. Raleigh and Dockter summarized the staff report and recommended approval. Park Improvements: Rasmussen said maybe I missed it, in 2028, Local Option Sales Tax $5.25 million, can you help me understand what that is? Dockter said I’m going to address that in the future slides coming up, so I skipped over all the Local Option Sales Tax items on there, and I’ll address those separately. Rasmussen asked about the pickleball courts; do we have any in town? Dockter replied we do: We have three at Granada Park currently, we have six at Glacial Valley Park, and then we have two, one at Cedarhurst Meadows and then one at Sunnyhill Park, which are the kind where you have to bring our own net. We’ve had three at Granada Park sinc e 2014 and then we built the six at Glacial Valley Park, and we thought that would take care of the growth of pickleball, but it’s been open for one year and it’s already to the point where people can’t get on it, it’s full. Bhat said with the Highlands Tennis Court Replacement, I’ve been there, it looks like it needs replacement right away, why wait until 2028? Dockter replied yes, there’s pretty significant cracking there, and we’re going to try to patch that this year; if that patch doesn’t hold, we ma y have to change some things. And that’s the one thing with the capital improvements, this is our projected plan, there are plenty of times where if that repair doesn’t work, we might have to come back to Council at next year’s CIP and say we want to move the Highlands Park Tennis Court up and then move something else back. So, that’s a good point. Brittain said as we’re talking about all these pickleball courts, it looks like as you get to old ice -rink areas, you pave them, and a lot of them can be used for sports courts. Glacier Park, I don’t believe that’s paved, or is there a hard surface on that rink there? Dockter replied it is not paved right now. Brittain asked is that something that would be put in the queue for all of these things to have it be like the other courts and be able to be used in the off season, like these courts that are being refurbished. Dockter replied that’s a possibility; unfortunately, that one’s a little bit harder because it has to be excavated out, so you’ve got to take it all apart and its got a concrete border around it. So, we did look at that one, and the Athletic Association is even looking at maybe partnering for like a rollerblade court or something or for roller hockey. So, it’s still in the conversation, but that’s a little more difficult. We already know at Woodridge Park the whole thing needs to come out, and we’re kind of starting over, and you can run the paver down there as opposed to trying to wiggle into an existing rink. Brittain said okay, I’m assuming since all these refurbished parks are getting it, that from what we know now, even if it’s not picklebal l but rollerblading or something else, any new parks that we have we’d consider that if it has a hockey rink feature to have that paved as kind of a standard? Dockter replied I think that’s fair to say, that we want to look at that, but we also want to be careful because ice and running equipment on it in the winter, I mean that can be pretty hard on it, right? We see what happens to the tennis courts with no equipment on it, so we’re a little bit hesitant to go all in right away; we kind of want to see how Woodridge Park handles Planning Commission Minutes - Regular Meeting October 28, 2024 Page 2 of 7 it first. And then just real quickly, I should mention, too, Glacial Valley Park is not a full -size rink, but Woodridge and Peter Thompson are full-size rinks; so, you can maybe fit four-or-five pickleball courts on those and at Glacial Valley you could probably only fit three on it. Fisher asked with these pickleball courts, so is it just regular pavement or is there a specific, like a special surface for it? Because I know if the ball doesn’t bounce right, people get real upset. So, what is the material that you pave it with? Dockter replied it’s just another section of pavement, but then you have to hire another company that comes out and they actually use, its like a driveway sealer, but it’s much different than driveway sealer, so that’s how they apply it. Fisher said so it’s like a coating, basically, on top of it. Dockter replied yes, it’s basically; we call it a court paint, it’s not really a paint, but it’s a shell that goes on there, and then they put the lines on top of that. Fisher said okay, and you hire that, so that’s an added expense to the asphalt as well . Dockter replied correct. Fisher said okay, thank you. Preserve.Play.Prosper: Brittain said just to clarify, just because I’ve had people ask me, it’s not a half percent per project, it’s a half percent total for the Local Option Sales Tax, regardless of how many get approved, whether it’s one, two, or three? Dockter replied that’s a great question. The maximum sales tax is 0.5% no matter how many questions pass, and the maximum revenue that can be gained through the sales tax is $36 million, which is what’s been proposed and accepted by the State. So, the 0.5% max sales tax has to come off either after 25 years or when the $36 million in revenue is achieved. Stephens asked is River Oaks a golf course. Dockter replied it’s the River Oaks Golf Course and Event Center, and what the plan is aiming to do is actually get more people to use it because it’s 220 acres of public property that the City owns. The plan is trying to find different ways to use it, get different people down there, using it in different ways to utilize what we consider to be a point of pride in the community. We’d like to see more people use it in different ways. Stephens said so the improvements are to a public building, it’s all public. Dockter replied it’s an all-public building on public land, yes. So, you don’t see a lot of golf in here, other than the Himalayan Putting Green, which is kind of a glorified mini putting course, which would be free to the public . You’re seeing things like the mountain biking course, patio upgrades, the pickleball court/event court that can be used for events or programs or whatever it might be , and then the simulators, which can be used for golf, but they can be used for soccer, zombie shooting, whatever it might be. New Park Buildings: Rasmussen stated I really like the new park buildings that are proposed and have recently been built. Do they get staffed? Like, right now, some of our existing buildings I don’t feel like are really staffed, we probably don’t need to, but how do you manage public use inside a building? Dockter replied if there’s a program or event, we staff the buildings. If there’s no special program or event, then we do not staff the buildings. We do open the restrooms at all of our community parks, so our staff opens them in the morning, cleans them, and then we’re really lucky to work with our Police Department as they come in at sundown and close them down; most communities’ police forces don’t do that for them, so we’re pretty happy about that, and that’s a good time to have cops in the parks anyway. But that’s about the extent of the staffing. I should say our Parks crew spend a ton of time in there because the rentals are crazy; we’ve tripled or quadrupled our rental facilities just in the last five-to-ten years, they’re getting a lot of use, especially these like Glacial Valley. We projected 40 rentals and we’re already at over 70 rentals for the year. Rasmussen replied wow, that’s great. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 3 of 7 Pavement Management and Utility & Pedestrian CIP Projects: Brittain said you mentioned in 2028 the reconstruction of Jamaica to Military; would that include the realignment of Jamaica to Military with the roundabout that would be included with that? Raleigh replied that would include that, yes. Bhat said we had a question during the open forum about having a new bike path. So, are bike paths also in the CIP or are they outside? Raleigh replied there are several bike paths within the CIP; in that area, specifically, I’m guessing that that would be part of the 100th Street realignment project, there will be a lot of pedestrian facilities within that project that would get folks from the west side of the highway potentially to the east side of the highway. Stephens asked about the water softening; since that’s in the future plans, are we doing any work now on the treatment plants to like make room for it if it actually happens? Raleigh replied I am going to have our Public Works Director answer that one. Bur feind said that’s a great question because obviously it’s a big dollar amount, which as Crystal mentioned is not funded at this time, but it’s important to have it in the CIP just from a planning perspective and if there’s ever grant opportunities. For both treatment plants, we did take that into account so it wouldn’t necessarily be a direct part of the building, you’ll actually see in the next presentation where that would be located for the Intermediate Zone Plant and in the Low Zone we had it as well. We made sure that we didn’t preclude it, so however the watermains were set up on site, however water entered and left the treatment plant, we want to make sure that that would be as easy to do as possible to make sure we were setting ourselves up for the future. Frazier opened the public hearing. Bonnie Matter, 6649 Inskip Avenue South, Cottage Grove, said I guess the first thing I’d like to just remind everyone is that the City has no money, okay? The taxpaying residents of Cottage Grove are the owners of each and every item in the Capital Improvements Project plan. The Cottage Grove taxpayers expect good stewardship, transparency, and accountability from City government and City staff for the taxes they pay. When the City spends taxpayer money on large - ticket wants and a developer is not footing the bill, like Glacial Valley Park or River Oaks Golf Course or like the upcoming Kingston replacement building, then that want should be put before the taxpaying voters with a complete understanding of how much, how it fits in the current budget, and how we as taxpayers are going to pay for it and for how long. It should be straightforward and simple enough for everyone to understand. One of the questions I had with this whole LOST piece, the local area sales tax, was why Kingston? The replacement building for Kingston isn’t what was looked at vs. River Oaks, why that’s not on that. Before taking on additional parks building bonding, let’s pay off the loan on the Glacial Valley Park building first and then begin saving for the Kingston Park replacement building and then the Oltman LaCrosse fields. There are ongoing problems with pedestrians trying to cross multiple intersections on both 80th and 70th Streets; how will the City take care of these intersections to protect both residents and visitors? These are the types of Public Safety issues that require the City’s immediate attention, and one of the things that I thought about, I mean we could do right away, is Bayport has flags at their crosswalks, and anyone that’s crossing the street can go grab a flag on one side, put it out, walk across, put it into a little container, and that’s how they work with it. We’ve got too many kids that are trying to get across 80th and 70th. Climate Resilience: The City experienced at least two major storms this year that resulted in homeowners’ damage from flooding, hail, wind, downed trees, etc. Homeowners insurance premiums in the State of Minnesota are increasing at rates of 25% or more through the storm damage claims. What type of contingency plans are in place to help Planning Commission Minutes - Regular Meeting October 28, 2024 Page 4 of 7 address climate change and the accompanying costs for the residents of Cottage Grove? Are dollars set aside for emergencies? Residents are told repeatedly how low our taxes are. In addition to the 2025 property tax increase, and according to the 2025 -2029 CIP plan, residents can plan on the following rate increases in 2025: A 3% increase in the Storm Utility Fund, a 5.5% rate increase in the Water Utility Fund, a 5% rate increase in the Sanitary Sewer Utility Fund, an 8% rate increase for the Streetlight Utility Fund, and if it passes, a Local Option Sales Tax of .5% will be added to the current 8.37% Cottage Grove sales tax. The City also made an agreement with Xcel Energy for a 3% surcharge tax to be added to residents’ electric bills for buried electrical lines on the East Point Douglas Road construction. The CIP represents only one piece of the dollars that are going to be needed to finance the City of Cottage Grove. Now might be the time to take a pause on park projects and get the debt paid down. So, th at’s what I’d like to share. I have one other thing, I just can’t read my writing ; oh, this is what it means: The River Oaks Golf Course has a lease on it, so it’s up in 2025, I don't know what part of it, but I know that there is a lease that’s up on part of that golf course, and I just would like to know more about that. Thank you very much. No one else spoke. Frazier closed the public hearing. Frazier asked if staff wanted to address some of the comments from the public. Dockter stated it sounds like the one question was why the Kingston Park building not one of the Local Option Sales Tax projects. Frazier said I think it was specifically why River Oaks , not Kingston Park. Dockter said as I presented to the commission a few weeks ago, there was a laundry list of park improvement projects that we heard from the community that they wanted. So, we took that laundry list to the recreational activities, we tried to put those into three different park projects, really not knowing at the time where they were going to go, River Oaks, Kingston, Hamlet, Glacial Valley, or wherever. As we narrowed that list down, we looked for opportunities that made the most sense within those locations, and that’s really how it ended up. You can’t fund everything, right? You kind of have to pick your projects and you have to pick your locations, and those were the ones that seemed to make the most sense, based on the concept designs. We had seven park improvement projects, and we narrowed it down to f ive, and then narrowed it down to three. I guess I don’t have the perfect answer other than you can only fund so much and you can only go to the State with so much and you can only go to the taxpayers with so much to vote on; so, those were the ones that were prioritized for the Local Option Sale s Tax funding. And it doesn’t prevent us from still using Park Improvement Funds and Park Dedication Funds for other projects, but they’re kind of separate because there are separate funding sources. I’m not sure if that directly answers the question; if there’s more that I need to add, please let me know. Brittain said that’s a good explanation, I’ll just add on to that that you mentioned Park Dedication fees, so that is the developers putting money into the funding to then go pay for the parks. Because that was a comment that was made that they’re not paying their fair share, where, in fact, as things get developed, money gets set aside for parks, correct? Dockter replied correct, and I think it’s important to note that that’s limited, too, by State authority, right? It’s 10% or cash, and you can only leverage so much from that funding source as well; and we’re finding that that’s not covering all the fees. A good example is I used to build neighborhood playgrounds for $25,000 and now they’re $100,000 for those same playgrounds in a 20 -year span. The fees you can leverage for Park Dedication aren’t as productive as they maybe were 10 years ago, 15 years ago, 20 years ago; so, it’s becoming more challenging as the cost of goods and construction has gone up, it becomes more challenging to build those projects also. Planning Commission Minutes - Regular Meeting October 28, 2024 Page 5 of 7 Raleigh said I was going to briefly address the pedestrian crossings on 80th Street and 70th Street. It’s important to note that 70th Street is a County Road, and they do have some planning in their CIP to look into the pedestrian crossings. Also, the last thing on this presentation was that Safe Streets and Roads For All, that will take a really comprehensive look at pedestrian crossings throughout the City and hopefully generate some great projects where we can see some pedestrian safety upgrades on those busier corridors. Burfeind said I’ll touch on a few of the questions: One was more of a general question about climate change resilience. I think that’s always important, I think when you look at a lot of these projects, they are looking at new things like stormwater rates, things that are changing, as those things advance throughout the years and 100-year storms and things change as the years have gone on. So, that’s something that we’re always looking at. We actually are going back into some different areas of town that don’t maybe have the flooding resiliency th at other newer areas that had newer roads do, and that’s what we did down on Jamaica and 95th. There’s a huge pond on 95th Street that took a hugely uncontrolled part of the City that went right down to the river and catches that now in a large stormwater basin and has infiltration; s o, a lot of the water is actually recharging the groundwater aquifers, so that’s always important. We also have a pretty comprehensive water conservation program; we’ve seen a lot more droughts over the years, and it can be really easy for residents just to turn on those sprinklers and it really makes an impact on our water usage. So, we have a big water conservation program with smart controllers and different things to help kind of average out that water usage when we have those dry spells. I think it is important that we do look at that, and we look at that individually with projects that we do as well in town. There was talk about rate increases, and certainly there is discussion in the CIP about utility projects, and utility projects go into a cost on those, so with the utility funds, we can cause rate increases. I think one thing is we’ve obviously had pretty high inflation and an even higher cost index in the construction world, and we kind of averaged that out over the pas t few years, not having really large rate increases. Other things are just out of our control, so the Sanitary Sewer Utility Fund, about 80% of that fund goes to pay the Metropolitan Council for water treatment, and only 20% is City controlled , and that’s something that we’ve seen obviously rise throughout the years. So, that’s a big part of that increase. With the Streetlight Fund, there was another larger increase, and that’s largely paying the electrical bills to Xcel Energy, and I think we’ve all seen at home that electrical rates have also gone up over the years. So, some of those things are out of our control, but where they can be, we obviously do want to be good stewards of those utility funds. And I want to mention, because I want to make sure there’s correct information for our residents, there was talk about a 3% surcharge on our Xcel bills to bury powerlines. Now, there are two different things: 1) There were powerlines buried on the Jamaica and East Point Douglas project. There were a lot of reasons we had to do that, frankly, just to make the project work, to make the roundabout and the road widening work; that was not a 3% surcharge on electric bills. That was 89 cents per customer per month. So, whether your bill is $100 or $200, it’s 89 cents per month was the funding mechanism to do that. 2) There was a separate percent-based franchise fee that is on the bills, and that’s what pays for things like Mill & Overlays, Trail Replacements in to wn, and our road maintenance. That was a different type of franchise fee that was more just flat rate; I think it was somewhere around $3 or $4 per month, but it really put more burden on the residents, and it was kind of a pretty major low cost for higher users in town. So, the percentage-based fee is a lot of the ways the cities are going, we’re seeing more and more cities switch to that to kind of more equitably have those franchise fees spread out throughout the community. So, those Planning Commission Minutes - Regular Meeting October 28, 2024 Page 6 of 7 franchise fees do not go to paying and burying powerlines. So, I just want that to be clear. Burfeind said I think that covers all the questions; if I missed any, you can let me know. Bhat said so one of the questions, the way I paraphrase it, is everything in the CIP comes from our tax dollars; is that true or are we seeking funding from outside sources, like the development funding, or? Burfeind replied certainly a part of that is tax dollars, I don’t have the exact breakout, but it is a surprisingly small amount that is actual tax dollars. Like those Pavement Management projects, that is certainly tax dollars, a lot of different projects are what we call Development Driven, parts of Ravine Parkway, things like that that are not funded. The water tower, for example, that’s over time paid for by water area charges that are paid by developers, because developers pay for the implementation of new water towers, new wells, through all the ar ea funds that we collect. And a lot of grant funding as well; that $55 million for the County 19A and 100th Street Project, about $11-to-$12 million of the $55 million is County and City local dollars. Even in that case, for the City, a part of that will be area funds to pay for the new water and sewer and then MSA dollars, which actually come from the gas tax. So, it is information I think we could get for the commission if you want to see a breakout of what is tax dollars vs. other buckets; if you had interest, I think we have the information, I just don’t have it in front of me tonight. Frazier thanked everyone for responding to questions and doing the presentation. Is there any further discussion from commission, then, on the application? Fisher stated I’m trying to kind of gather my thoughts, but there was a comment about being good stewards of our tax dollars, and I personally think that the City does that very well. I can go to my house, I can turn my water on, I have no worries about it, our bathrooms work, my street was just redone. I just really enjoy living in the City, and I feel like we take pride in our City a nd we take care of things; we have awesome parks, we have trails, we have a lot of amenities here that other places don’t have. So, I just wanted to say that I think, personally, the City does a great job with planning out future projects and taking care of the amenities that the City frankly demands of them to take care of. So, good job, everybody. Frazier said I guess I’ll add to that because part of adding the amenities is then taking care of the amenities we have; so, like Zac mentioned, obviously we have all these parks out there, if we just didn’t spend the money to upkeep them, no one would use them. And then when we wanted to come back around to make them usable, it would cost a lot more money than we’re going to spend on trying to maintain them on a regular basis. So, in order to make sure that all of those amenities are available for people in our community, we have to put the money up; and obviously, that’s part of living in the community, that’s part of living in a city is providing those opportunities for everyone who lives in the City, so that’s just part of the name of the game. Fisher said right, and I’ll add onto that, too, I think Cottage Grove is a growing City ; we’re not a landlocked City that’s already done growing and all the real estate is used up , like, we’re growing, we’re expanding. I mean, in the 10 years I’ve lived here, the growth I’ve seen is crazy, and so we have to meet the needs of all these people that are coming to our community. So, you hear about the sewer going in and the new trunks and all the things; like those are things that we need to support the people who want to come and be a part of our City, so, yeah. Stephens said I have a quick note. With all the parks projects and just kind of like bringing up I guess the environment, with each project I know there’s a lot of opportunities for incorporating projects and low-impact development. And I’d just like a shameless plug for the Watershed Planning Commission Minutes - Regular Meeting October 28, 2024 Page 7 of 7 District, I think they’re always really happy to work with the City on those projects; and I think there’s a lot of opportunity in the coming years to work together and get education and stormwater and all that stuff incorporated with these, and then you get funding as well, like everybody was mentioning. Frazier asked if there were any further comments or discussion; as there were none, he said at this time I’ll look for a motion. Brittain made a motion to approve the comprehensive plan amendment for the 2025-2029 CIP. Stephens seconded. Motion passed unanimously (6-to-0 vote). CITY OF COTTAGE GROVE, MN ENGINEERING AND FINANCE DEPARTMENT 12800 Ravine Parkway S, Cottage Grove, MN 55016 | 651-458-2800 | CottageGroveMN.gov Capital Improvement Plan 2025-2029 City of Cottage Grove Capital Improvements Plan 2025-2029 Table of Contents Page No. Introduction 1-5 Projects by Program Category 6-7 Funding Summary by Year 9 Facilities and Park Projects Summary 11 Facilities and Park Projects Detail 12-34 Street, Road Improvements & Public Works Projects Summary 35 Street, Road Improvements & Public Works Projects Detail 36-57 Projects by Year (with Maps) 2025 Annual Summary 58-59 2026 Annual Summary 60-61 2027 Annual Summary 62-63 2028 Annual Summary 64-65 2029 Annual Summary 66-67 Projected Financial Position Statements Roadway and Trailway Maintenance Fund 68 Ice Arena Capital Fund 69 Storm Water Utility Fund 70 Water Utility Fund 71 Sanitary Sewer Utility Fund 72 Street Light Utility Fund 73 Park Improvement Fund 74 Park Trust Fund 75 Local Option Sales Tax Fund 76 Public Landscape Initiative Fund 77 Municipal Building Fund 78 ED Trust Fund 79 MSA Construction Fund 80 SROP Fund 81 Pavement Management Fund 82 Water Area Fund 83 Sanitary Sewer Area Fund 84 Storm Water Area Fund 85 3M Settlement/MPCA Fund 86 -This Page Intentionally left Blank - City of Cottage Grove Capital Improvements Plan 2025-2029 Introduction The Capital Improvement Plan (CIP) is a planning device to schedule proposed public capital improvements and purchases over a five-year period. The CIP matches proposed expenditures and revenues by project. A capital improvement is defined as a capital expenditure that is greater than $15,000 with a life expectancy of five years or longer. Capital improvements are projects, which require acquisition, construction, or replacement of various public facilities, public buildings, infrastructure, utilities, and parks in the community. Every effort has been made to draft the document as conservatively and realistically as possible while maintaining the integrity of the funds. The concept of fund integrity includes accounting for certain project costs in particular designated funds that are only used for those purposes for which they are collected. These major funding sources include the operating funds (the General Fund and Enterprise Funds), the development fees and charges (including the Area and Park Trust Funds), as well as identifying larger general projects that are expected to be financed with the issuance of general obligation bonds to be repaid with future property tax levies. A Ten-Year Financial Management Plan (FMP) was completed in 2023. The FMP incorporated the projects included in this CIP that include debt issuance as part of the funding source, future operating budgets including equipment replacement needs, and tax capacity changes (including growth). In addition, projects in this CIP were included in the FMP that was utilized during the 2025 budget process. This CIP shows a total capital investment of $86.5 million for 2025 of which $63 million is related to the construction of the Intermediate Water Treatment Plant which will be funded by the 3M Settlement financing plan), $6 million is for the construction of a new water tower that is necessary for providing water to the community, and $9.7 million is related to various street projects including Pavement Management (Hidden Valley area), Jamaica and 95th intersection improvements (development driven), Ravine parkway (development driven), and the 100th Street extension planning process which is a county led project. Projects summarized by year are included on pages 6-7. This document covers the period from 2025 to 2029 and is organized by the funding sources of the improvement project. Over the next five years $388.7 million in projected improvements have been identified. A significant portion of these projects (74% or $288.4 million) will be funded by other entities and other governmental entities. The remaining dollars come from other identified sources. A funding summary by year is included on page 9. Details of all projects are included on pages 11-57. Summary of Improvements The identified improvements are included in the financial position statements by fund on pages 68-86. A fund is a related accounts that is used to maintain control over resources that have been 1 2023-2027 CIP Introduction segregated for specific activities or objectives. Nineteen funds are utilized for the accounting of the projects in the CIP. Road and Trailway Maintenance Fund (Page 68) The Road and Trailway Maintenance Fund was created in 2007 to provide for the costs of activities related to mill & overlaying and crack sealing City streets, replacement and seal coating of trails, as well as replacing damaged concrete curb & gutter and sidewalk. These funds partially support the City’s ongoing ADA transition plan. Funding for these activities comes from franchise fees charged to property owners on their electric and natural gas utility bills. 2025 includes another mill and overlay project in the amount of $970,000. The area to receive the mill and overlay is Hardwood Avenue, and the Pine Arbor & Timber Ridge 4th neighborhood. Ice Arena Capital Fund (Page 69) The naming rights revenue from NorthPoint is the primary source of revenue for the Ice Arena Capital Fund. 2024 projects include bleacher radiant heat in the West Rink, a dehumidifier wheel replacement, and a water treatment system. Enterprise Funds (Pages 70-73) The projects included in the Enterprise Fund section are those projects, which will be paid with funds from the Storm Water, Water, Sanitary Sewer, and Street Light Utility Funds. Each of the Enterprise Funds is supported by user fees charged for the services provided. Storm Water Utility Fund The Storm Water Utility Fund projects include various drainage improvements and maintenance of the storm water utility system. The Storm Water Utility Fund was initiated with the 2002 budget year. CIP projects identified and prioritized by staff cannot exceed the financial constraints of the Fund. The 2025 projects identified include storm water maintenance related to the 2025 Pavement Management project. Commitments of the Fund for the next five years are for various storm water activities throughout the City. Revenue increases of 3% have been included in accordance with the storm water rate study that was completed in 2021. Water Utility Fund The Water Utility Fund includes funding $1 million of the new water tower. Other capital projects in the Fund include the water costs for the annual Pavement Management Program, and well maintenance. A 5.5% rate increase has been included in this Fund for 2025 in order to fund current operations. Sanitary Sewer Utility Fund The Sanitary Sewer Utility Fund includes a $1 million project in 2024 and 2025 to line the trunk sanitary sewer from Jamaica and East Point Douglas down through the dog park. Sewer costs related to the annual Pavement Management Program, and street reconstruction projects are included in the next five years. 5% rate increases have been included in this Fund based on a utility rate study that was completed in 2022. Street Light Enterprise Fund The improvements scheduled for the Street Light Utility Fund are traffic signals and system improvements. New traffic signals identified in the next five years are a signal at Hardwood Avenue and Hardwood Court in 2025, 80th Street and Jamaica Avenue in 2026, and Keats and Indian Boulevard in 2026. Due to increased operating costs for street light activities and 2 2023-2027 CIP Introduction increased costs for traffic signals, an 8% increase in rates has been included for 2025 and 3% increases in later years. Park Improvement Capital Project Fund (Page 74) In 2013, the City Council directed that revenues derived from leasing space on the City’s Water Towers/Reservoirs for cell phone antennas should be allocated to the purpose of renovation of existing parks and replacement of playground equipment. This revenue source will fund a total of $3.6 million in park and playground renovations over the next five years. Expenditures in 2025 includes a power supply upgrade at Kingston Park, and hockey rink board replacement at Woodridge Park. The FMP completed in 2023 identified a need to fund park improvements beyond the capacity of the cell phone antenna revenues. Therefore, a property tax levy has been included in the Fund beginning in 2026 in the amount of $190,000 per year. Park Trust Fund and Local Option Sales Tax (Pages 75-76) Improvements scheduled in the Park Trust Fund include the purchase of additional parkland, planning and development of parks and trails, and installing playground equipment in new parks. Revenues coming into the Park Trust Fund have been calculated to reflect the anticipated housing growth and a greater dedication of park land instead of park dedication fees. In 2025, the Jack and Marlys Denzer Park will be constructed, and improvements will begin at the Oltman ballfields. Projects identified as part of referendum for local option sales tax have been included in the Local Option Sales Tax Fund. The capital improvements include construction projects at Hamlet Park, Mississippi Dunes Park, and River Oaks Golf Course. If the referendum does not pass, a delayed and revised schedule for these capital improvements would be determined in a future CIP. Municipal Building Fund (Page 78) This Fund derives its revenue from accumulated transfers from the General Fund pursuant to the Fund Balance policy, as well as several years of dedicated tax levy dollars. The property tax levy of $250,000 in 2023 was increased to $350,000 in 2024 to be used for municipal building expenses. In 2025, shop and wash bay modifications will be constructed at Public Works. MSA Construction Fund and Street Reconstruction and Overlay Fund (Pages 80-81) The construction of new streets and other street reconstruction projects make up the vast majority of capital improvement projects in the MSA Construction Fund. Funding for these projects come from Municipal State Aid (MSA), other intergovernmental revenue, developer charges and special assessments. Streets included on the “state aid” system are eligible to receive state aid for a portion of the projects. The MSA annual construction allotment for 2024 was $2.1 million. The projects noted below and, in the CIP, will depend on development, the timing of which will vary due to factors including the economy and available land. The projects identified with their anticipated MSA funding over the next 5 years include: Year Project Description Project Cost MSA Funding 2025-2027 Ravine Parkway Ravine Parkway Extension $10,000,000 $5,000,000 2026 80th Street (Ideal to Hwy 61) Reconstruction 10,000,000 3,198,000 2026 80th Street (80th /Keats) Roundabout Construction 1,000,000 1,000,000 Total $21,000,000 $8,198,000 3 2023-2027 CIP Introduction Besides MSA revenue, these projects will be funded with other revenue sources including Federal, State, and County funds, developer fees, and bonded debt. Other projects that have been included in the MSA Fund that have funding sources other than MSA revenue include: • Jamaica and 95th Improvements (Primary funding sources-Assessment/development fees) • EPD and Ravine Parkway-Shoppes at Cottage View starting in 2028. (Funding sources- federal funds for $3 million, area funds, and assessments/development fees) • 103rd Street Bridge in 2029. (Funding sources-federal and state funds) A Street Reconstruction and Overlay Plan was approved in 2023 that allows for street reconstruction and overlay bonds to be issued for construction projects identified in the plan. These projects include: • 100th Street in 2025-2027. The CSAH 19 and TH 61 project will be a county-led project that will be primarily funded with Federal and County Funds. The realignment portion of 100th Street of this project will be funded by the City. • Jamaica Avenue from 70th to Military in 2028. (Funding source-bonded debt) • Harkness Avenue in 2029. (Funding sources-area funds, developer fees, and bonded debt) Details of these projects and funding sources are included in the detail of the projects located on pages 38-44. Pavement Management Fund (Page 82) Pavement Management Program projects are reflected in this Fund. The summary sheet identifies other funding sources when available, but for most projects it will be necessary to issue debt to be repaid with a property tax levy to finance the project. The continuation of the Pavement Management Program depends on assessments for a portion of each project to be used to repay a portion of the debt. The Pavement Management projects included in the next five years total $18.7 million, of which $8.4 million would be assessed to benefiting property owners and $15 million would be bonded. Future property taxes levies would repay these bonds and have been included in the FMP. Funding Location Total Assessments Debt Other 2025 Hidden Valley $2,699,000 $1,214,550 $2,303,000 $396,000 2026 Thompson Grove Estates 11th Add, south part Woodridge Park Add (W of Jamaica) 3,471,000 1,561,950 2,909,000 562,000 2027 East Point Douglas (Inwood to CDS), Kingsborough Trail 3,547,000 1,596,150 2,801,000 746,000 2028 Thompson Grove Estates 12 Add, north part Woodridge Park Add (W of Jamaica 3,588,000 1,614,600 3,026,000 562,000 2029 Thompson Grove Estates & Hillside Trail 5,390,000 2,425,500 3,985,000 1,405,000 4 2023-2027 CIP Introduction Area Funds (Pages 83-85) The Water, Storm Sewer and Sanitary Sewer Area Funds are capital project funds that provide the resources to construct general infrastructure. Projects totaling $16.3 million are expected to be funded from the Area Funds over the next 5 years. The funding sources for these Funds are area charges and connection fees against developing properties and new building construction. The area charges and connection fees are based on rates established by the City Council. Before these projects can be completed, the funds available in each of the Area Funds need to be considered. It may be necessary to postpone projects if the revenue sources are not available to complete the project. Water Area Fund Construction of a water tower in the Industrial Park is proposed to be constructed in 2025 in the amount of $6 million. It is proposed to fund $1 million of this construction with water conservation fee revenue from the Water Utility Fund, $4 million with bond proceeds, and the remaining portion with funds in the Water Area Fund. The bonds will be repaid with future revenues in the Water Area Fund. Sanitary Sewer Area Fund Funding for projects identified in the Sanitary Sewer Area Fund includes activities regarding system-wide construction. Storm Water Area Fund Funding for projects identified in the Storm Water Area Fund includes activities regarding system-wide construction and improvements at Jamaica Avenue and 95th Street. Other Funds (Page 86) 3M Settlement/MPCA Fund 3M settlement implementation funds will be used to construct the Intermediate Zone Water Treatment Plant in 2025 and 2026, and decommissioning of Well #1, Well #2, and the Temporary Treatment Plants in 2027. 3M settlement funds will be received to fund these projects totaling $95 million. Conclusion City staff has prepared this document in conjunction with those projects and capital items that are known and for which costs can be reasonably estimated. The CIP should be considered a planning tool and the projects included for 2025 and 2026 serve as a work plan for staff. This “work plan” means that these are the projects that staff will bring to Council for authorization before proceeding with a feasibility study, acquisition, or construction. All projects detailed in this document will be included in their respective budgets if the need is established at that time. 5 PROGRAM CATEGORY 2025 2026 2027 2028 2029 General Public Buildings PW shop and wash bay modifications 500,000 General Public Buildings total 500,000 - - - - 4,000,000 5,000,000 750,000 1,500,000 1,250,000 1,000,000 500,000 3,500,000 10,000 10,000 10,000 10,000 10,000 120,000 80,000 100,000 220,000 100,000 15,000 15,000 15,000 15,000 15,000 35,000 35,000 35,000 35,000 35,000 100,000 50,000 140,000 100,000 150,000 150,000 100,000 200,000 5,000,000 80,000 10,000 500,000 500,000 1,200,000 500,000 500,000 700,000 2,300,000 40,000 300,000 20,000 60,000 500,000 30,000 300,000 60,000 65,000 355,000 350,000 35,000 Parks & Recreation Facilities Hamlet Park-LOST Projects Mississippi Dunes-LOST Funds River Oaks-LOST Funds Matching grant funds Public Landscape initiative Parks - design & planning Parks-Automatic locks on buildings Hamlet Park Skate Park replace/shelter replace. Hardwood and Belden play equipment Hearthside Park: Park Improvements Hemmingway and North Ideal play equipment Hidden Valley Park Improvements Highlands Park Tennis Court Replacement Kingston Park -Additional Power Supply Kingston Park Building Replacement Lamar Park Shade Shelter replacement (2) Lamar Park Roof Neighborhood Park Development Oltman Middle School Lacrosse complex & Parking Peter Thompson Park Upgrades Pine Coulee-Court Replacement Pine Glen -Picnic Shelter Pine Tree Pond Park Improvements Woodridge Park-Rink Boards & Pickleball Courts Woodridge Inclusive Playground-repair/sealing Sports Lighting Improvements Ice Arena Capital Projects 210,000 25,000 130,000 130,000 575,000 Parks & Recreation Facilities 2,685,000 14,920,000 8,170,000 6,595,000 1,515,000 Public Utilities Facilities Spot replacement/slip lining - Sewer 550,000 50,000 50,000 50,000 50,000 System improvements - Streetlights 100,000 100,000 100,000 100,000 100,000 Storm water maintenance 200,000 200,000 200,000 200,000 200,000 Trunk Utility Oversizing 20,000 20,000 20,000 20,000 20,000 East Ravine district infrastructure 50,000 50,000 50,000 50,000 50,000 Pull well - annual maintenance 70,000 70,000 70,000 70,000 70,000 Water Tower Painting/Rehab 800,000 Industrial Park Water Tower 6,000,000 Traffic Signals, Traffic Improvements 700,000 1,400,000 3M Settlement Implementation 63,477,000 26,250,000 5,000,000 Water Softening 100,000,000 Pedestrian Improvements 100,000 250,000 Public Utilities Facilities total 71,267,000 28,140,000 6,290,000 490,000 100,740,000 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 PROJECTS BY PROGRAM CATEGORY NOTE: This recap includes the total project cost. See the individual project page for funding sources 6 PROGRAM CATEGORY 2025 2026 2027 2028 2029 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 PROJECTS BY PROGRAM CATEGORY NOTE: This recap includes the total project cost. See the individual project page for funding sources Street & Road Improvement Projects Roadway Maintenance 1,884,000 1,979,000 2,078,000 2,183,000 2,292,000 Safe Streets & Roads for All (SS4A)440,000 CSAH 19 and TH 61 3,000,000 28,422,500 23,577,500 - 22,900,000 Jamaica Avenue 2,000,000 3,000,000 Ravine parkway Shoppes at Cottage View 5,750,000 4,343,000 Ravine parkway 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 80th Street (CSAH19 to TH 61) Reconstruction 10,000,000 80th Street (80th/Keats roundabout cost share)1,000,000 Harkness Ave Reconstruction 3,162,000 103rd Street Bridge 8,000,000 Subtotal before PM 9,324,000 43,401,500 27,655,500 12,933,000 42,697,000 PM 2025 2,699,000 PM 2026 3,471,000 PM 2027 3,547,000 PM 2028 3,588,000 PM 2029 5,390,000 Road & Street Improvement projects total 12,023,000 46,872,500 31,202,500 16,521,000 48,087,000 GRAND TOTAL 86,475,000$ 89,932,500$ 45,662,500$ 23,606,000$ 150,342,000$ 7 -This Page Intentionally left Blank - 8 2025 2026 2027 2028 2029 Total '25 to '29 Funding Source Bonds for Street Projects -$ 2,850,000$ 650,000$ 3,377,000$ 3,698,000$ 10,575,000$ Bonds for Pavement Mgmt 2,453,000 2,909,000 2,801,000 3,026,000 4,085,000 15,274,000 Bonds for Water Tower 4,000,000 4,000,000 Bonds for Kingston Park & Oltman 7,300,000 Bonds for LOST 6,000,000 6,250,000 5,250,000 17,500,000 Park Improvement Fund 990,000 500,000 475,000 480,000 225,000 2,670,000 Public Landscape Initiative 120,000 80,000 100,000 120,000 100,000 520,000 Park Trust 865,000 515,000 1,215,000 515,000 515,000 3,625,000 Ice Arena Capital Fund 210,000 25,000 130,000 130,000 575,000 1,070,000 Municipal Building 500,000 500,000 Franchise Fees 1,875,000 1,976,000 2,064,000 2,173,000 2,281,000 10,369,000 MSA 1,088,000 5,198,000 1,000,000 1,000,000 3,000,000 11,286,000 Developer Asmts/Fees 2,160,000 1,350,000 1,000,000 2,150,000 3,354,000 10,014,000 Other Governments 3,035,500 27,772,500 19,777,500 3,100,000 128,233,000 181,918,500 3M Settlement 63,477,000 26,750,000 5,000,000 95,227,000 Utilities 2,425,000 2,145,000 1,980,000 992,000 2,036,000 9,578,000 Area Funds 1,403,000 3,220,000 3,220,000 1,293,000 2,240,000 11,376,000 ED Trust 1,173,500 1,173,500 Other funding 700,000 1,342,000 2,042,000 86,475,000$ 89,932,500$ 45,662,500$ 23,606,000$ 150,342,000$ 388,718,000$ City of Cottage Grove CIP 2025-2029 Funding Summary by Year 9 -This Page Intentionally left Blank - 10 FACILITIES AND PARK PROJECTS Funding Sources 2025 2026 2027 2028 2029 Tax Levy -$ -$ -$ -$ -$ Bonded Debt 150,000$ 7,300,000$ -$ -$ 100,000$ State/Other Government Units 350,000$ -$ -$ -$ -$ Park Improvement Fund 990,000$ 500,000$ 475,000$ 480,000$ 225,000$ Park Trust Fund 865,000$ 515,000$ 1,215,000$ 515,000$ 515,000$ Landscape Initiative 120,000$ 80,000$ 100,000$ 120,000$ 100,000$ Municipal Building Fund 500,000$ -$ -$ -$ -$ Other:210,000$ 6,525,000$ 6,380,000$ 5,480,000$ 575,000$ TOTAL 3,185,000 14,920,000 8,170,000 6,595,000 1,515,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements -$ -$ -$ -$ -$ Engineering/Architect 235,000$ 1,665,000$ 1,015,000$ 1,015,000$ 15,000$ Admin/Legal -$ -$ -$ -$ -$ Construction 2,820,000$ 13,165,000$ 7,045,000$ 5,350,000$ 1,390,000$ Maintenance -$ -$ -$ -$ -$ Other 130,000$ 90,000$ 110,000$ 230,000$ 110,000$ TOTAL 3,185,000 14,920,000 8,170,000 6,595,000 1,515,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 11 Project Title Project Description PW & Parks Facility Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building 500,000 Other: Utility Fund TOTAL 500,000 0 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 80,000 Admin/Legal Construction 420,000 Maintenance Other TOTAL 500,000 0 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Shop and Wash Bay Modifications ($500,000) 12 Project Title Project Description Matching Funds Program Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 10,000 10,000 10,000 10,000 10,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 10,000 10,000 10,000 10,000 10,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction Maintenance Other 10,000 10,000 10,000 10,000 10,000 TOTAL 10,000 10,000 10,000 10,000 10,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Funds used to match donations from outside organizations on specific park projects 13 Project Title Project Description Public Landscape Initiative Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative 120,000 80,000 100,000 120,000 100,000 Municipal Building Other: Grant 100,000 TOTAL 120,000 80,000 100,000 220,000 100,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction Maintenance Other 120,000 80,000 100,000 220,000 100,000 TOTAL 120,000 80,000 100,000 220,000 100,000 Project Balance -$ -$ -$ -$ -$ 2028 - Future ROW Beautification ($50,000), Pine Tree Valley & Pine Tree Pond Park Open Space Restoration Grant Match ($50,000), Diseased Tree Mitigation ($10,000), Arbor Day Tree Planting ($10,000) 2029 - Future ROW Beautification ($50,000), West Draw Park Landscape Enhancements/Restoration ($30,000), Diseased Tree Mitigation ($10,000), Arbor Day Tree Planting ($10,000) CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Future ROW Beautification ($50,000), Diseased Tree Mitigation ($10,000), Arbor Day Tree Planting ($10,000), Mississippi Dunes Park Restoration ($50,000) 2026 - 80th St HWY 61 to Ideal ($50,000), Oakwood Park Restoration ($10,000), Diseased Tree Mitigation ($10,000), Arbor Day Tree Planting ($10,000) 2027 - Jamaica 100th to Hwy 61 Ramps ($50,000), Woodridge Park Woodland Restoration ($30,000), Diseased Tree Mitigation ($10,000), Arbor Day Tree Planting ($10,000) 14 Project Title Project Description Park Design and Planning Funding for design and planning of parks as development occurs. Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund 15,000 15,000 15,000 15,000 15,000 Landscape Initiative Municipal Building Other: TOTAL 15,000 15,000 15,000 15,000 15,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 15,000 15,000 15,000 15,000 15,000 Admin/Legal Construction Maintenance Other TOTAL 15,000 15,000 15,000 15,000 15,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 15 Project Title Project description Building Locks 2025 - Woodridge Department 2026 - Highlands Parks 2027 - Kingston 2028 - Hamlet 2029 - Peter Thompson Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 35,000 35,000 35,000 35,000 35,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 35,000 35,000 35,000 35,000 35,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 35,000 35,000 35,000 35,000 35,000 Maintenance Other TOTAL 35,000 35,000 35,000 35,000 35,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Annual addition of automatic locks for various park building restrooms throughout the community 16 Project Title Project Description Replace Playground equipment 2025 - Hardwood and Belden Parks - $140,000 2029 - Hemingway and North Ideal - $150,000 Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 140,000 150,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 140,000 0 0 0 150,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 140,000 150,000 Maintenance Other TOTAL 140,000 0 0 0 150,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 17 Project Title Project description Pavement Management 2025 - Hidden Valley Park ($150,000) 2029 - Hearthside Park Improvements ($100,000) Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 150,000 100,000 State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building Other: Donations TOTAL 150,000 0 0 0 100,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 150,000 100,000 Maintenance Other TOTAL 150,000 0 0 0 100,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 18 Project Title Project Description Hamlet Park 2026 - Skate Park Surface Replacement (Utilize LOST funds if available) 2027 - Picnic Shelter Replacement (Utilize LOST funds if available) Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 100,000 50,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL - 100,000 50,000 - - Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 100,000 50,000 Maintenance Other TOTAL - 100,000 50,000 - - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 19 Project Title Project Description Highlands Park Tennis Court Replacement Department Facilities Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 100,000 Park Trust Fund Landscape Initiative Municipal Building Other: Project Description TOTAL - - - 100,000 - Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 100,000 Maintenance Other TOTAL - - - 100,000 - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 20 Project Title Project Description Kingston Park 2025 - Additional Power Supply ($200,000) 2026 - Building Replacement ($5,000,000) - bond in 2027 Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 5,000,000 State/Other Government Units Park Improvement Fund 200,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 200,000 5,000,000 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 200,000 5,000,000 Maintenance Other TOTAL 200,000 5,000,000 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 21 Project Title Project Description Lamar Park 2025 - Lamar Park Shade Shelter Replacement (2) 2027 - Roof Replacement Department Facilities Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 80,000 10,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 80,000 0 10,000 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 80,000 10,000 Maintenance Other TOTAL 80,000 0 10,000 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 22 Project Title Project description Department 2028 - East Ravine Neighborhood or 100th Street Park Development (development driven) Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund 500,000 500,000 1,200,000 500,000 500,000 Landscape Initiative Municipal Building Other: TOTAL 500,000 500,000 1,200,000 500,000 500,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 500,000 500,000 1,200,000 500,000 500,000 Maintenance Other TOTAL 500,000 500,000 1,200,000 500,000 500,000 Project Balance -$ -$ -$ -$ -$ 2029 - East Ravine Neighborhood or 100th Street Park Development (development driven) CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Neighborhood Park Development 2025 - Jack & Marlys Denzer Park ($500,000) 2027 - Roberts Lake Neighborhood Development ($500,000), Military Trailhead ($200,000), East Ravine Neighborhood or 100th Street Park Development (development driven) 2026 - Still Ponds ($500,000) 23 Project Title Project Description Oltman Middle School Lacrosse Complex and Parking Lot Construction Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 2,300,000 State/Other Government Units 350,000 Park Improvement Fund Park Trust Fund 350,000 Landscape Initiative Municipal Building Other: TOTAL 700,000 2,300,000 - - - Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 100,000 800,000 Admin/Legal Construction 600,000 1,500,000 Maintenance Other TOTAL 700,000 2,300,000 - - - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 24 Project Title Project Description Peter Thompson Park Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement fund 40,000 300,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 40,000 0 0 300,000 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 40,000 300,000 Maintenance Other TOTAL 40,000 0 0 300,000 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Building Doors ($40,000) 2028 - Peter Thompson Park Upgrades: Rink Boards and Sport Courts 25 Project Title Project Description Pine Coulee 2027 - Court Replacement Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 20,000 Park Trust Fund Landscape Initiative Municipal Building Other: Land Sale TOTAL 0 0 20,000 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 20,000 Maintenance Other TOTAL 0 0 20,000 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 26 Project Title Project description Pine Glen Park Pine Tree Pond Park 2026 - Pine Tree Pond Park Improvements 2029 - Pine Tree Pond Court Replacement Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 60,000 30,000 Park Trust Fund Landscape Initiative Municipal Building Other: 3M Settlement 500,000 TOTAL 60,000 500,000 0 0 30,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 50,000 Admin/Legal Construction 60,000 450,000 30,000 Maintenance Other TOTAL 60,000 500,000 0 0 30,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Picnic Shelters 27 Project Title Project description Woodridge Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 300,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 300,000 0 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 300,000 Maintenance Other TOTAL 300,000 0 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Hockey Rink Boards and Pickleball Courts 28 Project Title Project Description Inclusive Playground 2025 - Playground Repair and Sealing Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 60,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 60,000 0 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 60,000 Maintenance Other TOTAL 60,000 0 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 29 Project Title Project Description 2025 - Hearthside Ice Rink 2026 - Hamlet Football/Soccer, Courts and Ice Rink 2027 - Lamar Park LED & Poles Department 2028 - Old CG Park Sports Lighting Replacement Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund 65,000 355,000 350,000 35,000 Park Trust Fund Landscape Initiative Municipal Building Other: TOTAL 65,000 355,000 350,000 35,000 - Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect Admin/Legal Construction 65,000 355,000 350,000 35,000 Maintenance Other TOTAL 65,000 355,000 350,000 35,000 - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Sports Lighting Improvements 30 Project Title Project Description Ice Arena Capital Projects 2026 - Locker Room 5/6/7 Furnace ($10,000), Floor Scrubber ($15,000) 2027 - Zamboni Replacement ($130,000) Department 2028 - Zamboni Replacement ($130,000) Parks 2029 - Commons Area Rooftop HVAC Unit ($75,000), Steel Roof ($500,000) Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building Other: NorthPoint Naming Rights Fund and/or Operating Fund 210,000 25,000 130,000 130,000 575,000 TOTAL 210,000 25,000 130,000 130,000 575,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 40,000 Admin/Legal Construction 170,000 25,000 130,000 130,000 575,000 Maintenance Other TOTAL 210,000 25,000 130,000 130,000 575,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - West Rink Bleacher Radiant Heat ($35,000), Dessicant Dehumidifier Wheel Replacement ($35,000), Water Treatment System ($100,000), Ice Arena Space Needs Study and Concept Design ($40,000) 31 Project Title Project Description LOST Hamlet Park 2027 - South Ballfield Complex ($5,000,000) 2028 - Splash Pad ($750,000) Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building Other: LOST 4,000,000 5,000,000 750,000 TOTAL 0 4,000,000 5,000,000 750,000 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 500,000 750,000 100,000 Admin/Legal Construction 3,500,000 4,250,000 650,000 Maintenance Other TOTAL 0 4,000,000 5,000,000 750,000 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2026 - Synthetic Sports Field with lights ($3,000,000), Skateboard Park ($500,000), Playground ($500,000) 32 Project Title Project description LOST Dunes 2026 - Small Boat Launch and Canoe/Kayak Storage ($1,500,000) 2027 - Trails and Playground ($1,250,000) Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building Other: LOST 1,500,000 1,250,000 1,000,000 TOTAL 0 1,500,000 1,250,000 1,000,000 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 300,000 250,000 200,000 Admin/Legal Construction 1,200,000 1,000,000 800,000 Maintenance Other TOTAL 0 1,500,000 1,250,000 1,000,000 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2028 - Picnic Facilities ($500,000), Landscaping and Native Habitat Restoration ($500,000) 33 Project Title Project description LOST River Oaks 2026 - Mountain Bike Course ($500,000) 2028 - Building and Patio Upgrades, Simulators ($3,500,000) Department Parks Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State/Other Government Units Park Improvement Fund Park Trust Fund Landscape Initiative Municipal Building Other: LOST 500,000 3,500,000 TOTAL 0 500,000 0 3,500,000 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements Engineering/Architect 700,000 Admin/Legal Construction 500,000 2,800,000 Maintenance Other TOTAL 0 500,000 0 3,500,000 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 34 ALL TRANSPORTATION AND PUBLIC WORKS PROJECTS Funding Sources 2025 2026 2027 2028 2029 Tax Levy -$ -$ -$ -$ -$ Bonded Debt 6,303,000$ 5,759,000$ 3,451,000$ 6,403,000$ 7,683,000$ State of Minnesota/MSA 1,088,000$ 5,198,000$ 1,000,000$ 1,000,000$ 3,000,000$ Washington County 666,500$ 3,772,500$ 777,500$ -$ 8,150,000$ Federal/Grant Funding 2,019,000$ 24,000,000$ 19,000,000$ 3,000,000$ 120,033,000$ Area Funds 1,403,000$ 3,220,000$ 3,220,000$ 1,293,000$ 2,240,000$ Utility Funds 2,425,000$ 2,145,000$ 1,980,000$ 992,000$ 2,036,000$ Assessments/Developer Fees 2,160,000$ 1,350,000$ 1,000,000$ 2,150,000$ 3,354,000$ Other:67,225,500$ 29,568,000$ 7,064,000$ 2,173,000$ 2,331,000$ TOTAL 83,290,000 75,012,500 37,492,500 17,011,000 148,827,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation 1,750,000$ 4,845,000$ -$ -$ 250,000$ Engineering/Architect 14,463,000$ 10,181,000$ 5,586,000$ 2,783,000$ 36,108,000$ Admin/Legal -$ -$ -$ -$ 104,000$ Construction 64,431,000$ 57,753,500$ 29,582,500$ 11,808,000$ 109,845,000$ Maintenance 1,676,000$ 1,214,000$ 1,254,000$ 1,296,000$ 1,340,000$ Other 970,000$ 1,019,000$ 1,070,000$ 1,124,000$ 1,180,000$ TOTAL 83,290,000 75,012,500 37,492,500 17,011,000 148,827,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 35 Project Title Project Description Roadway Maintenance Annual maintenance including: 4 miles of mill & overlay Concrete removal & replacement (2% per year) Department 6 miles trail maintenance (crack seal/fog seal) Public Works 2 miles trail reconstruction Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 9,000 3,000 14,000 10,000 11,000 Assessments/Developer Fees Other: Maintenance Fund 1,875,000 1,976,000 2,064,000 2,173,000 2,281,000 TOTAL 1,884,000 1,979,000 2,078,000 2,183,000 2,292,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 158,000 166,000 174,000 183,000 192,000 Admin/Legal Sealcoating Contract/Rock Maintenance 756,000 794,000 834,000 876,000 920,000 Other: Mill and Overlay 970,000 1,019,000 1,070,000 1,124,000 1,180,000 TOTAL 1,884,000 1,979,000 2,078,000 2,183,000 2,292,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 36 Project Title Project Description Pavement Management (includes ADA improvements) Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 2,303,000 2,909,000 2,801,000 3,026,000 3,985,000 State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 396,000 562,000 746,000 562,000 1,405,000 Assessments/Developer Fees Other: TOTAL 2,699,000 3,471,000 3,547,000 3,588,000 5,390,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 675,000 868,000 887,000 897,000 1,348,000 Admin/Legal Construction 2,024,000 2,603,000 2,660,000 2,691,000 4,042,000 Maintenance Other TOTAL 2,699,000 3,471,000 3,547,000 3,588,000 5,390,000 Project Balance -$ -$ -$ -$ -$ 2029 - Thompson Grove Estates and Hillside Trail 2027 - East Point Douglas (Inwood to CDS), Kingsborough Trail CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Hidden Valley 2026 - Thompson Grove Estates 11th Add, south part Woodridge Park Add (W of Jamaica) 2028 - Thompson Grove Estates 12 Add, north part Woodridge Park Add (W of Jamaica) 37 Project Title Project Description Ravine Parkway 2025 - Wolterstorff 2026 - Tank 2027 - Geis Department 2028 - Tank Public Works 2029 - Kemp Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Washington County Federal/Grant Funding Area Funds Utility Funds Assessments/Developer Fees 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Other: TOTAL 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 300,000 300,000 300,000 300,000 300,000 Admin/Legal Construction 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 Maintenance Other TOTAL 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 38 Project Title Project Description CSAH 19 and TH 61 2025 - Design/Construction for 100th Street Extension - CPF Grant funding - $1,667,000 2026 - 100th St Extension Construction 2027 - 100th St Extension Construction Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 2,850,000 650,000 State of Minnesota/MSA Washington County 666,500 3,422,500 777,500 8,150,000 Federal/Grant Funding 1,667,000 19,000,000 19,000,000 14,033,000 Area Funds 3,150,000 3,150,000 Utility Funds Assessments/Developer Fees 717,000 Other: ED Trust 666,500 TOTAL 3,000,000 28,422,500 23,577,500 0 22,900,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocat 1,750,000 4,845,000 Engineering/Architect 1,250,000 3,075,000 3,075,000 Admin/Legal Construction 20,502,500 20,502,500 22,900,000 Maintenance Other TOTAL 3,000,000 28,422,500 23,577,500 0 22,900,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2029 - Reconstruction/realignment of bridge/overpass over Highway 61 at County Rd 19 (Innovation Road) 39 Project Title Project Description 80th Street Reconstruction Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA 4,198,000 Washington County Federal/Grant Funding 5,000,000 Area Funds Utility Funds 460,000 Assessments/Developer Fees Other: TIF 1-12 1,342,000 TOTAL 0 11,000,000 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 3,000,000 Admin/Legal Construction 8,000,000 Maintenance Other TOTAL 0 11,000,000 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2026 - Ideal to Hwy 61 - Includes reconstruction, spot curb replacement, ADA improvements, landscaping, trail replacement and cost share for MnDOT interchange improvements ($500,000); 80th/Keats Roundabout Cost Share ($1,000,000 MSA) 40 Project Title Project Description Jamaica Ave Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 3,000,000 State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds 333,000 Utility Funds Assessments/Developer Fees 1,160,000 Other:507,000 TOTAL 2,000,000 0 0 3,000,000 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 400,000 Admin/Legal Construction 1,600,000 3,000,000 Maintenance Other TOTAL 2,000,000 0 0 3,000,000 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Jamaica and 95th Intersection Improvements (Development Driven) 2028 - Cost share of reconstruction of Jamaica Ave from Rose of Sharon Church to Military Road to the urban four lane section roadway. 41 Project Title Project Description Department Public Works *includes 8% inflation adjustment above Feasibility Report costs * Money to be used by August 31, 2030 Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 377,000 2,760,000 State of Minnesota/MSA Washington County Federal/Grant Funding 3,000,000 Area Funds 1,223,000 714,000 Utility Funds Assessments/Developer Fees 1,150,000 869,000 Other: TOTAL - - - 5,750,000 4,343,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 1,403,000 1,080,000 Admin/Legal Construction 4,347,000 3,263,000 Maintenance Other TOTAL - - - 5,750,000 4,343,000 Project Balance -$ -$ -$ -$ -$ 2030 - Construction of roadway and infrastructure to support the retail/commercial development (north of Roundabout) - $1,353,000 CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Ravine Parkway - Shoppes at Cottage View 2028 - Phase 1 Construction of roadway and infrastructure to support the retail/commercial 2029 - Construction of roadway and infrastructure to support the retail/commercial development 42 Project Title Project description Reconstruct Harkness Avenue to an urban section with utilities, from Oakwood Park to the north Hardwood Ave intersection. Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 938,000 State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds 1,456,000 Utility Funds Assessments/Developer Fees 768,000 Other: TOTAL 0 0 0 0 3,162,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation 250,000 Engineering/Architect 0 728,000 Admin/Legal 104,000 Construction 2,080,000 Maintenance Other TOTAL 0 0 0 0 3,162,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Harkness Ave Reconstruction 43 Project Title Project Description 103rd St Railroad Bridge 2029 - Reconstruct 103rd Street railroad bridge Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA 2,000,000 Washington County Federal/Grant Funding 6,000,000 Area Funds Utility Funds Assessments/Developer Fees Other: TOTAL 0 0 0 0 8,000,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 2,400,000 Admin/Legal Construction 5,600,000 Maintenance Other TOTAL 0 0 0 0 8,000,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 44 Project Title Project Description Traffic Signals 2025 - Hardwood Ave/Hardwood Ct 2026 - 80th/Jamaica, Keats/Indian Blvd Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County 350,000 Federal/Grant Funding Area Funds Utility Funds 700,000 Assessments/Developer Fees 350,000 Other: 1-12 TIF District 700,000 TOTAL 700,000 1,400,000 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 140,000 147,000 Admin/Legal Construction 560,000 1,253,000 Maintenance Other TOTAL 700,000 1,400,000 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 45 Project Title Project Description East Ravine District Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds 50,000 50,000 50,000 50,000 50,000 Utility Funds Assessments/Developer Fees Other: TOTAL 50,000 50,000 50,000 50,000 50,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction 50,000 50,000 50,000 50,000 50,000 Maintenance Other TOTAL 50,000 50,000 50,000 50,000 50,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM As residential development occurs in the East Ravine, various infrastructure will be constructed to support the new housing. This infrastructure will be paid for by developers either through City financed construction supported by assessments or by Developer constructed of same. 46 Project Title Project description Industrial Park Water Tower Construct water tower on City property north of the South East Industrial Park. Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt 4,000,000 State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds 1,000,000 Utility Funds 1,000,000 Assessments/Developer Fees Other: TOTAL 6,000,000 0 0 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 500,000 Admin/Legal Construction 5,500,000 Maintenance Other TOTAL 6,000,000 0 0 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 47 Project Title Project Description Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 800,000 Assessments/Developer Fees Other: Newport TOTAL - - 800,000 - - Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 150,000 Admin/Legal Construction 650,000 Maintenance Other TOTAL - - 800,000 - - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2027 - Pine Hill Water TowerWater Tower Painting/Rehab 48 Project Title Project Description Annual well maintenance Each year a well is 'pulled' for inspection and repair of the pump and other vital parts. Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 70,000 70,000 70,000 70,000 70,000 Assessments/Developer Fees Other: TOTAL 70,000 70,000 70,000 70,000 70,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction Maintenance 70,000 70,000 70,000 70,000 70,000 Other TOTAL 70,000 70,000 70,000 70,000 70,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 49 Project Title Project description Water System 2029 - Water Softening ($70,000,000 Intermediate Plant; $30,000,000 Low Plant) Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding 100,000,000 Area Funds Utility Funds Assessments/Developer Fees Other: TOTAL 0 0 0 0 100,000,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 30,000,000 Admin/Legal Construction 70,000,000 Maintenance Other TOTAL 0 0 0 0 100,000,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 50 Project Title Project Description 3M Settlement Implementation 2025 - Low Zone Water Treatment Plant and Well 13 2025-2026 - Intermediate Zone Water Treatment Plant 2027 - Well 1, Well 2, and Temp Treatment Plant Decommissioning Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds Assessments/Developer Fees Other: 3M Settlement 63,477,000 26,250,000 5,000,000 TOTAL 63,477,000 26,250,000 5,000,000 0 0 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 10,600,000 2,625,000 1,000,000 Admin/Legal Construction 52,877,000 23,625,000 4,000,000 Maintenance Other TOTAL 63,477,000 26,250,000 5,000,000 0 0 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 51 Project Title Project Description Trunk Utility Oversizing Trunk oversizing of water and sewer facilities as part of development projects Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds 20,000 20,000 20,000 20,000 20,000 Utility Funds Assessments/Developer Fees Other: TOTAL 20,000 20,000 20,000 20,000 20,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction 20,000 20,000 20,000 20,000 20,000 Maintenance Other TOTAL 20,000 20,000 20,000 20,000 20,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 52 Project Title Project Description Stormwater maintenance Annual costs of pond and structure maintenance for City Stormwater system. Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 200,000 200,000 200,000 200,000 200,000 Assessments/Developer Fees Other: TOTAL 200,000 200,000 200,000 200,000 200,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction Maintenance 200,000 200,000 200,000 200,000 200,000 Other TOTAL 200,000 200,000 200,000 200,000 200,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 53 Project Title Project Description Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 550,000 50,000 50,000 50,000 50,000 Assessments/Developer Fees Other: TOTAL 550,000 50,000 50,000 50,000 50,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction Maintenance 550,000 50,000 50,000 50,000 50,000 Other TOTAL 550,000 50,000 50,000 50,000 50,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Annual sewer line maintenance/spot sliplining 2024/2025 - Lining trunk sewer from Jamaica and East Point down through the dog park ($500,000 in 2024) 54 Project Title Project Description Streetlight system improvements Annual cost to refurbish and upgrade the City Streetlight infrastructure. Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 100,000 100,000 100,000 100,000 100,000 Assessments/Developer Fees Other: TOTAL 100,000 100,000 100,000 100,000 100,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect Admin/Legal Construction Maintenance 100,000 100,000 100,000 100,000 100,000 Other TOTAL 100,000 100,000 100,000 100,000 100,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 55 Project Title Project description Pedestrian Improvements Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA Washington County Federal/Grant Funding Area Funds Utility Funds 100,000 200,000 Assessments/Developer Fees Other: School District 50,000 TOTAL 100,000 0 0 0 250,000 Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 60,000 Admin/Legal Construction 100,000 190,000 Maintenance Other TOTAL 100,000 0 0 0 250,000 Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM 2025 - Install RRFB at Glacial Valley Park ($50,000), Hillside Sidewalk ($50,000) 2029 - Install Pedestrian Crossing Infrastructure, including Rectangular Rapid Flashing Beacon and marked crosswalk: 80th Street at Pinetree Valley Park and Pinetree Pond Park ($200,000), and Hadley Avenue at 92nd Street ($50,000) 56 Project Title Project Description Develop a Safe Street and Roads for All plan Department Public Works Funding Sources 2025 2026 2027 2028 2029 Tax Levy Bonded Debt State of Minnesota/MSA 88,000 Washington County Federal/Grant Funding 352,000 Area Funds Utility Funds Assessments/Developer Fees Other: TOTAL 440,000 - - - - Project Expenses 2025 2026 2027 2028 2029 Land/Easements/Utility Relocation Engineering/Architect 440,000 Admin/Legal Construction Maintenance Other TOTAL 440,000 - - - - Project Balance -$ -$ -$ -$ -$ CITY OF COTTAGE GROVE 5 YEAR CAPITAL IMPROVEMENT BUDGET 2025-2029 CAPITAL IMPROVEMENT PROGRAM Safe Streets and Roads for All (SS4A) 57 Current Year CIP Last Year CIP points Location Description map Maintenance Replace New Total 2025 2025 Shop & wash bay modifications FA2 500,000 500,000 2025 2025 Funds used to match donations for park projects 10,000 10,000 2025 2025 See Project Sheet Detail 120,000 120,000 2025 2025 Park design & master planning 15,000 15,000 2025 2025 Annual addition of auto. locks on park buildings 35,000 35,000 2025 2025 Sports lighting improvements 65,000 65,000 2025 2025 Playground equipment PR11 140,000 140,000 2025 Park improvements as part of pavement mgmt.PR25 150,000 150,000 2025 2025 Neighborhood park development PR26 500,000 500,000 2025 2025 Additional power supply PR12 200,000 200,000 2025 2025 Shade structure replacement PR13 80,000 80,000 2025 2025 Lacrosse complex and parking lot construction PR6 700,000 700,000 2025 Building doors PR27 40,000 40,000 2025 2025 Picnic shelters PR14 60,000 60,000 2025 2026 Hockey rink boards& pickleball courts PR8 300,000 300,000 2025 Inclusive Playground repair & sealing PR8 60,000 60,000 2025 2025 See Project Sheet Detail PR9 210,000 210,000 2025 2025 PW & Parks Facility Parks Public Landscape initiative Parks Parks Parks Hardwood & Belden Parks Hidden Valley Park Jack & Marlys Denzer Park Kingston Park Lamar Park Oltman Middle School Peter Thompson Pine Glen Park Woodridge Park Woodridge Park Ice Arena Roadway & trail maintenance Streets, sidewalk/curb replacement, & trails 1,884,000 1,884,000 2025 Pavement Management Hidden Valley PW29 2,699,000 2,699,000 2025 2025 511 CSAH 19 and TH 61 Design/construction of 100th Street PW4 3,000,000 3,000,000 2025 Jamaica and 95th Intersection Improvements PW30 2,000,000 2,000,000 2025 2025 Ravine Parkway Wolterstorff property PW11 2,000,000 2,000,000 2025 Safe Streets and Roads for all Develop plan 440,000 440,000 2025 2025 Pedestrian Improvements Install RRFB at Glacial Valley Park & Hillside 100,000 100,000 2025 2025 Industrial Park Water Tower Construct Water Tower PW14 6,000,000 6,000,000 2024 2023 Traffic Signal Hardwood Ave/Hardwood Ct PW9 700,000 700,000 2024 2024 3M Settlement Implementation Intermediate zone water treatment plant PW13 63,477,000 63,477,000 2025 2025 East Ravine District City share of development infrastructure 50,000 50,000 2025 2025 Trunk oversizing Utilities 20,000 20,000 2025 2025 Well Maintenance Pull well 70,000 70,000 2025 2025 Jamaica & EPD through the dog park Spot replacement/slip lining 550,000 550,000 2025 2025 various stormwater Storm water maintenance 200,000 200,000 2025 2025 various streetlights System improvements 100,000 100,000 2,864,000 9,444,000 74,167,000 86,475,000 58 2025 CIP Project Locations Cottage Grove, MN Date: 10/8/2024 ±INWOOD AVE100TH ST LAMAR AVELEHIGH RD 80TH ST INNOVATION RDKIMBRO AVE70TH ST (C.S.A.H. 22) 85TH ST 65TH ST (CR 74) 100TH ST 103RD ST 80TH ST80TH ST HILLSIDE TR A I LHINTON AVEJAMAICA AVEHADLEY AVEJAMAICA AVEIDEAL AVE77TH ST JAMAICAAVE85TH STHADLEY AVEE P T D O U G L A S R DKEATS AVENUE S(C.S.A.H. 19)HARKNESSAVE90TH ST GR E Y C L O U D T R L JAMAICA AVEINDIAN BLVD W P T D O U G L A S R D S T A T E H W Y 6 1KEATS AVE(C.S.A.H 19.)110TH ST 90TH STHARDWOODAVES T A T E H W Y 6 1 ST A T E H W Y 6 1 95TH ST 70TH ST (CSAH 20)MANNINGAVE (STATEHWY 95)PR13 PW4 PW14 PW9 PR27 PR26 PR6 PW11 PW13 PR8 FA2 PR11 PR12 PR11 PR14 PR9 PR25 PW29 PW30 0 1 20.5 Miles Facilities Parks and Recreation Public Works CIP Projects 59 Current Year CIP Last Year CIP points Location Description map Maintenance Replace New Total 2026 2026 Parks Funds used to match donations for park projects 10,000 10,000 2026 2026 Public Landscape initiative See Project Sheet Detail 80,000 80,000 2026 2026 Parks Park design & master planning 15,000 15,000 2026 2026 Parks Annual addition of auto. locks on park buildings 35,000 35,000 2026 2026 Parks Sports lighting improvements 355,000 355,000 2026 2026 East Ravine or 110th Street Park Neighborhood park development PR16 500,000 500,000 2026 2026 Hamlet Park Skate park surface replacement PR10 100,000 100,000 2026 2025 Kingston Park Building replacement PR12 5,000,000 5,000,000 2025 2025 Oltman Middle School Lacrosse complex and parking lot construction PR6 2,300,000 2,300,000 2025 Pine Tree Pond Park Improvements PR28 500,000 500,000 2026 2026 Ice Arena See Project Sheet Detail PR9 25,000 25,000 2025 2025 Hamlet Park Synthetic sports field, skateboard park, playground PR10 4,000,000 4,000,000 2026 2026 Mississippi Dunes Small boat launch & canoe/kayak storage PR17 1,500,000 1,500,000 2026 2026 River Oaks Mountain bike course PR20 500,000 500,000 2026 2026 Roadway & trail maintenance Streets, sidewalk/curb replacement, & trails 1,979,000 1,979,000 2025 2025 Pavement Management Thompson Grove Estates 11th Add, south part Woodridge Park Add (W of Jamaica)PW31 3,471,000 3,471,000 2026 2026 511 CSAH 19 and TH 61 100th Street Extension PW4 28,422,500 28,422,500 2026 2026 80th Street Ideal to Hwy 61 (see Project Sheet)PW18 10,000,000 10,000,000 2026 2026 80th Street Roundabout at Keats Ave (cost share)PW19 1,000,000 1,000,000 2026 2026 Ravine Parkway Tank Property PW20 2,000,000 2,000,000 2025 2025 Traffic Signal 80th & Jamaica PW15 700,000 700,000 2025 2025 Traffic Improvement CSAH 19 & Indian Blvd.PW16 700,000 700,000 2026 2026 3M Settlement Implementation Intermediate zone water treatment plant PW32 26,250,000 26,250,000 2026 2026 East Ravine District City share of development infrastructure 50,000 50,000 2026 2026 Trunk oversizing Utilities 20,000 20,000 2026 2026 Well Maintenance Pull well 70,000 70,000 2026 2026 Various sewer Spot replacement/slip lining 50,000 50,000 2026 2026 various stormwater Storm water maintenance 200,000 200,000 2026 2026 various streetlights System improvements 100,000 100,000 2,399,000 47,873,500 39,660,000 89,932,500 60 2026 CIP Project Locations Cottage Grove, MN Date: 10/8/2024 ±INWOOD AVE100TH ST LAMAR AVELEHIGH RD 80TH ST INNOVATION RDKIMBRO AVE70TH ST (C.S.A.H. 22) 85TH ST 65TH ST (CR 74) 100TH ST 103RD ST 80TH ST80TH ST HILLSIDE TR A I LHINTON AVEJAMAICA AVEHADLEY AVEJAMAICA AVEIDEAL AVE77TH ST JAMAICA AVE85TH STHADLEY AVEE P T D O U G L A S R DKEATS AVENUE S(C.S.A.H. 19)HARKNESS AVE90TH ST GR E Y C L O U D T R L JAMAICA AVEINDIAN BLVD W P T D O U G L A S R D S T A T E H W Y 6 1KEATS AVE(C.S.A.H 19.)110TH ST 90TH STHARDWOODAVES T A T E HW Y 6 1 ST A T E H W Y 6 1 95TH ST 70TH ST (CSAH 20)MANNINGAVE (STATEHWY 95)PR16 PR10 PR16 PW4 PR28 PR6 PW18 PR12 PW20 PW19PW15 PW16 PR9 PR17 PR20 PW31 PW32 0 1 20.5 Miles CIP Projects Parks and Recreation Public Works 61 Current Year CIP Last Year CIP points Location Description map Maintenance Replace New Total 2027 2027 Parks Funds used to match donations for park projects 10,000 10,000 2027 2027 Public Landscape initiative See Project Sheet Detail 100,000 100,000 2027 2027 Parks Park design & master planning 15,000 15,000 2027 2027 Parks Annual addition of auto. locks on park buildings 35,000 35,000 2027 2027 Parks Sports lighting improvements 350,000 350,000 2027 2027 East Ravine or 110th Street Park Neighborhood park development PR16 500,000 500,000 2027 2025 Roberts Lake Development Neighborhood park development PR15 500,000 500,000 2027 2024 Military Trailhead Neighborhood park development PR4 200,000 200,000 2027 2027 Hamlet Park Shelter replacement PR10 50,000 50,000 2027 2027 Lamar Park Roof replacement PR13 10,000 10,000 2027 2027 Pine Coulee Court replacement PR19 20,000 20,000 2027 2027 Ice Arena See Project Sheet Detail PR9 130,000 130,000 2027 2025 Hamlet Park South ballfield complex PR10 5,000,000 5,000,000 2027 2026 Mississippi Dunes Trails and playground PR17 1,250,000 1,250,000 2027 2027 Roadway & trail maintenance Streets, sidewalk/curb replacement, & trails 2,078,000 2,078,000 2027 2027 Pavement Management East Point Douglas (Inwood to CDS), Kingsborough Trail PW33 3,547,000 3,547,000 2027 2026 511 CSAH 19 and TH 61 100th Street Extension PW4 23,577,500 23,577,500 2027 2027 Ravine Parkway Geis Property PW23 2,000,000 2,000,000 2027 2027 3M Settlement Implementation Well 1 & 2 and Temp Treatment Plant decommission PW34 5,000,000 5,000,000 2027 2027 Pine Hill Water tower painting 800,000 800,000 2027 2027 East Ravine District City share of development infrastructure 50,000 50,000 2027 2027 Trunk oversizing Utilities 20,000 20,000 2027 2027 Well Maintenance Pull well 70,000 70,000 2027 2027 Various sewer Spot replacement/slip lining 50,000 50,000 2027 2027 Various stormwater Storm water maintenance 200,000 200,000 2027 2027 Various streetlights System improvements 100,000 100,000 3,298,000 9,107,000 33,257,500 45,662,500 62 2027 CIP Project Locations Cottage Grove, MN Date: 10/8/2024 ±INWOOD AVE100TH ST LAMAR AVELEHIGH RD 80TH ST INNOVATION RDKIMBRO AVE70TH ST (C.S.A.H. 22) 85TH ST 65TH ST (CR 74) 100TH ST 103RD ST 80TH ST80TH ST HILLSIDE TR A I LHINTON AVEJAMAICAAVEHADLEY AVEJAMAICA AVEIDEAL AVE77TH ST JAMAICA AVE85TH STHADLEY AVEE P T D O U G L A S R DKEATS AVENUE S(C.S.A.H. 19)HARKNESS AVE90TH ST GR E Y C L O U D T R L JAMAICA AVEINDIAN BLVD W P T D O U G L A S R D S T A T E H W Y 6 1KEATS AVE(C.S.A.H 19.)110TH ST 90TH STHARDWOODAVES T A T E H W Y 6 1 ST A T E H W Y 6 1 95TH ST 70TH ST (CSAH 20)MANNINGAVE (STATEHWY 95)PR13 PR16 PR10 PR16 PW4 PR19 PR15 PR4 PW23 PR9 PR17 PW33 PW33 PW34 PW34 0 1 20.5 Miles Public Works Parks and Recreation CIP Projects 63 Current Year CIP Last Year CIP points Location Description map Maintenance Replace New Total 2028 2028 Parks Funds used to match donations for park projects 10,000 10,000 2028 2028 Public Landscape initiative See Project Sheet Detail 220,000 220,000 2028 2028 Parks Park design & master planning 15,000 15,000 2028 2028 Parks Annual addition of auto. locks on park buildings 35,000 35,000 2028 2028 Parks Sports lighting replacement 35,000 35,000 2028 2028 East Ravine or 110th Street Park Neighborhood park development PR16 500,000 500,000 2028 2028 Highlands Park Tennis court replacement PR22 100,000 100,000 2028 2028 Peter Thompson Park Rink boards and sport courts PR24 300,000 300,000 2028 2028 Ice Arena See Project Sheet Detail PR9 130,000 130,000 2028 2025 Hamlet Park Splash pad PR10 750,000 750,000 2028 2026 Mississippi Dunes Picnic facilities, landscaping, & native habitat restor.PR17 1,000,000 1,000,000 2028 2027 River Oaks Building & patio upgrades, simulators PR20 3,500,000 3,500,000 2028 2028 Roadway & trail maintenance Streets, sidewalk/curb replacement, & trails 2,183,000 2,183,000 2028 2028 Pavement Management Thompson Grove Estates 12 Add, north part Woodridge Park Add (W of Jamaica)PW35 3,588,000 3,588,000 2028 2028 Jamaica Rose of Sharon to Military PW27 3,000,000 3,000,000 2028 2028 Ravine Parkway Tank Property PW23 2,000,000 2,000,000 2028 2025 Ravine Parkway-Shoppes at CV Phase 1 Construction-roadway & infrastructure PW12 5,750,000 5,750,000 2028 2028 East Ravine District City share of development infrastructure 50,000 50,000 2028 2028 Trunk oversizing Utilities 20,000 20,000 2028 2028 Well Maintenance Pull well 70,000 70,000 2028 2028 Various sewer Spot replacement/slip lining 50,000 50,000 2028 2028 various stormwater Storm water maintenance 200,000 200,000 2028 2028 various streetlights System improvements 100,000 100,000 2,603,000 7,153,000 13,850,000 23,606,000 64 2028 CIP Project Locations Cottage Grove, MN ± Date: 10/15/2024INWOOD AVE100TH ST LAMAR AVELEHIGH RD 80TH ST INNOVATION RDKIMBRO AVE70TH ST (C.S.A.H. 22) 85TH ST 65TH ST (CR 74) 100TH ST 103RD ST 80TH ST80TH ST HILLSIDE TR A I LHINTON AVEJAMAICA AVEHADLEY AVEJAMAICA AVEIDEAL AVE77TH ST JAMAICA AVE85TH STHADLEY AVEE P T D O U G L A S R DKEATS AVENUE S(C.S.A.H. 19)HARKNESS AVE90TH ST GR E Y C L O U D T R L JAMAICA AVEINDIAN BLVD W P T D O U G L A S R D S T A T E H W Y 6 1KEATS AVE(C.S.A.H 19.)110TH ST 90TH STHARDWOODAVES T A T E H W Y 6 1 ST A T E H W Y 6 1 95TH ST 70TH ST (CSAH 20)MANNINGAVE (STATEHWY 95)PW27 PR16 PR16 PW12 PW23 PR9 PR10 PR17 PR20 PR22 PR24 PW35 Public Works Parks and Recreation CIP Projects 0 1 20.5 Miles 65 Current Year CIP Last Year CIP points Location Description map Maintenance Replace New Total 2029 Parks Funds used to match donations for park projects 10,000 10,000 2029 Public Landscape initiative See Project Sheet Detail 100,000 100,000 2029 Parks Park design & master planning 15,000 15,000 2029 Parks Annual addition of auto. locks on park buildings 35,000 35,000 2028 2024 Hearthside Park Park improvements as part of pavement mgmt.PR3 100,000 100,000 2028 Hemingway & North Ideal Replace playground equipment PR29 150,000 150,000 2029 East Ravine or 110th Street Park Neighborhood park development PR16 500,000 500,000 2029 Pine Tree Pond Park Court replacement 30,000 30,000 2029 Ice Arena See Project Sheet Detail PR9 575,000 575,000 2029 Roadway & trail maintenance Streets, sidewalk/curb replacement, & trails 2,292,000 2,292,000 2029 Pavement Management Thompson Grove Estates and Hillside Trail PW36 5,390,000 5,390,000 2029 2028 511 CSAH 19 and TH 61 Realignment of bridge (see project sheet)PW26 22,900,000 22,900,000 2029 2025 Ravine Parkway Kemp Property PW23 2,000,000 2,000,000 2029 2026 Ravine Parkway-Shoppes at CV Phase 2 Construction-roadway & infrastructure PW12 4,343,000 4,343,000 2029 2027 Harkness Ave - Hardwood to Woodridge Reconstruct roadway PW22 3,162,000 3,162,000 2029 2028 103rd Street Railroad Budget reconstruction of 103rd street railroad bridge PW24 8,000,000 8,000,000 2029 Pedestrian Improvements See Project Sheet Detail 250,000 250,000 2029 East Ravine District City share of development infrastructure 50,000 50,000 2029 Trunk oversizing Utilities 20,000 20,000 2029 Well Maintenance Pull well 70,000 70,000 2029 Various sewer Spot replacement/slip lining 50,000 50,000 2029 various stormwater Storm water maintenance 200,000 200,000 2029 various streetlights System improvements 100,000 100,000 2029 2028 Water softening Federal/Grant Funding 100,000,000 100,000,000 2,712,000 40,307,000 107,323,000 150,342,000 66 2029 CIP Projects Cottage Grove, MN ± Date: 10/17/2024INWOOD AVE100TH ST LAMAR AVELEHIGH RD 80TH ST INNOVATION RDKIMBRO AVE70TH ST (C.S.A.H. 22) 85TH ST 65TH ST (CR 74) 100TH ST 103RD ST 80TH ST80TH ST HILLSIDE TR A I LHINTON AVEJAMAICA AVEHADLEY AVEJAMAICA AVEIDEAL AVE77TH ST JAMAICA AVE85TH STHADLEY AVEE P T D O U G L A S R DKEATS AVENUE S(C.S.A.H. 19)HARKNESSAVE90TH ST GR E Y C L O U D T R L JAMAICA AVEINDIAN BLVD W P T D O U G L A S R D S T A T E H W Y 6 1KEATS AVE(C.S.A.H 19.)110TH ST 90TH STHARDWOODAVES T A T E H W Y 6 1 ST A T E H W Y 6 1 95TH ST 70TH ST (CSAH 20)MANNINGAVE (STATEHWY 95)PR16 PW24 PW12 PR3 PW22 PW23 PR9 PW26 PW36 PR29 PR29 Public Works Parks and Recreation CIP Projects 0 1 20.5 Miles 67 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Aggregate tax 33,044$ 38,775$ 22,000$ 22,000$ 22,000$ 22,000$ 22,000$ 22,000$ Grant Funds 267,000 Franchise fees 642,584 860,203 1,905,600 1,994,400 2,086,900 2,183,100 2,283,200 2,283,200 Investment Interest (31,816) 9,928 12,000 10,000 10,000 10,000 10,000 10,000 Charges for services 27,829 54,121 - - - - - - Developer charges 26,081 34,624 - - - - - - Total Revenue 697,722 997,651 2,206,600 2,026,400 2,118,900 2,215,100 2,315,200 2,315,200 EXPENDITURES Commodities 35,021 Trail fog seal, crack seal and sidewalk/curb repair 193,670 240,000 252,000 264,800 278,300 292,500 307,400 CR 74 trail 271,000 Mill and Overlay 1,159,043 546,614 924,000 970,000 1,019,000 1,070,000 1,124,000 1,180,000 Trail replacement 480,000 504,000 529,200 555,700 583,500 612,700 Engineering for M&O and Trail replacement 150,000 158,000 166,000 174,000 183,000 192,000 Contractual services 269,333 4,142 Total Expenditures 1,463,397 744,426 2,065,000 1,884,000 1,979,000 2,078,000 2,183,000 2,292,100 Other Financing Sources (uses) Transfer In/(out)- - - - - - - - Total transfers - - - - - - - - Increase (decrease) in fund balance (765,675) 253,225 141,600 142,400 139,900 137,100 132,200 23,100 FB Balance beginning of year 996,394 230,719 483,944 625,544 767,944 907,844 1,044,944 1,177,144 FB Balance end of year 230,719 483,944 625,544 767,944 907,844 1,044,944 1,177,144 1,200,244 Road and Trailway Maintenance Fund (235) Projected Financial Position City of Cottage Grove, MN Capital Improvement Plan 2025-2029 68 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Donation 80,000 80,000 80,000 80,000 80,000 80,000 80,000 Grant 165,000 Interest 14,682 Miscellaneous Total Revenue - 94,682 245,000 80,000 80,000 80,000 80,000 80,000 EXPENDITURES Solar Panels 24,447 550,000 North Rink-party lights 30,000 Water treatment system 100,000 West Rink-bleacher heat 35,000 Dehumidifier wheel replacement 35,000 Ice Arena Space Needs Study 40,000 Locker 5/6/7-furnace 10,000 Floor scrubber 15,000 Zamboni replacement 130,000 Zamboni replacement 130,000 Common areas rooftop HVAC unit 75,000 Steel roof 500,000 North Rink-dehumidifier Misc.5,840 Total Expenditures - 30,287 580,000 210,000 25,000 130,000 130,000 575,000 Other Financing Sources (uses) Transfer in from Ice Operating Total other sources - ------- Increase (decrease) in fund balance - 64,395 (335,000) (130,000) 55,000 (50,000) (50,000) (495,000) FB Beginning balance - -64,395 (270,605) (400,605) (345,605) (395,605) (445,605) FB Ending balance - 64,395 (270,605) (400,605) (345,605) (395,605) (445,605) (940,605) Cash Balance 384,395 369,395 159,395 134,395 4,395 (125,605) (700,605) City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Ice Arena Capital Fund (526) Projected Financial Position 69 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Charges for Services*1,083,689$ 1,132,552$ 1,198,400$ 1,251,100$ 1,306,000$ 1,345,200$ 1,385,600$ 1,427,200$ Intergovernmental - County/State 186,844 165,084 Interest (98,612) 107,709 100,000 10,000 10,000 10,000 10,000 10,000 Miscellaneous 17,414 Total Revenue 1,171,921 1,422,759 1,298,400 1,261,100 1,316,000 1,355,200 1,395,600 1,437,200 EXPENDITURES Operating expenses 820,953 712,613 773,915 803,280 852,150 877,715 904,046 931,167 Pavement Management 123,033 236,000 132,000 186,500 375,000 468,300 134,300 Annual maintenance projects 244,426 89,842 200,000 200,000 200,000 200,000 200,000 200,000 Developer pass thru 80th Street 280,000 East Point Douglas and Jamaica 714,430 Glacial Valley Capital Outlay 350,000 Total Expenditures 1,065,379 925,488 1,924,345 1,485,280 1,518,650 1,452,715 1,572,346 1,265,467 OTHER FINANCING SOURCES (USES) Transfers in Transfers out (394,046) (45,096) (46,450) (47,850) (49,300) (50,000) (50,000) (50,000) Total other sources (394,046) (45,096) (46,450) (47,850) (49,300) (50,000) (50,000) (50,000) Increase (decrease) in fund balance (287,504) 452,175 (672,395) (272,030) (251,950) (147,515) (226,746) 121,733 FB Beginning balance 2,347,752 2,060,248 2,512,423 1,840,028 1,567,998 1,316,048 1,168,534 941,788 FB Ending balance 2,060,248 2,512,423 1,840,028 1,567,998 1,316,048 1,168,534 941,788 1,063,520 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Storm Water Utility Fund (230) Projected Financial Position 70 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Charges for Services*3,447,474$ 3,973,360$ 3,606,910$ 4,165,850$ 4,457,400$ 4,747,131$ 5,055,695$ 5,384,315$ Intergovernmental - County/State 34,538 67,054 100,000 100,000,000 Interest (346,706) 440,954 50,000 76,000 152,000 50,000 50,000 50,000 Miscellaneous 177,004 200,700 34,000 32,000 32,000 34,000 34,000 34,000 Total Revenue 3,312,310 4,682,068 3,790,910 4,273,850 4,641,400 4,831,131 5,139,695 105,468,315 EXPENDITURES Operating expenses 2,436,194 2,853,085 2,653,125 2,762,750 2,845,633 3,796,300 3,980,700 4,174,300 Water meter replacement project Well maintenance 70,000 70,000 70,000 70,000 70,000 70,000 Water tower painting 800,000 Water tower 1,000,000 SCADA Upgrades 1,035,000 Utilities Building 13,250,000 Water Softening 100,000,000 Pavement management 216,000 132,000 186,500 375,000 468,300 134,300 80th Street 100,000 EPD & Jamaica 418,078 Capital Equipment 150,000 Glacial Valley Debt Payment 500,800 592,000 591,000 590,000 591,100 Total Expenditures 2,436,194 2,853,085 17,792,203 4,465,550 3,794,133 5,632,300 5,109,000 104,969,700 OTHER FINANCING SOURCES (USES) Bond issuance 9,750,000 Interfund loan - - - - - - - Changes in assets and liabilities (75,086) (1,024,368) Transfers in Transfers out (467,138) (953,493) (203,740) (209,850) (216,100) (222,600) (229,300) (236,200) Total other sources (542,224) (1,977,861) 9,546,260 (209,850) (216,100) (222,600) (229,300) (236,200) Increase (decrease) in fund balance 333,892 (148,878) (4,455,033) (401,550) 631,168 (1,023,769) (198,605) 262,415 Cash Balance Beginning 7,194,300 7,528,192 7,379,314 2,924,281 2,522,731 3,153,899 2,130,130 1,931,524 Cash Balance Ending 7,528,192 7,379,314 2,924,281 2,522,731 3,153,899 2,130,130 1,931,524 2,193,939 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Water Utility Fund (610) Projected Financial Position 71 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Charges for Service*3,567,096$ 3,600,456$ 4,164,700$ 4,185,870$ 4,442,450$ 4,664,600$ 4,897,800$ 5,142,700$ Interest (115,511) 175,014 56,000 56,200 55,100 55,100 55,100 55,100 Grant-Met Council Miscellaneous 96,757 (26,140) 2,500 2,500 2,500 2,500 2,500 2,500 Total Revenue 3,548,342 3,749,330 4,223,200 4,244,570 4,500,050 4,722,200 4,955,400 5,200,300 EXPENDITURES Operating Expenses 3,331,355 3,387,402 3,822,070 4,027,670 4,152,190 4,276,756 4,405,058 4,537,210 Pavement Management 248,941 248,000 132,000 186,500 375,000 468,300 134,300 Vac Truck 350,000 SCADA Upgrades 103,500 Sewer slip lining - spot replacement 550,000 550,000 50,000 50,000 50,000 50,000 EPD & Jamaica 3,330 80th Street 80,000 Glacial Valley - Total Expenditures 3,331,355 3,636,343 4,726,900 5,059,670 4,468,690 4,701,756 4,923,358 4,721,510 OTHER FINANCING SOURCES (USES) Transfers in Transfers out (418,313) (197,796) (203,740) (209,850) (216,150) (222,600) (229,300) (236,200) Total other sources (418,313) (197,796) (203,740) (209,850) (216,150) (222,600) (229,300) (236,200) Increase (decrease) in fund balance (201,326) (84,809) (707,440) (1,024,950) (184,790) (202,156) (197,258) 242,590 Unrestricted FB Beginning balance 6,043,859 5,842,533 5,757,724 5,050,284 4,025,334 3,840,544 3,638,388 3,441,130 Unrestricted FB Ending balance 5,842,533 5,757,724 5,050,284 4,025,334 3,840,544 3,638,388 3,441,130 3,683,720 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Sewer Utility Fund (620) Projected Financial Position 72 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Charges for Services 871,602$ 972,404$ 1,041,850$ 1,152,400$ 1,244,000$ 1,306,200$ 1,371,500$ 1,440,100$ City Supplied Poles 114,510$ 67,600$ 167,000$ 170,500$ 175,600$ 175,600$ 175,600$ 175,600$ Intergovernmental - County/State 350,000 50,000 50,000 Development Charge 350,000 Interest (22,309) 20,782 5,000 5,000 Miscellaneous 52,098 18,032 20,000 20,000 21,000 20,000 20,000 20,000 Total Revenue 1,015,901 1,078,818 1,228,850 1,347,900 2,145,600 1,501,800 1,617,100 1,685,700 EXPENDITURES Operating expenses 875,964 929,424 954,420 987,630 1,029,590 1,050,182 1,071,185 1,092,609 Street Light Service Truck 230,000 Pavement management 82,527 Replace/install Signal lights Traffic Signal-Hardwood Ave/Hardwood Ct 700,000 Traffic Signal-80th/Jamaica 700,000 Traffic Improvement-Keats/Indian Blvd 700,000 Jamaica and 95th Intersection 13,000 80th Street-Ideal to Hwy 61 - Annual system improvements 100,000 100,000 100,000 100,000 100,000 100,000 Pedestrian Crossings 100,000 250,000 Total Expenditures 875,964 1,011,951 1,054,420 2,130,630 2,529,590 1,150,182 1,171,185 1,442,609 OTHER FINANCING SOURCES (USES) Transfers in 700,000 Transfers out (217,960) (51,500) (53,000) (56,000) (57,680) (59,400) (61,200) (63,000) Total other sources (217,960) (51,500) (53,000) 644,000 (57,680) (59,400) (61,200) (63,000) Increase (decrease) in fund balance (78,023) 15,367 121,430 (138,730) (441,670) 292,218 384,715 180,091 Unrestricted FB Beginning balance 452,832 374,809 390,176 511,606 372,876 (68,794) 223,424 608,139 Unrestricted FB Ending balance 374,809 390,176 511,606 372,876 (68,794) 223,424 608,139 788,230 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Street Light Utility Fund (630) Projected Financial Position 73 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Cell Tower Leases 463,343 486,781 452,000 465,600 479,600 494,000 508,800 524,100 Intergovernmental-3M Settlement 500,000 Property Tax Levy 190,000 190,000 190,000 190,000 Interest 87,586 211,300 211,300 211,300 211,300 211,300 211,300 211,300 other (including donations)10,780 80,000 Total Revenue 550,929 708,861 743,300 676,900 1,380,900 895,300 910,100 925,400 EXPENDITURES Archery Range Shelter & trail works as part of PM 70,000 Belden playground equipment 70,000 Belden-backstop repair & curbing 30,000 Bike park - picnic shelter & track paving 50,000 Donations - matching funding 10,000 10,000 10,000 10,000 10,000 10,000 Glacial Valley-lighting for hockey & pickleball 13,751 Hamlet skate park surface replacement 100,000 Hamlet-shelter replacement 50,000 Hamlet 279,651 Hamlet-Court Reconstruction 110,365 Hardwood playground equipment 70,000 Hearthside basketball courts & playground 92,246 Hearthside Park Improvements as part of PM 100,000 Hemmingway playground equipment 75,000 Hidden Valley as part of PM 150,000 Hidden valley playground 53,931 Highland playground equipment 161,570 Highland rink lighting 58,884 Highlands-Tennis court replacement 100,000 Hillside/Jergen Trail as part of PM 75,000 Ideal playground equipment 89,358 North Ideal playground equipment 75,000 Kingston Park -Building replacement & power supply 151,947 200,000 5,000,000 Kingston Park-Fitness Equipment 36,825 Lamar Park-shade shelter replace. & roof replace.80,000 10,000 Sport Lighting Improvements 113,000 65,000 355,000 350,000 35,000 Meadowgrass play equip 51,562 Peter Thompson play equipment 116,542 Peter Thompson-Building door replacement 40,000 - Peter Thompson-rink boards and sport courts 300,000 Pine Coulee-Court Replacement 20,000 Pine Glen & Pine Tree Park-Picnic shelter 60,000 Pine Tree Pond Play equipment 79,000 Pine Tree Pond court replacement 30,000 Pine Tree Pond Park Improvements 500,000 Pine Tree Valley Hockey & Skate Rink 64,295 Woodridge shelter/hockey boards & pickleball courts 300,000 Woodridge-inclusive playground repair & sealing 60,000 West Draw, Granada & Nina Park play equipment 210,000 West Draw Park Shelter 40,532 Automatic locks on park buildings 35,000 35,000 35,000 35,000 35,000 35,000 miscellaneous 115,005 96,028 Total Expenditures 688,104 923,388 448,000 1,140,000 6,075,000 475,000 550,000 325,000 OTHER FINANCING SOURCES (USES) Bond proceeds 5,000,000 Transfer (to) from pavement management 150,000 100,000 Transfer (to) from park trust Total other sources - - - 150,000 - 5,000,000 - 100,000 Increase (decrease) in fund balance (137,175) (214,527) 295,300 (313,100) (4,694,100) 5,420,300 360,100 700,400 FB Beginning balance 1,446,879 1,309,704 1,095,177 1,390,477 1,077,377 (3,616,723) 1,803,577 2,163,677 FB Ending balance 1,309,704 1,095,177 1,390,477 1,077,377 (3,616,723) 1,803,577 2,163,677 2,864,077 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Park Improvement Fund (515) Projected Financial Position 74 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Intergovernmental 461,900$ 1,000,000$ -$ 350,000$ -$ -$ -$ -$ Park Dedication Fees 1,144,364 767,094 723,800 750,000 750,000 750,000 750,000 750,000 special assessments Interest (71,668) 122,895 28,185 Land sale Miscellaneous - Refunds & Reimbursements 52,683 2,697 Total Revenue 1,587,279 1,892,686 751,985 1,100,000 750,000 750,000 750,000 750,000 EXPENDITURES Miscellaneous 40,734 90,670 47,652 Camel's Hump Park - develop & trails East Ravine Neighborhood 500,000 500,000 500,000 Glacial Valley Park 2,504,690 1,048,538 154,059 Glacial Valley Park Building 4,299,248 150,633 Hamlet Park Expansion 58,006 51,169 Mississippi Dunes 10,149 1,041,492 15,146 Military Trailhead 200,000 Jack and Marlys Denzer Park 500,000 Oakwood Park 331,225 8,203 Parks - master planning 12,534 23,307 15,000 15,000 15,000 15,000 15,000 Oltman Middle School 700,000 2,300,000 Kingston Park Building Roberts Lake Neighborhood development 500,000 Settlers Island landing/picnic pad Still Ponds park development 500,000 Strawberry Fields (Swanlund) Hawthorne Pine 1st and 2nd Trails 50,000 21,000 Total Expenditures 2,944,804 6,601,854 411,797 1,215,000 2,815,000 1,215,000 515,000 515,000 OTHER FINANCING SOURCES (USES) Bonded Debt 4,816,062 (400,000) 2,300,000 Transfer from Park Improvement Fund - Transfer from (to) park improvement & ED Trust - (120,000) - - - - - Total other sources - 4,816,062 (520,000) - 2,300,000 - - - Increase (decrease) in fund balance (1,357,525) 106,894 (179,812) (115,000) 235,000 (465,000) 235,000 235,000 FB Beginning balance 1,505,183 147,658 254,552 74,740 (40,260) 194,740 (270,260) (35,260) FB Ending balance 147,658 254,552 74,740 (40,260) 194,740 (270,260) (35,260) 199,740 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Park Trust Fund (570) Projected Financial Position 75 2022 2023 2024 2025 2026 2027 2028 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Total Revenue - - - - - - - EXPENDITURES Hamlet-See Project Sheets 4,000,000 5,000,000 750,000 MS Dunes-See Project Sheets 1,500,000 1,250,000 1,000,000 River Oaks-See Project Sheet 500,000 3,500,000 Total Expenditures - - - - 6,000,000 6,250,000 5,250,000 Other Financing Sources (uses) Sales Tax Bonds 6,000,000 6,250,000 5,250,000 Total other sources - - - - 6,000,000 6,250,000 5,250,000 Increase (decrease) in fund balance - - - - - - - FB Beginning balance - - - - - - - FB Ending balance - - - - - - - City of Cottage Grove, MN Capital Improvement Plan 2025-2029 LOST Capital Funds Projected Financial Position 76 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Grants 76,051 8,382 80,000 100,000 Tree Mitigation-6489 118,281 10,000 40,000 40,000 40,000 40,000 40,000 Total Revenue 76,051 126,663 90,000 40,000 40,000 40,000 140,000 40,000 EXPENDITURES Landscape Initiative 92,889 125,191 170,000 120,000 80,000 100,000 220,000 100,000 Ravine Parkway Landscaping EPD and Jamaica Landscaping 71,450 Total Expenditures 92,889 125,191 241,450 120,000 80,000 100,000 220,000 100,000 Other Financing Sources (uses) Transfer In Transfer Out-EPD & Jamaica - Total other sources - - - - - - - - Increase (decrease) in fund balance (16,838) 1,472 (151,450) (80,000) (40,000) (60,000) (80,000) (60,000) FB Beginning balance 703,946 687,108 688,580 537,130 457,130 417,130 357,130 277,130 FB Ending balance 687,108 688,580 537,130 457,130 417,130 357,130 277,130 217,130 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Landscape Initiative-in Fund 510 Projected Financial Position 77 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Property taxes 249,846 250,134 300,000 300,000 300,000 300,000 300,000 300,000 intergovernmental tower rental - PW Tower 92,034 90,921 74,890 74,890 74,890 74,890 74,890 74,890 Investment interest (5,252) 9,610 5,280 Miscellaneous Total Revenue 336,628 350,665 380,170 374,890 374,890 374,890 374,890 374,890 EXPENDITURES Municipal building expenses 12,576 Shop & Wash Bay Modifications 500,000 City Hall Remodel 131,211 City Hall-Water Heater& Carpet 120,000 Central Fire-Water Pumps 20,000 20,000 Public Works-Water Heater 12,000 Public Works-Garage doors&flooring 85,000 Public Works-Roof replacement 1,000,000 Total Expenditures 12,576 131,211 - 500,000 12,000 120,000 20,000 1,105,000 Other Financing Sources (uses) Interfund loan interest (25,450) (23,350) (21,250) (19,150) (17,050) (14,950) (12,650) (10,025) Interfund loan payment (210,000) (210,000) (210,000) (210,000) (210,000) (210,000) (250,000) (275,000) Transfer from General Fund 5,302 Total other sources (235,450) (228,048) (231,250) (229,150) (227,050) (224,950) (262,650) (285,025) Increase (decrease) in fund balance 88,602 (8,594) 148,920 (354,260) 135,840 29,940 92,240 (1,015,135) FB Beginning balance (2,583,371) (2,284,769) (2,083,363) (1,724,443) (1,868,703) (1,522,863) (1,282,923) (940,683) FB Ending balance (2,284,769) (2,083,363) (1,724,443) (1,868,703) (1,522,863) (1,282,923) (940,683) (1,680,818) Cash Balance at year-end 124,719 116,125 265,045 (89,215) 46,625 76,565 168,805 (846,330) Interfund Payable at year-end 2,440,000 2,230,000 2,020,000 1,810,000 1,600,000 1,390,000 1,140,000 865,000 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Municipal Building Fund (525) Projected Financial Position 78 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Land sales 1,638,020 617,313 Donation 150,000 150,000 Interest (159,225) 282,792 80,000 South District Assessments 981,536 244,347 2,807,199 Miscellaneous 210 105 Total Revenue 1,629,005 2,031,746 324,347 2,807,199 - - - - EXPENDITURES Professional Services 52,379 60,000 60,000 60,000 60,000 60,000 60,000 Land Write-down Jamaica & 95th Intersection Improve.507,000 CSAH 19 and TH 61 666,500 South District Street & Utility 303,295 689,085 4,500,000 Total Expenditures 355,674 689,085 4,560,000 1,233,500 60,000 60,000 60,000 60,000 Other Financing Sources (uses) Interfund loan interest Interfund loan payment Transfer in for South District Transfer to Golf for liquor license Transfer to EDA Fund (100,000) (312,500) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) Total other sources (100,000) (312,500) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) Increase (decrease) in fund balance 1,173,331 1,030,161 (4,335,653) 1,473,699 (160,000) (160,000) (160,000) (160,000) FB Beginning balance 4,684,913 5,858,244 6,888,405 2,552,752 4,026,451 3,866,451 3,706,451 3,546,451 FB Ending balance 5,858,244 6,888,405 2,552,752 4,026,451 3,866,451 3,706,451 3,546,451 3,386,451 Goal 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 Cash Balance 4,888,727 4,341,553 277,376 3,506,112 3,425,612 3,273,112 3,120,612 2,968,112 Anticipates that bonds are issued for golf course irrigation in 2025 allowing interfund loan to be paid in full to ED Trust City of Cottage Grove, MN Capital Improvement Plan 2025-2029 ED Trust Fund (286) Projected Financial Position 79 2023 2024 2025 2026 2027 2028 2029 ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Municipal State Aid Construction funds 5,985,250$ 294,462$ 1,200,000$ 5,198,000$ 1,000,000$ 1,000,000$ 1,000,000$ LRIP 1,187,500$ 62,500$ Special assessments 6,103 1,160,000 Intergovernmental - Federal funding Shoppes at CV 3,000,000 Intergovernmental - Federal funding 80th Street 5,000,000 Intergovernmental - Federal funding 352,000 6,000,000 Intergovernmental - State 1,010,000 88,000 2,000,000 Assessment/Development Fees 1,000,000 1,000,000 1,000,000 2,150,000 1,869,000 Interest 46,560 34,800 Miscellaneous - Total Revenue 7,225,413 1,401,762 3,800,000 11,198,000 2,000,000 6,150,000 10,869,000 EXPENDITURES Professional services-miscellaneous 15 Safe Streets and Roads for All 440,000 103rd Street Bridge 8,000,000 70th Street (in three phases) 80th Street (CSAH19 to TH 61) Reclamation - 80th Street (Ideal to Hwy 61) -SROP Approved 59,401 10,000,000 80th Street (80th/Keats roundabout)-SROP Approved 1,000,000 East Point Douglas - Jamaica intersection 7,905,857 4,007,000 800,000 EPD & Ravine Pkwy - Shoppes at Cottage View 5,750,000 4,343,000 Jamaica Avenue and 95th Intersection Improvements 2,000,000 Jamaica Ave - 80th to 90th 2,241,384 Ravine Parkway 223,522 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 River Oaks Hwy 61 RCUT 138,896 1,204,000 Total Expenditures 8,327,691 7,452,384 5,240,000 13,000,000 2,000,000 7,750,000 14,343,000 OTHER FINANCING SOURCES (USES) Bond Proceeds 4,788,689 377,000 2,760,000 Transfers in 1,666,474 840,000 1,802,000 1,223,000 714,000 Transfers out - PM Total other sources - 6,455,163 840,000 1,802,000 - 1,600,000 3,474,000 Increase (decrease) in fund balance (1,102,278) 404,541 (600,000) - - - - Beginning balance, FB 431,429 (670,849) (266,308) (866,308) (866,308) (866,308) (866,308) Ending balance, FB (670,849) (266,308) (866,308) (866,308) (866,308) (866,308) (866,308) MSA Beginning Balance 1,195,043 (3,705,538) (1,862,872) (789,872) (3,624,372) (2,206,472) (788,572) Allocation 1,968,470 2,137,127 2,273,000 2,363,500 2,417,900 2,417,900 2,417,900 Disbursements (6,869,051) (294,462) (1,200,000) (5,198,000) (1,000,000) (1,000,000) (1,000,000) MSA Ending Balance (3,705,538) (1,862,872) (789,872) (3,624,372) (2,206,472) (788,572) 629,328 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 MSA Construction Fund (520) Projected Financial Position 80 2024 2025 2026 2027 2028 2029 ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED $$$$$$ REVENUES special assessments developer fees 1,485,000 Intergovernmental - Federal funding 19 & 61 1,667,000 19,000,000 19,000,000 14,033,000 Intergovernmental - County 19 & 61 666,500 3,422,500 777,500 8,150,000 Interest Miscellaneous Total Revenue - 2,333,500 22,422,500 19,777,500 - 23,668,000 EXPENDITURES Prof Svcs - assmt fees CSAH 19 and TH 61 3,000,000 28,422,500 23,577,500 22,900,000 Harkness Avenue reconcstruction 3,162,000 Jamaica Ave - 70th to Military 3,000,000 Total Expenditures - 3,000,000 28,422,500 23,577,500 3,000,000 26,062,000 Revenue over Expenditures - (666,500) (6,000,000) (3,800,000) (3,000,000) (2,394,000) Other Financing Sources (uses) Bond proceeds 2,850,000 650,000 3,000,000 938,000 Transfers from Area Funds 3,150,000 3,150,000 1,456,000 Transfer from general fund Transfers from ED Trust 666,500 Total other sources - 666,500 6,000,000 3,800,000 3,000,000 2,394,000 Increase (decrease) in fund balance - - - - - - FB Beginning balance - - - - - - FB Ending balance - - - - - - City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Street Reconstruction and Overlay Fund Projected Financial Position 81 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED $$$$$$$$ REVENUES special assessments 30 21 78,750 Interest (123,494) 158,869 45,000 26,100 26,300 26,600 26,900 27,100 Miscellaneous Total Revenue (123,464) 158,890 123,750 26,100 26,300 26,600 26,900 27,100 EXPENDITURES Prof Svcs - assmt fees 637 PM 2021 - F5, B1, E1 & River Oaks Parking 102,503 PM 2023 137,347 3,547,055 16,867 1,178,000 PM 2025-Hidden Valley 2,699,000 PM 2026-Thompson Grove Estates 11th Add, south part Woodridge Park Add (W of Jamaica)3,471,000 PM 2027-East Point Douglas (Inwood to CDS), Kingsborough Trail 3,547,000 PM 2028-Thompson Grove Estates 12 Add, north part Woodridge Park Add (W of Jamaica)3,588,000 PM 2029-Thompson Grove Estates and Hillside Trail 5,390,000 Total Expenditures 240,487 3,547,055 1,194,867 2,699,000 3,471,000 3,547,000 3,588,000 5,390,000 Revenue over Expenditures (363,951) (3,388,165) (1,071,117) (2,672,900) (3,444,700) (3,520,400) (3,561,100) (5,362,900) Other Financing Sources (uses) Bond proceeds 2,994,722 1,075,700 2,303,000 2,909,000 2,801,000 3,026,000 3,985,000 Transfers from MSA fund Transfer from general fund Transfers from utility funds - 563,729 47,250 396,000 562,000 746,000 562,000 1,405,000 Total other sources - 3,558,451 1,122,950 2,699,000 3,471,000 3,547,000 3,588,000 5,390,000 Increase (decrease) in fund balance (363,951) 170,286 51,833 26,100 26,300 26,600 26,900 27,100 FB Beginning balance 2,748,091 2,384,140 2,554,426 2,606,259 2,632,359 2,658,659 2,685,259 2,712,159 FB Ending balance 2,384,140 2,554,426 2,606,259 2,632,359 2,658,659 2,685,259 2,712,159 2,739,259 Goal (35% of next 5-year avg capital spend)1,012,125 1,014,991 1,310,307 1,383,618 1,423,434 1,470,931 1,457,208 1,530,069 PM 2024 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Pavement Management Fund (560) Projected Financial Position 82 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Developer fees 1,378,851$ 677,066$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ Special Assessments Intergovernmental - County/State 3M Settlement funds Interest (166,902) 199,567 Miscellaneous Total Revenue 1,211,949 876,633 700,000 700,000 700,000 700,000 700,000 700,000 EXPENDITURES East Ravine infrastructure development 25,000 17,000 17,000 17,000 17,000 17,000 Interim Water Treatment project Miscellaneous 3,910 Water Comp Plan 64,494 36,916 PFAS Study water main oversizing 134,313 74,743 10,000 7,000 7,000 7,000 7,000 7,000 South District Street & Utilities 450,084 708,007 800,000 EPD & Ravine Pkwy - Shoppes at Cottage View CSAH 19 & TH 61 1,215,000 1,215,000 Ravine Parkway I & II 87,960 559,000 559,000 Intermediate & low zone water treatment facilities 10,636 River Acres watermain extension Granada watermain extension Harkness Avenue 485,400 Jamaica Avenue & 95th Intersection 49,000 Well 7&8 treatment Industrial Park Water Tower 96,851 7,310 6,000,000 100th St watermain 66,799 95th & Jamaica Well #12 Total Expenditures 760,288 981,735 835,000 6,073,000 1,239,000 1,239,000 583,000 1,068,400 OTHER FINANCING SOURCES (USES) Bond Proceeds 4,000,000 Transfers in 1,000,000 Transfers out (102,330) (237,909) Total other sources (102,330) (237,909) - 5,000,000 - - - - Increase (decrease) in fund balance 349,331 (343,011) (135,000) (373,000) (539,000) (539,000) 117,000 (368,400) FB Beginning balance 3,656,384 4,005,715 3,662,704 3,527,704 3,154,704 2,615,704 2,076,704 2,193,704 FB Ending balance 4,005,715 3,662,704 3,527,704 3,154,704 2,615,704 2,076,704 2,193,704 1,825,304 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Water Area Fund (575) Projected Financial Position 83 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Developer fees 976,022$ 552,117$ 600,000$ 600,000$ 600,000$ 600,000$ 600,000$ 600,000$ Special Assessments Intergovernmental - County/State/Federal 1,986,135 (66,481) Interest (31,171) 5,017 Miscellaneous Total Revenue 2,930,986 490,653 600,000 600,000 600,000 600,000 600,000 600,000 EXPENDITURES East Ravine infrastructure development 74,157 25,000 17,000 17,000 17,000 17,000 17,000 Hy-Vee Miscellaneous 13,077 Comp Plan 66,687 40,660 South District Street & Utilities 1,317,320 874,379 95th & Jamaica EPD & Ravine Pkwy - Shoppes at Cottage View 611,500 357,000 CSAH 19 & TH 61 770,000 770,000 Lift Stations 18,970 Harkness Avenue 485,400 Trunk sewer extension - Met council 747,070 1,152 Trunk Fund Oversizing 10,000 7,000 7,000 7,000 7,000 7,000 Sanitary Sewer Plan Total Expenditures 2,131,077 1,022,395 35,000 24,000 794,000 794,000 635,500 866,400 OTHER FINANCING SOURCES (USES) Debt Service - principal & interest - - - - - - - - Transfers in Transfers out (239,818) Total other sources (239,818) - - - - - - - Increase (decrease) in fund balance 560,091 (531,742) 565,000 576,000 (194,000) (194,000) (35,500) (266,400) FB Beginning balance 36,089 596,180 64,438 629,438 1,205,438 1,011,438 817,438 781,938 FB Ending balance 596,180 64,438 629,438 1,205,438 1,011,438 817,438 781,938 515,538 City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Sewer Area Fund (580) Projected Financial Position 84 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES Developer fees 1,756,069$ 555,074$ 656,300$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ Special Assessments 7,754 Intergovernmental - County/State Interest (222,394) 48,849 1,500 Miscellaneous Total Revenue 1,533,675 611,677 657,800 700,000 700,000 700,000 700,000 700,000 EXPENDITURES 95th & Jamaica Improvements Business park pond & grading East Ravine infrastructure development 17,000 17,000 17,000 17,000 17,000 River acres water main project TG-14 1,231,184 10,060 L-P3 Pond Improvements 72,992 87,082 East Ravine infrastructure & AUAR 38,474 224,728 Anderson 100th Street Extension 35,744 Miscellaneous 14,449 308 41,230 Jamaica Avenue-Trunk storm sewer realignment 342,000 Jamaica Avenue & 95th Intersection 271,000 South District Trunk Storm Sewer 3,111,573 65,267 South District Street & Utilities 294,334 867,166 CSAH 19 & TH 61 1,165,000 1,165,000 EPD & Ravine Pkwy - Shoppes at Cottage View - 611,500 357,000 Lake Flora Ponds 490,327 Harkness Avenue 485,400 oversizing 167,083 24,200 7,000 7,000 7,000 7,000 7,000 Lake Robert 6,725 West draw modeling Total Expenditures 4,936,814 1,780,682 407,430 295,000 1,189,000 1,189,000 635,500 866,400 OTHER FINANCING SOURCES (USES) Transfers in - 95th &Jamaica Transfers in (out)(319,059) Total other sources (319,059) - - - - - - - Increase (decrease) in fund balance (3,722,198) (1,169,005) 250,370 405,000 (489,000) (489,000) 64,500 (166,400) FB Beginning balance 4,721,479 999,281 (169,724) 80,646 485,646 (3,354) (492,354) (427,854) FB Ending balance 999,281 (169,724) 80,646 485,646 (3,354) (492,354) (427,854) (594,254) City of Cottage Grove, MN Capital Improvement Plan 2025-2029 Storm Water Area Fund (585) Projected Financial Position 85 2022 2023 2024 2025 2026 2027 2028 ACTUAL ACTUAL ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED REVENUES 3M Settlement funds 9,224,361$ 16,781,220$ 28,068,615$ 63,477,000$ 26,250,000$ 5,000,000$ -$ Interest Miscellaneous Total Revenue 9,224,361 16,781,220 28,068,615 63,477,000 26,250,000 5,000,000 - EXPENDITURES Prior Year Projects 9,334,549 17,328,462 Low Zone Water Treatment Plant & Well 13 27,400,000 Intermediate Zone Water Treatment Plant 63,477,000 26,250,000 Well 1, Well 2, & Temp Treatment Plant decomm.5,000,000 Total Expenditures 9,334,549 17,328,462 27,400,000 63,477,000 26,250,000 5,000,000 - OTHER FINANCING SOURCES (USES) Bond Proceeds Transfers in Transfers out Total other sources - - - - - - - Increase (decrease) in fund balance (110,188) (547,242) 668,615 - - - - FB Beginning balance (11,185) (121,373) (668,615) - - - - FB Ending balance (121,373) (668,615) - - - - - 3M Settlement/MPCA Fund 455 Projected Financial Position City of Cottage Grove, MN Capital Improvement Plan 2025-2029 86 1 City Council Action Request 7.J. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Rental License Approvals Staff Recommendation Approve the issuance of rental licenses to the properties listed in the attached table. Budget Implication N/A Attachments 1. Rental License Approvals CC Memo 2. Rental License Approval Tables TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Samantha Drewry, Code Enforcement Officer DATE: November 26, 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. 2025 RENTAL LICENSES CITY COUNCIL APPROVAL - DECEMBER 4, 2024 RENTAL LICENSE NUMBER PROPERTY STREET #PROPERTY STREET NAME PROPERTY OWNER RENT-002500 7032 Homestead Avenue South Blanche, Victor Paul RENT-001608 6613 Jasmine Avenue South Chris Sorenson RENT-002477 6442 Inspire Circle South Darapaneni Chenna Keasavarao, Kowshick RENT-002573 8340 75th Street South Erik Lundahl, Imagine Homes RENT-002445 7303 Hidden Valley Lane South Hanson, Nathan RENT-002561 7562 Inskip Trail South Hoang Nguyen RENT-001737 8344 69th Street South Justin Rock RENT-001583 7027 Homestead Avenue South Lisa Boe, Alderwood LLC RENT-002481 6330 Hedgecroft Avenue South McCormick, Brian RENT-002014 6740 Timber Ridge Court South Tinucci, Mark 1 City Council Action Request 7.K. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Business Licenses 2025 Staff Recommendation Adopt Resolution 2024-172 authorizing renewal of business licenses for 2025. Budget Implication N/A Attachments 1. Resolution - Business License Renewals - 2024-172 2. Attachment A (2024-172- Approved Businesses 2025) 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Tammy Anderson, City Clerk DATE: December 4, 2024 RE: Business Licenses 2025 Discussion The City of Cottage Grove licenses specific business activities on a calendar-year basis. Certain licenses, including those for liquor, tobacco, therapeutic massage businesses, and massage therapists, require City Council approval as outlined in our City Code and/or upon recommendation by the City Attorney. To ensure timely processing and potential City Council approval, an October 15, 2024 deadline was set for renewal applications. This allows staff to conduct necessary verifications and background checks. The attached resolution includes applications that have been submitted, cleared background checks, and are pending City Council approval. As some applications are still pending or incomplete, additional renewal requests will be forwarded to the City Council as they are received. Recommendation Adopt Resolution 2024-172 authorizing renewal of business licenses for 2025. Attachments 1. Resolution - Business License Renewals - 2024-172 2. Attachment A (2024-172- Approved Businesses 2025) CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-172 BUSINESS LICENSE RENEWALS FOR 2025 WHEREAS, the City of Cottage Grove licenses specific business activities on a calendar-year basis and such licenses expire on December 31 and are subject to renewal; and WHEREAS, certain license types require City Council authorization for issuance as specified by our City Code and/or the recommendation of our City Attorney; and WHEREAS, the businesses listed in Attachment A have submitted license renewal applications; and WHEREAS, the applications have been reviewed and the businesses have undergone background investigations by the Police Division of the Public Safety Department and the City Clerk Division of the Administration Department; and WHEREAS, the results of the background investigations have not revealed anything that would constitute a basis for denial of the renewal applications; NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, authorizes renewal of the business licenses specified in Attachment A, for the year of 2024 conditioned on compliance with all applicable state and local regulations related to each specific license type. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk License Type Business Address Licensee Applebees 8380 East Point Douglas Road Briana Gloria Soto Bill's Liquor 7155 Jorgensen Lane South #150 Nebeel Hassan Carbones 7155 Jorgensen Lane #170 Janele Lynn Erickson Cub Foods 8690 East Pt Douglas Road Ashley Sitton Reimer G-Will Liquors 6999 80th Street So James Frank Kast, Jacob Stephen Zigner, Grant William Rodemacher, Daniel Charles Fields, CG Holiday #3512 6921 Pine Arbor Drive Amy Neva-Linn Damon Ceauzx CG Holiday #3827 8490 East Pt Douglas So Amy Neva-Linn Damon Ceauzx Hope Glen Farm 10276 East Pt Douglas Rd Paula Ann Bushilla Hyvee (off-sale Intoxicating)7280 East Pt Douglas Rd Andrew William Schroeder Hyvee (on-sale)7280 East Pt Douglas Rd Andrew William Schroeder Hyvee (off-sale 3.2)7282 East Pt Douglas Rd Andrew William Schroeder Junction 70 6933 Pine Arbor Drive South Joel Anthony Lehman Las Margaritas 7166 East Pt Douglas Rd Rosa Isela Castro Muddy Cow 7350 Hardwood Court So Patrick Francis Conroy River Oaks Golf and Event Center 11099 Highway 61 Dennis Edward Neitz Speedway 7162 East Pt Douglas Rd David Lee Seltzer Top Ten Liquors 8617 East Pt Douglas Rd S Jonathan Garett Halper VFW 9260 East Pt Douglas Rd S Constance June Wylie Walmart 9300 East Pt Douglas Rd Sarah Catherine Little License Type Business Address Licensee Bill's Liquor 7155 Jorgensen Lane South #150 Nebeel Hassan CG Holiday #3512 6921 Pine Arbor Drive Amy Neva-Linn Damon Ceauzx CG Holiday #3827 8490 East Pt Douglas So Amy Neva-Linn Damon Ceauzx CG Smoke Shop 8457 East Point Douglas Rd Emad Zuhair Wazwaz Cottage Grove Vape 8599 West Point Douglas Rd Ahmad Imad Asmar Cub Foods 8690 East Pt Douglas Road AshleySitton Reimer First Smoke Shop 6990 80th Street South #100 Sherif Amr Mohamed Elbarawi Gas Plus (KATH) 3523 7033 Jorgensen Lane So Stephen Robert Dahl G-Will Liquors 6999 80th Street So James Frank Kast, Jacob Stephen Zigner, Grant William Rodemacher, Daniel Charles Fields, High North Dispensary 8711 E Pt Douglas Rd #108 Tyler Aaron Thompson, Daniel Charles Johnson, Holiday (Kath Fuel) 3523 Hyvee 7280 East Pt Douglas Rd Andrew William Schroeder Hyvee Gas Station 7282 East Pt Douglas Rd Andrew William Schroeder Moon Soon Tobacco 7584 80th Street So Ramadan Abdalla Aly Hussein River Oaks Golf and Event Center 11099 Highway 61 Dennis Edward Neitz Speedway 4183 7162 East Pt Douglas Rd David Lee Seltzer Top Ten Liquors 8617 East Pt Douglas Rd S Jonathan Garett Halper Walgreens 7135 East Point Douglas S Brian Richard Brown Walmart 9300 East Pt Douglas Rd Sarah Catherine Little Tobacco Liquor License RESOLUTION 2024-172 - ATTACHMENT A Liquor Licenses 1 City Council Action Request 7.L. Meeting Date 12/4/2024 Department Administration Agenda Category Ordinance Title 2025 Fee Table Staff Recommendation Adopt Ordinance 1091, authorizing the implementation of fee changes, increases, and additions for the year 2025, effective January 1, 2025. Budget Implication N/A Attachments 1. Fee Ordinance 2025 2. 2025 Proposed Fee's (Council) 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Tammy Anderson, City Clerk DATE: December 4, 2024 RE: 2025 Fee Table Discussion The City Council is asked to consider approving the attached ordinance establishing fees. Administration Administration fees will not increase in 2025. Staff have compared Cottage Grove's fees to those of neighboring communities and Cottage Grove falls in the median. Area Charges, Connection Fees, Public Works Labor and Equipment Rates The cost of trunk utility infrastructure within the City is funded by a combination of area charges and connection fees for sanitary sewer, watermain, and storm sewer. The area charges are determined on a per-acre basis as development occurs. These charges are calculated in our comprehensive plans for water, sewer, and storm, and are determined based on the actual cost to build our trunk utility system. Depending on what area of the city a development is in, the area charges will vary based on the cost of providing utility service. Each year, the area charges and connection fees are updated based on the construction cost index increase for the past 12 months, which was 2.7%. If these fees do not remain in line with current construction pricing, the City will have insufficient funds to implement comprehensive plans for each utility. Community Development The primary justification for the proposed fee changes related to building permits and inspection is based on service cost recovery due to inflationary factors such as IT services, fleet, and fuel and labor costs. Rental license fees have increased to cover the costs associated with administration costs. These costs include staff time for processing applications, conducting inspections, and responding to inquiries and complaints. The current fees are significantly lower than those of other cities in the metro area, and this increase will help align Cottage Grove's fees with industry standards. EMS/Medical Services - Ambulance Public Safety collaborated with our ambulance billing team to compare rates to comparable services and determined the ALS/BLS transport rates should increase by 7.5% to align with current standard rates. In addition, fees for mileage, non-resident fees, and special service 2 EMS charges will also increase by 7.5% to cover increased operating costs. General Services General service fees will remain unchanged in 2025. Staff has determined that the current fees are aligned with those of comparable cities. Licenses Minnesota's recently enacted cannabis laws have necessitated the introduction of new fees to regulate various aspects of the now legal cannabis industry. These fees apply to a range of operations, including micro-businesses, cultivation, manufacturing, retail, wholesale, transportation, testing, delivery, low-potency hemp edibles, medical cannabis combinations, and event organizing. It's important to note that the State of Minnesota has imposed caps on those fees that are reflected on the fee table. Parks and Recreation Park and Recreation fee increases for 2025 were nominal in nature. Adjustments were made based on cost of doing business; mostly related to product cost increases and/or service price increases. Staff annually measure fees against comparable communities and private services. With adjustments, staff is confident our fees will remain fair value to the customers while providing fair cost recovery to the City. A new feature will be the online platform for supervised playground and facility rentals, which will reduce staff time and streamline the reservation process for the consumer. Public Safety It is proposed to change the cost of Police and Fire Reports from a rate of $1/page (10 pages) to a rate of $0.25 per page over 25 pages. This is in line with the fees charged in neighboring communities. Lastly, law enforcement/police officer service charges increased from $120 to $130 to follow the fees outlined in the contract. Spring Cleanup Fees, Public Works Labor and Equipment Rates, Grading Permit Fees, and Right-of-Way Permit Fees Fees related to the annual spring cleanup were updated based on vendor pricing as needed. The intent of these fees is to cover the disposal costs, labor for the event is largely covered through the City’s recycling grant. A 9% increase was also applied to Public Works labor and 5% to equipment rates, respectively. The 9% increase is due to union wage increases that were negotiated for 2025, and equipment rates were increased based on equipment capital/operating cost increases. Labor costs also impact the various permits that public works is responsible for, which includes right-of-way and grading permits. With the proposed wage increases in 2025, these fees are proposed to be increased by 5%. Streetlighting, Sign Materials, and Water Meters Included in the fee table are charges for streetlighting, sign materials, and water meters. These fees are charged out in various situations, such as supplying streetlights to a new development, replacing a sign that was damaged in an accident, or selling water meters for new homes. The fees are intended to recoup costs related to the materials the City has on hand to use in these situations. The City has received proposed 2025 pricing from its various 3 suppliers, and the fee table has been updated accordingly to reflect these new costs. Utility Rates Water usage rates are set to increase by 5.5% while sewer usage rates will rise by 5% to pay for current operating costs. The Storm Water is increasing by 3% per the Storm Water rate study that was completed in 2021. The streetlight rates are increasing by 8% in order to fund high operating and replacement costs. All utility rate increases are necessary to fund current operating costs. Recommendation Adopt Ordinance 1091, authorizing the implementation of fee changes, increases, and additions for the year 2025, effective January 1, 2025. Attachments 1. Fee Ordinance 2025 2. 2025 Proposed Fee's (Council) ORDINANCE NO. 1091 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, AMENDING THE CITY FEE TABLE The City Council of the City of Cottage Grove, Washington County, Minnesota, does hereby ordain as follows: SECTION 1. AMENDMENT. The City Fee Table administered by the City of Cottage Grove, County of Washington, State of Minnesota, shall be amended as specified in Attachment A effective January 1, 2025 and will remain in effect until amended or otherwise specified. SECTION 2. PUBLICATION BY TITLE AND SUMMARY. Pursuant to Minnesota Statute Section 412.191, subd. 4, in the case of a lengthy ordinance, a summary may be published in lieu of the entire ordinance. The entire ordinance has been posted in accordance with State Statute 415.19 on the City’s Public Notices board at City Hall, and on the City’s website under Pending Ordinances at least ten days before consideration. A copy of the entire ordinance is available at the office of the City Clerk and the fee table in its entirety will be published on the City’s website. The following summary is approved by the City Council and shall be published in lieu of the entire ordinance: City of Cottage Grove Ordinance 1091 The Cottage Grove City Council passed Ordinance 1091, which amends the City Fee Table in the following categories effective 1/1/2025: Ambulance (Basic Life Support, Advanced Life Support, Other) Development (Area Charges, Residential/Commercial/Industrial; Area Charges, Residential; Connection Fees, Commercial/Industrial; Connection Fees, Residential; Miscellaneous) Fines (License; Cannabinoid & Low Potency THC) Golf Course (Cart Rental; Driving Range; Facility Rental; Food and Beverage Minimum; Greens Fee (Juniors); Greens Fee (Non-Patron); Greens Fee (Patron); Greens Fee (Twilight Golf); Season Pass; Tournament; Ride Along; Ice Arena (High School Hockey Games; North & West Rink Ice Rental; Rentals, Other; South Rink Ice Rental; Turf Rental) Licenses (Business; Cannabinoid & Low Potency) Parks (Event/Tournament; Facility Use) Permits (Building, State Surcharges; Building/Mechanical/Plumbing Permits; Electrical; Grading/Excavation; Inspections; Mechanical/Plumbing (Commercial) Mechanical/Plumbing (Residential) Miscellaneous Permit Fees; Zoning; Public Safety (Police Services; Towing and Impound Admin Fee) Public Works (Equipment and Labor; Right-of- Way; Signs; Spring Cleanup; Street Lights) Utilities (Account; Permits/Rentals; Services; Sewer Usage Rates; Stormwater Utility Fees; Street Light Rates; Water Meters; Water Usage Rates). The full text of Ordinance 1091 is available at Cottage Grove City Hall during regular business hours and the new fee table will also be available on the city website at cottagegrovemn.gov, search City Fee Table, after it becomes effective. Tamara Anderson City Clerk SECTION 3. EFFECTIVE DATE. This ordinance shall be in full force and effect on 1/1/2025 after its passage and publication according to law. Passed this 4th day of December 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk 12345678910111213141516171819202122232425262728293031323334353637AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 FeesAmbulanceAmbulance Advanced Life Support Stand-By (Paramedic without Ambulance)$75.00 per Hour $80.00 per hourAmbulance Advanced Life SupportStand-By (EMT and Paramedic with Ambulance)$200.00 per Hour $220.00 per hourAmbulance Advanced Life SupportTreatment without Transport (includes all medication administration, oxygen administration, ETCO2 monitoring, ultrasound, ECG monitoring (including 12 lead EKG))$500.00 $540.00AmbulanceAdvanced Life Support Treatment and Transport - Tier 1$2,500.00 $2,690.00AmbulanceAdvanced Life Support Treatment and Transport - Tier 2$2,800.00 $3,010.00Ambulance Basic Life Support Stand-By (EMT without Ambulance)$50.00 per Hour$55.00 per hourAmbulance Basic Life Support Stand-By (2 EMTs with Ambulance)$150.00 per Hour$160.00 per hourAmbulance Basic Life SupportEvaluation without Transport (includes assessment, vital signs (including pulse oximetry), blood glucose measurement, basic bandaging, band-aid, basic wound care, splinting or carbon monoxide monitoring)No Charge Resident; $500.00 Non Resident No Charge Resident; $540.00 Non ResidentAmbulance Basic Life Support Treatment and Transport$2,000.00 $2,150.00Ambulance OtherMileage Charge (Per Loaded Mile From City Limits)$33.00 $40.00Ambulance OtherNon-Resident Fee$210.00 $230.00Ambulance OtherSpecial Services EMS Charge$410.00 $440.00AnimalAnimal Impound City-Ordered, Administrative FeeActual Cost Incurred by Impound FacilityActual Cost Incurred By Impound FacilityAnimal Impound City-Ordered, Facility FeeActual Cost Incurred by Impound FacilityActual Cost Incurred By Impound FacilityAnimal OtherAdministrative hearing fee, dangerous/potentially dangerous dog$200.00 $200.00Animal Licenses Dog/Cat, Duplicate Tag$5.00 Each $5.00 eachAnimal Licenses Dog/Cat, Multiple Animal$100.00 Per Calendar Year $100.00 Per Calendar YearAnimal LicensesDog/Cat, Non-Spayed/Non-Neutered (1 Calendar Year)$20.00 Renewal $20.00 RenewalAnimal LicensesDog/Cat, Non-Spayed/Non-Neutered (Lifetime License)$75.00 $75.00Animal Licenses Dog/Cat, Spayed/Neutered (1 Calendar Year)$15.00 Renewal $15.00 RenewalAnimal LicensesDog/Cat, Spayed/Neutered (No Micro-chip Lifetime License)$60.00 $60.00Animal LicensesDog/Cat, Spayed/Neutered (Micro-chipped Lifetime License)$50.00 $50.00Animal Licenses Kennel, Commercial$50.00 per Year$50.00 per yearAnimal LicensesGoats, Temporary Keeping of, Vegetation Management$50.00 per Calendar Year $50.00 Per Calendar YearAnimal Registrations Dog, Potentially Dangerous$60.00 Spayed/Neutered; $65.00 Non-Spayed/Non-Neutered per Calendar Year $60.00 Spayed/Neutered; $65.00 Non-Spayed/Non-Neutered per Calendar YearAnimal Registrations Dog, Dangerous$100.00 Spayed/Neutered; $105.00 Non-Spayed/Non-Neutered per Calendar Year$60.00 Spayed/Neutered; $65.00 Non-Spayed/Non-Neutered per Calendar YearDevelopmentDevelopmentArea Charges, Commercial/Industrial Sanitary Sewer, Remainder of City$2,345.00 per acre $2,410.00 per acre DevelopmentArea Charges, Commercial/Industrial Sanitary Sewer, South District Lower$13,120.00 per acre $13,470.00 per acreDevelopmentArea Charges, Commercial/Industrial Sanitary Sewer, South District Upper$4,940.00 per acre $5,070.00 per acreDevelopmentArea Charges, Commercial/Industrial Storm Water Facilities, Remainder of City$11,285.00 per acre $11,590.00 per acreDevelopmentArea Charges, Commercial/Industrial Storm Water Facilities, West Draw$12,575.00 per acre $12,910.00 per acreDevelopmentArea Charges, Commercial/Industrial Waterworks$7,260.00 per acre $7,460.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, Remainder of City$1,670.00 per acre $1,720.00 per acre 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees3839404142434445464748495051525354555657585960616263646566676869Development Area Charges, Residential Sanitary Sewer, South District Lower$9,300.00 per acre $9,550.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, South District Upper$3,510.00 per acre $3,600.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, Upper Ravine$8,570.00 per acre $8,800.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, West Draw Area 1$2,090.00 per acre $2,150.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, West Draw Area 2$3,450.00 per acre $3,540.00 per acreDevelopment Area Charges, Residential Sanitary Sewer, Utility Staging Area 2$7,000.00 per acre $7,190.00 per acreDevelopmentArea Charges, Commercial/Industrial Sanitary Sewer, Utility Staging Area 2$9,870.00 per acre $10,140.00 per acreDevelopmentArea Charges, Commercial/Industrial Storm Water Facilities, East Ravine$13,210.00 per acre $13,570.00 per acreDevelopmentArea Charges, Commercial/Industrial Storm Water Facilities, South District$13,020.00 per acre $13,370.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Remainder of City - Ag Developed$8,090.00 per acre $8,310.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Remainder of City - Estate$5,630.00 per acre $5,780.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Remainder of City - High Density$11,290.00 per acre $11,590.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Remainder of City - Medium Density$9,410.00 per acre $9,660.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Remainder of City - Single Family$7,730.00 per acre $7,940.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, SW Drainage Area - Multi Family$11,080.00 per acre $11,380.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, SW Drainage Area - Single Family$8,470.00 per acre $8,700.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Upper Ravine - Multi Family$5,900.00 per acre $6,060.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, Upper Ravine - Single Family$5,000.00 per acre $5,140.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, West Draw - Ag Developed$9,010.00 per acre $9,250.00 per acreDevelopment Area Charges, Residential Storm Water Facilities, West Draw - Estate$6,290.00 per acre $6,460.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, West Draw - High Density$12,580.00 per acre $12,920.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, West Draw - Medium Density$10,490.00 per acre $10,770.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, West Draw - Single Family$8,380.00 per acre $8,610.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, South District - High Density$13,020.00 per acre $13,370.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, South District - Medium Density$10,880.00 per acre $11,170.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, South District - Single Family$8,920.00 per acre $9,160.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, East Ravine - High Density$13,210.00 per acre $13,570.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, East Ravine - Medium Density$11,030.00 per acre $11,330.00 per acreDevelopment Area Charges, ResidentialStorm Water Facilities, East Ravine - Single Family$9,040.00 per acre $9,280.00 per acreDevelopment Area Charges, Residential Water Works, Remainder of City$5,850.00 per acre $6,010.00 per acreDevelopmentConnection Fees, Commercial/Industrial Sanitary Sewer$1,520.00 per acre $1,560.00 per acreDevelopmentConnection Fees, Commercial/Industrial Water Works$2,250.00 per are $2,310.00 per acre 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees7071727374757677787980818283848586878889DevelopmentConnection Fees, Residential Sanitary Sewer, Entire City$400.00 per unit $410.00 per unitDevelopmentConnection Fees, Residential Water Works, Entire City$320.00 per unit $330.00 per unit Development EngineeringTelecommunication Facilities Lease (Escrow Fee and Contract Required; Tenant Responsible for Additional Consulting, Planning or Building Permit Fees)Grange Water Tower (H10' X W10' X D24" Maximum Area)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)Development EngineeringTelecommunication Facilities Lease (Escrow Fee and Contract Required; Tenant Responsible for Additional Consulting, Planning or Building Permit Fees)Meadowgrass Water Tower (H10' X W12' X D32" Maximum Area)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)Development EngineeringTelecommunication Facilities Lease (Escrow Fee and Contract Required; Tenant Responsible for Additional Consulting, Planning or Building Permit Fees)Inwood Water Tower (H10' X W12' X D32" Maximum Area)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)Development EngineeringTelecommunication Facilities Lease (Escrow Fee and Contract Required; Tenant Responsible for Additional Consulting, Planning or Building Permit Fees)Innsdale Water Tower (H10' X W12' X D32" Maximum Area)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)Development EngineeringTelecommunication Facilities Lease (Escrow Fee and Contract Required; Tenant Responsible for Additional Consulting, Planning or Building Permit Fees)92nd Street Water Tower (H10' X W12' X D32" Maximum Area)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)$46,350.00/Year with 4% Annual Lease Rate Escalator (Leased Space in Excess of Maximum Area Prorated)Development EngineeringTelecommunication Facilities Lease (Generator Fee) $6000.00/per year per generator with a 3% Annual Lease Rate Escalator$6000.00/Per Year Per Generator With a 4% Annual Lease Rate EscalatorDevelopment Engineering Telecommunication Facilities Escrow Fee$10,000.00 $10,000.00Development EngineeringCity Concept Review, Public Improvement (Private Developer)1.0% 1%Development EngineeringCity Design Escrow, Public Improvement (Private Developer, Public Design)5.0% 5%Development EngineeringCity Engineering Administration Fee, Public Improvement (Private Developer)2.0% 2%Development EngineeringCity Engineering Administration Fee, Public Project4.0% 4%Development EngineeringCity Inspection Escrow, Public Improvement (Private Developer, Private Design) - $0 - $1 million project valuation6% 6%Development EngineeringCity Inspection Escrow, Public Improvement (Private Developer, Private Design) - Project valuation greater than $1 million 5% 5%Development EngineeringCity Inspection/Testing Escrow, Public Improvement (Private Developer, Public Design)10.0% 10%Development Engineering Hourly Rate for Engineering and Staff TimeActual cost Actual CostDevelopment EngineeringPlan Review Escrow, Public Improvement (Private Developer, Private Design) - Project valuation greater than $1 million 2% 2%Development EngineeringPlan Review Escrow, Public Improvement (Private Developer, Private Design) - $0 - $1 million project valuation2.5% 3%Development EngineeringPrivate Commercial Site Improvements - $0 - $100, 000 Valuation$300.00 Base Fee for Up To The First $20,000 Site Improvement Valuation; $13.00 per Additional $1,000 Site Improvement Valuation$300.00 Base Fee for Up To The First $20,000 Site Improvement Valuation; $13.00 per Additional $1,000 Site Improvement Valuation 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees90919293949596979899100101102103104105106107108109110111112113114115116117118119120121122123124125126127128129Development EngineeringPrivate Commercial Site Improvements - $500,001 - $1,000,000 Valuation$4,300.00 Base Fee for First $500,000 Site Improvement Valuation; $5.00 per Additional $1,000 Site Improvement Valuation$4,300.00 Base Fee for First $500,000 Site Improvement Valuation; $5.00 per Additional $1,000 Site Improvement ValuationDevelopment EngineeringPrivate Commercial Site Improvements - Greater than $1,000,000 valuation$6,600.00 Base Fee for First $1,000,000 Site Improvement Valuation; $4.5 per Additional $1,000 Site Improvement Valuation$6,600.00 Base Fee for First $1,000,000 Site Improvement Valuation; $4.5 per Additional $1,000 Site Improvement ValuationDevelopment EngineeringPrivate Commercial Site Improvements $100, 001 - $500,000 Valuation$1,300.00 Base Fee for First $100,000 Site Improvement Valuation; 8.00 per Additional $1,000 Site Improvement Valuation$1,300.00 Base Fee for First $100,000 Site Improvement Valuation; 8.00 per Additional $1,000 Site Improvement ValuationDevelopment Miscellaneous Business Park AUAR$111.00 per Acre $111.00 per AcreDevelopment Miscellaneous Administrative Use Permit, Commerical$515.00 plus $5,000.00 Escrow $565.00 Plus $5,000.00 EscrowDevelopment Miscellaneous Administrative Use Permit, Residential$515.00 plus $1,000.00 Escrow $565.00 Plus $5,000.00 EscrowDevelopment MiscellaneousAgricultural Preservation Documentation Processing$100.00 $150.00Development Miscellaneous Business Subsidy Application$10,000.00 Escrow (Unused Escrow Amount Returned) $10,000.00 Escrow (Unused Escrow Amount Returned)Development Miscellaneous Comprehensive Plan$50.00 paper copy/$10 digitial $50.00 Paper Copy/$10 DigitialDevelopment MiscellaneousComprehensive Plan Amendment, Map or Text$620.00 + $55.00 GIS Fee + $2,500.00 Escrow $670.00 + $55.00 GIS Fee + $2,500.00 EscrowDevelopment Miscellaneous Concept Plan Review$1,030.00 plus $20.00 per Acre; $1,000.00 Escrow $1,080.00 Plus $20.00 Per Acre; $1,000.00 EscrowDevelopment Miscellaneous Conditional Use Permit, Commercial$515.00 plus $5,000.00 Escrow $565.00 Plus $5,000.00 EscrowDevelopment Miscellaneous Conditional Use Permit, Interim$515.00 Annually$565.00 Plus $5,000.00 EscrowDevelopment Miscellaneous Conditional Use Permit, Residential$515.00 plus $1,000.00 Escrow $565.00 Plus $5,000.00 EscrowDevelopment Miscellaneous East Ravine AUAR Charge$120.00 per Acre $120.00 Per AcreDevelopment Miscellaneous Environmental Assessment Worksheet$620.00 plus Actual Costs $620.00 Plus Actual CostsDevelopment MiscellaneousFinancial Guarantee, Escrow for Subdivision ImprovementsPublic Improvements – 125% of Estimated Cost. Boulevard, Landscaping Improvements - 150% of Estimated Cost.Public Improvements – 125% of Estimated Cost. Boulevard, Landscaping Improvements - 150% of Estimated Cost.Development Miscellaneous Historic Preservation Delisting$515.00 $515.00Development Miscellaneous Historic Preservation Designation$515.00 $515.00Development MiscellaneousLot Grading and Corner Lot Pin Compliance Escrow$1,000.00 per Lot $1,000.00 Per LotDevelopment Miscellaneous Metropolitan Council SAC Charge$2,485.00 per Unit for Applicable 2023 Permits $2,485.00 Per Unit for Applicable 2025 PermitsDevelopment Miscellaneous Mining, Annual Inspection and Review$2,060.00 $2,060.00Development Miscellaneous Mining, Permit Removal per Occurrence Under 100,000 tons $250.00. Over 100,000 tons $500.00 Under 100,000 tons - $300.00. Over 100,000 tons - $550.00Development Miscellaneous Natural Resources Inventory$70.00 per Paper Copy$70.00 Per Paper CopyDevelopment Miscellaneous Off-Site Stormwater Ponding FeeReference City Stormwater Management Plan Reference City Stormwater Management PlanDevelopment Miscellaneous Park Land Dedication, Commercial Land Only Minimum of 10% of the Buildable Land within the Development. Minimum of 10% of the Buildable Land within the Development.Development Miscellaneous Park Land Dedication, Commercial Cash in Lieu ofEstimated $8,100.00 Per Acre or 4% of the Fair Market Value, whichever is greater.Estimated $8,400.00 Per Acre or 4% of the Fair Market Value, whichever is greater.Development Miscellaneous Park Land Dedication, Industrial Cash Only$8,100.00 $8,400.00Development Miscellaneous Park Land Dedication, Residential Land Only Minimum of 10% of the Buildable Land within the Development. Minimum of 10% of the Buildable Land within the Development.Development Miscellaneous Park Land Dedication, Residential Cash in Lieu of (Single Family) $4,600.00 Per Unit or 10% of the Fair Market Value, whichever is greater. $4,900.00 Per Unit or 10% of the Fair Market Value, whichever is greater.Development Miscellaneous Park Land Dedication, Residential Cash in Lieu of (Quad Buildings) $3,300.00 Per Unit or 10% of the Fair Market Value, whichever is greater. $3,600.00 Per Unit or 10% of the Fair Market Value, whichever is greater.Development Miscellaneous Park Land Dedication, Residential Cash in Lieu of (Townhome) $3,300.00 Per Unit or 10% of the Fair Market Value, whichever is greater. $3,600.00 Per Unit or 10% of the Fair Market Value, whichever is greater.Development Miscellaneous Park Land Dedication, Residential(y(Apartments, Condos, Independent Senior Living)) $1,900.00 Per Unit or 10% of the Fair Market Value, whichever is greater. $2,200.00 Per Unit or 10% of the Fair Market Value, whichever is greater.Development Miscellaneous Park Land Dedication, Residential(y,Assisted Living (Skilled Care, Memory Care))$8,100.00 Per Acre or 10% of the Fair Market Value, whichever is greater. $8,400.00 Per Acre or 10% of the Fair Market Value, whichever is greater.Development Miscellaneous Plat, Final$310.00 + $100.00/acre + $5,000.00 Escrow $360.00 + $100.00/Acre + $5,000.00 EscrowDevelopment Miscellaneous Plat, Preliminary$515.00 + $50.00 per Lot/Unit + $5,000.00 Escrow $565.00 + $50.00 Per Lot/Unit + $5,000.00 EscrowDevelopment Miscellaneous Public ROW and Easement Vacations$310.00 $360.00Development Miscellaneous PUD (Planned Unit Development)$615 plus $2,000 Escrow $900 Plus a $2,000 EscrowDevelopment Miscellaneous Re-addressing$100.00 $150.00Development Miscellaneous Sealcoating, Street, New Subdivison$1.25 per Square Yard $1.25 Per Square Yard 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees130131132133134135136137138139140141142143144145146147148149150151152153154155156157158159160161162163164165166167168169170171172173174175176Development Miscellaneous Sealcoating, Trails$2.50 per Square Yard $2.50 Per Square YardDevelopment Miscellaneous Sign Ordinance$15.00 per Paper Copy / $10.00 Digitial Format $15.00 Per Paper Copy / $10.00 Digitial FormatDevelopment Miscellaneous Signs, Illegal, Return of$10.00 per sign $10.00 Per SignDevelopment Miscellaneous Site Plan$415.00 plus $5,000.00 Escrow $500.00 Plus $5,000 EscrowDevelopment Miscellaneous Sketch Plan Review$155.00 plus $500.00 Escrow $205.00 Plus $500.00 EscrowDevelopment Miscellaneous Street Lighting - New Developments$5.85/Lot/Month for 24 Months $6.32/Lot/Month for 24 MonthsDevelopment Miscellaneous Street Renaming$200.00 plus sign material and labor for installation $200.00 (Plus Sign Material and Labor for Installation)Development Miscellaneous Subdivision, Minor$310.00 plus $2,000 Escrow $500.00 Plus $2,000 EscrowDevelopment Miscellaneous Tree Mitigation Replacement Trees Reference Title 11-3-14 Reference Title 11-3-13Development Miscellaneous Tree Mitigation Cash In Lieu of$150.00 per Required Replacement Inch per Title 11-6-20 $150.00 Per Required Replacement InchDevelopment Miscellaneous Variance, Post-Construction$875.00 $925.00Development Miscellaneous Variance, Pre-Construction$255.00 $300.00Development Miscellaneous Zoning Amendment, Text or Map$615.00 plus $2,000.00 Escrow $665.00 Plus $2,000.00 EscrowDevelopment Miscellaneous Zoning Appeal$260.00 $310.00Development Miscellaneous Zoning Letter$75.00 $100.00Development Miscellaneous Zoning Ordinance$30.00 per Paper Copy / $10 Digital Format $30.00 Per Paper Copy / $10 Digital FormatDevelopment Miscellaneous Park and Open Space Identification Markers$175/post $175/PostFinesFines Code Enforcement Weeds, Tall, Abatement 1st Violation in 12-Month Period $55.00 plus Actual Cost $55.00 Plus Actual CostFines Code Enforcement Weeds, Tall, Abatement 2nd Violation in 12-Month Period $105.00 plus Actual Cost $105.00 Plus Actual CostFines Code Enforcement Weeds, Tall, Abatement 3rd Violation in 12-Month Period $205.00 plus Actual Cost $205.00 Plus Actual CostFines LicenseCannabinoid & Low Potency THC, Underage Sale 1st Violation in a 24-Month Period$500.00 (plus 1-day suspension) or, in lieu of the suspension and the fine, at the City Council's discretion, participation of all employees in an educational program approved by the Public Safety DirectorFines LicenseCannabinoid & Low Potency THC, Underage Sale 2nd Violation in a 24-Month Period$1,000.00 (Plus 3-Day Suspension)Fines LicenseCannabinoid & Low Potency THC, Underage Sale 3rd Violation in a 24-Month Period$2,000.00 (Plus 7-Day Suspension)Fines LicenseCannabinoid & Low Potency THC, Underage SaleAdditional Violations in a 24-Month Period30-day SuspensionFines License False Alarms, Commercial (0-4)No charge No ChargeFines License False Alarms, Commercial (5-6)$75.00 Each $75.00 EachFines License False Alarms, Commercial (7-9)$150.00 Each $150.00 EachFines License False Alarms, Commercial (10+)$300.00 Each $300.00 EachFines License Liquor, Underage Sale 1st Violation in a 24-Month Period$500.00 (plus 1-day suspension) or, in lieu of the suspension and the fine, at the City Council's discretion, participation of all employees in an educational program approved by the Public Safety Director$500.00 (plus 1-day suspension) or, in lieu of the suspension and the fine, at the City Council's discretion, participation of all employees in an educational program approved by the Public Safety DirectorFines License Liquor, Underage Sale 2nd Violation in a 24-Month Period $1,000.00 (plus 3-Day Suspension) $1,000.00 (Plus 3-Day Suspension)Fines License Liquor, Underage Sale 3rd Violation in a 24-Month Period $1,500.00 (plus 7-Day Suspension) $1,500.00 (Plus 7-Day Suspension)Fines License Liquor, Underage Sale 4th Violation in a 24-Month Period Revocation RevocationFines License Tobacco, Underage Sale, Licensee 1st Violation in a 36-Month Period $300.00 $300.00Fines License Tobacco, Underage Sale, Licensee 2nd Violation in a 36-Month Period $600.00 $600.00Fines License Tobacco, Underage Sale, Licensee 3rd Violation in a 36-Month Period $1,000.00 (plus 7-Day Suspension) $1,000.00 (Plus 7-Day Suspension)Fines License Tobacco, Underage Sale, Licensee 4th Violation in a 36-Month Period License Revocation License RevocationFines License Tobacco, Underage Sales, Employee/Seller$50.00 $50.00General ServicesGeneral Services Copying/Printing Copies$0.25 $0.25General Services Copying/Printing City Maps, Urban or Rural$5.00 Each $5.00 EachGeneral Services Copying/Printing Printing, Large Format, Black and White$5.00 Each $5.00 EachGeneral Services Copying/Printing Printing, Large Format, Color$10.00 Each $10.00 EachGeneral Services FinanceAssessment Search$20.00 $20.00General Services FinanceFinance Charge on Accounts Receivable Aged Greater than 30 Days1.5% per month or $1.00 Minimum 1.5% Per Month or $1.00 MinimumGeneral Services Finance Finance, Projects3.0% 3%General Services Finance Nonsufficient Fund Charge$35.00 $35.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees177178179180181182183184185186187188189190191192193194195196197198199200201202203204205206207208209210211212213214215216217218219220221222223224225226227228229General Services Finance Tax-Exempt Revenue Bond Financing1% of the First $10 Million in Requested Financing, with 1/2 of the 1% Fee Being Charged on the Remaining Issue1% of the First $10 Million in Requested Financing, with 1/2 of the 1% Fee Being Charged on the Remaining IssueGeneral Services Finance Administrative fee for conduit debtActual out of Pocket Costs Actual out of Pocket CostsGeneral Services MiscellaneousAdministration, Projects2.00% 2%General Services Miscellaneous Special Meeting Fee$500.00 $500.00General Services MiscellaneousAppeals to the city administrator filing fee$200.00/Each $200.00/EachGeneral Services Miscellaneous City Hall Facility Use Cleaning Fee, Additional - $40.00 Per Hour. One Hour Minimum Charge Cleaning Fee, Additional - $40.00 per Hour. One Hour Minimum ChargeGeneral Services Miscellaneous Election Filing Fee$5.00 $5.00Golf CourseGolf Course Cart Rental Daily$30.00 $32.00Golf Course Cart Rental Daily$38.00 $40.00Golf Course Cart Rental Senior, Non-Primetime$20.00 $22.00Golf Course Cart Rental Senior, Non-Primetime$28.00 $30.00Golf Course Cart Rental Twilight$28.00 $30.00Golf Course Facility Rental 1/2 Banquet Room$500.00 $1,000.00Golf Course Facility Rental Main Banquet Room$3,000.00 $1,500.00Golf Course Facility Rental Wedding Rental$3,750.00 $4,500.00Golf Course Facility Rental Wedding Rental & Ceremony$4,500.00 $6,000.00Golf Course Food Minimum Main Banquet Room$3,000.00 $2,500.00Golf Course Food Minimum Main Banquet Room- Wedding$5,000.00 $4,500.00Golf Course Food Minimum Partial Rooms$1,000.00 $1,500.00Golf Course Greens Fee (Juniors) 18 Hole, After 1 PM$25.00 $25.00Golf Course Greens Fee (Juniors) 2 Hours Before Dark Junior Free if playing with an adult $5.00 $10.00Golf Course Greens Fee (Juniors) 9 Hole, After 1 PM$20.00 $20.00Golf Course Greens Fee (Non-Patron) 18 Hole, Friday - Sunday & Holiday$45.00 $47.00Golf Course Greens Fee (Non-Patron) 18 Hole, Monday - Thursday$41.00 $42.00Golf Course Greens Fee (Non-Patron)9 Hole, Friday - Sunday & Holiday, After 1 PM$28.00 $28.00Golf Course Greens Fee (Non-Patron) 9 Hole, Monday - Thursday$28.00 $28.00Golf Course Greens Fee (Patron) 18 Hole, Friday - Sunday & Holiday$42.00 $44.00Golf Course Greens Fee (Patron) 18 Hole, Monday - Thursday$38.00 $39.00Golf Course Greens Fee (Patron)9 Hole, Friday - Sunday & Holiday, After 1 PM$26.00 $26.00Golf Course Greens Fee (Patron) 9 Hole, Monday - Thursday$24.00 $26.00Golf Course Greens Fee (Seniors) 18 Hole, Friday - Sunday & Holiday$34.00 $38.00Golf Course Greens Fee (Seniors) 18 Hole, Monday - Thursday$28.00 $29.00Golf Course Greens Fee (Seniors)9 Hole, Friday - Sunday & Holiday, After 1 PM$22.00 $22.00Golf Course Greens Fee (Seniors) 9 Hole, Monday - Thursday$19.00 $21.00Golf Course Greens Fee (Twilight Golf) Walking$27.00 $28.00Golf Course Practice Range Range Balls Small$7.00 $8.00Golf Course Practice Range Range Balls Medium$11.00 $13.00Golf Course Practice Range Range Balls Large$15.00 $16.00Golf Course Season Pass Couple$2,550.00 $2,700.00Golf Course Season Pass Couple, Weekday$2,100.00 $2,250.00Golf Course Season Pass Half Cart Pass $750.00 $800.00Golf Course Season Pass Half Cart Pass, Senior$600.00 $650.00Golf Course Season Pass Individual$1,700.00 $1,800.00Golf Course Season Pass Individual, Weekday$1,400.00 $1,500.00Golf Course Season Pass Junior, Weekday$475.00 $475.00Golf Course Season Pass Junior, Weekends After 1 PM$675.00 $675.00Golf Course Season Pass Practice Range, Member$425.00 $450.00Golf Course Season Pass Practice Range, Non-Member$425.00 $750.00Golf Course Season Pass Senior$1,375.00 $1,475.00Golf Course Season Pass Senior, Husband/Wife$1,800.00 $2,250.00Golf Course Season Pass Senior, Husband/Wife, Weekday$1,675.00 $1,850.00Golf Course Season Pass Senior, Weekday$1,125.00 $1,250.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees230231232233234235236237238239240241242243244245246247248249250251252253254255256257258259260261262263264Golf Course Tournament Shotgun, Before May 15 or After Sep 19Monday - Thursday (includes $500 Merchandise Credit)$5,000.00 $5,500.00Golf Course Tournament Shotgun, Before May 15 or After Sep 19Friday - Sunday (includes $500 Merchandise Credit)$6,000.00 $6,500.00Golf Course Tournament Shotgun, May 16 thru Sep 18Monday - Thursday (includes $500 Merchandise Credit)$7,000.00 $7,500.00Golf Course Tournament Shotgun, May 16 thru Sep 18Friday - Sunday & Holidays (includes $500 Merchandise Credit)$8,000.00 $8,500.00Golf Course Ride Along Fee Ride Along Fee$8.00 $12.00Golf Course Trail Fee Trail FeeCurrent Rate Current rateIce ArenaIce ArenaHigh School Hockey GamesDouble - Admission Charged Varsity or JV games - Boys50/50 Split - $1,850.00 Minimum per Game 50/50 Split - $2,000 Minimum per GameIce ArenaHigh School Hockey GamesDouble - Admission Charged Varsity or JV games - Girls50/50 Split - $1,350.00 Minimum per Game 50/50 Split - $1,500 Minimum per GameIce ArenaHigh School Hockey GamesSingle - Admission Charged Varsity or JV games - Boys50/50 Split - $1,350.00 Minimum per Game 50/50 Split - $1,500 Minimum per GameIce ArenaHigh School Hockey GamesSingle - Admission Charged Varsity or JV games - Girls50/50 Split - $1050.00 Minimum per Game 50/50 Split - $1,200 Minimum per GameIce ArenaNorth & West Rink Ice Rental 72 Hour Deal$170.00 plus Tax $175.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Monday - Friday Prime (2:00 PM - 10:00 PM) $240.00 plus Tax $245.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Monday - Friday Non-Prime (10:00 PM - 2:00 PM) $170.00 plus tax $175.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31) 1 - 10 Hours$185.00 plus tax $190.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31) 11 - 20 Hours$175.00 plus Tax $180.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31) 21- 35 Hours$165.00 plus Tax $170.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31) 36 – 60 Hours$160.00 plus Tax $165.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31) 61 Hours or More$155.00 plus Tax $160.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Off Season (April 1 – August 31)Non-Prime Rate (Before 6 AM or After 10 PM)$170.00 plus Tax $175.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Saturday & Sunday Prime (6:00 AM - 10:00 PM) $240.00 plus Tax $245.00 Plus TaxIce ArenaNorth & West Rink Ice Rental Saturday & Sunday Non-Prime (10:00 PM - 6:00 AM) $170.00 plus Tax $175.00 Plus TaxIce Arena Public Skating Figure Skaters Practice - North or West Rink$14.00 per Person $14.00 Per PersonIce Arena Public Skating Figure Skaters Practice - South Rink$7.00 per Person $7.00 Per PersonIce Arena Public Skating Open Hockey$7.00 per Person $7.00 Per PersonIce Arena Public Skating Public Skating$7.00 per Person $7.00 Per PersonIce Arena Public Skating Public Skating Punch Card$49.00 $49.00 EachIce Arena Rentals, Other Ice Resurfacing, Extra$25.00 $25.00Ice Arena Rentals, OtherMarquee Sign$10.00 per day per side $10.00 Per Day Per SideIce Arena Rentals, Other Meeting Room$25.00 per hour $30.00 Per HourIce Arena Rentals, OtherSkate Rental$7.00 per pair$7.00 Per PairIce Arena Rentals, OtherSkate Sharpening$7.00 per pair$7.00 Per PairIce Arena Rentals, OtherSkate Sharpening Punch Card$49.00/8 sharpenings $49.00/ 8 SharpeningsIce Arena South Rink Ice Rental 72 Hour Deal$130.00 plus Tax $135.00 Plus TaxIce Arena South Rink Ice Rental Monday - Friday Prime (2:00 PM - 9:00 PM) $140.00 plus Tax $145.00 Plus Tax 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300301302303Ice Arena South Rink Ice Rental Monday - Friday Non-Prime (9:00 PM - 2:00 PM) $130.00 plus Tax $135.00 Plus TaxIce Arena South Rink Ice Rental Off Season (April 1 – August 31) Prime (6:00 AM to 10:00 PM) $140.00 plus Tax $145.00 Plus TaxIce Arena South Rink Ice Rental Off Season (April 1 – August 31)Non-Prime (Before 6:00 AM or After 10:00 PM)$130.00 plus Tax $135.00 Plus TaxIce Arena South Rink Ice Rental Saturday & Sunday Prime (6:00 AM - 9:00 PM) $140.00 plus Tax $145.00 Plus TaxIce Arena South Rink Ice Rental Saturday & Sunday Non-Prime (9:00 PM - 6:00 AM) $130.00 plus Tax $135.00 Plus TaxIce Arena Turf Rental March - September$90.00 plus Tax $100.00 Plus TaxLicensesLicenses Business Adult Entertainment, Principal Uses$5,000.00 plus Investigation Fee of $2,060.00 In-State; Up To $10,300.00 Out-State$5,000.00 Plus Investigation Fee of $2,060.00 In-State; up to $10,300.00 Out-Of-StateLicenses Business Beekeeping$100.00 every 2 years $100.00 Every 2 YearsLicenses Business Chicken and Duck Keeping$100.00 every 2 years $100.00 Every 2 YearsLicenses Business Fireworks Sales, Retail (Accessory Seller)$100.00 $100.00Licenses Business Fireworks Sales, Retail (Principal Seller)$350.00 $350.00Licenses BusinessGambling, Investigation Fee (Premises Permits and Bingo Halls)$250.00 $250.00Licenses BusinessGambling, Permit and State Licensing Exemptions$100.00 $100.00Licenses Business Liquor, 3.2% Malt Liquor, Investigation Fee$250.00 (except Temporary Licenses) $250.00 (Except Temporary Licenses)Licenses Business Liquor, 3.2% Malt Liquor, Off Sale$200.00 per Calendar Year$200.00 Per Calendar YearLicenses Business Liquor, 3.2% Malt Liquor, Off Sale, Brew Pub$200.00 per Calendar Year $200.00 Per Calendar YearLicenses BusinessLiquor, 3.2% Malt Liquor, Off Sale, Small Brewer$200.00 per Calendar Year $200.00 Per Calendar YearLicenses Business Liquor, 3.2% Malt Liquor, On Sale$600.00 per Calendar Year$600.00 Per Calendar YearLicenses Business Liquor, 3.2% Malt Liquor, On Sale, Club$100.00 per Calendar Year $100.00 Per Calendar YearLicenses BusinessLiquor, 3.2% Malt Liquor, On Sale, Temporary$50.00/Day for Each Location $50.00/Day For Each LocationLicenses Business Liquor, Consumption & Display$300.00 per Calendar Year$300.00 Per Calendar YearLicenses Business Liquor, Consumption & Display, Temporary$25.00 per Day $25.00 Per DayLicenses Business Liquor, Intoxicating, Investigation FeeAll Application Types$500.00 $500.00Licenses Business Liquor, Intoxicating, Investigation FeeAdditional Investigation$200.00 $200.00Licenses Business Liquor, Intoxicating, Investigation Fee Foreign CorporationsActual CostActual CostLicenses Business Liquor, Intoxicating, Off Sale$200.00 per Calendar Year $200.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, Off Sale, Brew Pub Malt Liquor$500.00 per Calendar Year $500.00 Per Calendar YearLicenses Business Liquor, Intoxicating, Off Sale, Microdistillery$200.00 per Calendar Year $200.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, Off Sale, Small Brewer Malt Liquor$200.00 per Calendar Year $200.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, Off Sale, Wine, Temporary$50.00 per Day for Each Location $50.00 Per Day for Each LocationLicenses Business Liquor, Intoxicating, On Sale$6,000.00 Per Calendar Year $6,000.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, On Sale, Community Festival, Temporary$50.00 per Day for Each Location $50.00 Per Day for Each LocationLicenses Business Liquor, Intoxicating, On Sale, Brew Pub$500.00 per Calendar Year $500.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, On Sale, Brewer Taproom$750.00 per Calendar Year $750.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club <=200 Members $300.00 per Calendar Year $300.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club 201 - 500 Members $500.00 per Calendar Year $500.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club 501 - 1,000 Members $650.00 per Calendar Year $650.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club 1,001 - 2,000 Members $800.00 per Calendar Year $800.00 Per Calendar Year 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees304305306307308309310311312313314315316317318319320321322323324325326327328329330331332333334335336337338339340Licenses Business Liquor, Intoxicating, On Sale, Club 2,001 - 4,000 Members $1,000.00 per Calendar Year $1,000.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club 4,001 - 6,000 Members $2,000.00 per Calendar Year $2,000.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Club >6,000 Members $3,000.00 per Calendar Year $3,000.00 Per Calendar YearLicenses Business Liquor, Intoxicating, On Sale, Culinary Class$750.00 per Calendar Year $750.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, On Sale, Microdistillery Cocktail Room$750.00 per Calendar Year $750.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, On Sale, Microdistillery, Temporary$50.00 per Day for Each Location $50.00 Per Day for Each LocationLicenses BusinessLiquor, Intoxicating, On Sale, Sports Facility or Cultural Facility, Temporary$50.00 per Day for Each Location $50.00 Per Day for Each LocationLicenses Business Liquor, Intoxicating, On Sale, Temporary$50.00/Day for Each Location $50.00 Per Day for Each LocationLicenses Business Liquor, Intoxicating, On Sale, Wine$2,000.00 per Calendar Year $2,000.00 Per Calendar YearLicenses BusinessLiquor, Intoxicating, On Sale, Wine Festival, Temporary$50.00 per Day for Each Location $50.00 Per Day for Each LocationLicenses Business Liquor, Intoxicating, Sunday$200.00 per Calendar Year $200.00 Per Calendar YearLicenses BusinessReapplication Fee following Revocation by the Council Double the current license fee Double the Current License FeeLicenses Business Massage Business$100.00 per Calendar Year; $100.00 Initial Investigation Fee $100.00 Per Calendar Year; $100.00 Initial Investigation FeeLicenses Business Massage Therapist$50.00 per Calendar Year; $50.00 Initial Investigation Fee $50.00 Per Calendar Year; $50.00 Initial Investigation FeeLicenses Business Mobile Food Unit Operator License$50/day or $250/year$50/Day or $250/YearLicenses Business Pawnbroker$1,030.00 per Calendar Year; $530.00 Investigation Fee $1,030.00 Per Calendar Year; $530.00 Investigation FeeLicenses Business Peddler/Transient Merchant$105.00 per Calendar Year/License Period $105.00 Per Calendar Year/License PeriodLicenses Business Secondhand Goods Dealer, Single or Multiple $1,030.00 per Calendar Year; $530.00 Investigation Fee $1,030.00 Per Calendar Year; $530.00 Investigation FeeLicenses BusinessSolid Waste and Recycling Collector, Commercial$360.00 Per Calendar Year $365.00 per Calendar YearLicenses BusinessSolid Waste and Recycling Collector, Residential$565.00 per Calendar Year $570.00 Per Calendar YearLicenses Business Special Event Permit$100.00 $100.00Licenses BusinessLower-Potency Hemp Edible Retailer Intial Registration (1 License Per Retail Location) (Registration Fee Plus First Renewal Fee)$250.00Licenses BusinessLower-Potency Hemp Edible Retailer Renewal Fee (Per Retail Location)$125.00Licenses BusinessMedical Cannabis Combination Initial Registration (Registration Fee Plus First Renewal Fee)$1,500.00Licenses BusinessMedical Cannabis Combination (Renewal Fee)$1,000.00Licenses BusinessCannabis Event Organizer Permit (Event Fee and Escrow) (One Event)250.00 Each Event with a $5000.00 EscrowLicenses BusinessMicro Initial Registration (Registration Fee Plus First Renewal Fee)$1,000.00Licenses Business Micro (Renewal Fee)$1,000.00Licenses BusinessMezzo Initial Registration (Registration Fee Plus First Renewal Fee)$1,500.00Licenses Business Mezzo (Renewal Fee)$1,000.00Licenses BusinessCannabis Cultivator (Registration Fee plus first Renewal Fee)$1,500.00Licenses Business Cannabis Cultivator (Renewal Fee)$1,000.00Licenses BusinessCannabis Manufacturer (Registration Fee plus first Renewal Fee)$1,500.00Licenses Business Cannabis Manufacturer (Renewal Fee)$1,000.00Licenses BusinessCannabis Retailer (Registration Fee plus first Renewal Fee)$1,500.00Licenses Business Cannabis Retailer (Renewal Fee)$1,000.00Licenses BusinessCannabis Wholesaler (Registration Fee Plus First Renewal Fee)$1,500.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees341342343344345346347348349350351352353354355356357358359360361362363364365366367368369370371372373374375376377378379380381382383384385386387388Licenses Business Cannabis Wholesaler (Renewal Fee)$1,000.00Licenses BusinessCannabis Transporter (Registration Fee Plus First Renewal Fee)$750.00Licenses Business Cannabis Transporter (Renewal Fee)$500.00Licenses BusinessCannabis Testing Facility (Registration Fee Plus First Renewal Fee)$1,500.00Licenses Business Cannabis Testing Facility (Renewal Fee)$1,000.00Licenses BusinessCannabis Delivery Service (Registration Fee Plus First Renewal Fee)$750.00Licenses Business Cannabis Delivery Service (Renewal Fee)$500.00Licenses BusinessLower-Potency Hemp Edible Manufacturer (Registration Fee Plus First Renewal Fee)$1,000.00Licenses BusinessLower-Potency Hemp Edible Manufacturer (Renewal Fee)$500.00Licenses Business Tobacco Sales, Retail$250.00 per Calendar Year$250.00 Per Calendar YearLicenses Rental Rental Dwelling, Late Fee$25.00 $50.00Licenses Rental Rental Dwelling, Multiple Family$100.00 per Building Plus $10.00 per Unit Annually$175 Per Building Plus $20 Per Unit - AnnuallyLicenses Rental Rental Dwelling, Reinspection Fee$50.00 per Unit/Dwelling$60.00Licenses Rental Rental Dwelling, Single/Duplex/Twin$180.00 per Unit for 2-Year License $250 Per Unit - BieniallyParksParks Event/Tournament Class 2$0.00 $0.00Parks Event/Tournament Class 3$315.00 $325.00Parks Event/Tournament Class 4$525.00 $540.00Parks Event/Tournament Class 5$675.00 $695.00Parks Event/Tournament Concession Fee$50.00/day$55.00Parks Event/Tournament Event Staff$70.00/hourTBDParks Event/Tournament Field ChalkAs quoted by Parks DivisionAs Quoted by Parks DivisionParks Facility Use Outdoor Ballfields (2 Hour Minimum) $25.00/Hour (Resident); $35.00/Hour (Non-Resident) $26.00/Hour (Resident); $36.00/Hour (Non-Resident)Parks Facility Use Outdoor Court (2 Hour Minimum)$10.00/Hour (Resident); $15.00/Hour (Non-Resident)$11.00/Hour (Resident); $16.00/Hour (Non-Resident)Parks Facility Use Outdoor Rink Rental$58.00/Hour (Resident); $73.00/Hour (Non-Resident)$60.00/Hour (Resident); $75.00/Hour (Non-Resident)Parks Facility Use Park Building$185.00/Day (Resident): $250.00/Day (Non-Resident) $191.00/Day (Resident): $258.00/Day (Non-Resident)Parks Facility Use Park Building: Glacial Valley Park$450.00/Day (Resident): $550.00/day (Non-Resident) $464.00/Day (Resident): $567.00/day (Non-Resident)Parks Facility Use Pavilion, Shelter$75.00/Day (Resident); $100.00/Day (Non-Resident) $77.00/Day (Resident); $103.00/Day (Non-Resident)Parks Facility Use Tent/Bounce House Location Marking$50.00/marked location $50.00/Marked LocationParks Donation Memorial Bench$2,000.00 $2,000.00Parks Donation Picnic Table$1,250.00 $1,250.00Parks Donation Tree$400.00/ or price of the tree $400.00/ or Price of the TreePermitsPermits BuildingCity Contractor Licensing (Excluding Mechanical and Sign Contractor who hold a State License or Bond)$58.00 Annual $60 AnnualPermits BuildingBuilding Permit Fee Table (All New Residential & Commercial Construction, Finishing, Alterations, Remodeling, Additions, Commercial Driveway/Parking Areas, and Swimming Pools Greater than 18 Inches Deep)$110.00 Minimum (Residential); $150.00 Minimum (Commercial) $116 Minimum (Residential) and $158 Minimum (Commercial)Permits Building Building Permit Renewal Fee1/2 of the Original Permit Fee 180 days from Issuance Date or 180 Days from Last Inspection Date1/2 of the Original Permit Fee 180 Days From Issuance Date or 180 Days From Last Inspection DatePermits Building Commercial Certificate of Occupancy$58.00 $61.00Permits Building Construction and Utility Permits3% of Construction Cost ($150.00 Minimum) 3% of Construction Cost ($150.00 Minimum)Permits Building Contractor License per permit $5.00 license look-up for contractors with licenses at State $5.00 License Look-up for Contractors with Licenses at the StatePermits Building Decks (New)$173.00 $182.00Permits BuildingDecks (Remodel - Railing/Stairs Non Structural)$115.00 $121.00Permits Building Driveways, Residential$85.00 $90.00Permits Building Investigative FeeCharge Up To But Not Exceeding Permit Fee Charge Up To But Not Exceeding Permit FeePermits Building Kitchen/Bath Remodel$110.00 $116.00Permits Building Manufactured Home$110.00 $116.00Permits Building Building Plan Review Fee$25.00 Minimum, 68% Maximum of Building Permit Fee $25.00 Minimum, 68% Maximum of Building Permit FeePermits Building Pool, Inground, Demolition$115.00 $121.00Permits Building Pool/Spa$58.00 Above Ground $61.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees389390391392393394395396397398399400401402403404405406407408409410411412413414415416Permits Building Pool/Spa$115.00 Inground $121.00Permits Building Building Permit based on Project Valuation$500 - $2,000: $31.50 Base Fee for the first $500 Project Valuation; $4.20 per additional $100 Project Valuation$2,001 - $25,000: $89.25 Base Fee for first $2,000 Project Valuation; $16.80 per additional $1,000 Project Valuation$25,001 - $50,000: $493.50 Base Fee for first $25,000 Project Valuation; $12.36 per additional $1,000 Project Valuation$50,001 - $100,000: $808.50 Base Fee for first $50,000 Project Valuation; $8.60 per additional $1,000 Project Valuation$100,001 - $500,000: $1,254.75 Base Fee for first $100,000 Project Valuation; $7.35 per additional $1,000 Project Valuation$500,001 - $1,000,000: $4,063.50 Base Fee for first $500,000 Project Valuation; $6.30 per additional $1,000 Project Valuation$1,000,00 or Greater: $7,455.00 Base Fee for first $1,000,001 Project Valuation; $5.25 per additional $1,000 Project Valuation$500 - $2,000: $33.00 Base Fee for the first $500 Project Valuation; $5.00 per additional $100 Project Valuation$2,001 - $25,000: $94.00 Base Fee for first $2,000 Project Valuation; $18.00 per additional $1,000 Project Valuation$25,001 - $50,000: $518.00 Base Fee for first $25,000 Project Valuation; $13.00 per additional $1,000 Project Valuation$50,001 - $100,000: $849.00 Base Fee for first $50,000 Project Valuation; $9.00 per additional $1,000 Project Valuation$100,001 - $500,000: $1,317.00 Base Fee for first $100,000 Project Valuation; $8.00 per additional $1,000 Project Valuation$500,001 - $1,000,000: $4,267.00 Base Fee for first $500,000 Project Valuation; $7.00 per additional $1,000 Project Valuation$1,000,00 or Greater: $7,828.00 Base Fee for first $1,000,001 Project Valuation; $6.00 per additional $1,000 Project ValuationPermits BuildingResidential Temporary Certificate of Occupancy$5,000.00 Escrow $8,000.00 EscrowPermits Building Roofing (Commercial)Building Permit Fee Table Project Valuation FeePermits Building Roofing (Residential)$115.00 $121.00Permits Building Siding (Residential)$115.00 $121.00Permits Building Signs - TemporaryNo Fee - Permit Application Required to be Filed with the CityNo Fee - Permit Application Required to be Filed with the CityPermits Building Signs (Pylon/Monument with Footings)$115.00 $121.00Permits Building Signs (Wall Mount/Existing Pylon)$85.00 $90.00Permits BuildingAccessory Structures over 200sqftBuilding Permit Fee Table Project Valuation FeePermits Building Windows/Doors (Existing Openings)$115.00 $121.00Permits Building Windows/Doors (Modified Openings)$173.00 $182.00Permits Building Wrecking, Moving, Demolition$115.00 $121.00Permits Electrical Circuit or Feeder 0 to 200 Amp$8.00/Circuit or Feeder$12.00/Circuit or FeederPermits Electrical Circuit or Feeder Over 200 Amp$30.00/Circuit or Feeder$30.00/Circuit or FeederPermits Electrical Solar PV Installations for Electrical(1) 0 watts to and including 5,000 watts, $90 or (2) 5,001 watts to and including 10,000 watts, $150 or (3) 10,001 watts to and including 20,000 watts, $225 or (4) 20,001 watts to and including 30,000 watts, $300 or (5) 30,001 watts to and including 40,000 watts, $375 or (6) 40,001 watts to and including 1,000,000 watts, $375 and $25 for each additional 10,000 watts over 40,000 watts or(7) 1,000,001 watts to 5,000,000 watts, $3,975 and $15 for each additional 10,000 watts over 1,000,001 watts or (8) 5,000,001 watts and larger, $12,975, and $10 for each additional 10,000 watts over 5,000,001 watts(1) 0 watts to and including 5,000 watts, $90 or (2) 5,001 watts to and including 10,000 watts, $150 or (3) 10,001 watts to and including 20,000 watts, $225 or (4) 20,001 watts to and including 30,000 watts, $300 or (5) 30,001 watts to and including 40,000 watts, $375 or (6) 40,001 watts to and including 1,000,000 watts, $375 and $25 for each additional 10,000 watts over 40,000 watts or(7) 1,000,001 watts to 5,000,000 watts, $3,975 and $15 for each additional 10,000 watts over 1,000,001 watts or (8) 5,000,001 watts and larger, $12,975, and $10 for each additional 10,000 watts over 5,000,001 wattsPermits ElectricalExisting One or Two Family Dwelling: 0 to 14 Feeders or Circuits are Installed or Extended per Unit$8.00/Feeder or Circuit $12.00/Feeder or CircuitPermits ElectricalExisting One- or Two-Family Dwelling: 15 or More Feeders or Circuits are Installed or Extended per Unit$100.00/Dwelling Unit $100.00/Dwelling UnitPermits Electrical Electrical Permit Fee$50.00/Inspection Trip $50.00/Inspection TripPermits Electrical Electrical Inspection (per trip)$50.00/Inspection Trip $50.00/Inspection TripPermits ElectricalGrounding Electrode, Concrete-Encased (per trip)$50/Inspection Trip $50/Inspection TripPermits Electrical Manufactured Home Park Lot Supply$50/Pedestal $50/PedestalPermits ElectricalNew One- or Two-Family Dwelling: 0 to 25 Circuits and Feeders per Unit$200.00/Dwelling Unit $200.00/Dwelling UnitPermits ElectricalNew One- or Two-Family Dwelling: Additional Circuits over 25 per Unit$8.00/Feeder or Circuit $8.00/Feeder or CircuitPermits Electrical Panel Changes$100.00/Enclosure $100.00/EnclosurePermits Electrical Pools$100.00 $100.00Permits Electrical Power Source: 0 to 400 Amp (0 to 250 Volts)$50.00/Source $70.00/SourcePermits ElectricalPower Source: 401 to 800 Amp (0 to 250 Volts)$100.00/Source $140.00/Source 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees417418419420421422423424425426427428429430431432433434435436437438439440441442443444445446447448449450451452Permits ElectricalPower Source: Over 800 Amp (0 to 250 Volts)$150.00/Source $200.00/SourcePermits ElectricalPower Source: 0 to 400 Amp (Over 250 Volts)$100.00/Source $100.00/SourcePermits ElectricalPower Source: 401 to 800 Amp (Over 250 Volts)$200.00/Source $200.00/SourcePermits ElectricalPower Source: Over 800 Amp (Over 250 Volts)$300.00/Source $300.00/SourcePermits ElectricalReconnected Existing Circuit or Feeder (Panel Replacement)$100.00/Enclosure $100.00/EnclosurePermits Electrical Retrofitting of Existing Lighting Fixtures$1.00/Fixture $1.00/FixturePermits ElectricalRV Pedestals (All Circuits Originating in Pedestal Including Factory Circuits)$8.00/Circuit $8.00/CircuitPermits Electrical Separate Bonding Inspection$50.00/Inspection Fee $50.00/Inspection feePermits Electrical State Surcharge$1.00 $1.00Permits ElectricalStreet, Parking, and Outdoor Lighting Standards$5.00/Standard $5.00/StandardPermits ElectricalTechnology Circuits and Circuits Less than 50 Volts$1.00/Device or Apparatus $1.00/Device or ApparatusPermits Electrical Traffic Signals$5.00 Each $5.00 EachPermits ElectricalTransformers for Electronic Power Supplies, Signs, and Outline Lighting$5.50 Each $5.50 EachPermits ElectricalTransformers for Light, Heat, and Power: 0 to 10 KVA$20.00 Each $20.00 EachPermits ElectricalTransformers for Light, Heat, and Power: More than 10 KVA$40.00 Each $40.00 EachPermits Grading/Excavation Grading Asbuilt Survey Certification$36.00 $39.00Permits Grading/Excavation Permit - (0 - 50 Cubic Yards)$24.20 $26.00Permits Grading/Excavation Permit - (1,001 - 10,000 Cubic Yards) $198.00 Base Fee + $15.00 per 1,000 Cubic Yards $211.00 Base Fee + $16.00 Per 1,000 Cubic YardsPermits Grading/Excavation Permit - (10,001 - 100,000 Cubic Yards) $331.50 Base Fee + $67.50 per 10,000 Cubic Yards $355.00 Base Fee + $71.00 Per 10,000 Cubic YardsPermits Grading/Excavation Permit - (100,001 - or more Cubic Yards) $937.40 Base Fee + $37.25 per 10,000 Cubic Yards $994.00 Base Fee + $39.00 Per 10,000 Cubic YardsPermits Grading/Excavation Permit - (101 - 1,000 Cubic Yards)$37.75 Base Fee + $18.00 per 100 Cubic Yards $40.00 Base Fee + $19.00 Per 100 Cubic YardsPermits Grading/Excavation Permit - (51 - 100 Cubic Yards)$37.50 $40.00Permits Grading/Excavation Plan Review (0-50 Cubic Yards)No Fee No FeePermits Grading/Excavation Plan Review (1,001 - 10,000 Cubic Yards)$50.25 $53.00Permits Grading/Excavation Plan Review (10,001 - 100,000 Cubic Yards) $50.25 Base Fee + $25.00 per 10,000 Cubic Yards $53.00 Base Fee + $26.00 per 10,000 Cubic YardsPermits Grading/ExcavationPlan Review (100,001 - 200,000 Cubic Yards)$275.15 Base Fee + $13.52 per 10,000 Cubic Yards $287.00 Base Fee + $14.00 per 10,000 Cubic YardsPermits Grading/Excavation Plan Review (101-1,000 Cubic Yards)$37.75 $40.00Permits Grading/Excavation Plan Review (200,001 or more Cubic Yards) $410.30 Base Fee + $7.40 per 10,000 Cubic Yards $427.00 Base Fee + $7.75 per 10,000 Cubic YardsPermits Grading/Excavation Plan Review (51 - 100 Cubic Yards)$24.20 $26.00Permits Grading/Excavation Site Grading Inspection Fee$61.00 $66.00Permits Inspections Curb Box Inspection$155.00 $170.00Permits InspectionsErosion Control Inspection (Residential Lot Not Covered by Development Agreement)$825.00 $825.00Permits InspectionsInspections For Which No Fee Is Specifically Indicated$55.00 per Hour Minimum 1-Hour Fee $58.00 per Hour Minimum 1-Hour FeePermits Inspections Inspections Outside Normal Business Hours$105.00 Minimum $110.00 MinimumPermits Inspections Reinspection Fee$58.00 Maximum per Site/Project Visit $61.00 Maximum Per Site/Project VisitPermits Inspections Boulevard Tree/Sod Inspection$150.00 $165.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees453454455456457458459460461462463464465466467468469470471472473474475476477478479PermitsFire Alarm Note: Add State Surcharge Fire Alarm1% of Construction Value, $150.00 Minimum, Plus Plan Review Fees Incurred 2% of Construction Value, $158 MinimumPermitsFire Suppression Note: Add State Surcharge Fire Suppression2% of Contract Price; $150.00 Minimum 2% of Construction Value, $158 MinimumPermits Plant Registration Plant Registration.01 Cent/sq ft .01 Cents/Square FootPermitsMechanical/Plumbing (Commercial) Note: Add State Surcharge Mechanical2% of Contract Price; $150.00 Minimum 2% of Contract Price, $158 MinimumPermitsMechanical/Plumbing (Commercial) Note: Add State Surcharge Plumbing, Domestic2% of Contract Price; $150.00 Minimum 2% of Contract Price, $158 MinimumPermitsMechanical/Plumbing (Commercial) Note: Add State Surcharge Plumbing, Irrigation2% of Contract Price; $150.00 Minimum 2% of Contract price, $158 MinimumPermitsMechanical/Plumbing (Commercial) Note: Add State Surcharge Sewer Line$160.00 $168.00PermitsMechanical/Plumbing (Commercial) Note: Add State Surcharge Water Line$160.00 $168.00PermitsMechanical/Plumbing (Residential) Note: Add State SurchargeMechanical/Plumbing Permit Fees (Residential): Addition/Alteration/Remodel$61.00 Base Fee (Includes 1 Fixture) Plus $12.00 Each Additional Fixture ($231 Maximum Permit Fee)$58.00 Base Fee (Includes 1 Fixture) Plus $11.00 Each Additional Fixture ($220 Maximum Permit Fee)PermitsMechanical/Plumbing (Residential) Note: Add State Surcharge New Home$220.00 $231.00PermitsMiscellaneous Permit Fees Building Inspection Card Replacement$40.00 $42.00PermitsState Surcharges, Building/Mechanical/Plumbing Permits State Surcharges based on Project Valuation $1,000,000 or Less(1) $1,000,000 or less; $0.00 Base Fee + .0005 x valuation or (2) $1,000,001 - $2,000,000; $525 Base Fee + .0004 x valuation - $1,000,000 or (3) $2,000,001 - $3,000,000; $950 Base Fee + .0003 x valuation - $2,000,000 or (4) $3,000,001 - $4,000,000; $1,250 Base Fee + .0002 x valuation - $3,000,000 or (5) $4,000,001 - $5,000,000; $1,450 Base Fee + .0001 x valuation - $4,000,000 or (6) Greater than $5,000,001; $1,550 Base Fee + .00005 x valuation - $5,000,000(1) $1,000,000 or less; $0.00 Base Fee + .0005 x valuation or (2) $1,000,001 - $2,000,000; $525 Base Fee + .0004 x valuation - $1,000,000 or (3) $2,000,001 - $3,000,000; $950 Base Fee + .0003 x valuation - $2,000,000 or (4) $3,000,001 - $4,000,000; $1,250 Base Fee + .0002 x valuation - $3,000,000 or (5) $4,000,001 - $5,000,000; $1,450 Base Fee + .0001 x valuation - $4,000,000 or (6) Greater than $5,000,001; $1,550 Base Fee + .00005 x valuation - $5,000,000PermitsState Surcharges, Building/Mechanical/Plumbing Permits State Surcharge based on Fixed Fees$1.00 $1.00Permits Zoning Patios and Parking Areas, Residential$58.00/one inspection $61.00/One InspectionPermits ZoningAccessory Structures under 200sqft$58.00/One Inspection $61.00/One InspectionPublic SafetyPublic Safety Data Requests Data Requests, OtherDetermined by Actual Production Cost Determined by Actual Production CostPublic SafetyData Requests Photographs$20.00 (JPG Format on CD) $20.00 (JPG Format on CD)Public SafetyData Requests Police/Fire Reports$1.00 per 10 pages $0.25 Per Page Over 25 PagesPublic SafetyData Requests Recordings, Audio$20.00 (CD/DVD) $20.00 (CD/DVD)Public SafetyData Requests Recordings, Squad Video (L3)$20.00 (DVD) $20.00 (DVD)Public SafetyData Requests Recordings, Video$20.00 (DVD) $20.00 (DVD)Public Safety Data Requests Transcription of Audio Recording Determined by Actual Time at Current Transcription Rate Determined by Actual Time at Current Transcription RatePublic SafetyFire Services Burning Permit, Commercial$50.00 $50.00Public SafetyFire Services Day Care Facility Inspection$50.00 $50.00Public Safety Fire Services Fire Equipment UseAll Fire Equipment Use Based on Current FEMA Rates All Fire Equipment Use Based on Current FEMA RatesPublic Safety Fire Services Fire Permit1st Permit $20.00 per Year; Each Additional Permit $5.00 1st Permit $20.00 per Year; Each Additional Permit $5.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees480481482483484485486487488489490491492493494495496497498499500501502503504505506507508509510511512513514515516517518519520521522523524525526527Public Safety Fire ServicesHazardous Materials and Other Charges for Service$150.00 per Hour per Person plus Materials. Minimum Charge of 4 Hours.$150.00 Per Hour Per Person Plus Materials. Minimum Charge of 4 Hours.Public Safety Fire Services Tank Installation Permit1% of Value ($100.00 Minimum) 1% of Value ($100.00 Minimum)Public SafetyFire Services Title III Facility Inspection$50.00 $50.00Public SafetyPolice Services Blood Alcohol Test$100.00 $100.00Public Safety Police ServicesClearance Letters (i.e. Adoption, Passport, Etc.)$20.00 $20.00Public SafetyPolice Services Daycare Checks$20.00 per Adult $20.00 Per AdultPublic Safety Police ServicesExcessive Use of Police Services (1 to 2 nuisance service call(s) within 12 months)No Charge No ChargePublic Safety Police ServicesExcessive Use of Police Services (3rd nuisance service call within 12 months)$200.00 $200.00Public Safety Police ServicesExcessive Use of Police Services (4th nuisance service call within 12 months)$400.00 $400.00Public Safety Police ServicesExcessive Use of Police Services (5th nuisance service call within 12 months)$800.00 $800.00Public Safety Police ServicesExcessive Use of Police Services (6th nuisance service call within 12 months)$1,600.00 $1,600.00Public Safety Police ServicesExcessive Use of Police Services (7th nuisance service call within 12 months and all subsequent nuisance calls)$2,000.00 $2,000.00Public SafetyPolice Services Fingerprinting (Resident)$25.00 $25.00Public SafetyPolice Services Fingerprinting (Non-resident)$35.00 $35.00Public SafetyPolice Services Law Enforcement, Police Officer$120.00 per Hour$130.00 Per HourPublic SafetyPolice Services Lockouts, Car Door Unlocking$35.00 per Event $35.00 Per EventPublic Safety Police ServicesSpecial Response Team (Outside Of Washington County)Per Current Mutual Aid Agreement Per Current Mutual Aid AgreementPublic SafetyTowing and ImpoundAdministrative Fee$60.00 $65.00Public Safety Towing and Impound Impound, Storage Fee$10.00 per Day for First 30 Days/$30.00 per Month Thereafter $10.00 Per Day for First 30 Days/$30.00 Per Month ThereafterPublic Safety Towing and Impound Towing FeePer Current Towing Contract Per Current Towing ContractPublic Safety Towing and Impound Towing/Storage ChargePer Current Towing Contract Per Current Towing ContractPublic Safety Towing and Impound Vehicle ImpoundmentPer Current Towing Contract Per Current Towing ContractPublic WorksPublic Works EquipmentAir Compressor$41.00 $43.00Public Works EquipmentAsphalt Roller$36.00 $37.00Public Works Equipment Backhoe$82.00 $86.00Public Works Equipment Blower$21.00 $22.00Public Works Equipment Brush Saw$21.00 $22.00Public Works Equipment Chainsaw$21.00 $22.00Public Works Equipment Chipper$62.00 $65.00Public Works Equipment Grader$113.00 $118.00Public Works Equipment Hotsy$31.00 $32.00Public Works EquipmentHydro Mulcher (Additional Charges for Product Used)$77.00 $80.00Public Works Equipment Loader, 3-Yard$95.00 $99.00Public Works Equipment Loader, Skidsteer$66.00 $69.00Public Works Equipment Mower$41.00 $43.00Public Works Equipment and LaborOperator, Equipment, Overtime Rate$88.00/Hour$95.00/HourPublic Works Equipment and LaborOperator, Equipment, Standard Rate$62.00/Hour$67.00/HourPublic Works Equipment Paint Striper$46.00 $48.00Public Works Equipment Patch Truck$113.00 $118.00Public Works Equipment Paver, Pull Type$41.00 $43.00Public Works Equipment Paver, Track Type$195.00 $204.00Public Works Equipment Power Broom$21.00 $22.00Public Works Equipment Sewer Vac (Requires 2 Operators)$185.00 $194.00Public Works Equipment Sign Truck$51.00 $53.00Public Works Equipment Snowblower$21.00 $22.00Public Works Equipment Spray Patcher$87.00 $91.00Public Works Equipment Sweeper$103.00 $108.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees528529530531532533534535536537538539540541542543544545546547548549550551552553554555556557558559560561562563564565566567568569570571572573574575576577578579580581582583Public Works Equipment Tar Kettle$21.00 $22.00Public Works Equipment Tractor with Clam$56.00 $58.00Public Works Equipment Tractor, Holder, with Mower$61.00 $64.00Public Works Equipment Tractor, Large, with Mower$61.00 $64.00Public Works Equipment Tractor, Small, with Mower$46.00 $48.00Public Works Equipment Traffic Counter$12.00 $12.00Public Works Equipment Trailer$16.00 $16.00Public Works Equipment Trailer, Arrow Board$26.00 $27.00Public Works Equipment Trailer, Jetter$72.00 $75.60Public Works Equipment Trailer, Tandem Axel$26.00 $27.00Public Works Equipment Trencher$51.00 $53.00Public Works Equipment Truck, Bucket$103.00 $108.00Public Works Equipment Truck, Dump, 1-Ton$51.00 $53.00Public Works Equipment Truck, Dump, Single Axle$56.00 $58.00Public Works EquipmentTruck, Dump, Single Axle with Plow/Attachment$87.00 $91.00Public Works Equipment Truck, Dump, Tandem Axle$87.00 $91.00Public Works EquipmentTruck, Dump, Tandem Axle with Plow/Attachment$92.00 $96.00Public Works Equipment Truck, Pickup$44.00 $46.00Public Works Equipment Truck, Pickup with Plow/Attachment$56.00 $58.00Public Works Equipment Truck, Tanker$77.00 $80.00Public Works Equipment Wacker$17.00 $18.00Public Works Right-of-WayCurb Cuts - Residential$50.00 $50.00Public Works Right-of-WayLoad Limit Permit$69.00 each trip $72.00 Each TripPublic Works Right-of-WayRight-of-Way Delay Penalty Fee$75.00 (Up To 3 Days) + $15.00/Day (After 3 Days) $80.00 (up to 3 Days) + $16.00/Day (After 3 Days)Public Works Right-of-Way Right-of-Way Excavation Permit Fee: Hole$200.00 $225.00Public Works Right-of-WayRight-of-Way Excavation Permit Fee: Trench or Bore$70.00/100 Lineal Feet + Hole Fee ($200.00) $75.00/100 Lineal Feet + Hole Fee ($225.00)Public Works Right-of-WayRight-of-Way Non-excavation Fee, Aerial or Overhead Lines$50.00 plus $5 per 100 Linear Feet $53.00 Plus $5.25 per 100 Linear FeetPublic Works Right-of-WayRight-of-Way Obstruction Permit Fee$200.00 + $0.20/Lineal Foot of Obstruction $225.00 + $0.21/Lineal Foot of ObstructionPublic Works Right-of-WayRight-of-Way Permit Extension Fee$75.00 $75.00Public Works Right-of-WayRight-of-Way Registration Fee$100.00 Annually$105.00 AnnuallyPublic Works Right-of-Way Right-of-Way Sidewalk, Apron, Commercial$200.00 $225.00Public Works Right-of-WaySmall Wireless Facility Installation (6 to 15 Facilities)$100.00 per Facility$104.00 Per FacilityPublic Works Right-of-WaySmall Wireless Facility Installation (up to 5 facilities)$500.00 $520.00Public Works Right-of-WaySmall Wireless Facility Installation, Plan Review Escrow$10,000.00 (Unused Escrow Amount Returned) $10,000.00 (Unused Escrow Amount Returned)Public Works Right-of-Way Small Wireless Facility, Collocation Rental$175.00 per Facility per Year ($150.00 Rental/$25.00 Maintenance) $182.00 Per Facility Per Year ($156.00 Rental/$26.00 Maintenance)Public Works Right-of-WayWork Without a PermitDouble Permit Fee Double Permit FeePublic Works Signs 10' Galvanized Round Post$31.00 $32.00Public Works Signs 10' Galvanized Square Post$46.00 $48.00Public Works Signs 12' Galvanized Round Post$31.00 $32.00Public Works Signs 3" X 60" Post Delineators$31.00 $32.00Public Works Signs 6'3# Green Channel Post$21.00 $22.00Public Works Signs 7'2# Galvanized Channel Post$21.00 $22.00Public Works Signs 7'3# Galvanized Channel Post$31.00 $32.00Public Works Signs 8'2# Green Channel Post$31.00 $32.00Public Works Signs 9 Button Marker$31.00 $32.00Public Works Signs Band-It Hardware Average$21.00 $22.00Public Works Signs Crosswalk Arrow$41.00 $43.00Public Works Signs Crosswalk Sign$92.00 $96.00Public Works Signs Heavy Duty Cap Bracket 12"$21.00 $22.00Public Works Signs Heavy Duty T Bracket 12"$21.00 $22.00Public Works Signs Island Keep Right Sign$46.00 $48.00Public Works Signs Light Pole Bracket$26.00 $27.00Public Works Signs Marker Band$16.00 $16.00Public Works Signs No Parking Sign$26.00 $27.00Public Works Signs Nuts and Bolts Per Sign$10.00 $10.00Public Works Signs Speed Limit Sign 24" X 30"$41.00 $43.00 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees584585586587588589590591592593594595596597598599600601602603604605606607608609610611612613614615616617618619620621622623624625626627628629630631632633634635636637638Public Works Signs Square Surface Mount Bracket Break Away$159.00 $166.00Public Works Signs Stop Sign - 30" Visual Impact Perception$82.00 $86.00Public Works Signs Stop Sign - 36" Visual Impact Perception$108.00 $113.00Public Works SignsStreet Name Sign - 24" Visual Impact Perception$97.00 $101.00Public Works SignsStreet Name Sign - 28" Visual Impact Perception$97.00 $101.00Public Works SignsStreet Name Sign - 30" Visual Impact Perception$103.00 $108.00Public Works SignsStreet Name Sign - 34" Visual Impact Perception$108.00 $113.00Public Works SignsStreet Name Sign - 36" Visual Impact Perception$113.00 $118.00Public Works SignsStreet Name Sign - 42" Visual Impact Perception$123.00 $129.00Public Works SignsStreet Name Sign 48" Visual Impact Perception$128.00 $134.00Public Works Signs Warning Sign - 30" Visual Impact Perception$82.00 $86.00Public Works Signs Warning Sign - 36" Visual Impact Perception$113.00 $118.00Public Works Spring Clean up Grill$10.00 Each $15.00Public Works Spring Clean up Push mower$10.00 Each $15.00Public Works Spring CleanupAir Conditioner$10.00 Each $10.00Public Works Spring CleanupAppliances, Ammonia Refrigerant$100.00 and Up $100.00 and Up Public Works Spring Cleanup Bulbs, FlourescentNo Charge No Charge Public Works Spring Cleanup By Load (Car Trunk)$20.00 - $50.00 $30.00 - $70.00Public Works Spring Cleanup By Load (Pickup Truck)$50.00 - $130.00 $70.00 - $170.00Public Works Spring Cleanup By Load (SUV/Station Wagon)$30.00 - $70.00 $40.00 - $90.00Public Works Spring Cleanup By Load Box Truck$70.00-$150.00 $90.00 +Public Works Spring Cleanup Car BatteryNo Charge No Charge Public Works Spring Cleanup Chair$5.00 Each $10.00Public Works Spring Cleanup ComputersNo Charge No ChargePublic Works Spring Cleanup Dishwasher$10.00 Each $10.00Public Works Spring Cleanup ElectronicsNo Charge No Charge Public Works Spring Cleanup Exercise Equipment $10.00 Each $15.00Public Works Spring Cleanup Freezer$10.00 Each $10.00Public Works Spring Cleanup Lumber, Railroad Tie, 6X6 or 6X8$10.00 Each $10.00Public Works Spring Cleanup Lumber, Treated, 2X4$5.00 Each $5.00Public Works Spring Cleanup Lumber, Treated, 4X4$8.00 Each $8.00Public Works Spring Cleanup Mattress or Box Spring$20.00 Each $20.00Public Works Spring Cleanup Mattress, Crib$10.00 Each $10.00Public Works Spring Cleanup MicrowaveNo Charge No ChargePublic Works Spring Cleanup Paint, Household, Latex or Oil BasedNo Charge No Charge Public Works Spring Cleanup Refrigerator (No Gas Ammonia)$10.00 Each $10.00Public Works Spring Cleanup Snow Blower$15.00 Each $25.00Public Works Spring Cleanup Sofa$10.00 Each $15.00Public Works Spring Cleanup Stove$10.00 Each $10.00Public Works Spring Cleanup TelevisionNo Charge No ChargePublic Works Spring Cleanup Tire, Car/Light Truck$3.00 Each $5.00 EachPublic Works Spring Cleanup Tire, Semi Truck$10.00 Each $15.00 EachPublic Works Spring Cleanup Tire, Tractor$30.00 Each $35.00 EachPublic Works Spring Cleanup Washer or Dryer$10.00 Each $10.00 EachPublic Works Spring Cleanup Water Heater$10.00 Each $10.00 EachPublic Works Spring Cleanup Water Softener$10.00 Each $10.00 EachPublic Works Street Lights Fixture, Cobra Head, LED$1,468.50 Each or Current Cost $1,468.50 Each or Current CostPublic Works Street Lights Fixture, Concrete, LED$2,964.50 Each or Current Cost $2,964.50 Each or Current CostPublic Works Street Lights Fixture, Granville, LED$1,864.50 Each or Current Cost $1,864.50 Each or Current CostPublic Works Street Lights Fixture, Residential, LED$1,978.90 Each or Current Cost $1,978.90 Each or Current CostPublic Works Street Lights Mast Arm, Pole$907.50 Each or Current Cost $907.50 Each or Current CostPublic Works Street Lights Mast Arm, Pole, Dual$907.50 Each or Current Cost $907.50 Each or Current CostPublic Works Street Lights Pole, Commercial, Round Tapered - 20'$2,420.00 Each or Current Cost $2,420.00 Each or Current CostPublic Works Street Lights Pole, Commercial, Round Tapered - 30'$3,740.00 Each or Current Cost $4,000 Each or Current CostPublic Works Street Lights Pole, Commerical Round- 30'$3,000 Each or Current Cost 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees639640641642643644645646647648649650651652653654655656657658659660661662663664665666667668669670671672673674675676677678679680681682683684685686687688689690691692Public Works Street Lights Pole, Concrete$4,235.00 Each or Current Cost $4,235.00 Each or Current CostPublic Works Street Lights Pole, Decorative, 14'$2,524.50 Each or Current Cost $2,524.50 Each or Current CostPublic Works Street Lights Pole, Decorative, 18'$3,245.00 Each or Current Cost $3,245.00 Each or Current CostPublic Works Street Lights Pole, Residential$1,622.50 Each or Current Cost $1,622.50 Each or Current CostPublic Works Street Lights Pole, Decorative Site Link 30'$5,400.00 Each or Current CostPublic Works Street Lights LED Luminaire $2,200 Each or Current Cost Public Works Street Lights Mast Arm$1,400 Each or Current CostUtilitiesUtilities Permits/Rentals 2½" Hydrant Water Meter, Deposit$1,500.00 (Actual Cost of Meter) $1,500.00 (Actual Cost of Meter)Utilities Permits/Rentals 2½" Hydrant Water Meter, Permit Fee$50.00 $75.00Utilities Permits/Rentals 2½" Hydrant Water Meter, Rental Fee$5.00 per Day$5.00 Per DayUtilities Permits/Rentals 2½" Meter, Consumption Charge$4.50 per 1,000 Gallons Consumption $5.00 per 1,000 Gallons ConsumptionUtilities Permits/Rentals 3/4" Adapter, Consumption Charge$4.50 per 1,000 Gallons Consumption $5.00 per 1,000 Gallons ConsumptionUtilities Permits/Rentals 3/4" Adapter, Deposit$250.00 $300.00Utilities Permits/Rentals 3/4" Adapter, Permit Fee$50.00 $75.00Utilities Permits/Rentals 3/4" Adapter, Rental Fee$5.00 per Day$5.00 Per DayUtilities Permits/Rentals Fire Hydrant Hookup Permit$50.00 $50.00Utilities ServicesAccuracy Test of Water Meter (Requested by Water User) Outsource Meter Accuracy Certification$150.00 $157.50Utilities Services Utility Account Turn-off Fee$75.00 $78.75Utilities Services Water and Sewer Restoration Fee$5.00 plus 6% Interest per Annum $5.00 Plus 6% Interest Per AnnumUtilities ServicesWater Reconnection or Turn-on Fee (Outside Water Department Regular Working Hours) $100.00 per Occurrence; $175.00 on Holidays $109.00 Per Occurrence; $190.00 on HolidaysUtilities Sewer Usage Rates Commercial Base Charge$4.82 per Month $5.06 Per MonthUtilities Sewer Usage Rates Commercial All Non-Irrigation Usage $4.26 per 1,000 gallons $4.47 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Municipal Customer)6% Over Commercial RateUtilities Sewer Usage Rates Residential Base Charge$4.82 per Month $5.06 Per MonthUtilities Sewer Usage Rates Residential All Usage$4.26 per 1,000 gallons $4.47 Per 1,000 GallonsUtilities Stormwater Utility Fees 1.5+ Acre Residential$4.65 per Residential Unit per Month $4.79 per Residential Unit Per MonthUtilities Stormwater Utility FeesAgricultural Land with Structure$70.28 per Parcel with Structure per Year$72.39 Per Parcel With Structure Per YearUtilities Stormwater Utility FeesApartments$1.47 per Residential Unit per Month $1.51 Per Residential unit Per MonthUtilities Stormwater Utility Fees Cemeteries$11.09 per Acre per Year$11.42 Per Acre Per YearUtilities Stormwater Utility Fees Churches$24.37 per Impervious Surface Acre per Month $25.10 Per Impervious Surface Acre Per MonthUtilities Stormwater Utility Fees Commercial / Industrial$24.37 per Impervious Surface Acre per Month $25.10 Per Impervious Surface Acre Per MonthUtilities Stormwater Utility Fees Golf Courses$11.09 per Acre per Year$11.42 Per Acre Per YearUtilities Stormwater Utility Fees Mining$11.09 per Acre per Year$11.42 Per Acre Per YearUtilities Stormwater Utility Fees Schools$24.37 per Impervious Surface Acre per Month $25.10 Per Impervious Surface Acre Per MonthUtilities Stormwater Utility Fees Single Family Home$6.28 per Residential Unit per Month $6.47 Per Residential Unit Per MonthUtilities Stormwater Utility Fees Townhomes$3.04 per Residential Unit per Month $3.13 Per Residential Unit Per MonthUtilities Street Light Rates City-Owned, Commercial$5.85 per Month per Residential Lot Equivalent (2.5 Lots/Acre for Commercial and Churches; 1.25 Lots/Acre for Schools)$6.32 Per Month Per Residential Lot Equivalent (2.5 Lots/Acre for Commercial and Churches; 1.25 Lots/Acre For Schools)Utilities Street Light Rates City-Owned, Residential$5.85 per Month per Lot $6.32 Per Month Per LotUtilities Street Light Rates Rural $5.76 per Year$6.22 Per YearUtilities Street Light Rates Xcel Owned$7.05 Per Month $7.61 Per MonthUtilities Water MetersAngle Valve - Flare Connection (each)$85.00 $89.00Utilities Water MetersAngle Valve - Compression Connection (each)$120.00 $126.00Utilities Water Meters 5/8-Inch Model 420$190.00 plus Sales Tax$200.00 Plus Sales TaxUtilities Water Meters 3/4-Inch Model 435$210 plus sales tax$221.00 Plus Sales TaxUtilities Water Meters 2-Inch CompoundActual Cost plus 6% and Sales TaxActual Cost Plus Sales TaxUtilities Water Meters Flange Kit (1 1/2 inch)$130.00 plus sales tax$137.00 Plus Sales TaxUtilities Water Meters Flange Kit (2 Inch)$140.00 plus sales tax$147.00 Plus Sales TaxUtilities Water Meters Flange Kit (3 inch)$340.00 plus sales tax$357.00 Plus Sales TaxUtilities Water Meters Flange Kit (4 inch)$590.00 plus sales tax$620.00 Plus Sales TaxUtilities Water Meters Flange Kit (6 inch)$900.00 plus sales tax$945.00 Plus Sales TaxUtilities Water Meters Mag Meter 3-Inch$4,290.00 plus sales tax$4,505.00 Plus Sales TaxUtilities Water Meters Mag Meter 4-Inch$5,642.00 plus sales tax$5,924.00 Plus Sales TaxUtilities Water Meters Mag Meter 6-Inch$9,346.00 plus sales tax$9,813.00 Plus Sales Tax 1AB C DEGCategory Subcategory Item Tier 2024 Fee'sProposed 2025 Fees693694695696697698699700701702703704705706707708709710711712713714715716717718719720721722723724725726Utilities Water Meters Meter Nipple$16.00 plus sales Tax$17.00 Plus Sales TaxUtilities Water Meters Shut-off Valve$110.00 plus sales Tax$116.00 Plus Sales TaxUtilities Water Meters Ultra Sonic Meter 1½-Inch$990.00 plus sales tax$1040.00 Plus Sales TaxUtilities Water Meters Ultra Sonic Meter 1-Inch$424.00 plus sales tax$445.00 Plus Sales TaxUtilities Water Meters Ultra Sonic Meter 2-Inch$1,131.00 plus sales tax$1,188.00 Plus Sales TaxUtilities Water Meters Ultra Sonic 3-Inch$3,650.00 plus sales tax$3,833.00 Plus Sales TaxUtilities Water Meters Ultra Sonic 4-Inch $4,700.00 plus sales tax$4,935.00 Plus Sales TaxUtilities Water Meters Ultra Sonic 6-Inch $7,763.00 plus sales tax$8151.00 Plus Sales TaxUtilities Water Meters Water Meter Radio Transmitter$165.00 plus sales tax$173.00 Plus Sales TaxUtilities Water Miscellaneous Driveway Cover $150.00 $157.00Utilities Water Usage Rates Residential, Base Charge Single Family$3.20 per Month $3.38 Per MonthUtilities Water Usage Rates Residential, Base Charge Multi-family (per REU)$2.40 per Month $2.53 Per MonthUtilities Water Usage Rates Residential, Usage <6,000 Gallons per Month $1.11 Per 1,000 Gallons $1.17 Per 1,000 GallonsUtilities Water Usage Rates Residential, Usage 6,001 to 9,000 Gallons per Month $1.68 Per 1,000 Gallons $1.77 Per 1,000 GallonsUtilities Water Usage Rates Residential, Usage 9,001 to 12,000 Gallons per Month $2.50 Per 1,000 Gallons $2.64 Per 1,000 GallonsUtilities Water Usage Rates Residential, Usage >12,000 Gallons per Month $3.76 Per 1,000 Gallons $3.97 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Base ChargeNon-residential (0.5 Inches Meter Size)$3.20 per Month $3.38 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (0.625 Inches Meter Size)$3.20 per Month $3.38 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (0.75 Inches Meter Size)$3.20 per Month $3.38 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (1.0 Inches Meter Size)$12.75 per Month $13.45 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (1.5 Inches Meter Size)$25.50 per Month $26.90 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (2.0 Inches Meter Size)$38.30 per Month $40.41 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (3.0 Inches Meter Size)$44.54 per Month $47.00 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (4.0 Inches Meter Size)$63.65 per Month $67.15 Per MonthUtilities Water Usage Rates Commercial, Base ChargeNon-residential (6.0 Inches Meter Size)$159.15 per Month $167.90 Per MonthUtilities Water Usage Rates Commercial, Usage (Non-Irrigation) <6,000 Gallons per Month $1.11 Per 1,000 Gallons $1.17 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Non-Irrigation) 6,001 to 9,000 Gallons per Month $1.68 Per 1,000 Gallons $1.77 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Non-Irrigation) 9,001 to 12,000 Gallons per Month $2.50 Per 1,000 Gallons $2.64 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Non-Irrigation) >12,000 Gallons per Month $3.76 Per 1,000 Gallons $3.97 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Irrigation) <6,000 Gallons per Month $1.68 Per 1,000 Gallons $1.77 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Irrigation) 6,001 to 9,000 Gallons per Month $2.51 Per 1,000 Gallons $2.65 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Irrigation) 9,001 to 12,000 Gallons per Month $3.78 Per 1,000 Gallons $3.99 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Irrigation) >12,000 Gallons per Month $5.65 Per 1,000 Gallons $5.96 Per 1,000 GallonsUtilities Water Usage Rates Commercial, Usage (Municipal Customer)6% Over Commercial Rate 1 City Council Action Request 7.M. Meeting Date 12/4/2024 Department Administration Agenda Category Resolution Title 2025 Part-time Firefighters Pay Plan Staff Recommendation Approve Resolution 2024-167 adopting the 2025 Part-time Firefighters Pay Plan. Budget Implication Included in the 2025 Budget Attachments 1. Memo- Part-time Fire 2. 2025 PT Fire Pay Plan Resolution To:Honorable Mayor and City Council Members From:Joe Fischbach, Human Resources Manager Date:November 25, 2024 Subject:2025 Part-time Firefighter Pay Plan Discussion As you may recall, the fire relief association pension program was dissolved at the end of 2023 by a vote of the members. Part-time Firefighters that remained employed in 2024 became part of the PERA General Plan. Several Firefighters chose to resign/retire at the end of 2023 with these changes. To recruit and retain Part-time Firefighters in 2024, the City provided substantial financial incentives which include: over a 15% increase to the base wages, increase in pay at 5-year intervals for service with the City and incentive pay for exceeding call back requirements. The starting hourly wage for Part-time Firefighter/EMTs is one of the highest in the metro area. Staff is recommending increasing the wages 9% across all hourly rates for 2025. This 9% increase is the same general increase the four labor unions received and what is being recommended on this City Council agenda for the 2025 Non-Represented Pay Plan. Recommendation Approve Resolution 2024-167 adopting a 2025 Part-time Firefighters Pay Plan. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-167 ADOPTING THE 2025 PAY PLAN FOR FIRE DEPARTMENT PART-TIME EMPLOYEES FOR THE CITY OF COTTAGE GROVE ARTICLE I. WAGES FF/EMT FF/Medic Start $23.98 $30.52 5 years CGFD experience $24.53 $31.07 10 years CGFD experience $25.07 $31.61 15 years CGFD experience $25.62 $32.16 20 years CGFD experience $26.16 $32.70 25 years CGFD experience $26.71 $33.25 30 years CGFD experience $27.25 $33.79 Employees working their regularly scheduled duty crew hours will be paid 1.5 times their regular rate of pay for all hours worked between 12:00 AM and 11:59 PM on the actual holidays as defined in the City Personnel Policy. Employees will be paid 1.5 times their regular rate of pay for all hours worked when responding to All Call pages and for special events as determined by the Public Safety Director. Employees working their regularly scheduled duty crew hours will not be eligible for overtime pay during those hours. Employees responding to All Call pages on an actual holiday as defined in the City Personnel Policy will receive two (2) times their regular rate of pay. If the call back extends into a non-holiday day, the employee will receive one and one-half (1-1/2) times the employee’s regular rate of pay for those hours. Employees working their regularly scheduled duty crew hours will not be eligible for overtime pay during those hours. Part-time Firefighter response to call-back requests is essential to provide emergency response to the community. Firefighters that exceed the minimum requirement may be eligible for an annual bonus based upon meeting set call- back response percentages. Bonus eligibility will be determined every calendar year (January 1st to December 31st) and will be paid in the first quarter following the completion of the calendar year. The part-time Firefighter must work the entire calendar year to be eligible for the bonus (i.e. must be employed on or before January 1st). Part- time Firefighters on approved leave may be eligible for the bonus if their leave is equal to or less than twelve weeks. Part-time Firefighters with lost time due to an approved worker’s compensation claim will be eligible for the bonus if they work at least three months during the calendar year. Bonus pay will be given based on the following call-back percentage (Part-time Firefighter will only receive one payment based on the percentage they achieve.) •30 percent call-back percentage: $500 bonus. •40 percent call-back percentage: $750 bonus. •50 percent or higher call-back percentage: $1000 bonus. ARTICLE II. EFFECTIVE DATE This resolution shall become effective January 1, 2025 and shall remain in effect until amended by the City Council. NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the above listed plan be adopted. Passed this 4th day of December 2024. __________________________ Myron Bailey, Mayor Attest: _____________________________ Tamara Anderson, City Clerk 1 City Council Action Request 7.N. Meeting Date 12/4/2024 Department Administration Agenda Category Resolution Title 2025 Part-time Pay Plan Staff Recommendation Adopt resolution 2024-168 approving the 2025 Part-time Pay Plan. Budget Implication Included in the 2025 Budget. Attachments 1. Memo - Part-time Pay Plan 2. 2025 Part-time Pay Resolution To:Honorable Mayor and City Council Jennifer Levitt, City Administrato From:Joe Fischbach, Human Resources Manager Date:November 25, 2024 Subject:Part-time Pay Plan Background The City employs more than one-hundred employees that are not part of the Non-represented Pay Plan or a labor union. These part-time and seasonal employees work mainly at the Ice Arena, Public Works, River Oaks, HERO Center and in Recreation. The Minnesota Department of Labor increased the minimum wage to $11.33 per hour, effective January 1, 2025. This increase is reflected in the pay plan. It should be noted that because of the current labor market, starting hourly wages are usually higher than this amount. Staff is also proposing to increase the top wage for a few of the positions. It should be noted that there are not many employees at the top of the scale but this gives staff the flexibility to offer higher wages to candidates with exceptional credentials or offer higher wages for employees that have been with the City for several years. Human Resources and the City Administrator sign off on all hourly wage requests, so increases are managed within established budgets. Departments also work with the Finance department to make sure they do not go over their seasonal wage budgets throughout the year. There are several positions that have a set hourly wage for all employees. They are CSO, Range Safety Officer and Instructor- HERO Center. The positions have been increased 9%. This 9% increase is the same general increase the four labor unions received and what is being recommended on this City Council agenda for the 2025 Non-Represented Pay Plan. Staff Recommendation Adopt resolution 2024-168 approving the 2025 Part-time Pay Plan. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-168 ESTABLISHING WAGES FOR TEMPORARY AND PART-TIME CITY EMPLOYEES BE IT RESOLVED, the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the following wages for temporary and part-time City employees be established as follows: ARTICLE I Section 1. Temporary, Seasonal and Part-time Wages Building Inspector $18.00 - $40.00 per hour Code Enforcement Officer $18.00 - $35.00 per hour Community Service Officer (CSO) $24.34 per hour Range Safety Officer $23.13 per hour Assistant Golf Professional/Cook $11.13 - $30.00 per hour Recreation Assistant $11.13 - $25.00 per hour Intern $11.13 - $25.00 per hour Seasonal/Temporary Position $11.13 - $30.00 per hour Section 2. Instructor and Officials Instructor- HERO Center $46.26 per hour Golf Instructor $11.13 - $45.00 per hour Figure Skating Instructor $11.13 - $45.00 per hour Employees will be paid 1.5 times their regular rate of pay for all hours worked between 12:00 AM and 11:59 PM on the actual holidays as defined in the City Personnel Policy. City employees will be paid for all City sponsored special events; special events outside of the City or not sponsored by the City shall be on a volunteer basis and therefore not compensated. ARTICLE II Section 1. Conditions of Employment All conditions for part-time and temporary personnel, as covered by Article I of this resolution, shall be those outlined in the City’s Personnel Policy, as adopted on December 4, 2024, as amended. ARTICLE III Section 1. Repealed Resolution 2021-016, adopted on the 17th day of February 2021, is hereby repealed. Passed this 4th day of December 2024 and effective on January 1, 2025. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk 1 City Council Action Request 7.O. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title 2025 Non-Represented Pay Plan & Benefits Staff Recommendation Approve Resolution 2024-166 adopting the 2025 Pay Plan and Benefits for employees not covered by a labor contract for the City of Cottage Grove. Budget Implication All wages and benefits included in the budget. Attachments 1. Memo Non-Rep Pay Plan 2. Resolution 2025 Non-Rep Pay Plan 3. Attachment A- 2025 Background Each year the City Council approves a Resolution adopting a pay and benefits plan for employees not covered by a labor contract. The attached pay plan incorporates a 3% cost-of- living-adjustment (COLA) and a 6% market adjustment for all positions. This is the same general increase that the four labor unions and the City have approved. The City contracted with PayPoint HR to conduct a market study of the wages offered by the City with the City’s comparable group. That group is Twin Cities metro area cities with populations between 25,000 and 65,000. The City uses the latest Met Council population estimates to set the list of cities. The City has been working with PayPoint HR throughout the year for clarification regarding the report as it has very detailed statistical analysis and internal equity needs to be achieved. Most of the positions are comparable to external comparisons and the 2025 9% increase should strengthen our position with the external group. When PayPoint HR did their research, they discovered that the spread in Levels X01 and X02 were not consistent with the rest of the Levels. The proposed pay plan corrects this. PayPoint HR also recommends Levels 23 and 22 be added to the plan. It is recommended that the positions of Deputy Fire Chief, Assistant Finance Director, Assistant City Engineer and IT Manager be reclassified to Level 22. The other positions recommended for reclassification are; Systems Administrator, Building Permit Technician Coordinator, Criminal Analyst, Recreation Supervisor, Building Permit Technician and Community Development Assistant. Action Requested Consider approving the Resolution 2024-166 adopting a 2025 Pay Plan and Benefits for employees not covered by a labor contract for the City of Cottage Grove. All wage and benefits costs have been budgeted for. To:Honorable Mayor and City Council Members From:Joe Fischbach, HR Manager Date:November 25, 2024 Subject:2025 Non-Represented Pay Plan CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-166 RESOLUTION ADOPTING 2025 PAY PLAN AND BENEFITS FOR EMPLOYEES NOT COVERED BY A LABOR CONTRACT FOR THE CITY OF COTTAGE GROVE See Last Page for Amendment Notations ARTICLE I. PAY SCHEDULE Section 1. Attachment A setting forth fifteen grades and seven steps is hereby adopted as the City's pay schedule for non-represented employees starting January 1, 2025. The plan incorporates a 3% COLA and a 6% market adjustment. These adjustments cover all non-represented regular, full and part- time employees who are not subject to a bargaining contract for 2025, as defined by the City Council through the Non-Represented Pay Plan. Section 2. The positions covered by this resolution are hereby classified into grades as follows on the pay schedule shown in Attachment A. Section 3. For those employees appointed to full-time regular status, normal progression through the pay steps, as set forth in Attachments A will be as follows: Beginning - Step 1 6 Months - Step 2 1 Year - Step 3 2 Years - Step 4 3 Years - Step 5 4 Years - Step 6 5 Years - Step 7 Be it provided, however, that based on other job-relevant factors (including but not limited to recruitment needs, market comparability, pay equity considerations, and performance), the City Administrator may recommend the placement of an employee at a step other than that indicated by the above usual schedule. Be it further provided that the City Administrator is authorized to recognize and reward meritorious performance by increasing an employee's compensation one additional step on any anniversary adjustment. However, such extraordinary increases shall not be extended more than two times during the initial five years of employment. In addition, the City Administrator is authorized to defer step pay increases and/or annual pay adjustments based on poor performance. An employee’s performance must be recognized as satisfactory in order to be eligible for pay increases. ARTICLE II. HOURS Section 1. The average work month for employees for the purpose of computing Annual Leave and fraction of a month's work shall be one hundred seventy-three (173) hours. ARTICLE III. OVERTIME Section 1. The positions of Public Safety Director, Fire Chief, Police Captain and Deputy Fire Chief shall be paid overtime under the following conditions: A. Those employees assigned are called to work on any holiday as listed in the Personnel Policy. B. Those employees called to testify in a court of law on their regularly assigned days off. C. Those employees assigned to work outside employment. Section 2. The positions of Office Assistant II, Finance Assistant II, Administration Specialist, Administrative Technician- Fleet Maintenance, Transcriptionist, Community Development Assistant, Utility Billing Clerk, Utility Billing Specialist, Building Permit Technician Coordinator, Secretary, Administrative Assistant, Accounting Specialist, Human Resources/Payroll Specialist, Records Specialist, Criminal Analyst, Building Permit Technician, Associate Planner, Investigative Aide, Administrative Secretary, Building Inspector, Code Enforcement Officer, GIS Technician, IT Technician, HERO Center Facility Operations Specialist, Fire Marshal and Records Coordinator shall be eligible for payment of overtime. Section 3. Overtime shall be paid at the rate of one and one-half times the employee's regular hourly rate. Section 4. No overtime shall be paid to any of the other employees listed in this resolution. ARTICLE IV. POLICY Section 1. The Public Safety Director, Fire Chief, Police Captains, Fire Marshal and Deputy Fire Chiefs shall be provided uniforms, subject to the approval of the City Administrator or designee. Section 2. The EMPLOYER shall pay a maximum contribution per month per employee. The contribution may be used toward the premium for group medical coverage. Contribution amounts available but not used for medical coverage can be used for dental insurance for the employee and the employee’s dependents, and toward the premium for additional life insurance, long-term disability coverage, or additional benefits allowed under the City’s flexible benefits plan. All new employees who work an average of thirty-one (31) hours per week or more must enroll in a minimum of single medical coverage. The employer contribution for 2025 will be as follows: HSA Passport Plan Single- 100% of premium Single + One- 70% of premium Single + Children- 70% of premium Family- 70% of premium HSA Elect Plan Single- 100% of premium Single + One- 70% of premium Single + Children- 70% of premium Family- 70% of premium Both the Passport and Elect plans have a, $4,500- employee and $9,000- all others, deductible. However, the employee will be responsible for, $2,500- employee and $5,000- all others, of the deductible amount. The remainder will be covered by the employer through a HRA. Of the $2,500/$5,000 amount the employer will contribute $1,400/$2,800 into the employee’s HSA, on a matching basis. The employer contribution amount is provided on a matching basis of 2 (two) employer dollars for every 1 (one) dollar contributed by the employee, up to the annual employer maximum. The employer HSA contributions will be made in two equal payments, the first pay dates in January and July. Both plans will have an imbedded deductible. There is an 80/20 payment arrangement once the deductible is met, whereby the insurance company pays 80 percent and the employee/employer pay the other 20 percent, up to an out-of-pocket maximum. The out-of-pocket maximums are, $5,800- employee and $11,600- all others. If the employee/employer experience out-of-pocket costs, the employer will cover up to the $1,300- employee and up to the $2,600- all others. The City will pay for single dental coverage for employees enrolled in the City health insurance plan. Section 3. The City shall pay the premium for group life insurance for all permanent full-time employees; insurance to equal $1,000 coverage per $1,000 of annual base salary. Section 4. The Public Works Director, Public Safety Director, City Engineer, Police Captains, Fire Chief and Deputy Fire Chief shall be issued City vehicles or allowed a monthly car allowance as determined by the City Administrator and subject to the rules established in the City’s Travel, Training, and Education Policy. For 2025, the Public Safety Director, Police Captains, Fire Chief and Deputy Fire Chief shall be issued City vehicles. The Public Works Director will receive a $350 per month car allowance and the City Engineer will receive a $250 per month car allowance. Section 5. Pensioned or pension-eligible former employees (including those who were members of bargaining units during their employment) of the City may continue participation in the City's group hospitalization, health, dental and life insurance programs for themselves and their dependents, provided that such former employee will be required to pay the full premium for such insurance coverage by the first day of each month that coverage is desired. Insured dependents may continue coverage upon death of the former employee. The availability of such coverage to former employees and their dependents shall be consistent with applicable State law and subject to whatever restrictions or limitations may be placed on the coverage by the City's insurance carrier. The City's policy somewhat exceeds minimum requirements of State law. The City Administrator shall annually review the effect of the participation of former employees and their dependents on the City's insurance program, and to the extent not inconsistent with State law, the City Council retains the right to terminate participation and/or otherwise modify the program when it is determined to be in the best interest of the City and/or its current employees. Section 6. All other conditions of employment shall be those as adopted by the Personnel Policy, and not in conflict with the foregoing articles. ARTICLE V. REPEAL Section 1. This resolution supercedes and replaces all previous resolutions relating to the pay plan for non-represented employee (including, but not limited to, Resolutions 00-38, 01-084, 01-176, 02-008, 02-132, 02-235, 03-163, 04-214, 04-219, 05-009, 06-096, 06-252, 07-204, 08-201, 09-159, 09-191, 10-181, 12- 053, 12-087, 13-003 and 13-134, 14-116, 15-049, 15-127, 16-179, 17-161, 18- 111, 1 8-161, 19-071, 19-131, 2020-158, 2021-152, 2022-050, 2022-073, 2022- 108, 2022-171, 2023-164, 2024-035). ARTICLE VI. REVIEW The City Administrator shall periodically review this Pay Plan and shall recommend to the City Council any required adjustments. ARTICLE VII. IMPLEMENTATION PROCESS Section 1. This resolution adopting a 2025 pay plan and benefits for employees not covered by a labor contract, when adopted, shall be updated as necessary. ARTICLE VIII. EFFECTIVE DATE Section 1. This resolution shall become effective January 1, 2025 and shall remain in effect until amended by the City Council. AMENDMENTS This 2025 Pay Plan was adopted by City Council Resolution No. 2024-166 on 12/4/2024. The resolutions amending the pay plan are listed below, and these amendments have been incorporated into the pay plan. Amendments: 1.Resolution No. 2022-073 Adopting 2022 Pay Plan and Benefits, with added positions, for employees not covered by a labor contract for the City of Cottage Grove. 2.Resolution No. 2022-108 Adopting 2022 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. 3.Resolution No. 2022-171 Adopting 2023 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. 4.Resolution No. 2023-014 Adopting 2023 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. 5.Resolution No. 2023-164 Adopting 2024 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. 6.Resolution No. 2024-035 Adopting 2024 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. 7.Resolution No. 2024-035 Adopting 2024 Pay Plan and Benefits, with reclassifications, for employees not covered by a labor contract for the City of Cottage Grove. Passed this 4th day of December 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk Appendix A 2025 NON-REPRESENTED PAY PLAN Level Title MIN - 1 2 3 MID - 4 5 6 MAX - 7 80%83%87%90%93%97%100% X03 City Administrator 85.43 88.64 92.91 96.11 99.31 103.59 106.79 X02 Finance Director 73.98 76.76 80.46 83.23 86.01 89.71 92.48 X02 Public Safety Director X02 Public Works Director X01 Community Development Director 64.02 66.42 69.63 72.03 74.43 77.63 80.03 X01 Park & Rec Director X01 Fire Chief X01 Police Captain X01 City Engineer 23 59.56 61.79 64.77 67.01 69.24 72.22 74.45 22 Assistant City Engineer 55.40 57.48 60.25 62.33 64.40 67.17 69.25 Assistant Finance Director Deputy Fire Chief IT Manager 21 Economic Development Director 51.51 53.44 56.02 57.95 59.88 62.46 64.39 21 Chief Building Official 21 Communications Manager 21 Fleet & Facilities Manager 21 Human Resources Manager 21 Superintendents 20 HERO Center Manager 47.92 49.72 52.11 53.91 55.71 58.10 59.90 20 Project Engineer 20 Recreation Facilities Manager 20 Recreation Services Manager 20 River Oaks General Manager 20 Systems Administrator 19 Assistant to City Administrator 44.58 46.26 48.49 50.16 51.83 54.06 55.73 19 River Oaks Superintendent 19 Senior Building Inspector 19 Senior Planner 19 Fire Marshal 19 City Clerk 18 Management Analyst 41.46 43.01 45.08 46.64 48.19 50.27 51.82 18 Records Manager 17 Accountant 38.58 40.02 41.95 43.40 44.84 46.77 48.22 17 Building Inspector 17 Golf Assistant Superintendent 17 Graduate Engineer 17 IT Technician 17 Planner 17 Human Resources/Payroll Specialist 17 HERO Center Facility Operations Specialist 17 Builing Permit Technician Coordinator 17 Criminal Analyst 17 Recreation Supervisor 16 Code Enforcement Officer 35.87 37.22 39.01 40.36 41.70 43.49 44.84 16 Marketing/Communications Specialist 16 Food & Beverage Manager 16 Golf Professional 16 Assistant Arena Manager 15 Accounting Specialist 33.37 34.62 36.29 37.54 38.79 40.46 41.71 15 Administrative Training Coordinator 15 Management Assistant 15 Records Coordinator 15 Associate Planner 15 Executive Chef 15 Utility Billing Specialist 15 Recreation Specialist 15 Building Permit Technician 14 Admin Secretary- Public Works 31.05 32.21 33.76 34.93 36.09 37.65 38.81 14 Investigative Aide 14 Records Specialist 14 GIS Technician 14 Events Manager 14 Community Development Assistant 13 Secretary / Administrative Assistant 28.88 29.96 31.41 32.49 33.57 35.02 36.10 13 Administrative Technician- Fleet 13 Utility Billing Clerk 12 Office Assistant II 26.87 27.88 29.22 30.23 31.24 32.58 33.59 Finance Assistant II Administration Specialist 1 City Council Action Request 7.P. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Personnel Policy Amendment Staff Recommendation Adopt Resolution 2024-165 approving the updated Personnel Policy. Budget Implication Included in Budget. Attachments 1. Memo Personnel Policy 2. Personnel Policy - Resolution 3. Personnel Policy- Final 2025 To: Honorable Mayor and City Council From:Joe Fischbach, HR Manager Date:November 25, 2024 Re: Proposed Personnel Policy Changes Background Every year, staff reviews the Personnel Policy and makes recommendations for updates based on new laws, trends, best practices, etc. Below are the following changes to the different sections recommended for approval. They have been reviewed by the City Attorney’s office. Job Classification and Pay Plan Currently FLSA exempt staff (salaried) are only allowed to use Annual Leave in full day increments. Employees have requested use in smaller amounts. The City Attorney recommends 4 hour and full day increments to maintain their FLSA status. Recruitment and Selection The City has delegated hiring authority to the City Administrator for certain non-supervisory and non- management positions. This cleans up the existing language where the City Council maintains hiring authority for Levels 21 and above in the Non-Represented Pay Plan. Probationary Appointments Language regarding additional performance evaluations during an employee’s probationary period is removed. Regular check-ins with probationary employees are the norm but they are not always formal reviews as detailed in the Personnel Policy and removing the language clears up any confusion. Disciplinary Action This language is updated to reflect the same as the Recruitment and Selection section with regards to the City Council retaining disciplinary authority for Levels 21 and above in the Non-Represented Pay Plan Annual Leave The Sergeants, Firefighters and Local 49 (Public Works/Parks & Rec maintenance) labor unions negotiated 8 more hours of Annual Leave per level and an increase to the cap of 280 hours based on external comparables. The changes to the Personnel Policy mirror these increases. The State of Minnesota is set to implement a statewide Paid Leave program in 2026. This language memorializes that the City and the employee will split the required tax 50/50 as detailed in statute. Earned Safe and Sick Time Language is deleted that is redundant in the Annual Leave section of the Personnel Policy. MSRS Post-Employment Health Care Savings Plan Levels 22 and 23 are being added to the Non-Represented Pay Plan in 2025. These changes reflect those additions. The reference to the Annual Leave cap increasing to 280 hours is also updated in this section. Paid Parental Leave A provision was added to this section to allow the City to collect paid health insurance premiums if the employee does not return to work for at least 30 days after Paid Parental Leave. Travel and Training Historically, the City has been requiring itemized receipts for meals and incidentals for state and national travel and training. The recommended change does away with this and payments are made to employees based on the per diem rates as defined by the U.S. General Services Administration. This is the norm for our comparable cities and a request that several employees have made. A provision has also been added that requires department director approval for the City to pay for lunch if an employee attends local training. Electronic Media Usage, Computer Use, Security Awareness The IT Manager is recommending some updates regarding heightened cybersecurity risks. Language is also added that allows increased security awareness training throughout the year. Verbiage has been added that further defines that all employees who have access to City computers, the email system and other programs must comply with the security awareness policy. Social Media The Communications Manager worked with staff to update the social media policy for best practices. It is the City’s intent to maintain a positive and informative social media presence. The policy also puts safeguards in place by defining who can post content and with what authority. Sharing non-public data is prohibited. Employees must remain professional when representing the interests of the City. The policy also adds language allowing the City to delete posts and comments on our social media sites that attempts to commit a crime such as asking viewers for money in a fraudulent way. Cell Phone / Personal Calls The section of the policy that references City owned cell phones has been removed since the City does not provide City owned cell phones any longer. The policy also clearly defines when pictures and video may be taken in the workplace. Dress For Your Day A few years ago, the City implemented a more relaxed dress code when employees are not meeting with residents, attending official meetings and such. The updates to the policy maintain a relaxed code but also put in a few more expectations of what wear and styles are appropriate in the workplace. Telecommuting A telecommuting policy was implemented during the COVID-19 declared emergency. This update adds the policy to the Personnel Policy. It should be noted that while the City does have the policy, employees have been directed to be in the office as much as possible. If an employee is approved for telecommuting, they must have a specific plan reviewed and approved by their department director and the City Administrator. Recommendation Adopt the Resolution updating the Personnel Policy. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-165 A RESOLUTION AMENDING THE PERSONNEL POLICY; WHEREAS, the Personnel Policy is reviewed and updated from time to time, now THEREFORE BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, to amend the Personnel Policy as follows; SECTION 4. JOB CLASSIFICATION AND PAY 4.4.1 Exempt (Non-Overtime-Eligible) Employees. Exempt employees are expected to work the hours necessary to meet the performance expectations outlined by their supervisors. Generally, to meet these expectations, and for reasons of public accountability, an exempt employee will need to work 40 or more hours per week. Exempt employees do not receive extra pay for the hours worked over 40 in one workweek. Exempt employees may use Annual Leave in 4 hour blocks. Exempt employees are paid on a salary basis. This means they receive a predetermined amount of pay each pay period and are not paid by the hour. Their pay does not vary based on the quality or quantity of work performed, and they receive their full weekly salary for any week in which any work is performed. The City of Cottage Grove will not make deductions from pay due to exempt employees being absent for jury duty or attendance as a witness but will require the employee to pay back to the City any amounts received by the employee as jury fees or witness fees. If the City inadvertently makes an improper deduction to the weekly salary of an exempt employee, the City will reimburse the employee and make appropriate changes to comply in the future. SECTION 6. RECRUITMENT AND SELECTION 6.1 Appointments. All appointments shall be made by the City Administrator on the basis of merit and fitness for the position. Merit and fitness may be determined by written, oral and/or other job-relevant examination, as well as by consideration of education, past experience and other job-relevant qualifications. The City Council shall confirm appointments to certain management and supervisory positions at the level of Grade 21IVa and above of the most recent Non-represented Pay Plan adopted by the City Council for employees not covered by labor contracts. SECTION 7. PROBATIONARY APPOINTMENTS 7.1 Training/Probationary Appointment. The City of Cottage Grove regards the training period as an integral part of the employment process. During this period, new employees are closely evaluated for the purpose of carefully observing the employee’s work and for training the employee in work expectations. The first twelve (12) months of employment is a probationary period. Employees transferred, promoted, rehired or reclassified to new positions in the City are also required to successfully complete a twelve (12) month probationary period. 7.2 Additional Performance Evaluation. During the probationary period, an employee shall undergo performance evaluations. SECTION 10. DISCIPLINARY ACTION The method of and procedure for disciplinary action shall be determined as indicated below. Disciplinary actions are not progressive, but will be commensurate with the seriousness of the infraction. Demotions and dismissals for positions in Grade 21level IVA and above of the Non-represented Pay Plan shall have prior approval of the City Council. SECTION 13. BENEFITS 13.3 Annual Leave. For full-time salaried employees, annual leave must be taken in increments of no less than foureight (48) hours. For all other employees, annual leave must be taken in increments of no less than one-half hour. 13.3.1 Full-Time Employee. Each full-time City employee included in Non-represented Pay Plan shall earn annual leave at a bi-weekly rate, which will total the following amount of annual leave: 0 through 4 years City (or equivalent) employment 160152 hours per year 5 through 9 years City (or equivalent) employment 184176 hours per year 10 through 14 years City (or equivalent) employment 208200 hours per year 15 through 19 years City (or equivalent) employment 240232 hours per year 20+ years City (or equivalent) employment 256248 hours per year Employees currently earning 192 hours/year of Annual Leave will stay at the accrual rate until they reach 10 years of service. 13.3.5 Carryover Annual Leave. No employee may carry over more than two hundred eightysixty-four (28064) hours of accumulated annual leave from one year to the next. In the event that an employee has in excess of two hundred eightysixty-four (28064) accumulated hours of annual leave after December 31 of any year, the employee’s accrued annual leave shall be reduced to two hundred eightysixty-four (28064) hours. 13.3.6 Exchange of Annual Leave. For represented and non-represented pay plan employees, the total annual leave in this section includes ESST hours as defined in Section 13.3.7. a. Once per year, on either the first pay period after April 1 or the first pay period after October 1, any employee who has completed at least seven (7) years of service with the City may exchange up to twenty-four (24) hours of accumulated annual leave for payment equal to twenty-four (24) hours of pay at his/her current rate. Any employee who has completed at least fifteen (15) years of service with the City may exchange up to forty (40) hours accumulated annual leave for payment equal to forty (40) hours of pay at his/her existing rate. Payment may be made in cash, as a contribution to an employee’s deferred compensation 457 plan, Roth 457 plan, Roth IRA plan or to the employee’s health savings account (HSA). b. As of December 31 of each year, if a non-represented employee with at least fifteen (15) years of service with the City has two hundred eightysixty-four (28064) or more hours in their annual leave bank, the amount over two hundred eightysixty-four (28064), up to twenty (20) hours of pay, will be transferred in to their health care savings plan (HCSP) and deducted from their annual leave bank. 13.3.6.1 MN Paid Leave. Effective January 1, 2026, the City will pay according to the 50% employer/50% employee premium contribution formula outlined in Minn. Stat. Sec. 268B.14, Subd. 3. Section 13.5 MSRS Post-Employment Health Care Savings Plan. For employees in pay grades X03-X01 of the Non-represented Pay Plan, the employee will contribute 2% of their annual salary. For employees in pay grades 12-231 of the Non-represented Pay Plan, the employee will contribute 1% of their annual salary. Upon separation, employees in pay grades X03-X01 shall have 100% of their annual leave balance converted into the Health Care Savings Plan. Upon separation, employees in pay grades 12-231, age 55 and over shall have 100% of their annual leave balance converted into the Health Care Savings Plan. Upon separation, employees in pay grades 12-231, under age 55 and shall have 0% of their annual leave balance converted into the Health Care Savings Plan. As of December 31st, if a Non-represented employee with 15 years or more of service has 280264 or more hours in their Annual Leave bank, the amount over 280264, up to 20 hours, of pay will be put in tointo their HCSP and deducted from their Annual Leave bank. 15.10 Paid Parental Leave Policy 15.10.4.1 Failure to Return to Work After Paid Parental Leave If the employee does not return to work at the end of the Paid Parental Leave for at least 30 calendar days, the City may require the employee to repay the portion of the monthly cost paid by the City for group health plan benefits. The City may also require the employee to repay any amounts the City paid on the employee’s behalf to maintain benefits other than group health plan benefits. SECITION 17. TRAVEL AND TRAINING POLICY 17.6.5.1 Air-Related Travel Policies. Air travel by authorized T&T participants must be the lowest fare routing. Lowest fare routing is the lowest fare which: 1. Requires no more than one interim stop or change of planes each way, and 2. Results in a layover not exceeding two hours each way. Every effort should be made, to take advantage of advance purchase discounts. Airfare tickets shall be purchased using a City credit card. Frequent flyer miles cannot be accrued by an employee using City paid services. 17.6 Allowable Expenditures. 17.6.1 General. The City pays a T&T participant’s expenses incurred while attending a T&T event, in accordance with policy guidelines. The T&T participant must pay expenses incurred by a spouse or guest attending a conference with a T&T participant. If an employee registers for a training event and then cancels, he/she must reimburse the City for any fees that are not returned to the City upon cancellation. This does not apply if the employee’s supervisor requests that the employee cancel the training event. 17.6.2 Meals and Incidentals. The City will use the GSA per diem rates. If the T&T event is more than one day in duration, there shall be a maximum per diem (including gratuities) for full days. For partial days, the first and last day of travel per diem rates will be usedper meal per diem will be used. You can look up the reimbursement amounts at https://www.gsa.gov/travel/plan- book/per-diem-rates and search the zip code of the training. Employees should consult with the Human Resources Office or Finance Director for the applicable reimbursement rates if they have questions. Tips are included in the maximum per diem and meal allowances. Tips shall not exceed 15% of City reimbursed meal cost. When an event encompasses a full day, T&T participants may spend the daily allowance among the three meals, at their discretion, unless meals are included as part of the conference registration. In that case, the money allotted for that meal couldn’t be spent. For local and regional area training or meetings, lunch will be reimbursed if not covered in the fee for the event if approved by department head. No other meals will be reimbursed unless prior approval is granted. Costs for alcoholic beverages shall not be reimbursed. Lunch will be reimbursed per the current Twin Cities GSA lunch rates (currently $19.00, subject to change). Original, itemized receipts will be required for reimbursement for said lunch. Original, itemized receipts will be required for reimbursement upon return from the event, along with any unused portion of the meal allowance (if cash advance was received). Receipts must be original, non-altered documents, which clearly state date, location, and name of restaurant as well as specific food and beverages ordered and purchased. A representative of the City may occasionally be in the position of having to provide a meal for other persons who have official business with the City. The cost of providing such meals, including tax and a reasonable gratuity, will be reimbursed provided the following conditions are met: 1. Expenditure must be approved by the City Administrator or designee prior to the event; 2. Name and official capacity of each person attending must be listed; 3. Public purpose/benefit of the meeting must be described; 4. An original, itemized receipt (see above) must be provided; and 5. No alcoholic beverages will be reimbursed. 17.7 Reimbursement Procedures. Only approved, actual, and necessary expenditures qualify for reimbursement, and must have receipts, if necessary. In addition, to receive reimbursement, the following criteria must be met: 1.Within 15 days of returning from an approved T&T event, the participant must submit a Travel/Training Reimbursement Form; 1.2.The Finance department will process per diem payments within 14 days of receipt. Per diems paid before the event must be approved by the department director. 2.3.Original, itemized receipts for the payment of transportation, lodging, and other business expenses must be attached to the expense report; credit card statements or other similar forms of documentation will not be accepted; 3.4.Tips shall be noted on the meal receipt; 4.5.All receipts must be legible, dated and in chronological order; 5.6.Any unused portion of a cash advance will be returned to the City; 6. If the billing is for joint occupancy, the lodging cashier should indicate the single room rate for the room occupied. It is the T&T participant’s responsibility to obtain this; 7. T&T participants shall be required to submit an itemized lodging bill showing both charges and payments for reimbursement; 8. T&T participants submitting receipts for parking fees shall be reimbursed in the amount noted on the receipt; 9. When two or more T&T participants travel to the same destination by the same vehicle, mileage and parking fee reimbursement will be made to only one person. SECTION 20. ELECTRONIC MEDIA USAGE, COMPUTER USE, SECURITY AWARENESS POLICY 20.1 Objective. The City of Cottage Grove electronic media usage, computer use, and security awareness policies are designed to provide clear guidelines to City of Cottage Grove employees regarding access to, and disclosure of, computer, network, telephone and facsimile systems. City employees use and exploit electronic forms of communication and information exchange and have access to one or more forms of electronic media and services (computer, e-mail, telephones, voice mail, fax machines, external electronic bulletin boards, on-line services (Social Media), and the Internet). The City encourages the use of these media and associated services because they make communication more efficient and effective, and because they are valuable sources of information. However, electronic media, data, and services provided by the City are City owned and publicly funded, and their purpose is to facilitate City business. The City Council authorizes the use of the Internet and online services for the support of all City tasks. The use of the Internet is public and a privilege, not a right, and may be revoked at any time for unacceptable use or any other use which poses a risk to the cyber security of any City computer system. The City Council authorizes the use of the Internet and on-line services for the support of all City tasks. The use of the Internet is public and a privilege, not a right, and may be revoked at any time for unacceptable use. With the rapidly changing nature of electronic media, and the “netiquette” which is developing among users of external on-line services and the Internet, this policy cannot lay down rules to cover every possible situation. Instead, it expresses the City’s philosophy and sets forth general principles to be applied to the use of electronic media, data, and services. The following procedures apply to all electronic media, data, and services, which are: ▪Accessed on or from City premises, ▪Accessed using City equipment, or via City-paid access methods, ▪Used in a manner which identifies the individual as an employee of the City. 20.2 Authorization. An employee must sign a Computer Use and Security Awareness statement acknowledging that they have read, understand, and agree to comply with this policy. No employee will be authorized to use electronic media or services until they have signed the appropriate statement and returned it to Human Resources the Personnel Office. 20.3 Security Awareness Training and Compliance. The City of Cottage Grove Information Technology (IT) department requires that each employee upon hire, periodically and at least annually thereafter successfully complete Online Security Awareness training. Certain staff may be required to complete additional training modules depending on their specific job requirements upon hire and at least annually. Reference Appendix C for frequency. Staff will be given a reasonable amount time to complete each course to not disrupt business operations. 20.3.1 Simulated Social Engineering Exercises. The City of Cottage Grove IT department will conduct periodic simulated social engineering exercises including but not limited to: phishing (e-mail), vishing (voice), smishing (SMS), USB testing, and physical assessments. The Cottage Grove IT department will conduct these tests at random throughout the year with no set schedule or frequency. The Cottage Grove IT department may conduct targeted exercises against specific departments or individuals based on a risk determination. 20.3.2 Remedial Training Exercises. From time to timetime-to-time Cottage Grove staff may be required to complete remedial training courses or may be required to participate in remedial training exercises with members of the Cottage Grove IT department as part of a risk-based assessment. 20.3.3 Compliance & Non-Compliance with Security Awareness Policy. Compliance with this policy is mandatory for all staff that have access to the computer, email or program use,, including contractors and executives. The Cottage Grove IT department will monitor compliance and non-compliance with this policy and report to the management team the results of training and social engineering exercises. The penalties for non-compliance are described in Appendix A of this policy. 20.3.4 Non-Compliance Actions. Certain actions or non-actions by Cottage Grove personnel may result in a non-compliance event (Failure). A Failure includes but is not limited to: ▪Failure to complete required training within the time allotted; ▪Failure of a social engineering exercise; o Failure of a social engineering exercise includes but is not limited to: •Clicking on a URL within a phishing test, •Replying with any information to a phishing test, •Opening an attachment that is part of a phishing test, •Enabling macros that are within an attachment as part of a phishing test, •Allowing exploit code to run as part of a phishing test, •Entering any data within a landing page as part of a phishing test, •Transmitting any information as part of a vishing test, •Replying with any information to a smishing test, •Plugging in a USB stick or removable drive as part of a social engineering exercise, •Failing to follow company policies during a physical social engineering exercise. Certain social engineering exercises can result in multiple Failures being counted in a single test if the Failures are unrelated. The maximum number of Failure events per social engineering exercise is two. The Cottage Grove IT department may also determine, on a case by casecase-by-case basis, that specific Failures are a false positive and should be removed from that staff member’s total Failure count. 20.12 E-mail and Voice Mail. Department Directors will determine whether an employee should have access to a voice mail account and e-mail account. The Director shall also determine whether the e-mail account should be set up for internal city use only or also for Internet e-mail access. If an employee is set up with an e-mail and/or voice mail account, the employee is required to remain in compliance with this policy. Department requests shall be contingent on approval of the IT Manager. 20.14Social Media Policy 20.14.1 Policy. The City of Cottage Grove will determine, at its discretion, how its web-based social media and online community presence will be designed, implemented and managed as part of its overall communications and information technology strategies and functions. City government social media and other web-based resources may be modified or removed by the City at any time and without notice, as necessary to maintain the integrity of both communications and information technology functions. The City of Cottage Grove wishes to maintain a positive and informative social media presence. Social media provides a valuable tool in enhancing communications with the community, streamlining processes, fostering productivity and building trust. To this end, the City of Cottage Grove supports multiple City-sponsored social media sites for its various departments, boards, and commissions to communicate about events and deliver information directly to community members and City customers. Social media must be used in an ethical, professional and lawful manner and in accordance with City and departmental policies. This policy governs the management of City-sponsored social media sites and provides guidelines and direction for City employees and City representatives regarding the use of social media. This guidance is intended to help clarify the boundaries between appropriate and inappropriate use of social media in a way that protects nonpublic data about employees and community members, protects security information concerning City operations, and protects nonpublic data flowing from the investigations conducted within the City-related law enforcement functions. This policy does not unlawfully restrict the right to freedom of speech or expression to: Discuss as a private citizen, matters of public concern, to the extent protected by the First Amendment, nor Engage in concerted activity with co-workers to the extent protected by collective bargaining laws. 20.14.1 Purpose. It is the intent of the City of Cottage Grove to represent itself appropriately, consistently and positively on the internet. Collaborative Collaborative technologies are fundamentally changing how information is provided, received and how the City can engage its citizens. To aid in meeting the goals of the City, the purpose of this policy is to establish procedures for creating and maintaining a social media and online community presence which is in accord with policies and directives established by City management. It also provides guidelines and standards for individual employees regarding the use of social media for communication with citizens, colleagues and the world at large. The City's official website will remain the City's primary online medium for communicating with the public. At the same time, there is a general expectation by the public that the City have a social media presence by which to share information about current City projects and City business. For municipal purposes, the City’s social media accounts will be used for incidental, non-vital communication and general information only. It is not the purpose of the City’s social media accounts to be a medium for the transaction of City business. 20.14.2 Scope. This policy applies to any existing or proposed City social media web sites and City online community accounts created by City employees during the course and scope of their employment. This policy applies to any existing or proposed social media websites sponsored, established, registered, or authorized by the City of Cottage Grove. 20.14.220.14.3 Definitions. Social media are internet and mobile-based applications, websites and functions, other than email, for sharing and discussing information, where users can post photos, video, comments and links to other information to create content on any imaginable topic. This may be referred to as "user-generated content" or "consumer- generated media." Social media includes, but is not limited to: ▪Social networking sites such as Facebook, Linkedln, X Twitter), Nextdoor, and online dating services/mobile apps, ▪Blogs, ▪Social news sites such as Reddit and Buzzfeed, ▪Video and photo sharing sites such as YouTube, lnstagram, SnapChat, and Flickr, ▪Wikis, or shared encyclopedias such as Wikipedia, ▪An ever-emerging list of new web-based platforms generally regarded as social media or having many of the same functions as those listed above. City Social Media: Those social media web sites established for the benefit of the City of Cottage Grove with authority granted as outlined in this policy. Includes all employee social media accounts established at the request of or with the approval of City management. City Social Media does not include employee's personal social media accounts. Work-related images are written, auditory, or visual messages, including but not limited to, photographs, digital images, video recordings, audio recordings or electronic files containing a graphic image or series of images, as well as any digital reproductions or copies of such photographs, digital photographs, digital images, video recordings, audio recordings, or files taken or created in the course of the City’s business. All work-related images are the property of the City of Cottage Grove. 20.14.320.14.4 General Standards. The creation of any City social media websites or online community accounts must be approved prior to creation by the City Administrator. If approved, City of Cottage Grove Information Technology staff must have administrative privileges to the account. The City of Cottage Grove social media web sites and online community accounts and their associated content should focus on significant City interest areas and be organized in a manner that avoids duplication, ambiguities and/or conflicting information. It is the responsibility of the Department Head to ensure all City policies are followed when employees are establishing a City of Cottage Grove social media site or interacting with social media sites in the course of the employee's scheduled work. All postings to City of Cottage Grove social media sites may be subjected to review by the Information Technology staff and/or the City Administrator and may be deleted without notice. Administration of all social media web sites and online community accounts must comply with applicable laws, regulations and policies, including, but not limited to the Minnesota Government Data Practices Act and the City’s Data Retention Policy. No City employee or City representative shall use social media to disclose private, confidential, protected, or non-public information. When utilizing social media sites, City employees and City representatives shall conduct themselves in a professional, ethical and lawful manner and in accordance with all City policies. Social networking is the act of connecting to others through the use of social media. Speech is the expressions or communication of thoughts or opinions in spoken words, in writing, by expressive conduct, symbolism, photographs, videotape, or related forms of communication. Separate City of Cottage Grove social media accounts must be created for any social media websites or online community accounts. A standard user account should be used, clearly identifying the City of Cottage Grove and the specific department or purpose of the account. For example, Cottage Grove Police would be the account for the Police Department. City social media accounts accessed and utilized during the course and scope of an employee's performance of his/her job duties may not be used for private or personal purposes or for the purpose of expressing private or personal views on personal, political or policy issues or to express personal views or concerns pertaining to City employment relations matters. Content posted by a City assigned employee must be approved by the department head, or designee, prior to posting. Department Heads are responsible for assigning one employee to manage the social media accounts and will have direct responsibility for content posted on that site. Only City-assigned employees will be allowed to post content to City of Cottage Grove social media sites. As set forth in other City policies, City employees are blocked from accessing Tik-Tok social media sites on their City of Cottage Grove computers. City of Cottage Grove social media and online community web site accounts are considered a City asset and logins to these accounts must be securely administered in accordance with City computer security policies. The Information Technology staff must be set up as an administrator on all City web site accounts. The City reserves the right to shut down any of its social media sites or accounts for any reason without notice. A social media web site and online community accounts shall not be used by the City or any City employee or representative to disclose sensitive and/or confidential information without the prior written approval of the City Administrator. All social media web sites and online community accounts created and utilized during the course and scope of an employee's performance of his/her job duties will be identified as belonging to the City of Cottage Grove, including the City logo, as well as a link to the City's official web site. All social media web sites will be created in such a way that the public will NOT be allowed to post directly to the City’s social media page. They will contain only informational postings made by City of Cottage Grove employees. The City’s assigned staff responsible for the management of the City’s social media sites will not edit any comments. However, comments by members of the public may be removed if they fall into at least one of the following categories: ▪Obscene or pornographic content ▪Direct threats to persons or property ▪Material asserted to violate the intellectual property of another person ▪Private, personal information about a person published without his/her consent ▪Information that compromises a public safety security system ▪Statutorily private, confidential, or nonpublic data ▪Commercial promotions or spam ▪Fraudulent posts that are attempting to commit a crime (example: scammers attempting to sign up vendors and take their money for a City sponsored event) ▪Include Hyperlinks to material that falls into one of the foregoing categories. Inclusion of the following disclaimer, as approved by the City Administrator, is required on all social media sites: "The City of Cottage Grove's use of external social media web sites is provided as a public service. The City of Cottage Grove disclaims liability for ads, videos, promoted content or comments accessible from any external web site. The responsibility for external content or comments rests with the organizations or individuals providing them. Any inclusion of external content or comments does not imply endorsement by the City of Cottage Grove. The City reserves the right to delete any comments that have been identified in the City’s Public Notice of Social Media Policies as being subject to removal. The following MUST be adhered to when posting content: ▪Do not upload, post, transmit or make available content you know to be false, misleading or fraudulent. All statement should be true and not misleading. Do not post photos that infringe on trademark, copyright or patent right of others. ▪Non-public and confidential information such as information related to coworkers, personnel data, medical information, claims or lawsuits against the city should not be shared. ▪Do not post content that exhibits hate, bias, discrimination, pornography, libelous or otherwise defamatory content. ▪Only post content that is suitable for readers and viewer of all ages. Do not post content that a reasonable viewer may not consider to maintain the dignity and decorum appropriate for government. ▪Do not post any photo or video of a specific person without permission of that person or in the photo or video. Do not post the name of any individual without permission from that person. Large events and gatherings of crowds are public data and by attending the event, individuals have no reasonable expectation of privacy. However, requests by individuals to have their photos removed for public safety reasons may be removed. ▪Some employees of the City of Cottage Grove have the opportunity in the performance of their jobs to take pictures or video of incidents such as crime scenes, car accidents etc. This content, no matter if it is obtained with City equipment or personal equipment, will not be allowed to be posted in any social media or online community situation without written permission from the persons involved (i.e. accident victim or property owner). For example, a fire fighter that takes pictures of a burning home on his personal cell phone will NOT be allowed to post that content to ANY social media site. If you are allowed to obtain that content because you are an employee of the City of Cottage Grove, then you are not allowed to use it without permission from the City of Cottage Grove. Content of this type is very sensitive and could cause the city to face legal issues if used. This applies mostly to public safety employee but is applicable to all employees of the City of Cottage Grove. ▪Employees shall not post, disseminate or broadcast Department- owned images or audio recordings unless authorized to do so, or unless such images or audio are available to the public pursuant to applicable law. If such images or audio have been released by the Department as public records, employees shall ensure that their subsequent use of such information is done in their capacity as private citizens, and not as spokespersons for the Department unless authorized to do so. ▪Post meaningful and respectful comments. Do not spam, inflame or make comments that are offensive. Posting may include: o City events, o City partner events, o Not-for-profit fundraisers held in the City. Posting not allowed: ▪Sales at retail stores, ▪Garage sales, etc., for individual profit, ▪Events hosted entirely or primarily for a private gain, or ▪Political Commentary. SECTION 25. CELL PHONE / PERSONAL PHONE CALL / PERSONAL FAX POLICY 25.1 Purpose. This policy is intended to define acceptable and unacceptable uses of City issued cellular telephones. Its application is to insure cellular phone usage is consistent with the best interests of the City without unnecessary restriction of employees in the conduct of their duties. This policy will be implemented to prevent the improper use or abuse of cellular phones and to ensure that city employees exercise the highest standards of propriety in their use. It is the objective of the City of Cottage Grove to prevent and correct any abuse or misuse of cellular telephones through the application of this policy. Employees who abuse or misuse such phones may be subject to disciplinary action. The City Administrator, or designee, will have primary responsibility for implementation and coordination of this policy. All Department Heads will be responsible for enforcement within their departments. 25.2 Use of Phone Policy. Cellular telephones are intended for the use of City employees in the conduct of their work for the City. Nothing in this policy will limit supervisor discretion to allow reasonable and prudent personal use of such telephones or equipment provided that: ▪Its use in no way limits the conduct of work of the employee or other employees, or ▪No personal profit is gained or outside employment is served. Personal calls will be made or received only when absolutely necessary. Such calls must not interfere with working operations and are to be completed as quickly as possible. Accepting a personal collect phone call is prohibited. 25.325.2 Personal Cell Phone Policy. Use of personal cell phones shall be limited to rare usage during working hours. In no case shall cell phones with digital picture capabilities be used for the purpose of taking photographs in the workplace or at any property or work site unless specifically instructed by the supervisor in each instance in advance. Pictures and video should only be taken during work hours if it serves a legitimate business purpose. In addition, no personal cell phones shall be in the workplace that contains offensive images (graphics, messages, and audio/video files) that can be viewed by co-workers or the general public. Personal text messaging shall also be limited to rare occasions during working hours. SECTION 28. DRESS FOR YOUR DAY POLICY 28.2 Dress for Your Day The City of Cottage Grove’s Dress for Your Day policy allows for non-uniformed employees to use their best judgment when deciding what to wear to work every day, with some basic guidelines. The idea is that each employee should consider what their workday looks like and dress accordingly. Employees may dress in accordance with their gender identity, and they may dress and style their hair in a manner that expresses their individuality within the constraints of the dress code adopted by the city. Specific dress requirements and options may be set by a department director in accordance with professional standards and safety needs for the department. For example, employees are allowed to wear casual clothing on workdays when they do not have council meetings, work sessions, conferences, or meetings with residents or other outside third parties. Employees are still expected to wear clothing appropriate for an office environment, and traditional business attire is always acceptable. There may be days when special visitors are expected at City facilities and all staff may be required to forgo Dress for Your Day and required to wear business casual attire. These days will be announced in advance so employees can plan accordingly. In all instances clothing must be neat, clean, not ripped, heavily frayed or worn even if it is the current fashion,, and not expose an excessive amount of skin. Supervisors will determine if an employee’s appearance is appropriate under this policy. If a supervisor determines that an employee’s appearance is inappropriate and in violation of this policy, it will be brought to the employee’s attention privately. Employees who violate this policy may not be allowed to work until their attire is consistent with the policy. The employee may be told to go home and change, and non-exempt employees will not be paid for the time required to do so. Continued violations may result in disciplinary action and removal of Dress for Your Day privileges. Employees who need an accommodation associated with a protected status such as religion or disability should speak with Human Resources to obtain approval to deviate from this policy. The following are examples of clothing and shoe choices that are never acceptable, but it is not an exhaustive list. When in doubt, consult with your direct supervisor, director, or Human Resources. •Any clothing items that are excessively tight, body hugging, or revealing that do not project professionalism •Clothing and/or accessories that include offensive/inappropriate images or words, including images/words that are discriminatory or sexual •Sweatpants, yoga pants and other exercise apparel •Leggings unless combined with a skirt, dress or top that reaches at least mid-thigh •Low cut blouses, shirts or dresses that reveal excessive chest area or cleavage •Beach wear and shorts •Overalls •Very sShort skirts or short dresses or shorts, all of which must be no higher than 2” above the knee •Clothing and accessories with writing or large logos •Spaghetti-strap tops or dresses unless covered by a jacket or sweater •Tank tops, halter tops, crop tops or any clothing showing midriffs •Sheer or revealing clothing •Visible undergarments, either through sheer fabric or improper concealment •Hooded sweatshirts •Hats or caps •Sports jerseys •House slippers, informal flip flop sandals, moccasins, Croc shoes, beach wear •Sloppy, patched or tattered clothing Employees are allowed to wear jeans that are clean, not faded, free of rips, tears , frayingand fraying, even if it is the current fashion and not excessively tight, body hugging or revealing. Employees are allowed to wear tasteful sneakers that are clean, well kept, and in good condition. Employees are allowed to wear dress sandals that are professional, clean, well kept, and in good condition. Beach flip flops are not allowed. Section 36. TELECOMMUTING POLICY The City of Cottage Grove uses the U.S. Office of Personnel Management’s definition of telework from the Telework Enhancement Act of 2010 which is, “[t]he term 'telework' or 'teleworking' refers to a work flexibility arrangement under which an employee performs the duties and responsibilities of such employee's position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work." The City permits telecommuting arrangements when they are approved by the employee, department head, and City Administrator. Not all positions or work assignments will meet the requirements or be considered appropriate for telecommuting. No employee is entitled or guaranteed the opportunity to telework. The City will use the following factors to make the determination on approval: 1. the employee can accomplish as much work as if they were working in the office; and/or 2. when the telecommuting arrangement does not disrupt the operations of the City; and/or 3. the employee’s absence from the office does not create additional work for co- workers. Any telecommuting arrangement may be modified or terminated by the City at any time for any reason. A. Eligibility The following factors will be considered to determine an employee’s eligibility: 1. Only employees whose essential job duties can be fulfilled from a remote location as determined by the department head and city administrator are eligible for a telecommuting agreement. 2. Telecommuting is only available to employees who have all tools required for their job available to them at the remote location. This may include, but is not limited to, a City issued computer with all necessary software, a reliable internet connection, a telephone at which the employee can receive calls and a workspace free from distraction or hazards. The City will not provide or reimburse an employee for required equipment needed for a telecommuting agreement. All equipment (except City computer), space, utilities, and other services for the remote workspace must be provided by the employee at their own expense as a condition of the telecommuting agreement. 3. The Employee agrees to safeguard all records, documents, files and correspondence against damage or unauthorized use, and must take every precaution to protect the privacy of those whose records or files the employee is responsible for handling and for any other City records, information, work products or materials. All physical records and/or materials must be kept in a confidential and secure manner in the designated work area at the alternative worksite where access by others is limited. Employee shall comply with all required security measures as indicated in the Information Technology Policy and the Minnesota Government Data Practices Act. 4. The Employee will take care to protect all City equipment including equipment, hardware and software and will ensure for its proper City related use. Equipment and software may not be used by any person, other than the employee, including other household members. City owned software may not be duplicated except as authorized in writing by the IT Manager. City-owned equipment will be serviced and maintained only by the City, or vendor of their choice. If any City equipment is compromised, damaged or stolen, the employee will report all computer security incidents to the IT Manager immediately. B. Limitations 1. An employee working under a telecommuting arrangement may still be required to attend meetings, work, or other functions away from their remote workspace, if circumstances require such travel. 2. Employees who are not FLSA-exempt must report actual hours worked and may not work overtime without supervisor approval in advance of the overtime work being performed. 3. Employees on a telecommuting arrangement are expected to work their normal work schedule while telecommuting. 4. Employees on a telecommuting arrangement must be available by telephone during their normal work hours. Employees must check their City voicemail at least once per hour if they do not have the capability to roll their calls from their City phone to their cell phone. 5. The City will not be responsible for operating costs, home maintenance, or any other incidental costs associated with the use of the employee’s residence for a telecommuting location. 6. The City will not be liable for damages to the employee’s property resulting from participation in a telecommuting arrangement. 7. Injuries sustained by the employee while at his or her telecommuting work location and in conjunction with his or her regular work duties are normally covered under the City’s workers’ compensation policy. Telecommuting employees are responsible for notifying the employer of such injuries in accordance with City policy. 8. The employee is liable for any injuries sustained by visitors to his or her work location. Employees will not meet with clients and/or visitors conducting business with the City at the employee’s telecommuting location. 9. By participating in the telecommuting arrangement, the employee agrees to hold the City harmless against any and all claims including injuries to others at the telecommuting location. 10.Employee agrees to abide by all City policies as set forth in its Personnel Policy and/or labor contract, and any other policy or procedure related to employment, computer use or telecommuting. 11.Employee will be expected to adequately perform all duties as assigned. Employee agrees to comply with all existing job requirements in effect at the time of this agreement and any change in duties the City may require from time to time. 12.Annual Leave and other paid time off may be used during a telecommuting arrangement, subject to the same notification, approval, and reporting requirements as if the employee were working at their regular job location. 13.Each telecommuting arrangement must be renewed monthly by the employee, department head, and city administrator. C. Agreement Employees must sign and return to the Human Resources Manager the Employee Use of Technology and Remote Access Agreement for placement in their personnel file. D. Violations The City Administrator and department heads will be responsible for the enforcement of this policy. Violations are subject to disciplinary action per bargaining unit contracts and Section 10 of the Personnel Policy. Passed this 4th day of December 2024. The changes will be effective the 1st day of January 2025. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk Updated January 2025 City of Cottage Grove Personnel Policy Updated January 2025 Personnel Policy 2 | Page Updated January 2025 SECTION 1. PURPOSE AND APPLICATION 1.1 Purpose. The purpose of these policies is to establish a uniform and equitable system of personnel administration for employees of the City of Cottage Grove. They should not be construed as contract terms for any city employees. No supervisor or City representative has any authority to enter into any agreement for employment for any specific period of time, or to make any agreement contrary to this provision. Nothing in this Personnel Policy, or in other City policies which may be communicated to the employee, constitutes a contract of employment for any city employee. The policies are not intended to cover every situation that might arise and can be amended at any time at the sole discretion of the city. These policies supersede all previous personnel policies. As an employee, you are responsible for complying with current city policy at all times. These policies serve as an information guide to help employees become better informed and to make their experience with the City more rewarding. 1.2 City’s Rights under Personnel Policy. The City reserves the right to operate and manage its affairs in all respects in accordance with existing and future laws and regulations. These rights shall specifically include, but not be limited to, the right to adopt, amend, repeal, interpret or terminate the personnel policy and work rules without prior notice. Any prerogative or authority, which the City has not specifically abridged, delegated or modified by this policy, is retained by the City. The City further reserves the right to make reasonable variations from this policy where it is determined that a strict and literal application of the policy would cause an undue hardship on the City, its employees, or an individual employee. 1.3 Conflicts with Personnel Policy. When there is conflict with the personnel policy, the following order of precedence shall apply: 1. All applicable state and federal laws. 2. Labor agreements. 3. Personnel policy. 4. Departmental rules. If any specific provisions of the personnel policies conflict with any current union agreement or civil service rules, the union agreement or civil service rules will prevail. Union employees are encouraged to consult their collective bargaining agreement first for information about their employment conditions. Nothing in these policies is intended to modify or supersede any applicable provision of state or federal law. 1.4 Individuals Exempt from Personnel Policy. These policies apply to all employees of the city. Except where specifically noted, these policies do not apply to: • Elected officials. • City attorney. • Members of city boards, commissions, and committees. • Consultants and contractors. • Volunteers. 1.5 Personnel Policy Subject to Applicable Laws & Ordinances. This policy shall be subject to Personnel Policy 3 | Page Updated January 2025 all applicable state and federal laws, as well as City ordinances. 1.6 Equal Employment Opportunity Policy Statement. The City of Cottage Grove is committed to providing equal opportunity in all areas of employment, including but not limited to recruitment, hiring, demotion, promotion, transfer, selection, lay-off, disciplinary action, termination, compensation and selection for training. The City of Cottage Grove will not discriminate against any employee or job applicant on the basis of race, color, creed, religion, national origin, ancestry, sex, sexual orientation, gender identity, or gender expression, disability, age, marital status, genetic information, status with regard to public assistance, veteran status, familial status, or membership on a local human rights commission or lawful participation in the Minnesota Medical Cannabis Patient Registry. 1.7 Data Practices Advisory. Employee records are maintained in a location designated by the City Administrator. Personnel data is retained in personnel files, finance files, and benefit/medical files. Information is used to administer employee salary and benefit programs, process payroll, complete state and federal reports, document employee performance, etc. Employees have the right to know what data is retained, where it is kept, and how it is used. All employee data will be received, retained, and disseminated according to the Minnesota Government Data Practices Act. 1.8 Savings Clause. This policy is subject to the laws of the United States and the State of Minnesota; in the event that any provision shall be held to be contrary to law by a court of competent jurisdiction from whose final judgment or decree no appeal has been taken within the time provided, such provision shall be void. All other provisions of the policy shall continue and remain in full force and effect. SECTION 2. DEFINITIONS The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise. • Appointing Authority - The City Council or City officer to whom the Council has delegated authority to appoint personnel. • Benefits - Privileges or non-monetary compensation granted to employees that are included in the total compensation to employees. • Compensatory Time - For non-exempt employees, time off work at one-and-one-half times the number of overtime hours worked. • Demotion - The change of an employee's status to a position of a lower rank or grade. • Department - A branch of City administration with responsibility for one or several assigned functions. • Department Head - The supervisor of a department. • Eligible - A person who has qualified for a position and whose name is on an eligibility list. Personnel Policy 4 | Page Updated January 2025 • Exempt Employees - Employees who are not covered by the overtime provisions of the federal or state Fair Labor Standards Act. • Full-time - Any employee whose position requires at least forty (40) hours per week or two thousand eighty (2,080) hours per year employment. • Immediate Family Member - The following persons related to the employee shall constitute an immediate family member: spouse, child, parent, grandparent, parent-in-law, grandparent- in-law, sibling-in-law or sibling. • Job Classification - A group of positions sufficiently alike in duties, qualifications, authority and responsibility to warrant the same job title, grade and pay schedule for all positions in the group. • Job Description - The written description of a job containing a title, a statement of duties, authority and responsibilities of the job, and the qualifications deemed necessary and/or desirable for the satisfactory performance of the duties of the job. • Lay-off - The separation of an employee from employment due to elimination of a position. • Non-Exempt Employees - Employees who are covered by the federal or state Fair Labor Standards Act. Such employees are normally eligible for overtime at 1.5 times their regular hourly wage for all hours worked over forty (40) in any given workweek. • Overtime - Time worked in excess of forty (40) hours per week or in excess of the employee's normal work schedule as established by the employer. • Part-time - An employee whose position requires less than forty (40) hours per week or two thousand eighty (2,080) hours per year employment. • Performance Evaluation - A review of an employee's performance by the employer's supervisor to communicate an employee's strengths or deficiencies, as well as expectation for improvement. • Personnel Officer – The City Administrator or his/her designee. • Probationary Employee - Any employee who is working in a position for the initial twelve- month period of employment in that position. • Probationary Period - The initial twelve-month period of employment in any position. • Promotion - An advance in position from one classification or grade to a higher classification or grade. • Promotional Exam - A test to determine whether an employee is eligible to advance from one classification or grade to higher classification or grade. • Protected Class Member - A person who by reason of race, color, age, sex, creed, national Personnel Policy 5 | Page Updated January 2025 origin, religious affiliation, marital status, sexual orientation, disability or status with regard to public assistance is afforded protection under the Minnesota Human Rights Act (Minn. Stat. 363A.01, et seq.), and related federal statutes. • Seasonal Employee – An employee who is appointed for no more than ten (10) months during any twelve (12) consecutive months but who is expected to return to work year after year. Seasonal employees may be assigned to work a full-time or part-time schedule. Seasonal employees do not earn benefits or credit for seniority. • Temporary Employee - An employee hired for a term of employment not to exceed a total of twelve (12) months in any twenty-four (24) month period with a definite ending date. Temporary employees may be assigned to work a full-time or part-time schedule. Temporary employees do not earn benefits or credit for seniority. • Transfer - A change of an employee from one position to another position in the same comparable class and pay range. • Weapons - All legal or illegal firearms, switchblade knives, or any other object that has been modified to serve as a weapon or that has the primary purpose of serving as a weapon. • Workweek - A workweek is seven (7) consecutive 24-hour periods. For most employees the workweek will run from Monday through the following Sunday. With the approval of the City Administrator, departments may establish a different workweek based on coverage and service delivery needs (e.g., police department, fire department, park and recreation department). SECTION 3. PERSONNEL FILES The City Administrator or designee shall maintain a separate employment file for each employee. Each file shall contain a record of each classification of each position the employee has held with the City and shall also contain a record of all personnel action regarding the employee including examination records, performance evaluations, disciplinary proceedings, demotions, promotions, salary changes and any other documents relevant to City employment. All personnel data contained within City’s personnel files will be received, retained, and disseminated according to the Minnesota Government Data Practices Act. SECTION 4. JOB CLASSIFICATION AND PAY PLAN 4.1 Preparation and Adoption. The City Administrator or his/her designee shall prepare a recommended job classification and pay plan which shall recommend the minimum and maximum rates of pay for each job position not covered by a labor contract. Each job position shall be assigned a salary range based upon, but not limited to, the following factors: • An evaluation of the know-how, accountability, problem-solving and working conditions of the position; • The duties and rates of pay for other job classifications, whether comparable or not; • The prevailing rates of pay for comparable positions in both public and private employment in the appropriate labor market; Personnel Policy 6 | Page Updated January 2025 • The cost of living as measured by the Bureau of Labor Statistics and Consumer Price Index; • The value of fringe benefits provided by the employer; • Financial and fiscal policies and consideration of the City, and other pertinent economic factors. 4.2 Annual Review, Amendment and Modification. Each fiscal year, the City Council shall review the pay plan and adopt salary ranges for each classification for that fiscal year. The City Council may modify salary ranges at any time. 4.3 Hourly Rates of Pay. The City Council shall establish hourly rates of pay for all positions not covered by the classification and pay plan. 4.4 Overtime Compensation. The City of Cottage Grove has established this overtime policy to comply with applicable state and federal laws governing accrual and use of overtime. The City Administrator will determine whether each employee is designated as “exempt” or “non-exempt” from earning overtime. All employees considered "non-exempt" under the Federal Fair Labor Standards Act are eligible for overtime. 4.4.1 Non-Exempt (Overtime-Eligible) Employees. All overtime-eligible employees will be compensated at the rate of time-and-one-half for all hours worked over 40 in one workweek. Annual leave, compensatory time used and paid holidays do count toward “hours worked.” Compensation will take the form of either time-and-one-half pay or compensatory time. Compensatory time is paid time off at the rate of one-and-one- half hours off for each hour of overtime worked. For most employees the workweek begins at midnight on Monday and runs until the following Sunday night at 11:59 p.m. Supervisors may establish a different workweek based on the needs of the department, subject to the approval of the City Administrator. The employee’s supervisor must approve overtime hours in advance. An employee who works overtime without prior approval may be subject to disciplinary action. Overtime earned will be paid at the rate of time-and-one-half on the next regularly scheduled payroll date, unless the employee indicates on his/her timesheet that the overtime earned is to be recorded as compensatory time in lieu of payment and the Department Head makes the determination that compensatory time will be awarded to the employee. 4.4.2 Exempt (Non-Overtime-Eligible) Employees. Exempt employees are expected to work the hours necessary to meet the performance expectations outlined by their supervisors. Generally, to meet these expectations, and for reasons of public accountability, an exempt employee will need to work 40 or more hours per week. Exempt employees do not receive extra pay for the hours worked over 40 in one workweek. Exempt employees may use Annual Leave in 4 hour blocks. Exempt employees are paid on a salary basis. This means they receive a Personnel Policy 7 | Page Updated January 2025 predetermined amount of pay each pay period and are not paid by the hour. Their pay does not vary based on the quality or quantity of work performed, and they receive their full weekly salary for any week in which any work is performed. The City of Cottage Grove will not make deductions from pay due to exempt employees being absent for jury duty or attendance as a witness but will require the employee to pay back to the City any amounts received by the employee as jury fees or witness fees. If the City inadvertently makes an improper deduction to the weekly salary of an exempt employee, the City will reimburse the employee and make appropriate changes to comply in the future. All employees, in all departments, are required to work overtime as requested by their supervisors as a condition of continued employment. Refusal to work overtime may result in disciplinary action. Supervisors will make reasonable efforts to balance the personal needs of their employees when assigning overtime work. 4.5 Wage Disclosure Protection. Under the Minnesota Wage Disclosure Protection Law, employees have the right to tell any person the amount of their own wages. While the Minnesota Government Data Practices Act (Minn. Stat. § 13.43), specifically lists an employee’s actual gross salary and salary range as public personnel data, Minnesota law also requires wage disclosure protection rights and remedies. To that end, and in accordance with Minn. Stat. §181.172, the City shall not: • Require nondisclosure by an employee of his or her wages as a condition of employment. • Require an employee to sign a waiver or other document which purports to deny an employee the right to disclose the employee’s wages. • Take any adverse employment action against an employee for disclosing the employee’s own wages or discussing another employee’s wages which have been disclosed voluntarily. • Retaliate against an employee for asserting rights or remedies under Minn. Stat. §181.172. SECTION 5. WORK TIME 5.1 Time. Working time is for work. Working time describes the entire workday as scheduled per department. Work time should be spent on assigned tasks. Employees should not use work time for personal or other non-City business. If an employee needs to spend work time on things other than City business, prior approval from the supervisor is required. The regular workweek for employees is five eight-hour days in addition to a lunch period, Monday through Friday, except as otherwise approved by the City Administrator in accordance with the customs and needs of the individual departments. Employee work schedules and opportunities to work remotely will be established by supervisors with the approval of the City Administrator. 5.2 Meal Breaks. In accordance with Minnesota Statutes, Chapter 177, for each consecutive four (4) hours of work, employees shall be granted a paid rest break not to exceed fifteen (15) minutes away from the job duties. Employees working eight (8) or more consecutive hours shall be permitted a one-half hour (30 minute) meal break. Meal periods, unless required by law, are not paid; not included in computation of overtimes; nor included in the computation of a normal work shift or payroll period. In order to provide for continuity in City operations, the timing of these breaks is subject to Personnel Policy 8 | Page Updated January 2025 the approval of the supervisor in charge. Departments with unique job or coverage requirements may have additional rules, issued by the supervisor and subject to approval of the City Administrator, on the use of meal breaks and rest periods. 5.3 Personal Use of City Property. Employees will not use or rent City property not available to the general public for their own personal use unless authorization is received in advance from the Department Head and the City Administrator. SECTION 6. RECRUITMENT AND SELECTION 6.1 Appointments. All appointments shall be made by the City Administrator on the basis of merit and fitness for the position. Merit and fitness may be determined by written, oral and/or other job- relevant examination, as well as by consideration of education, past experience and other job- relevant qualifications. The City Council shall confirm appointments to certain management and supervisory positions at Grade 21 and above of the most recent Non-represented Pay Plan adopted by the City Council for employees not covered by labor contracts. 6.2 Announcement. A public notice of the time and place to apply for a position shall be published on the official city website at least five (5) calendar days in advance of the deadline for application. The notice shall specify title and salary range of the available position, the manner of making applications, the closing date for accepting applications, job-relevant minimum requirements and other pertinent information. 6.3 Application Form. Application for employment will generally be made online. Other materials in lieu of a formal application may be accepted in certain recruitment situations as determined by the City Administrator or designee. Supplemental questionnaires may be required in certain situations. All candidates must complete and submit the required application materials by the posted deadline, in order to be considered for the position. 6.4 Examination. If examination is required for a position, the examination shall be administered by the Human Resources Office at a time and place established by the Office. Upon receipt of the examination results, the Human Resources Office shall notify each person taking the examination in writing of the results of the examination. Examination scores will be adjusted in accordance with the provisions of the Veteran's Preference Act, Minnesota Statute, Chapter 197, where applicable. 6.5 Application Review. The Human Resources Office shall review all applications and conduct job-relevant background reviews. The Human Resources Office shall reject any applicant not meeting minimum qualifications required for the position, shall screen applications to determine candidate qualifications and may then conduct initial interviews of the applicants whose qualifications are best-suited for the position. The Human Resources Office shall review all applications and conduct initial interviews, if needed, of the applicants whose qualifications are best-suited for the position. All finalists for employment with the City will be subject to a background check to confirm information submitted as part of application materials and to assist in determining the candidate’s suitability for the position. Except where already defined by state law, the City Administrator will determine the level of background check to be conducted based on the position being filled. The City has the right to make the final hiring decision based on qualifications, abilities, experience and the City of Cottage Grove needs. Personnel Policy 9 | Page Updated January 2025 6.6 Interview Board. The interview board shall conduct initial interviews as needed of those persons whose names have been submitted as the eligible candidates, and shall, thereafter, make recommendations to the City Administrator for appointment to the position. All appointments shall be made based upon experience, qualifications, examination results, if required, and the recommendation of the interview board. 6.7 Disqualification of Application. An applicant may be rejected at any time if the applicant fails to respond at any stage of the selection process. 6.8 Pre-Employment Medical Examinations. The City Administrator or designee may determine that a pre-employment medical examination, which may include a psychological evaluation, is necessary to determine fitness to perform the essential functions of any City position. Where a medical examination is required, an offer of employment is contingent upon successful completion of the medical exam. Applicants shall be notified of this policy as part of the application process. When a pre-employment medical exam is required, it will be required of all candidates who are finalists and/or who are offered employment for a given job class. Information obtained from the medical exam will be treated as confidential medical records. When required, the medical exam will be conducted by a licensed physician designated by the City with the cost of the exam paid by the City. (Psychological/psychiatric exams will be conducted by a licensed psychologist or psychiatrist). The physician will notify the City Administrator or designee that a candidate either is or isn’t medically able to perform the essential functions of the job, with or without accommodations, and whether the candidate passed a drug test, if applicable. If the candidate requires accommodation to perform one or more of the essential functions of the job, the City Administrator or designee will confer with the physician and candidate regarding reasonable and acceptable accommodations. If a candidate is rejected for employment based on the results of the medical exam, he/she will be notified of this determination. SECTION 7. PROBATIONARY APPOINTMENTS 7.1 Training/Probationary Appointment. The City of Cottage Grove regards the training period as an integral part of the employment process. During this period, new employees are closely evaluated for the purpose of carefully observing the employee’s work and for training the employee in work expectations. The first twelve (12) months of employment is a probationary period. Employees transferred, promoted, rehired or reclassified to new positions in the City are also required to successfully complete a twelve (12) month probationary period. 7.2 Demotion. If an employee transferred, promoted or reclassified into a new position is found to be unsuited for that position, the City, in its sole discretion, may reinstate the employee to his or her former position and former rate of pay if the City determines that such reinstatement is possible. Reinstatement is not guaranteed. 7.3 Removal or Dismissal. Any employee may be discharged for any reason during his/her probationary employment period, and shall not be entitled to file a grievance, or have any review or hearing on that discharge, except as provided by the Veteran's Preference Act under Minnesota Statute, Chapter 197. 7.4 Satisfactory Completion. An employee satisfactorily completing the probationary period shall Personnel Policy 10 | Page Updated January 2025 be appointed to regular employment and status by recommendation of the City Administrator. A probationary period may be extended if deemed necessary by the City Administrator. SECTION 8. SEASONAL/TEMPORARY EMPLOYEES All seasonal/temporary appointments shall be made by the City Administrator on the basis of merit and fitness for the position. Application for employment will generally be made online. All candidates must complete and submit the required application materials by the posted deadline, in order to be considered for the position. 8.1 Holidays. No seasonal/temporary employees will receive holiday pay for time not worked. If a temporary or seasonal employee works on a City holiday, as defined by the City’s Personnel Policy, they shall be paid time and one-half for the hours worked on that holiday. 8.2 Overtime. Seasonal/temporary employees shall be paid overtime after 40 hours worked in a week. 8.3 Schedule. If a seasonal/temporary employee is limited in the number of days they can work during the year (for example, by union contract or PELRA restrictions), then the employee must work a pre-arranged schedule. 8.4 Minors. The City will allow hiring of minors aged 15 –17 for certain designated positions and with pre-approval from the City Administrator or designee. The employment of minors shall conform to Minnesota Statute, Chapter 181A, and all applicable federal laws. The City shall have the discretion to utilize more restrictive rules when necessary to accommodate the needs of the City. SECTION 9. GRIEVANCES 9.1 Grievance Procedure. The following grievance procedure shall be followed by all employees except those covered by the terms of a collective bargaining agreement. In all cases, grievances must be filed by the employee adversely affected by the action of the City. Step 1: Any aggrieved employee shall first file his/her grievance, in writing, with his/her immediate supervisor within ten (10) working days of the action from which the grievance arises or the date upon which the employee became aware of the action. In cases where the employee has been adversely affected by an action administered by a City employee of a higher rank than that of his/her immediate supervisor, the affected employee shall file his/her grievance, in writing, with the City employee whose action the adversely affected employee is grieving. Notice must include the following: 1. Statement of the grievance and relevant facts; 2. The remedy sought; and 3. The specific provision of the Personnel Policy violated (if applicable). The supervisor shall respond to the grievance, in writing, within ten (10) working days. Step 2: If the employee is dissatisfied with the response of his/her supervisor, the employee may, within ten (10) working days from the date of the response, appeal the grievance to his/her Department Head. The Department Head shall respond to the grievance, in writing, within ten (10) working days. Personnel Policy 11 | Page Updated January 2025 Step 3: If the employee is dissatisfied with the response of the Department Head, he/she may, within ten (10) working days, appeal to the City Administrator. The City Administrator shall respond to the grievance, in writing, within ten (10) working days. An aggrieved employee may be assisted in the presentation of his/her grievance by any person acting in an advisory capacity to assist in presenting all facts relevant to the grievance. At any step in the grievance procedure, the supervisory authority may request additional information, or conduct additional investigation, as he/she deems necessary. Failure to conform to the time requirements set forth above shall constitute a waiver of further steps in the above procedure. 9.2 Waivers. If a grievance is not presented within the time limits set forth above, it will be considered “waived.” If a grievance is not appealed to the next step in the specified time limit or any agreed extension thereof, it will be considered settled on the basis of the City’s last answer. If the City does not answer a grievance or an appeal within the specified time limits, the employee may elect to treat the grievance as denied at that step and immediately appeal the grievance to the next step. The time limit in each step may be extended by mutual written agreement of the City and the employee without prejudice to either party. 9.2.1 Actions Not Grievable. The following actions are not grievable: 1. While certain components of a performance evaluation, such as disputed facts reported to be incomplete or inaccurate are challengeable, other performance evaluation data, including subjective assessments, are not. 2. Pay increases or lack thereof. The above list is not meant to be all inclusive or exhaustive. 9.3 Processing of Grievances. The hearing and presentation of grievances shall be accomplished during ordinary working hours when consistent with employee duties and responsibilities. An aggrieved employee shall be allowed a reasonable amount of time, without loss of pay, to present evidence concerning his/her grievance. SECTION 10. DISCIPLINARY ACTION 10.1 Adequate Cause for Disciplinary Action. Any employee in the service of the City may be disciplined for cause. Adequate cause for disciplinary action that may result in dismissal may include, but is not limited to, the following kinds of conduct and conduct of a similar type: • Conduct or performance on the job which fails to adequately satisfy the duties and responsibilities of the position or classification held by the employee. • Conduct or performance on the job which fails to produce the quality or quantity of work the position or classification requires. • Conduct or performance on the job which is insubordinate, such as a refusal to follow appropriate written or oral procedures, instructions or directions from a supervisor. • Being under the influence of alcohol, nonprescription narcotic drugs, other than those prescribed by a physician, or any controlled substance while on the job, such that the employee is unable to adequately perform his/her job responsibilities or adversely affect the Personnel Policy 12 | Page Updated January 2025 job performance, safety or well-being of other City employees or City property and equipment. • Conduct or performance on the job which causes poor morale, disloyalty towards the employer, or disregard by the employees for their assigned duties and responsibilities. • Habitual or excessive tardiness or absenteeism in reporting for scheduled working hours. • Absence from a schedule work assignment during working hours without permission from an authorized supervisory employee or department head. • The willful or substantial violation of any department or City ruling which has been adopted in written form and is known to employees. • Stealing, misappropriation or conversion of City property, or the property of City employees. • Sexual, racial, religious or ethnic harassment of any City employee. • A mental or physical defect that prevents an employee from performing the job, or attending work regularly, or when such medical conditions preclude an employee from returning to work within a reasonable period of time, or places the employee or coworkers in danger, or where reasonable accommodation for the disability is not possible. • The use of offensive conduct or language towards the public, municipal officers or employees. • Carelessness, negligence or inappropriate use in the handling or control of municipal property or equipment. • Engaging in an activity or enterprise that may constitute a conflict of interest, i.e., use of City time, facilities, equipment, supplies, or influence of City employment for private gain. • Inducing or attempting to induce an officer or employee of the City to commit an unlawful act or to act in violation of any lawful and reasonable official regulation or rule. • Taking any fee, gift or other valuable thing in the course of work, or in connection with it, from any person for personal use, when such a fee, gift or thing is given in the hope or expectation of receiving a favor or better treatment than accorded other persons. • Proven dishonesty in the performance of the employee’s duties. • Conviction of a felony. In the event an employee is charged with a felony, the employee shall be suspended pending a valid disposition of the charge. If an employee is charged with the commission of a misdemeanor, the employee may be suspended pending a valid disposition of the charge. The determination of the salary and benefit status of an employee during the suspension shall be based upon the particular circumstances resulting in the charge and shall be in accordance with the applicable veteran’s preference statues, labor agreements and these rules. If final resolution of the charge does not result in a valid conviction, the Department Head shall determine whether the conduct of the employee involved moral turpitude or otherwise causes doubt on the ability of the employee to perform the job. • Violation of the provisions of this code, local, state or federal laws as they relate to the position of public employment held, or other performance or behavior/conduct the City deems inappropriate for employees of the City. The method of and procedure for disciplinary action shall be determined as indicated below. Disciplinary actions are not progressive but will be commensurate with the seriousness of the infraction. Demotions and dismissals for positions in Grade 21 and above of the Non-represented Pay Plan shall have prior approval of the City Council. 10.2 Reprimand. An employee may be given an oral or written reprimand by his/her superior or the City Administrator. 10.2.1 Oral Reprimand. This measure will be used where informal discussions with the employee’s supervisor have not resolved the matter. All supervisors have the ability to Personnel Policy 13 | Page Updated January 2025 issue oral reprimands without prior approval. Oral reprimands are normally given for first infractions on minor offenses to clarify expectations and put the employee on notice that the performance or behavior needs to change, and what the change must be. The supervisor will document the oral reprimand including date(s) and a summary of discussion and corrective action needed, which will then be placed in the employee’s personnel file. 10.2.2 Written Reprimand. A written reprimand is more serious and may follow an oral reprimand when the problem is not corrected or the behavior has not consistently improved in a reasonable period of time. Serious infractions may require skipping either the oral or written reprimand, or both. Written reprimands are issued by the supervisor with prior approval from the City Administrator or designee. A written reprimand will: (1) state what did happen; (2) state what should have happened; (3) identify the policy, directive or performance expectation that was not followed; (4) provide history, if any, on the issue; (5) state goals, including timetables, and expectations for the future; and (6) indicate consequences of recurrence. Employees will be given a copy of the reprimand to sign acknowledging its receipt. Employees’ signatures do not mean the employee agrees with the reprimand. Written reprimands will be placed in the employee’s personnel file. 10.3 Suspension. The City Administrator may suspend an employee without pay for up to thirty (30) days for disciplinary reasons. Suspension without pay may be followed with immediate dismissal as deemed appropriate by the City Council for employees’ level IVA and above of the most recent Non-represented Pay Plan, except in the case of veterans. Qualified veterans, who have completed their initial probationary period, will not be suspended without pay in conjunction with a termination. The employee will be notified in writing of the reason for the suspension either prior to the suspension or shortly thereafter. A copy of the letter of suspension will be placed in the employee’s personnel file. An employee may be suspended or placed on involuntary leave of absence pending an investigation of an allegation involving that employee. The leave may be with or without pay depending on a number of factors including the nature of the allegations 10.4 Demotion. An employee may be demoted by the City Administrator for inefficient performance of his/her duty, for disciplinary reasons, or for good and sufficient reasons. An employee may be demoted or transferred if attempts at resolving an issue have failed and the City Administrator determines a demotion or transfer to be the best solution to the problem. The employee must be qualified for the position to which they are being demoted or transferred. The City Council must approve this action for employees’ level IVA and above of the most recent Non- represented Pay Plan. Personnel Policy 14 | Page Updated January 2025 10.5 Dismissal. An employee may be removed from City employment by the City Administrator for cause. The City Council must approve this action for employees in level 21 and above of the most recent Non-represented Pay Plan. Prior to dismissal, the employee’s Department Head, City Administrator, and/or the City Administrator’s designee shall notify the employee in writing of the effective date of dismissal. The employee may request a hearing before the appropriate hiring authority or the hiring authority’s designated representative to discuss the reason(s) for dismissal on or prior to the dismissal date. Employees who are members of recognized bargaining units may have union representation at such hearing. The right to request such a hearing shall expire at the end of the next scheduled workday of the employee after notice of dismissal is given to the employee. If the disciplinary action involves the removal of a qualified veteran, who has completed his/her initial probationary period, the appropriate hearing notice will be provided and all rights will be afforded the veteran in accordance with Minnesota law. SECTION 11. NON-DISCIPLINARY SEPARATION 11.1 Layoff. Layoff may occur at any time due to lack of work, lack of funding, elimination of position, or other cause, as determined at the sole discretion of the City Administrator. 11.2 Resignation. Any employee wishing to resign from City service, in good standing, shall file with his/her Department Head, at least fourteen (14) calendar days prior to separation, a written resignation stating the effective date thereof. The employee’s termination date must be a day worked, not a paid leave day. Any Department Head or position in level IVA and above of the Non- represented Pay Plan wishing to resign from City service, in good standing, shall file with the City Administrator, at least thirty (30) calendar days prior to separation, a written resignation stating the effective date thereof. 11.3 Advance Resignation Notice Policy 11.3.1 Purpose. The City’s Advance Resignation Notice Policy is designed to improve the efficiency and stability of the City’s workforce by encouraging employees to give the City advance notice of their intent to retire and/or resign. The purpose of this program is to begin the process of replacing an employee who is leaving the City as soon as possible after notice is received. This will reduce the time that the position remains unfilled. The City reserves the right to not replace any employee who retires or resigns or to modify or eliminate the position and duties prior to hiring a new employee. This decision will not affect an employee’s eligibility for an Advance Notice payment. 11.3.2 Eligibility. This program is available to employees covered by a labor contract or listed in the Non-represented Pay Plan. 11.3.3 Policy. In order for an employee to qualify for a $1,000 Advance Notice payment, each of the following must apply: (i) the City must receive written notice of the employee’s retirement or resignation at least 90 calendar days before the employee’s last day of work; (ii) the City Administrator must approve such payment which approval is at her/his sole discretion; and (iii) the employee works a normal work day for the City on the last date of work specified in the written notice of Personnel Policy 15 | Page Updated January 2025 resignation, unless otherwise expressly authorized by the City Administrator. The City will provide a one-time lump sum payment of $1,000.00. In order for an employee to qualify for a $2,000 Advance Notice payment, each of the following must apply: (i) the City must receive notice of the employee’s resignation at least 180 calendar days before the employee’s last day of work; (ii) the City Administrator must approve such payment which approval is at her/his sole discretion; and (iii) the employee works a normal work day for the City on the last date of work specified in the written notice of resignation, unless otherwise expressly authorized by the City Administrator. The City will provide a one-time, lump sum Advance Notice payment for management employees that qualify of $2,000.00. The last day of work is defined, for this program, as the last day that an employee will be actively working for the City. The City reserves the right to approve or deny requests to be absent from work regardless of any accumulated paid leave time during the period from the date the City receives the employee’s written notice of resignation and their last day of work. It is the policy and intent that an employee requesting an Advance Notice payment incentive remain actively working for the City and not be absent from work for a cumulative amount of unreasonable time during the period from the date the City receives the employee’s written notice of resignation and their last day of work. If an employee is absent from work for a cumulative amount of unreasonable time during such period, then such absences may result in the City withdrawing its approval of the Advance Notice payment. The City may withdraw its approval of the Advance Notice payment on or before the employee’s last date of work with the City specified in the employee’s notice of their resignation at its sole discretion. Circumstances that may result in the City withdrawing its approval include, but are not limited to, the employee’s performance, conduct, or behavior not meeting expectations, any complaint against the employee, the employee being unable to work, or financial considerations. No employee is entitled to nor has any right to an Advance Notice payment, unless and until they meet the qualification requirements specified herein. The Advance Notice payment will be made through payroll for the pay period that includes the employee’s last date of work for the City. Payment will not be made if the employee or City modifies or rescinds the resignation. Payment is subject to taxation and required deductions. The employee’s resignation cannot be modified or rescinded unless such modification or recission is approved by the City Administrator. The recission of the employee’s resignation will and any modification of the employee’s resignation may preclude the employee from qualifying for any Advance Notice payment by the City. SECTION 12. EMPLOYEE SAFETY The City shall provide employees a work environment and conditions of employment free from hazards likely to cause injury or harm to the employee. All departments shall maintain safety programs and shall provide all employees with a copy of AWAIR policy and instructions on procedures to which the employee must conform. Personnel Policy 16 | Page Updated January 2025 SECTION 13. BENEFITS 13.1 Holidays New Years Day January 1 Martin Luther King Day 3rd Monday in January President's Day 3rd Monday in February Memorial Day Last Monday in May Juneteenth June 19th Independence Day July 4 Labor Day 1st Monday in September Veteran’s Day November 11 Thanksgiving Day 4th Thursday in November Day after Thanksgiving 4th Friday in November Christmas Eve December 24 Christmas Day December 25 When an established holiday falls on a Saturday, it shall be observed the preceding Friday; when it falls on Sunday, it will be observed the following Monday. In addition, each full-time employee shall receive one (1) floating holiday to be taken on a day of his/her choice with prior approval of the supervisor. To receive the floating holiday, an employee must work at least one thousand forty (1,040) hours during the calendar year. Part-time employees shall be paid for their regular work hours for holidays that fall on their regularly scheduled working days. 13.2 Insurance Benefits. 13.2.1 Medical/Hospitalization Insurance. The City shall make available a group medical and hospitalization insurance plan for all regular and probationary full-time and part- time employees that are included in the Non-represented Pay Plan and their dependents. The City Council shall annually determine the amount of premium, if any, which will be paid by the City as a fringe benefit. 13.2.2 Life Insurance. Each regular and probationary full-time employee that is included in the Non-represented Pay Plan shall be covered by the terms of a group term life insurance policy payable in the event of death to a beneficiary designated by the employee, in an amount equal to his/her annual salary. Supplemental life insurance may be made available for purchase by eligible employees. The City Council shall annually determine the amount of premium, if any, which will be paid by the City and for a fringe benefit. 13.2.3 Regular Part-time Employees. Regular part-time employees included in the Non- represented Pay Plan, working an average of twenty (20) hours per week or more, shall receive fifty (50) percent of the employer's maximum contribution toward insurance programs as specified for full-time employees. Regular part-time employee included in the Non-represented Pay Plan, working an Personnel Policy 17 | Page Updated January 2025 average of thirty (30) hours per week or more, shall qualify for the same insurance benefits as those available to full-time employees. 13.3 Annual Leave. For full-time salaried employees, annual leave must be taken in increments of no less than four (4) hours. For all other employees, annual leave must be taken in increments of no less than one-half hour. 13.3.1 Full-Time Employee. Each full-time City employee included in Non-represented Pay Plan shall earn annual leave at a bi-weekly rate, which will total the following amount of annual leave: 0 through 4 years City (or equivalent) employment 160 hours per year 5 through 9 years City (or equivalent) employment 184 hours per year 10 through 14 years City (or equivalent) employment 208 hours per year 15 through 19 years City (or equivalent) employment 240 hours per year 20+ years City (or equivalent) employment 256 hours per year Employees currently earning 192 hours/year of Annual Leave will stay at the accrual rate until they reach 10 years of service. 13.3.2 Part-Time Employee. Each part-time employee included in the Non-represented Pay Plan who works more than twenty (20) hours per week shall receive annual leave in proportion to the number of hours he/she works per pay period, in accordance with the above schedule. 13.3.3 Approval of Annual Leave. Except in the case of injury or illness of the employee or his/her family as defined in Minn. Stat. §181.9413, annual leave may only be taken upon approval of the employee’s supervisor, which approval shall not be unreasonably withheld. Such approval shall consider City service needs. Except in the case of injury or illness, no employee shall be allowed to take more than 160 consecutive hours of annual leave at one time. An employee who uses annual leave for illness or injury may be required to present evidence that he/she is again able to perform all the duties of his/her job description. 13.3.4 Bank of Annual Leave. At the start of employment, full-time salaried and full-time hourly employees shall be credited with at least forty (40) hours of annual leave that they can use before it is earned. At the start of employment, part-time employees included in the Non-represented Pay Plan shall be credited with at least twenty (20) hours of annual leave that they can use before it is earned. Annual leave shall be accrued at the accrual rates as the employee works, and the total number of earned annual leave hours shall be provided to the employee each pay period. Employees who terminate employment with the City and have annual leave time remaining shall be paid for their accrued annual leave. However, employees who terminate employment before completing one year of employment shall not be entitled to payout of the initial hours of annual leave that were credited at the start of Personnel Policy 18 | Page Updated January 2025 employment. 13.3.5 Carryover Annual Leave. No employee may carry over more than two hundred eighty (280) hours of accumulated annual leave from one year to the next. In the event that an employee has in excess of two hundred eighty (280) accumulated hours of annual leave after December 31 of any year, the employee’s accrued annual leave shall be reduced to two hundred eighty (280) hours. 13.3.6 Exchange of Annual Leave. For represented and non-represented pay plan employees, the total annual leave in this section includes ESST hours as defined in Section 13.3.7. Once per year, on either the first pay period after April 1 or the first pay period after October 1, any employee who has completed at least seven (7) years of service with the City may exchange up to twenty-four (24) hours of accumulated annual leave for payment equal to twenty-four (24) hours of pay at his/her current rate. Any employee who has completed at least fifteen (15) years of service with the City may exchange up to forty (40) hours accumulated annual leave for payment equal to forty (40) hours of pay at his/her existing rate. Payment may be made in cash, as a contribution to an employee’s deferred compensation 457 plan, Roth 457 plan, Roth IRA plan or to the employee’s health savings account (HSA). As of December 31 of each year, if a non-represented employee with at least fifteen (15) years of service with the City has two hundred eighty (280) or more hours in their annual leave bank, the amount over two hundred eighty (280), up to twenty (20) hours of pay, will be transferred in to their health care savings plan (HCSP) and deducted from their annual leave bank. 13.3.7 MN Paid Leave. Effective January 1, 2026, the City will pay according to the 50% employer/50% employee premium contribution formula outlined in Minn. Stat. Sec. 268B.14, Subd. 3. 13.3.8 Earned Sick and Safe Time. Effective Jan. 1, 2024 13.3.8.1 Accrual of ESST Represented and Non-Represented Pay Plan Employees. The City’s Annual Leave policy provides accrual banks that exceed the Minnesota ESST requirements. Therefore, no additional time shall be added to employees’ current Annual Leave bank accruals for ESST. ESST shall be included as part of, and not in addition to, a regular, full-time salaried and full-time hourly employees’ annual leave. Regular, full-time employees may not accrue more than forty-eight (48) hours of ESST in a year. Part-Time Temporary or Seasonal Employees. Part-time and temporary or seasonal employees who work more than eighty (80) hours in a calendar year, but are not eligible for annual leave, will accrue one (1) hour of ESST for every thirty (30) hours worked by the employee, up to a maximum of forty-eight (48) hours of accrued ESST per year. Personnel Policy 19 | Page Updated January 2025 13.3.8.2 Accumulation, Carry Over and Pay out of ESST The total amount of accrued but unused ESST for all employees will not exceed eighty (80) hours at any time. Once an employee’s ESST bank reaches eighty (80) hours of accrued time, no additional time shall be accrued until the balance of the bank is brought below eighty (80) hours. Employees are eligible to carry over up to eighty (80) hours of accrued but unused ESST into the following year. No employee may carry over more than eighty (80) hours of ESST from one year to the next. Any unused ESST hours in excess of eighty (80) hours after December 31 of any year, shall be reduced to eighty (80) hours. An employee who transfers positions or departments within the City shall retain their accrued ESST. For part-time temporary and seasonal employees who do not have annual leave, upon termination of employment, the City will not pay out any accrued but unused ESST time. For all represented and non-represented pay plan employees, upon termination of employment, payout of accrued but unused ESST shall be calculated pursuant to section 13.3.4, as part of their annual leave. 13.3.8.3 Use of ESST Employees may use ESST, up to a maximum of forty-eight (48) hours per year. For part-time temporary or seasonal employees, ESST cannot be used until it is earned. All employees may use accrued ESST in a minimum of 30-minute increments for the following circumstances. • An employee’s own: o Mental or physical illness, injury, or health condition; o Need for medical diagnosis, care, or treatment of a mental or physical illness, injury, or health condition or; o Need for preventative medical or health care. • Care of an employee’s family member: o With a mental or physical illness, injury, or other health condition; o Who needs medical diagnosis, care, or treatment of a mental or physical illness, injury, or other health condition; or o Who needs preventative medical or health care. • Absence due to domestic abuse, sexual assault, or stalking of the employee or the employee’s family member, provided the absence is to: o Seek medical attention related to physical or psychological injury or disability caused by domestic abuse, sexual assault, or stalking; o Obtain services from a victim services organization; o Obtain psychological or other counseling; o Seek relocation or take steps to secure an existing home due to domestic abuse, sexual assault, or stalking; or o Seek legal advice or take legal action, including preparing for or participating in any civil or criminal legal proceeding related to or resulting from domestic abuse, sexual assault, or stalking. Personnel Policy 20 | Page Updated January 2025 • Closure of the employee’s workplace due to weather or other public emergency or any employee’s need to care for a family member whose school or place of care has been closed due to weather or other public emergency. • The employee’s inability to work or telework because the employee is: o Prohibited from working by the City due to health concerns related to the potential transmission of a communicable illness related to a public emergency; or o Seeking or awaiting the results of a diagnostic test for, or a medical diagnosis of, a communicable disease related to a public emergency and such employee has been exposed to a communicable disease or the City has requested a test or diagnosis • When it has been determined by health authorities or by a health care professional that the presence of the employee or family member of the employee in the community would jeopardize the health of others because of the exposure of the employee or family member of the employee to a communicable disease, whether or not the employee or family member has actually contracted the communicable disease. For the purposes of the City’s ESST Policy, “family member” includes an employee’s: • Child, foster child, adult child, legal ward, child for whom the employee is legal guardian, or child to whom the employee stands or stood in loco parentis; • Spouse or registered domestic partner; • Sibling, stepsibling, or foster sibling; • Biological, adoptive, or foster parent, stepparent, or a person who stood in loco parentis when the employee was a minor child; • Grandchild, foster grandchild, or stepgrandchild; • Grandparent or step-grandparent; • A child of a sibling of the employee; • A sibling of the parents of the employee; • A child-in-law or sibling-in-law; • Any of the family members listed above of a spouse or registered domestic partner; • Any other individual related by blood or whose close association with the employee is the equivalent of a family relationship; and • Up to one individual annually designated by the employee. 13.3.8.4 Employees Responsible for Use of ESST Advance Notice. If the need for sick and safe leave is foreseeable, the City requires seven (7) days’ advanced notice from the employee. If the need for sick and safe leave is unforeseeable, the employee must provide notice as soon as practicable. Documentation. When an employee uses ESST for more than three (3) consecutive days, the City shall require appropriate supporting documentation that the use of the ESST is covered under this Policy, such as medical documentation which supports medical leave, court records or Personnel Policy 21 | Page Updated January 2025 related documentation. However, if the employee or employee’s family member did not receive services from a health care professional, or if documentation cannot be obtained from a health care professional in a reasonable time or without added expense, then reasonable documentation may include a written sworn statement from the employee indicating that the employee is using, or used, ESST for a qualifying purpose. The City will not require an employee to disclose details related to domestic abuse, sexual assault, or stalking or the details of the employee’s or the employee’s family member’s medical condition. Coverage of Shift; Replacement Worker. In accordance with state law, the City will not require an employee using ESST to find a replacement worker to cover the hours the employee will be absent. 13.3.8.5 Confidentiality and Nondisclosure of ESST Records If, in connection with the ESST Policy, the City possesses: (1) health or medical information regarding an employee or an employee’s family member; (2) information pertaining to domestic abuse, sexual assault, or stalking; (3) information that the employee has requested or obtained leave under the ESST Policy; or (4) any written or oral statement, documentation, record, or corroborating evidence provided by the employee or an employee’s family member, the City will treat such information as confidential. Information given by an employee may only be disclosed by the City if the disclosure is requested or consented to by the employee, when ordered by a court or administrative agency, or when otherwise required by federal or state law. Records and documents relating to medical certifications, recertifications, or medical histories of employees or family members of employees created for the purpose of the ESST Policy will be maintained as confidential medical records separate from the employee’s personnel file. At the request of the employee, the City will destroy or return any records obtained pursuant to the ESST Policy that are older than three (3) years prior to the current calendar year. 13.3.8.6 Pay, Benefits and Return to Work Protections. During an employee’s use of ESST, the employee will continue to receive the City’s employer insurance contribution as if the employee were not using ESST, provided, however, that the employee continues to pay any employee share of the cost of such benefits. An employee returning from ESST leave is entitled to return to employment at the same rate of pay the employee had been receiving when the leave began, plus any automatic adjustments in the employee’s pay scale that may have occurred during the leave period. The employee returning from leave is entitled to retain all accrued pre-leave benefits of employment and seniority as if the employee had been continually employed. When there is a separation from employment with the City and the employee is rehired within one hundred eighty (180) days of separation from the City, previously accrued ESST that had not been used will be reinstated. An employee is entitled to use accrued ESST and accrue additional ESST at the commencement of reemployment. Personnel Policy 22 | Page Updated January 2025 13.4 Short-Term Disability Benefits. The City shall provide short-term disability benefits for those employees who are covered by annual leave. Short-term disability benefits shall be paid to such an employee who shall have missed 160 consecutive working hours of employment due to illness or injury. 13.4.1 Amount of Short-Term Disability Benefit. The amount of the short-term disability benefit payable shall be the difference between the employee's regular rate of pay, in effect at the time of the injury or illness unless otherwise approved by the City Administrator or his/her designee and any payment(s) the employee receives or anticipates receiving in the nature of wage loss replacement whether it be from Long- term Disability, Personal Short-term Disability, Workers Compensation, Public Employees Retirement Association (PERA) disability, Social Security, personal injury protection, or any other source, payable from the 161st working hour following the employee's initial absence from work due to injury or illness and continuing for a maximum of 720 working hours. The intent of this benefit is to make employees whole for qualifying illnesses and/or injuries. Any other payments made to the employee because of injury and/or illness must be disclosed to the City in order for the City to coordinate the benefit. Any employee receiving payments under the short-term disability benefit plan shall not accrue annual leave during the period of time of disability. Each new event which results in short-term disability benefits shall be preceded by a new waiting period of 160 consecutive working hours. Each new event shall be subject to the provisions of this Section. 13.4.2 Documentation. In order to qualify for short-term disability benefit, the employee shall submit medical documentation, such as FMLA paperwork, from a physician certifying that the first 160 consecutive working hours of the employee's absence was due to injury or illness. In order to continue receiving short-term disability benefits, an employee must regularly submit medical documentation substantiating the disability for the duration of the disability at the City’s request from a physician certifying that the absence from work is due to injury or illness. The employee shall further provide to the City a release of medical information authorizing the City, or its agents, access to the employee's medical records relevant to the specific injury or illness in question for the purpose of sustaining disability. Before qualifying for short-term disability benefits, an employee must complete all required City forms to the City’s satisfaction. In order to continue to receive short- term disability benefits, all required City forms must remain in effect for the duration of the disability. 13.4.3 Physician’s Examination. The employee shall, if required or requested, submit to an examination, at the City’s expense, by a physician designated by the City in order to Personnel Policy 23 | Page Updated January 2025 verify the injury or illness claimed by the employee. 13.4.4 Returning to Work; Benefit Period. If an employee returns to work on a part time basis during the 720 working hour benefit period, each hour in which the employee works will not count toward the 720 working hour benefit period. 13.4.5 Short-Term Disability Bank. Effective May 21, 2012, a short-term disability bank (“Bank”) was established. This Bank will assist an employee get through the 160-hour waiting period before short-term disability benefits start. The maximum number of hours in each employee’s Bank will be 80 hours. Each new and current employee will start with 25 hours in their Bank. Each employee will accrue 1 hour in to their Bank per pay period, up to the 80-hour maximum. Employees must reach the 160-hour waiting period to receive this benefit, no exceptions. This benefit will be paid retrospectively. Once the employee qualifies for short-term disability benefits, all accrued Bank hours will be used to replace unpaid (if any), Annual Leave and Compensatory time hours an employee used to get through the 160-hour waiting period. Bank hours will always replace any unpaid hours first. Bank hours are not transferable to another employee. Bank hours will not be paid out when an employee leaves City employment. In order to receive this benefit, the employee must comply with all other provisions of Short- term Disability Benefits policy. 13.5 MSRS Post-Employment Health Care Savings Plan. For employees in pay grades X03-X01 of the Non-represented Pay Plan, the employee will contribute 2% of their annual salary. For employees in pay grades 12-23 of the Non-represented Pay Plan, the employee will contribute 1% of their annual salary. Upon separation, employees in pay grades X03-X01 shall have 100% of their annual leave balance converted into the Health Care Savings Plan. Upon separation, employees in pay grades 12-23, age 55 and over shall have 100% of their annual leave balance converted into the Health Care Savings Plan. Upon separation, employees in pay grades 12-23, under age 55 and shall have 0% of their annual leave balance converted into the Health Care Savings Plan. As of December 31st, if a Non-represented employee with 15 years or more of service has 280 or more hours in their Annual Leave bank, the amount over 280, up to 20 hours, of pay will be put into their HCSP and deducted from their Annual Leave bank. SECTION 14. TEMPORARY LIGHT DUTY POLICY Consistent with public service needs, the City Administrator may assign light duty to employees who are temporarily disabled and unable to provide full performance of all work duties assigned to their job classification. The City reserves the sole right to determine, on a case-by-case basis, whether light duty will be assigned and, if assigned, what duties the employee will be expected to perform in the duration of the assignment. This policy does not guarantee assignment to light duty. Personnel Policy 24 | Page Updated January 2025 The procedure for applying for light duty assignment will be as follows: 1. When an employee is unable, due to temporary disability, to provide full performance of all work duties assigned to the employee's job classification, the employee may request light duty by completing the Request for Light Duty form and submitting it to his/her Department Head. The request shall state the nature and extent of the temporary disability and the job duties that the employee is unable to perform, along with expected length of the disability and any work restrictions related to the disability. The City will usually require the request to be accompanied by a physician's report containing diagnosis, current treatment, and physician approval for light duty assignment with any restrictions thereon. 2. The City may require an independent evaluation conducted by a physician selected by the City to verify the diagnosis, current treatment, work restrictions and expected length of disability. 3. Determinations regarding light duty will be made on a department-by-department, case-by-case basis. The Department Head, in consultation with the City Administrator, will consider such factors as public service needs and budgetary considerations, the need for work which may be assigned as light duty, the employee's capability of performing the work, the number of employees not available for work due to injury or illness, and other relevant factors. 4. The City will determine what job duties the employee will perform. These duties may include those currently assigned to the employee's job classification or any other duties the City considers to be appropriate. Duration of light duty will be determined at the sole discretion of the City. 5. Assignments to light duty will be reviewed on a monthly basis or more often as deemed necessary by the City. The City, in its sole discretion, reserves the right to terminate a light duty assignment at any time based upon, but not limited to, the factors set forth in sub-item 3 above. If the City offers a light duty assignment to an employee who is out on workers’ compensation leave, the employee may be subject to discipline if he/she refuses such work. The City will not, however, require an employee who is otherwise qualified for protection under the Family and Medical Leave Act to accept a light duty assignment. SECTION 15. LEAVE POLICY 15.1 Injury on Duty. An employee injured in the line of duty, covered by the Workers Compensation Law of the State of Minnesota, and eligible for workers compensation pay, shall be guaranteed their regular base rate of pay by the employer for a maximum of ninety (90) working days. Injury on Duty (IOD) pay will start after the employee has been off work due to the injury for three (3) working days. The employer shall pay the difference between the employee’s weekly pay and their weekly workers compensation check, to the extent that the employee’s after-tax net take home pay does not exceed the employee’s after-tax pay earned while working. When the employee has exhausted the employee’s ninety (90) day IOD bank, the employee may then draw on the employee’s accumulated annual leave. Personnel Policy 25 | Page Updated January 2025 No employee may return to duty without medical verification that the employee is capable of returning to work and performing all the regular duties of their job description unless a return to work under light duty can be arranged. The injured employee will allow the employer access to the employee’s medical records on file with the workers compensation insurance carrier or the Minnesota Department of Labor and Industry, Workers Compensation Division. Additional benefits paid to the employee will not be charged against the employee’s annual leave or other accumulated benefits within the ninety (90) day period. 15.2 Military Leave. An employee who is a member of the National Guard or military reserve force of the United States of America shall be entitled to military leave as provided by the statutes of the State of Minnesota or the government of the United States of America. Except in the cases of military emergencies or immediate mobilization, an employee shall notify his/her supervisor as soon as is possible, after receipt of a notice of active duty, in order to claim military leave. State and federal laws provide protections and benefits to City employees who are called to military service, whether in the reserves or on active duty. Such employees are entitled to a leave of absence without loss of pay, seniority status, efficiency rating, or benefits for the time the employee is engaged in training or active service not exceeding a total of 15 days in any calendar year. The leave of absence is only in the event the employee returns to employment with the City as required upon being relieved from service or is prevented from returning by physical or mental disability or other cause not the fault of the employee, or is required by the proper authority to continue in military or naval service beyond the fifteen (15) day paid leave of absence. Employees on extended unpaid military leave will receive fifteen (15) days paid leave of absence in each calendar year, not to exceed five (5) years. Employees returning from military service will be reemployed in the job that they would have attained had they not been absent for military service and with the same seniority, status and pay, as well as other rights and benefits determined by seniority. Unpaid military leave will be considered hours worked for the purpose of Annual Leave accruals. 15.2.1 Notice. Where possible, notice is to be provided to the City at least ten (10) working days in advance of the requested leave. If an employee has not yet used his/her fifteen (15) days of paid leave when called to active duty, any unused paid time will be allowed for the active duty time, prior to the unpaid leave of absence. 15.2.2 Insurance Coverage. Eligibility for continuation of insurance coverage for employees on military leave beyond fifteen (15) days will follow the same procedures as for any employee on an unpaid leave of absence. 15.2.3 Unpaid Leave. Employees will be granted up to ten (10) working days of unpaid leave whose immediate family member is a member of the United States armed forces who has been injured or killed while engaged in active service. The 10 days may be reduced if an employee elects to use appropriate accrued paid leave. Unless the leave would unduly disrupt the operations of the city, employees whose Personnel Policy 26 | Page Updated January 2025 immediate family member, as a member of the United States armed forces has been ordered into active service in support of a war or other national emergency, will be granted an unpaid leave of absence, not to exceed one day’s duration in any calendar year, to attend a send-off or homecoming ceremony for the mobilized service member. 15.3 Jury Leave. An employee who is summoned to serve upon a jury shall be granted compensation equal to the difference between the employee’s regular rate of pay and compensation paid to him/her for serving on a jury. An employee who is excused from jury duty prior to the completion of a workday is expected to return to work for the completion of that day. Employees excused or released from jury duty during their regular working hours will report to their regular work duties as soon as reasonably possible or will take accrued annual or compensatory time to make up the difference. Full-time and part-time employees will be granted paid leaves of absence for required jury duty. An employee who is summoned to serve upon a jury shall be granted compensation equal to the difference between the employee’s regular rate of pay and compensation paid to him/her for serving on a jury. Such employees will be required to turn over evidence of any compensation they receive for jury duty, minus mileage reimbursement, to the City in order to receive their regular wages for the period. Employees are required to notify their supervisor as soon as possible after receiving notice to report for jury duty in order to claim jury leave. The employee will be responsible for ensuring that a report of time spent on jury duty and pay form is completed by the clerk of court so the City will be able to determine the amount of compensation due for the period involved. Temporary and seasonal employees are generally not eligible for compensation for absences due to jury duty, but can take a leave without pay subject to Department Head approval. However, if a temporary or seasonal employee is classified as exempt, he/she will receive compensation for the jury duty time. 15.4 Pregnancy and Parenting Leave. Employees who work twenty (20) hours or more per week and have been employed more than one year are entitled to take an unpaid leave of absence under the Pregnancy and Parenting Leave Act of Minnesota. Female employees for prenatal care, or incapacity due to pregnancy, childbirth, or related health conditions as well as a biological or adoptive parent in conjunction with after the birth or adoption of a child are eligible for up to 12 weeks of unpaid leave and must begin within twelve (12) months of the birth or adoption of the child. In the case where the child must remain in the hospital longer than the mother, the leave must begin within 12 months after the child leaves the hospital. Employee should provide reasonable notice, which is at least 30 days. If the leave must be taken in less than three (3) days, the employee should give as much notice as practicable. Employees are required to use accrued leave during Parenting Leave. If the employee has any FMLA eligibility remaining at the time this leave commences, this leave will also count as FMLA leave. The two leaves will run concurrently. The employee is entitled to return to work in the same position and at the same rate of pay the employee was receiving prior to commencement of the leave. Group insurance coverage will remain available while the employee is on leave pursuant to the Pregnancy and Parenting Leave Act, but the employee will be responsible for the entire premium unless otherwise provided in this policy (i.e., where leave is also FMLA qualifying). For Personnel Policy 27 | Page Updated January 2025 employees on an FMLA absence as well, the employer contributions toward insurance benefits will continue during the FMLA leave absence. 15.5 School Conference Leave. Any employee who has worked half-time or more for more may take unpaid leave for up to a total of sixteen (16) hours during any 12-month period to attend school conferences or classroom activities related to the employee’s child (under 18 or under 20 and still attending secondary school), provided the conference or classroom activities cannot be scheduled during non-work hours. When the leave cannot be scheduled during non-work hours and the need for the leave is foreseeable, the employee must provide reasonable prior notice of the leave and make a reasonable effort to schedule the leave so as not to disrupt unduly the operations of the City. Employees may choose to use Annual Leave hours for this absence but are not required to do so. 15.6 Bone Marrow/Organ Donation Leave. Employees working an average of 20 or more hours per week may take paid leave, not to exceed 40 hours, unless agreed to by the City, to undergo medical procedures to donate bone marrow or an organ. The 40 hours is over and above the amount of accrued time the employee has earned. The City may require a physician’s verification of the purpose and length of the leave requested to donate bone marrow or an organ. If there is a medical determination that the employee does not qualify as a bone marrow or organ donor, the paid leave of absence granted to the employee prior to that medical determination is not forfeited. 15.7 Elections/Voting Leave. An employee selected to serve as an election judge pursuant to Minnesota law, will be allowed time off without pay for purposes of serving as an election judge, provided that the employee gives the city at least twenty (20) days written notice. All employees eligible to vote at a State general election, at an election to fill a vacancy in the office of United States Senator or Representative, or in a Presidential primary, will be allowed time off with pay to vote on the election day. Employees wanting to take advantage of such leave are required to work with their supervisors to avoid coverage issues. 15.8 Family and Medical Leave Policy (FMLA). 15.8.1 Eligibility. To qualify to take FMLA leave under this policy, an employee must meet all the following conditions: • Have worked for the City for 12 months (or 52 weeks) prior to the date the leave is to commence. The 12 months or 52 weeks need not have been consecutive; however, the City will not consider any service 7 years prior to the employee’s most recent hire date. • Have worked at least 1,250 hours during the 12-month period prior to the date when the leave is requested to commence. The principles established under the Fair Labor Standards Act (“FLSA”) determine the number of hours worked by an employee. 15.8.2 Types of Leave Covered by FMLA. Leave will be granted to all eligible employees for any of the following reasons: • The birth of a child, including prenatal care, or placement of a child with the Personnel Policy 28 | Page Updated January 2025 employee for adoption or foster care; • To care for a spouse, child, or parent who has a serious health condition; • Due to a serious health condition that makes the employee unable to perform the essential functions of the position; • A covered military member’s active duty or call to duty or to care for a covered military member (Military Caregiver and Qualified Exigency Leave) (described below). 15.8.3 Definitions. The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise: “Spouse” does not include domestic partners or common-law spouses. “Caring for” a covered family member includes psychological as well as physical care. It also includes acquiring care and sharing care duties. An eligible “child,” with some exceptions, is under 18 years of age. An eligible “parent” includes a biological parent or a person who stood in the place of a parent. “Serious Health Condition” means an illness, injury, impairment, or physical or mental condition that involves one of the following: • Hospital Care: Any period of incapacity or treatment connected with inpatient care (i.e., an overnight stay) in a hospital, hospice, or residential medical care facility; • Pregnancy: Any period of incapacity due to pregnancy, prenatal medical care or child birth; • Absence Plus Treatment: A period of incapacity of more than three consecutive calendar days that also involves continuing treatment by or under the supervision of a health care provider. • Chronic Conditions Requiring Treatments: An incapacity from a chronic condition which requires periodic visits for treatment by a health care provider, continues over an extended period of time, and may cause episodic rather than a continuing period of incapacity; • Permanent/Long-Term Conditions Requiring Supervision • Multiple Treatments: Any period of absence to receive multiple treatments (including any period of recovery therefrom) by a health care provider or by a provider of health care services under orders of, or on referral by, a health care provider. 15.8.4 Length and Amount of Leave. The length of FMLA leave is not to exceed twelve (12) weeks in any twelve (12) month period. The leave year is calculated based on a rolling twelve (12) month period that begins the first day of the employee’s leave. The entitlement to FMLA leave for the birth or placement of a child for adoption expires twelve (12) months after the birth or placement of that child. 15.8.5 How Leave May Be Taken. FMLA leave may be taken for 12 (or less) consecutive weeks, may be used intermittently (a day periodically when needed), or may be used to reduce the workweek or workday, resulting in a reduced hour schedule. In all cases, the leave may not exceed a total of 12 workweeks. Personnel Policy 29 | Page Updated January 2025 Intermittent leave may be taken when medically necessary for the employee’s serious health condition or to care for a seriously ill family member. Intermittent leave must be documented in the medical certification form as medically necessary. If an employee is taking intermittent leave or leave on a reduced schedule for planned medical treatment, the employee must make a reasonable effort to schedule the treatment so as to not disrupt the City’s business. In instances when intermittent or reduced schedule leave for the employee or employee's family member is foreseeable or is for planned medical treatment, including recovery from a serious health condition, the City may temporarily transfer an employee to an available alternative position with equivalent pay and benefits if the alternative position would better accommodate the intermittent or reduced schedule. Intermittent/reduced scheduled leave may be taken to care for a newborn or newly placed adopted or foster care child only with the City’s approval. 15.8.6 Procedure for Requesting Leave and Notice. All employees requesting FMLA leave must provide written or verbal notice of the need for the leave to City Administrator or employee’s Department Head. When the need for the leave is foreseeable, the employee must give verbal or written notice to his/her Department Head or City Administrator at least thirty (30) days prior to the date on which leave is to begin. If thirty (30) days’ notice cannot be given, the employee is required to give as much notice as practicable, including following required call-in procedures. If an employee fails to give thirty (30) days’ notice for a foreseeable leave with no reasonable explanation for the delay, the leave may be denied until thirty (30) days after the employee provides notice. The City requires an employee on FMLA leave to report periodically on the employee’s status and intent to return to work. 15.8.7 Certification and Documentation Requirements. For leave due to an employee’s serious health condition or that of an employee’s family member, the City will require the completion of a Medical Certification form by the attending physician or practitioner. The form must be submitted by the employee to the City Administrator within fifteen (15) calendar days after leave is requested. If the form is not submitted in a timely fashion, the employee must provide a reasonable explanation for the delay. Failure to provide medical certification may result in a denial or delay of the leave. When leave is due to an employee’s own serious health condition, a fitness for duty certification (FFD) will be required before an employee can return to work. Failure to timely provide such certification may eliminate or delay an employee’s right to reinstatement under the FMLA. Personnel Policy 30 | Page Updated January 2025 If an employee is using intermittent leave and reasonable safety concerns exist regarding the employee’s ability to perform his or her duties, an FFD certificate may be required as frequently as every 30 days during periods when the employee has used intermittent leave. Recertification of leave may be required if the employee requests an extension of the original length approved by the City or if the circumstances regarding the leave have changed. Recertification may also be required if there is a question as to the validity of the certification or if the employee is unable to return to work due to the serious health condition. 15.8.8 Annual Medical Certification and Recertification. Where the employee's need for leave due to the employee's own serious health condition lasts beyond a single leave year, the City will require employees to provide a new medical certification in each subsequent leave year. 15.8.9 Group Health Insurance and Other Benefits, Concurrent Leave and Substitution of Paid Leave. An employee granted leave under this policy will continue to be covered under the City's group health and dental insurance plan under the same conditions and at the same level of City contribution as would have been provided had the employee been continuously employed during the leave period. The employee will be required to continue payment of the employee portion of group insurance coverage while on leave. Arrangements for payment of the employee's portion of premiums must be made by the employee with the City. If there are changes in the City's contribution levels while the employee is on leave, those changes will take place as if the employee were still on the job. Rights to additional continued benefits will depend on whether leave is paid or unpaid. Any paid disability leave benefits (Short Term Disability or Long Term Disability), annual leave or compensatory time off available to employees for a covered reason (an employee’s serious health condition or a covered family member’s serious health condition, including worker’s compensation leave and Minnesota State Parenting Leave) will run concurrently with FMLA. 15.8.10 Failure to Return to Work After FMLA. Under certain circumstances, if the employee does not return to work at the end of the FMLA leave for at least 30 calendar days, the City may require the employee to repay the portion of the monthly cost paid by the City for group health plan benefits. The City may also require the employee to repay any amounts the City paid on the employee’s behalf to maintain benefits other than group health plan benefits. 15.8.11 Activities Prohibited During FMLA. While on leave, an employee may not engage in activities (including employment) which have the same or similar requirements and essential functions of an employee’s current position. While on leave, an employee may not engage in any activity that conflicts with the best interests of the City. Such conduct will result in disciplinary action up to and including termination of employment. Personnel Policy 31 | Page Updated January 2025 15.8.12 Unpaid Medical Leave of Absence. If an employee is ineligible for FMLA leave or has exhausted available FMLA leave benefits, it is the policy of the City to consider an employee’s request for a medical or personal leave of absence. The amount of medical leave available to each employee will be determined on a case-by-case basis depending on the position held, staffing requirements, the reasons for the leave, and the anticipated return-to-work date. Employees who take unpaid medical leave are not guaranteed to return to the same position held prior to taking leave. Employees seeking a medical leave of absence will be required to present medical documentation to support the need for the leave, on-going documentation to support the need for continued leave, and documentation to support a return to work. During Unpaid Medical Leave, employees will be expected to keep in regular contact with Human Resources. When an employee anticipates returning to work, the employee shall notify Human Resources of the expected return date at least one week before the end of the employee’s leave. Failure to keep in touch with management during your leave, failure to advise management of your availability to return to work, or failure to return to work following leave will be considered a voluntary resignation of your employment. 15.8.13 Qualified Exigency and Military Caregiver Leave. Eligible employees (described above) whose spouse, son, daughter, or parent either has been notified of an impending call or order to covered active military duty or who is already on covered active duty may take up to 12 weeks of leave for reasons related to or affected by the family member’s call-up or service. The qualifying exigency must be one of the following: (1) short-notice deployment; (2) military events and activities; (3) childcare and school activities; (3) financial and legal arrangements; (5) counseling; (6) rest and recuperation; (7) post-deployment activities; (8) parental care; or (9) additional activities that arise out of active duty, provided that the employer and employee agree, including agreement on timing and duration of the leave. 15.8.13.1 Definitions. The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise: o A “son or daughter of a covered servicemember” means the covered servicemember’s biological, adopted, or foster child, stepchild, legal ward, or a child for whom the covered servicemember stood in loco parentis, and who is of any age. o A “parent of a covered servicemember” means a covered servicemember’s biological, adoptive, step, or foster father or mother, or any other individual who stood in loco parentis to the covered servicemember. This term does not include parents “in law.” o The “next of kin of a covered servicemember” is the nearest blood relative, other than the covered servicemember’s spouse, Personnel Policy 32 | Page Updated January 2025 parent, son, or daughter, in the following order of priority: blood relatives who have been granted legal custody of the servicemember by court decree or statutory provisions, brothers and sisters, grandparents, aunts and uncles, and first cousins, unless the covered servicemember has specifically designated in writing another blood relative as his or her nearest blood relative for purposes of military caregiver leave under the FMLA. When no such designation is made, and there are multiple family members with the same level of relationship to the covered servicemember, all such family members shall be considered the covered servicemember’s next of kin and may take FMLA leave to provide care to the covered servicemember, either consecutively or simultaneously. When such designation has been made, the designated individual shall be deemed to be the covered servicemember’s only next of kin. o “Covered active duty” means: “Covered active duty” for members of a regular component of the Armed Forces means duty during deployment of the member with the Armed Forces to a foreign country. “Covered active duty” for members of the reserve components of the Armed Forces (members of the U.S. National Guard and Reserves) means duty during deployment of the member with the Armed Forces to a foreign country under a call or order to active duty in a contingency operation as defined in section 101(a)(13)(B) of Title 10 of the United States Code. o “Covered servicemember” means: An Armed Forces member (including the National Guard or Reserves) undergoing medical treatment, recuperation, or therapy or otherwise in outpatient status or on the temporary disability retired list, for a serious injury or illness”; or A veteran who is undergoing medical treatment, recuperation, or therapy, for a serious injury or illness and who was a member of the Armed Forces (including a member of the National Guard or Reserves) at any time during the period of 5 years preceding the date on which the veteran undergoes that medical treatment, recuperation, or therapy. o “Serious injury or illness” means: In the case of a member of the Armed Forces (including a member of the National Guard or Reserves), means an injury or illness that was incurred by the member in line of duty on active duty in the Armed Forces (or existed before the beginning of the member’s active duty and was aggravated by service in line of duty on active duty in the Armed Forces) and that may render the member medically unfit to perform the duties of the member’s office, grade, rank, or rating; and Personnel Policy 33 | Page Updated January 2025 In the case of a veteran who was a member of the Armed Forces (including a member of the National Guard or Reserves) at any time during a period when the person was a covered servicemember, means a qualifying (as defined by the Secretary of Labor) injury or illness incurred by a covered servicemember in the line of duty on active duty that may render the servicemember medically unfit to perform the duties of his or her office, grade, rank or rating. 15.8.13.2 Military Caregiver Leave. An employee eligible for FMLA leave (described above) who is the spouse, son, daughter, parent, or next of kin of a covered servicemember may take up to 26 weeks in a single 12- month period to care for that servicemember. The family member must be a current member of the Armed Forces (including a member of the National Guard or Reserves), who has a serious injury or illness incurred in the line of duty on active duty for which he or she is undergoing medical treatment, recuperation, or therapy, or otherwise is on outpatient status or on the temporary disability retired list. Eligible employees may not take leave under this provision to care for former members of the Armed Forces, former members of the National Guard and Reserves, or members on the permanent disability retired list. 15.8.13.3 Amount of Leave – Qualified Exigency. An eligible employee can take up to 12 weeks of leave for a qualified exigency. 15.8.13.4 Amount of Leave – Military Caregiver. An eligible employee taking military caregiver leave is entitled to 26 workweeks of leave during a “single 12-month period.” The “single 12-month period” begins on the first day the eligible employee takes FMLA leave to care for a covered servicemember and ends 12 months after that date. Leave taken for any FMLA reason counts towards the 26-week entitlement. If an employee does not take all 26 workweeks of leave to care for a covered servicemember during this “single 12-month period,” the remaining part of the 26 workweeks of leave entitlement to care for the covered servicemember is forfeited. 29 C.F.R. § 825.127(e)(1) (2017). 15.8.13.5 Certification of Qualifying Exigency for Military Family Leave. The City will require certification of the qualifying exigency for military family leave. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification of Qualifying Exigency for Military Family Leave. Personnel Policy 34 | Page Updated January 2025 15.8.13.6 Certification for Serious Injury or Illness of Covered Servicemember for Military Family Leave. The City will require certification for the serious injury or illness of the covered servicemember. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification for Serious Injury or Illness of Covered Servicemember. All other provisions of the FMLA policy, including Use of Paid Leave, Employee Status and Benefits During Leave, Procedure for Requesting Leave, and Benefits During Leave and Reinstatement, are outlined above in the FMLA policy. 15.9 Bereavement Leave. Each employee covered by the Non-represented Pay Plan may request up to three (3) shifts of bereavement leave in the event of a death in the immediate family. Immediate family is defined as: spouse, parent (including stepparent or legal guardian), child (including stepchild/foster child), sibling (including stepsibling), grandparent, grandchild, parent- in-law, brother/sister-in-law, and son/daughter-in-law. The City Administrator or designee will be responsible for approving or denying requests for bereavement leave. Bereavement leave shall not be charged against an Employee’s leave balance. 15.10 Paid Parental Leave Policy 15.10.1 Purpose/Objective The City of Cottage Grove will provide up to four weeks (160 hours) of paid parental leave following the birth of an employee’s child or the placement of a child with an employee in connection with adoption. The purpose of paid parental leave is to enable the employee, regardless of gender, to care for and bond with a newborn or a newly adopted child. Paid parental leave will run concurrently with the Family and Medical Leave Act (FMLA), MN Parental Leave, and/or short-term disability and does not extend the length of these leaves or programs. 15.10.2 Eligibility Eligible employees must meet the following criteria: • Be employed with the city for at least twelve consecutive months. • Have worked an average of 20 hours per week for a minimum of twelve months. Employees working less than 40 hours per week will have their hours pro-rated based on average weekly hours worked. • In addition, employees must meet one of the following criteria: • Have given birth to a child. • Be a spouse or partner of someone who has given birth to a child. • Have adopted a child age 17 or younger. The adoption of a new spouse’s child is excluded from this policy. • If both caregivers are eligible employees, each will be able to utilize paid parental leave according to the provisions of this policy. • Paid parental leave is not available for foster care placement. Personnel Policy 35 | Page Updated January 2025 • Surrogate mothers and sperm or egg donors are excluded from coverage under this policy. • Births and adoption must occur after approval of this policy by the City Council. 15.10.3 Amount, Time Frame and Duration of Paid Parental Leave Eligible employees will receive a maximum of four weeks (160 hours) of paid parental leave, and additional two weeks (80 hours) of short-term disability benefits for a normal delivery and another additional two weeks (80 hours) of short-term disability benefits for a cesarean delivery and have the option of using up to 80 hours of their Disability Bank to a birthing parent or up to four weeks of paid parental leave to a non-birthing parent per birth or adoption. The fact that a multiple birth or adoption occurs (e.g., the birth of twins or adoption of siblings) does not increase the total amount of paid parental leave granted for that event. In addition, in no case will an employee receive more than one event of paid parental leave in a rolling 12-month period, regardless of whether more than one birth or adoption occurs within that 12-month time frame. • Birthing parent: o Four weeks of paid parental leave will be provided subject to the provisions of this policy. o In addition, the birthing parent is eligible for 80 hours of short- term disability benefits for a normal delivery and another additional 80 hours of short-term disability benefits for a cesarean delivery and may use up to 80 hours of their accrued Disability Bank. (See section 13.4.5 of the personnel policy for additional information on the Disability Bank.) If 80 hours has not been accrued, this amount would be reduced to what is accrued in the employee’s Disability Bank. Use of the Disability Bank is voluntary. • Non-birthing or adoptive parent o Four weeks of paid parental leave will be provided subject to the provisions of this policy. Employees may start using their 160 hours the day of the birth or adoption placement date. Employees have 365 days from that date to use their 160 hours. Employees may use the hours in one-hour increments as they see fit. Employees are encouraged to communicate with their supervisor their proposed leave schedule as to not unduly interrupt department operations. A birthing parent employee must also use their optional Disability Bank in that same 365 days, if they choose to use it. Any paid parental leave hours not used in those 365 days will be forfeited. Upon termination of the individual’s employment at the city, the employee will not be paid for any unused paid parental leave for which they were eligible. Personnel Policy 36 | Page Updated January 2025 15.10.4 Benefits o The city will continue to pay its share of the cost of an eligible employee’s group health insurance during paid parental leave. The eligible employee’s share of the premium will be deducted from the eligible employee’s pay in accordance with normal practices. o Paid time off benefits will continue to accrue during parental leave. o If a holiday occurs while the employee is on paid parental leave, such day will be charged to holiday pay; such holiday pay will extend the total paid parental leave entitlement by one day per paid holiday. 15.10.4.1 Failure to Return to Work After Paid Parental Leave. If the employee does not return to work at the end of the Paid Parental Leave for at least 30 calendar days, the City may require the employee to repay the portion of the monthly cost paid by the City for group health plan benefits. The City may also require the employee to repay any amounts the City paid on the employee’s behalf to maintain benefits other than group health plan benefits. 15.10.5 Coordination with Other Policies. Family and Medical Leave Act o Paid parental leave taken under this policy will run concurrently with leave under the FMLA; thus, any leave taken under this policy that falls under the definition of circumstances qualifying for leave due to the birth or placement of a child due to adoption, the leave will be counted toward the 12 weeks of available FMLA leave per a 12-month period. All other requirements and provisions under the FMLA will apply. In no case will the total amount of leave—whether paid or unpaid—granted Personnel Policy 37 | Page Updated January 2025 to the employee under the FMLA exceed 12 weeks during the 12-month FMLA period. Please refer to the Family and Medical Leave Policy for further guidance on the FMLA. o After the paid parental leave is exhausted, the balance of FMLA leave (if applicable) will be compensated through employee’s accrued paid time off. Upon exhaustion of paid time off, any remaining leave will be unpaid leave. Please refer to the Family and Medical Leave Policy for further guidance on the FMLA. o The employee shall be returned to the position that the employee vacated at the commencement of leave or to a position of like status and pay. 15.10.6 Requests for Paid Parental Leave. The employee intending to use paid parental leave will provide their supervisor and the Human Resources department with notice of the request for leave at least 30 days prior to the proposed date of the leave (or if the leave was not foreseeable, as soon as possible). The employee must complete the necessary HR forms and provide all documentation as required by the HR department to substantiate the request. SECTION 16. COMPENSATORY TIME 16.1 Eligibility. “Non-Exempt" employees under the federal Fair Labor Standards Act (FLSA) may be required to work in excess of eight (8) hours per day, or 40 hours per week. Any time worked in excess of (8) hours per day shall be recorded for account. 16.2 Authorization. Non-exempt employees included in the Non-represented Pay Plan may accrue compensatory time in lieu of overtime pay, at the discretion of the Department Head. Compensatory time must be taken in increments of no less than one-half (0.5) hour. No employee may carry over more than sixty (60) hours of accumulated compensatory time from one year to the next. In the event that an employee has in excess of sixty (60) accumulated hours of compensatory time after December 31 of any year, the employee's accrued compensatory time shall be paid out and reduced to sixty (60) hours. Non-exempt employees who terminate employment with the City and have compensatory time remaining shall be paid for up to sixty (60) hours of compensatory time, provided they have completed at least one thousand forty (1,040) hours of employment. 16.3 Limitation on Use. A supervisor may authorize the taking of up to sixteen (16) hours per week compensatory time. SECTION 17. TRAVEL AND TRAINING POLICY 17.1 Purpose. The purpose of this policy is to provide guidelines and procedures to be used when individuals participate in Travel and Training (T&T) events. 17.2 Training Philosophy. All travel and training opportunities will be job related and further the goals and mission of the City. The City will maintain a highly skilled, efficient, motivated work force which meets all required mandates and allows for career enrichment through training and education. This process will be administered so it maximizes the City's return for its budget training funds and will comply with all budgetary limits. It is expected that any training, travel or education funded by the City will be for a valid business purpose. All T&T participants are expected to exercise good judgment Personnel Policy 38 | Page Updated January 2025 when traveling and/or receiving training under this policy. 17.3 T&T Program Definitions. The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise: • Comparable Training: Any training or program substantially similar in content, or which meets similar criteria for certifications, licenses, or other required training. • Established Safety Policies: The adopted safety policies and criteria established by the entire City or individual departments relating to the expected and required safety conduct, responses, action or training. • Organization Goals: Remaining current with changing legal or technical requirements, maintaining education requirements for various certifications, and researching best practices. • Priority 1 Training: Required and necessary training. T&T participants receive training in the skills needed to perform the specific job function in his/her division/department. Required training is in association with state and federal licenses, City job description or City step plan. This would also include state or federal guidelines for mandatory requirements which, if they were not attended, would result in penalties or fines. These training opportunities are intended to meet all applicable standards, certifications, accreditations and licenses required of the positions held. Necessary training is an accreditation or certification from professional or trade organizations that enhance an individual's level of professional status and improve the quality of the City work force. • Priority 2 Training: Desirable training for job enrichment that includes verbal or written skills, technology, and personal development and improvement programs. These opportunities may be provided by other departments within the City or by others outside the City. These “Priority 2” opportunities are subject to department head approval and to the availability of department training funds. • Training Action Plans: o Department Training Action Plan: A narrative document detailing a plan for training, education and professional development that sets minimum standards and goals for each position, individual, or commission member within that department. o Professional Development Plan: A narrative document detailing a defined action plan for professional development for an individual employee. Said plan shall list types of training, course work or degrees needed to complete the plan and list of how the described training will benefit the City. • T&T Event: Any travel, training, education or business-related function that meets the eligibility approval criteria and is funded all or in part by the City. • T&T Locations: o In-House Training: Training provided at City facilities or through City arrangements. o Local Training: T&T events that take place within 55 miles of Cottage Grove. o National Training: T&T events that take place outside a 500-mile radius of Cottage Grove. o Regional Training: T&T events which take place outside 55 miles of Cottage Grove but within a 500-mile radius of Cottage Grove. • T&T Participant: All full and part-time city employees, interns, affiliated volunteers, Council members, Commission and Committee members participating in T&T events. 17.4 T&T Program Eligibility/Priority. The following criteria will be considered in reviewing T&T requests: Personnel Policy 39 | Page Updated January 2025 • Required Criteria: o Funded in the budget, o In compliance with the travel, training and education policy, o In accordance with an Approved Departmental Training Plan. • Additional Criteria: o Priority level of training (Priority 1 or Priority 2), o Training associated with new trends, techniques, or technology utilized by the City, o Training related to an established step advancement training program, o In accordance with an approved Professional Development Plan (Individual). 17.5 Review Process. 17.5.1 Training Plan. Each department shall develop a training plan by July 1st of each year for the following year. Each department training plan will be submitted to the City Administrator or designee for review and approval. Approved training plans shall be returned to the departments for administration. 17.5.2 T&T Location Policy. When evaluating training opportunities, requests shall be reviewed to ensure the most cost-effective option is selected based on the following critieria: Training In-house, Training Local, Training Regional, Training National. Regional or national training shall not be approved if there is reasonable access to comparable training in the local area within the same budget year. 17.5.3 T&T Request Procedures. To attend a T&T event, it is necessary to complete a Training/Travel Request form. Approval at Department Head (or Designee) Level. All course requests that: Meet the department’s approved training plan, Do not exceed $2,500 in non-labor costs, and Do not involve National training; and sufficient budget amounts are available in the Department training budget. Approval at City Administrator’s (or Designee) Level. All course requests that: Exceed $2,500 in non-labor costs; or Are National training; or Are not part of the approved Department training plan. The Department Head and City Administrator shall be informed by a Human Resources representative of courses where T&T events involve overnight lodging by participants. Department Heads (or Designee) will be held accountable for all training requests that they authorize. 17.5.4 Training Report. A report of completed training shall be made to the employee’s Personnel Policy 40 | Page Updated January 2025 supervisor. This report can be oral and/or written. 17.6 Allowable Expenditures. 17.6.1 General. The City pays a T&T participant’s expenses incurred while attending a T&T event, in accordance with policy guidelines. The T&T participant must pay expenses incurred by a spouse or guest attending a conference with a T&T participant. If an employee registers for a training event and then cancels, he/she must reimburse the City for any fees that are not returned to the City upon cancellation. This does not apply if the employee’s supervisor requests that the employee cancel the training event. 17.6.2 Meals and Incidentals. The City will use the GSA per diem rates. If the T&T event is more than one day in duration, there shall be a maximum per diem (including gratuities) for full days. For partial days, the first and last day of travel per diem rates will be used. You can look up the reimbursement amounts at https://www.gsa.gov/travel/plan-book/per-diem-rates and search the zip code of the training. Employees should consult with the Human Resources Office or Finance Director for the applicable reimbursement rates if they have questions. Tips are included in the maximum per diem and meal allowances. Tips shall not exceed 15% of City reimbursed meal cost. When an event encompasses a full day, T&T participants may spend the daily allowance among the three meals, at their discretion, unless meals are included as part of the conference registration. In that case, the money allotted for that meal couldn’t be spent. For local and regional area training or meetings, lunch will be reimbursed if not covered in the fee for the event if approved by department head. No other meals will be reimbursed unless prior approval is granted. Costs for alcoholic beverages shall not be reimbursed. Lunch will be reimbursed per the current Twin Cities GSA lunch rates (currently $19.00, subject to change). Original, itemized receipts will be required for reimbursement for said lunch. A representative of the City may occasionally be in the position of having to provide a meal for other persons who have official business with the City. The cost of providing such meals, including tax and a reasonable gratuity, will be reimbursed provided the following conditions are met: Expenditure must be approved by the City Administrator or designee prior to the event; Name and official capacity of each person attending must be listed; Public purpose/benefit of the meeting must be described; An original, itemized receipt (see above) must be provided; and No alcoholic beverages will be reimbursed. 17.6.3 Lodging. Reimbursement for lodging expenses shall be allowed only for authorized T&T participants. T&T participants are expected to choose lodging based on Personnel Policy 41 | Page Updated January 2025 reasonableness of cost and proximity to the conference, meeting, or training site. Reimbursement will be made at the lowest standard single room rate of the chosen facility. Each authorized person shall be allowed an individual single room. Lodging costs shall be reimbursable only from the night preceding the conference through the night immediately following such event. Overnight stays within the local training area are not permitted. 17.6.4 Miscellaneous expenses. On presentation of original, itemized receipts, costs for reasonable use of phones, copy and fax machines, baggage fees for City items and equipment or other approved business services when used to conduct City business will be reimbursed. 17.6.5 Transportation. 17.6.5.1 Auto Rental. Rental cars shall not be used as part of a T&T event unless prior approval has been obtained from the City Administrator or designee. The cost reimbursed will be at the mid-size vehicle rate. Auto rental must be requested on the Travel Request form and justified as required for official business. If reasonable public transportation is available, or a less expensive means of transportation is available, a rental car should not be requested. A car may be rented if the local transportation is impractical, or more expensive, than renting a car for the period in question. 17.6.5.2 City Vehicle and Personal Vehicle Usage. Transportation within the state shall be by City vehicle. If a City vehicle is not available, T&T participants may use a personal vehicle. Approved personal auto usage while attending a T&T event is reimbursed at the current Internal Revenue Service per-mile rate. Family members and non-colleagues are not permitted to travel in City vehicles. The City does not provide insurance on personal vehicles. When traveling from the normal work location to a T&T event and back, the reimbursable mileage is the actual work-related mileage traveled. Mileage will be reimbursed for the distance traveled that is more than the distance normally traveled to and/or from the workplace. If such travel occurs on a day that the T&T participant is not scheduled to work or involves travel to evening meetings outside the normal work hours, total mileage traveled is allowed. Personal use of any City vehicle is prohibited, other than commuting (for those T&T participants required to commute in a City vehicle), or “de minims” personal use. The Department Head can approve take- home vehicles for approved T&T events if there is a City benefit to do so. 17.6.5.3 Air-Related Travel Policies. Air travel by authorized T&T participants must be the lowest fare routing. Lowest fare routing is the lowest fare Personnel Policy 42 | Page Updated January 2025 which: o Requires no more than one interim stop or change of planes each way, and o Results in a layover not exceeding two hours each way. Every effort should be made, to take advantage of advance purchase discounts. Airfare tickets shall be purchased using a City credit card. If a T&T participant wishes to drive, and the mileage allowance would be greater than the airfare, the traveler will be reimbursed “equivalent airfare” instead of the actual mileage costs. Any additional time required to travel by car will be the employee’s own time. 17.6.5.4 Shuttle Service and/or Parking. Costs for transportation to and from the airport are reimbursed at the least expensive mode available. Ground transportation may be reimbursed up to the fare from the T&T participant’s normal work site to the appropriate airport. Mileage and parking will be reimbursed if the T&T participant chooses to drive a personal automobile to the airport, only if the total cost of mileage reimbursement and parking is less than the round-trip ground transportation from the work site. Reimbursement of charges for taxis, airport limousines or shared riding services will be reimbursed after the appropriate documentation has been submitted to the City. When attending an event or business meeting where parking is limited, or where parking decks are expensive, a parking meter may be used. The T&T participant will need to document the amount spent for a parking meter on a form, as required by the Finance Department. 17.6.6 Cash Advance for, and/or Pre-payment of, Travel Expenses. T&T events requiring overnight accommodations or extended time away shall be eligible for a reasonable cash advance. Upon prior approval by the Finance Director a travel advance may be obtained from the Finance Department. The request must be submitted by the deadlines established for check payments. Advancing money for travel does not constitute approval of spending the entire advanced sum. Monies not spent must be returned to the City. Pre-payment of travel expenses (i.e. registration fees) may be made upon application and approval of voucher by the City Administrator or designee. 17.7 Reimbursement Procedures. Only approved, actual, and necessary expenditures qualify for reimbursement, and must have receipts, if necessary. In addition, to receive reimbursement, the following criteria must be met: • Within 15 days of returning from an approved T&T event, the participant must submit a Travel/Training Reimbursement Form; • The Finance department will process per diem payments within 14 days of receipt. Per diems paid before the event must be approved by the department director. • Original, itemized receipts for the payment of transportation, lodging, and other business expenses must be attached to the expense report; credit card statements or other similar Personnel Policy 43 | Page Updated January 2025 forms of documentation will not be accepted; • Tips shall be noted on the meal receipt; • All receipts must be legible, dated and in chronological order; • Any unused portion of a cash advance will be returned to the City; • T&T participants shall be required to submit an itemized lodging bill showing both charges and payments for reimbursement; • T&T participants submitting receipts for parking fees shall be reimbursed in the amount noted on the receipt; • When two or more T&T participants travel to the same destination by the same vehicle, mileage and parking fee reimbursement will be made to only one person. 17.8 Follow-Up Procedure. It is expected that all participants in T&T will receive a documentable benefit from attending a T&T event. It is a goal of the T&T program that participants share that benefit with an appropriate audience, as directed by City Administrator or Department Head. Therefore, upon return from a T&T event, participant is required to communicate the gained benefit. Acceptable mediums for this requirement, which will be determined by the employee’s Department Head and/or City Administrator, and shall be chosen based on appropriateness, and shall include, but are not limited to: • Written report to supervisor, co-workers, or others who would gain from knowledge; • Verbal discussion at a staff or department meeting; • Distribution of materials obtained to other employees who may benefit; and • Discussion with supervisor. The City may request documentation of attendance at and completion of training program. 17.9 Computing Work Time While in Transit. In order for the City to assess the obligations for paying travel time, the determining factor is whether or not the travel involves an overnight stay in another city. If a non-exempt employee is staying overnight in another city, travel occurring during the normal working hours, regardless of the day of the week, must be considered hours worked. If a T&T participant is directed to travel to another city, but returns home that evening, all travel time, less the T&T participant’s normal commute, will be considered time worked. Time spent traveling to and from, as well as time spent attending a training session or conference, will be compensated in accordance with the federal Fair Labor Standards Act. The employer can direct when the T&T participant should travel. This may sometimes involve a cost-benefit analysis. For example, it may be cheaper to pay travel time on a Saturday if the cost for the airfare is less for staying over on a Saturday night. This travel time may be overtime if the T&T participant is eligible per the appropriate labor agreement/personnel policy. The employer can change work hours for non-union T&T participants in order to schedule around a T&T event. For bargaining unit employees, the applicable labor agreement should always be reviewed. Exempt employees will be paid their normal salary. Travel time outside the normal work schedule is not paid, under any circumstances, to exempt employees. 17.10 Exceptions. Exceptions to this policy may be allowed, with prior approval of the City Administrator or designee. Personnel Policy 44 | Page Updated January 2025 17.11 Education & Seminar Policy. The City promotes staff development as an essential, ongoing function needed to maintain and improve cost effective quality service to residents. The purposes for staff development are to ensure that employees develop and maintain the knowledge and skills necessary for effective job performance and to provide employees with an opportunity for job enrichment and mobility. The City will pay for the costs of an employee’s participation in training and attendance at professional conferences, provided that attendance is approved in advance under the following criteria and procedures: • The subject matter of the training session or conference is directly job-related and relevant to the performance of the employee’s work responsibilities. Responsibilities outlined in the job description, annual work program requirements and training goals and objectives that have been developed for the employee will be considered in determining if the request is job-related. • CLE or similar courses taken by an employee in order to maintain licensing or other professional accreditation will not be eligible for payment under this policy unless the subject matter relates directly to the employee’s duties, even though the employee may be required to maintain such licensing or accreditation as a condition of employment with the City. • The employee’s Department Head and the City Administrator are responsible for determining job-relatedness and approving or disapproving training and conference attendance. • The request for participation in a training session or conference must be submitted in writing to the employee’s Department Head on the appropriate form. All requests must include an estimate of the total cost (training session, travel, meals, etc.) and a statement of how the education or training is related to the performance of the employee’s work responsibilities with the City. • Payment information such as invoices, billing statements, etc., regarding the conference or training should be forwarded to Finance Department for prompt payment. • Attendance at training or conferences out of state is approved only if the training or conference is not available locally. All requests for out of state travel are reviewed for approval/disapproval by the City Administrator. 17.12 Business Travel and Expenses (Non-Educational) and Automobile Fringe Benefits. 17.12.1 Miscellaneous Expenses. An employee shall be reimbursed for his/her actual out- of-pocket expenses expended for approved purchases on behalf of the City. Such expenses will be subject to the guidelines established in Section 16. 17.12.2 Automobile Fringe Benefits. Department Heads issued cars are required to commute to and from work in the City vehicle. Other authorized use of City vehicles is defined as travel to and from City-related meetings, seminars, or other City functions. Income will be determined according to IRS guidelines, and will be considered taxable income and reported on the W-2 for any personal benefit, including commuting. Monthly allowances and per-mile allowances are considered taxable income and will be included on the W-2 form. It is the employee's responsibility to maintain records for any deductions from this income due to miles driven, gas Personnel Policy 45 | Page Updated January 2025 purchased, or expenses incurred. Clearly marked police and fire vehicles are considered exempt under IRS guidelines and, therefore, will have no additional income for automobile fringe benefits derived from the use of City-owned vehicles. Automobile fringe benefit income is paid monthly, and appropriate withholding of state and federal income taxes from this income is handled through payroll. 17.13 Memberships. The purpose of memberships to various professional organizations must be directly related to the betterment of the services of the City. Normally, one City membership per agency, as determined by the City Administrator is allowed, providing funds are available. Upon separation of employment, individual memberships remain with the City and are transferred to another employee by the supervisor. Human Resources will maintain a list of approved memberships. Any memberships not on the maintained list must be approved by the City Administrator. The City will not pay membership dues for any organization that is not on the maintained list and/or approved by the City Administrator. Employees, who are considering participation on a committee for a professional organization, or some other work-related task, shall obtain approval of their Department Head prior to accepting appointment to the committee. The Department Head shall also be notified if an employee is considering becoming a Board member of a professional organization. The City encourages employees to join and participate in certain trade and professional associations where there is a clear benefit to the City, as approved by the City Administrator. Employees are encouraged to participate in trade and professional organizations that promote City goals, individual skill development, and professional recognition. However, employee participation in those associations must not conflict with the City’s interests and must fit within budgetary constraints. The City may identify certain trade and professional associations in which representation is desirable and then designate the employees that it will sponsor for membership. Employees who are designated for membership act as City representatives in the association and are expected to promote its interests and to participate accordingly. Employee participation in trade and professional association activities will not be considered as hours worked for pay purposes for employees classified as nonexempt under the Fair Labor Standards Act, unless participation is at the City’s request or under its direction and control. Department Heads are responsible for coordinating representation in trade and professional associations and must receive prior approval from the City Administrator. The following factors may be considered in selecting associations for representation and in designating employees to be sponsored for membership: • The nature and purpose of the association, • The potential benefit to the City, including enhancement of the City’s reputation and the development of the employee’s leadership and organizational skills, • The cost to the City, • The extent to which the City is already represented in the association, and • The employee’s job responsibilities, length of service, and overall qualifications for membership. Department Heads are responsible for planning, budgeting, and approving the expenses of their Personnel Policy 46 | Page Updated January 2025 employees’ participation in association activities within their budgetary authority. The City will pay or reimburse the approved and reasonable expenses of employees sponsored for membership in trade and professional associations. Employees must have their supervisor’s advance approval before soliciting or accepting any official position in a trade or professional association that will occur during regularly scheduled working hours. SECTION 18. NEPOTISM POLICY The City does not restrict employment of more than one member of a family or persons related by blood or marriage. However, to avoid conflict of interest, the following shall apply: • No City employee may be hired, transferred, or otherwise placed in the same department as his/her spouse, family member, relative or domestic partner if the provisions in #2 and #3 are possible. • No City employee shall take part in decisions to hire, retain, promote or consider other employment actions concerning his/her spouse, family member, relative or domestic partner. • No City employee is to be assigned responsibility for supervising, directing or auditing the work or performance of his/her spouse, family member, relative or domestic partner. • Provision #1, above, shall not apply to the hiring of part-time, part-time fire department and temporary, seasonal employees. For the purpose of this section, the term “related person” shall mean a person in a marital relationship, a domestic partner relationship or other committed relationship with a local official or employee, or in a significant familial relationship with an elected official or employee. Significant familial relationship means: • By blood or adoption: parent, child, grandparent, grandchild brother, sister, half-brother, half-sister, uncle, aunt, nephew, niece, first cousin. • By marriage: husband, wife, stepparent, stepchild, stepbrother, stepsister, brother-in-law, sister-in-law, father-in-law, mother-in-law, son-in-law, daughter-in-law, uncle, aunt, nephew, niece. Divorce terminates a significant familial relationship by marriage. This shall not only include looking at the reporting relationship of family members at the time of initial hiring, but continued review of their responsibilities as they may be promoted or transferred. As circumstances may change, proper interpretation, consideration, and transfers may be required. If such transfers are in order, compliance with the appropriate personnel practices will be used. SECTION 19. OFFENSIVE BEHAVIOR 19.1 General Policy. It is the City's policy to maintain a working environment free from offensive or degrading remarks or conduct. Such behavior includes inappropriate remarks about the employee's race, color, creed, religion, national origin, sex, marital status, disability, sexual orientation, age and status with regard to public assistance. Offensive behavior prohibited by this policy also includes requests to engage in illegal, immoral or unethical conduct. The City is committed to creating and maintaining a public service workplace free of harassment and discrimination. Such harassment is a violation of Title VII of the Civil Rights Act of 1964, the Minnesota Human Rights Act, and other related employment laws. In keeping with this commitment, the City maintains a strict policy prohibiting unlawful harassment, including sexual harassment. This Personnel Policy 47 | Page Updated January 2025 policy prohibits harassment in any form, including verbal and physical harassment. This policy statement is intended to make all employees, volunteers, members of boards and commissions, and elected officials sensitive to the matter of sexual harassment, to express the City’s strong disapproval of unlawful sexual harassment, to advise employees against this behavior and to inform them of their rights and obligations. The most effective way to address any sexual harassment issue is to bring it to the attention of management. 19.2 Definitions. To provide employees with a better understanding of what constitutes sexual harassment, the definition, based on Minnesota Statute § 363A.03, subdivision 43, is provided: sexual harassment includes unwelcome sexual advances, requests for sexual favors, sexually motivated physical contact, or other verbal or physical conduct or communication of a sexual nature, when: • Submission to that conduct or communication is made a term or condition, either explicitly or implicitly, of obtaining employment, public accommodations or public services, education, or housing; • Submission to or rejection of that conduct or communication by an individual is used as a factor in decisions affecting that individual's employment, public accommodations or public services, education, or housing; or • That conduct or communication has the purpose or effect of substantially interfering with an individual's employment, public accommodations or public services, education, or housing, or creating an intimidating, hostile, or offensive employment, public accommodations, public services, educational, or housing environment. Examples of inappropriate behaviors that are unacceptable and therefore prohibited, even if not unlawful in and of themselves include: unwanted physical contact; unwelcome sexual jokes or comments; sexually explicit posters or pinups; repeated and unwelcome requests for dates or sexual favors; sexual gestures or any indication, expressed or implied, that job security or any other condition of employment depends on submission to or rejection of unwelcome sexual requests or behavior. In summary, sexual harassment is the unwanted, unwelcome or repeated action of an individual against another individual, using sexual overtones. 19.3 Expectations. The City recognizes the need to educate its employees, volunteers, members of boards and commissions, and elected officials on the subject of sexual harassment and stands committed to providing information and training. All employees are expected to treat each other and the general public with respect and assist in fostering an environment free from offensive behavior or harassment. Violations of this policy may result in discipline, including possible termination. Each situation will be evaluated on a case-by-case basis. Employees who feel that they have been victims of sexual harassment, or employees who are aware of such harassment, should immediately report their concerns to any of the following: • A supervisor; • City Administrator; • Mayor or City Councilmembers; or • City Attorney. In addition to notifying one of the above persons and stating the nature of the harassment, the employee is also encouraged to take the following steps, if the person feels safe and comfortable doing so. If there is a concern about the possibility of violence, the individual should use his/her Personnel Policy 48 | Page Updated January 2025 discretion to call 911, and as soon as feasible, contact a supervisor. • Communicate to the harasser the conduct is unwelcome. Professionally, but firmly, tell whoever is engaging in the disrespectful behavior how you feel about their actions, and request the person to stop the behavior because you feel intimidated, offended, or uncomfortable. If practical, bring a witness with you for this discussion. • In some situations, such as with an offender from the public, it is preferable to avoid one on one interactions. Talk to your supervisor about available options to ensure there are others available to help with transactions with an offender. • To reiterate, it’s important you notify a supervisor, the City Administrator, the Mayor or Councilmember of your concerns. The person to whom you speak is responsible for documenting the issues and for giving you a status report on the matter. If, after what is considered to be a reasonable length of time (for example, 30 days), you believe inadequate action is being taken to resolve your complaint/concern, the next step is to report the incident to the City Administrator, the Mayor or the City Attorney. The City urges conduct which is viewed as offensive be reported immediately to allow for corrective action to be taken through education and immediate counseling, if appropriate. Management takes these complaints seriously and has the obligation to provide an environment free of sexual harassment. The City is obligated to prevent and correct unlawful harassment in a manner which does not abridge the rights of the accused. To accomplish this task, the cooperation of all employees is required. In the case of a sexual harassment complaint, a supervisor must report the allegations promptly to the City Administrator. If the City Administrator is the subject of the complaint, then the supervisor is to report the complaint to the City Attorney. A supervisor must act upon such a report even if requested otherwise by the victim. The City will take action to correct any and all reported harassment to the extent evidence is available to verify the alleged harassment and any related retaliation. All allegations will be investigated. Strict confidentiality is not possible in all cases of sexual harassment as the accused has the right to answer charges made against them; particularly if discipline is a possible outcome. Reasonable efforts will be made to respect the confidentiality of the individuals involved, to the extent possible. The City is not voluntarily engaging in a dispute resolution process within the meaning of Minn. Stat. § 363A.28, subd. 3(b) by adopting and enforcing this workplace policy. The filing of a complaint under this policy and any subsequent investigation does not suspend the one-year statute of limitations period under the Minnesota Human Rights Act for bringing a civil action or for filing a charge with the Commissioner of the Department of Human Rights. 19.4 Special Reporting Requirements. When the supervisor is the alleged harasser, a report will be made to the City Administrator who will assume the responsibility for investigation and discipline. The City Administrator may delegate the investigation to the City Attorney and consult with the City Attorney on discipline and any other appropriate course of action. If the City Administrator is the alleged harasser, a report will be made to the City Attorney who will confer with the Mayor and City Council regarding appropriate investigation and action. If a Councilmember is the alleged harasser, the report will be made to the City Administrator and referred to the City Attorney who may undertake the necessary investigation, hire outside counsel, or seek other assistance. The City Attorney will report his/her findings to the City Council, which will take the action it deems appropriate. Personnel Policy 49 | Page Updated January 2025 Pending completion of the investigation, the City Administrator may at his/her discretion take appropriate action to protect the alleged victim, other employees, or citizens. If an elected or appointed City official (e.g., council member or commission member) is the victim of disrespectful workplace behavior, the City Attorney will be consulted as to the appropriate course of action. 19.5 Retaliation. The City will not tolerate retaliation or intimidation directed towards anyone who makes a complaint of employment discrimination, who serves as a witness or participates in an investigation, or who is exercising his/her rights, including when requesting religious or disability accommodation. Retaliation is broader than discrimination and includes, but is not limited to, any form of intimidation, reprisal or harassment. While each situation is very fact dependent, generally speaking, retaliation can include a denial of a promotion, job benefits, or refusal to hire, discipline, negative performance evaluations or transfers to less prestigious or desirable work or work locations because an employee has engaged or may engage in activity in furtherance of EEO laws. It can also include threats of reassignment, removal of supervisory responsibilities, filing civil action, deportation or other action with immigration authorities, disparagement to others or the media and making false report to government authorities because an employee has engaged or may engage in protected activities. Any individual who retaliates against a person who testifies, assists, or participates in an investigation may be subject to disciplinary action up to and including termination. If you feel retaliation is occurring within the workplace, please report your concern immediately to any of the following: • Immediate supervisor; • City Administrator; • Mayor or City Councilmember; or • City Attorney. Supervisors who have been approached by employees with claims of retaliation will take the complaint seriously and promptly report the allegations promptly to the City Administrator, or if the complaint is against the City Administrator to the City Attorney, who will decide how to proceed in addressing the complaint. SECTION 20. ELECTRONIC MEDIA USAGE, COMPUTER USE, SECURITY AWARENESS POLICY 20.1 Objective. The City of Cottage Grove electronic media usage, computer use, and security awareness policies are designed to provide clear guidelines to City of Cottage Grove employees regarding access to, and disclosure of, computer, network, telephone and facsimile systems. City employees use and exploit electronic forms of communication and information exchange and have access to one or more forms of electronic media and services (computer, e-mail, telephones, voice mail, fax machines, external electronic bulletin boards, on-line services (Social Media), and the Internet). The City encourages the use of these media and associated services because they make communication more efficient and effective, and because they are valuable sources of information. However, electronic media, data, and services provided by the City are City owned Personnel Policy 50 | Page Updated January 2025 and publicly funded, and their purpose is to facilitate City business. The City Council authorizes the use of the Internet and online services for the support of all City tasks. The use of the Internet is public and a privilege, not a right, and may be revoked at any time for unacceptable use or any other use which poses a risk to the cyber security of any City computer system. With the rapidly changing nature of electronic media, and the “netiquette” which is developing among users of external on-line services and the Internet, this policy cannot lay down rules to cover every possible situation. Instead, it expresses the City’s philosophy and sets forth general principles to be applied to the use of electronic media, data, and services. The following procedures apply to all electronic media, data, and services, which are: Accessed on or from City premises, Accessed using City equipment, or via City-paid access methods, Used in a manner which identifies the individual as an employee of the City. 20.2 Authorization. An employee must sign a Computer Use and Security Awareness statement acknowledging that they have read, understand, and agree to comply with this policy. No employee will be authorized to use electronic media or services until they have signed the appropriate statement and returned it to Human Resources. 20.3 Security Awareness Training and Compliance. The City of Cottage Grove Information Technology (IT) department requires that each employee upon hire, periodically and at least annually thereafter successfully complete Online Security Awareness training. Certain staff may be required to complete additional training modules depending on their specific job requirements upon hire and at least annually. Reference Appendix C for frequency. Staff will be given a reasonable amount time to complete each course to not disrupt business operations. 20.3.1 Simulated Social Engineering Exercises. The City of Cottage Grove IT department will conduct periodic simulated social engineering exercises including but not limited to: phishing (e-mail), vishing (voice), smishing (SMS), USB testing, and physical assessments. The Cottage Grove IT department will conduct these tests at random throughout the year with no set schedule or frequency. The Cottage Grove IT department may conduct targeted exercises against specific departments or individuals based on a risk determination. 20.3.2 Remedial Training Exercises. From time-to-time Cottage Grove staff may be required to complete remedial training courses or may be required to participate in remedial training exercises with members of the Cottage Grove IT department as part of a risk-based assessment. 20.3.3 Compliance & Non-Compliance with Security Awareness Policy. Compliance with this policy is mandatory for all staff that have access to the computer, email or program use, including contractors and executives. The Cottage Grove IT department will monitor compliance and non-compliance with this policy and report to the management team the results of training and social engineering exercises. The penalties for non-compliance are described in Appendix A of this policy. Personnel Policy 51 | Page Updated January 2025 20.3.4 Non-Compliance Actions. Certain actions or non-actions by Cottage Grove personnel may result in a non-compliance event (Failure). A Failure includes but is not limited to: Failure to complete required training within the time allotted; Failure of a social engineering exercise; • Failure of a social engineering exercise includes but is not limited to: o Clicking on a URL within a phishing test, o Replying with any information to a phishing test, o Opening an attachment that is part of a phishing test, o Enabling macros that are within an attachment as part of a phishing test, o Allowing exploit code to run as part of a phishing test, o Entering any data within a landing page as part of a phishing test, o Transmitting any information as part of a vishing test, o Replying with any information to a smishing test, o Plugging in a USB stick or removable drive as part of a social engineering exercise, o Failing to follow company policies during a physical social engineering exercise. Certain social engineering exercises can result in multiple Failures being counted in a single test if the Failures are unrelated. The maximum number of Failure events per social engineering exercise is two. The Cottage Grove IT department may also determine, on a case-by-case basis, that specific Failures are a false positive and should be removed from that staff member’s total Failure count. 20.3.5 Compliance Actions. Certain actions or non-actions by Cottage Grove personnel may result in a compliance event (Pass). A Pass includes but is not limited to: Successfully identifying a simulated social engineering exercises; Not having a Failure during a social engineering exercise (Non-action); Reporting real social engineering attacks to the IT department. 20.3.6 Removing Failure Events through Passes. Each Failure will result in a Remedial training or coaching event as described in Appendix A of this document. Subsequent Failures will result in escalation of training or coaching. De-escalation will occur when three consecutive Passes have taken place. 20.4 Responsibilities and Accountabilities. Listed below is an overview of the responsibilities and accountabilities for managing and complying with this policy program. The Information Technology Manager is accountable for running an effective information security awareness and training program that informs and motivates workers to help protect the organization’s and the organization’s customer’s information assets. Information Technology Staff are responsible for developing and maintaining a comprehensive suite of information security policies (including this one), standards, procedures and guidelines that are to be mandated and/or endorsed by management where applicable. Working in Personnel Policy 52 | Page Updated January 2025 conjunction with other City functions, it is also responsible for conducting suitable awareness, training, and educational activities to raise awareness and aid understanding of staff’s responsibilities identified in applicable policies, laws, regulations, contracts, etc. All Managers and Directors are responsible for ensuring that their staff and other workers within their responsibility participate in the information security awareness, training, and educational activities where appropriate and required. All Staff are personally accountable for completing the security awareness training activities, and complying with applicable policies, laws, and regulations at all times. 20.5 Inappropriate Material. Electronic media may not be used for knowingly transmitting, viewing, retrieving or storage of any communications of a discriminatory or harassing nature, or which are derogatory to any individual or group, or which are obscene or sexually explicit, or are of a defamatory or threatening nature, or for “chain letters,” or for any other purpose which is illegal or against City policy or detrimental to the City’s reputation. 20.6 Personal Use Limitations. Electronic media and services are primarily for City business use. Limited, occasional or incidental use of electronic media (sending or receiving) for personal, non- business purposes done on the employee’s personal time is understandable and acceptable – as is the case with personal phone calls. However, employees need to demonstrate a sense of responsibility and may not abuse the privilege. Such personal use must not consume large amounts of City resources. Employees using electronic media and services for personal use waive any claims to privacy regarding that usage. Any costs incurred by the City due to personal use (such as printing costs, per-minute Internet fees or cellular phone charges) must be paid by the employee. Excessive personal use will be determined by the individual employee’s supervisor and may subject the employee to disciplinary action. 20.7 Individual Privacy. The City routinely monitors usage patterns for both voice and data communications. Reasons include cost analysis/allocation, assurance of system security and compliance with City policies. The City also reserves the right, in its discretion, and without notice to the employee, to monitor and review any employee’s electronic files, messages, emails and internet usage to the extent necessary to ensure that electronic media and services are being used in compliance with the law and with this and other City policies. Employees should therefore not assume electronic communications are totally private and confidential and should transmit highly sensitive information in other ways. Employees must respect the confidentiality of other people’s electronic communications and may not attempt to read, “hack” into other systems or other people’s accounts, or “crack” passwords, or breach computer or network security measures, or monitor electronic files or communications of other employees or third parties except by explicit direction of City management. 20.8 Copyrights. Anyone obtaining electronic access to other companies’ or individuals’ materials must respect all copyrights and may not copy, retrieve, modify or forward copyrighted materials except as permitted by the copyright owner. Also, network users shall not delete, examine, copy or modify files and/or data belonging to other users, without their prior consent. 20.9 Passwords. The IT Manager, City Administrator and Finance Director reserve the right to override passwords and codes at any time. If any of those people request the employee’s Personnel Policy 53 | Page Updated January 2025 password(s), then the password(s) must be disclosed. If passwords are requested, the passwords will be kept in a safe place. Any password used on the system shall be used for the protection of the City of Cottage Grove, not the employee, and as such will not preclude the City, as the operator of the network, from rightfully entering the network or any other messaging system at any time to review, copy or delete any file or disclose any such file to others. No e-mail or other electronic communications (including facsimile messages) may be sent which attempt to hide the identity of the sender or represent the sender as someone else or from another organization. Employees are responsible for all electronic messages originating from a computer operating under his/her password. 20.10 Excessive Usage. Electronic media and services should not be used in a manner that is likely to cause network congestion or significantly hamper the ability of other people to access and use the system. Continued impedance of other users through mass consumption of system resources, after receipt of a request to cease such activity, is prohibited. The willful or careless introduction of programs known as computer viruses, Trojan Horses and worms into the City’s network or into any external networks or computers can cause such excessive computer usage or even damage a system and so would be a violation of this policy. 20.11 Questions Regarding Policy. City employees who have concerns or are uncertain about ethical, legal or security issues regarding the use of data communications tools are expected to discuss their concerns with their supervisor who will act as the employee’s first point of contact. Part of the responsibility of the IT Manager for the City is to insure the integrity of city data (an asset). Therefore, the IT Manager, in consultation with the Finance Director, will resolve and answer any questions about this Acceptable Use Policy or its interpretation. Until such issues are resolved, questionable use should be considered “not acceptable”. Questions of interpretation should be submitted, in writing, to the IT Manager. Final authority for this Acceptable Use Policy lies with the City Council. 20.12 E-mail and Voice Mail. Department Directors will determine whether an employee should have access to a voice mail account and e-mail account. If an employee is set up with an e-mail and/or voice mail account, the employee is required to remain in compliance with this policy. Department requests shall be contingent on approval of the IT Manager. Some employees will be required to check voice mail evenings, nights and/or weekends. The Department Director is responsible to make this determination for positions in his/her department. When making the determination, the Department Director shall consider wage impacts for overtime-eligible employees, All employees with a voice mail and/or e-mail account shall be required to check for messages a minimum of twice per shift. Department Directors may require additional checks based on job duties and expectations. Requirements above the minimum discussed in this paragraph shall be outlined in the job description or otherwise communicated in writing to the employee. Employees with a voice mail account shall be required to update their greeting whenever they are out of the office for more than one day. The greeting should inform the caller as to when the employee will return to work. Employees with an e-mail account should use the “out of office” feature to inform others that they will not be able to promptly respond to messages. Personnel Policy 54 | Page Updated January 2025 In general, all messages left via e-mail or voice mail should be returned as soon as possible. If possible, messages should be returned within the same shift as it was received. At a minimum, all messages shall be responded to within a 24-hour period. Use of the electronic calendar shall be required for all employees who have a city-established e- mail account. Employees or members of the public who have a complaint in relation to this section should first try to resolve the issue with the department head from the department where the complaint initiated. If the member of the public is not satisfied that his/her complaint has been resolved at the department level, they should then report the complaint to the City Administrator or designee. If an employee is not satisfied that his/her complaint has been resolved at the department level, he/she should report the complaint to the Assistant City Administrator/Personnel Director. 20.13 Policy Violations. The City Administrator and/or an employee’s direct supervisor, or their designees will review alleged violations of this city policy on a case-by-case basis. The IT Manager and/or Finance Director may be consulted for technical assistance in investigating a complaint. Clear violations of the policy that are not promptly remedied may result in the expulsion of the offending employee from city network services in addition to disciplinary action consistent with the Personnel Policy or appropriate bargaining unit agreement. Violations of Section 20.10 shall be handled per the discipline language contained in the personnel policy or applicable labor contract. In addition, violations should be discussed as part of the performance review process. Supervisors should consider whether training is necessary to improve an employee’s ability to effectively use e-mail and voice mail. 20.14 Social Media Policy. 20.14.1 Policy. The City of Cottage Grove will determine, at its discretion, how its web- based social media and online community presence will be designed, implemented and managed as part of its overall communications and information technology strategies and functions. City government social media and other web- based resources may be modified or removed by the City at any time and without notice, as necessary to maintain the integrity of both communications and information technology functions. The City of Cottage Grove wishes to maintain a positive and informative social media presence. Social media provides a valuable tool in enhancing communications with the community, streamlining processes, fostering productivity and building trust. To this end, the City of Cottage Grove supports multiple City- sponsored social media sites for its various departments, boards, and commissions to communicate about events and deliver information directly to community members and City customers. Social media must be used in an ethical, professional and lawful manner and in accordance with City and departmental policies. This policy governs the management of City-sponsored social media sites and provides guidelines and direction for City employees and City representatives regarding the use of social media. This guidance is intended to help clarify the boundaries between appropriate and inappropriate use of social media in a way Personnel Policy 55 | Page Updated January 2025 that protects nonpublic data about employees and community members, protects security information concerning City operations, and protects nonpublic data flowing from the investigations conducted within the City-related law enforcement functions. 20.14.2 Purpose. It is the intent of the City of Cottage Grove to represent itself appropriately, consistently and positively on the internet. Collaborative technologies are fundamentally changing how information is provided, received and how the City can engage its citizens. To aid in meeting the goals of the City, the purpose of this policy is to establish procedures for creating and maintaining a social media and online community presence which is in accord with policies and directives established by City management. It also provides guidelines and standards for individual employees regarding the use of social media for communication with citizens, colleagues and the world at large. The City's official website will remain the City's primary online medium for communicating with the public. At the same time, there is a general expectation by the public that the City have a social media presence by which to share information about current City projects and City business. For municipal purposes, the City’s social media accounts will be used for incidental, non-vital communication and general information only. It is not the purpose of the City’s social media accounts to be a medium for the transaction of City business. 20.14.3 Scope. This policy applies to any existing or proposed social media websites sponsored, established, registered, or authorized by the City of Cottage Grove. 20.14.4 Definitions. Social media are internet and mobile-based applications, websites and functions, other than email, for sharing and discussing information, where users can post photos, video, comments and links to other information to create content on any imaginable topic. This may be referred to as "user-generated content" or "consumer-generated media." Social media includes, but is not limited to: • Social networking sites such as Facebook, Linkedln, X, Nextdoor, and online dating services/mobile apps, • Blogs, • Social news sites such as Reddit and Buzzfeed, • Video and photo sharing sites such as YouTube, lnstagram, SnapChat, and Flickr, • Wikis, or shared encyclopedias such as Wikipedia, • An ever-emerging list of new web-based platforms generally regarded as social media or having many of the same functions as those listed above. Definitions: • City Social Media: Those social media web sites established for the benefit of the City of Cottage Grove with authority granted as outlined in this policy. Includes all social media accounts established at the request of or with the approval of City management. • Social networking is the act of connecting to others through the use of Personnel Policy 56 | Page Updated January 2025 social media. • Speech is the expressions or communication of thoughts or opinions in spoken words, in writing, by expressive conduct, symbolism, photographs, videotape, or related forms of communication. • Work-related images are written, auditory, or visual messages, including but not limited to, photographs, digital images, video recordings, audio recordings or electronic files containing a graphic image or series of images, as well as any digital reproductions or copies of such photographs, digital photographs, digital images, video recordings, audio recordings, or files taken or created in the course of the City’s business. All work-related images are the property of the City of Cottage Grove. 20.14.5 General Standards. The creation of any City social media websites or online community accounts must be approved prior to creation by the City Administrator. If approved, City of Cottage Grove Information Technology staff must have administrative privileges to the account. The City of Cottage Grove social media web sites and online community accounts and their associated content should focus on significant City interest areas and be organized in a manner that avoids duplication, ambiguities and/or conflicting information. It is the responsibility of the Department Head to ensure all City policies are followed when employees are establishing a City of Cottage Grove social media site or interacting with social media sites in the course of the employee's scheduled work. All postings to City of Cottage Grove social media sites may be subjected to review by the Information Technology staff and/or the City Administrator and may be deleted without notice. Administration of all social media web sites and online community accounts must comply with applicable laws, regulations and policies, including, but not limited to the Minnesota Government Data Practices Act and the City’s Data Retention Policy. No City employee or City representative shall use social media to disclose private, confidential, protected, or non-public information. When utilizing social media sites, City employees and City representatives shall conduct themselves in a professional, ethical and lawful manner and in accordance with all City policies. City social media accounts accessed and utilized during the course and scope of an employee's performance of his/her job duties may not be used for private or personal purposes or for the purpose of expressing private or personal views on personal, political or policy issues or to express personal views or concerns pertaining to City employment relations matters. Content posted by a City assigned employee must be approved by the department head, or designee, prior to posting. Department Heads are responsible for assigning one employee to manage the social media accounts and will have direct responsibility for content posted on that site. Only City-assigned employees will be allowed to post content to City of Cottage Grove social media sites. Personnel Policy 57 | Page Updated January 2025 As set forth in other City policies, City employees are blocked from accessing Tik- Tok social media sites on their City of Cottage Grove computers. City of Cottage Grove social media and online community web site accounts are considered a City asset and logins to these accounts must be securely administered in accordance with City computer security policies. The Information Technology staff must be set up as an administrator on all City web site accounts. The City reserves the right to shut down any of its social media sites or accounts for any reason without notice. A social media web site and online community accounts shall not be used by the City or any City employee or representative to disclose sensitive and/or confidential information without the prior written approval of the City Administrator. All social media web sites and online community accounts created and utilized during the course and scope of an employee's performance of his/her job duties will be identified as belonging to the City of Cottage Grove, including the City logo, as well as a link to the City's official web site. All social media web sites will be created in such a way that the public will NOT be allowed to post directly to the City’s social media page. They will contain only informational postings made by City of Cottage Grove employees. The City’s assigned staff responsible for the management of the City’s social media sites will not edit any comments. However, comments by members of the public may be removed if they fall into at least one of the following categories: • Obscene or pornographic content • Direct threats to persons or property • Material asserted to violate the intellectual property of another person • Private, personal information about a person published without his/her consent • Information that compromises a public safety security system • Statutorily private, confidential, or nonpublic data • Commercial promotions or spam • Fraudulent posts that are attempting to commit a crime (example: scammers attempting to sign up vendors and take their money for a City sponsored event) • Include Hyperlinks to material that falls into one of the foregoing categories. Inclusion of the following disclaimer, as approved by the City Administrator, is required on all social media sites: "The City of Cottage Grove's use of external social media web sites is provided as a public service. The City of Cottage Grove disclaims liability for ads, videos, promoted content or comments accessible from any external web site. The responsibility for external content or comments rests with the organizations or individuals providing them. Any inclusion of external content or comments does not imply endorsement by the City of Cottage Grove. The City reserves the right to delete any comments that have been identified in the City’s Public Notice of Social Media Policies as being subject to removal. The following MUST be adhered to when posting content: • Do not upload, post, transmit or make available content you know to be Personnel Policy 58 | Page Updated January 2025 false, misleading or fraudulent. All statement should be true and not misleading. Do not post photos that infringe on trademark, copyright or patent right of others. • Non-public and confidential information such as information related to coworkers, personnel data, medical information, claims or lawsuits against the city should not be shared. • Do not post content that exhibits hate, bias, discrimination, pornography, libelous or otherwise defamatory content. • Only post content that is suitable for readers and viewer of all ages. Do not post content that a reasonable viewer may not consider to maintain the dignity and decorum appropriate for government. • Do not post any photo or video of a specific person without permission of that person or in the photo or video. Do not post the name of any individual without permission from that person. Large events and gatherings of crowds are public data and by attending the event, individuals have no reasonable expectation of privacy. However, requests by individuals to have their photos removed for public safety reasons may be removed. • Employees shall not post, disseminate or broadcast Department-owned images or audio recordings unless authorized to do so, or unless such images or audio are available to the public pursuant to applicable law. If such images or audio have been released by the Department as public records, employees shall ensure that their subsequent use of such information is done in their capacity as private citizens, and not as spokespersons for the Department unless authorized to do so. • Post meaningful and respectful comments. Do not spam, inflame or make comments that are offensive. Posting may include: o City events, o City partner events, o Not-for-profit fundraisers held in the City. Posting not allowed: • Sales at retail stores, • Garage sales, etc., for individual profit, • Events hosted entirely or primarily for a private gain, or • Political Commentary. Always think before posting to a City account; if it causes you to pause or question if it is appropriate, it should not be posted. Respect proprietary information, content and confidentiality. Give credit to persons when required or appropriate. Be transparent as to who you are and who you represent. Be clear about your role for the City of Cottage Grove so as to identify your vested interest in the information you share. Be aware that just by identifying yourself as a City of Cottage Grove employee you are creating perceptions about yourself and about the City. Be sure all content associated with you is consistent with your work and the City's professional standards. Know and follow the City's rules for conduct, Computer and Internet Policy and the Social Media Policy. Be aware that some information is confidential and/or sensitive until deemed available for public release. Employees are expected to maintain this confidentiality. Personnel Policy 59 | Page Updated January 2025 Your statements and posts should provide the community with information to improve their knowledge, skills, solve problems, or to understand City government and community activities better. Social media is a conversation, so talk to the community as you would a real person in a professional situation. Be a leader while communicating and do not create incendiary statements to inflame others. Be careful and considerate of other points of view. Posting guidelines: • Please keep sites updated, and • Post events close to the event date and post a reminder close to the event date. Exceptions to this policy may be granted only by the City Administrator. This policy may be reviewed and changed at any time. 20.14.6 Personal Use of Social Media. The City of Cottage Grove respects employees' rights to post and maintain personal websites, blogs and social media pages and to use and enjoy social media on their own personal devices during non-work hours. The City requires employees and agents to act in a prudent manner with regard to website and internet postings that reference the City of Cottage Grove, its personnel, its operation or its property. Employees, agents, and others affiliated with the City may not use a city brand, logo or other city identifiers on their personal sites, nor post information that purports to be the position of the City without prior authorization. City employees and agents are discouraged from identifying themselves as City employees when responding to or commenting on blogs with personal opinions or views. If an employee chooses to identify him or herself as a City of Cottage Grove employee and posts a statement on a matter related to City business, a disclaimer similar to the following must be used: "These are my own opinions and do not represent those of the City." Occasional access to personal social media websites during work hours is permitted, but employees and agents must adhere to the guidelines outlined in the City's Computer Use policy. There may be times when personal use of social media (even if it is off-duty or using the employee's own equipment) may spill over into the workplace and become the basis for employee discipline. Examples of situations where this might occur include: Friendships, dating or romance between co-workers, Cyber-bullying, stalking or harassment, Release of confidential or private data;, Unlawful activities, Misuse of city-owned social media, Inappropriate use of the City's name, logo or the employee's position or title, Using City-owned equipment or city-time for extensive personal social media use. Personnel Policy 60 | Page Updated January 2025 Each situation will be evaluated on a case-by-case basis. If you have any questions about what types of activities might result in discipline, please discuss the type of usage with their immediate supervisor. 20.14.7 Creation, Modification, Removal. Any department wishing to create, modify or remove a social media presence must initially submit a request to the City Administrator. This will initiate a process to ensure that the City's array of sanctioned social media accounts are kept to a sustainable number, policies are followed, and the City's Internet-based communication strategy is appropriately maintained. Departments must request permission from the City Administrator, using a proposal that includes: The subject, Whether the request is an addition, modification or deletion of a social media resource or its contents, An introductory paragraph explaining the purpose and/or scope, including (as applicable) changes to the purpose and contents of existing social media, A draft version of the page which incorporates the general standards, Expected frequency of updates, Expected frequency of site monitoring, The target audience, The author(s), The moderator(s), Anticipated work load to create and maintain the site, as well as an explanation of any work that will be eliminated due to work on the site, Anticipated ending date for the site, A statement on how the value of the site will be measured, and Signature of the requesting department's head indicating approval of the request. 20.14.7 Data Ownership. All social media communications or messages composed, sent, or received on city equipment in an official capacity are the property of the City and will be subject to the Minnesota Government Data Practices Act. This law classifies certain information as available to the public upon request. The City of Cottage Grove also maintains the sole property rights to any image, video or audio captured while a City employee is representing the City in any capacity. The City retains the right to monitor employee's social media use on city equipment and will exercise its right as necessary. Users should have no expectation of privacy. Social media is not a secure means of communication. It is the policy of the City of Cottage Grove that social networking sites shall be used for City business to release news and other public information in additional to traditional distribution outlets. Routine social media posts and comments are considered “transitory correspondence” as defined by the Minnesota General Records Retention Schedule. These messages are not required to be retained. However, messages that are in the nature of a complaint or grievance regarding city services, maintenance, repair or citizen complaints that resulted in an action by the City, should be retained pursuant to the Minnesota General Records Retention Schedule. Personnel Policy 61 | Page Updated January 2025 20.14.7 Policy Violations. Employees who are aware of a violation of this policy are obligated to notify their immediate supervisor or the City Administrator. Employees who violate this policy shall be subject to disciplinary action, including but not limited to: reprimands, suspension of some or all computer and technology use privileges, and termination. Violations of this policy that are of a criminal nature may be referred for criminal prosecution. SECTION 21. NON-DISCRIMINATION POLICY That the City and all employees thereof are subject to a policy of non-discrimination on the basis of race, color, age, creed, religion, national origin, sex, marital status, sexual orientation, status with regard to public assistance or disability in accordance with Minnesota Statute, Chapter 363A.02. SECTION 22. CODE OF ETHICS FOR PUBLIC OFFICIALS AND PUBLIC EMPLOYEES POLICY 22.1 Declaration of Policy. The proper operation of democratic government requires that all public officials and employees be independent, impartial and responsible to the people; that government decisions and policies be made in the proper channels of government structure; that public employment and public office not be used for personal gain; and that the public have confidence in the integrity of its government. In recognition of these goals, there is hereby established a Code of Ethics for all public officials and employees of the City of Cottage Grove. 22.2 Definitions. The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise: • Public Official. Any person who has been elected to office, appointed by the City Council, or appointed to a City Board or Commission. • Public Employee. Any person in the employ of the City of Cottage Grove who is not classified as a public official. • Financial Interest. Any interest that yields, directly or indirectly, a monetary or other material benefit (other than duly authorized salary or compensation for services to the City) to the public official or public employee, the spouse of the public official or public employee, or any minor children within the custody and control of the public official or public employee. 22.3 Responsibilities of Public Service. Public officials and employees are agents of public purpose, and to that end shall carry out the duties of their positions impartially and shall not perform services for personal profit or request or permit use of City equipment of facilities, except when available or provided to others on a similar basis. All public officials and employees of the City shall be dedicated to fulfilling their responsibilities of public service. They shall be dedicated to the public purpose and all programs developed by them shall be in the community interest. 22.4 Conflicts of Interest. 22.4.1 In General. The credibility of local government rests heavily upon the confidence which citizens have in public officials and employees to render fair and impartial Personnel Policy 62 | Page Updated January 2025 services to all citizens without regard to personal interest or political influence. Thus, City officials and employees must avoid any activity or decision, which could be a perceived or actual conflict of interest or could result in a personal benefit for themselves or a family member. If an employee has any question about whether such a conflict exists, he/she should consult with the City Administrator or City Attorney. Public officials and employees are prohibited from engaging in any activity, either directly or through an immediate family member, or other person acting on their behalf which will conflict, or may reasonably be viewed as conflicting with, the official’s or employee’s obligations and responsibilities to the City. Officials and employees shall not use the City’s name, information, or goodwill for personal gain. Any official or employee engaging in any activity involving either an actual or potential conflict of interest or having knowledge of such activity by another official or employee shall promptly report the activity to the City Administrator, or if such activity be by the City Administrator, to the Mayor. The matter shall be investigated, and a determination shall be made as to whether or not an actual or potential conflict exists. If the investigation determines a conflict exists, it shall be presumed that the continuation of the practice would be injurious to the effectiveness of the official or employee in carrying out his/her duties and responsibilities. Employees shall disclose to the employee’s immediate supervisor any personal financial interest in the buying or selling of goods or services for the city of Cottage Grove. Purchase orders, contracts or service agreements shall not be given to an official or employee of the City or to a partnership or corporation in which an official or employee is a major stockholder or principal. No public official or employee shall enter into a relationship with a vendor where the official’s or employee’s actions are, or may reasonably be viewed as, not in the best interests of the City. If an employee becomes involved in a possible conflict situation, the employee shall disclose the nature of the possible conflict to the employee’s supervisor and Department Head. The Department Head will promptly notify the individual of an approval or disapproval of the activity. If disapproved, the employee shall remove himself or herself from the conflict situation. Employees share with their fellow citizens the right and responsibility to voice their opinion on public issues. Employees may advocate for issues of personal interest only when doing so does not conflict with the performance of their official duties. 22.4.2 Interest in Contract. Except as authorized in Minnesota Statutes, Section 471.88, a public official or employee who is authorized to take part in any manner in making any sale, lease, or contract in an official capacity shall not voluntarily have a personal financial interest in that sale, lease, or contract or personally benefit financially therefrom. 22.5 Disclosure of Attorney/Client Privilege Information. No public official or public employee Personnel Policy 63 | Page Updated January 2025 may disclose information received, discussed, or decided in conference with the City’s attorney which is protected by attorney/client privilege, unless a majority vote of the City Council authorizes the disclosure. 22.6 Gifts. Public officials and employees are prohibited from requesting or soliciting any gift or gratuity from any interested person in accordance with Minnesota Statute, Chapter 471.895. • “Gift” means money, real or personal property, a service, a loan, a forbearance or forgiveness of indebtedness, or a promise of future employment, that is given and received without the giver receiving consideration of equal or greater value in return. • “Interested person” means a person or representative of a person or association that has a direct financial interest in a decision that the employer is authorized to make. Officials and employees are also prohibited from accepting an unsolicited gift or gratuity from any interested person. The prohibition in this section does not apply if the gift or gratuity includes the following: • A contribution as defined in Minnesota Statutes, Section 211A.01, subdivision 5; • Services to assist an official in the performance of official duties, including but not limited to providing advice, consultation, information, and communication in connection with legislation, and services to constituents; • Services, trinket or memento of insignificant monetary value; • A plaque or similar memento recognizing individual services in a field of specialty or to a charitable cause; • A trinket or memento costing $5 or less; • Informational material of unexceptional value; or • Food or a beverage given at a reception, meal, or meeting away from the recipient’s place of work by an organization before whom the recipient appears to make a speech or answer questions as part of a program. The prohibitions in this section do not apply if the gift is given: • Because the recipient’s membership in a group and a majority of members are not local officials, and an equivalent gift is given to the other group members; • By an interested person who is a member of the family of the recipient, unless the gift is given on behalf of someone who is not a member of that family, or • By a national or multistate organization of governmental organizations or public officials, if a majority of the dues to the organization are paid from public funds, to attendees at a conference sponsored by that organization, if the gift is food or a beverage given at a reception or meal and an equivalent gift is given or offered to all other attendees. 22.7 Sanctions. 22.7.1 Public Employee. Where permitted or required by law, it shall be grounds for discharge, suspension or other appropriate disciplinary action against a City employee who does any act in violation of this Code of Ethics Policy as outlined in Section 25 of the City’s Personnel Policy. 22.7.2 Public Official. Any public official who violates this Code of Ethics Policy as outlined in Section 22 of the City’s Personnel Policy may be sanctioned in any one or more of the following ways: Direction that the public official not participate in the decision; Personnel Policy 64 | Page Updated January 2025 Removal of an appointed member of an advisory commission from office; By a majority vote of the City Council, adopt a resolution censuring the public official for the violation. SECTION 23. POLITICAL ACTIVITY POLICY 23.1 Prohibited Activities. Every employee has a civic responsibility to support good government by available means and in an appropriate manner. Each employee may join or affiliate with civic organizations of a partisan or political nature, may attend political meetings, may advocate and support the principles or policies of civic or political organizations in accordance with the Constitution and laws of the State of Minnesota and the United States of America. Protected free speech for employees includes commenting on matters of public concern such as political, social, or community issues. However, no employee will: • Engage in any political or partisan activity while on duty, • Use his/her official authority or influence for the purpose of interfering with or affecting the result of in election or a nomination for office, • Be required as a duty of his/her office of employment or as a condition for employment, promotion or tenure of office to contribute funds for pollical or partisan purposes, • Coerce or compel contributions for political or partisan purposes by another employee of the City of Cottage Grove, • Use any supplies or equipment of the City for political or partisan purposes, • Identify their City position with any public statement of personal opinion about any issue unrelated to their City work or activity and authorized by the City Administrator or City Council. Public employees have constitutional and common law rights to free speech, fee association, and privacy. 23.2 Leave of Absence. If a City employee files for elective office, during his/her campaign, the employee may, but is not required, to take a leave of absence. Such a request shall be addressed to the City. 23.3 Elected or Appointed Office. If an employee is elected or appointed to a position on the Cottage Grove City Council or any other office which is legally incompatible with City of Cottage Grove employment, the employee must resign from employment with the City of Cottage Grove before assuming the responsibilities of the elective or appointive office. Taking the oath of the elective office without submitting a written resignation of municipal employment to the City Administrator shall be considered as an implied resignation of municipal employment and shall be sufficient to terminate said employment. Under no circumstances shall a City employee be entitled to leave of absence during the employee's tenure as an elected or appointed City officer. Whether or not an elective or appointed office is legally incompatible with an employee’s staff position will be determined by the City Administrator, in consultation with the City Attorney. If an employee is elected to the State of Minnesota Legislature or to another full-time public office, the employee shall be granted a leave of absence, as provided by state law. SECTION 24. NO SMOKING POLICY The City of Cottage Grove observes and supports the Minnesota Clean Indoor Air Act. All city buildings and vehicles, in their entirety, shall be designated as tobacco free, meaning that smoking Personnel Policy 65 | Page Updated January 2025 in any form, through the use of tobacco products such as pipes, cigars, and cigarettes, or “vaping” with e-cigarettes is prohibited while in a city facility or vehicle. Smoking of any kind, including pipes, cigars, cigarettes and vaping with e-cigarettes, is prohibited for employees while on duty. Employees 18 and over are allowed to smoke only during their breaks and lunch, and only in areas designated for that purpose. SECTION 25. CELL PHONE / PERSONAL PHONE CALL POLICY 25.1 Purpose. This policy is intended to define acceptable and unacceptable uses of City issued cellular telephones. Its application is to insure cellular phone usage is consistent with the best interests of the City without unnecessary restriction of employees in the conduct of their duties. This policy will be implemented to prevent the improper use or abuse of cellular phones and to ensure that city employees exercise the highest standards of propriety in their use. It is the objective of the City of Cottage Grove to prevent and correct any abuse or misuse of cellular telephones through the application of this policy. Employees who abuse or misuse such phones may be subject to disciplinary action. The City Administrator, or designee, will have primary responsibility for implementation and coordination of this policy. All Department Heads will be responsible for enforcement within their departments. 25.2 Personal Cell Phone Policy. Use of personal cell phones shall be limited to rare usage during working hours. Pictures and video should only be taken during work hours if it serves a legitimate business purpose. In addition, no personal cell phones shall be in the workplace that contains offensive images (graphics, messages, and audio/video files) that can be viewed by co- workers or the general public. Personal text messaging shall also be limited to rare occasions during working hours. Department Heads may prohibit employees from carrying their own personal cell phones during working hours if it interferes with the performance of their job duties. Regardless of who pays the bill, cell phone records about City business are subject to the Minnesota Government Data Practices Act. What this means is that if a request were received for City data that may be contained on an employee’s personal cell phone, the City would be under the obligation to determine what information is public data and what information is private data and would need access to the employee’s phone records and possibly the phone itself in order to provide the data that is being requested. Therefore, the best practice is to limit usage of personal cell phones for City business to that which is truly necessary and be prepared to produce your cell phone and the associated City data if requested. 25.3 City Cell Phone and Reimbursement Programs. Employees who must remain accessible due to the nature of their duties and/or those who must be available for emergency response or consultation may be eligible to participate in the City’s cell phone reimbursement program. The program provides a cell phone allowance to eligible employees. Employees will be reimbursed for the use of their personal cell phone. Personnel Policy 66 | Page Updated January 2025 The City Administrator, in consultation with Department Heads, will determine which positions are required to have a cell phone reimbursement. 25.4 Reimbursement Plan. 25.5.1 Eligibility. Any employee may, alternatively, request a cell phone allowance. The City Administrator, or designee, has the discretion to discontinue cell phone allowances with 30 days advance notice to the employee. Less than 30 days’ notice may be given if the employee has discontinued their cell phone service or leaves employment without 30 days’ notice. 25.5.2 Guidelines. Employees who receive cell phone allowances will be expected to adhere to the following: An employee must provide the cell phone number to his or her supervisor, Human Resources and any other City employees or stakeholders who need to contact them for City business purposes. Any changes to the phone number must be reported immediately. Human Resources will maintain a listing of these personal cell phone numbers. Employees are expected to use a voicemail greeting appropriate for a professional environment. Employees must be available by cell phone for City business during work hours. Employees with after-hours emergency responsibilities are expected to be available during non-work hours. Employees are responsible for ensuring that their cell phone is in good working order. Any employee receiving a cell phone allowance who allows his or her personal phone service to lapse will be responsible for reimbursing the City for the months the service was not active. It will be the responsibility of the employee to provide the necessary records to demonstrate when the service was last active. 25.5.3 Personal Cell Phones. If an employee utilizes their own Cell Phone for City business, the City will not be responsible for supporting connectivity to City computer resources or supporting the use of the device unless there is a documented need to use the Cell Phone for City business. If the employee has documented the need to use the Cell Phone for City business, he or she must consult with Information Technology in advance about what type of Cell Phones can be purchased. If an employee chooses to synchronize e-mail or other City electronic data with their Cell Phone, they are obligated to ensure the device can be remotely wiped of all City data should the phone be lost. 25.5.4 Payment. Employees who are approved to receive a cell phone allowance will be reimbursed an amount approved by the City Administrator. The reimbursement will occur through payroll as a non-taxable stipend. 25.5 Violations. Department Heads and supervisors will be responsible for enforcement of this policy. Violations are subject to disciplinary action per bargaining unit contracts and Section 10 of the Personnel Policy. Personnel Policy 67 | Page Updated January 2025 SECTION 26. CITY DRIVING POLICY This policy applies to all employees who drive a City-owned vehicle. The City expects all employees who are required to drive as part of their job to drive safely and legally while on City business and maintain a good driving record. Employees are expected to follow all driving laws. Employees are also expected to follow all driving directives put out by their department head or his/her designee. The City will examine driving records once per year for all employees who are covered by this policy to determine compliance with this policy. Employees who lose their driver’s license or receive restrictions on their license are required to notify their immediate supervisor on the first work day after any temporary, pending or permanent action is taken on their license and to keep their supervisor informed of any changes thereafter. Employees must immediately inform their supervisor of any driving infraction or police encounter while operating a City-owned vehicle. The City will determine appropriate action on a case-by-case basis. SECTION 27. MULTIPLE POSITIONS POLICY The City of Cottage Grove may permit part-time and paid-on-call employees to hold two or more part-time and/or paid-on-call positions with the City. Under no circumstances may a full-time employee also hold a part-time and/or paid-on-call position with the City. If an employee does hold a part-time and/or paid-on-call position with the City and that person is hired to a full-time position that person must resign from any and all part-time and/or paid-on-call positions. Starting the full-time job shall constitute resignation from the part-time and/or paid-on-call positions held. For employees who hold two or more part-time and/or paid-on-call positions with the City, for straight time hours worked, the straight time rate will be determined by the type of work being performed. Where an employee in a single workweek works two or more different types of work for which different straight time rates have been established, the regular rate for that week to determine the overtime rate, is the weighted average of such rates. By agreement, in advance, an employee who performs two or more different kinds of work, for which different straight time hourly rates are established, will be paid during overtime hours at a rate not less than one and one-half times the hourly non-overtime rate established for the type of work s/he is performing during such overtime hours. If the employee working two or more different jobs is paid on different payroll cycles, i.e. 14 days and 28 days, it is their responsibility, in conjunction with their supervisor, to coordinate with payroll to ensure that payroll receives hour reports to determine the employee’s weighted hourly rate and if overtime is due for each specific week. In no event shall an employee be eligible for benefits solely as a result of their employment in two or more part- time and/or paid-on positions. An employee’s eligibility for benefits, if any, shall be determined by the position that provides the greatest level of benefits. SECTION 28. DRESS FOR YOUR DAY POLICY 28.1 Professional Appearance. Personal appearance should be appropriate to the nature of the work and contacts with other people and should present a positive image to the public. Clothing, jewelry, or other items that could present a safety hazard are not acceptable in the workplace. Dress needs vary by function. Employees who spend a portion of the day in the field need to dress in a professional manner appropriate to their jobs. Personnel Policy 68 | Page Updated January 2025 28.2 Dress for Your Day. The City of Cottage Grove’s Dress for Your Day policy allows for non- uniformed employees to use their best judgment when deciding what to wear to work every day, with some basic guidelines. The idea is that each employee should consider what their workday looks like and dress accordingly. Employees may dress in accordance with their gender identity, and they may dress and style their hair in a manner that expresses their individuality within the constraints of the dress code adopted by the city. Specific dress requirements and options may be set by a department director in accordance with professional standards and safety needs for the department. For example, employees are allowed to wear casual clothing on workdays when they do not have council meetings, work sessions, conferences, or meetings with residents or other outside third parties. Employees are still expected to wear clothing appropriate for an office environment, and traditional business attire is always acceptable. There may be days when special visitors are expected at City facilities and all staff may be required to forgo Dress for Your Day and required to wear business casual attire. These days will be announced in advance so employees can plan accordingly. In all instances clothing must be neat, clean, not ripped, heavily frayed or worn even if it is the current fashion, and not expose an excessive amount of skin. Supervisors will determine if an employee’s appearance is appropriate under this policy. If a supervisor determines that an employee’s appearance is inappropriate and in violation of this policy, it will be brought to the employee’s attention privately. Employees who violate this policy may not be allowed to work until their attire is consistent with the policy. The employee may be told to go home and change, and non-exempt employees will not be paid for the time required to do so. Continued violations may result in disciplinary action and removal of Dress for Your Day privileges. Employees who need an accommodation associated with a protected status such as religion or disability should speak with Human Resources to obtain approval to deviate from this policy. The following are examples of clothing and shoe choices that are never acceptable, but it is not an exhaustive list. When in doubt, consult with your direct supervisor, director, or Human Resources. • Any clothing items that are excessively tight, body hugging, or revealing that do not project professionalism • Clothing and/or accessories that include offensive/inappropriate images or words, including images/words that are discriminatory or sexual • Sweatpants, yoga pants and other exercise apparel • Leggings unless combined with a skirt, dress or top that reaches at least mid-thigh • Low cut blouses, shirts or dresses that reveal excessive chest area or cleavage • Beach wear and shorts • Overalls • Short skirts or short dresses or shorts, all of which must be no higher than 2” above the knee • Clothing and accessories with writing or large logos • Spaghetti-strap tops or dresses unless covered by a jacket or sweater • Tank tops, halter tops, crop tops or any clothing showing midriffs Personnel Policy 69 | Page Updated January 2025 • Sheer or revealing clothing • Visible undergarments, either through sheer fabric or improper concealment • Hooded sweatshirts • Hats or caps • Sports jerseys • House slippers, informal flip flop sandals, moccasins, Croc shoes, beach wear • Sloppy, patched or tattered clothing Employees are allowed to wear jeans that are clean, not faded, free of rips, tears and fraying, even if it is the current fashion and not excessively tight, body hugging or revealing. Employees are allowed to wear tasteful sneakers that are clean, well kept, and in good condition. Employees are allowed to wear dress sandals that are professional, clean, well kept, and in good condition. Beach flip flops are not allowed. 28.3 Uniformed Personnel. Uniforms, which are provided and/or required for some City employees, should be neat, fresh and clean when reporting for work. Each department is responsible for seeing to it that employees follow department regulations regarding uniforms, related accessories and equipment. Hats that advertise a commercial interest (private business) are prohibited. Hats with the City logo are preferred. SECTION 29. WORKPLACE VIOLENCE PREVENTION POLICY 29.1 Policy. It is the policy of The City of Cottage Grove to provide a safe and secure work environment for its employees, customers, vendors, contractors and members of the public by taking a Zero Incident approach towards workplace violence. The goal of this policy is prevention of violence and/or injury to employees by focusing on early identification of individual and organizational warning signs by assessing facility risk, individual threat and organizational assessments. The City of Cottage Grove also has a zero tolerance for all acts or forms of violence in the workplace. All reported acts of physical violence, threatening statements, harassing, intimidating and disruptive behaviors will be taken seriously and will not be tolerated. An employee that makes threats, commits acts of violence or violates the policy will be subject to disciplinary action up to and including termination. The City of Cottage Grove is committed to working with its employees to maintain a workplace free from all forms of violence, threats of violence, harassment, intimidation, and other disruptive behavior. All employees are charged with the responsibility for contributing to the maintenance of a safe and secure work environment. All reports of physical and/or verbal violence made to management will be taken seriously, reviewed and appropriate action will be taken by management to resolve the situation. 29.2 Scope. This policy applies to all employees who are at work or on duty regardless of their department/division, job classification, level or site/location. Additionally, all persons who perform services for the City of Cottage Grove such as temporary employees, contractors, vendors, etc., are covered by this policy and expected to abide by its provisions. It is also our policy that retaliation of any kind will not be tolerated against an employee who in good faith reports an act of violence or violation of this policy. Retaliation is explicitly prohibited. Personnel Policy 70 | Page Updated January 2025 29.3 Definitions. The following words and terms shall have the meaning as defined herein, unless the context indicates otherwise: • Acts of Violence. An act of violence is the attempt or actual use of force or violence with the intent to threaten, harass, intimidate, commit a violent act or damage/destroy property. This includes, but is not limited to physically harming another person, shoving, pushing, punching, slapping, kicking, physically harassing, bullying, intimidating, coercing another person to behave in a certain manner by use of fear or physically restraining, bondage and confinement or imprisonment. • Assaults. An attempt or threat to do violence to another person including acting in a threatening manner that would reasonably cause fear for one’s safety; aggressive and/or hostile actions taken or threatened towards another person; an attempt or offer to beat, attack or hurt another, accompanied by a degree of violence, but without touching his/her person, as by lifting the fist, or a cane, in a threatening manner. • Threat. A statement or action (verbal, written or physical) which is intended to intimidate by expressing the intent to either harass, hurt or take the life of another person (an employee, his/her family, friends and associates), or damage/destroy a person's or the organizations property. This includes threats made in jest, but which others could perceive as serious as well as communicating an endorsement of the inappropriate use of firearms or weapons. • Intimidate. To make afraid; to frighten or scare by use of words or actions that induce fear. To force a person into, or deter them from, some action by inducing fear by, or as if by, threats. • Workplace bullying. A form of harassment that is not based on an individual's protected class status (i.e. gender, race, sexual orientation, religion, age, disability, national origin, etc.), and is conduct perpetrated intentionally, maliciously and repeatedly over a period of time against another employee. The conduct can include, but is not limited to, repeated infliction of verbal or physical abuse, such as the use of derogatory remarks, insults, and epithets; that a reasonable person would find threatening, intimidating, or humiliating; or the gratuitous sabotage or undermining of a person’s work performance. • Assaultive Behavior. Threatening another person with or brandishing a weapon, stalking, threatening, talking or engaging in behaviors or gestures that would reasonably make another person fear for their safety. • Domestic Violence at Work. Abusive behavior that is physical, sexual and/or psychological, intended to establish and maintain control over a partner which is extended into the victim’s place of employment. This may include behaviors such as frequent harassing phone calls, unwelcome visits to the workplace that annoy, scare, make the employee afraid and/or disrupt the work environment, stalking, physical assaults, threatening behavior, loud outburst, etc. on City premises. • Weapons. Guns, knives, explosives, and other items with the potential to inflict harm. • Terrorism. The premeditated, politically motivated unlawful use of force or violence perpetrated against non-combatant targets or property usually intended to intimidate or coerce a government, the civilian population, a City or any segment thereof, in furtherance of political or social objectives. • Workplace. Anywhere a City employee is conducting authorized City business, or enroute to and from (excluding normal commute) a location where City business is, will be, or has been, conducted. • Disruptive Behavior. Behaviors that reach a level that they interfere with or negatively impact the performance of other people, or substantially distractive in nature to interfere Personnel Policy 71 | Page Updated January 2025 with normal work flow in a department or behaviors that are sufficiently annoying that they cause other people to repeatedly have high levels of stress, to fear for their safety or directly or indirectly imply the intent to do harm to another person. • Hostile Work Environment. See Section 19, Offensive Behavior Policy. 29.4 Types of Workplace Violence. Type I - The aggressor has no legitimate business relationship to the workplace and usually enters the affected workplace to commit robbery or other criminal acts such as robbery. Type II - The aggressor is either the recipient or the object of a service provided by the affected workplace or the victim, such as a current or former client, patient, customer, passenger, criminal suspect, inmate or prisoner. Type III - The aggressor has some employment related involvement with the affected workplace such as a current or former employee, supervisor, manager, a spouse or significant other, relative, friend or some other person who has a dispute with an employee of the affected workplace. 29.5 Employee Responsibilities. Everyone in the organization is responsible for helping to prevent workplace violence. Employees have a very important role in contributing to the maintenance of a safe and secure work environment. Each employee is responsible for carrying themselves in a professional, courteous, responsible manner and treating all persons encountered in the workplace in a respectful manner. Employees are also responsible for following established safe work practices and security policies in addition to the provisions of this policy. 29.6 Duty to Report. Employees are required to immediately report threats, acts of violence, suspicious and at-risk behavior, or incidents that violate this policy. Employees should report threats, acts of violence or policy violations to the following position(s): their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator. Supervisors and Department Heads must report threats, acts of violence or policy violations to the City Administrator or designee. 29.7 Emergency Situations. Employees should immediately report threats or acts of violence that are of an imminent danger or emergency situation to law enforcement by calling 9-1-1. 29.8 Restraining Orders. An employee who applies for or obtains a protective or restraining order, which lists the organization's location(s) as being protected areas, must provide to their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator with the following information: 1. A copy of the petition and declaration used to seek the order, 2. A copy of any temporary protective or restraining order which is granted, and 3. A copy of any protective or restraining order which is made permanent. Employees that observe or are aware of an imminent danger or emergency situation should immediately notify the responsible law enforcement agency to advise them of the situation. You Personnel Policy 72 | Page Updated January 2025 should be prepared to give the specific location where the situation is occurring, the facility’s address and a description of the events that have occurred. Once you have notified appropriate law enforcement personnel notify your immediate supervisor, Department Head, Human Resources Manager and/or City Administrator. Employees are required to report to their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator knowledge of a co-worker having obtained a restraining order against another employee. Employees are required to report to their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator knowledge of a co-worker having obtained a restraining order against an external person. 29.9 Domestic Violence/Abuse. Employees are encouraged to report to their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator knowledge of a co-worker that is being abused outside of work or that is a victim of domestic violence. 29.10 Department Head/Supervisor’s Responsibilities. Department Heads and supervisors are responsible for ensuring compliance with the provisions of the Workplace Violence Prevention policy. All reports of workplace violence must be taken seriously. The initial verbal report must be followed up with written documentation and must be investigated. Additionally, Department Heads/Supervisors are also responsible for: • Ensuring that all employees are in compliance with the department's Workplace Violence Prevention policy. • Disciplining employees for failure to comply with the policy. • Protecting employees who report incidents of workplace violence from retaliation by the person making the threats, by taking actions such as removing the person making the threats from the work area until the situation is resolved. For serious threats or acts of violence, law enforcement should be called. • Providing support to victims of violence in the workplace. 29.11 Employee Assistance Program (EAP). To provide assistance in dealing with personal problems or situations that may cause heightened levels of stress the City provides the Employee Assistance Program (EAP). It is an independent service provided by a contracted organization that specializes in providing services that can assist employees in dealing with life situations that are problematic. The EAP is a service that employees are encouraged to use when they need help. Employees can contact their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator, or the EAP directly to get more information about the program, its benefits and how to effectively use this valuable service. 29.12 Victims of Workplace Violence. The City is committed to the psychological well-being of all employees and consequently, if an employee is a victim of a threat, violence or other inappropriate behavior as defined by this policy the employee's supervisor should refer the employee to the Employee Assistance Program or other psychological services that may be available to them. 29.13 Communication to Employees. To ensure that employees are properly informed and understand about the City's workplace violence prevention policy, supervisors are required to review the policy with their direct reports at a minimum of once a year. Personnel Policy 73 | Page Updated January 2025 29.14 All Reports Must be Taken Seriously. Supervisors are responsible for taking all reports of threats, acts of violence, suspicious and at-risk behaviors, or violations of this policy seriously, to document the situation and to initiate an investigation by contacting their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator of the reported information. 29.15 Victims of Domestic Violence. Supervisors are expected to be supportive of employees who are experiencing these issues and are encouraged to contact their Department Head, Human Resources Manager and/or City Administrator for assistance regarding how best to address the situation. 29.16 Prohibited Behaviors and Standards of Conduct. 29.16.1 Weapons. The City prohibits all employees, except sworn law enforcement officials, from carrying or possessing firearms while acting in the course and scope of employment with the City. The possession or carrying of a firearm by employees other than sworn law enforcement officials is prohibited while working on City property or while working at any location on behalf of the City. This includes but is not limited to: Driving on City business; Riding as a passenger in a car or any type of mass transit on City business; Working at City Hall or any other City-owned worksite; Working off-site on behalf of the City; Performing emergency or on call work after normal business hours and on weekends; Working at private residences on behalf of the City; Attending conferences or training on behalf of the City. An exception to the policy is that City employees may carry and possess firearms in City-owned parking lots if they have obtained the appropriate permit(s) and if said firearm is secured within an attended personal vehicle or concealed from view within a locked unattended vehicle while working on City property. Any restriction of a City employee’s possession or carrying of a firearm under Section 29.16.1 do not apply to the HERO Center, located at 10125 85th Street South, in the City of Cottage Grove. 29.16.2 Bullying. In addition, to prohibiting verbal threats, intimidating and disruptive behavior that may contribute to the creation of a hostile work environment the City also considers bullying behavior to be offensive and this behavior will not be tolerated. Any employee that perceives he or she is a recipient of bullying behavior should immediately report to their immediate supervisor, Department Head, Human Resources Manager and/or City Administrator, the specific behaviors that he/she is being subjected to. 29.16.3 Convictions of Domestic Assault, Stalking or Crime of Violence. Employees convicted of domestic abuse, stalking, or a crime of violence are required to notify the City Administrator, within 48 hours, of a conviction. Not reporting the conviction will subject the employee to disciplinary action up to and including termination. Since Personnel Policy 74 | Page Updated January 2025 ‘previous acts of violence increase the possibility of future acts of violence may occur’ we will treat a conviction as a serious warning sign for the potential of violence to occur in the workplace. Consequently, the perpetrating employee will be required to undergo a psychological fitness for duty assessment and to follow the prescribed course of recommended action. This may include entering a treatment program, anger management coaching or other actions deemed appropriate. An employee who does not complete a recommended program may be subject to disciplinary action up to and including termination. 29.16.4 Terrorism. Acts of attempted or actual terrorism that contribute to or support terrorism are explicitly prohibited on our premises, while an employee is on duty or performing their job as well as when off duty. Terrorism is a violation of law and of such a serious nature that the City will fully cooperate with law enforcement agencies by providing information that may help bring perpetrators to justice. Violations of this prohibited behavior may subject an employee to immediate disciplinary action up to and including termination. Terrorism is defined as the unlawful use, threat or attempt or use of force or violence against persons or property of the City intended to intimidate or coerce a government, the civilian population, the City or any segment thereof, in furtherance of political or social objectives. This provision does not apply to any protected activity provided by law under the National Labor Relations Act. 29.16.5 Hostile Work Environment. Consistent with our policies that prohibit sexual and other forms of harassment, acts of verbal or physical violence are also considered to be included as part of the definition of unwelcome verbal, physical or visual conduct that are not acceptable in the workplace. It is recognized that these behaviors when repeated over time and/or are so severe and pervasive that they can contribute to the creation of a hostile or abusive working environment which interferes with an employee's ability to perform his or her job. For these reasons this behavior will not be permitted, and employees found to be perpetuating these behaviors will be subject to disciplinary action up to and including termination. 29.16.6 False or Malicious Statements. An employee that knowingly makes a false or malicious allegation accusing another employee of violating this policy will be subject to disciplinary action up to and including termination. 29.16.7 Behaviors that constitute a significant risk. An employee that is deemed to pose a significant risk of substantial harm to his/her own safety or to the safety of other employees may be required to take a Psychological Fitness for Duty evaluation and/or Individual Threat Assessment and may be subject to other actions as well. 29.16.8 Off Site Threats or Acts of Violence. In order to fulfill our commitment to provide a safe workplace, an employee who makes a threat or commits an act of violence while off the City premises may be subject to disciplinary actions up to an including termination, if the employee’s actions are deemed to affect the business interest of the organization. 29.17 Investigation Procedure. The City will promptly investigate all complaints and/or incidents. Personnel Policy 75 | Page Updated January 2025 Depending on the severity of the situation, law enforcement may also investigate the incident. This may occur independently and/or in conjunction with the administrative investigation. 29.18 Inspections. The City reserves the right to enter and/or inspect work areas including, but not limited to, desks, file cabinets, lockers, computers, computer storage devices, telephones, voicemail machines, email, fax, copiers, City vehicles and equipment, cars parked on City premises or parking lots, etc., provided to employees with or without notice. Employees are reminded that possession or storage of weapons, with the intent to injure and/or threaten, while working on City premises is strictly prohibited and will subject the employee to disciplinary action up to and including termination. In addition, employees should be mindful that using any City provided equipment while working or on City property, e.g., computers, fax machines, telephones, pagers, etc. to communicate abusive or threatening language will also subject the employee to disciplinary action up to and including termination. 29.19 Threat Management Committee. A Threat Management Committee has been formed to coordinate our efforts to create and implement our workplace violence prevention program. The team is responsible for providing assistance to supervisors with matters involving workplace violence, making recommendations regarding how to address incidents of violence, taking steps necessary to continue or resume business, providing information to the media and assessing incidents to learn how to improve the prevention efforts. Membership on the committee will consist of the Human Resources Manager, Administrative Police Captain and Detective Sergeant and other employees and/or consultants designated by the City Administrator, as well as any other functions or disciplines that are deemed to add value. If you have suggestions for ways to improve the safety and security at work, please pass them along to a team member or leave a suggestion in any one of their mailboxes. 29.20 Crisis Management. If an incident of violence occurs in the workplace in which an individual is seriously injured the City is committed to the psychological well-being of its employees. We will provide Critical Incident Stress Debriefing by an experienced licensed psychologist with specialized professional expertise to assist employees in dealing with the physical or psychological symptoms that are generally associated with trauma exposure to allow for the ventilation of emotions and thoughts associated with the crisis event. 29.21 Training. Education and training of supervisors and employees is considered to be a critical component of helping to combat and prevent workplace violence. Accordingly, the City is committed to providing appropriate training as a part of the overall workplace violence prevention initiative. 29.22 Administrative Procedures. 29.22.1 Record Keeping Requirements. It is the responsibility of the Human Resources Department to keep records regarding reported threats, incidents of violence, etc. These records should be kept in secure area and maintained in a confidential manner. 29.22.2 OSHA Reporting Requirements. All incidents in which an employee is injured must be reported to the City Clerk immediately so that the information can be recorded on Personnel Policy 76 | Page Updated January 2025 the OSHA log 300. The City Clerk must also directly report to OSHA Incidents in which 3 or more employees are injured or a serious injury or death occurs. SECTION 30. CRIMINAL CONVICTION POLICY 30.1 Purpose. The City is committed to assuring a safe and secure environment for its employees, residents and others who may receive services from or have contact with City employees. For this reason, the City has enacted this policy which provides a mandatory process by which all applicants and employees (as defined below) must report any criminal conviction(s) to the City Administrator or his/her designee and sets forth standards by which any convictions will be evaluated and acted on. This policy sets forth a process which enables the City to review the circumstances of the criminal conviction(s) to assure that the applicant or employee in question does not pose an unreasonable safety risk to fellow employees or residents or indicate conduct that would be inconsistent with the employee’s assigned job duties and his/her access to City resources or facilities. The standards contained in this policy shall apply to criminal convictions reported directly by the applicant or employee or identified independently by the City through any other means. This policy requires applicants (before a conditional job offer is made) and employees to report criminal convictions which occur both before reporting for his/her first day of work and after such date so long as employment with the City continues. This policy does not override or limit more stringent policies or laws which may be applicable to applicants or employees (1) who are subject to special licensure or certification; (2) who otherwise occupy positions that are subject to higher standards of disclosure, such as in the Department of Public Safety; or (3) who have access to sensitive City information or facilities. 30.2 Applicability. This policy applies to all City applicants and employees. Individuals covered by this policy (“applicants” and “employees”) include all full-time, temporary and on-leave applicants and employees. 30.3 Reporting. City applicants and employees must report any criminal conviction(s). For this purpose, “criminal conviction” means all criminal convictions and pleas that are acknowledgements of criminal responsibility, including but not limited to a stay of adjudication that occurs on or after the effective date of this policy, registration as a convicted sex offender with any governmental authority as a result of any prior conviction for a sex offense, and/or any convictions or pleas that are acknowledgements of criminal responsibility subject to the jurisdiction of a military court. Convictions for routine traffic-related infractions (e.g., speeding, unsafe movement, improper equipment) are not required to be reported under this policy unless driving is a required part of the applicant’s or employee’s regularly assigned job duties. In these circumstances, the applicant or employee must report any traffic-related conviction under the provisions of this policy. Applicants are required to report criminal convictions as outlined in this policy to the City Administrator or his/her designee. Employees are required to report criminal convictions as outlined in this policy within five (5) business days of the conviction or other covered criminal disposition. The employee is required to report this information to the City Administrator or his/her designee. The employee must provide to the City written documentation (for example, a written court record of the conviction or plea) that describes the criminal conviction(s) in question. Department Heads and supervisors who have had such matters reported directly to them, either from the employee or through any other source, must immediately convey this information to the Personnel Policy 77 | Page Updated January 2025 City Administrator or his/her designee for the appropriate review and assessment as described below. A willful failure to report a criminal conviction under this policy or to cooperate with City authorities in regards to a reportable matter, including but not limited to refusing consent to a criminal history check under this policy may subject the applicant or employee to appropriate disciplinary action, up to and including denial of City employment or termination of City employment. 30.4 Consideration and Assessment of a Criminal Conviction. The intent of this policy is to ensure the safety of the community and to properly protect the City’s resources and reputation. It is not the intent of this policy that every criminal conviction will result in taking an action that would adversely affect an individual’s employment with the City. Responsibility for reviewing and assessing the criminal conviction(s) in question and determining any necessary action is assigned to the City Administrator or his/her designee. The City Administrator or his/her designee, in consultation with the applicant’s or employee’s supervisory chain as well as the Director of Public Safety, will review the criminal conviction(s) in question to determine if the matter directly relates to the position of public employment. Depending on the nature of the reported criminal conviction, the Public Safety Director or his/her designee may initiate an updated criminal conviction check for the employee in question both to assist in its risk assessment and also to determine whether there are other convictions previously unknown to the City that may influence the City’s assessment. In the event an updated criminal convictions check is initiated under this policy, the Public Safety Director or his/her designee will provide the affected employee any required disclosures under the federal Fair Credit Reporting Act. Using the standards provided below, the applicable City office(s) and the applicant’s or employee’s supervisory chain will determine the most appropriate action to be taken by the City, if any. Such action may include but not be limited to modification of assigned duties or work assignment, continuation of employment conditional on successful completion of appropriate treatment or counseling, or appropriate disciplinary action up to and including denial of employment or termination of employment. In considering whether a criminal conviction may necessitate the City taking an action which may adversely affect an individual’s employment with the City, the following factors will be used to determine an appropriate course of action: • The nature and seriousness of the criminal conviction; • The relation of the criminal conviction to the ability, capacity and fitness required for the job; • The context of the events surrounding the criminal conviction and the totality of circumstances present; • The purpose of regulating the position, including but not limited to potential damage to the City’s reputation and/or violation of the public trust; and • Any other extenuating circumstances, competent evidence of sufficient rehabilitation or present fitness to perform the job documented by the employee or otherwise known to the City. 30.5 Notification and Appeal. If a reported criminal conviction is a factor in taking an adverse action against an applicant or employee based on the guidelines set forth in this policy, the City Personnel Policy 78 | Page Updated January 2025 Administrator or his/her designee will notify the applicant or employee in writing of the following: • The action to be taken, the grounds and reasons for the action and the applicant’s or employee’s process to appeal the action; • The earliest date the applicant or employee may reapply for a position of public employment; and • Notification that all competent evidence of rehabilitation presented will be considered upon reapplication. This policy does not grant appeal or grievance rights to an applicant or employee who does not otherwise enjoy such rights given the terms of his/her relationship with the City. SECTION 31. RESPECTFUL WORKPLACE POLICY 31.1 Intent & Applicability of Policy. The intent of this policy is to provide general guidelines about conduct that is and is not appropriate in the workplace and other City-sponsored social events. The City acknowledges this policy cannot possibly predict all situations that might arise, and also recognizes that some employees are exposed to disrespectful behavior, and even violence, by the very nature of their jobs. Maintaining a respectful public service work environment is a shared responsibility. This policy is applicable to all City employees, contractors, volunteers, members of boards and commissions and City Council members. 31.2 Abusive Customer Behavior. While the City has a strong commitment to customer service, the City does not expect employees to accept verbal and other abuse from any customer. An employee may request that a supervisor intervene when a customer is abusive, or the employee may defuse the situation themselves, including professionally ending the contact. If there is a concern about the possibility of violence, the individual should use his/her discretion to call 911, and as soon as feasible, a supervisor. Employees should leave the area immediately when violence is imminent unless their duties require them to remain (such as police officers). Employees must notify their supervisor about the incident as soon as possible. 31.3 Types of Disrespectful Behavior. The following behaviors are unacceptable and therefore prohibited, even if not unlawful in and of themselves: • Violent behavior. Includes the use of physical force, harassment, bullying or intimidation. • Discriminatory behavior. Includes inappropriate remarks about or conduct related to a person’s race, color, creed, religion, national origin, disability, sex, pregnancy, gender-biased statements, such as stereotypes about women or men, marital status, age, sexual orientation, gender identity, or gender expression, familial status, or status with regard to public assistance. • Offensive behavior. May include such actions: rudeness, angry outbursts, inappropriate humor, vulgar obscenities, name calling, disparaging language, or any other behavior regarded as offensive to a reasonable person based upon violent or discriminatory behavior as listed above. It is not possible to anticipate in this policy every example of offensive behavior. Accordingly, employees are encouraged to discuss with their fellow employees and supervisor what is regarded as offensive, taking into account the sensibilities of employees and the possibility of public reaction. Personnel Policy 79 | Page Updated January 2025 Although the standard for how employees treat each other and the general public will be the same throughout the City, there may be differences between work groups about what is appropriate in other circumstances unique to a work group. If an employee is unsure whether a particular behavior is appropriate, the employee should request clarification from their supervisor or the City Administrator. Every employee will be addressed by a name and by pronouns that correspond to the employee’s self-determined gender identity. A court‐ordered name or gender change is not required. 31.4 Employee Response to Disrespectful Workplace Behavior. All employees should feel comfortable calling their supervisor or another manager to request assistance should they not feel comfortable with a situation. If situations involve violent behavior, call the police or ask the individual to leave the area. If employees see or overhear a violation of this policy, employees should advise a supervisor, the City Administrator, or City Attorney promptly. If there is a concern about the possibility of violence, the individual should use his/her discretion to call 9-1-1, and as soon as feasible, a supervisor. Employees who believe disrespectful behavior is occurring are encouraged to deal with the situation in one of the following ways: Step 1(a). If you feel comfortable doing so, professionally, but firmly, tell whoever is engaging in the disrespectful behavior how you feel about their actions. Politely request the person to stop the behavior because you feel intimidated, offended, or uncomfortable. If practical, bring a witness with you for this discussion. Step 1(b). If you fear adverse consequences could result from telling the offender or if the matter is not resolved by direct contact, go to your supervisor or City Administrator. The person to whom you speak is responsible for documenting the issues and for giving you a status report on the matter. In some situations, with an offender from the public, it is preferable to avoid one on one interactions. Talk to your supervisor about available options to ensure there are others available to help with transactions with the offender. Step 1(c). The City urges conduct which is viewed as offensive be reported immediately to allow for corrective action to be taken through education and immediate counseling, if appropriate. It is vitally important you notify a supervisor and/or the City Administrator promptly of your concerns. Employees should report their concerns to the Mayor or a Councilmember if they feel uncomfortable reporting it to City staff. Any employee who observes sexual harassment or discriminatory behavior, or receives any reliable information about such conduct, must report it promptly to a supervisor and/or the City Administrator. Again, employees should report their concerns to the Mayor or a Councilmember if they feel uncomfortable reporting it to City staff. Step 2. If, after what is considered to be a reasonable length of time (for example, 30 days), you believe inadequate action is being taken to resolve your complaint/concern, the next step is to report the incident to the City Administrator or the Mayor. Personnel Policy 80 | Page Updated January 2025 31.5 Supervisor’s Response to Allegations of Disrespectful Workplace Behavior. Employees who have a complaint of disrespectful workplace behavior will be taken seriously. In the case of sexual harassment or discriminatory behavior, a supervisor must report the allegations promptly to the City Administrator, who will determine whether an investigation is warranted. A supervisor must act upon such a report even if requested otherwise by the victim. In situations other than sexual harassment and discriminatory behavior, supervisors will use the following guidelines when an allegation is reported: Step 1(a). If the nature of the allegations and the wishes of the victim warrant a simple intervention, the supervisor may choose to handle the matter informally. The supervisor may conduct a coaching session with the offender, explaining the impact of his/her actions and requiring the conduct not reoccur. This approach is particularly appropriate when there is some ambiguity about whether the conduct was disrespectful. Step 1(b). Supervisors, when talking with the reporting employee will be encouraged to ask him or her what he or she wants to see happen next. When an employee comes forward with a disrespectful workplace complaint, it is important to note the City cannot promise complete confidentiality, due to the need to investigate the issue properly. However, any investigation process will be handled as confidentially as practical and related information will only be shared on a need to know basis and in accordance with the Minnesota Data Practices Act. Step 2. If a formal investigation is warranted, the individual alleging a violation of this policy will be interviewed to discuss the nature of the allegations. The person being interviewed may have someone of his/her own choosing present during the interview. Typically, the investigator will obtain the following description of the incident, including date, time and place: Corroborating evidence. A list of witnesses. Identification of the offender. Step 3. The supervisor must notify the City Administrator about the allegations (if the allegations do not involve the City Administrator). Step 4. In most cases, as soon as practical after receiving the written or verbal complaint, the alleged policy violator will be informed of the allegations, and the alleged violator will have the opportunity to answer questions and respond to the allegations. The City will follow any other applicable policies or laws in the investigatory process. Step 5. After adequate investigation and consultation with the appropriate personnel, a decision will be made regarding whether or not disciplinary action will be taken. Step 6. The alleged violator and complainant will be advised of the findings and conclusions as soon as practicable and to the extent permitted by the Minnesota Government Data Practices Act. 31.6 Special Reporting Requirements. When the supervisor is perceived to be the cause of a disrespectful workplace behavior incident, a report will be made to the City Administrator who will determine how to proceed in addressing the complaint as well as appropriate discipline. Personnel Policy 81 | Page Updated January 2025 If the City Administrator is perceived to be the cause of a disrespectful workplace behavior incident, a report will be made to the City Attorney who will confer with the Mayor and City Council regarding appropriate investigation and action. If a Councilmember is perceived to be the cause of a disrespectful workplace behavior incident involving City personnel, the report will be made to the City Administrator and referred to the City Attorney who will undertake the necessary investigation. The City Attorney will report his/her findings to the City Council, which will take the action it deems appropriate. Pending completion of the investigation, the City Administrator may at his/her discretion take appropriate action to protect the alleged victim, other employees, or citizens. If an elected or appointed City official (e.g., council member or commission member) is the victim of disrespectful workplace behavior, the City Attorney will be consulted as to the appropriate course of action. 31.7 Confidentiality. A person reporting or witnessing a violation of this policy cannot be guaranteed anonymity. The person’s name and statements may have to be provided to the alleged offender. All complaints and investigative materials will be contained in a file separate from the involved employees’ personnel files. If disciplinary action does result from the investigation, the results of the disciplinary action will then become a part of the employee(s) personnel file(s). 31.8 Retaliation. Consistent with the terms of applicable statutes and City personnel policies, the city may discipline any individual who retaliates against any person who reports alleged violations of this policy. The City may also discipline any individual who retaliates against any participant in an investigation, proceeding or hearing relating to the report of alleged violations. Retaliation includes, but is not limited to, any form of intimidation, reprisal, or harassment. SECTION 32. VIDEO SURVEILLANCE POLICY 32.1 Overview. The City of Cottage Grove uses video surveillance cameras at various city properties to monitor the interior and exterior of city buildings, parks, utilities, and other properties as deemed necessary to enhance the safety and security of Cottage Grove residents, employees, and visitors. The city’s Information Technology Department manages the city’s surveillance systems and policies. All recording or monitoring of video records will be conducted in a professional, ethical, and legal manner. Video monitoring of public areas for security purposes will be limited to uses that do not violate the reasonable expectations of privacy as defined by law. The use of dummy or placebo cameras is prohibited. Video surveillance cameras shall not have audio monitoring or recording capabilities enabled. The alteration of any video images captured by the city’s surveillance equipment is strictly prohibited. This policy applies to all Cottage Grove employees with authorized access to the city’s video surveillance data. Employees with authorized access shall receive a copy of this policy and training in the use of the city’s equipment for video surveillance monitoring, recording and storage. All Cottage Grove employees shall have access to this policy and be aware of city facilities' surveillance activities. Personnel Policy 82 | Page Updated January 2025 32.2 Definitions. The City of Cottage Grove Surveillance Policy is based on the applicable laws and regulations governing electronic surveillance and monitoring, including the United States Code of Federal Regulations, 18 U.S.C. § 2511(2)(d), and Minnesota Statute § 626A.02, subdivision 2(d). Video surveillance data may be nonpublic or private “security information” as defined by Minn. Stat. § 13.37, subd. 1(a) or private personnel or educational data pursuant to Minn. Stat. §§ 13.43, subd. 4 and 13.32, subd. 3, and the Family Educational Rights and Privacy Act (“FERPA”), 20 U.S.C 1232(b), which may be accessed, used, and disclosed to third parties only as consistent with those laws and any other applicable regulation under the Minnesota Government Data Practices Act. 32.3 Public Notice. All city properties with video surveillance cameras or devices shall post signage giving notice to the public of the use of such video surveillance equipment. 32.4 Placement. The installation and placement of video surveillance cameras or devices will be administered under the direction of the city’s Information Technology Department and Facility Managers, in consultation with the City Administrator, in a manner consistent with this policy and applicable professional standards. At no time will a video surveillance camera or device be placed in an area where an individual has a reasonable expectation of privacy. If there is a concern raised about the placement of a video surveillance camera or device, the concern must be forwarded to the manager of the facility where the device is located and the City Administrator. The City Administrator, in consultation with the Information Technology Department and Facility Manager, will review the information and make a final determination as to the relocation or removal of the device or provide an explanation of device’s current placement, if necessary. The City Administrator may authorize the use of video surveillance equipment in a temporary location upon the request of a city employee or the public to address a specific safety or security risk. 32.5 Retention. The City of Cottage Grove maintains all recorded images made by its video surveillance equipment pursuant to its records retention schedule, unless specifically requested or required to be kept for a longer period. All recorded images will be stored in a secure location with access by authorized personnel only, which includes the City Administrator, Human Resources Manager and Information Technology Manager. All video surveillance data shall be overwritten or destroyed in a secure manner according to the city’s retention schedule, unless the video surveillance data is retained as part of a Human Resources or criminal investigation, court proceeding (criminal or civil) or other use as approved by the City Administrator, City Attorney, or Director of Public Safety. 32.6 Data Requests and Disclosure of Recordings, The Information Technology Manager is responsible for controlling access to video surveillance monitors and recordings consistent with applicable privacy laws. Disclosure of video surveillance data must be requested through the data practices request form. While all data requests must comply with the Data Practices Act regarding the release of public data and the appropriate protection of nonpublic data as well as the statutory timeline for release of such data, the following practices should generally be followed as a result of a data practices request for video surveillance data: • Public (non-city staff) Requests o If the request is for non-public city meetings or building areas, review of the video by HR and the City Attorney before releasing it. Personnel Policy 83 | Page Updated January 2025 o If the request is for a public area such as a park or parking lot, a designated city employees shall review data to ensure the privacy of others is maintained before releasing it to the requester. o If the request involves a juvenile data subject, the data classification and decision to release the video surveillance data will be evaluated by a designated city employee pursuant to the requirements articulated under Minnesota Statutes, Chapters 260B & 13, and Minnesota Administrative Rules, Chapter 1205, in order to ensure the proper protection is given to a juvenile’s individual privacy. • City Staff Requests Pertaining to Employee Actions o If the request is from a city employee for video surveillance data regarding another city employee, the Human Resources Manager and the City Administrator will determine the data’s proper classification pursuant to Minnesota Statutes, Chapter 13 and Minnesota Administrative Rules, Chapter 1205. Access to private video surveillance data shall be available only to the subject of the data, individuals within the city whose work assignments reasonably require access, and entities or individuals given access by the express written direction of the data subject. • Law enforcement Data Requests o All requests by law enforcement in relation to active criminal cases or other reasons deemed necessary for the safety and welfare of city staff, residents, or visitors shall be made available immediately upon request to authorized Cottage Grove Police Department investigative staff. Any video surveillance data relevant to a criminal investigation shall be stored and disseminated according to the evidentiary procedures outlined in the Cottage Grove Public Safety Department’s evidentiary handling policy and the Minnesota Rules of Evidence. o All requests by law enforcement for personnel actions shall follow the same guidelines as noted under City Staff Requests Pertaining to Employee Actions. • Nothing in this policy shall prevent reporting real-time observations of conduct that appears to constitute criminal activity to law enforcement. • Live viewing may be made available to city staff as deemed necessary for the safety and security of city staff, residents, and visitors. All requests must be made to the Information Technology Department for live viewing. The request will be reviewed with department supervisors and the Human Resource Manager, with the final decision regarding access being made by the City Administrator. All video surveillance data requests will be logged via electronic or paper logs and maintained by the Information Technology Department for all instances of access to or use of video surveillance data. The log shall include the date/time, name of the person or persons making the request, and description of the request and is to be retained per the city’s retention policy. 32.7 Violations. Any individual concerned about the possible violation of this policy may discuss the matter with the Human Resources Manager or the City Administrator. Any individual who violates this policy may be referred for discipline under the city’s personnel policy or criminal prosecution, as deemed appropriate. Individuals who are believed to have tampered with or destroyed video surveillance equipment or recordings or individuals who have accessed video surveillance data without authorization may be subject to discipline under the city’s personnel policy or criminal prosecution, as deemed appropriate. Personnel Policy 84 | Page Updated January 2025 32.8 Changes to Policy. Changes to this policy may be needed from time to time to reflect changes in the law or based on requests from city staff. The City Administrator and City Attorney must review and approve all changes before submitting a revised policy for final approval to the City of Cottage Grove City Council. SECTION 33. VOLUNTEER POLICY The City desires to promote volunteerism in the City by providing City employees with the opportunity to volunteer during their work time in order to improve the lives of others. City employees are allowed up to 8 hours of paid volunteer leave annually to volunteer for local organizations or projects within the City during normal working hours. Use of this volunteer leave must be pre-approved by the employee’s supervisor and such approval shall be based on a consideration of whether the employee’s use of the leave would cause an undue disruption in the business or operations of the City. SECTION 34. EMPLOYEE FITNESS EXCUSED ABSENCE POLICY 34.1 Purpose. The City of Cottage Grove wishes to support its employees in reaching their health and well-being goals and motivate them to adopt fitness routines to improve their overall health. The City is implementing the Employee Fitness Excused Absence Policy to support employee work and life satisfaction and as it contributes to a healthy and productive workforce. 34.2 Policy. The City of Cottage Grove will schedule various fitness and wellness events throughout the year. All employees on the City’s health insurance are encouraged to attend. The City will try to schedule the events at a time where the most City employees can participate, while recognizing that various factors may preclude some employees from attending. Those factors include coverage, shift work, workload, etc. SECTION 35. FLEXIBLE WORK ARRANGEMENTS POLICY This policy only applies to employees covered by the Non-represented Pay Plan. Flexible Work Arrangements have been shown to decrease employee stress and increase employee engagement, morale, loyalty and productivity. Departments may have informal systems in place to support flexibility on an occasional basis. With supervisory approval, an employee may adjust their hours to attend to a personal matter. This policy does not preclude such departmental discretion. This policy addresses instances in which an employee and department head want to institute a regular arrangement that consistently differs from the standard work hours. 35.1 Policy. An eligible employee may request a Flexible Work Arrangement. Employees and department heads are expected to follow this policy in proposing or considering a Flexible Work Arrangement. A Flexible Work Arrangement is intended to create flexible conditions that help employees integrate their work and personal lives more effectively. A successful Flexible Work Arrangement serves the needs of the individual employee, their work group, and the city. A Flexible Work Arrangement must meet the operational needs of the city and should not negatively affect the workload of coworkers either by shifting burdens or creating delays or additional steps in the workflow. Personnel Policy 85 | Page Updated January 2025 35.2 Eligibility of Employee. An employee covered by the Non-represented Pay Plan may be eligible for a Flexible Work Arrangement. An employee will not be granted a Flexible Work Arrangement unless their prior performance has demonstrated the skills and qualities necessary to succeed in the proposed Flexible Work Arrangement. 35.3 Request and Approval. The employee initiates a request for a Flexible Work Arrangement by submitting a proposal to the department head. Department heads shall approve or deny a Flexible Work Arrangement request. Department heads are responsible for consulting with the employee's immediate supervisor when considering a Flexible Work Arrangement request. The primary criterion for a department head determining if a Flexible Work Arrangement is appropriate is if it meets the business needs of the city. Eligibility varies for different types of arrangements, and some alternatives may not be appropriate for particular jobs and office necessities. Operational needs, staffing patterns, space considerations, and health and safety issues may prevent granting a Flexible Work Arrangement request. A department head may limit the number of Flexible Work Arrangements in a workgroup in order to ensure effective operation of city business. A department head may limit or suspend a Flexible Work Arrangement during periods of high demand on city staff, such as seasonally or during other peak busy periods. A Flexible Work Arrangement shall be initiated on a trial basis, and may be discontinued at any time at the request of the employee or department head. Reasonable notice of discontinuation will be given when possible. The city reserves the right to suspend or discontinue the arrangement immediately in case of unanticipated circumstances regarding employee performance or operational needs. The employee must be willing and able to alternate work hours as requested by the city to attend to operational needs. There may be times when the employee is required to work or travel outside of scheduled work hours. Flexible Work Arrangements are at the sole discretion of the city. The city's Grievances policy does not apply to decisions regarding Flexible Work Arrangement requests. If the employee and department head agree to a Flexible Work Arrangement, they shall document and sign an agreement describing the Flexible Work Arrangement. Agreements shall be time‐ specific with a date for review and reconsideration. Modifications and renewals shall be documented appropriately. The original agreement and any modifications or renewals shall be submitted to Human Resources and will be maintained in the employee's personnel file, with a copy to the employee and the department head. 35.4 Flexible Work Arrangement Options • Compressed Workweek. An arrangement which condenses the standard workweek of five 8‐ hour days into fewer, longer days. • Flextime. An arrangement that allows an employee to alter the starting and/or ending time of the 8‐hour workday. Core hours when the employee must be at the worksite are generally required. The core period may vary depending upon the requirements of the position and the operational needs of the department. Under either option above, the employee will have 40 scheduled work hours each workweek. A Flexible Work Arrangement shall not cause the employee's regularly scheduled hours to exceed 40 per workweek. 35.5 Overtime Personnel Policy 86 | Page Updated January 2025 A non‐exempt employee who is participating in a Flexible Work Arrangement shall be eligible for overtime or compensatory time for hours actually worked in excess of 40 per workweek, including holidays and paid leave hours. The employee will not be eligible for overtime or compensatory time for hours worked outside their regularly scheduled workday, unless such hours cause the employee to exceed 40 hours in the workweek. 35.6 Holidays Paid holiday leave for an eligible full‐time employee pursuant to the city's policy is paid in the amount of eight hours of holiday leave for a city‐designated holiday, including for an employee who is participating in a Flexible Work Arrangement. Employees must use paid leave to make up any missing hours on a holiday or work additional hours on a different day that week. SECTION 36. TELECOMMUTING POLICY The City of Cottage Grove uses the U.S. Office of Personnel Management’s definition of telework from the Telework Enhancement Act of 2010 which is, “[t]he term 'telework' or 'teleworking' refers to a work flexibility arrangement under which an employee performs the duties and responsibilities of such employee's position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work." The City permits telecommuting arrangements when they are approved by the employee, department head, and City Administrator. Not all positions or work assignments will meet the requirements or be considered appropriate for telecommuting. No employee is entitled or guaranteed the opportunity to telework. The City will use the following factors to make the determination on approval: • the employee can accomplish as much work as if they were working in the office; and/or • when the telecommuting arrangement does not disrupt the operations of the City; and/or • the employee’s absence from the office does not create additional work for co-workers. Any telecommuting arrangement may be modified or terminated by the City at any time for any reason. 36.1 Eligibility. The following factors will be considered to determine an employee’s eligibility: • Only employees whose essential job duties can be fulfilled from a remote location as determined by the department head and city administrator are eligible for a telecommuting agreement. • Telecommuting is only available to employees who have all tools required for their job available to them at the remote location. This may include, but is not limited to, a City issued computer with all necessary software, a reliable internet connection, a telephone at which the employee can receive calls and a workspace free from distraction or hazards. The City will not provide or reimburse an employee for required equipment needed for a telecommuting agreement. All equipment (except City computer), space, utilities, and other services for the remote workspace must be provided by the employee at their own expense as a condition of the telecommuting agreement. • The Employee agrees to safeguard all records, documents, files and correspondence against damage or unauthorized use, and must take every precaution to protect the privacy Personnel Policy 87 | Page Updated January 2025 of those whose records or files the employee is responsible for handling and for any other City records, information, work products or materials. All physical records and/or materials must be kept in a confidential and secure manner in the designated work area at the alternative worksite where access by others is limited. Employee shall comply with all required security measures as indicated in the Information Technology Policy and the Minnesota Government Data Practices Act. • The Employee will take care to protect all City equipment including equipment, hardware and software and will ensure for its proper City related use. Equipment and software may not be used by any person, other than the employee, including other household members. City owned software may not be duplicated except as authorized in writing by the IT Manager. City-owned equipment will be serviced and maintained only by the City, or vendor of their choice. If any City equipment is compromised, damaged or stolen, the employee will report all computer security incidents to the IT Manager immediately. 36.2 Limitations. • An employee working under a telecommuting arrangement may still be required to attend meetings, work, or other functions away from their remote workspace, if circumstances require such travel. • Employees who are not FLSA-exempt must report actual hours worked and may not work overtime without supervisor approval in advance of the overtime work being performed. • Employees on a telecommuting arrangement are expected to work their normal work schedule while telecommuting. • Employees on a telecommuting arrangement must be available by telephone during their normal work hours. Employees must check their City voicemail at least once per hour if they do not have the capability to roll their calls from their City phone to their cell phone. • The City will not be responsible for operating costs, home maintenance, or any other incidental costs associated with the use of the employee’s residence for a telecommuting location. • The City will not be liable for damages to the employee’s property resulting from participation in a telecommuting arrangement. • Injuries sustained by the employee while at his or her telecommuting work location and in conjunction with his or her regular work duties are normally covered under the City’s workers’ compensation policy. Telecommuting employees are responsible for notifying the employer of such injuries in accordance with City policy. • The employee is liable for any injuries sustained by visitors to his or her work location. Employees will not meet with clients and/or visitors conducting business with the City at the employee’s telecommuting location. • By participating in the telecommuting arrangement, the employee agrees to hold the City harmless against any and all claims including injuries to others at the telecommuting location. • Employee agrees to abide by all City policies as set forth in its Personnel Policy and/or labor contract, and any other policy or procedure related to employment, computer use or telecommuting. Personnel Policy 88 | Page Updated January 2025 • Employee will be expected to adequately perform all duties as assigned. Employee agrees to comply with all existing job requirements in effect at the time of this agreement and any change in duties the City may require from time to time. • Annual Leave and other paid time off may be used during a telecommuting arrangement, subject to the same notification, approval, and reporting requirements as if the employee were working at their regular job location. • Each telecommuting arrangement must be renewed monthly by the employee, department head, and city administrator. 36.3 Agreement. Employees must sign and return to the Human Resources Manager the Employee Use of Technology and Remote Access Agreement for placement in their personnel file. 36.4 Violations. The City Administrator and department heads will be responsible for the enforcement of this policy. Violations are subject to disciplinary action per bargaining unit contracts and Section 10 of the Personnel Policy. Personnel Policy 89 | Page Updated January 2025 APPENDIX A SECURITY AWARENESS – SCHEDULE OF FAILURE PENALTIES The following table outlines the penalty of non-compliance with this policy. Steps not listed here may be taken by the City of Cottage Grove IT team to reduce the risk that an individual may pose to the company. Failure Count Resulting Level of Remediation Action First Failure Mandatory completion of Security Awareness Training. Second Failure Mandatory completion of Security Awareness Training. Third Failure Mandatory completion of Security Awareness Training. Fourth Failure Face to face meeting with their manager Fifth Failure Face to face meeting with their manager and Human Resources Director Sixth Failure Face to face meeting with the IT Manager and the Human Resources Director Possibility that additional administrative and technical controls will be implemented to prevent further Failure events Seventh Failure Meeting with IT Manager, City Administrator and Human Resources Director Possibility that additional administrative and technical controls will be implemented to prevent further Failure events Eighth Failure Formal review of employment with the Human Resources Director Possibility that additional administrative and technical controls will be implemented to prevent further Failure events Ninth and Subsequent Failures Potential for Termination of Employment or Employment Contract APPENDIX B SECURITY AWARENESS – METHODS FOR DETERMINING STAFF RISK RATINGS The following is a list of situations that may increase a risk rating of a City of Cottage Grove staff member. Higher risk ratings may result in an increased sophistication of social engineering tests and an increase in frequency and/or type of training and testing. Staff member email resides within a recent Email Exposure Check report Staff member is a manager or Public Safety employee Staff member possesses access to significant company confidential information (CJIS, Finance) Staff member is using a Windows or Apple-based operating system Staff member uses their mobile phone for conducting work-related business Staff member possesses access to significant company systems Staff member personal information can be found publicly on the internet Staff member maintains a weak password Staff member has repeated company policy violations Personnel Policy 90 | Page Updated January 2025 APPENDIX C SECURITY AWARENESS – FREQUENCY Department Status Training Frequency Phishing Test (per year) Public Safety - Police Bi-Annual 4+/- Public Safety - FIRE PT Annual 4+/- Public Safety - EMT/FIRE FT Bi-Annual 4+/- Finance Bi-Annual 4+/- Administration Bi-Annual 4+/- Community Development Bi-Annual 4+/- Public Works (non-office) Annual 4+/- Public Works (office) Bi-Annual 4+/- Seasonal Annual Based on email 4+/- Parks & Recreation (office) Bi-Annual 4+/- Parks & Recreation (non-office) Annual 4+/- Non-compliance will result in additional testing per employee Personnel Policy 91 | Page Updated January 2025 EXHIBIT 1. DRUG AND ALCOHOL TESTING FOR COMMERCIAL DRIVERS The purpose of this policy is to establish programs designed to help prevent accidents and injuries resulting from the misuse of alcohol or use of controlled substances by drivers of commercial motor vehicles. This policy implements the requirements of the Federal Omnibus Transportation Employee Testing Act and the U. S. Department of Transportation Regulations, 49 C.F.R. Part 382. This policy is in addition to and separate from the City’s Drug and Alcohol Testing Policy, which implements the requirements of state law and the Federal Drug Free Workplace Act of 1988. Additional Work Rules The following alcohol and controlled substance related activities are prohibited: Conduct Related to Alcohol (a) A driver tested under this policy and federal law who is found to have an alcohol concentration of 0.02 or greater but less than 0.04 shall not perform safety-sensitive functions, including driving a commercial motor vehicle. The driver shall not perform safety-sensitive functions until the start of the driver’s next regularly scheduled duty, but not less than twenty-four hours following administration of the test and the driver will not be compensated during the time off. The driver may use vacation hours during the absence if accrued and available. (b) No driver shall report for duty or remain on duty requiring the performance of safety- sensitive functions while having an alcohol concentration of 0.04 or greater. (c) The City, having actual knowledge that a driver has an alcohol concentration of 0.04 or greater, shall not permit the driver to perform or continue to perform safety-sensitive functions. (d) No driver shall be on duty or operate a commercial motor vehicle while the driver possesses alcohol in any quantity. (e) No driver shall use alcohol while performing safety-sensitive functions. (f) The City, having actual knowledge that a driver is using alcohol while performing safety-sensitive functions, shall not permit the driver to perform or continue to perform safety-sensitive functions. (g) No driver shall perform safety-sensitive functions within four hours after using alcohol. (h) The City, having actual knowledge that a driver has used alcohol within four (4) hours, shall not permit a driver to perform or continue to perform safety-sensitive functions. (i) No driver required to take a post-accident alcohol test because of loss of human life or who receives a citation under state or local law for a moving traffic violation arising from an accident shall use alcohol for eight (8) hours following the accident, or until the driver undergoes a post-accident alcohol test, whichever occurs first. Personnel Policy 92 | Page Updated January 2025 (j) No driver shall refuse to submit to a post-accident alcohol test, random alcohol test, a reasonable suspicion alcohol test, or a follow-up alcohol test mandated by this policy and federal law. (k) The City shall not permit a driver who refuses to submit to the mandated alcohol tests under this policy and federal law to perform or continue to perform safety-sensitive functions. Conduct Related to Controlled Substances (a) No driver shall report for duty or remain on duty requiring the performance of safety- sensitive functions when the driver uses any controlled substance, except when the use is pursuant to the instructions of a physician who has advised the driver that the substance does not adversely affect the driver’s ability to safely operate a commercial motor vehicle. (b) The City, having actual knowledge that a driver has used a controlled substance, shall not permit the driver to perform or continue to perform a safety-sensitive function unless use is permitted pursuant to the written instruction of a physician. (c) A driver shall inform the driver’s supervisor of any therapeutic drug use. (d) No driver shall report for duty, remain on duty, or perform a safety-sensitive function, if the driver tests positive for controlled substances. (e) The City, having actual knowledge that a driver tested positive for controlled substances, shall not permit the driver to continue to perform safety-sensitive functions. (f) No driver shall refuse to submit to a post-accident controlled substance test, a random controlled substance test, a reasonable suspicion controlled substance test, or a follow-up controlled substance test mandated by this policy and federal law. (g) The City shall not permit a driver who refuses to submit to the mandated controlled substance tests to perform or continue to perform safety-sensitive functions. Types of Tests Required Pre-employment Testing Prior to the first time a driver performs safety-sensitive functions for the City, the driver shall undergo testing for controlled substances. For purposes of this subsection on pre- employment testing, the term “driver” includes but is not limited to, a person applying to the City for a position which requires them to drive a commercial motor vehicle, a person who has recently obtained a commercial driver’s license or, a person who has been reassigned or promoted into a position that requires the performance of safety-sensitive functions. Any job offer, reassignment or promotion to drive a commercial motor vehicle shall be contingent upon a negative controlled substance test report and the applicant's written agreement authorizing former employers to release to the City all information on the applicant’s alcohol tests with a concentration result of 0.04 or greater, positive controlled substances test results, and Personnel Policy 93 | Page Updated January 2025 refusals to be tested, within the preceding three years. The City also retains the right not to hire a driver who has a positive test result and who has not participated in and completed a counseling or rehabilitation program as directed by the driver’s substance abuse professional or who refuses to sign the release. Post-Accident Testing Drivers Tested. As soon as is practicable following an accident involving a commercial motor vehicle, the City shall test for alcohol and controlled substances of each driver: (a) Who was performing safety-sensitive functions with respect to the vehicle, if the accident involved the loss of human life; or (b) Who receives a citation under State or local law for a moving traffic violation arising from the accident, provided the accident meets the definition of “accident” in this policy; or (c) The City may also test under the City of Cottage Grove Alcohol and Drug Testing Policy. An employee who is subject to post-accident testing must remain available or the City shall consider the employee to have refused to submit for testing. The driver should receive the alcohol test within 2 hours of the accident. If this is not done, the City shall prepare and maintain a record stating the reasons the test was not administered promptly. The employee is prohibited from using alcohol for 8 hours following an accident or until the employee has undergone a post-accident test, whichever comes first. After 8 hours, no further attempts should be made to administer the alcohol test, and the reason must be documented. Controlled substance testing should be administered as soon as possible following the accident. If the employee has not submitted to this testing within 32 hours, the City shall cease all attempts to conduct the test and document the reason. Random Testing Through a consortium, the City will receive the names of randomly-selected drivers subject to this policy for unannounced alcohol and controlled substances testing using a computer- based random number generator that is matched with the employee’s identifying number. Alcohol testing shall be performed just before, during or after the driver’s performance of safety-sensitive duties. Drivers selected for testing must proceed immediately to the testing site; provided, however, that if an employee is performing a safety-sensitive function at the time of notification, the driver shall cease performing the safety-sensitive function and proceed to the testing site as soon as possible. FWHA rules require the City conduct random controlled substances testing on 50% of the average number of drivers and random alcohol testing on 10% of the average number of drivers. Drivers may be selected for more than one test per year. Tests shall be spread reasonably throughout the year. Reasonable Suspicion Testing (a) City’s Determination of Reasonable Suspicion of Alcohol Violations. The City shall require a driver to submit to an alcohol test when the appointing authority has reasonable suspicion to believe that the driver has violated the provisions of federal Personnel Policy 94 | Page Updated January 2025 law concerning alcohol. The City’s determination that reasonable suspicion exists to require the driver to undergo an alcohol test must be based on specific, contemporaneous, articulable observations concerning the appearance, behavior, speech, or body odors of the driver. (b) City’s Determination of Reasonable Suspicion of Controlled Substance Violations. The City shall require a driver to submit to a controlled substance test when the appointing authority has reasonable suspicion to believe that the driver has violated the prohibitions of federal law or this policy concerning controlled substances. The City’s determination that reasonable suspicion exists to require the driver to undergo a controlled substance test must be based on specific, contemporaneous, articulable observations concerning the appearance, behavior, speech, or body odors of the driver. The observations may include indications of the chronic and withdrawal effects of controlled substances. (c) Trained Supervisor of Employee. The required observations for alcohol and/or controlled substance reasonable suspicion testing shall be made by a supervisor or an employee of the City who is trained in accordance with federal law. The person who makes the determination or who observes or assists with making the determination that reasonable suspicion exists to conduct an alcohol test shall not conduct the alcohol test of the driver. (d) Timing of Reasonable Suspicion Observations. Alcohol testing is authorized by federal law and this policy only if the observations required by paragraph (a) above are made during, just proceeding, or just after the period of the work day that the driver is required to be in compliance with federal law and these rules. The driver may be directed by the City to only undergo reasonable suspicion testing while the driver is performing safety-sensitive functions, just before the driver is to perform safety- sensitive functions, just after the driver has ceased performing such safety-sensitive functions or while the driver is in a state of readiness to perform safety-sensitive functions. (e) City Drug and Alcohol Testing Policy. If the driver is not performing safety-sensitive functions and reasonable suspicion exists, drivers may be tested for drugs and alcohol under the City of Cottage Grove Drug and Alcohol Testing Policy. (f) Prompt Administration of Test. If an alcohol test required by federal law and this policy is not administered within two hours following the determination of reasonable suspicion, the City shall prepare and maintain on file a record stating the reasons the alcohol test was not promptly administered. If an alcohol test required by federal law and this policy is not administered within eight (8) hours following the determination of reasonable suspicion, the city shall cease attempts to administer an alcohol test and shall state in the record the reasons for not administering the test. (g) Under the Influence Prohibitions. Notwithstanding the absence of a reasonable suspicion alcohol test under this policy and federal law, no driver shall report for duty or remain on duty requiring the performance of safety-sensitive functions while the driver is under the influence of or impaired by alcohol, as shown by the behavioral, speech, and performance indicators of alcohol misuse, nor shall the City permit the driver to perform or continue to perform safety-sensitive functions, until: Personnel Policy 95 | Page Updated January 2025 (1) An alcohol test is administered and the driver’s alcohol concentration measures less that 0.02; or (2) Twenty-four (24) hours have elapsed following the determination under paragraph (f) of this Section that there is reasonable suspicion to believe that the driver has violated the prohibitions of this policy and federal law concerning the use of alcohol. (h) Written Records of Observations. A written record shall be made of the observations leading to a controlled substance reasonable suspicion test and signed by the supervisor or another city employee who made the observations within twenty-four (24) hours of the observed behavior or before the test results are released, whichever is earlier. Return-to-Duty Testing An employee found to have violated this policy shall not return to work until after undergoing return-to-duty test indicating an alcohol concentration of less than 0.02 and a verified negative result for controlled substances. Follow-up Testing (a) Follow-Up Alcohol and/or Controlled Substance Test. Following a determination that an employee is in need of assistance in resolving problems associated with alcohol misuse and/or use of controlled substances, the City shall ensure that the employee is subject to unannounced follow-up alcohol and/or controlled substance testing as directed by a substance abuse professional in accordance with the federal law. Follow up testing shall not exceed twenty-four (24) months from the date of the employee’s return to duty. (b) Timing of Follow-up to Alcohol Test. Follow-up alcohol testing shall be conducted only while the driver is performing safety-sensitive functions, just before the driver is to perform safety-sensitive functions, just after the driver has ceased performing such safety-sensitive functions or while the driver is in a state of readiness to perform safety- sensitive functions. Cost of Required Testing The City will pay for the cost of pre-employment, post-accident, random, and reasonable suspicion controlled substance and alcohol testing requested or required of all job applicants and employees. The driver must pay for the cost of all requested confirmatory re-tests, return- to-duty, and follow-up testing. Required Prior Controlled Substance and Alcohol Checks for Applicants The City will conduct prior drug and alcohol checks of applicants for employment to drive a commercial motor vehicle. Applicants must execute a consent form authorizing the City to obtain the required information. The City will obtain (pursuant to the applicant’s written consent) information on the applicant’s alcohol test with a concentration result of 0.04 or greater, positive controlled Personnel Policy 96 | Page Updated January 2025 substance test results, and refusals to be tested within the preceding three (3) years which are maintained by the applicant’s previous employers. The City will obtain all information concerning the applicant which is maintained by the applicant’s previous employers within the preceding three (3) years pursuant to DOT and FMCSA controlled substance and alcohol testing regulations. The City will review such records, if feasible, prior to the first time a driver performs safety-sensitive functions. Alcohol Testing The FWHA alcohol test rules require breath testing administered by a Breath Alcohol Technician (BAT) using an Evidential Breath Testing Device (EBT). Two breath tests are required to determine if a person has a prohibited alcohol concentration. Any result less than 0.02 alcohol concentration is considered a “negative” test. If the alcohol concentration is 0.02 or greater, a second confirmation test must be conducted. If the driver attempts and fails to provide an adequate amount of breath, the City will direct the driver to obtain written evaluation from a licensed physician to determine if the driver’s inability to provide a specimen is genuine or constitutes a refusal to test. Alcohol test results are reported directly to the designated City contact person. Controlled Substance Testing Controlled substances testing is conducted by analyzing an employee’s urine specimen. Split urine samples will be collected according to FHWA regulations. The employee will provide a urine sample at a designated collection site. The collection site person shall pour the urine specimen into two bottles labeled “primary” and “split”, seal the specimens, complete a chain of custody document and prepare the bottles for shipment to the testing laboratory for analysis. If the employee is unable to provide the appropriate quantity of urine, the collection site person shall instruct the employee to drink not more than 40 ounces of fluids and after a period of no more than three hours, again attempt to provide a complete sample. If the employee is still unable to provide a complete sample, the testing shall be discontinued, and the City notified. The MRO shall refer the employee for a medical evaluation to determine if the employee’s inability to provide a specimen is genuine or constitutes a refusal to test. For pre-employment testing, the City may elect to not have the referral made and revoke the employment offer. Drug test results are reported directly to the MRO by the testing laboratory. The MRO reports the results to the City’s designated contact person. If the results are negative, the City is informed, and no further action is necessary. If the test result is confirmed positive or determined to have been adulterated or substituted, the MRO shall give the employee an opportunity to discuss the test result. The MRO must review any medical records supplied by an employee to determine if a confirmed positive test is the result of the employee having taken legally prescribed medication. The MRO shall notify each employee that the employee has 72 hours in which to request a test of the split specimen at the employee’s expense. The MRO will contact the employee directly on a confidential basis, to determine whether the person wishes to discuss the positive, adulterated or substituted specimen test result. The MRO will review the confirmed positive, adulterated, or substituted specimen test result to determine whether there is an acceptable medical reason for the result. The MRO shall verify and report a positive test result to the City when there is no legitimate medical reason for a positive test result as received from the testing laboratory. If after making reasonable efforts and documenting these efforts, the MRO is unable to reach the Personnel Policy 97 | Page Updated January 2025 employee directly, the MRO must contact the designated City contact person, who shall direct the employee to contact the MRO. If the City contact person is unable to contact the employee, the employee will be placed on suspension. The MRO may verify a test positive without having communicated directly with the employee about the test results under the following circumstances: (a) The employee expressly declines the opportunity to discuss the test results. (b) The employee has not contacted the MRO within five (5) days of being instructed to do so by the City. Refusal to Submit If the driver refuses to undergo required testing under federal regulations, no test shall be given, and the driver will be considered insubordinate and subject to disciplinary action including dismissal. In the case of a job applicant applying to drive for the City, if the applicant refuses, no such test shall be given, and the job applicant shall be deemed to have withdrawn the application for employment. If a specimen has been determined to be adulterated or a substituted specimen and no medical reason has been determined for such, the test result shall be considered a refusal to test. For purposes of this section, a driver is considered to have refused to submit to an alcohol or controlled substance test when the driver: Fails to provide adequate breath for alcohol testing without a valid medical explanation after he or she has received notice of the requirement for breath testing. Fails to provide adequate urine for controlled substance testing without a genuine inability to provide a specimen (as determined by a medical evaluation), after he or she has received notice of the requirement for urine testing. Fails to report for testing within a reasonable period of time, as determined by the City. Fails to remain at a testing site until testing is complete. In the case of directly observed or monitored collection, fails to permit observation or monitoring. Fails or declines to take a second test as required by the City and/or collector. Fails to undergo a medical examination as directed by the City pursuant to federal law. Refuses to complete and sign the alcohol testing form, to provide a breath or saliva sample, to provide an adequate amount of breath, or otherwise cooperate in any way that prevents the completion of the testing process. Engages in conduct that clearly obstructs the test process. Confidentiality All alcohol and controlled substances test results and required records are considered confidential information. Any information concerning an individual’s test results and records shall not be released without the written permission of the individual except as provided for by regulation or law. Consequences for Drivers Engaging in Prohibited Conduct Employees who are known to have engaged in prohibited behavior, with regard to alcohol misuse or use of controlled substances, are subject to the following consequences: Personnel Policy 98 | Page Updated January 2025 (a) Employees shall not be permitted to perform safety-sensitive functions; (b) Employees shall be advised by the City of the resources available to them in evaluating and resolving problems associated with misuse of alcohol or use of controlled substances; (c) Employees shall be evaluated by a substance abuse professional as determined by the City. The substance abuse professional shall determine what assistance, if any, the employee needs in resolving problems associated with alcohol misuse and/or controlled substance use; (d) Participation in a counseling or rehabilitation program will be at the employee’s own expense or pursuant to coverage under the employee’s benefit plan. (e) Before an employee returns to duty requiring performance of a safety-sensitive function he/she shall undergo a return-to-duty test with a result indicating a breath alcohol level of less than 0.02 if the conduct involved alcohol, or a controlled substance test with a verified negative result if the conduct involved controlled substance use; (f) In addition, each employee identified as needing assistance in resolving problems associated with alcohol or controlled substances shall be evaluated by a substance abuse professional to determine that the employee has followed the rehabilitation program prescribed; (g) The employee shall also be subject to unannounced follow-up alcohol and controlled substance testing following the employee’s return to work. This testing shall be as directed by the substance abuse professional and federal law; (h) Federal Highway Administration (FHWA) rules require that in the event of an alcohol test result over 0.02 but less than 0.04, an employee shall not be permitted to perform safety-sensitive functions for at least 24 hours. No action will be taken against an employee or job applicant based on a positive initial result that has not been verified by a confirmatory test. If a job applicant receives a positive confirmatory test result, the City will withdraw the conditional offer of employment and provide the applicant with the reason. If an employee receives a positive confirmatory test result, the City will make reasonable accommodations to allow the employee to participate in a counseling or rehabilitation program. However, the City may discharge the employee if the employee refuses to follow and successfully complete any and all recommendations outlined by the substance abuse professional. Accommodations will be made for the initial rehabilitation. The City will consider the frequency and/or severity of subsequent positive confirmatory tests and such tests may be considered a failure to successfully complete the program. If the City deems that there was a failure to successfully complete the program, the employee will be disciplined up to and including discharge. If the City believes it is necessary to protect the safety of the employee, the employees, or the public, the City may temporarily suspend or reassign the employee pending the outcome of the confirmatory test or re-test. Rights of Employees and Job Applicants Opportunity to Explain Personnel Policy 99 | Page Updated January 2025 Upon a positive confirmatory test result, an employee or job applicant will be given the opportunity to explain the positive drug confirmatory test result with the Medical Review Officer. If the MRO upholds the positive drug determination, that test result will be provided to the City. There is no opportunity to explain a positive alcohol test provided in the rules. Confirmatory Re-Test Any employee or job applicant may request a confirmatory re-test of the original sample, at the expense of the employee or job applicant, within 72 hours of receiving notice of a confirmed positive, adulterated, or substituted specimen test result. The driver will not have the opportunity to provide another specimen. If the employee requests an analysis of the split specimen within 72 hours of having been informed of a verified positive, adulterated, or substituted specimen test, the MRO shall direct, in writing, the laboratory to provide the split specimen to another DHHS-certified laboratory for analysis. If an employee has not contacted the MRO within 72 hours, the employee may present the MRO with information documenting that serious illness, injury, inability to contact the MRO, lack of actual notice of the verified positive, adulterated or substituted sample test, or other unavoidable circumstances prevented the employee from making timely contact. If the MRO concludes that there is a legitimate explanation for the employee’s failure to contact within 72 hours, the MRO shall direct the analysis of the split specimen. If the confirming retest is negative, no adverse action will be taken against the employee and an applicant will be considered for employment. The City may reimburse the employee for the expense of a re-test that is negative. The City will not discharge an employee that, for the first time, receives a verified positive drug or alcohol test result unless: (a) The employee refuses to meet with a substance abuse professional for the purpose of an evaluation for alcohol and/or controlled substance use and/or abuse and recommendations for an educational, counseling, or treatment program; or (b) The employee fails to enter the recommended program, or fails to successfully complete the program; or (c) The employee fails a return-to-duty alcohol and/or controlled substance test at the successful completion of the recommended program or subsequent unannounced follow-up alcohol and/or controlled substance testing. General Provisions The City has in place an Employee Assistance Program to assist employees in addressing alcohol or drug abuse problems. Employees are encouraged to seek assistance before the problem affects their employment status. Participation in the program is confidential and normally voluntary, but participation may be required if usage of drugs or alcohol are determined to be present. Violations of this policy may constitute just cause for discipline, up to and including discharge. Each situation will be evaluated on an individual basis depending upon the severity and circumstances involved. Personnel Policy 100 | Page Updated January 2025 Any alcohol and/or drug testing other than that required for operators of Commercial Motor Vehicles shall be in accordance with Minnesota Statutes 181.950-957 (1987), the Minnesota Drug and Alcohol Testing in the Workplace Act. Policy Exceptions Nothing in this policy limits or restrict the right of the appointing authority to discipline or discharge an employee for conduct which violates the City Personnel Policy or administrative and department policies and work rules provided that the employee is not tested for drugs and alcohol. APPENDIX A – ALCOHOL AND DRUG TESTING POLICY FOR COMMERCIAL DRIVERS The employer designated contact person will coordinate the implementation, direction, and administration of the City’s alcohol and controlled substances policy. The contact person is the principal contact for the collection site, the testing lab, the MRO, the BAT and the person tested. Employee questions concerning this policy should be directed to the contact person: Joe Fischbach, HR Manager (651) 458-2883 APPENDIX B – ALCOHOL AND DRUG TESTING POLICY FOR COMMERCIAL DRIVERS Definitions Accident – An occurrence involving a commercial motor vehicle operating on a public road which results in: (1) A fatality; (2) Bodily injury to a person who, as a result of the injury, immediately receives medical treatment away from the scene of the accident; (3) One or more motor vehicles incurring disabling damage as a result of the accident, requiring the vehicle to be transported away from the scene by a tow truck or other vehicle. Alcohol – the intoxicating agent in a beverage alcohol, ethyl alcohol, or other low molecular weight alcohols including methyl and isopropyl alcohol. Alcohol Concentration (or content) – the alcohol in a volume of breath expressed in terms of grams of alcohol per 210 liters of breath as indicated by an evidential breath test under this policy and federal regulations. BAT (Breath Alcohol Technician) – an individual who instructs and assists individuals in the alcohol testing process and operates an EBT. Chain of Custody – procedures to account for the integrity of each urine specimen by tracking its handling and storage from point of specimen collection to final disposition of the specimen. Personnel Policy 101 | Page Updated January 2025 Commercial Motor Vehicle – a motor vehicle or combination of motor vehicles used in commerce to transport passengers or property of the motor vehicle; and (a) has gross combination rating of 26,000 or more pounds inclusive of a towed unit with a gross vehicle weight rating of more than 10,000 pounds; or (b) has a gross vehicle weight rating of 26,001 or more pounds; or (c) is designed to transport 16 or more passengers, including the driver; or (d) is of any size and is used in the transportation of materials found to be hazardous for the purposes of the Hazardous Materials Transportation Act and which require the motor vehicle to be placarded under the hazardous materials regulations set forth under 49 C.F.R. part 172, subpart F. (e) a commercial motor vehicle does not include a fire truck or other emergency fire equipment. Confirmation Test – for alcohol testing it means a second test, following a screening test with a result of .02 or greater, that provides quantitative data of alcohol concentration. For controlled substances testing, it means a second analytical procedure to identify the presence of a specific drug. The test is a second analytical procedure to identify the presence of a specific drug or metabolite which is independent of the screen test and which uses a different technique in chemical principal from that of the screen test in order to insure reliability and accuracy. (Gas chromatography/mass spectrometry (GC/MS) is the only authorized confirmation method for cocaine, marijuana, opiates, amphetamines, and phencyclidine.) Confirmatory Retest - For controlled substances it means a third analytical procedure to reconfirm the presence of a specific drug. If the test result of the primary specimen is positive, adulterated or a substituted specimen, the driver may request that the MRO direct the split specimen be tested in any different DHHS-certified laboratory for presence of drug(s). (A confirmatory retest is done at the request and expense of the employee.) The retest will be done using the original specimen provided. The driver will not have the opportunity to provide another specimen. Consortium – an entity, including a group or association of employers or contractors, that provides alcohol or controlled substance testing as required by federal regulation, or other U.S. Department of Transportation alcohol or controlled substances testing rules, and that acts on behalf of the employers. Controlled Substance – any drug which is not legally obtainable or which is legally obtainable but either has not been legally obtained or is misused. The term includes, but is not limited to, marijuana, cocaine, stimulants, depressants, narcotics, hallucinogens, prescription drugs not properly used according to physician directions, prescription drugs not being used for prescribed purposes and prescription drugs procured by fraud. Driver – any person who operates or maintains a commercial motor vehicle. This includes, but is not limited to: full-time, regularly employed drivers; part-time and temporary drivers; leased drivers and independent owner/operator contractors who are either directly employed by or under lease to the employer or who operate a commercial motor vehicle at the direction of or with the consent of the employer. For the purposes of pre-employment/pre-duty testing only, the term driver includes a Personnel Policy 102 | Page Updated January 2025 person applying to the City for employment to drive a commercial motor vehicle. EBT (Evidential Breath Testing Device) – an EBT approved by the National Highway Traffic Safety Administration (NHTSA) for the evidential testing of breath and placed on NHTSA’s “Conforming Products list of Evidential Breath Measurement Devices.” FHWA – The Federal Highway Administration. MRO – Medical Review Officer - A licensed physician responsible for receiving laboratory results generated by an employer’s drug testing program who has knowledge of substance abuse disorders and has appropriate medical training to interpret and evaluate a driver’s confirmed positive test result, adulterated test result, or substituted specimen test result together with driver’s medical history and any other relevant biomedical information. Performing (a safety sensitive function) – a driver is considered to be performing a safety sensitive function during any period in which the driver is actually performing, ready to perform, or immediately available to perform, or in a state of readiness to perform any safety sensitive function while on duty. Reasonable Suspicion – means that the City believes the appearance, behavior, speech or body odors of a driver are indicative of the use of a controlled substance or alcohol based on the observation of at least one (1) supervisor or official who has received training in the identification of behaviors indicative of drug and alcohol use. Refuse to Submit (to an alcohol or a controlled substance test) – occurs when a driver: (a) fails to provide adequate breath for testing without a valid medical explanation after the driver has received notice of the requirement for breath testing in accordance with the provisions of this policy, (b) fails to provide adequate urine for controlled substances testing without valid medical explanation after the driver has received notice of the requirement for urine testing in accordance with the provisions of this policy and federal regulation, or (c) provides a confirmed adulterated or substituted specimen and fails to provide a legitimate explanation to the MRO’s satisfaction for the adulterated or substituted specimen, or (d) engages in conduct that clearly obstructs the testing process. Safety-Sensitive Function – any of the following: (a) All time at a carrier or shipper plant, terminal, facility, or other property, or on any public property, waiting to be dispatched or in a state of readiness to drive and/or maintain a commercial motor vehicle, unless the driver has been relieved from duty by the City; (b) All time inspecting equipment as required by federal regulations or otherwise inspecting, servicing, or conditioning any commercial motor vehicle at any time; (c) All driving time which shall mean all time spent at the driving controls of a commercial Personnel Policy 103 | Page Updated January 2025 motor vehicle in operation; (d) All time, other than driving time, in or upon any commercial motor vehicle except time spent resting in a sleeper berth, which shall mean a berth conforming to the requirements of federal regulations; (e) All time loading or unloading a commercial motor vehicle, supervising, or assisting in the loading or unloading, attending a commercial motor vehicle being loaded or unloaded, remaining in readiness to operate the commercial motor vehicle, or in giving or receiving receipts for shipments loaded or unloaded; (f) All time spent performing the driver requirements of the federal statutes related to accidents; (g) All time repairing, obtaining assistance, or remaining in attendance upon a disabled commercial motor vehicle. Screening Test (also known as Initial Test) – in alcohol testing, it means an analytical procedure to determine whether a driver may have a prohibited concentration of alcohol in his or her system. In controlled substance testing, it means an immunoassay screen to eliminate “negative” urine specimens from further consideration. Substance Abuse Professional – a licensed physician (Medical Doctor or Doctor of Osteopathy), or a licensed or certified psychologist, social worker, employee assistance professional, or addiction counselor (certified by the National Association of Alcoholism and Drug Abuse Counselors Certification Commission) with knowledge of and clinical experience in the diagnosis and treatment of alcohol and controlled substances-related disorders. EXHIBIT 2. DRUG AND ALCOHOL TESTING FOR CITY EMPLOYEES Background Drug and alcohol abuse pose health and safety problems for all employees and citizens. To try and minimize these safety risks the City of Cottage Grove has adopted this policy, which outlines the procedures concerning drug and alcohol abuse in the workplace. This policy will establish standards for job applicants and employees in relation to testing procedures to ensure these standards are met. The City’s goal is to establish and maintain a healthy and efficient workforce free of drug and alcohol abuse. Employees who need help dealing with drug and alcohol problems are encouraged to make use of the medical resources available to them through their health insurance plans or the Employee Assistance Program (EAP). Employees are required to report to work on time and in appropriate mental and physical condition for work. No employee shall be under the influence of any drug or alcohol while the employee is working or while the employee is on the employer’s premises. This also includes operating the City’s vehicles, machinery, or equipment, except to the extent authorized by a valid medical prescription. Depending on the circumstances and the employee’s job, off-duty drug or alcohol abuse may subject the employee to discipline. Personnel Policy 104 | Page Updated January 2025 Unless specifically authorized as part of the employee’s work duties, no employee shall use, possess, manufacture, distribute, dispense, sell or transfer drugs, alcohol, or drug paraphernalia while the employee is working or while the employee is on the employer’s premises or operating the employer’s vehicles, machinery or equipment, except to the extent authorized by a valid medical prescription. Off-duty employees may use or possess alcohol on City premises such as parks and parking lots when use and possession is not prohibited to members of the general public. The sale of alcohol, which is part of an employee’s job duty is an exception to this policy. Besides having a zero-tolerance policy for the use or possession of alcohol, illegal drugs, or misused prescription drugs on the worksite, the City also prohibits the use, possession of, impairment by any cannabis or medical cannabis products (e.g., hash oils, edibles or beverages containing cannabinoids, or pills) on the worksite by a person working as an employee at the City or while “on call” and subject to return to work. Having a medical marijuana card, patient registry number, and/or cannabis prescription from a physician does not allow an employee to use, possess, or be impaired by that drug while the employee is working or while the employee is on the employer’s premises or operating the employer’s vehicles, machinery or equipment. Likewise, the fact that cannabinoids may be lawfully purchased and consumed in some circumstances does not permit anyone to use, possess, or be impaired by them while the employee is working or while the employee is on the employer’s premises or operating the employer’s vehicles, machinery or equipment. The federal government still classifies cannabis as an illegal drug, even though some states, including Minnesota, have decriminalized its possession and use in certain circumstances. There is no acceptable concentration of marijuana metabolites in the blood or urine of an employee who operates City equipment or vehicles or who is on a City worksite. Applicants and employees are still subject to being tested under this drug and alcohol testing policy. Employees are subject to being disciplined, suspended, or terminated after testing positive for cannabis if the employee used, possessed, or was impaired by cannabis, including medical cannabis, while on the premises of the place of employment or during the hours of employment. Violations of this policy will result in disciplinary action, up to and including termination, and may have legal consequences. This drug and alcohol policy constitutes the City’s drug-free awareness program and fulfills the notification requirements of the federal Drug-Free Workplace Act of 1988. As a condition of employment, each and every employee of the City must abide by the terms of this policy and must report in writing any instance of the employee’s own conviction under a criminal drug statute for a violation. Any such conviction must be reported to the employee’s supervisor or to a person designated by the City Council within five (5) days after the conviction as required by the federal Drug-Free Workplace Act of 1988. The City shall notify the appropriate federal agency of such conviction within ten (10) days of receiving notice from the employee. An employee convicted of a criminal drug offense committed in the course of employment will be subject to appropriate disciplinary action and/or required to successfully complete an appropriate rehabilitation program at the employee’s own expense unless provided to the employee through their insurance coverage. The City, in its sole discretion, shall determine what disciplinary action is appropriate. This Drug Free Workplace Policy will conform to the provisions of the Minnesota Drug and Alcohol Personnel Policy 105 | Page Updated January 2025 Testing in the Workplace Act (Minnesota § 181.950 through 181.957) and the requirements of the Federal Drug Free Workplace Act of 1988 (41 U.S.C. 701-707). Definitions 1. Confirmatory Test and Confirmatory Retest: a drug or alcohol test that uses a method of analysis allowed by the Minnesota Drug and Alcohol Testing in the Workplace Act to be used for such purposes. 2. Drug: a controlled substance as defined in Minnesota Statute 152.01, Subdivision 2, and also includes all cannabinoids, including those that are lawfully available for public consumption that do not otherwise qualify as being a “controlled substance” as defined in Minn. Stat. § 152.01, subd. 4. 3. Drug and Alcohol Testing, Drug or Alcohol Testing, and Drug or Alcohol Test: analysis of a body component sample approved according to the standards established by the Minnesota Drug and Alcohol Testing in the Workplace Act for the purpose of measuring the presence or absence of drugs, alcohol, or their metabolites in the sample tested. 4. Drug Paraphernalia: the meaning as defined in Minnesota Statute 152.01, Subdivision 18. 5. Employee: a person, independent contractor, or person working for an independent contractor who performs services for the City for compensation, in whatever form, including any employee directly engaged in the performance of work pursuant to the provision of any Federal grant or contract. This includes all members of the Cottage Grove Fire Department. 6. Employer: the City of Cottage Grove, acting through a Department Head or any designee of the Department Head. 7. Initial Screening Test: a drug or alcohol test which uses a method of analysis allowed by the Minnesota Drug and Alcohol Testing in the Workplace Act to be used for such purposes. 8. Positive Test Result: means a finding of the presence of drugs, alcohol, or their metabolites in the sample tested in levels at or above the threshold detection levels contained in the standards of one of the programs listed in section 181.953, Subdivision 1. 9. Reasonable Suspicion: a basis for forming a belief based on specific facts and rational inferences drawn from those facts. 10. Under the influence: having the presence of a drug or alcohol at or above the level of a positive test result. 11. Valid Medical Reason: means (1) a written prescription, or an oral prescription reduced to writing, which satisfies the requisites of Minnesota Statute 152.11, and names the employee as the person for whose use it is intended; and (2) a drug prescribed, administered, and dispensed in the course of professional practice by or under the direction and supervision of a licensed doctor, as described in Minnesota Statute 152.12; and (3) a drug used in accord with the terms of the prescription. Use of any over-the-counter medication in accordance with the terms of the product’s direction shall also constitute a valid medical reason. 12. Controlled Substance: means a substance listed in Schedule I through V of Section 202 of the Controlled Substances Act (21 U.S.C. 812), and as further defined by regulation at 21 C.F.R. 1300.11 through 1300.15. 13. Conviction: a finding of guilt (including a plea of nolo contendere) or imposition of sentence, or both, by any judicial body charged with the responsibility to determine violations of Federal or State criminal drug statutes. 14. Criminal Drug Statute: a Federal or non-Federal criminal statute involving the manufacture, distribution, dispensing, use, or possession of any controlled substance. 15. Drug Free Workplace: a site for the performance of work done in connection with any Federal grant or contract at which employees are prohibited from engaging in the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance. Personnel Policy 106 | Page Updated January 2025 16. Federal Agency or Agency: means any United States executive department, military department, government corporation, government-controlled corporation, any other establishment in the Executive Branch (including the Executive Office of the President), or any independent regulatory agency. 17. Grant: an award of financial assistance, including a cooperative agreement, in the form of financial assistance, including a cooperative agreement, in the form of money, or property in lieu of money, a Federal agency directly to a grantee. The term does not include technical assistance in the form of loans, loan guarantees, interest subsidies, insurance, or direct appropriations, or payment of veterans’ benefits to individuals. 18. Grantee: a person who applies for or receives a grant directly from a Federal agency. 19. Job Applicant: a person, independent contractor, or person working for an independent contractor who applies to become an employee of the City and it includes a person who has received a job offer made contingent on the person passing drug or alcohol testing. 20. Safety Sensitive Position: a job, including any supervisory or management position, in which an impairment caused by drug or alcohol usage would threaten the health or safety of any person. 21. Random Selection Basis: a mechanism for selection of employees that (1) results in an equal probability that any employee from a group of employees subject to the selection mechanism will be selected; and (2) does not give an employer discretion to waive the selection of any employee selected. Circumstances Under Which Testing May Occur Employees or job applicants of the City may be tested under the following circumstances: 1. Job applicant: A job applicant may be requested or required to undergo drug testing after a job offer has been conditionally made and before commencing employment in the position. All job applicants for the same position shall be required to undergo drug testing if one applicant is so required. 2. Treatment Program Testing: The City may test any employee referred by the City for chemical dependency treatment or evaluation at any time and without prior notice during the period of treatment or evaluation and for up to two (2) years following completion of any prescribed chemical dependency treatment or evaluation program in accordance with Minnesota Statutes 181.951, subd. 6. 3. Reasonable Suspicion Testing: No employee will be tested for drugs or alcohol under this policy without the person’s consent. If, however, the City asks an employee to undergo a drug or alcohol test and the employee refuses, the employee may be subject to disciplinary action. The City may request or require an employee to undergo drug or alcohol testing if the City has reasonable suspicion that the employee: a. is under the influence of drugs or alcohol; b. has violated the City’s policy prohibiting the use, possession, sale, or transfer of drugs or alcohol while the employee is working or while the employee is on City premises or operating City vehicles, machinery, or equipment; c. has sustained or caused another person to sustain a work-related personal injury; or d. has caused a work-related accident or was operating or helping to operate machinery, equipment, or vehicle involved in a work-related accident. Reasonable suspicion may be based upon, but is not limited to, facts regarding appearance, behavior, speech, breath, odor, possession, proximity to or use of alcohol or a controlled substance or containers or paraphernalia, poor safety record, excessive absenteeism, impairment of job performance, or any other circumstances that would cause a reasonable employer to believe that a violation of the city’s policies concerning alcohol or drugs may have Personnel Policy 107 | Page Updated January 2025 occurred. 4. Random Testing and Testing without Prior Notice: Random testing may be given without prior notice during regularly scheduled work hours to those employees who are in “safety sensitive” positions including any supervisory or management position in which an impairment caused by drug or alcohol use would threaten the health or safety of any person. Under the random selection process, there is an equal probability that an employee in a “safety-sensitive” position subject to the selection mechanisms will be selected for testing. The City does not have discretion to waive the selection of any employee chosen on a random selection basis. a. The City declares that all Police Department positions, (including but not limited to sworn, unsworn, union, non-union, supervisory and management positions) are hereby designated as “safety sensitive” positions. b. The City declares that all Fire Department positions (including but not limited to, union, non-union, supervisory and management positions) are hereby designated as “safety sensitive” positions. Testing without prior notice may be given to employees who have been referred by the City for chemical dependency treatment or evaluation or who are participating in a chemical dependency treatment program under an employee benefit plan or have participated in such a chemical dependency treatment program in the prior two years. 5. Criteria for Selecting Testing Laboratories: For drug testing: In accordance with Minnesota Statutes 181.953, Subd. 1, the City shall use the services of a testing laboratory that meets one of the following criteria for drug testing or such other applicable criteria as established under Minnesota law: a. Is certified by the National Institute on Drug Abuse as meeting the mandatory guidelines published at 54 Federal Register 11970 to 11989, April 11, 1988. b. Is accredited by the College of American Pathologists, 325 Waukegan Road, Northfield, Illinois 60093-2750, under the forensic urine drug testing laboratory program. c. Is licensed to test for drugs by the state of New York, Department of Health, under Public Health Law, article 5, title V, and rules adopted under that law. 6. For alcohol testing, the laboratory must be accredited by the College of American Pathologists, 325 Waukegan Road, Northfield, Illinois, 60093-2750, in the laboratory accreditation program or be licensed to test for drugs and alcohol by the state of New York, Department of Health, under Public Health Law, article 5, title V, and the rules adopted under that law or meet such other applicable criteria as established under Minnesota law. 7. Refusal to undergo drug testing: Job Applicants: Job applicants may refuse to undergo drug testing. However, if a job applicant refuses to undergo drug or alcohol testing requested or required by the City, no such test shall be given, and the job applicant shall be deemed to have withdrawn the application for consideration for employment. 8. Employees: Employees may refuse to undergo drug testing. However, if an employee refuses to undergo drug and alcohol testing carried out in conjunction with this Policy the employee may be subject to discipline including, but not limited to, discharge. 9. Appeal Procedure: Employees should refer to the City Personnel Policy, Work Rules, and/or the applicable Collective Bargaining Agreement for appeal procedures. 10. Tampering with the urine or blood sample: If an employee tampers with his or her own urine or blood sample, or in any way causes a sample to be invalid, the employee may be subject to discipline including, but not limited to, discharge. 11. First Failure to Pass Drug and Alcohol Testing: Without evidence of any other misconduct any employee who for the first time has a positive test result on a confirmatory test will not be subject to discipline, including but not limited to discharge unless: a. The City has given the employee an opportunity to participate in, at the employee’s Personnel Policy 108 | Page Updated January 2025 own expense or pursuant to coverage under an employee benefit plan, either a drug or alcohol counseling or rehabilitation program, whichever is more appropriate, as determined by the City after consultation with a certified chemical use counselor or physician trained in the diagnosis and treatment of chemical dependency; and b. The employee has either refused to participate in such a program or has failed to successfully complete the program within a reasonable time as evidenced by withdrawal or a positive test result on a confirmatory test after completion of the program. Failure to Pass Drug and Alcohol Testing 1. Initial Screening Test (Employee): The City will not discharge, discipline, discriminate against or require rehabilitation of an employee solely on the basis of a positive Initial Screening Test that has not been verified by a Confirmatory Test. However, the City may temporarily suspend a tested employee whose test results are positive or transfer the employee to another position at the same rate of pay pending the outcome of a Confirmatory Test (and, if requested, a Confirmatory Retest) if the City believes it is necessary to protect the health or safety of the employee, co-workers or the public. An employee who is suspended without pay will be reinstated with back pay if the outcome of the Confirmatory Retest is not positive. Requests for such a Retest must be made in writing within five (5) days of the employee’s receipt of notice of the test results. An employee who receives a positive test result on a Confirmatory Test and does not request in writing a Confirmatory Retest within five (5) working days after notice of positive confirmatory test results, may be subject to discipline including, but not limited to, discharge subject to the provisions of this policy. 2. Initial Screening and Test (Job Applicant): The City will not withdraw a conditional offer of employment on the basis of a positive test result on a job applicant’s initial Screening Test. An Initial Screening Test must be verified by a Confirmatory Test (and a Confirmatory Retest, if requested) before a conditional offer of employment can be withdrawn. A job applicant who receives a positive test result of a Confirmatory Test, fails or refuses a Confirmatory Retest, or does not request in writing a Confirmatory Retest within five (5) days after notice of a positive test result of a Confirmatory Test, may be refused employment and will be notified of the reasons for such refusal. 3. Confirmatory Test: Discipline for a Confirmatory Test verifying a positive test result on an Initial Screening Test may include discharge of an employee; provided, however, that prior to discharge, the employee is given the opportunity to explain a positive test result and request and pay for a Confirmatory Retest on the original sample. If the Confirmatory Retest is not positive, no action will be taken against the employee. If the Confirmatory Retest is positive, and if it is the first positive retest result for the employee, the employee will not be terminated if the employee elects to participate, at the employee’s own expense, in a drug or alcohol treatment or rehabilitation program, whichever is appropriate. An employee who either refuses to participate in the treatment or rehabilitation program or who fails to successfully complete the treatment or rehabilitation program (as evidenced by withdrawal from the program before its completion or by a positive test result on a Confirmatory Test during or after completion of the program), may be subsequently discharged. Rights of Employee or Job Applicant 1. An employee or job applicant who receives a positive test result on a Confirmatory Test has the right to receive a copy of the test result report and, within three (3) working days of notice of the original positive Confirmatory Test result, to submit information to the City in addition to Personnel Policy 109 | Page Updated January 2025 any information already submitted to explain that result, or within five (5) working days request in writing a Confirmatory Retest on the original sample at the employee’s or job applicant’s own expense. 2. If the Confirmatory Retest is conducted in accordance with rules established by the Commissioner of the Minnesota Department of Health by a qualified laboratory in accordance with this policy, and if it is not positive, the City shall reimburse the employee or job applicant for the actual cost of the Confirmatory Retest in an amount not to exceed $100.00 and no adverse personnel action shall be taken against the employee or job applicant based on the original Confirmatory Test. General Testing Procedures All testing will be performed by a licensed laboratory that certifies its compliance with the requirements of Minnesota Statutes 181.95 et. Seq. When the City decides to test for drug or alcohol use on any of the grounds enumerated in this policy, the following procedures will apply: 1. Initial Screening Test: acknowledgment: Before the initial Screening Test, the employee or job applicant shall be informed of the City’s testing policy and given a form on which the employee or job applicant can acknowledge being so informed. The form shall allow the employee or job applicant to indicate any medication (signed for prescription or over-the- counter) that the individual is currently taking or has recently taken and other information relevant to the reliability of or explanation for a positive test result. Medical information disclosed on the form shall not be used as the basis for any adverse personnel action. a. If the Initial Screening Test produces a negative result, written notice of such result will be given to the individual who took the test within (3) working days after the City receives the test result report. The employee or applicant will also be notified that they have the right to request and receive a copy of the test report. b. The testing laboratory will perform a Confirmatory Test on all samples that produce a positive test result on the Initial Screening Test. 2. Confirmatory Test: If the Initial Screening Test produces a positive test result, a second test (known as the Confirmatory Test) will be conducted by the laboratory. If the Confirmatory Test is not positive, the City will send written notice of this fact to the employee of job applicant within three (3) working days after receiving the result. If the Confirmatory Test produces a positive test result, the City will take the following four steps: a. The City will send written notice of the positive test result within three (3) working days after receipt to the employee or job applicant. b. The employee or job applicant will be informed of the right to receive a copy of the test result. c. The employee or job applicant will be told of the right to explain the positive result. d. The employee or job applicant will be informed of the right to request a Confirmatory Retest of the original sample at the employee’s or job applicant’s expense. The employee or job applicant will have five (5) working days in which to notify the City of this request in writing. 3. Confirmatory Retest: If an employee or job applicant chooses to request a Confirmatory Retest, the employee or job applicant has five (5) working days within which to notify the City of this request in writing. Within three (3) days of the receipt of such request, the City will notify the original testing laboratory that it is to conduct a Confirmatory Retest or transfer the sample to another certified laboratory for retesting. If the Confirmatory Retest does not confirm the original positive test result, the City will take no adverse personnel action. If the Confirmatory Retest is positive, the City may withdraw its conditional offer of employment to a job applicant or terminate an employee if such employee chooses not to participate in a Personnel Policy 110 | Page Updated January 2025 chemical dependency treatment or evaluation program. 4. Data Privacy: Test result reports and other information acquired in the drug and alcohol testing process are private data on individuals as defined in Minnesota Statutes, Chapter 13, and may not be disclosed to another employer or to a third party individual, governmental agency, or private organization without the written consent of the employee or applicant tested, unless otherwise permitted by law or required by court order. (Minnesota Statute 181.954, Subd. 3) 5. Other Misconduct: This policy does not limit the right of the City to discipline or discharge an employee on grounds other than a positive test result in a Confirmatory Test. For example, possession but not consumption of a controlled substance, the sale of a controlled substance on City premises, or conviction under any criminal drug statute for a violation occurring in the workplace, may by themselves, be grounds for discipline or discharge. Any City employee may be subject to discipline up to and including termination for violation of this Policy or any rules adopted by the City with respect to the manufacture, use, sale, or transfer of drugs and alcohol. 6. Administrative Responsibility a. The City Council shall be responsible for implementing this Policy. b. Department Managers and Supervisors shall be responsible for informing their employees of this Policy. c. Each employee of the City shall be notified of this Policy. Employees shall acknowledge in writing of their notification of this Policy. Personnel Policy 111 | Page Updated January 2025 AMENDMENTS This Personnel Policy was adopted as a stand-alone policy by City Council Resolution 03-055 on 3/19/03. The policy went into effect on 3/20/03 and will be amended by City Council Resolution thereafter. 1. Resolution No. 2023-117 (Updating HCSP, Social Media and Surveillance Policies). Adopted 9/20/202023. Policy Effective 9/21/2023. 1 City Council Action Request 7.Q. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Cannabis & Lower Potency Hemp Edibles Staff Recommendation Approve the adoption of Ordinance 1088 for the Zoning Ordinance amendments regarding Cannabis and Lower-Potency Hemp Edibles, Ordinance 1089 for the Registration Ordinance Amendments regarding Cannabis and Lower-Potency Hemp Edibles, and Ordinance 1090 Enacting an Odor Ordinance. Budget Implication N/A Attachments 1. Cannabis Adoption - Council packet To: Mayor Myron Bailey and Members of the Cottage Grove City Council From: Kori Land, City Attorney Date: December 4, 2024 Subject: Cannabis & Lower-Potency Hemp Edible – Zoning Ordinance Amendment, City Code Registration Ordinance Amendment, Odor Ordinance BACKGROUND: The Council discussed cannabis and lower-potency hemp edible uses at workshops on October 2 and November 20, the Planning Commission held a public hearing on the zoning ordinance amendment on October 28 and the ordinances are now ripe for adoption. DISCUSSION: Zoning Ordinance Amendment: Below is a chart of cannabis and lower-potency hemp edible uses in the City’s zoning districts. Type of Use B1 B2 B3 PB MU I1 I2 I3 A1 A2 Lower-potency hemp edible retail beverage (with on-sale or off-sale liquor license) AC AC AC AC AC Lower-potency hemp edible retail (not with on-sale or off-sale liquor license) C C C Cannabis retail C C C Cannabis or lower-potency hemp edible manufacturing, production, processing, testing and warehousing C C Cannabis Wholesale with no product on-site C C C C Cannabis Cultivation (indoor or outdoor) C C C C Buffer zones: • 1,000’ between cannabis or lower-potency hemp edible uses (except on-sale and off-sale beverages) • 1,000’ from a school • 500’ from a day care that is in a commercial or mixed-use zoning district • 500’ from residential treatment facilities • 500’ from an attraction within a park used by minors • 1,000’ from residential properties for indoor/outdoor cultivation and manufacturing Memo re Cannabis – Zoning & City Code City Council Meeting December 4, 2024 Page 2 Retail Sales: Lower-Potency Hemp Edible Retail Other than the buffer between businesses, any lower-potency retail may operate in the Zoning Districts shown in the chart. Cannabis Retail The same Zoning Districts as lower-potency hemp edible beverages are also where cannabis retail dispensaries may operate, outside of the buffer zones. Lower-Potency Beverages: Lower-potency beverages are allowed if part of an on-sale intoxicating liquor license or off-sale exclusive liquor license without any buffer zones, but they will require an administrative conditional use permit. Manufacturing, Production, Processing, Testing, Wholesaling (with storage of products), Warehousing: These uses are allowed in the I-1 and I-2 with buffers to protect adjacent properties. Cultivation: Outdoor cultivation is allowed in the AG-1, AG-2, I-1 and I-2, subject to a 40-acre minimum. Indoor cultivation is allowed in the AG-1 and AG-2 with a 40-acre minimum and allowed in the I- 1 and I-2 with a 20-acre minimum. Registration Ordinance Amendment: We are repealing the licensing requirement for lower-potency edible retail businesses and replacing it with a registration process. All cannabis and lower-potency hemp edible businesses will be required to register with the City. Compliance checks will be conducted annually for all lower-potency hemp edible and beverage retail and cannabis retail businesses. The City is capping the number of cannabis retail businesses (dispensary, microbusiness with retail endorsement, mezzobusiness with retail endorsement) at 1 per every 12,500 residents. All cannabis Event Organizers must receive Council approval for each event, whether it only involves cannabis and lower-potency hemp edible vendors or an event at which a cannabis or a lower-potency hemp edible vendor wants to participate as part of a larger special event. All events must take place on private property and cannot include public property or parks. We are requiring the existing lower-potency hemp edible licensee to renew its license with the City within 60 days of ordinance adoption, but no renewal fee will be imposed. Instead, when the business obtains a license with the Office of Cannabis Management, then it must submit the OCM license to the City and the City license will be converted to a City Registration and the new Registration term will coincide with the OCM license term. A Registration renewal fee will be required with the first renewal of the City’s Registration. Memo re Cannabis – Zoning & City Code City Council Meeting December 4, 2024 Page 3 Odor Ordinance Cannabis and lower-potency hemp edible uses cannot be a nuisance and one of the nuisances that has been identified in other states is odor. We have prepared an odor ordinance that will apply to any odor in the City. It has objective measuring standards, sp ecific criteria for when odor becomes a nuisance and penalties to address businesses that have unresolved odor issues. Action Requested: Approve the adoption of Ord. No. 1088 for the Zoning Ordinance amendments regarding Cannabis and Lower-Potency Hemp Edibles, Ord. No. 1089 for the Registration Ordinance Amendments regarding Cannabis and Lower-Potency Hemp Edibles, and Ord. No. 1090 Enacting an Odor Ordinance Attachments: • Zoning Ordinance Amendment • Registration Ordinance Amendment • Odor Ordinance Amendment 1 ORDINANCE NO. 1088 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, AMENDING TITLE 11 OF THE COTTAGE GROVE CITY CODE RELATING TO CANNABIS USES AND LOWER-POTENCY HEMP EDIBLE USES PERFORMANCE STANDARDS The City Council of the City of Cottage Grove, Washington County, Minnesota, does hereby ordain as follows: SECTION 1. ENACTMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by enacting Title 11, Chapter 4, Section 18 to read as follows: 11-4-18: CANNABIS USES AND LOWER-POTENCY HEMP EDIBLE USES A. Purpose: The purpose of this chapter is to implement the provisions of Minnesota Statutes Chapter 342 to allow cannabis and lower-potency hemp edible uses within the City. The Municipal Planning Act provides specific authority for cities to protect and promote the public health, safety, morals and welfare of residents through zoning ordinances, including the regulations surrounding the uses of buildings, structures and land. Cities are further authorized to establish standards and procedures regulating such uses. The purpose and intent of this chapter is to allow the incorporation of cannabis and lower-potency hemp edible uses into the city while protecting existing land uses and properties from any detrimental impacts. B. In addition to the other requirements and performance standards for each zoning district in which a cannabis or lower-potency hemp edible use is located, cannabis and lower-potency hemp edible uses must comply with the performance standards in this Chapter. C. Definitions: Unless otherwise noted in this section, words, terms, and phrases found in the definitions of Minnesota Statutes Section 342.01, or as amended, apply, unless otherwise noted or except where the context clearly indicates a different meaning. In addition, the following definitions apply: CANNABIS BUSINESS: Any of the following businesses: 1. Cannabis microbusiness; 2. Cannabis mezzobusiness; 3. Cannabis cultivator; 4. Cannabis manufacturer; 5. Cannabis retailer; 2 6. Cannabis wholesaler; 7. Cannabis transporter; 8. Cannabis testing facility; 9. Cannabis event organizer; 10. Cannabis delivery service; 11. Lower-potency hemp edible manufacturing; 12. Lower-potency hemp edible retailer; or 13. Medical cannabis combination business. CANNABIS USE or CANNABIS INDUSTRY: Every item, product, person, process, action, business, or other thing related to cannabis flower and cannabis products. DAY CARE: A location licensed with the Minnesota Department of Human Services to provide the care of a child outside the child’s own home for gain or otherwise, on a regular basis, for any part of a 24 -hour day. OFFICE OF CANNABIS MANAGEMENT or OCM: Minnesota Office of Cannabis Management. RESIDENTIAL TREATMENT FACILITY: A 24-hour-a-day program under the treatment supervision of a mental health professional, in a community residential setting other than an acute care hospital or regional treatment center inpatient unit, that must be licensed as a residential treatment program for adults with mental illness under chapter 245I, Minnesota Rules, parts 9520.0500 to 9520.0670, or other rules adopted by the commissioner. SCHOOL: Public school as defined in Minnesota Statutes Section 120A.05 or nonpublic school that meets the reporting requirements under Minnesota Statutes Section 120A.24. STATE LICENSE: An approved license issued by the Minnesota Office of Cannabis Management to a cannabis retail business. D. OUTDOOR CULTIVATION: Any cannabis use that includes outdoor cultivation must comply with the following: 1. A minimum of forty (40) contiguous acres is required. 2. The crops must be setback a minimum of three hundred feet (300’) from the property lines. 3. There must be fencing of six feet (6’) around the perimeter and a landscaped or screened buffer is required to be placed outside of the fence but within the setback area, which may consist of a berm, trees , or combination thereof. 3 4. The crops cannot be visible from any public right of way. 5. No retail sales shall be allowed at the same location as any business with an outdoor cultivation business license. E. INDOOR CULTIVATION: Any cannabis or lower-potency hemp cultivation that involves indoor cultivation in an enclosed building (and if allowed in the zoning district, indoor cultivation may take place in greenhouses and hoop houses), must comply with the following: 1. A minimum of twenty (20) contiguous acres is required if located in the I-1 or I-2 zoning districts. A minimum of forty (40) contiguous acres is required if located in the AG-1 or AG-2 zoning districts. 2. The buildings must be setback a minimum of three hundred feet (300’) from the property lines. 3. There must be a landscaped or screened buffer within the setback area, which may consist of a berm, trees, or combination thereof. 4. If greenhouses or hoop houses are allowed in the zoning district, interior lighting and ventilation conditions may be imposed as part of the conditional use permit. F. MANUFACTURING, PRODUCTION, TESTING OR PROCESSING OF CANNABIS WHOLESALE (if products stored on-site), WAREHOUSING: Must comply with the following performance standards: 1. No exterior storage is allowed, including storage of products in semis or trailers that are parked outside of an enclosed building. 2. All mechanical, odor suppression equipment and trash enclosures must comply with City Code Sections 11-3-8 and 11-3-9. G. PERFORMANCE STANDARDS: 1. Hours of operation for retail sales of cannabis or lower-potency hemp edible products are permitted from 10:00 a.m. to 10:00 p.m., seven days a week. Retail sales of lower-potency beverages at on-sale intoxicating liquor establishments or off-sale exclusive liquor stores with a valid City registration and State license are permitted during the hours of operation associated with the intoxicating liquor establishment. 2. On-sale intoxicating liquor establishments and off-sale exclusive liquor stores with a current lower-potency hemp edible City registration and a 4 State license may sell lower-potency hemp edible beverages but no other lower-potency hemp edible products. 3. No cannabis or lower-potency hemp edible use is allowed as part of an Adult Use Establishment, as defined in City Code Section 3-14-2. 4. No retail sales are allowed in the Agricultural or Industrial zoning districts. 5. No on-site consumption is allowed in the Agricultural or Industrial zoning districts. 6. Cannabis and lower-potency hemp edible uses shall not violate federal laws, state laws or any provisions of City Code. Cannabis and lower- potency hemp edible uses shall not be a public nuisance or violate Chapter 4, Section 8 regarding odors. The City may impose odor suppression or odor mitigation conditions as part of the conditional use permit. 7. Distance Restrictions: Distances from a cannabis use or lower-potency hemp edible use are measured from the storefront of a cannabis or lower-potency hemp edible retail use to the property line of all other cannabis or lower-potency hemp edible uses. a. There must be at least one thousand feet (1,000') between each cannabis or lower-potency hemp edible use. b. The location of all cannabis uses must comply with the following: ii. More than one thousand feet (1,000') from a school as measured from property line of the school to the cannabis business; iii. More than five hundred feet (500’) from a day care that is in the B1, B2, B3, PB, or MU zoning district as measured from property line of the day care to the cannabis business; iv. More than five hundred feet (500’) from a residential treatment facility, as measured from the property line of the facility to the cannabis business; v. More than five hundred feet (500’) from an attraction within a public park that is regularly used by minors, such as, but not limited to a playground, athletic field, athletic court, picnic area or permanent restrooms, pavilion or park building, disc golf features, as measured from the location of the public park attraction to cannabis business. 5 c. Outdoor and indoor cultivation must be more than one thousand feet (1,000’) from a residential zoning district or residential use as measured from the cannabis use property line to the property line of the nearest residential zoning district or residential use. d. Manufacturing, production, testing, or processing of cannabis, wholesale (if products stored on-site) or warehousing must be setback a minimum of one thousand feet (1,000’) from a residential zoning district or residential use as measured from the cannabis use property line to the property line of the nearest residential zoning district or residential use. e. Exemptions to distance restrictions: i. Lower-potency hemp edible retail uses must comply with City Code 11-4-18.G.7.a, however, they are exempt from the distance restrictions in City Code 11-4-18.G.7.b. ii. On-sale intoxicating liquor establishments and off-sale exclusive liquor stores that sell lower-potency beverages and have a valid lower-potency hemp edible City registration and a State license are exempt from the distance restrictions in City Code Section 11-4-18.G.7.a. and G.7.b. and their use does not count against other cannabis and lower-potency hemp edible uses for purposes of the distance restrictions from another cannabis or lower- potency hemp edible business in City Code 11-4-18.G.7.a. 8. Signs must comply with the standards in City Code Title 12 for the relevant zoning district in which the use is located, except for the following: a. No cannabis business shall have more than two (2) signs; and b. Blinking, moving, and flashing signs that are visible from the exterior of the building are prohibited; c. No lower-potency hemp edible use shall advertise the lower-potency hemp edible products on more than one (1) exterior sign; and d. No interior sign shall be visible from the exterior of the building. 9. Cannabis uses must meet the minimum parking requirements for each type of use as stated in City Code 11-3-4, for example, retail must meet the retail requirements, manufacturing must meet the manufacturing parking requirements. If there is a combination of cannabis use s at the 6 same location, the use that requires the largest number of spaces must be met. 10. A security plan must be submitted to and approved by the Director of Public Safety to address security issues in order to protect the public health, safety, and welfare. The security plan must include, but is not limited to addressing issues surrounding parking, traffic, securing of monetary transactions, building security and alarm systems both internal and external, screening, lighting, window and door placement, landscaping, age verification devices, and hours of operation. SECTION 2. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending Section 11-6-1 as follows: 11-6-1: AG-1 AGRICULTURAL PRESERVATION DISTRICT D. Conditional Uses: No structure or land shall be used for the following uses except by conditional use permit: 1. Structures incidental to farm operations such as garages, barns, storage buildings, poultry barns, etc. on lots less than ten (10) acres. 2. Commercial horse stables, dog kennels, boarding stables and similar uses, which shall not be located within three hundred feet (300’) of a dwelling other than the dwelling on the property in question. 3. Cannabis Cultivation, indoor or outdoor. Cannabis cultivation must comply with City Code Section 11-4-18. SECTION 3. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending Section 11-6-2 as follows: 11-6-2: AG-2 AGRICULTURAL DISTRICT D. Conditional Uses: No structure or land shall be used for the following uses except by conditional use permit: 1. Structures incidental to farm operations such as garages, barns, storage buildings, poultry barns, etc. on lots less than five (5) acres. 2. Commercial horse stables, dog kennels, boarding stables and similar uses, which shall not be located within three hundred feet (300') of a dwelling other than the dwelling on the property in question. 7 3. Cannabis Cultivation, indoor or outdoor. Cannabis cultivation must comply with City Code Section 11-4-18. SECTION 4. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending the Use Table in Section 11-8-2.C. to remove “cannabis or intoxicating CBD sales” and to add the following uses to the Use Table accordingly: 11-8-2: PERMITTED, CONDITIONAL, ACCESSORY, ADMINISTRATIVE AND INTERIM USES C. Use Table: USE TYPE B-1 B-2 B-3 P-B M-U Lower-potency hemp edible retail beverages (associated with on-sale or off-sale liquor) AC AC AC AC AC Lower-potency hemp edible retail (not associated with on-sale or off-sale liquor) C C C Cannabis retail C C C Wholesale with no product on-site C C C C SECTION 5. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending the Use Table in Section 11-9-2.C. to remove “Cannabis manufacturing” and add the following uses to the Use Table accordingly: 11-9-2: PERMITTED, CONDITIONAL, ACCESSORY, ADMINISTRATIVE AND INTERIM USES C. Use Table: USE TYPE I-1 I-2 I-3 Manufacturing, production, testing or processing of cannabis, wholesale with product on-site, warehousing C C Cultivation (indoor or outdoor) C C SECTION 6. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending Section 11-4-3 as follows: 8 11-4-3: HOME OCCUPATIONS C. Prohibited Home Occupations. The following uses shall not be permitted as home occupations: 1. Adult uses. 2. Animal hospitals, pet shops, pet daycare. 3. Intoxicating CBD Product sales. Any cannabis or lower-potency hemp edible uses. 4. Medical and dental offices, clinics, and laboratories. 5. Restaurants. 6. Stables or kennels, except as allowed by City Code. 7. Vehicle sales requiring a Minnesota dealers or wholesale license. 8. Vehicle, trailer or boat repair or service. 9. Other uses as determined by the Community Development Director. SECTION 7. 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 ordinance: The text amendment adopted by the Cottage Grove City Council on December 4, 2024 enacts performance standards for cannabis and lower- potency hemp edible uses in the Zoning Ordinance; and amends permitted and conditional uses in the Zoning Ordinance to include cannabis and lower- potency hemp edible uses in accordance with Minnesota State Statutes Sections 342 and 151.72. SECTION 8. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law. Passed this _________ day of _____________, 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk Published in the St. Paul Pioneer Press on _______________. ORDINANCE NO. 1089 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, REPEALING AND REPLACING TITLE 3, CHAPTER 13 OF THE COTTAGE GROVE CITY CODE RELATING TO CANNABIS AND LOWER-POTENCY HEMP EDIBLE BUSINESS REGISTRATION The City Council of the City of Cottage Grove, Washington County, Minnesota, does hereby ordain as follows: SECTION 1. REPEAL AND REPLACE. The Code of the City of Cottage Grove, County of Washington, State of Minnesota, Title 3, Chapter 13, shall be repealed and replaced as follows: CHAPTER 13: CANNABIS BUSINESS AND LOWER-POTENCY HEMP EDIBLE BUSINESS REGISTRATION 3-13-1. PURPOSE: The purpose of this chapter is to implement the provisions of Minnesota Statutes Chapter 342, which authorizes cities to protect the public health, safety, and welfare of residents by regulating cannabis and lower-potency hemp edible businesses within its jurisdiction. 3-13-2. DEFINITIONS: Unless otherwise noted in this section, words, terms, and phrases found in the definitions of Minnesota Statutes Section 342.01, or as amended, apply, unless otherwise noted or except where the context clearly indicates a different meaning. In addition, the following definitions apply: CANNABIS EVENT: A temporary event organized by a Cannabis Event Organizer at which cannabis or lower-potency hemp edible products are displayed or sold by vendors. Such Cannabis Event may be comprised solely of cannabis and lower-potency hemp edible vendors or may be part of a larger event at which cannabis and lower-potency hemp edible vendors intend to participate. OFFICE OF CANNABIS MANAGEMENT or OCM: Minnesota Office of Cannabis Management. STATE LICENSE: An approved license issued by the Minnesota Office of Cannabis Management to a cannabis or lower-potency hemp edible business. 3-13-3. REGISTRATION REQUIRED: Before operating any business within the City that is licensed by OCM, the business must register with the City. Applications shall be submitted on the forms provided by the City Clerk, and all applicants shall comply with the process below. All applications shall be considered and approved or denied by the City Council. 3-13-4. CAP ON RETAIL REGISTRATIONS: The City will not issue more than one (1) cannabis retail registration per 12,500 residents, as determined by the most recent state demographer’s estimate. This cap on registrations does not apply to a medical cannabis combination business or lower-potency hemp edible retailer. 3-13-5. APPLICATION PROCESS: All applicants must: A. Complete the registration form provided by the City; B. Pay the non-refundable registration fee for the type of license for which the business is applying. For the first registration, the applicant shall pay the initial registration fee and the first renewal registration fee; and C. Provide a copy of all State Licenses issued by OCM. 3-13-6. FEES. A. No registration shall be issued under this chapter until the appropriate fees are paid in full. The fee for a registration under this chapter shall be set in the City’s fee ordinance. B. All fees are nonrefundable and shall not be pro-rated. C. At the time of the initial registration, the initial registration fee and the renewal fee shall be due and payable. D. For the first renewal of the registration, no additional registration fee shall be required. Beginning with the second renewal, and each subsequent renewal thereafter, the renewal registration fee shall be paid at the time of renewal. 3-13-7. APPROVAL: The City Council must take action on each new and renewal registration application within a reasonable time following receipt of the recommendation from City staff regarding the application. At the City Council meeting at which the application is considered, the registration will be approved by the City Council if the applicant: A. Is in compliance with this chapter and all zoning requirements; B. Has paid the registration fee; C. Is current on all property taxes and assessments; D. Has a State License issued by OCM for the business being requested; and E. Is current on payment of all other City fees and charges. 3-13-8. EXCEPTIONS: No registration shall be required for an Event Organizer licensed by OCM who intends to conduct a Cannabis Event within the City; however, each Cannabis Event must be approved by the City Council through a Cannabis Event permit. The Council may add reasonable conditions to the permit, may reduce the number of days for the event, prohibit outdoor activity and/or restrict or prohibit on -site consumption, in order to protect the public health, safety, and general welfare. The Event Organizer shall submit an application as provided by the City Clerk. The Cannabis Event permit application shall include: A. A copy of the Event Organizer’s license by OCM or a copy of the license application submitted to OCM; B. Payment of the permit and escrow fees; C. The location, including address, Property Identification Numbers and ownership information of the property upon which the Cannabis Event is proposed to take place, including a diagram of the physical layout of the event, all entrances and exits that will be used by cannabis participants and vendors, the consumption areas, retail sales areas, location where cannabis waste will be stored and where any cannabis products will be stored. No Cannabis Event will be permitted on public property or in a public park; D. If the Cannabis Event is part of a larger event, signed consent from the organization sponsoring the larger event; E. A list of the names, number and type of cannabis businesses and lower- potency hemp edible businesses that will sell cannabis and lower -potency hemp products; F. A sworn statement that the Event Organizer is responsible for and will comply with the operational requirements imposed by the permit, state law, including Minnesota Statutes Section 342.40 subd. 7 and any regulatory rules applicable to the Cannabis Event; G. The dates and hours of the Cannabis Event (may be up to 4 consecutive days); H. A security plan that has been approved by the Director of Public Safety, including the name of the contracted licensed security personnel that complies with Minnesota Statutes Section 342.40 subd. 3; I. If on-site consumption is proposed, a detailed plan for complying with Minnesota Statutes Section 342.40 subd. 8 regarding such activity. The City Council may approve or deny on-site consumption of cannabis as part of the permit in its sole discretion, based on the circumstances of the specific cannabis event requested. If approved, the Event Organizer shall provide of copy of an insurance certificate for the Cannabis Event issued by an insurance company authorized to do business in the State of Minnesota, with coverage of at least $50,000 per person and $100,000 per occurrence; and J. Payment of an escrow fee for any expenses that may be incurred by the city during the Cannabis Event. Any unused escrow will be returned to the applicant following an accounting of expenses incurred by the City during the Cannabis Event. The Event Organizer shall be responsible for any costs incurred by the City that exceed the escrow amount. 3-13-9. RENEWAL PROCESS: A. Registration renewals are issued in the same manner and subject to the same conditions as a new registration application. The business shall apply to renew its registration on a form established by the City. B. Before renewing a registration, the City may enter and inspect the business to ensure that the business is in compliance with this chapter, the zoning ordinance, and state laws. 3-13-10. REGISTRATION TERM The registration term shall be consistent with and run concurrently with the applicant’s State License for commencement and expiration or termination. If the State License is suspended, revoked or terminated, so shall the City’s Registration of the business. 3-13-11. PREMISES COVERED BY REGISTRATION: The registration for the cannabis or lower-potency hemp edible business is only effective for the compact and contiguous space specified in the approved registration application. 3-13-12. NO TRANSFER OR ASSIGNMENT OF REGISTRATION OR LOCATION: A registered cannabis or lower-potency hemp edible business shall not transfer or assign a registration to another person or entity or move to a different location . A new owner or new location will require a new application and payment of the appropriate registration fees. 3-13-13. PROHIBITED ACTS: The owner or operator of a cannabis or lower-potency hemp edible business is responsible for the conduct of their place of business and the conditions of order in it. The act of an employee of the premises is deemed the act of the owner or operator as well, and the owner or operator is responsible for all penalties prov ided by this chapter equally with the employee. A. It shall be unlawful for any person to sell, purchase, obtain or otherwise provide any cannabis or lower-potency hemp edible product to any person under the age of twenty-one (21), including cannabinoids derived from hemp. B. It shall be unlawful for any person under the age of twenty -one (21) to possess any cannabis or lower-potency hemp edible product. This chapter shall not apply to persons under the age of twenty-one (21) lawfully involved in a compliance check, including cannabinoids derived from hemp. C. It shall be unlawful for any person under the age of twenty -one (21) to use or consume any cannabis or lower-potency hemp edible product unless it is legally authorized medical cannabis. D. It shall be unlawful for any person under the age of twenty -one (21) to attempt to disguise the person’s true age by the use of a false form of identification, whether the identification is that of another person or one in which the age of the person has been modified or tampered with, to represent an age older than the actual age of the person, in order to purchase any cannabis or lower-potency hemp edible product. E. No cannabis or lower-potency hemp edible product may be sold to an obviously intoxicated person or a person under the influence of a controlled substance. F. No one under the age of twenty-one (21) shall sell cannabis. G. Cannabis cannot be sold in vending machines, through a drive-through window or as part of a home occupation. H. On-site consumption is prohibited except for lower-potency edible products that are consumed as a beverage. I. It shall be unlawful to sell, purchase, obtain, possess or provide cannabis or lower-potency hemp edible products with Delta-10 THC. J. No cannabis or lower-potency hemp edible product shall be visible from the exterior of the building. K. No owner, operator or employee shall violate any federal law, state law or City ordinance related to the operation of the cannabis or lower-potency hemp edible business. 3-13-14. COMPLIANCE CHECKS AND INSPECTIONS: All registered businesses must be open to inspection by the local law enforcement or other authorized City official during regular business hours. From time to time, but at least once per year, the City will conduct compliance checks on retail businesses by engaging persons between the ages of seventeen (17) and twenty - one (21) years, to enter the premises to attempt to purchase products. Persons used for compliance checks are not guilty of the unlawful purchase or attempted purchase, nor the unlawful possession of cannabis or lower-potency hemp edible products when the items are obtained or attempted to be obtained as a part of the compliance check. No person used in compliance checks may attempt to use a false identification misrepresenting the person’s age, and all persons lawfully engaged in a compliance check may answer all questions about the person’s age and shall produce any identification, if any exists, for which he or she is asked. Nothing in this section prohibits compliance checks authorized by S tate or Federal laws for educational, research or training purposes, or required for the enforcement of a particular State or Federal law. VIOLATIONS: A. Civil Penalties. If the City determines that a registered retail business made an illegal or invalid sale to a customer or patient or failed a compliance check or inspection, the City may impose a civil penalty of up to $2,000 for each violation. B. Suspension. If the City determines that a registered business is not operating in compliance with the City Code or zoning ordinance, or that the operation of the business poses an immediate threat to the health or safety of the public, the City, through the Director of the Department of Public Safety, may immediately suspend the registration for up to thirty (30) days. The City will notify the business and the OCM in writing of the suspension, stating the grounds for the suspension. The OCM will investigate and may extend the period of suspension, revoke the registration, or order the reinstatement of the registration, or take any other action described in Minnesota Statutes Section 342.19 or 342.21. 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 ordinance: The text amendment adopted by the Cottage Grove City Council on December 4, 2024 repeals and replaces the City’s policies on Intoxicating CBD licensing with Cannabis and Lower-Potency Business registration to reflect Minnesota Statutes Sections 342 and 151.72. SECTION 3. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law. Passed this ______ day of _________, 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk Published in the St. Paul Pioneer Press on _______________. ORDINANCE NO. 1090 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, AMENDING TITLE 4 OF THE COTTAGE GROVE CITY CODE RELATING TO ODORS AS PUBLIC NUISANCES 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 4-1-1.B.9 to read as follows: 9. Annoyances, which include, but are not limited to noises, odors, vibrations, or emissions of smoke, fumes, gas, soot, cinders, or ash; SECTION 2. ENACTMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by enacting Title 4, Chapter 8 to read as follows: 4-8-1: ODORS A. DEFINITIONS: The following words, terms, and phrases when used in this Chapter shall have the meaning ascribed to them in this Section except where the context clearly indicates a different meaning: BEST PRACTICABLE ODOR CONTROL TECHNOLOGY: The utilization of those technologies, processes, procedures, or operating methods by an industry, facility, or source which results in the most cost -effective means of mitigation of odors from an odor emission point source. CITY ENGINEER: The Cottage Grove City Engineer or his or her designee. CITY ADMINISTRATOR: The Cottage Grove City Administrator or his or her designee. INITIAL TEST OR INITIAL TESTING: An odor test or series of tests conducted in order to establish a baseline odor level. NASAL RANGER®: The Nasal Ranger® Field Olfactometer, a portable odor detecting and measuring device developed by St. Croix Sensory or such comparable device or technology that is approved by the City Council. ODOR: That which produces a response of the human sense of smell to an odorous substance. ODOR COMPLAINT: A notification received by the City Administrator from a person who identifies his or her name and address and the location, description, and duration of the odor. The release of such information regarding the identity of the complainant is governed by the Minnesota Statutes Chapter 13, the Minnesota Government Data Practices Act. ODOR EMISSION: The release of offensive gases, fumes, and vapors into the atmosphere by an industry, facility or source which is determined by the City Administrator to cause unreasonable injury, nuisance, or annoyance to the public. ODOR MANAGEMENT PLAN: A plan submitted by an industry, facility, or source to the City. OWNER: The owner, operator, occupant, tenant, or other person who is responsible for any operation, business, or profession, or who exercises control over real property. PROPERTY: Any real property, premises, structure, or location within the City. SIGNIFICANT ODOR GENERATOR: An industry, facility or source that generates seven verifiable odor complaints in a six-month period or that the City Engineer has determined the industry, facility or source is the cause of odor emissions resulting in significant odor complaints. VERIFIED ODOR COMPLAINT: That the City Administrator has confirmed the industry, facility or source of the odor emission that precipitated the complaint, by using the Nasal Ranger® to detect and measure odor. A dilution - to-threshold ratio as measured by the Nasal Ranger® of seven odor units or above (or such comparable measurements for a different device or technology that is approved by the City Council) is deemed to be a verified odor complaint. B. It shall be unlawful for any owner of property located within the City to cause or allow odor emissions that: 1. Create odors or smells which are offensive or obnoxious to another person within the City; 2. Create a detrimental effect on the property of another person in the City; or 3. Unreasonably interfere with the enjoyment of life, health, safety, peace, comfort, or property of another person in the City. C. Odor testing. Odor testing may be conducted by the City or its independent consultant on any property that may be a potential odor source. Testing may be conducted based on complaints or based on a planned odor monitoring study. D. Designation as a significant odor generator. After reviewing the results of odor testing, if the property produces odor emissions that generate seven verifiable odor complaints in a six -month period, the City Administrator may determine that a property shall be designated as a significant odor generator and shall notify the property owner of the designation. E. Appeal. Any property that is designated as a significant odor generator may file an appeal in writing by following the process contained in Section 1-3-4. The hearing officer’s decision is final and may only be appealed to the Minnesota Court of Appeals. F. Odor management plan. 1. If the property is designated as a significant odor generator, then within ninety (90) days of notice of designation by the City Administrator, the property owner shall work with the City Administrator to develop an odor management plan using the best practicable odor control technology in order to mitigate and comply with this ordinance. The City Administrator may grant an extension for up to an additional ninety (90) days to submit the odor management plan, upon sufficient evidence and cause for such extension. The odor management plan shall: a. Identify and explain the odor source(s); b. Describe the best practicable odor control technology to manage the odors generated; c. Provide a detailed plan on any proposed operational changes to existing odor control equipment in order to control and mitigate the odors being generated; d. Establish a timeline for development and implementation of any engineer-approved treatment technology, which includes monitoring instrumentation and equipment to ensure future compliance; and e. Be kept on file with the City. G. Compliance. 1. Compliance shall be achieved when the property owner has completed the installation, start-up, and operation of the best practicable odor control technology in accordance with the odor management plan and follow-up testing has determined the results have significantly improved since the initial test. 2. At such time that the property has achieved compliance with the odor management plan and has received no verifiable odor complaints for a period of 12 months, the property shall be removed from the odor generator classification. H. Non-compliance. If the City Administrator determines after follow-up testing that the results at the property have not improved, or if odor complaints continue, the property owner shall be required to meet with the City Administrator on at least a quarterly basis to develop a new odor management plan. Such meetings and follow -up testing shall continue until the City Administrator determines that the results at the property have improved. If non-compliance continues for a period of 12 months, the City may impose penalties pursuant to this Chapter. I. Re-classification as a significant odor generator. A property that was previously classified as a significant odor generator but was removed from the classification due to compliance may be re -classified as a significant odor generator if it generates three verifiable odor complaints in a 90 - day period. It shall then be required to comply with Section F. establishing a new odor management plan and Section H. requiring quarterly meetings. A property re- classified as a significant odor generator will not be removed from the classification until it meets the compliance requirements in Section G. J. Penalty Failure to comply with the requirements in this chapter or failure to meet the obligations contained in the odor management plan, unless the failures are determined by the City Administrator to be beyond the control of the significant odor generator or the result of an accident or unexpected and unforeseen events, shall result in a criminal citation or the City may pursue any other legal or equitable remedies available to the City. In addition, any follow-up testing required due to compliance failure shall be paid for by the property owner. SECTION 3. 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 ordinance: The text amendment adopted by the Cottage Grove City Council on December 4, 2024 amends Title 4 of the City Code by enacting a chapter establishing odors as public nuisances. SECTION 4. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law. Passed this __________ day of __________________, 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk Published in the South Washington County Bulletin on ____________________. 1 City Council Action Request 7.R. Meeting Date 12/4/2024 Department Public Safety Agenda Category Action Item Title Adoption of the City of Cottage Grove All-Hazard Plan Staff Recommendation Adopt Resolution 2024-169 receiving and approving the City of Cottage Grove All-Hazard Plan. Budget Implication N/A Attachments 1. RESOLUTION 2024-169 2. Approval page 3. City_of_Cottage_Grove_AHP_REVISED_2024 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner, Public Safety Director DATE: December 4, 2024 RE: Adoption of the City of Cottage Grove All-Hazard Plan Discussion Emergency management is a specialized field that builds community resilience through preparedness, prevention, protection, mitigation, response, and recovery. The City of Cottage Grove has an established local organization for emergency management—as required by law—with an appointed director who is responsible for the organization, administration, and operation of Cottage Grove’s Department of Public Safety Emergency Management Division, subject to the direction and control of the local governing body. Deputy Director of Public Safety, Gwen Martin, has served as the city’s Emergency Manager since her promotion to Police Captain in 2018 and is responsible for coordinating strategic support, response, and recovery efforts for the City of Cottage Grove. The City of Cottage Grove has many capabilities and resources available in response to any event, emergency, or disaster. These include facilities, equipment, personnel, and skills of both government and non-government organizations and groups in the city. In addition, the city’s All-Hazard Plan (AHP) provides information and the framework for how the city will manage incidents to maximize the protection of life, property, and the environment and to ensure the continuity of government. It is a citywide document that provides cohesive, coordinated, and cooperative interoperability among applicable departments and jurisdictions and is intended to capture specific authorities and best practices for managing incidents that range from purely local to large-scale catastrophic disasters—whether they be natural, technological, or human-caused; accidental or intentional. Local elected and appointed leaders—often referred to as senior officials— balance many responsibilities and serve in numerous roles to support and lead their jurisdiction, which includes making significant policy and resource decisions before, during, and after disasters. By collaborating with emergency management personnel, senior officials can better understand the needs of the community and be able to make informed decisions. While senior officials do not need to know all the strategies and tactics included in the AHP, their engaged leadership, support, and ability to develop objectives is fundamental to protecting the community. Background 2 Cottage Grove’s Department of Public Safety Emergency Management Division is responsible for reviewing, maintaining, and coordinating aspects of Cottage Grove’s AHP, which was originally developed in 2004. In 2018, Washington County Emergency Management purchased access to BOLDplanning, with web-based planning services designed to streamline the process of creating customized emergency operations plans that match the specific needs of each jurisdiction. All cities in Washington County were given access to this system. Captain Martin and Fire Chief Redenius were trained to use BOLDplanning software and began the arduous process of revising the city’s 775-page AHP. This major overhaul was expected to take well over a year due to their ongoing primary job responsibilities and the city not having a dedicated emergency services planner. The process of rewriting the AHP was placed on hold when the COVID-19 pandemic occurred, but in 2023 the AHP rewrite became a priority of the Emergency Management Division. In early 2024, a rewritten AHP consisting of the General Plan, 17 Emergency Support Functions (ESFs), 6 Appendices, and 4 Annexes was produced. The Emergency Management Planning Team then provided additional input regarding specific resource needs, concepts of operations, and capabilities of city departments. Captain Martin incorporated their recommendations, and the result is the 357-page City of Cottage Grove All-Hazard Plan being presented for approval. Recommendation Adopt Resolution 2024-169 receiving and approving the City of Cottage Grove All-Hazard Plan. Attachments 1. RESOLUTION 2024-169 2. Approval page 3. City_of_Cottage_Grove_AHP_REVISED_2024 CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-169 RESOLUTION APPROVING THE CITY OF COTTAGE GROVE ALL-HAZARD PLAN WHEREAS, the City of Cottage Grove has exposure to natural, technological, and human-caused hazards that increase the risk to life, property, environment, and the City and local economy; and WHEREAS, the City of Cottage Grove recognizes that all hazards can pose potential threats to public health and safety in the City of Cottage Grove and surrounding area; and WHEREAS, local, state, and federal regulations require the City’s emergency management director to prepare a comprehensive general plan for emergency management of the City and present the plan to City Council for approval; and WHEREAS, the City of Cottage Grove’s Emergency Management Division has completed a planning process that engaged all City Departments and assessed the risks and vulnerabilities to the impacts of hazards that threaten the City; and WHEREAS, the revised City of Cottage Grove All-Hazard Plan establishes a framework for how the City will manage events, emergencies, and disasters to maximize protection of life, property, and the environment and to ensure the continuity of government; 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 All-Hazard Plan has been received and approved. Adopted by the City Council of the City of Cottage Grove, Minnesota, this 4th day of December, 2024. _________________________________ Myron Bailey, Mayor Attest: ________________________________ Tamara Anderson, City Clerk Approvals The City of Cottage Grove Mayor and City Council formally adopted this revised All-Hazard Plan on December 4, 2024, through Resolution 2024-169. Pursuant to MN Stat. Chapter 12, this plan is reviewed annually and updated as necessary. As the City of Cottage Grove, Minnesota, Cottage Grove Public Safety Department, appointed director of the local organization for emergency management, I hereby certify that this document has been reviewed and updated and meets the standards required by statute. PREPARED BY: ____________________________________________________________________________ Gwendolyn Martin, Deputy Director of Public Safety / Police Captain Date Emergency Management Division The undersigned have reviewed and accept the All-Hazard Plan as required by MN. Stat. Chapter 12. APPROVED BY: Peter Koerner, Director of Public Safety Date Jennifer Levitt, City Administrator Date Myron Bailey, Mayor Date Tamara Anderson, City Clerk Date 2 This page intentionally left blank. 3 Table of Contents Contents Approvals ..................................................................................................................................11 I. INTRODUCTION ...................................................................................................................12 A. Purpose ............................................................................................................................12 B. Mission ..............................................................................................................................12 C. Scope and Applicability .....................................................................................................13 D. Methodology .....................................................................................................................13 E. General Plan Assumptions ................................................................................................15 F. Documents Comprising the Overall Emergency Plan ........................................................16 G. Initiating Conditions/Plan Activation ..................................................................................17 II. SITUATION ...........................................................................................................................18 A. City of Cottage Grove Information .....................................................................................18 B. Vulnerable Needs ..............................................................................................................20 C. Access and Functional Needs ...........................................................................................22 D. Overview of Threats and Hazards .....................................................................................22 E. Infrastructure That Supports Emergency Response ..........................................................24 F. Infrastructure That Serves Dependent Populations ...........................................................24 G. Infrastructure Critical to Health and Safety ........................................................................24 H. Government Administrative Buildings and Other Facilities ................................................24 I. Critical Facilities Matrix .......................................................................................................25 III. ROLES AND RESPONSIBILITIES .......................................................................................26 A. Common Response Strategy: General Cooperation ..........................................................26 B. Whole Community Coordination ........................................................................................27 C. Inter-Jurisdictional Coordination ........................................................................................28 4 D. General Roles of Municipal Government ...........................................................................29 E. General Role of County Government ................................................................................32 F. General Role of State Government....................................................................................35 G. General Role of Federal Government ...............................................................................35 H. Public Safety Enforcement Actions ...................................................................................36 I. Intelligence and Legal Advice .............................................................................................36 IV. CONCEPT OF OPERATIONS ............................................................................................38 A. General .............................................................................................................................38 1. Concept of Operations (CONOP) Terminology ...............................................................38 2. CONOPs Levels of Concern and AHP Activation ...........................................................38 3. Coordinating Instructions ...............................................................................................39 4. Common Response Doctrine .........................................................................................39 5. Core Capabilities ............................................................................................................42 6. Common Operational Structure ......................................................................................44 B. Coordination, Direction and Control...................................................................................45 1. Coordinating Agencies ...................................................................................................45 2. Intergovernmental Mutual Aid ........................................................................................46 3. Communications ............................................................................................................47 4. Incident Management System ........................................................................................49 5. Notifications and Activation of the AHP ..........................................................................52 6. Joint Information System (JIS) for Public Information .....................................................53 7. Joint Field Office ............................................................................................................54 C. Prevention .........................................................................................................................55 D. Preparedness ...................................................................................................................55 1. Resource Management and Credentialing .....................................................................56 2. Plan Maintenance and Oversight ...................................................................................56 5 3. Public Information ..........................................................................................................57 4. Plan Training and Exercise ............................................................................................58 E. Response ..........................................................................................................................59 1. Multi-Agency Coordination System ................................................................................59 2. Emergency Support Functions (ESF) .............................................................................62 3. Incident Management .....................................................................................................62 4. Use of the AHP and EOC ...............................................................................................64 5. Miscellaneous ................................................................................................................65 F. Recovery ...........................................................................................................................65 1. Declarations of Emergency ............................................................................................65 2. Damage Assessment .....................................................................................................66 3. Recovery Teams ............................................................................................................68 4. Public Assistance (PA) and Individual Assistance (IA) ...................................................68 5. Disaster Recovery and Staging Areas ............................................................................70 6. Unmet Needs .................................................................................................................71 G. Mitigation ..........................................................................................................................71 V. INCIDENT COMMAND SYSTEM (ICS) ................................................................................74 Command Staff .....................................................................................................................74 General Staff .........................................................................................................................76 Operations Section ................................................................................................................76 Planning Section ...................................................................................................................78 Intelligence and Investigations Section ..................................................................................79 Logistics Section ...................................................................................................................80 Finance / Administration Section ...........................................................................................82 Recovery Section ..................................................................................................................85 VI. ADMINISTRATION, FINANCE AND LOGISTICS ................................................................86 6 A. Support for State and Federal Assistance .........................................................................86 B. Reports and Records ........................................................................................................86 C. Logistics ............................................................................................................................87 VII. CONTINUITY OF GOVERNMENT .....................................................................................89 VIII. REFERENCES, AUTHORITIES, STATUTES, LAWS, AND RULES ..................................90 ESF 1 – Transportation .............................................................................................................95 I. Purpose and Scope ............................................................................................................95 II. Concept of Operations .......................................................................................................95 III. Financial Management ................................................................................................... 102 IV. References and Authorities ............................................................................................ 103 ESF 2 – Communications ....................................................................................................... 104 I. Purpose and Scope .......................................................................................................... 104 II. Concept of Operations ..................................................................................................... 104 III. Financial Management ................................................................................................... 110 IV. References and Authorities ............................................................................................ 111 ESF 3 – Public Works and Engineering .................................................................................. 112 I. Purpose and Scope .......................................................................................................... 112 II. Concept of Operations ..................................................................................................... 112 III. Financial Management ................................................................................................... 121 IV. References and Authorities ............................................................................................ 121 ESF 4 – Firefighting ................................................................................................................ 122 I. Purpose and Scope .......................................................................................................... 122 II. Concept of Operations ..................................................................................................... 122 III. Financial Management ................................................................................................... 128 IV. References and Authorities ............................................................................................ 128 ESF 5 – Emergency Management .......................................................................................... 129 7 I. Purpose and Scope .......................................................................................................... 129 II. Concept of Operations ..................................................................................................... 129 III. Financial Management ................................................................................................... 137 IV. References and Authorities ............................................................................................ 137 ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services ....... 138 I. Purpose and Scope .......................................................................................................... 138 II. Concept of Operations ..................................................................................................... 139 III. Financial Management ................................................................................................... 154 IV. References and Authorities ............................................................................................ 154 ESF 7 – Logistics Management and Resource Support .......................................................... 155 I. Purpose and Scope .......................................................................................................... 155 II. Concept of Operations ..................................................................................................... 155 III. Financial Management ................................................................................................... 163 IV. References and Authorities ............................................................................................ 164 ESF 8 – Public Health and Medical Services .......................................................................... 165 I. Purpose and Scope .......................................................................................................... 165 II. Concept of Operations ..................................................................................................... 166 III. Responsibilities............................................................................................................... 178 IV. Financial Management ................................................................................................... 180 V. References and Authorities ............................................................................................. 181 ESF 9 – Search and Rescue ................................................................................................... 182 I. Purpose and Scope .......................................................................................................... 182 II. Concept of Operations ..................................................................................................... 182 III. Financial Management ................................................................................................... 189 IV. References and Authorities ............................................................................................ 190 ESF 10 – Oil and Hazardous Materials Response .................................................................. 191 8 I. Purpose and Scope .......................................................................................................... 191 II. Concept of Operations ..................................................................................................... 191 III. Financial Management ................................................................................................... 198 IV. References and Authorities ............................................................................................ 198 ESF 11 – Agriculture and Natural Resources .......................................................................... 199 I. Purpose and Scope .......................................................................................................... 199 II. Concept of Operations ..................................................................................................... 199 III. Financial Management ................................................................................................... 206 IV. References and Authorities ............................................................................................ 207 ESF 12 – Energy and Utilities ................................................................................................. 208 I. Purpose and Scope .......................................................................................................... 208 II. Concept of Operations ..................................................................................................... 208 III. Financial Management ................................................................................................... 216 IV. References and Authorities ............................................................................................ 216 ESF 13 – Law Enforcement and Security ................................................................................ 217 I. Purpose and Scope .......................................................................................................... 217 II. Concept of Operations ..................................................................................................... 217 III. Financial Management ................................................................................................... 224 IV. References and Authorities ............................................................................................ 224 ESF 14 – Long-Term Community Recovery ............................................................................ 225 I. Purpose and Scope .......................................................................................................... 225 II. Concept of Operations ..................................................................................................... 226 III. Financial Management ................................................................................................... 233 IV. References and Authorities ............................................................................................ 233 ESF 15 – External Communications and Public Information.................................................... 234 I. Purpose and Scope .......................................................................................................... 234 9 II. Concept of Operations ..................................................................................................... 235 III. Financial Management ................................................................................................... 241 IV. References and Authorities ............................................................................................ 242 ESF 16 – Warning and Notification ......................................................................................... 243 I. Purpose and Scope .......................................................................................................... 243 II. Concept of Operations ..................................................................................................... 244 III. Financial Management ................................................................................................... 251 IV. References and Authorities ............................................................................................ 251 ESF 17 – Animal Services ...................................................................................................... 252 I. Purpose and Scope .......................................................................................................... 252 II. Concept of Operations ..................................................................................................... 254 III. Financial Management ................................................................................................... 270 IV. References and Authorities ............................................................................................ 270 Appendix A – Volunteer and Donations Management ............................................................. 271 A. Introduction ..................................................................................................................... 271 B. Concept of Operations .................................................................................................... 273 C. Resources ....................................................................................................................... 279 Appendix B – Medical Examiner Mass Fatality Plan ................................................................ 282 A. Introduction ..................................................................................................................... 282 B. Concept of Operations .................................................................................................... 282 Appendix C – Evacuation, Shelter-in-Place, and Re-Entry ...................................................... 286 A. Introduction ..................................................................................................................... 286 B. Concept of Operations .................................................................................................... 288 C. Resources ....................................................................................................................... 306 Appendix D – Debris Management Plan ................................................................................. 308 A. Introduction ..................................................................................................................... 308 10 B. Concept of Operations .................................................................................................... 308 C. Resources ....................................................................................................................... 326 D. Glossary and References ................................................................................................ 327 Appendix E – Radiological Emergency Ingestion Pathway Supplement .................................. 332 A. Introduction ..................................................................................................................... 332 B. Ingestion County Expected Activities by Emergency Classification Level (ECL) .............. 334 C. Intermediate/Ingestion Phase .......................................................................................... 335 D. Protective Measures for Agriculture and Water Protection .............................................. 336 Appendix F – High-Hazard Flammable Train (HHFT) .............................................................. 338 A. Purpose .......................................................................................................................... 338 B. Scope .............................................................................................................................. 338 C. Situation and Assumptions .............................................................................................. 338 D. Concept of Operations .................................................................................................... 341 ANNEX A – City of Cottage Grove Mutual Aid Contacts .......................................................... 345 ANNEX B – Critical Infrastructure / Facilities ........................................................................... 348 ANNEX C – Teams and Responsibilities ................................................................................. 352 ANNEX D – All-Hazard Plan Maintenance .............................................................................. 357 11 Approvals The City of Cottage Grove Mayor and City Council formally adopted this revised All-Hazard Plan on INSERT DATE through Resolution#. Pursuant to MN Stat. Chapter 12, this plan is reviewed annually and updated as necessary. As the City of Cottage Grove, Minnesota, Cottage Grove Public Safety Department, Emergency Management Division representative, I hereby certify that this document has been reviewed and updated and meets the standards required by statute. PREPARED BY: ____________________________________________________________________________ Gwendolyn Martin, Deputy Director of Public Safety / Police Captain Date Emergency Manager The undersigned have reviewed and accept the All-Hazard Plan as required by MN. Stat. Chapter 12. APPROVED BY: Peter Koerner, Director of Public Safety Date Jennifer Levitt, City Administrator Date Myron Bailey, Mayor Date Tamara Anderson, City Clerk Date 12 I. INTRODUCTION The City of Cottage Grove Public Safety Department is responsible for coordinating the development and maintenance of this City of Cottage Grove All-Hazard Plan (AHP) and has an appointed individual who serves as the director of the local organization for Emergency Management (EM) as required by law. The City of Cottage Grove Emergency Manager reviews and coordinates aspects of this plan specific to their jurisdiction, and is directly responsible for the organization, administration, and operation of the local organization for emergency management—subject to the direction and control of the local governing body. This plan contains language designed to correspond with the National Response Framework (NRF). In some cases, the language in this plan is taken directly from the NRF and associated documents and has been modified as necessary to fit the needs of the City of Cottage Grove. A. Purpose The City of Cottage Grove has many capabilities and resources available in response to any event, emergency, or disaster. These include facilities, equipment, personnel, and skills of both government and non-government organizations and groups in the City of Cottage Grove. The purpose of this plan is to ensure the effective and coordinated use of these resources to: • maximize the protection of life and property, • ensure the continuity of government, and • ensure the safety of the government workforce, those in the government’s care, and those in government facilities. This City of Cottage Grove AHP provides the framework for managing events, emergencies, or disasters that threaten the community’s health, safety, property, and resources. The plan provides information on how the city will manage incidents that threaten functions, services, and operations. It is a citywide document that provides cohesive, coordinated, and cooperative interoperability among applicable jurisdictions. It is intended to capture specific authorities and best practices for managing incidents that range from purely local, to large-scale catastrophic disasters—whether they be natural, technological, or human-caused; accidental or intentional. This plan is built upon scalable, flexible, and adaptable coordinating structures already in place across the state. A guiding principle of this plan is that—aside from specific processes detailed herein—all processes, procedures, and protocols governing incident management and emergency response contained in current plans and doctrine remain in effect. This AHP explains the common doctrine and structures used to coordinate activity across the various levels of government. Further, nothing in this plan alters or impedes the ability to carry out the existing authorities of governmental agencies to perform their incident management responsibilities under the law. B. Mission In any event, emergency, or disaster, the mission of this AHP is to: • protect life and safety, • minimize impact to property and the environment, 13 • secure our critical infrastructure and facilities, and • resume the regular provision of services to our citizens. General emergency response priorities follow from these goals. C. Scope and Applicability This plan provides structures for implementing response policy, the setting of priorities, and operational coordination for all hazards. The AHP applies to the full range of complex and constantly changing requirements in anticipation of or in response to events, emergencies, or disasters. The AHP also provides the basis to initiate long-term community recovery and mitigation activities. The AHP: • establishes fundamental policies, program strategies, and assumptions for the citywide comprehensive emergency management program, • establishes a method of operations that spans the direction and control of an emergency from prevention activities to initial monitoring through post-disaster recovery, • defines the mechanisms to facilitate delivery of immediate assistance, including direction and control of municipal, county, intrastate, interstate, and federal response, and recovery assistance, • assigns specific functions to appropriate agencies and organizations, as well as outlines methods to coordinate with the private sector and voluntary organizations, • applies to the various types of emergencies that might to occur, from local emergencies to minor, major, or catastrophic national disasters, • identifies the actions that the municipalities will initiate in coordination with City of Cottage Grove counterparts as appropriate regardless of the magnitude of the disaster, and • identifies the actions that City will initiate, in coordination with other jurisdictions, the state and federal counterparts as appropriate, regardless of the magnitude of the disaster. D. Methodology This City of Cottage Grove AHP was developed via a web-based planning system, https://washcomn.boldplanning.com/ as a team effort consisting of representatives from the following departments: Cottage Grove Building Division Cottage Grove City Administration Cottage Grove Communications Cottage Grove Community Development Cottage Grove Economic Development Cottage Grove EMS Cottage Grove Engineering Division Cottage Grove Finance Department Cottage Grove Fire Department Cottage Grove Information Technology (IT) 14 Cottage Grove Parks & Recreation Cottage Grove Police Department Cottage Grove Public Safety Department Cottage Grove Public Works Each department was consulted to determine their particular emergency roles and responsibilities. Each department has agreed with the responsibilities assigned to them in the City of Cottage Grove AHP. The AHP's concepts were developed by the Cottage Grove Public Safety Department, in coordination with the divisions involved in emergency management activities. Each department involved is expected to have its own procedures to implement the concept of operations. The City of Cottage Grove AHP is adopted by governing bodies and by resolution, which serves as the promulgation letter for the AHP. A copy of the signed resolution is on file with the City Clerk. 1. Planning Process The process used by the City of Cottage Grove has been designed to ensure that all stakeholders have an opportunity to participate in the development of the AHP and that the AHP is based on the best information available. To this end, the planning process is based on the following planning principles: • Planning should be community-based, representing the whole community and their needs. • Planning should include participation from all stakeholders in the community. • Planning uses a logical and analytical problem-solving process to help address the complexity and uncertainty inherent in potential hazards. • Planning considers all hazards and threats. • Planning should be flexible enough to address both traditional and catastrophic incidents. • Time, uncertainty, risk, and experience influence planning. • Effective plans tell those with operational responsibilities what to do and why to do it. • Planning is fundamentally a process to manage risk. • Planning is one of the key components of the preparedness cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective actions. 2. Implementation of NIMS The City of Cottage Grove AHP implements NIMS by: • using the Incident Command System (ICS) and the multi-agency coordination system to manage and support all incidents, • integrating all response agencies and organizations into a single, seamless system, • establishing public information plans in the ESFs/Appendices/Annexes dealing with dissemination of information, • identifying and characterizing resources according to established standards and types, 15 • requiring all personnel to be trained properly for the job they perform, and • ensuring interoperability, accessibility, and redundancy of communications. E. General Plan Assumptions The preparation of the AHP was guided by several assumptions that address a range of issues that potentially impact response and recovery capabilities and the concept of operations. These assumptions include: • Incidents are best managed at the lowest possible geographic, organizational, and jurisdictional level. • A disaster may occur with little or no warning and may escalate more rapidly than the ability of local government to effectively respond. • Achieving and maintaining effective citizen and community preparedness reduces the immediate demands on response organizations. This level of preparedness requires continued public awareness and education programs to ensure citizens will take appropriate advance actions to reduce their vulnerability, especially during the initial days (first 72 hours) after disaster impact. • Disasters may involve multiple jurisdictions simultaneously impacting the city. • Disasters will require significant information sharing across jurisdictions and between the public/private sector. • The City of Cottage Grove will utilize available resources fully before requesting state and/or federal assistance. • Mutual Aid Agreements will be implemented in those instances when locally available resources are depleted or need augmentation. • The city will coordinate all public information activities during an emergency. • Disasters may attract a sizeable influx of spontaneous volunteers and donations. • Widespread damage to commercial telecommunications facilities may occur and the ability of governmental response and emergency response agencies to communicate may be impaired. • Homes, public buildings and other critical facilities and equipment may be destroyed or severely damaged. • Debris may make streets and highways impassable, seriously impeding the movement of emergency supplies and resources. • Public utilities may be damaged and may be either fully or partially inoperable. • Many city emergency personnel may be victims of the emergency, preventing them from performing their assigned emergency duties. • Numerous separate hazardous conditions and other emergencies could result from the event, emergency, or disaster, further complicating the response efforts. • People may be forced from their homes and large numbers of people may be killed or injured. • Many victims may be in life-threatening situations requiring immediate rescue and medical care. 16 • There may be shortages of a wide variety of supplies necessary for emergency survival. • Hospitals, nursing homes, pharmacies and other health/medical facilities may be severely damaged or destroyed; and the number of victims requiring medical attention may overwhelm those that do remain in operation. • Normal food processing and distribution capabilities may be severely damaged or destroyed. • Damage to fixed facilities that generate, produce, use, store or dispose of hazardous materials could result in the release of hazardous materials into the environment. • Near-total disruption of energy sources and prolonged outages may occur. • Initially, emergency response will focus on lifesaving activities. City officials will work toward restoring order and control in the disaster area. • During a major event, emergency, or disaster, Cottage Grove’s Emergency Operations Center (EOC) will become the central point and control for city response and recovery activities. • The EOC will be activated and staffed with departments organized into specific ESFs/Appendices. The coordinating agency for each ESF/Appendix is responsible for coordinating the planning and response activities for all the agencies of the function. • The city will coordinate with State and Federal personnel to expedite recovery. • Damage assessments will be conducted as soon as weather or the situation permits. • The city will work to reduce its vulnerability and risk to hazards through proactive mitigation actions and activities. • All levels of government share the responsibility for working together in mitigating, preparing for, responding to, and recovering from disasters. The emergency plans and procedures referred to in the City of Cottage Grove AHP have been maintained by those organizations having responsibility, are in coordination with the AHP, and are exercised on a regular basis. • Those individuals and organizations with responsibilities identified in the AHP (or in plans that support of the AHP) are sufficiently trained and prepared to perform their respective responsibilities. F. Documents Comprising the Overall Emergency Plan In addition to this AHP, the following documents provide more detailed information to assist practitioners in implementing the plan: 1. Threat and Hazard Identification and Risk Assessment (THIRA) THIRA is an analysis of threats and hazards with comparison to capabilities in place to meet the worst case, most plausible situations, and the capacity of agencies to provide those capabilities. The gap between existing and needed capabilities informs planning, training, and procurement. While details of the THIRA are not public data, a summary of the overall threats are made available each year. 2. Hazard Identification and Risk Assessment (HIRA) HIRA is formally conducted once every five years, but is updated more frequently when necessary. HIRA is an overall assessment of a wide range of known hazards with analysis of the risk posed to the City of Cottage Grove by each identified hazard. The 17 detailed HIRA is included in the Washington County Hazard Mitigation Plan, which is also updated every five years and subject to approval by the Federal Emergency Management Agency (FEMA). 3. General Plan The General Plan is the document that outlines responsibilities, authorities, doctrine, and concepts that frame all emergency response in the City of Cottage Grove. In general, it lays out who is responsible for doing what under which circumstances. Together with the ESFs/Appendices/Annexes, it makes up the Emergency Operations Plan document required by law. 4. Emergency Support Functions (ESFs) ESFs group resources and capabilities into functional areas that are most frequently needed in a multi-jurisdictional response (e.g., Transportation, Firefighting, and Law Enforcement). 5. Support Appendices These are documents that describe essential supporting aspects that are common to all incidents (e.g., Financial Management, Volunteer and Donations Management, and Private-Sector Coordination). 6. Incident Annexes These are documents that address the unique aspects of how we respond to seven broad incident categories (e.g. Nuclear/Radiological, Mass Fatalities, High-Hazard Flammable Trains, etc.). 7. Standard Operating Guidelines (SOGs) or Standard Operating Procedures (SOPs) SOGs and SOPs are the already-existing processes in use by coordinating and supporting agencies that describe key roles and actions; they are not reproduced in this Plan. SOG or SOP is a general term and the actual documents may be known by various other names. The AHP is therefore part of an overall framework that also includes specific business plans to ensure the continuity of individual agencies’ operations and the overall continuity of government. Policies in support of the AHP must comply with the Americans with Disabilities Act, which requires that emergency policies incorporate concerns of those with access and functional needs and enable all people to evacuate, use emergency transportation, stay in shelters, and participate in all emergency and disaster-related programs together with their service animals. G. Initiating Conditions/Plan Activation This plan is used for all complex incidents or events in which multiple jurisdictions and/or multiple agencies are, or are likely to be, required to act for the protection of the public, the environment, critical infrastructure, and/or essential functions of the community. Formal activation of any specific function of this plan is initiated by request of the Incident Commander, Cottage Grove Mayor and City Council, Cottage Grove Public Safety Department Director, City Administrator, or chief elected or appointed official. In all cases, duly appointed authorized representatives of these officials may request activation. This request may be verbal, written, or in electronic format. 18 II. SITUATION The City of Cottage Grove is vulnerable to effects of natural disasters such as severe summer storms, floods, tornadoes, winter storms, and fires. The city is also vulnerable to a variety of human-caused hazards such as hazardous materials accidents, major transportation accidents, civil disorders, terrorism, nuclear attack, acts of war, dam failures, and research and development incidents. The potential scope and impact of these emergencies may vary from a minor local emergency requiring minimum response to a major national catastrophe that requires maximum response. Time of day, weather conditions, time of year, warning time, location and/or the type of event, emergency, or disaster will further influence the risk posed by any hazard. This section of the plan summarizes the hazards that could potentially affect the City of Cottage Grove. The hazards and risk analysis addresses the major hazards to which the city is vulnerable, provides a summary of the city's vulnerable population, outlines the assumptions that were considered in the planning process, and defines disaster magnitude classifications that will initiate a city response under NIMS. A comprehensive hazard and risk assessment is contained in the Washington County Hazard Mitigation Plan. The plan is kept under separate cover and can be accessed by contacting Washington County Emergency Management (WCEM). A. City of Cottage Grove Information The following includes basic information concerning the City of Cottage Grove: 1. Demographics and Social Vulnerability Incorporated in 1974, Cottage Grove is predominantly low density residential and according to the April 1, 2020, Census, the City of Cottage Grove has a population of 38,839. Cottage Grove's southern border is located along the Mississippi River, which makes the city susceptible to flooding. In addition, the city experiences other natural hazards such as extreme temperatures, tornadoes, high wind events, and severe winter storms. Most of Cottage Grove's greatest vulnerabilities are with regards to prevention, property protection, public education and awareness, natural resource protection, emergency services, and lack of funding for structure projects. Community Lifelines/Components: Safety, Security, Health and Medical • Cottage Grove Police Department and Mutual Aid Partners • Cottage Grove Fire Department and Mutual Aid Partners • Cottage Grove Emergency Medical Services (EMS) and Mutual Aid Partners • City of Cottage Grove Government Services • Cottage Grove Medical Clinics, Physicians, and Dentists • Washington County Public Health Food, Water, Shelter • Agricultural Land: 29.4% • Commercial/Industrial Land: 4.2% 19 • Golf Course: 1.3% • Parks/Open Spaces: 8.3% • Right-of-Way: 8.6% • Open Water: 12.4% • Rural Residential Land Use: 16.4% • High/Medium/Low Density Residential Land Use: 17% o Single Family Residential: 11,213 (housing units) o Multi-Family Residential: 931 (housing units) o Manufactured Housing: 103 (housing units) o Residential Townhomes: 1,501 (housing units) • Other: 2.4% Transportation: • State Highways 61/10 and 95 • County Roads 13, 19, 20, 22, and 39 • Cottage Grove City Streets • Metro Transit Park & Ride, Bus Services, and Metro Mobility • Washington County Transit Link Services • Cottage Grove Bus Circulator/DARTS • Railways and Crossings: Burlington Northern Santa Fe, Canadian Pacific, SOO Line • Mississippi River Historical/Cultural/Natural Resource Areas: • Grey Cloud Dunes Scientific and Natural Area • Cottage Grove Settler's Island • Cottage Grove Ravine Regional Park • Cottage Grove Trailway Corridor • Sites of National Significance o Cordenio Severance House (Cedarhurst Mansion); 6940 Keats Ave. o John P. Furber House; 7310 Lamar Ave. o Grey Cloud Lime Kiln; 10398 Grey Cloud Island Trail o Schilling Archeological District; Lower Grey Cloud Island • Sites of Local Significance o Atkinson Cemetery, United Church of Christ Cemetery, Cottage Grove Cemetery o Cottage Grove Town Hall; 9540 Islay Ave. o Arthur H. Steen House/Forest Home; 7405 Lamar Ave. o John Watson House; 8919 70th St. o Historic First Congregational Church/Accacia Lodge No. 51; 11094 70th St. o William W. Furbur House; 7697 Lamar Ave. o Roberts House; 8348 Keats Ave. o Hope Glen Farm/Healy House; 10287 Point Douglas Rd. o Harry Roberts House; 8394 Keats Ave. o Shepard Farm Historic District; 8896 70th St. 2. Topography Cottage Grove is situated ten miles southeast of St. Paul and accessed by Interstate 494 and U.S. Highway 61. 20 According to the United States Census Bureau, the city has a total area of 37.48 square miles (97.07 km2); 33.62 square miles (87.08 km2) is land, and 3.86 square miles (10.00 km2) is water. Cottage Grove has more land adjacent to the Mississippi River than any other city in Minnesota. The city is also bordered by Woodbury to the north, Hastings to the south, St. Paul Park to the west, Newport to the northwest, and Denmark Township to the east. The city is approximately half an hour at posted speeds from the Minneapolis-Saint Paul International Airport. The southeast part of Cottage Grove is within 5 miles of the Wisconsin border. 3. Economic Profile The City of Cottage Grove prides itself on being a great place to do business. We strive to always provide quality customer service, a user-friendly permitting and building process, and a pro-business approach to our work. The city strives to maintain the community's unique character while recognizing the importance of accommodating a rapidly changing economy. Economic development is a top priority for the city council; they recognize that prosperous business owners, quality jobs, and an increased tax base all help to create a healthy city. We are proud of being a great place to do business. The city's vision for economic development is a well-balanced city where business complements and adds to the quality of life for all who live, work, shop and play in Cottage Grove. To achieve our vision, we work to: • facilitate growth, diversification, and the stability of the economy, • create prosperous income opportunities for all citizens of the city, • expand the economy, and • provide a sustainable future for Cottage Grove. The city promotes economic development through incentive programs such as the city's public finance policy as well as county, regional and state incentive programs. 4. Educational Facilities There is one school district in Cottage Grove: South Washington County School District #833. This district serves not only Cottage Grove but Newport, St. Paul Park, and portions of Woodbury. In Cottage Grove there are two High Schools—Park Senior High School and South Washington County Alternative High School, two Middle Schools—Cottage Grove Middle School and Oltman Middle School, and six Elementary Schools—Armstrong Elementary, Cottage Grove Elementary, Crestview Elementary, Grey Cloud Elementary, Hillside Elementary, and Pinehill Elementary. B. Vulnerable Needs The City of Cottage Grove recognizes considerations must be made to reasonably accommodate vulnerable populations during emergencies. The city is engaged in a number of activities which aim to improve response plans and operations to accommodate the needs of 21 those most vulnerable during an emergency event. Multiple ESFs/Appendices within this plan outline or identify guidance to better assist supporting vulnerable needs populations. The City of Cottage Grove acknowledges at times the best support for such needs is to request assistance from regional and/or state partners; specifically, the following will be addressed in this AHP: • Identification of vulnerable populations: General Plan, Vulnerable Needs Planning System, ADA criteria in References and Authorities • Notification: ESF 2 – Communications • Evacuation and Transportation: ESF 1 – Transportation • Sheltering: ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services • First aid and medical care: ESF 8 – Public Health and Medical Services • Temporary lodging and housing: ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services • Transition back to the community: ESF 14 – Long-Term Community Recovery • Recovery: ESF 14 – Long-Term Community Recovery Pets and Service Animals This plan takes into consideration the needs of individuals with disabilities relying on service animals. The Americans with Disabilities Act (ADA) protects the rights of all individuals with disabilities and requires that State and local governments comply with Title II of the ADA in the emergency and disaster-related programs, services, and activities they provide. The sheltering and protection of companion animals are the primary responsibility of their owners. When owners are unable to provide for the care and needs of their household pets and service animals, the local jurisdictions will provide assistance as outlined in the Pets Evacuation and Transportation Standards Act of 2006 (PETS) and FEMA DAP 9523.19. The Pets Evacuation and Transportation Standards Act of 2006 requires that local governments plan for sheltering and care of household pets and service animals during emergencies where shelters are established. The City of Cottage Grove has included pet sheltering as part of ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services. The following is specifically addressed in ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services: • pre-event planning, • animal sheltering operations, • animal registration and return, and • coordination with human shelters. FEMA Disaster Assistance Policy 9523.19 identifies the expenses related to state and local governments’ emergency pet evacuation and sheltering activities that are eligible for reimbursement following a Major Disaster Declaration under Category B, Emergency Protective Measures, and provisions of the Public Assistance Program. The terms household pet, domestic pet, service animal, and congregate household pet shelters are defined. The policy details eligible reimbursements related to shelter facilities, supplies and commodities, eligible labor, equipment, emergency veterinary services, transportation, shelter safety and security, cleaning, reunification, and restoration, and the removal and disposal of animal carcasses. 22 C. Access and Functional Needs Washington County Community Services will coordinate the Access and Functional Needs (AFN) population recovery function. The Washington County Community Services will contact the MN Department of Public Safety, Homeland Security and Emergency Management (HSEM) to obtain assistance through multiple agencies and appoint a Coordinator who will serve as the Access and Functional Needs Coordinator for the City of Cottage Grove following a disaster. The Coordinator will be responsible for making contacts and establishing a relationship with community service providers, local churches, community outreach programs, and volunteer organizations to be called upon if a disaster creates unmet needs in the community. Once immediate life safety issues have been addressed in the end of the response phase and early in the recovery phase, the next task will be identifying any unmet needs. If the need arises for an AFN Committee, the Disaster Services Director will appoint a committee and a chairperson. The committee will be comprised of members from local religious, non-profit organizations, NG's, Washington County Community Services, and the appropriate State and Federal agencies. The AFN Committee Chairperson will be responsible for the oversight of the committee, addressing immediate human needs (food, water, clothing, etc.), immediate housing needs, issues involving the AFN population, and coordination with Community Relations Teams. The unmet needs committee will be formed on an as-needed basis for a given event. The chairperson will select the appropriate individuals and organization when the committee is formed. D. Overview of Threats and Hazards The Cottage Grove Public Safety Department conducts on-going assessments of the risks that face the city: THIRA THIRA is a process by which a jurisdiction researches and identifies the highest impact/most probable realistic threats (from intentional action such as terrorism) and hazards (of all types). These are then assessed against existing capabilities (like equipment or agencies) used to deal with the impact each hazard or threat. Input from many agencies, jurisdictions, utilities, non- governmental organization (NGO) groups, and the private sector are gathered and used to identify and quantify the risk. The detailed THIRA document includes law enforcement sensitive data and is not available to the public in its entirety (see below for a summary). Risks and hazards are assessed on an almost daily basis and the City of Cottage Grove adjusts actions, staffing, procedures, and policy based on the actual threats to the city. As the THIRA contains sensitive information impacting on the security and public safety plans of the city, it is not available to the public however, a summary document can be requested. 23 Analysis Summary The basic findings of the THIRA process result in a matrix of hazards and their impact. Hazard Profile Summary for the All-Hazard Plan Hazard Probability Magnitude Severity Warning Time Duration CPRI Planning Significance 1. Power Failure 4 3 4 2 3.5 High 2. Mass Casualty Incident 3 4 4 2 3.35 High 3. Active Shooter 3 4 4 1 3.25 High 4. Targeted Violence 3 4 4 1 3.25 High 5. Cyber Attack 4 2 4 2 3.2 High 6. Hazardous Materials (HAZMAT) Release 4 2 4 1 3.1 High 7. Industrial Accident 4 2 4 1 3.1 High 8. Winter Storm/Ice Storm 4 2 2 3 3 High 9. Severe Storm/High Winds 4 2 3 1 2.95 Moderate 10. Pipeline Incident 3 3 4 1 2.95 Moderate 11. Extreme Temperatures 4 2 1 3 2.85 Moderate 12. Train Derailment 2 4 4 1 2.8 Moderate 13. Flood 3 2 3 3 2.7 Moderate 14. Water Supply Contamination 2 3 4 3 2.7 Moderate 15. Pandemic Event 2 4 1 4 2.65 Moderate 16. Radiological Release 1 4 4 4 2.65 Moderate 17. Act of Terrorism (CBRNE Event) 1 4 4 1 2.35 Moderate 18. Structural Collapse 1 4 4 1 2.35 Moderate 19. Public Utility Disruption 2 2 4 2 2.3 Moderate 20. Tornado 2 2 4 1 2.2 Moderate 21. Transportation Accident 2 2 4 1 2.2 Moderate 22. Drought 3 1 1 4 2.2 Moderate 23. Invasive Species 3 1 1 4 2.2 Moderate 24. Fuel Shortage 2 2 1 4 2.05 Moderate 25. Food/Water Contamination (Intentional) 1 3 4 1 2.05 Moderate 26. Communications System Failure 2 1 4 2 2 Low 27. Civil Disorder 1 2 4 3 1.95 Low 28. Sinkhole/Landslide 2 1 4 1 1.9 Low 29. Dam/Levee Failure 1 1 4 2 1.55 Low 30. Wildfire/Urban Conflagration 1 1 4 1 1.45 Low 31. Earthquake 1 1 4 1 1.45 Low 32. Space Weather 1 2 1 2 1.4 Low 33. Animal Disease Outbreak 1 1 1 4 1.3 Low 24 E. Infrastructure That Supports Emergency Response All effective response and recovery revolves around the assumption that such activity can occur. In order to assure the basic ability to respond and recover, certain public and private sector infrastructure must be maintained or, if compromised, be the first systems recovered. Examples include: • power infrastructure, • government computer, Internet, data and voice telecommunications systems, transportation systems, etc., and • systems for communicating with the populace. The City of Cottage Grove EOC is located at Cottage Grove City Hall, 12800 Ravine Parkway S, Cottage Grove, MN 55016. The City of Cottage Grove Alternate EOC is located at Cottage Grove Central Fire Station, 8641 80th St S, Cottage Grove, MN 55016. F. Infrastructure That Serves Dependent Populations There are some populations within the City who are completely dependent upon governmental or private sector facilities for their basic life needs and are unable to relocate or temporarily do without these facilities. Examples include: • areas used by dependent populations in the custody of the affected jurisdiction or the County, and • nursing homes, childcare facilities, schools, routes of egress and ingress, animal resources, shelter, and relocation venues. G. Infrastructure Critical to Health and Safety Certain systems sustain the basic needs of all residents' health and safety. Once the initial response is protected and adequate services for those persons fully dependent on specific facilities are assured, these basic needs must be addressed for all remaining people and properties. Examples include: • housing, medical facilities, energy systems, sites containing potential hazards, utilities, food supplies, etc. H. Government Administrative Buildings and Other Facilities Governmental functions are a critical part of our communities. The restoration of these functions is the next priority. Examples include: • governmental and private sector facilities necessary to protect the economic viability of the county, municipalities, and our citizens, and • local resources, available through public, volunteer and commercial means will be utilized first. State and federal support will augment ongoing disaster operations. Local jurisdictions will enter into mutual aid agreements with each other as necessary to use most effectively their resources in response to emergencies and disasters. 25 I. Critical Facilities Matrix Critical Infrastructure: • Cottage Grove City Hall/Public Safety Department • Cottage Grove Fire Stations – Central, Station 3, Station 4 • Cottage Grove Public Works Buildings o Interim Water Treatment Plants (3) o Future Water Treatment Plants (2 permanent, 4 interim) o Water System Wells (12) o Future Water System Wells (1) o Water Towers (6) o Future Water Tower o Booster Station o Lift Stations (1 permanent, 2 temporary) • Cottage Grove Dams o Dam Name: Pine Tree Valley Pond Federal ID: MN01690 Owner: City of Cottage Grove Primary Purpose: Flood Risk Reduction Dam Type: Earth Year Completed: no data available Dam Height: 26’ Dam Length: 300’ Storage (Acre Ft): 229 Latitude: 44.8339 Longitude: -92.9289 Inspection Frequency (Years): 8 Hazard Potential Classification: Low Condition Assessment: Satisfactory o Dam Name: Pine Tree Pond Federal ID: MN00938 Owner: City of Cottage Grove Primary Purpose: Flood Risk Reduction Dam Type: Earth Year Completed: 1970 Dam Height: 10’ Dam Length: no data available Storage (Acre Ft): 75 Latitude: 44.82989 Longitude: -92.92855999999999 Inspection Frequency (Years): 8 Hazard Potential Classification: Low Condition Assessment: Satisfactory • Cottage Grove Wastewater Treatment Plant • Cottage Grove Parks and Open Spaces • Cottage Grove Ice Arena • River Oaks Golf Course and Event Center • The HERO Center • South Washington County Schools Buildings • National Guard Armory • 3M Cottage Grove Complex • Cottage Grove Industrial Park • LSP Power Plant • 85th Street Tank Farms 26 III. ROLES AND RESPONSIBILITIES A. Common Response Strategy: General Cooperation Resiliency is based on cooperative principles. Response Strategy, Municipal and Local Jurisdictions Resilient communities begin with prepared individuals and depend on the leadership and engagement of local government, county government, NGOs, and the private sector. Local police, fire, emergency medical services, emergency management, public works, environmental response professionals, medical providers, and others in the community are usually the first to detect a threat or hazard or respond to an incident. They also are often the last to leave an incident site or otherwise to cope with the effects of an incident. The local senior elected or appointed official (the mayor, city administrator) is responsible for ensuring the public safety and welfare of residents. When an emergency has occurred, the local government of the jurisdiction in which it occurs has the primary responsibility to respond to save lives and property and to recover from the event. If at any point during the response or recovery the affected jurisdiction requires assistance the county is prepared to assist the effort through coordination of assets, mutual aid, personnel, and subject matter expertise. Response Strategy, County The county is prepared to render assistance to any jurisdiction in the county or elsewhere upon request. The county is able to supplement its own emergency resources with those provided by other counties, private organizations, and volunteers. If at any point a municipality concludes that its resources are (or are likely to become) overwhelmed, the jurisdiction would declare a local emergency and request county resources. Those resources, along with those of other jurisdictions, would then be made immediately available. The common response strategies and doctrine described in this plan and as regularly exercised, reduce the likelihood of misunderstandings and delays. Even in disasters of national impact, local government is closest to those impacted by incidents and so these local organizations have the lead. In disasters and catastrophes, Government will work with affected jurisdictions to set priorities and goals and will serve as the liaison between local and state officials and between local and federal officials. While public health and welfare are the responsibility of all jurisdictions, the agency tasked with assuring overall responsibility is the County Public Health department, who may lead ESFs as Subject Matter Experts (SMEs). When multiple jurisdictions are involved in a large or complex incident and county assistance is requested, most of the ESFs’ lead roles transition to personnel. This does NOT remove responsibility OR authority from any governmental agency. County personnel serve in leadership roles in these circumstances because they routinely function throughout the county and have the additional objectivity that comes from being less directly impacted. Response Strategy - State and Federal If the capabilities within the City of Cottage Grove and county are exceeded, WCEM will request assistance from the State. In most cases, WCEM will forward a request to elected leadership for 27 a declaration of a local emergency when incidents reach this scale. The County EOC may submit requests to adjacent or nearby county jurisdictions such or other counties in accordance with MN Statutes Chapter 12, existing mutual aid agreements, and/or Memorandum of Understanding (MOU). Requests for state and federal support will be requested by WCEM through HSEM. When the need for specialized assistance and appropriate missions are identified, the Sheriff may request assistance from the Minnesota National Guard. Only the Sheriff may make this request. County and Local Emergency Management will assist the Sheriff in identifying missions that might benefit from National Guard personnel, equipment, and or expertise. The decision to activate the National Guard rests with the Governor. If activated, National Guard personnel will contact the Sheriff, county or local emergency management, and/or the Incident Commander to discuss details and arrange logistical needs. The Adjutant General of Minnesota will make the decision as to which assets are sent to meet any particular mission. Response Strategy - Private Sector and NGOs The private sector and NGOs contribute to response and recovery through engaged partnerships with the local jurisdictions, the county, the state, and the federal governments. Private sector organizations and NGOs are encouraged to coordinate their contingency planning with the county and their local jurisdiction. B. Whole Community Coordination Community resilience and recovery are key elements of the AHP. However, not all parts of the community are affected by a given emergency. In order to coordinate with those aspects that are affected (and to avoid burdening those not affected), the Private Sector has been divided into twelve (12) operational sectors: 1. Academic Institutions 2. Entertainment, Media, Arts, Sports & Recreation 3. Banking, Finance, Insurance, Legal 4. Manufacturing, Industry, Chemicals, Oil & Gas 5. Construction, Development, Facility Management, Real Estate 6. Faith-Based Community 7. Hospitality, Food & Beverage, Lodging, Tourism 8. Communications, Information Technology 9. Non-Governmental Organizations (NGO), Community-Based Organizations (CBO), Private Non-Profit Organizations (PNP) 10. Transportation, Automotive, Postal/Shipping, Supply Chain, Warehousing 11. Associations, Professional Services, Consulting 12. Retail, Wholesale, Grocery, Consumer Goods & Services The Cottage Grove Public Safety Department reaches out for input from these sectors during all-hazard and mitigation planning and evaluates all twelve sectors as part of the THIRA processes. 28 During a large/complex incident, representatives of these sectors are afforded space in the EOC, and/or are consulted virtually. C. Inter-Jurisdictional Coordination City of Cottage Grove • The Cottage Grove Public Safety Department maintains and updates this AHP for their community. Each city department is responsible for developing and maintaining internal operating and notification procedures, resource lists, operating guides and checklists needed to support their operations. • The Cottage Grove Public Safety Department is responsible for coordination of emergency management activity. In most cases, emergency management functions are conducted on-scene, virtually, or at the Cottage Grove EOC. A fully activated EOC may be opened at any time for support of longer-term and/or complex incidents. • The city maintains and operates a facility that is designated as the EOC (Cottage Grove Public Safety Department/City Hall) and response agencies routinely establish Unified Command at a command post site identified for each incident. • Department Directors, business units, and organizations also maintain jurisdiction- specific training programs and schedules of training, and assignments for department personnel to enable 24/7 operations. All training and continuing education records are maintained at the administrative offices of the department. • Cottage Grove Public Safety Department maintains and updates this plan with input and comment from each agency and department cited in this plan. The City of Cottage Grove Public Safety Department, Emergency Management Division is the central coordination point between and among each city department. • The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) is the common Warning Point and key communication coordination entity for all agencies and departments during incidents and is the primary point for communication coordination between agencies/departments and responders. Regional Jurisdictions • Each regional jurisdiction maintains an Emergency Operations Plan (EOP). • Each regional jurisdiction maintains and operates a facility that is designated as the EOC, and response agencies routinely establish Unified Command at a command post site identified for each incident. • If available, a Mobile Incident Command Center may be made available for use at any one location as the command post. Minnesota Region 6—Metro • Minnesota Region 6 includes and Anoka, Carver, Chisago, Dakota, Hennepin, Isanti, Ramsey, Scott, Sherburne, and Washington Counties. The State’s HSEM division assigns a Regional Program Coordinator (RPC) to each region to assist county and local jurisdictions. These jurisdictions are signatory to a Joint Powers Agreement for coordinated long-term capability enhancement and meet monthly. • Minnesota Statues Chapter 12 provides the required legislative framework for in-state mutual aid and assistance. 29 D. General Roles of Municipal Government This section is a very brief overview of the general role of municipal government under this AHP. It is not an exhaustive description of all aspects of this role. The responsibility for responding to and recovering from incidents involving natural, technological, and human-caused hazards, begins at the local level with individuals and public officials in the jurisdiction affected by the incident. Local leaders and Emergency Managers prepare their communities to manage incidents locally. This plan’s response doctrine plays a key role in helping community leaders to coordinate resources within jurisdictions, among adjacent jurisdictions, and with the private sector and NGOs such as the American Red Cross. This section describes the roles and responsibilities of key leadership elements within communities. Chief Elected and/or Appointed Officials The Mayor and/or City Administrator is responsible for ensuring the public safety and welfare of the people in their jurisdiction. On an ongoing basis, elected and/or appointed officials may be called upon to help shape or modify laws, policies, and budgets to aid preparedness efforts and to improve emergency management and response capabilities. Elected and/or appointed officials often provide strategic guidance and resources during preparedness, prevention, protection, mitigation, response, and recovery efforts and must have a clear understanding of their roles and responsibilities for successful emergency management. At times, these roles may require providing direction and guidance to constituents during an incident, but their day-to-day activities do not focus on directing emergency management and response operations. According to MN State Statute 12.25 LOCAL ORGANIZATIONS; DIRECTORS, DUTIES, “Each political subdivision shall establish a local organization for emergency management in accordance with the state emergency management program, but no town shall establish a local organization for emergency management without approval of the state director. Each local organization for emergency management must have a director appointed forthwith: in a city by the mayor, in a town by the town board, and for a public corporation organized and existing under sections 473.601 to 473.679 by its governing body. The local director is directly responsible for the organization, administration, and operation of the local organization for emergency management, subject to the direction and control of the local governing body.” In the City of Cottage Grove, the appointed local director—also known as the Emergency Manager—is responsible for coordinating all strategic support, response, and recovery efforts for the City of Cottage Grove. City Council Significant incidents require that publicly elected and appointed officials—as well as business owners and community leaders—make difficult decisions for the benefit of the community as a whole. Elected and appointed officials help their communities prepare for, respond to, and recover from potential incidents. Key responsibilities include: • establishing strong working relationships with local city councils and with their county commissioner(s), • establishing strong working relationships with core private-sector organizations, voluntary agencies, and community partners. The objective is to get to know, coordinate with, and train with local partners in advance of an incident and to develop mutual aid or assistance agreements for support in response to an incident, 30 • leading and encouraging local leaders to focus on preparedness by participating in planning, training, and exercises, • supporting participation in local mitigation efforts within the jurisdiction and, as appropriate, with the private sector, • understanding and implementing laws and regulations that support emergency management and response, • Ensuring that local emergency plans consider the needs of: o the jurisdiction, including persons, property, and structures, o individuals with special needs, including those with service animals, o individuals with household pets, and • encouraging residents to participate in volunteer organizations and training courses. Local leaders also work closely with their state and federal elected delegations during incidents and on an ongoing basis regarding local preparedness capabilities and needs. These state and federal elected delegations play an important, ongoing role in supporting their constituents for effective local response and emergency planning. Members often help local leaders understand the federal resources that are available to prepare for incidents. Especially during high- consequence events, many citizens traditionally contact elected officials for assistance or information on response policies. Emergency Manager The Emergency Manager is NOT the same as the Incident Commander (IC). The IC provides direct strategic and tactical leadership at the scene of incidents and establishes response organizations under ICS to address the needs of the incident scene, while the Emergency Manager has the day-to-day authority and responsibility for overseeing emergency management programs and activities. The Emergency Manager’s role is to establish the necessary local organization to coordinate and prioritize requests for assistance from on-scene Unified Command/Incident Commander (UC/IC), set strategic goals for city governmental departments, authorize purchases and contracts, and authorize the sending of local assets to assist outside of the municipality. The Emergency Manager typically organizes the local emergency management organization and opens and manages the city’s EOC. The Emergency Manager works with chief elected and appointed officials and with the Cottage Grove Public Safety Department to ensure that there are unified objectives with regards to the jurisdiction’s emergency plans and activities. This role entails coordinating all aspects of a jurisdiction’s capabilities and coordinates all components of the local emergency management program, to include assessing the availability and readiness of local resources most likely required during an incident and identifying and correcting any shortfalls. Other duties of the Emergency Manager include: • coordinating the planning process and working cooperatively with other local agencies and private-sector organizations, • developing mutual aid and assistance agreements, • coordinating damage assessments during or after an incident, 31 • advising and informing local officials about emergency management activities during an incident, • developing and executing public awareness and education programs, • conducting exercises to test plans and systems and obtain lessons learned, and • involving the private sector and NGOs in planning, training, and exercises. City Department Directors The Emergency Manager is assisted by, and coordinates the efforts of, employees in city departments who perform emergency management functions. Department Directors will collaborate with the Emergency Manager during development of local policies and provide key response resources. Participation in the planning process ensures that specific capabilities (e.g., firefighting, law enforcement, emergency medical services, public works, environmental and natural resources) are integrated into a workable plan to safeguard the community. These Department Directors and their staff develop, plan, and train to internal policies and procedures to meet response and recovery needs safely. They should also participate in interagency training and exercises to develop and maintain the necessary capabilities. In many cases, these people serve as leaders for the municipality’s role in ESFs. Municipal officials and leaders provide strategic guidance and prioritization of resources during preparedness, prevention, protection, mitigation, response, and recovery efforts. Overall management of emergencies, and the appointment of a local Emergency Manager, is a key obligation of local leaders. Municipal Standard Operating Guidelines (SOGs) All emergency response organizations in the City of Cottage Grove maintain current SOGs, resource lists, and checklists required to support those organization’s operations. For emergency planning purposes, certain areas surrounding an incident or a fixed facility incident will be divided into sub-areas (sectors or cold, warm, and hot zones) so that priority of the response effort can be directed toward those affected by life-safety issues. Delegation of Emergency Authority The chains of succession are established and maintained by the City of Cottage Grove as part of continuity of operations planning efforts. Assistance to Local Jurisdiction The responsibility for responding to incidents begins at the local jurisdiction and extends to the county when requested. Significant incidents require a coordinated response across agencies and jurisdictions, political boundaries, sectors of society, organizations, etc. These incidents will require that publicly elected and appointed officials—as well as business owners and community leaders—make difficult decisions for the benefit of the community as a whole. The county is prepared to assist affected jurisdictions with their response and recovery efforts through coordination of assets, mutual aid, personnel, and subject matter expertise. The county is prepared to supplement its emergency resources with those provided by private organizations and volunteers. 32 E. General Role of County Government This section is a very brief overview of the general role of county government and describes the roles and responsibilities of key leadership elements of county government under this AHP. It is not an exhaustive description of all aspects of this role. County governments are responsible for: • Maintaining an emergency management program at the county level involving all government, private and volunteer organizations which have responsibilities in the comprehensive emergency management system within the county. • Coordinating the emergency management needs of all municipalities within the county and working to establish intra-county Mutual Aid Agreements to render emergency assistance. • Implementing a broad-based public awareness, education and information program designed to reach all citizens of the county including those needing special media formats, who are non-English speaking (including people who do not use English as their first language), and those with hearing impairment or loss. • Coordinating mutual aid activities within to ensure the provision of supplemental emergency aid and assistance. • Maintaining an emergency management program that is designed to avoid, reduce, and mitigate the effects of hazards through the enforcement of policies, standards and regulations. • Maintaining cost and expenditure reports associated with disasters, including resources mobilized as a result of Mutual Aid Agreements. • Coordinating public information activities during disasters. • Developing and maintaining systems to coordinate the provision of shelters and mass care to those displaced by disasters. Under this plan’s response doctrine, the county plays a key role in helping community leaders to prioritize and coordinate resources among adjacent jurisdictions, and with the private sector and NGOs such as the American Red Cross. A key outcome of the doctrine is to maximize community resilience while minimizing the impact of disasters and the time required for recovery. When practicable, county agencies will continue to offer regular county services throughout the county even during disasters in one or more municipalities. County Manager The County Manager is the chief administrative official of the county, responsible among many other things for ensuring that public safety and welfare agencies and policies are in place. In most cases, the County Manager has delegated specific authorities to county department directors. Board of Commissioners Significant incidents require that publicly elected and appointed officials, as well as business owners and community leaders, make difficult decisions for the benefit of the community as a whole. Elected and appointed officials help their communities prepare for, respond to, and recover from potential incidents. Key responsibilities include: • Evaluating and enacting such emergency resolutions and/or ordinances as necessary. 33 • Establishing strong working relationships with municipal leaders and residents. • Establishing strong working relationships with core private-sector organizations, voluntary agencies, and community partners. • Leading and encouraging county department heads to focus on preparedness by participating in planning, training, and exercises. • Supporting participation in local mitigation efforts. • Understanding and implementing laws and ordinances that support emergency management and response. • Ensuring that EOPs takes into account the needs of: o the whole county—including the municipalities, persons, property, economy, infrastructure, and the environment, o individuals with functional and access needs, including those with service animals, o individuals with household pets, o encouraging residents to participate in volunteer organizations and training courses, and o interfacing with state and federal elected delegations during incidents and on an ongoing basis regarding county prevention, planning, response, recovery, and mitigation capabilities and needs. County Emergency Management Director The County Emergency Management (EM) Director has the day-to-day authority and responsibility for overseeing emergency management programs and activities countywide, including the EOP, Hazard Mitigation Plan, county Continuity of Government (COG) Plan, and all county Continuity of Operations (COOP) efforts. The County EM Director develops and maintains the EM enterprise of county, serves as the subject matter expert on EM efforts countywide, and develops and directs the County Emergency Management organization. The County EM Director works with all elected and appointed officials in the county and municipalities, including all municipal EM directors and/or Emergency Managers, and coordinates with other EM personnel in the state as well as with state and federal agencies that have EM responsibilities. The county EM Director disseminates information regarding new and impending changes in law and procedures regarding EM . The County EM Director establishes an organization for countywide planning and coordination of the strategic needs of all incidents in the county, long-term coordination and recovery, and prioritizing and attempting to procure needed resources in support of all scenes within the county. The County EM Director typically functions at the EOC and coordinates countywide efforts as well as the efforts of municipal EOCs, coordinates county agency assistance to municipalities, coordinates county assistance to other areas of the state/nation, and coordinates all planning with municipal, state, and federal governments. Before and during emergency incidents, the county EM Director works to ensure that there are unified objectives regarding emergency plans and activities. This role entails coordinating all aspects of their county's capabilities. 34 The county EM Director coordinates all components of the countywide EM program, which includes assessing the availability and readiness of local resources most likely required during an incident, identifying and correcting any shortfalls, and facilitating ongoing hazards and threat analyses. Department and Agency Leaders Countywide EM requires the efforts of leaders and employees in departments and agencies that perform emergency management-related functions. Department and agency leaders collaborate with the county EM Director during development of policies and procedures and provide key response resources. County departments are the coordinating agencies for many of the ESFs. The coordinating agency provides oversight and guidance in the development and maintenance of the documents outlining the ESF roles. Participation in the planning process ensures that specific capabilities (e.g., firefighting, law enforcement, emergency medical services, public works, environmental and natural resources agencies) are integrated into a workable plan to safeguard the community. County departments are the coordinating agencies for the provision of county services of some ESFs. In other cases, the county department serves as the primary agency, not because that department provides the service (e.g. transportation), but because the department “speaks the language” of service providers included in the ESF. The department and agency leaders provide strategic guidance and prioritization of resources during preparedness, prevention, protection, mitigation, response, and recovery efforts. Assistance to Local Jurisdiction The responsibility for responding to incidents begins at the local jurisdiction and extends to the county when requested. Significant incidents require a coordinated response across agencies and jurisdictions, political boundaries, sectors of society, organizations, etc. These incidents will require that publicly elected and appointed officials, as well as business owners and community leaders, make difficult decisions for the benefit of the community as a whole. The county is prepared to assist affected jurisdictions with their response and recovery efforts through coordination of assets, mutual aid, personnel, and subject matter expertise. The county is prepared to supplement its emergency resources with those provided by private organizations and volunteers. Standard Operating Guidelines (SOGs) All emergency response organizations in the county maintain current SOGs, resource lists, and checklists required to support those organization’s operations. Delegation of Emergency Authority The chains of succession for the county are established and maintained by each department and agency. 35 F. General Role of State Government As the state's chief executive, the Governor is responsible for the public safety and welfare of the people of Minnesota. The Governor: • is responsible for coordinating state resources to address the full spectrum of actions to prevent, prepare for, respond to, and recover from all hazards to include terrorism, natural disasters, accidents, and other contingencies, • under a Governor’s declaration has powers to make, amend, and rescind orders and regulations, • provides leadership and plays a key role in communicating to the public and in helping people, businesses, and organizations cope with the consequences of any type of declared emergency within state jurisdiction, • encourages participation in mutual aid and implements authorities for the state to enter into mutual aid agreements with other states, tribes, and territories to facilitate resource sharing, • is the Minnesota Commander-in-Chief of state military forces (National Guard when in state active duty or Title 32 status and the authorized state militias), and • requests federal assistance when it becomes clear that state or tribal capabilities will be insufficient, have been exceeded, or exhausted. Minnesota’s HSEM department is responsible for implementing all policy decisions relating to emergency management. These decisions are then relayed to the tasked state agencies. Those emergencies relating to local matters will be coordinated with local emergency management coordinators. G. General Role of Federal Government The federal government is responsible for: • preventing terrorist attacks within the United States through the Department of Homeland Security, reducing the vulnerability of the nation to terrorism, natural disasters, and other emergencies, and minimizing the damage and assisting in the recovery from emergencies, • providing emergency response on federally owned or controlled property, such as military installations and federal prisons, • providing federal assistance as directed by the President of the United States under the coordination of the United States Department of Homeland Security, FEMA, and in accordance with the National Response Framework, • identifying and coordinating provision of assistance under other federal statutory authorities, • providing assistance to State and local governments for response to and recovery from a commercial radiological incident consistent with guidelines as established in the current Federal Radiological Emergency Response Plan and the National Response Framework, • managing and resolving all issues pertaining to the influx of illegal immigrants, and 36 • providing repatriation assistance to U.S. citizens (including noncombatants of the U.S. Department of Defense) evacuated from overseas areas. The U.S. Department of Health and Human Services (DHHS), in coordination with other designated federal departments and agencies, is responsible for providing such assistance. H. Public Safety Enforcement Actions In a large-scale incident, law enforcement resources will quickly become overwhelmed and law enforcement officials will have to balance their resources and efforts between new responsibilities and everyday service demands. The ESF 13 – Law Enforcement and Security may activate mutual aid requests by contacting law enforcement agencies or National Guard resources outside the affected area. Shifts will be assigned and responding law enforcement officers will report to the staging area for assignments. ESF 13 will provide security for the inner and outer sections of the established perimeter. Additional information is provided in the protective actions listed in ESF 13 – Law Enforcement and Security. I. Intelligence and Legal Advice Cottage Grove City Administration will provide legal advice in order to assist the proper delivery of emergency management services in accordance with applicable federal, state and local laws, rules and ordinances, and shall be provided with appropriate directory information to Cottage Grove City Administration staff in order to obtain legal advice. Cottage Grove City Administration Advice During Emergency Situations Cottage Grove City Administration shall designate an attorney in the civil division who shall be the prime attorney with the responsibility of advising Cottage Grove Public Safety Department staff in the event of an event, emergency, or disaster. In addition, Cottage Grove City Administration shall appoint a designee to serve as a backup or an alternative source of advice under such circumstances. Further, Cottage Grove City Administration shall appoint an attorney from the prosecution division for the purpose of specifically providing advice to law enforcement and other related agencies related to the prosecution of individuals (for adult felony and juveniles crimes) taking illegal advantage of the event, emergency, or disaster or otherwise advising City of Cottage Grove staff and the Cottage Grove Public Safety Department on the proper prosecution of individuals during the course of such an event. Individuals appointed by the county attorney shall be provided with adequate training on the special circumstances that may develop during an event, emergency, or disaster situation. Special instructions shall be provided concerning those federal, state, and local laws ordinances and rules and regulations that particularly deal with the obligations and rights of various parties in such a circumstance and particularly as they may relate to the carrying out of emergency management activities by any county departments, more specifically those who are providing services pursuant to the General Plan set forth by emergency management staff and approved by the Cottage Grove Mayor and City Council as more particularly described in ESF’s 1-17. Emergency management services may assist in providing for the cost of such training. Legal Guidance Cottage Grove City Administration staff shall be aware of the various legal implications of the following statutes and how they relate to disaster and emergency situations. These statutes and regulations shall include, but are not limited to: 37 • Health Insurance Portability and Accountability Act (HIPAA) • Superfund Amendments and Reauthorization Act (SARA) Title III • Comprehensive Environmental Response Compensation and Liability Act (CERCLA) • Foreign Intelligence and Surveillance Act (FISA) • The Minnesota Government Data Practices Act (MGDPA) • Minnesota Statutes Chapter 12 • Minnesota Statutes Chapter 299K. Legal Approval for Sharing Intelligence Cottage Grove City Administration will be requested to review opportunities for sharing information and procedures during emergencies and disasters and shall also focus on the following emergency management issues: donation management; continuity of operations; continuity of government; debris management; damage assessment; transportation and security; evacuation; resource management; agricultural and animal; mass care casualty and sheltering; public works critical infrastructure utilities restoration; fire protection; search and rescue; environmental hazard response; public health; public information; incident management; communications; notification warning; and general issues. Cottage Grove City Administration shall also provide legal advice related to child welfare disaster preparedness plans as set forth in the State Department Human Services Bulletin No. 09-68-16, in addition to such other human services plans applicable to emergencies and disasters. 38 IV. CONCEPT OF OPERATIONS A. General The City of Cottage Grove uses the nearest appropriate responder concept (likely to be a municipal, county, state, or nationally available resource) when responding to any threat, event, or disaster. In most situations, City of Cottage Grove departments will be the first and primary responders and will be required to exceed their abilities or deplete their resources before requesting state assistance. Under some rare circumstances, state or federal agencies may have the primary jurisdiction for the overall response effort. However, City of Cottage Grove resources will likely provide the first response for all incidents impacting the jurisdictions. 1. Concept of Operations (CONOP) Terminology Incident – An “incident” is any occurrence that requires public safety response actions to minimize impacts to life, property, economy, and/or the environment. Incidents may last for hours or days (e.g. major fire, ice storm, power failure). Impacts may last for a very long time (bridge collapse, terror attack, train derailment). There may also be several incidents at any given time. While all events, emergencies, and disasters are incidents, all incidents are not necessarily “emergencies” or “disasters” as defined in this plan. Event – For the purposes of Emergency Management, “events” are a class of incident that includes pre-planned or otherwise-anticipated activities. Events often span more than one day. Although most events are not “emergencies” or “disasters” as defined in this plan, the full resources and processes of this AHP are often required to manage such occurrences. For example, the Super Bowl® game is not an “emergency” but would likely require significant resources from multiple agencies from the local, state, government, and private sector. Emergency – An “emergency” is any “incident” that has (or is likely to) rapidly overwhelm the usual and standard resources of the impacted municipalities. Alternatively, an “emergency” is also any “incident” occurring suddenly or of a duration or level of complexity that requires the jurisdiction to seek outside assistance for life safety, incident stabilization, and/or recovery. Disaster – A “disaster” is any “emergency” that overwhelms or threatens to overwhelm the jurisdiction's governance model in such a way as to pose a realistic threat to the ability to provide for the public safety or services without outside assistance. Most commonly in Minnesota, disasters are emergencies that overwhelm the economic capacity of the jurisdiction to function or recover due to damage to critical infrastructure, community lifelines, housing, etc. A catastrophic incident is a disaster that occurs so rapidly that the jurisdiction’s governance and response are immediately and completely overwhelmed. 2. CONOPs Levels of Concern and AHP Activation The Cottage Grove Public Safety Department monitors the citywide situation 24/7. This AHP is operationalized in one of four levels of concern: • LEVEL 4: "Routine Operations" – No additional specific response or notification activities anticipated (routine day-to-day operations). • LEVEL 3: “Limited Activation” – Incidents or potential incidents are occurring that require close monitoring by the Cottage Grove Public Safety Department and/or other agencies. 39 • LEVEL 2: “Partial Activation” – Incidents are occurring or anticipated that are complex or of a nature that will require coordination between multiple agencies and jurisdictions. Outside assistance may be needed. • LEVEL 1: “Full Activation” – Incidents or events are occurring or anticipated that pose a significant threat to overwhelm the capabilities of the City of Cottage Grove. Outside assistance will be needed. 3. Coordinating Instructions The Director of the Cottage Grove Public Safety Department is responsible for coordinating overall plan development and maintenance. Situational awareness within the City of Cottage Grove is maintained and monitored using all available systems and tools. The City of Cottage Grove operates on the Minnesota interoperable radio system called ARMER. All agencies and organizations involved in the execution of this plan are organized, equipped, and trained to perform all designated responsibilities contained in this AHP, and implementing instructions for both response and recovery operations are in compliance with the National Incident Management System (NIMS). Each department is responsible for filling any important vacancies, recalling personnel from leave (if appropriate), and alerting those who are absent due to other duties or assignments. 4. Common Response Doctrine A common response doctrine defines basic roles, responsibilities, and operational concepts for response between all jurisdictions and across all levels of government and with NGOs and the private sector. The overarching objective of response activities centers upon saving lives and protecting property and the environment. The primary foundational doctrine for citywide processes are the concepts of “Leaning Forward” to anticipate and identify needs, coordinate effort, share and obtain necessary resources swiftly, and to involve and consider the Whole Community Approach. Leaning Forward Mutual aid and assistance are part of the normal mode of operation in the City of Cottage Grove. It is not always obvious at the outset whether a seemingly minor event might be the initial phase of a larger, rapidly growing threat and as such, requires that the best practicable coordination efforts begin as quickly as is reasonable. To that end, personnel (as lead agency in ESF 5 – Emergency Management monitor incidents and may assign a 24/7 Duty Officer who is able to make all necessary notifications and begin a large-scale coordinated response. In practice, many incidents require virtually reflexive activation of inter-agency coordination protocols to forestall the incident from becoming worse or to surge more aggressively to contain it. Local agencies (law enforcement, fire, EMS, Emergency Management, etc.) typically act on independent authority as the initial and the primary responder. Incidents that require more systematic response efforts are actively coordinated through the appropriate mechanisms described in this document and in its supporting ESFs/Appendices/Annexes. MN Statutes Chapter 12 lays out requirements and protections for inter-jurisdictional emergency assistance 40 and mutual aid. Should an event or incident threaten to exhaust local resources or pose unusual levels of risk, notification to the MN State Duty Officer begins the process of initial coordination of incident assessment and response efforts. To help this to occur seamlessly—without the need for any formal trigger mechanism—the MN State Duty Officer routinely monitors emergency responses throughout the state and the region and will often contact local jurisdictions early in the response. Within Minnesota, counties provides specific services for many jurisdictions, including Public and Environmental Health, Community Human Services, adult and juvenile detention and corrections facilities, Community Corrections, court services (in cooperation with the state court system), Sheriff’s Office (with jurisdiction over all bodies of water, specialized emergency services, intelligence gathering and analysis, court security, and contract law enforcement services for many municipalities), emergency dispatch and 9-1-1 Public Safety Answering Points (as well as overall radio systems services), Public Works support, and Emergency Management support. Incident Command will be established at the scene by the local responders and primary operations will occur there. As part of the doctrine of "Leaning Forward", ESF 5 – Emergency Management is always activated. During any incident that might rise to the point of impacting the routine function of any municipality, ESF 5 personnel will actively monitor the situation in real time and/or physically respond to the incident scene in order to gather detailed situational awareness. For larger or more complex incidents, ESF 5 will stand-up operations at the EOC to coordinate activities with other municipalities, county agencies, and/or ESFs. Whole Community Approach To the extent practicable, all members of our community are considered in planning, response, and recovery. The Cottage Grove Public Safety Department provides information to the public to aid in their personal preparations. Community meetings, classes, World Wide Web presence, and social networking are among the many methods used to help people to help themselves. The Cottage Grove Public Safety Department meets regularly with local and regional EM agencies, state and federal law enforcement, and homeland security partners. The Cottage Grove Public Safety Department holds regular meetings with representatives of various groups representing a large cross section of our community, including private sector, utilities, NGOs, and the access and functional needs community. These meetings include providing briefings on the overall status of the City of Cottage Grove and receiving information on the concerns and needs of the population. In all plans, the functional needs of the community are considered and adaptations are made for shelters, relocations centers, family assistance, etc. to cope with those needs, the needs of children, and to be cognizant of service and companion animals. While we realize that catastrophe or unforeseen circumstances will pose difficulties even with these considerations, we believe that by keeping such concepts at the forefront of our planning, our response will be improved. 41 General Guiding Principles Five elemental principles of operation support our planning and response doctrine. They are: • engaged partnerships, • tiered response, • scalable, flexible, and adaptable operational capabilities, • unity of effort through unified command, and • readiness to act. Engaged Partnerships Effective response activities begin with a host of preparedness activities conducted well in advance of an incident. Preparedness involves a combination of planning, resources, training, exercising, and organizing to build, sustain, and improve operational capabilities. Preparedness is the process of identifying the personnel, training, and equipment needed for a wide range of potential incidents and developing jurisdiction-specific plans for delivering capabilities when needed for an incident. In addition to the SOPs of each department in the City of Cottage Grove, specific sectors have specific plans that support the response and recovery efforts: • Each school and higher education organization has site-specific emergency plans and procedures. • Each hospital has emergency plans, including plans that describe how health care organizations will handle mass casualties, hazardous materials decontamination, etc. • Utility providers have site-and-sector-specific emergency plans. While no nuclear power plants are located within the City of Cottage Grove, the region actively participates with the state in ingestion pathway preparedness. Tiered Response Incidents must be managed at the lowest possible jurisdictional level and supported by additional capabilities when needed. Under the “Leaning Forward” doctrine, we do not wait until agencies are overwhelmed before requesting resources from another level of government. Incidents begin and end locally, and most are wholly managed at the local level. In the City of Cottage Grove, incidents routinely require unified response from nearby local and county agencies. When, in the opinion of those in command of the incident the usual response assets may not be enough, or when incidents threaten to become large or very complex, the on-scene commander will request additional assistance as needed. Scalable, Flexible, and Adaptable Operational Capabilities As incidents change in size, scope, and complexity, response and recovery activities must adapt to meet requirements. The number, type, and sources of resources must be able to expand rapidly to meet needs associated with any given incident. Similarly, as incidents stabilize, resources must be released to their normal service in a timely fashion. Agencies and organizations consider this principle in all aspects of training, exercising, and equipment acquisition. 42 Adherence to NIMS principles increases the likelihood of coordination across all levels of government. Once response activities have begun, on-scene actions are based on ICS principles. To save lives and protect property and the environment, decisive action on scene is often required of responders. Command is responsible for not only establishing immediate priorities for the safety of the public, but also for the emergency responders and workers involved in the response; adequate health and safety measures must be in place. The IC should ensure that each incident has a designated Safety Officer who has been trained and equipped to assess the operation, identify hazardous and unsafe situations, and implement effective safety plans. Clear, focused communications processes are necessary for effective action. An effective response relies on disciplined processes, procedures, and systems to communicate timely, accurate, and accessible information on the incident's cause, size, and current situation to the public, responders, and others. Well-developed public information, education strategies, and communication plans help to ensure that lifesaving measures, evacuation routes, threat and alert systems, and other public safety information are coordinated and communicated to numerous diverse audiences in a consistent, accessible, and timely manner. Unity of Effort Through Unified Command Effective Unified Command is indispensable to response and recovery activities and requires a clear understanding of the roles and responsibilities of each participating organization. Success requires unity of effort, which respects the chain of command of each participating organization while harnessing seamless coordination across jurisdictions in support of common objectives. NIMS, in general, and the ICS is the basis for all critical incident planning, response, and recovery. Unified command allows all agencies with jurisdictional authority and/or functional responsibility for the incident to provide joint support through mutually developed incident objectives and strategies established at the command level. Each participating agency maintains its own authority, responsibility, and accountability. Readiness to Act For individuals, households, and communities to county, state, and federal governments, all response depends on the instinct and ability to act. Effective assistance requires a forward- leaning posture for incidents that have the potential to expand rapidly in size, scope, or complexity, and for no-notice incidents. All members of the community must be willing and ready to react. 5. Core Capabilities Emergency Management and overall community resilience are based on five major Mission Areas. These areas are: • Prevention • Protection • Response 43 • Recovery • Mitigation This City of Cottage Grove AHP deals primarily with the Response mission, but integrates the other four mission areas: • Prevention: Response organizations coordinate with those responsible for preventing acts of terrorism to understand the potential and specific threats and to prepare accordingly. All Prevention activities are based on and enhance the preparedness activities of law enforcement and other response partners for all other hazards, leveraging city resources to deal with common threats while preparing for crisis situations. All Response Mission Area capabilities are available in the event efforts to prevent a terrorist attack fail. When the Response activities identified in this plan are occurring, whether due to an act of terrorism or some other type of incident, terrorism prevention activities continue. • Protection: Efforts to protect people, communities, critical infrastructure, and key resources are inextricably linked to response activities. Responders, government agencies, etc. support the Protection Mission Area and rely on protective activities before, during, and after an incident. This Plan enhances the City of Cottage Grove’s resilience by coordinating and preparing for all hazards. • Recovery: While resilience is the overall goal of all emergency planning, Recovery is the goal of response. The Response and Recovery Mission Areas overlap and include some of the same people and agencies. ESF 14 – Long-Term Community Recovery specifically addresses the Recovery Mission Area. • Mitigation: Reducing risk through the hazard mitigation lessens the impact of incidents and the requirements for response capabilities. Integrating Core Capabilities in this AHP Depending on the size, scope, and magnitude of an incident, communities, county agencies, and even the state or federal partners may be called into action. The National Response Goal promulgated by the President of the United States identifies 14 Core Capabilities to enable coordinated action to deal with emergencies. Eleven (11) Core Capabilities support lifesaving and sustaining activities, stabilizing the incident, and meeting basic human needs. The other 3 Core Capabilities are common to not only these Response missions, but also span the Planning, Prevention, Recovery, and Mitigation missions. The scope and capacity of agencies in the City of Cottage Grove that contribute to Core Capabilities is based on the ongoing assessment of risk to the City of Cottage Grove. Integrating Core Capabilities in the Whole Community Achieving each Core Capability’s objectives requires a variety of functions and resource providers in both the public and private sector. No single Core Capability is the responsibility of any one agency or level of government. Each requires an integrated approach that maximizes the abilities of various elements in the whole community, from individuals to city government and, in many cases, regional jurisdictions, state, and federal government as well. The City of Cottage Grove must be prepared to deal not only with the normal incidents that first responders handle every day, but also with events that increase in scope and complexity, including incidents with truly catastrophic properties. 44 Integration of the Private Sector in the Core Capabilities The private sector includes businesses (both for profit and nonprofit), associations, academia, and industry. Private sector organizations may be involved in incidents in several capacities. They contribute to the Prevention Mission Area by working closely with law enforcement and regulatory agencies. They are a critical component of the Protection, Response, and Recovery Mission Areas through their contributions to the maintenance of this AHP and their activities in assistance to traditional responders in the event of crisis. 6. Common Operational Structure All EM activities in the City of Cottage Grove are based upon a common structure; the following activities apply specifically to the City of Cottage Grove’s Cottage Grove Public Safety Department and, in general, to all agencies involved in the overall emergency management enterprise. a. Pre-Incident: Prevention activities • Compliance with national standards and federal, state, and local laws • Legislative awareness • Continuing education and training • THIRA and HIRA • Preparedness report and gap analysis • Training and exercise plans • Continuity of Operations Plan development and maintenance • Continuity of Government Plan development and maintenance • Hazard Mitigation Plan development and maintenance • Emergency Operations Plan development and maintenance b. Preparedness: Conducting Training and Exercises • Analysis • Situational awareness and monitoring • General public information • Alerts and warnings • Communications • Operational readiness/maintenance of technology and equipment c. Response: Information/Situational awareness to leadership • Public information • On-scene assistance • Municipal coordination • Countywide coordination • Statewide coordination 45 • National coordination • Shelter-in-place/evacuation decision • Relocation • Shelter, reunification, and Family Assistance Centers d. Recovery • Re-entry • Restoration of services/utilities • Reunification centers • Debris management • Short-term recovery • Temporary housing • Long-term recovery • After-Action Review (AAR) report and analysis e. Mitigation • Flood management • Critical infrastructure and key resources assessment • National Flood Insurance Program • Training and education (public) • Codes B. Coordination, Direction and Control 1. Coordinating Agencies The City of Cottage Grove Emergency Manager designates the coordinating agencies for each ESF to coordinate the activities of those specific responses. Coordinating Agency Listing for All-Hazard Plan EMERGENCY SUPPORT FUNCTION/APPENDIX COORDINATING AGENCY ESF 1 – Transportation Cottage Grove Public Safety Department ESF 2 – Communications Cottage Grove Public Safety Department ESF 3 – Public Works and Engineering Cottage Grove Public Works ESF 4 – Firefighting Cottage Grove Fire Department ESF 5 – Emergency Management Cottage Grove Public Safety Department ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services Washington County Community Services ESF 7 – Logistics Management and Resource Support Cottage Grove Public Safety Department ESF 8 – Public Health and Medical Services Cottage Grove Public Safety Department 46 ESF 9 – Search and Rescue Cottage Grove Public Safety Department ESF 10 – Oil and Hazardous Materials Response Cottage Grove Public Safety Department ESF 11 – Agriculture and Natural Resources MN Department of Agriculture ESF 12 – Energy and Utilities Cottage Grove Public Works ESF 13 – Law Enforcement and Security Cottage Grove Police Department ESF 14 – Long-Term Community Recovery Washington County Community Services ESF 15 – External Communications and Public Information Cottage Grove Communications Division ESF 16 – Warning and Notification Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) ESF 17 – Animal Services MN Animal Disaster Coalition Upon activation of the EOC, the primary agency for the given ESFs will send representatives to the EOC to coordinate activities. The coordinating agency will identify an ESF Coordinator and which primary and support agencies are required at the EOC. The coordinating agency for the ESF will be responsible for collecting all information related to the disaster and providing it to the situational analysis team or executive leadership in the EOC. 2. Intergovernmental Mutual Aid Mutual aid agreements and memoranda of understanding are essential components of emergency management planning, response, and recovery activities. These agreements provide reciprocal emergency aid and assistance during an event, emergency, or disaster. They can increase available resources and improve response and recovery efforts. General Mutual Aid City of Cottage Grove departments are part of several mutual aid agreements authorizing inter- jurisdictional assistance (mutual aid) in the event of emergency request for such aid. Minnesota Statutes Chapter 12.27 authorizes such mutual aid for EM and emergency response. At the state level, the Director of HSEM as the Governor’s Authorized Representative (GAR) performs policy-making authority and commitment of state resources at the State of Minnesota Emergency Operations Center (SEOC). Coordination of regional and multi-regional protective actions will occur between all impacted risk counties, other states, and the SEOC under the direction and control of the GAR. In addition, counties that are not impacted by an event, emergency, or disaster may be requested by the GAR to activate their emergency operating centers to provide emergency assistance. In the event federal assistance is required, the State Coordinating Officer (SCO) will interface directly with representatives of the federal government. If the SCO determines that the span-of- control needs to be broadened, they may designate one or more Deputy SCO’s to ensure coordination between federal and state agency representatives and to anticipate any needs or conflicts in the response or recovery phases as they progress. 47 Emergency Management Assistance Compact (EMAC) EMAC is a mutual aid agreement and partnership among states to allow for the exchange of resources when state and local resources are overwhelmed, and federal assistance is inadequate or unavailable. Requests for EMAC assistance are legally binding, contractual arrangements which requires soliciting states to be responsible for reimbursing all out-of-state costs and be liable for the actions and safety of out-of-state personnel. Providing assistance to other states through EMAC is not an obligation. Federal Level Through the NRF, the federal government provides assistance using 15 federal ESFs. These ESFs will establish liaison with Minnesota representatives in the SEOC. If the disaster is major or catastrophic, HSEM will contact FEMA and request a federal liaison or alert them that the Governor may submit a formal request for federal assistance. If the president authorizes federal assistance, a Federal Coordinating Officer (FCO) is appointed. The FCO is authorized to use the full authority of the Robert T. Stafford Disaster Relief and Emergency Assistance Act to reimburse response and recovery claims against the Disaster Relief Fund. Additionally, the Stafford Act provides funding to assist communities in mitigating the impact of future events. Requesting Mutual Aid All mutual aid requests should be coordinated through the Cottage Grove Public Safety Department, the ECRC, or the EOC if activated. The recipient shall be responsible for keeping all parties advised of the status of mutual aid activities. If assistance is needed to coordinate mutual aid, the City of Cottage Grove can request coordination assistance from HSEM. 3. Communications ESF 2 – Communications provides information and guidance concerning available communications systems and methods in the City of Cottage Grove, including: • dissemination of emergency information to response organizations and government, • information flow and management to and from the EOC, • communications interoperability among response units, • primary and backup communications systems, • telecommunications and information technology resources, and • emergency warning and notification. ESF 15 – External Communications and Public Information provides information on and the dissemination of information to the public for the purpose of protective action guidance and ongoing emergency information. This information is focused on the minimization of confusion, misinformation, and rumors during times of an event, emergency, or disaster. 48 City of Cottage Grove Warning Point The ECRC serves as the City of Cottage Grove Warning Point. The ECRC provides the city with a single point to disseminate information and warnings to government officials that a hazardous situation could threaten the general welfare, health and safety, and/or property of the population. The ECRC is equipped with multiple communication networks, auxiliary power, and capabilities that ensure the broadcast of pertinent information the targeted audience in a timely manner. A list of these capabilities is provided in ESF 2 – Communications and below: Communications Communication: ARMER Radio System: Police, Fire, EMS, and Public Works 800 MHz radios Priority: High Type: Voice Quantity: Description: Internal Use, External Use, Mobile, Secure Communication: Cottage Grove Public Works Truck Radios Priority: High Type: Voice Quantity: Description: Internal Use Communication: Washington County Sheriff's Office Priority: High Type: Other Quantity: Description: Internal Use, External Use, Mobile - • Emergency Communications Response Center (ECRC) • IPAWS • CodeRED for Alerts, Warnings, and Messages Communication: Outdoor Warning Sirens Priority: High Type: Other Quantity: 12 Description: External Use The ECRC has Standard Operating Guides (SOGs) to notify and warn officials and the general public of emergency and disaster events that occur in the City of Cottage Grove. In addition, these SOGs also identify actions to be taken based off types of incidents. Notification lists for agencies and individuals are maintained by the ECRC. 49 Developing or existing emergency conditions which should be reported to the ECRC include those that have or may result in multiple loss of life, environmental or property damage, or evacuation of a populated area whether or not State or Federal resources are needed to support local emergency response efforts. Coordinators and other EOC Representatives are kept informed of potential events by the Emergency Manager of the City of Cottage Grove. Warnings are accomplished in various ways depending on the people who need to be warned and the time available. The Emergency Manager or the IC can initiate warnings and notification procedures. The following list identifies warning methods during an event. Any or all may be used. • Activation of the Emergency Alert System (EAS) • Information statements released to the local media • SMS text services administered by City of Cottage Grove or law enforcement • Public address systems of public safety vehicles • Door-to-door contacts • Alert Messaging System • Social Media • Outdoor warning sirens People in the threatened areas with vulnerable needs may be notified by any of the methods outlined above. Hotels, motels, and Chambers of Commerce will assist in notification of tourists visiting the area. Most of the other warning systems previously listed would also reach some visitors to the city. The ECRC is responsible for network control and conducts routine tests to ensure operational readiness. 4. Incident Management System All incidents in the City of Cottage Grove are managed using the tenets of NIMS that establish a common management doctrine nationwide. Addressing incident management from planning to communications to in the field, one critical component is ICS that sets up a structure for management at the scene of an emergency and situational awareness away from the scene. NIMS and ICS details may be obtained from: https://www.fema.gov/national-incident- management-system. Incidents are often managed from multiple physical locations. The responsibilities of Incident Management at these locations differ. In general, the most direct management takes place at or near the scene of the incident and is managed from an Incident Command Post (ICP). If the incident is complex or occurs across multiple jurisdictions or locations, each of these locations may have its own ICP. The interactions between the ICP(s) and those who set policies and priorities for the overall jurisdiction are managed at the City’s EOC. Additionally, specific agencies often have many tasks to perform. In this case, agency staff may gather and coordinate their own work at their own Departmental Operations Center (DOC). 50 NIMS and ICS provide a common structure and doctrine for ensuring that the activities at all potential locations are coordinated and mutually supportive. Initial Notification, Alert, and Warning a. Preplanned/Anticipated Events i. If a large event is scheduled in any jurisdiction, notice should be provided to the Cottage Grove Public Safety Department. ii. The scheduling entity must provide this notification early in the planning process. iii. The Cottage Grove Public Safety Department will provide informational notification to the City of Cottage Grove, to the Mayor and City Council, and all departments and leadership. b. Incidents or events that are likely to be in “the public eye” or that might inconvenience the public (planned or unplanned) The Cottage Grove Public Safety Department will coordinate with the ECRC and City Communications to ensure: • early and accurate information about the event and potential impacts are disseminated to the public, and • concerns before, during, and after the event are addressed accurately and in a timely manner. Initial (Tactical) Incident Command • The first agency arriving at the scene assumes the initial role of Incident Commander. • Each agency uses their specific standard operating guidelines and/or procedures for: o the transfer of command at the scene to higher levels of authority, o the establishment of unified command when multiple disciplines are involved at the scene, and o general scene operations. • The on-scene Incident Commander is responsible for: o developing and carrying out plans to stabilize the incident, and o providing tactical command and control of the incident scene. Citywide Activity Coordination On-Scene Coordination: • EM staff typically respond to incident scenes to gather situational awareness and intelligence. • In the case of multiple locations or multiple EOC activations, EM staff will go to the various venues in rotation. • Report directly to the EOC if activated. • If no EOC activation, report to the Emergency Manager. 51 City of Cottage Grove Policy Group: • The Policy Group includes elected and appointed officials—such as the Cottage Grove Mayor and City Council and the City Administrator—and recommend, as needed, response and recovery policies and priorities to city leadership. • These elected officials enact emergency governmental activities such as ordinances for the city and Declarations of Local Emergency. • The Policy Group establishes and acts on legal authorities. City of Cottage Grove EOC Director: • The EOC Director is the person assigned to manage all aspects of the EOC with coordination and strategic planning to support incident response. • The EOC Director is not an Incident Commander, but rather manages activities of the entire jurisdiction in support of the Incident Commander and copes with other impacts of the incident. • Reports to the Policy Group. City of Cottage Grove EOC Operations: • Establishes regular contact with the on-scene Incident Commander. • Responsible for developing intelligence, situational awareness, and a common operating picture. City of Cottage Grove EOC Planning: • Responsible for anticipating upcoming needs and ensuring that currently needed resources get where they need to be. • Develops a written Incident Action Plan for the incident. City of Cottage Grove EOC Logistics: • Resource management will be handled by the city departments responsible for identifying resources on hand as needed by the Incident Commander and/or for needed resources not on hand. • Responsible for the physical functions of the EOC itself. City of Cottage Grove EOC Finance: • Responsible for tracking all costs related to the incident and for ensuring that all financial matters related to the incident are handled in accordance with applicable state and federal law. • Procurement is responsible for obtaining and/or contracting for needed resources not on hand. The county EOC, if activated, provides a location for county agencies and other support agencies to support affected jurisdictions and to coordinate the county response: • Coordinate between multiple jurisdictions • Gather, process, and analyze data to create good situational awareness countywide • Settle priority disputes, set policy, process resource requests, etc. • Coordinate public information 52 • Coordinate with the private sector, NGOs, and state and federal agencies • Establishes regular contact with Municipal EOCs and the on-scene Incident Commander. Typical Decisions for the Policy Group: • Set and communicate jurisdiction wide priorities • Close municipal/county offices or facilities? • Close schools? • Authorize overtime for government employees? • Ensure compliance with employment rules and laws • Cancel public events? • Enact curfews? • Ensure that a joint information system is established between impacted jurisdictions • Close roads? • Approve contracts • Establish spending authorities and approve emergency purchases • Authorize temporary emergency reassignment of employees to other departments? • Establish long-term recovery planning committee Typical Decisions for EOC Directors: • Ensure transit needs and advise Policy Group regarding transit impacts • Address short-term housing needs • Identify and open shelters • Identify and open Family Assistance Centers • Work with Policy Group on long-term recovery • Review, approve, and promulgate Incident Action Plans • Approve messaging • Recommend contracts • Assure the Debris Management plan is activated • Conduct Initial Damage Assessment • Conduct Initial Impact Assessment 5. Notifications and Activation of the AHP General Process for Notifying Responders and Leadership The primary method of notification to response, planning, and regulatory agencies is via email, voice, and text messages. The ECRC and the City of Cottage Grove maintain notification systems that provides notification messaging and that can be activated from multiple points. Predesignated message templates are in place for anticipated notices, and the system also allows for easy creation of text and voice messages. 53 Notifications will be made by the Incident Commander to the city’s Emergency Manager, Director or Deputy Directors of Public Safety, City Administrator, Cottage Grove Mayor and City Council, and/or relevant Department Directors when the AHP is activated. Additionally, and if applicable, notifications will be made to the county including, but not limited to, the Washington County Sheriff’s Office, Emergency Management, the Director of Public Health, and Public Works. Initial Activation Steps Routine Monitoring • Cottage Grove Public Safety Department staff routinely monitor communication systems, public safety radios, weather, and media. • Cottage Grove Public Safety Department gathers situational intelligence from various open sources and receives informational updates from law enforcement, fire, EMS, public health, and other entities. • Cottage Grove Public Safety Department staff may be the first to identify a potential situation of greater than normal concern. • Cottage Grove Public Safety Department staff are empowered to activate the AHP as determined by analysis. Contact the ECRC • Emergencies of all types will be reported by the affected party to the local Public Safety Answering Points (PSAP), which for the City of Cottage Grove is the ECRC. Typically, this notification will be performed by calling or texting 9-1-1 or via the activation of automated alarm systems. • In some cases, emergency response personnel may be the first people to identify that an incident is occurring. In those cases, response personnel will notify the ECRC via radio, computer, or phone. As soon as practicable, notifications should be made to the Cottage Grove Public Safety Department on-duty supervisor or Command Staff. Notification of Employees • The Cottage Grove Public Safety Department has the technology and procedures for notifying Cottage Grove city employees of incidents that may necessitate activation of the AHP, opening the EOC, and requesting assistance from any and all departments. 6. Joint Information System (JIS) for Public Information Providing timely, accurate, and consistent information to the public is critical to managing any incident. The City of Cottage Grove Communications Division has a designated PIO. Most agencies involved in emergency management in any capacity also have PIOs. Coordinated messaging and active rumor control is achieved through a common Joint Information System (JIS). a. Joint Information System (JIS) A Joint Information System (JIS) will be established for any incident involving multiple 54 jurisdictions/agencies and/or that are deemed to be extremely complex. Municipal JIS The JIS for a municipality will be under the direction of a lead PIO designated by the Incident Commander, the City Administrator, or the Director of Public Safety. The PIOs for all responding agencies and organizations will coordinate their messages through the JIS. County JIS When multiple county departments are involved in supporting a municipality’s incident, or if the incident is complex, a county JIS will be established under the direction of the county. A county designee will serve as the lead PIO for the county JIS and each agency/department PIO will coordinate messaging through that entity. b. Joint Information Center (JIC) When necessary, a formal location will be identified and made available to the JIS and representatives of the media at which common, coordinated, and accurate information can be exchanged. This facility is called a Joint Information Center (JIC). Depending on the location, size, and complexity of the incident, the JIC will be established in a location that is convenient to all parties. c. Role of the PIO(s) i. Identify and provide accurate information to spokespersons. ii. Gather/receive information from subject matter experts. iii. Coordinate with other PIOs involved to ensure consistency. iv. Monitor traditional and social media to identify rumors, unclear statements, and misinformation. v. Develop public information/media statements. vi. Unless directed otherwise, the release of information to the public or media by City of Cottage Grove personnel will be handled through the City Communications Manager. d. Role of Spokespersons i. Provide a calm, credible source of information. ii. Work with PIO to develop and deliver messages. iii. When practicable, the spokesperson should be a subject matter expert or senior official. 7. Joint Field Office The emergency recovery process is initiated when the President of the United States issues a Major Presidential Disaster Declaration. Such a declaration makes available a series of federal disaster assistance programs to aid the State in its recovery from a disaster situation. The basis for the declaration is the determination by the President that the disaster is of such severity and magnitude that response is beyond State and local capabilities. The field recovery operation will 55 be conducted in accordance with the most current edition of the State of Minnesota Emergency Operations Plan (MEOP) as well as other recovery plans and procedures. Once a field office has been established in the City of Cottage Grove, the Cottage Grove Public Safety Department will provide the proper liaisons to the appropriate field office operations. The organizational structure for recovery is under the leadership of the State Coordinating Officer (SCO). Once a federal disaster declaration has been issued, the SCO consults with a Federal Coordinating Officer (FCO). In addition, a Governor's Authorized Representative (GAR) is designated in the FEMA-State Agreement and is responsible for compliance with that Agreement. During a recovery operation, the SCO usually appoints a Deputy SCO who represents him/her at the Joint Field Office. The Deputy SCO is responsible for the establishment and management of State operations in the Joint Field Office and coordination between State and Federal programs. C. Prevention The City of Cottage Grove's prevention goals are to avoid an incident, intervene, or stop an incident from occurring. To accomplish these goals the following strategies will be used: • Expand regional collaboration • Implement the National Incident Management System (NIMS) and National Response Framework (NRF) • Strengthen information sharing and collaboration capabilities • Strengthen interoperable and operable communications capabilities • Strengthen medical surge and mass prophylaxis capabilities • Strengthen planning and citizen preparedness capabilities • Increase coordination with the Minnesota Fusion Center, which is a section of the Minnesota Bureau of Criminal Apprehension (BCA) that collects, evaluates, analyzes, and disseminates information regarding organized criminal, terrorist, and all-hazard activity in Minnesota while complying with state and federal law to ensure the rights and privacy of all Minnesota Fusion Center The ability to share intelligence information quickly and accurately among state fusion centers and emergency operation centers is crucial in preventing potential criminal and terrorist acts. The primary components of a fusion center are situational awareness and warnings that are supported by law enforcement intelligence, derived from the application of the intelligence process, where requirements for actionable information are generated and information is collected, integrated, evaluated, analyzed, and disseminated. Important intelligence that may forewarn of a future attack may be derived from information collected by several diverse entities. D. Preparedness The goal of preparedness for the City of Cottage Grove's is to help ensure a timely and effective response to, recover from, and mitigation of the impacts and consequences associated with an 56 event, emergency, or disaster. To facility this goal, key abilities and weaknesses must be assessed. In order to address Core Capability objectives, the following activities will be prioritized: • Hold an exercise or training activity to test the planning or operational components of the AHP • Participate in capability assessments at regional and county levels • Establish an inclusive planning process using the Whole Community Approach 1. Resource Management and Credentialing Resource Management Each department tasked within this plan is responsible for developing and maintaining applicable resource lists. These lists should follow established city protocols for maintaining resource lists. At a minimum, full resource lists (including all city resources) should be provided to Cottage Grove Public Safety Department and the ESF 7 – Logistics Management and Resource Support coordinating agency. The following lists should include points of contact, geographic location(s), and operation area(s) for: a. Vehicle inventories b. Personnel c. Equipment d. Equipment operators e. Suppliers/Contractors/Vendors f. Resources in adjacent jurisdictions that could be used during a disaster—if applicable g. Staging areas for internal and external response h. Services/Contracts/Mutual Aid Agreements i. Facilities, including a list of critical facilities having priority for restoration of utilities during emergencies Credentialing The City of Cottage Grove credentials employees and volunteers when appropriate. It is at the discretion of the Incident Commander or the Cottage Grove Public Safety Department to identify expedient or applicable means of credentialing staff. The City of Cottage Grove follows their designated policy as a guide to ensure that personnel resources requested to assist are adequately trained and skilled. 2. Plan Maintenance and Oversight This City of Cottage Grove AHP is regularly maintained and updated on an as-needed basis. The method of update and editing is as follows: • Critical/Real-Time Updates: Phone numbers, names, addresses, capabilities, etc. that are critical to the effective application of this plan are updated as they are received. 57 Notice of critical changes are disseminated to relevant personnel via email. Significant changes are also briefed at regular meetings. • Annual Updates: All parties with roles in this plan provide updates to the Cottage Grove Public Safety Department on a regular basis. These are entered into a digital planning system by Cottage Grove Public Safety Department staff. On an annual basis, the AHP is reviewed, revised as needed, and posted on the city’s SharePoint site: o A full copy of this AHP is made available via secure means to applicable parties. This copy contains security sensitive information that is validated by the City of Cottage Grove and redacted from public copies. Redacted information includes non-public personal data, specific activation processes and routes, and specific information that relates to physical security issues. o A copy of the AHP is made available to the public through a request to the City of Cottage Grove. This City of Cottage Grove AHP is maintained through the input and oversight of the Emergency Management Planning Team and the whole community including, but not limited to: • City of Cottage Grove EM Staff • ESF Coordinators • Relevant city departments • Non-governmental organizations • Utilities • Private sector • Regional EM staff This City of Cottage Grove AHP is maintained on an interactive planning software system, hosted and backed up remotely in a secure facility. Persons with the appropriate security assignments will routinely edit the plan for issues such as misspellings; typographical errors; changes in title, name, date, phone numbers, email or physical address, etc. At least annually, the plan will be converted to a printable format such as .pdf and posted on the city’s SharePoint site. A public version of the plan will have redacted from it all security and data- privacy related information, but will otherwise be full and accurate. Tasked departments are responsible for maintaining internal plans, standard operating guidelines and/or procedures, and resource data to ensure prompt and effective response to an incident of significance. Tasked departments will notify the Cottage Grove Public Safety Department of any necessary changes or revisions to this AHP. 3. Public Information Before an event, emergency, or disaster occurs, public information is critical for the public to take necessary protective actions. The City's Communications Division focuses on how to better communicate emergency information to the public before, during, and after a disaster. Particular attention will be given to strategies that enhance awareness of the evacuation process, road conditions, shelter status and re-entry issues, and how to communicate information to people during evacuation. • The PIO will work closely with the Incident Commander and the Emergency Manager and will be the primary resource for providing disaster-related information to the public. 58 This includes information about all preparedness, prevention, protection, mitigation, response, and recovery activities. Following a disaster, the public will be informed where they can access disaster-related preparedness, prevention, protection, mitigation, response, and recovery information. • Pre-scripted public messages are maintained by the Cottage Grove Public Safety Department and the ECRC. • The PIO will be responsible for collecting information, preparing releases for the media, and responding to requests for information and interviews. • The Cottage Grove Public Safety Department will prepare pre-scripted news releases that can easily be edited to include disaster specific information. • The PIO will, upon approval of the Incident Commander, send disaster updates to local media outlets and to the SEOC if applicable. • Additional information is provided in ESF 16 – Warning and Notification with close coordination between affiliated agencies. 4. Plan Training and Exercise Exercises are a key component in improving all-hazard incident management capabilities. The Cottage Grove Public Safety Department participates on an ongoing basis in a range of exercises, including multi-disciplinary and multi-jurisdictional exercises that are designed to improve integration and interoperability. The Cottage Grove Public Safety Department maintains a Training and Exercise Plan that is updated on a regular basis, and copies of this plan may be requested. This AHP will be exercised at least annually either through a tabletop, functional, full-scale exercise, or training activity. All exercises will be scheduled and conducted in accordance with the Homeland Security Exercise Evaluation Program (HSEEP). The City of Cottage Grove continues to implement an EM training and exercise program, consistent with NIMS, for incident management organizations and personnel. Elements of the program include: • Multi-disciplinary and multi-jurisdictional interaction, including involvement with private- sector and non-governmental organizations, during realistic exercises. • Standard courses on incident command and management, incident management structure, and operational coordination processes and systems. • Courses focused on discipline and agency-specific subject matter expertise. City of Cottage Grove further requires courses for public safety personnel to ensure NIMS compliance at all levels of response. The following courses are required: • ICS 100: Introduction to the Incident Command System • ICS 200: ICS for Single Resources and Initial Action Incidents • IS 700: National Incident Management System, An Introduction • IS 800 - National Response Framework, An Introduction After Action Review Reports and Corrective Action Plans After each exercise, the lead department performing the exercise will conduct an evaluation of the effectiveness of the exercise. This information will be incorporated into future plan revisions 59 and updates by the Cottage Grove Public Safety Department. This will be accomplished by drafting an AAR which may include, but not limited to: • Changes to plans/procedures • Acquire new or replace outdated equipment/resources • Train/Re-Train personnel • Following actual events, the same procedure will be used and will be led by the Cottage Grove Public Safety Department. E. Response The City of Cottage Grove must be prepared to respond quickly and effectively on a 24-hour basis to developing events. The primary goal of the City's response operation is to ensure a timely and effective response to the many consequences that may be generated by an event, emergency, or disaster. When an event or potential event is first detected, a series of actions will take place to ensure an effective and efficient response operation. 1. Multi-Agency Coordination System Planning and operations for incidents and events will follow the National Incident Management System (NIMS) and the Incident Command System (ICS). For any event requiring coordination between multiple agencies and/or multiple jurisdictions, a formal Incident Action Plan (IAP) should be prepared by the Planning Section, approved by the Incident Commander, and distributed as necessary (to response personnel and the EOC if applicable). On-Scene Incident Management Incidents will be handled at the least complex level of coordination practicable. In most cases, a local on-scene Incident Command Post (ICP) will be established. For incidents that have the potential to expand in size and complexity, a mobile incident command vehicle may be requested. Representatives of agencies with operational and planning responsibility at the scene will gather at this location to coordinate their activities using the tenets of the ICS (either single command or Unified Command). During such events, the Incident Commander (IC) or Unified Command (UC) will determine the need to open the EOC of the affected municipality in support of an event or incident. If one or more EOCs are opened, a Multi-Agency Coordinating Center (MACC) may need to be established. Emergency operations and the operational planning for the incident or event will follows a common structure that reflects the ongoing planning cycle. EOC Incident Management and Operational Level Support for complex and expanding incidents occurs in either the municipal EOC, the County EOC, or both. We recognize that not all situations rise to a level that requires the use of all aspects of this plan and that "emergency" can be a broadly defined term. The concept of "Leaning Forward" anticipates that certain special events that are not emergencies will also require careful attention. 60 LEVEL 4: "Routine Operations" - No additional ESFs anticipated (routine day-to-day operations) • Initiating Conditions: Engage in routine activity. When an event occurs or has the potential to occur that is outside of the normal activity, actions might include special planning, alert, notification, and situation reporting. • Recommended Cottage Grove Public Safety Department Activities: Maintain a common operating picture. Monitor local, state, and national situation. Engage in routine activity. When an event occurs or has the potential to occur that is outside of the normal activity, actions might include alert, notification, and situation reporting in coordination with Cottage Grove City Administration. LEVEL 3: “Limited Activation” • Initiating Conditions: Emergency incidents and potential incidents requiring close monitoring of the situation by elements of one or more ESF. Typically, ESF 5 – Emergency Management staff leaves regular duties and directly monitors this situation. • Recommended Cottage Grove Public Safety Department Activities: Notification may be made to Cottage Grove City Administration, Mayor and City Council, and Department Directors via email or phone. An on-scene Incident Command Post (ICP) is established, and ICS is in place. EM physically reports to ICP or is in regular contact with the Incident Commander. Notification to and coordination with area Emergency Managers may be made. Common operating picture data is maintained. • Key Activation Indicators for the City of Cottage Grove: Automatic notification for specific events such as HAZMAT release, major fire, SWAT response in Cottage Grove, bomb threat, explosion, major infrastructure issue, continuity of government issues, severe weather watches and warnings, planned or spontaneous community special events, act of terrorism in the United States, an “Alert” at Prairie Island or Monticello nuclear power plant, and by specific request. LEVEL 2: “Partial Activation” • Initiating Conditions: Multiple agencies or jurisdictions have responded to Cottage Grove to effectively manage the demands of the situation. Such emergency or complex potential events may require input from City Administration, the Cottage Grove Policy Group, and Department Directors. The event or incidents is threatening to overwhelm the capabilities of the area. • Recommended Cottage Grove Public Safety Department Activities: Notification should be made to City Administration, the Cottage Grove Policy Group, and all Department Directors. Consider physical set-up of City EOC in addition to the on- scene Incident Command Post(s) as indicated. ESF 5 – Emergency Management and other agencies related to the type of incident should report to the EOC physically or virtually. Gather, maintain, and disseminate Essential Elements of Information (EEI). Notification to and coordination with appropriate internal and external agencies. IAP preparation, coordination among City of Cottage Grove departments and between regional municipalities and the county. Communication and coordination as needed with the State of Minnesota. • Key Activation Indicators for the City of Cottage Grove: One or more local EOCs have been activated, significant state or national emergency, act of terrorism within Minnesota, National Special Security Event support, any event that may require assets 61 from other municipalities, counties, state or federal agencies, Site Area Emergency at Prairie Island or Monticello nuclear power plant. LEVEL 1: “Full Activation” • Initiating Conditions: Incidents, special events, and/or disasters involving one or more municipalities within the county, and/or multiple counties in the state including the City of Cottage Grove. Complex events involving the need for multiple ESFs or any situation that will likely exhaust the ability to provide services or that will result in the need for coordination of multiple agencies and activities. • Recommended Cottage Grove Public Safety Department Activities: Notification will be made to City Administration, the Cottage Grove Policy Group, and to all Department Directors. Physical set-up of EOC. ESF 5 – Emergency Management and other agencies related to the type of incident report to EOC physically. Gather, maintain, and disseminate Essential Elements of Information (EEI). Notification to and coordination with regional Emergency Managers. Maintain common operating picture data. Ongoing coordination with HSEM, FEMA, and other agencies as required. • Key Activation Indicators for the City of Cottage Grove: In addition to Level 2 activation indicators, major continuity of government/operations issues for any situation that may require assets from other municipalities, counties, state or federal agencies, act of terrorism within the Twin Cities Area, or a general emergency at the Prairie Island or Monticello nuclear power plant. NOTE: Level 1 Activation indicates events that threaten to compromise the continuity of governmental functions. Normal governmental operations may be suspended. The effects of this emergency are wide-ranging and complex. A timely resolution of disaster conditions requires countywide cooperation and extensive coordination with external agencies and jurisdictions. Activation for Severe Weather Watches and Warnings In situations where advanced warning is given (e.g. during severe weather watch periods), observers or spotters may be positioned in advance of the potential situation. These personnel will report to the Cottage Grove Public Safety Department on-duty supervisor or Command Staff or the EOC, if activated, who will in turn provide information to the ECRC and County as needed. City Agents Authorized to Activate Components of the AHP The AHP is always active. The Incident Commander, highest ranking official of the City of Cottage Grove, City Administrator, Director of Public Safety, or Department Director may activate additional ESFs and/or request additional assistance. All municipalities retain their full autonomy under the law. These municipal agents may activate any local ESF, agency, department, personnel, or resources without the need to notify any other agency. When the City of Cottage Grove identifies that the emergency has or may overwhelm the jurisdiction’s usual response assets, the Emergency Manager will work with the Cottage Grove Mayor and City Council to formally declare a state of local emergency. 62 2. Emergency Support Functions (ESF) City disaster response resources are organized into ESFs. Each ESF is comprised of numerous agencies and organizations that manage and coordinate specific categories of assistance common to all disaster and emergency events. A primary agency or organization has been designated for each ESF to ensure the coordination and delivery of goods and services to the disaster area. The ESFs provide the structure for coordinating interagency support for natural, technological, and human-caused disasters and emergencies. 3. Incident Management The EOC will organize using NIMS principles in support of field operations. Reflecting ICS, there are four functional branches at the EOC level: Operations, Planning, Logistics, and Finance/Administration. Standard ICS structure is followed at the scenes of incidents while the structure is modified within EOCs to best use whichever ESFs are activated for an event. (NOTE: In most situations, few ESFs will be needed at any time, but the ESFs involved may change over time). Only those functions required for a given incident are activated to the EOC. Essential Elements of Information: Within the EOC and at the Incident Command Post (ICP), there are particularly Essential Elements of Information (EEI) needed to plan for, respond to, and recover from an incident. The on-scene Incident Commander or the EOC Director (or both) may be required to develop the EEI. In either case, the EEI must be shared and form the basis for developing any incident action plans. The EEI needs to be re-evaluated regularly. The following table illustrates the essential elements of information for planning: P=Primary and S=Secondary Affected Area Essential Elements of Information IC Developed EOC Developed a. Boundaries of the Affected Area P S b. Access and Egress Points for the Affected Area P S c. Jurisdictional Boundaries S P d. Social, Economic, and Political Impacts P e. Hazard Specific Information P S f. Seismic and/or Other Geophysical Information P g. Weather Conditions/Forecasts P P h. Historical and Demographic Information P Assessment Essential Elements of Information a. Predictive Modeling S P b. Access and Egress Points for the Affected Area P S c. Jurisdictional Boundaries S P d. Social, Economic, and Political Impacts P e. Hazard Specific Information P S f. Seismic and/or Other Geophysical Information P g. Weather Conditions/Forecasts P P h. Historical and Demographic Information P 63 On-Scene Support of ICS Essential Elements of Information a. On-Scene ICS Chain of Command P b. Communications Plan (ICS form 205) P P c. IC Goals/Priorities for the Current Operational Period P d. IC Objectives for Each Goal/Priority P S e. On-Scene Anticipated Needs P S Response and Recovery Essential Elements of Information a. Current Operational EOC Chain of Command P b. Status of Emergency and/or Disaster Declarations (Municipal, County, State, Federal) P c. ESF Activations (Municipal and County) P d. Major Issues and Activities of Command Branches P e. Major Issues and Activities of ESFs and Other Functional Areas P f. Key Municipal, County, State, Federal, and NGO Personnel and Organization P g. State Coordinating Official/Federal Coordinating Official Priorities P h. Donations P i. Status of Upcoming Activities/Events P j. Status of Related Efforts Under Other Emergency Authorities and/or Plans P Policy Group The Policy Group is responsible for executive decision-making and focuses on the overall community strategy for the response (the on-scene IC/UC sets tactics and strategy at the scene of the incident), the overall response priorities, and policy setting. The Policy Group meets to develop emergency policies as needed and then, as required by the particular situation, discuss the economic, political, legal, and social implications of both the threat and the response to determine the best general approach to the overall situation. The Policy Group will also begin to consider the needs of long-term community recovery. This is a separate and distinct function from the rest of the EOC organization, which coordinates support to the IC/UC by anticipating and sourcing resources and support needs. The Policy Group does NOT direct tactical resources or activity at the scene. The Policy Group: • Supports the Incident Commander in the exercise of emergency responsibilities • Maintains awareness of overall departmental priorities and the impact the incident, response, or recovery has on city operations • Resolves interdepartmental conflicts related to the incident (authority, jurisdiction, resources, etc.) • Assures that authority is delegated if necessary to accomplish response and recovery objectives • Validates objectives, sets cost and expenditure parameters and ensures that the overall response is progressing 64 • Makes agreements or commits resources or funding as may be requested by the EOC Director and/or IC/UC • Provides policy-level guidance, direction and decisions related to issues raised by the EOC • Conducts a periodic review of incident status • Maintains communication within departments with respect to incident status and progress • Communicates to city employees • Assesses political, community, and major stakeholder interests and issues • With the PIO and the Joint Information System, coordinates and supports citywide communications and messaging related to the incident or event Facilitation and Meetings The Policy Group is chaired by the Chief Elected Official and may consist of the Mayor, the City Administrator, City Council Members as dictated by incident needs, Department Heads, the Emergency Manager, and such others as designated by the Chief Elected Official. Elected Official participation must take into account Open Meeting Law issues related to quorum, notice and other legal requirements. The Policy Group does not meet continuously. Normal municipal operations must be continued to the maximum extent possible consistent with achieving incident objectives. The Policy Group will meet in person or virtually on a schedule to be set by the Policy Group. 4. Use of the AHP and EOC Emergency Operations Center Structure/Reporting Relationships Under this plan, the EOC can be considered as both facility and function. First, the EOC is a function when multiple agency coordination is conducted. Such coordination is most often conducted virtually through a combination of communications, Common Operating Picture software systems, and on-site/in-person presence at incident command posts. During most incidents, the City of Cottage Grove can virtually operate an EOC without the need to open a formal EOC facility. In expanding, wide area, and/or complex situations, an EOC facility is used. EOCs provide face to face coordination and access to needed resources away from the scene for the affected jurisdiction. Elected and appointed leadership, other decision makers, staff, resource prioritization and procurement, and record keeping activities are then coordinated directly from these facilities. Primary EOC The City of Cottage Grove maintains its own EOC facility at the Cottage Grove Public Safety Department/City Hall. Both primary and secondary EOCs in the City of Cottage Grove have basic back-up generated power, landline and radio communications capability, a provision for securing the facility (in all cases, the local law enforcement agency will provide or arrange for security during operations), basic sanitation needs, and access to restrooms. In the event local water systems are 65 compromised, all EOCs will require a supply of potable water. The City of Cottage Grove EOC Director is responsible for ensuring that all EOC facilities are appropriately stocked and equipped. Standing EOC Objectives When any EOC is activated (physically or virtually), the overarching goal is the coordination and prioritization of support to incidents and the rapid stabilization and recovery of the affected communities. The EOC works to achieve this by various means that include: • Ensure an information gathering process is initiated for situational awareness • Ensure information gathering for situational awareness is ongoing and effective • Determine and gather the Essential Elements of Information needed by Cottage Grove Mayor and City Council, City Administration, and/or Department Directors • Establish and maintain a Common Operating Picture for the duration of the incident • Establish set operational periods for updates and planning • Prepare and distribute IAPs as needed for each operational period that stresses current needs, activities and progress, and identifies intended activity for the next operational period 5. Miscellaneous The 24-hour clock is the standard for all activities involved with the execution of this plan, except for communications with the public or media, which will employ the 12-hour clock. F. Recovery In the aftermath of a disaster, City efforts turn to rebuilding the infrastructure and restoring the social and economic life of the community with the incorporation of mitigation measures as a major goal. To accomplish this goal, the following strategies are provided: • to deploy several specialized recovery teams (personnel) and facilities (centers) into a disaster area to help the affected population and support the Incident Commander, and • to work closely with the County, HSEM, and/or FEMA and to inform affected local governments, individuals, and businesses that programs are available to assist them in recovery efforts. 1. Declarations of Emergency Municipal Declaration of Local Emergency Any affected municipality may enact a Declaration of Local Emergency (Declaration) when the leadership of that municipality (Cottage Grove Mayor and City Council) determines that the municipality's existing capabilities are (or will become) insufficient to cope with the impacts of the incident. The municipality will use this AHP during the incident. The Cottage Grove Public Safety Department will lend subject matter expertise to the affected jurisdiction. Such declarations may be made without a formal meeting of the City Council. In these cases, the declaration is valid for up to three days, during which time the City Council will need to meet 66 and reauthorize the declaration in a public meeting. Declarations made in public meeting may have a stated end date, stated ending conditions, or may be open-ended pending additional action by the Council. County Declaration of Local Emergency The Board of Commissioners may declare a State of County Emergency for any incident, even if no individual municipality has declared an emergency. The Chair of the Board of Commissioners may enact a Declaration of Local Emergency (Declaration) for the entire county when the county leadership determines that existing capabilities are (or will become) insufficient to cope with the impacts of the incident. In most cases, the Chair of the Board will enact the declaration by signing a letter to that effect and instructing delivery of that declaration to the State of Minnesota. County Emergency Management will advise as to the need for a declaration and will provide the necessary documentation (Request for Board Action; Draft Resolution; declaration document). The Chair of the Board may sign the Declaration of Emergency without a formal meeting of the Board. In these cases, the declaration is valid for up to three days, during which time the Board will need to meet and reauthorize the declaration in a public meeting. Declarations made in public meeting may have a stated end date; stated ending conditions; or may be open-ended pending additional action by the Board. In most cases, the Declaration will continue until such time as the County Incident Manager advises that the declaration is no longer needed. State Declaration of Emergency When an act of nature, an industrial accident, a hazardous materials accident, a major health threat or a civil disturbance endangers life and property and local government resources are inadequate to handle the situation, the Governor may declare a peacetime emergency. Such a declaration cannot be continued for more than 5 days, unless extended (for up to 30 days) by the State Executive Council. A declaration of emergency shall invoke necessary portions of this plan and authorize aid and assistance thereunder. The Governor may also declare a state of emergency if a threat of armed violence, sabotage or act of terrorism is imminent. 2. Damage Assessment Damage assessments include those actions that are undertaken to determine the nature and scope of damages to structures, facilities, and infrastructure for the purpose of identifying and scaling the need for State and Federal disaster assistance in the recovery phase. Damage assessment will be closely coordinated with ESF 5 – Emergency Management, which has the lead for impact assessment and incident action planning during the response phase. Operational assessment is the immediate, informal reporting of emergency conditions to size-up the damage that has occurred and to determine what personnel, equipment, and facility resources the City has available for response. First indications of the scope and extent of damages will likely be provided by field personnel reporting to the ECRC or to the Cottage Grove EOC. These initial reports include hazard conditions, critical emergency needs, and condition of surface routes and are extremely important in allocating emergency responders and determining incident situation status. The EOC may also receive damage assessment information from additional sources such as ambulance crews, utility crews, employees traveling to or from work, media sources in the field, 67 citizens, and businesses. The City of Cottage Grove may establish a process where the public can submit damage reports. The Cottage Grove Building Division is the lead for the City’s Damage Assessment Program. Responsibilities include recruitment and training of team members and the overall management of damage assessment priorities in coordination with ESF 5 – Emergency Management. The City Finance Director in conjunction with the County Property Appraiser's Office will assist in providing estimates of loss and economic impact. The Chamber of Commerce and the insurance industry will provide information on losses to businesses. Initial Safety and Damage Assessments The City will conduct an initial damage assessment using resources to determine the overall extent of damages. The Cottage Grove Building Division is responsible for the direction and control of the Impact Assessment process and has City employees who will assist with damage assessment. The goal of this assessment is to determine the magnitude and severity of damage to structures and infrastructure; and, in the event of a severe rainfall event, determine the level of flooding damage. This information will be collected by the Cottage Grove Building Division, and provided to the provided to Cottage Grove Public Safety Department, who will then provide the information to HSEM. The impact assessment data provides a City wide general overview of the most significantly impacted areas and establishes a prioritization mechanism for damage assessment team activation, resource allocation, and disaster assistance. Preliminary Damage Assessment If the situation warrants, a formal Preliminary Damage Assessment will be requested and performed by local, State and Federal assessors. This will include assessments for both public and individual damages. Local representatives will accompany these teams during their assessments. These individuals will be familiar with damaged areas and will supply maps needed to complete the damage assessment process. HSEM will then coordinate with FEMA to determine if the City qualifies for public and/or individual assistance. Capturing all costs associated with the emergency is essential, because accurate damage assessments (Initial Damage Assessments and Preliminary Damage Assessments) document the need for state and/or federal assistance and are required to obtain a federal disaster declaration. Habitability Assessments Habitability assessors will determine the structural safety of residential buildings. This will be conducted through the coordinated efforts of the Cottage Grove Building Division. When practical, this assessment will be coordinated with the American Red Cross, or other relief agencies. The City of Cottage Grove is responsible for all corresponding inspections, damage assessments and other disaster response and recovery functions and activities for their jurisdictional area. The City will coordinate final damage estimates with the Cottage Grove Public Safety Department, who will then provide the information to HSEM. 68 Additional damage assessment functions are maintained in the appropriate City of Cottage Grove SOPs and Annexes. This includes the identification of roles and responsibilities, training, assessment criteria, reporting formats, and process for both initial and preliminary damage assessments. Priorities of inspections include: • structures involved in response operations, • critical transportation routes and infrastructure, and • essential City facilities. 3. Recovery Teams • Assessment Team - Teams of qualified personnel, including building inspectors, structural engineers, and architects, who will gather information by performing an assessment of all structures and property in the disaster area, and teams of administrative personnel who will compile the gathered information to facilitate the application process for local, state, and federal disaster assistance programs. • Community Relations Team - Teams deployed to disseminate information and collect data to assist disaster-affected communities and eligible individuals in receiving assistance. The primary function of this team is to identify and report unmet human needs and to inform disaster victims of the disaster assistance programs and registration process. • Unmet Needs Committee - A committee that helps identify unmet needs and possible assistance. Such committees are comprised of volunteer agencies, private sector representatives, and governmental agencies. • Human Needs Assessment Team - A team that is deployed immediately after a disaster and before the establishment of a JFO Office to help counties assess and report the immediate needs of disaster victims. • Insurance Team - A team that is deployed to assist policy owners following a disaster. 4. Public Assistance (PA) and Individual Assistance (IA) Declared Disasters Public Assistance (PA) The Public Assistance (PA) program provides program support to eligible local governmental agencies following a disaster to assist in the recovery and restoration of buildings, infrastructure and the removal of debris that is on public property. The categories of Public Assistance include: • Category A: Debris Removal • Category B: Emergency Protective Actions • Category C: Road Systems • Category D: Water Control Facilities 69 • Category E: Buildings and Equipment • Category F: Utilities • Category G: Parks, Recreation, and Other In the event of a declared disaster, the Cottage Grove Public Safety Department will work closely with ESF 15 – External Communications and Public Information to notify all eligible governments and private not-for-profit organizations of the availability of federal public assistance funds. They include all City of Cottage Grove departments and those quasi- governmental organizations that perform a governmental function. Such applicants are trained concerning the public assistance program through the various recovery training sessions offered. Notification may occur through written correspondence and telephone contacts, notices in local newspapers, and broadcasts on local radio station. The Cottage Grove Public Safety Department will notify local governments, non-profit agencies and other eligible applicants of scheduled briefings and kick-off meetings for the Public Assistance (PA) program and the Hazard Mitigation Grant Program (HMGP). The Public Assistance applicant briefings include procedures for all aspects of financial management, personnel and record keeping that will be required for the various Federal and State financial assistance programs. State and Federal recovery personnel must advise the Cottage Grove Public Safety Department of these briefings so that agencies can be notified. Key components of the Public Assistance program include: • Project Worksheets are prepared for eligible emergency costs and eligible costs for restoration of damaged facilities. • The federal share for reimbursement under most federal declarations is 75 percent. The 25 percent nonfederal share is normally provided from a combination of State and local sources in accordance with policies established by the Executive Office of the Governor and the Minnesota Legislature. • The State serves as the Grantee and eligible applicants are Sub-grantees under the federal disaster assistance program. • Contractual agreements with HSEM are executed with applicants with all reimbursements coming through HSEM. • Documentation, record keeping, inspections, and final closeouts are overseen and approved by the HSEM. Documentation is obtained by Cottage Grove Public Safety Department regarding damage sustained to: • Roads • Water control facilities • Public building and related equipment • Public utilities • Facilities under construction • Recreational and park facilities • Educational institutions • Certain private non-profit facilities 70 Individual Assistance (IA) FEMA’s Individuals and Households Program (IHP) provides financial assistance and direct services to eligible individuals and households affected by a disaster, who have uninsured or underinsured necessary expenses and serious needs. If a federal disaster declaration is made, eligible residents will be able to apply for the Individual Assistance Program. In some cases, FEMA will deploy habitability inspectors to verify the damages individual applicants are claiming. They will do this independent of the State or local assessors. City of Cottage Grove will also perform inspections of damaged homes to determine safety. A zoning or civil engineer will be responsible for coordinating post-disaster habitability inspections. Non-Declared Disasters During the recovery stage, a disaster may not be declared at the federal level. It will then fall upon the City to use local funds, available competitive grant funds, or any supplemental funding provided by the State of Minnesota to recover from the event. Similar to a declared disaster, costs for response and recovery are to be monitored by all participating agencies. Each responding agency is responsible for the overall management of documentation of the costs of a non-declared disaster with reports submitted ultimately to the Cottage Grove Mayor and City Council for budget and finance approval of local dollars. 5. Disaster Recovery and Staging Areas Centers may be set up in a disaster area to provide information on the complete range of available disaster assistance. The responsibility for managing these centers is jointly shared by the State, FEMA, and the City where the center is located. A Disaster Recovery Center (DRC) is a facility established in, or near, the community affected by the disaster where people can meet face-to-face with represented Federal, State, local and volunteer agencies to: • Discuss their disaster-related needs • Obtain information about disaster assistance programs • Tele-register for assistance • Learn about measures for rebuilding that can eliminate or reduce the risk • Request the status of their application for Assistance to Individuals and Households The City of Cottage Grove Emergency Manager, the State of Minnesota, and potentially FEMA will assess the need to open Disaster Recovery Centers and Field Offices based upon initial damage assessment and human services needs estimates and reports. Cottage Grove Public Safety Department will then request that HSEM open a Disaster Recovery Center in the City of Cottage Grove. Once it has been determined that Disaster Recovery Centers and/or a Disaster Field Office will be opened in City of Cottage Grove, the Minnesota State Emergency Operations Center (SEOC) will take the lead and should notify the Cottage Grove Public Safety Department. The Minnesota State Emergency Operations Center (SEOC) will advise if there are resources the 71 City may need to supply—including staffing. The DRC will be staffed with representatives from appropriate federal, state, county, private relief organizations, and other organizations capable of providing disaster related information to individuals and businesses. The City’s designated Public Information Officer will provide local media with detailed information on locations of recovery centers, distribution sites and other individual assistance programs. Pamphlets will be prepared to be distributed by personnel in damaged areas so citizens will know how to apply for assistance. 6. Unmet Needs Washington County Community Services will coordinate the unmet needs recovery function. Washington County Community Services will contact the County and HSEM to obtain assistance through multiple agencies and appoint a Coordinator who will serve as the Unmet Needs Coordinator for City of Cottage Grove following a disaster. The Coordinator will be responsible for making contacts and establishing a relationship with community service providers, local churches, community outreach programs and volunteer organizations to be called upon in the event that a disaster creates unmet needs in the community with consideration to the needs of the whole community. G. Mitigation In the aftermath of a disaster, the City's mitigation goal is to ensure mitigation efforts are designed to ensure that residents, visitors, and businesses in the City of Cottage Grove are safe and secure from future disasters. The strategies to complete this goal include: • Complete and maintain a hazards and risk assessment • Maintain a comprehensive list of mitigation goals, objectives and tasks • Planning process and organizational framework for carrying out the mitigation goals and objectives • Implement Pre and Post Hazard Mitigation Actions to reduce overall risk/vulnerability • Evaluation of existing agencies, organizations, plans, programs and guidelines that impact mitigation Coordination of Mitigation Activities The Cottage Grove Public Safety Department has been delegated as the lead agency to facilitate and coordinate mitigation planning activities. The Washington County All-Hazard Mitigation Plan identifies the hazards to which City of Cottage Grove is vulnerable, assesses the facilities and structures that are most vulnerable to hazards, offers a prioritized list of mitigation projects to take advantage of available funding, and links mitigation projects to these sources of funding. The Mitigation Plan defines the mitigation goals, objectives, and initiatives for the City of Cottage Grove. The Mitigation Plan is updated every five years, although in the event of a disaster, or if needed, the plan can be reviewed and revised more frequently. Mitigation Programs Pre-Disaster Activities 72 • The National Flood Insurance Program (NFIP) –The Department of Agriculture, Division of Water Resources (DWR), provides technical assistance to the public and communities on the NFIP. The NFIP provides flood insurance to communities that agree to implement land use planning and construction requirements to reduce flood damage in their jurisdiction. These land use and construction requirements apply to all new construction and substantial improvements to existing structures in the community’s Special Flood Hazard Areas (SFHAs). • Community Rating System (CRS) - Additionally, DWR provides technical assistance to local communities on the Community Rating System (CRS). The CRS is an integral part of the NFIP. Through reduced flood insurance premiums, the CRS provides incentives to communities that go beyond the minimum flood plain management requirements established through the NFIP. • Flood Mitigation Assistance (FMA) Program – HSEM administers the FMA. This program makes federal funds available pre-disaster to fund mitigation projects in communities participating in the NFIP. These funds have a 25 percent non-federal match requirement. The overall goal of the FMA is to fund cost effective measures that reduce or eliminate the long-term risk of flood damage to NFIP insurable structures. This is accomplished through the reduction of the number of repetitively or substantially damaged structures. • Repetitive Flood Claims (RFC) Program - HSEM administers the RFC. The goal remains to reduce flood damages to individual properties for which one or more claim payments for losses have been made under flood insurance coverage and that will result in the greatest savings to the National Flood Insurance Fund (NFIF) in the shortest period of time. • Severe Repetitive Loss (SRL) Program - HSEM administers the SRL. The goal remains to reduce flood damages to residential properties that have experienced severe repetitive losses under flood insurance coverage and that will result in the greatest savings to the National Flood Insurance Fund (NFIF) in the shortest period of time. • Pre-Disaster Mitigation (PDM) Program - HSEM administers the PDM. The PDM is designed to assist States, Territories, Indian Tribal governments, and local communities to implement a sustained pre-disaster natural hazard mitigation program to reduce overall risk to the population and structures from future hazard events, while also reducing reliance on Federal funding from future Major Disaster Declarations. • State Hazard Mitigation Planning - The State Hazard Mitigation Plan is updated every three years or in the aftermath of a disaster at the direction of the State Hazard Mitigation Officer (SHMO) as necessary. Additionally, the mitigation staff continues to provide technical assistance to communities on the development, implementation, and maintenance of local mitigation strategies. Post-Disaster Activities • Hazard Mitigation Grant Program (HGMP) - HSEM administers the HGMP. HGMP is authorized by Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended (the Stafford Act), Title 42, United States Code (U.S.C.) 5170c. The key purpose of HMGP is to ensure that the opportunity to take critical mitigation measures to reduce the risk of loss of life and property from future disasters is not lost during the reconstruction process following a disaster. HMGP is available when authorized under the Presidential Major Disaster Declaration in the areas of the State requested by the Governor. 73 • 406 Mitigation - Section 406 of the Stafford Act provides for direct federal assistance for repairs and improvements to eligible damaged public facilities. Mitigation measures (improvements) must be identified in the Project Worksheets (PW’s). The award of Section 406 hazard mitigation projects is at the discretion of the FEMA Regional Director. 74 V. INCIDENT COMMAND SYSTEM (ICS) ICS is a flexible structure applicable at all levels of response regardless of incident scope or agency size. It allows responders to act in a unified fashion that is consistent with the best practices as laid out in NIMS framework. ICS also provides for planning, building, and adapting the response during recovery and review after an incident. ICS establishes a set of core competencies which should be evaluated at the organizational level on a regular basis. ICS basic organization chart: Command Staff The Command Staff function will be conducted in two ways: 1) as a Single Command (used when an incident occurs within single jurisdiction, and there is no jurisdictional or agency overlap, and a single IC can be designated); or 2) Unified Command (used when there are multiple agencies and multiple jurisdictions, and a single set of objectives need to be developed to guide incident management). 75 Command Staff Roles and Responsibility All ICS Command Staff Departments 1. Incident Commander (IC) determines which ICS forms are necessary for the level of response. 2. Incident Commander (IC) approves Mutual Aid Agreements with other agencies. 3. Incident Commander (IC) approves memorandums of understanding with resource providers. 4. Incident Commander (IC) informs executive branches of immediate plan and actions. 5. Incident Commander (IC) will form an Incident Management Team (IMT) if necessary. 6. Incident Commander (IC) will designate, or contact pre-designated Command Staff appointees, including the Public Information Officer (PIO), Safety Officer (SO), and Liaison Officer (LOFR). 7. Public Information Officer (PIO) will monitor external media and information distributed by external agencies for reporting purposes. 8. Public Information Officer (PIO) will determine any limits to information release. 9. Public Information Officer (PIO) will develop accurate and accessible briefings. 10. Safety Officer may identify mitigation actions necessary for hazards. 11. Safety Officer may ensure safety messages are transmitted. 12. Safety Officer may review the Incident Action Plan (IAP) for safety implications. 13. Liaison Officer may act as a point of contact for agency representatives. 14. Liaison Officer may maintain a list of coordinating, primary and support agencies. 15. Liaison Officer monitors incident operations to identify current or potential interorganizational communications and functional conflicts. 16. Liaison Officers may participate in planning meetings, provide current resource status and limitations of capabilities. 17. Ensure government agencies are providing critical emergency services. 18. Coordinates resource requests. 19. Coordinates with all agencies involved in the event, emergency, or disaster. 20. In a major event, emergency, or disaster, directs evacuation. 76 21. Monitors warning systems. 22. Serves as point of contact for representatives from other governmental agencies or private entities. 23. Drafts emergency resolutions and ordinances for executive approval. 24. Provides legal review of all pertinent documents. 25. Provides legal advice for emergency functions pertinent to the jurisdiction. 26. Coordinates news releases and interfaces with the public and media. 27. Develops accurate and complete information on the incident. 28. Maintains close contact with media on public information and other PIOs. 29. Provides space near EOC for media representatives. 30. Monitors the incident operations and advises the Incident Commander on all matters relating to operational safety. General Staff Operations Section The Operations Section is responsible for all activities focused on response to the immediate hazard, saving lives, establishing situational control, and restoration of normal operations. The Operations Section Chief is responsible to the Command Staff for the direct management of all incident-related operational activities. The Operations Section Chief will establish tactical objectives for each operational period, with other section chiefs and unit leaders establishing their own supporting objectives. 77 The Operations Section can also be organized into three branches as shown below: Human Services, Infrastructure, and Emergency Services. The ESFs/Appendices from this AHP that are grouped under each of these three branches are also depicted in the diagram below. More detailed information on the specific responsibilities of each agency is contained in each of the ESFs/Appendices. Operations Section Roles and Responsibility All ICS Operations Section Departments 1. Develop the operation portion of the IAP in conjunction with other ICS branches. 2. Complete and maintain ICS Form 214 as necessary. 3. Operations Section Chief will refer to the IAP for tactical operations guidance. 4. Tactical resources will be guided by appropriate span of control (ratio) considerations. 5. Perform Rapid Impact Assessment to provide immediate field intelligence regarding area of impact, extent of damage and need for emergency response actions and resources. 6. Coordinate emergency organization credentialing/privileging procedures 7. Section Chief will maintain contact with Incident Commander (IC) as well as subordinate Operations personnel while involved with the incident. 8. Assign a Deputy Operations Chief to assist and track progress on critical coordination. 78 9. Confirm that EOC staff understands overall objectives, strategies and priorities for coordination and critical resources. 10. Coordinate with staff representing Emergency Services, Human Services, and Infrastructure Support Operations. 11. Identify resources that will be exhausted. 12. Schedule and conduct EOC operation briefings by obtaining progress reports from EOC staff. 13. Coordinate with EOC Planning Chief the contents for an Incident Action Plan. 14. Coordinate with EOC Planning Chief in the development and approval of a written demobilization plan. Planning Section The Planning Section is responsible for collecting, evaluating, and disseminating tactical information pertaining to the incident. This section maintains information and intelligence on the current and forecasted situation, as well as the status of resources assigned to the incident. Designated agencies will be responsible for ESF 5 – Emergency Management activities during an activation of the EOC and are identified within ESF 5. In addition to the development of daily Incident Action Plans, activities of the Planning Section could include damage assessment by providing accessed values and parcel information, staff, and maps to the damage assessment team. The Planning Section Chief oversees all incident-related data gathering and analysis regarding incident operations and assigned resources, develops alternatives for tactical operations, conducts planning meetings, and prepares the Incident Action Plan for each operational period. The Planning section is often made up of four units: • Resources Unit • Situation Unit • Demobilization Unit • Documentation Unit Planning Section Roles and Responsibility All ICS Planning Section Departments 1. The Planning Section Chief will supervise the development of the Incident Action Plan (IAP). 2. Will incorporate Traffic, Medical, Communications, and all relevant agency planning into the Incident Action Plan (IAP). 3. Reassign personnel within the ICS organization. 79 4. Conduct and supervise planning meetings. 5. Coordinate the planning process of activities contained within this AHP for all involved organizations. 6. Complete ICS Form 215 and/or 215A. 7. Perform operational planning for the planning section. 8. Obtain information and understand current situation. 9. Predict the probable course of the incident events. 10. Prepare alternative strategies and control the operations for the incident. 11. Establish information requirements and reporting schedules for units (e.g. Resources, Situation Units). 12. Provide period reports on incident future potential. 13. Determine in advance the need for specialized resources and plan for MOU implementation. 14. Assemble Information on alternative strategies. 15. Establish specialized data collection systems as necessary (e.g. weather). 16. Provide periodic predictions on incident potential. 17. Compile and display incident status summary information. 18. Advise EOC staff of any significant changes in the status of the incident. 19. Report significant changes in incident status. 20. Oversee preparation of the Demobilization Plan. Intelligence and Investigations Section Many domestic incidents, such as natural disasters or industrial accidents, have an obvious cause and origin. However, other domestic incidents, such as large-scale fires, public health emergencies, explosions, transportation incidents (e.g., train derailments, airplane crashes, bridge collapses), active shooters, terrorist attacks, or other incidents causing mass injuries or fatalities, require an intelligence or investigative component to determine the cause and origin of the incident and/or support incident/disaster operations The scalability and flexibility of NIMS allows the Intelligence/Investigations (I/I) Function to be seamlessly integrated with the other functions of ICS. The I/I Function within ICS provides a framework that allows for the integration of intelligence and information collection, analysis, and sharing, as well as investigations that identify the cause and origin of an incident regardless of source. If the incident is determined to be a criminal event, the I/I Function leads to the identification, apprehension, and prosecution of the perpetrator. The I/I Function can be used for planned events as well as incidents. 80 Intelligence and Investigations Roles and Responsibility All ICS Intelligence and Investigations Departments 1. Determine if a separate General Staff Section is necessary for Intelligence and Investigations. 2. Establish separate section if multiple investigative agencies are part of process or there is the need for coordination and handling of classified data. 3. When necessary, assign an Intelligence and Investigations Section Technical Specialist to the Incident Command Post (ICP). 4. Establish and activate an "off-incident" Intelligence and Investigations Operations Center facility or site; incident-related intelligence/investigations operations and activities can be managed and performed from this site to support and assist the Intelligence and Investigations Section. 5. Confer with the Operations Section, Logistics Section and Safety Officer regarding force protection, security, health, and safety issues. 6. Within Planning, aid and assist with general information gathering. 7. Within Operations, coordinate investigative and operation tactics between sections. 8. Within Command, coordinate supporting Agency Representatives and real time information to Command Elements. 9. Identify and create a chain of custody for all situation or probative data. 10. Collect intelligence information and disseminate to EOC as needed. 11. Serve as a conduit to provide situational awareness (local, regional, state, and national) pertaining to an incident. 12. Establish personnel roster for those with clearance to handle data. 13. Supply data as requested to law enforcement for their apprehension or prosecutorial duties. 14. Determine need for use of different evidence processing protocols. 15. Coordinate with Fusion Centers and Regional Intelligence Sharing Systems (RISS). Logistics Section The Logistics Section is responsible for all support requirements needed to facilitate effective and efficient incident management, including ordering resources from off-incident locations. The Logistics Section will coordinate the key ESF/Appendix that have a significant role in managing logistics and resource support, including: 81 • ESF 1 – Transportation • ESF 2 – Communications • ESF 5 – Emergency Management • ESF 7 – Logistics Management and Resource Support • ESF 8 – Public Health and Medical Services • ESF 11 – Agriculture and Natural Resources The Logistics Section is often divided into the Service Branch (Communications Unit, Medical Unit, and Food Unit) and the Support Branch (Supply Unit, Facilities Unit, and Ground Support Unit). Logistics Section Roles and Responsibility All ICS Logistics Section Departments 1. The Logistics Section Chief will support all physical resource needs with the exception of air operations. 2. Section Chief will provide and coordinate facilities with the following, but not limited to transport, communications, maintenance, food and medical services for incident personnel and off-incident resources. 3. Identify those resources that are anticipated for the incident. 4. Coordinate with Communications Unit Leader regarding communications systems, guidelines, constraints, and protocols. 5. Oversee the implementation of Communications, Medical and Traffic Plans as required. 6. Complete ICS Forms 201 and 205 as required. 7. Assist in the collection, processing, and dissemination of information to facilitate physical emergency response and recovery efforts. 8. Establish and provide operational support for Points of Distribution (PODs). 82 9. Develops Memorandums of Understanding/limited contractual obligations with private sector for essential items needed before, during and after a disaster. 10. Provide staff to the EOC to coordinate resource requests. 11. Identify suppliers for critical resources. 12. Responsible for obtaining logistical support for all lead and supporting agencies during all phases of disaster operations. 13. Request assistance through the State EM if jurisdictional resources are not able to adequately address a situation. 14. Coordinate the provision of all mutual aid. 15. Provide staff for the Points of Distribution. 16. Coordinate Rapid Impact Assessment Team (RIAT) activity and support requirements with local support agencies and organizations. 17. Manage the Logistics Section, in close coordination with the Command Group at the local EOC. 18. Provide intelligence on requirements for Logistics based on the scope and magnitude of the disaster. 19. Assist in evaluating damage to water and wastewater systems control facilities. 20. Assist in evaluating damage to utilities and traffic control systems, roads and bridges, and flood control facilities. 21. Assist in evaluating damage to local government facilities and transportation resources. 22. Coordinate physical assets within the jurisdiction. 23. Provide intelligence pertaining to situation in not only the jurisdiction, but also surrounding areas. Finance / Administration Section The Finance/Administration Section is established when there is a need for financial, reimbursement (individual and agency, or department) and/or administrative services to support incident management activities. The equipment, personnel, and financial resources of an affected jurisdiction may quickly be overtaxed in a disaster. Resource Policies and Financial Management Policies and Procedures for Emergency Management have been established and implemented which provide statutory authorities and responsibilities for financial management related to response activities. These policies ensure that funds are provided expeditiously and that financial operations are conducted in accordance with appropriate policies, regulations, and standards. Designated agencies have been given the primary responsibility to manage all financial matters, including those of the response, recovery, and mitigation phases of an emergency or declared 83 disaster. These responsibilities include providing financial training to the staff of the Emergency Operations Center, recovery personnel, and the mitigation staff. This is based on the need to manage local, state, and federal recovery financial assets in accordance with local and State laws and includes training on proper documentation of recovery grants, funding agreements, funding sources, records maintenance, and more. Other responsibilities of the Finance/Administration Section include entering into any funding agreements between local, State, and Federal Governments. These agreements will cover the Public Assistance and Hazard Mitigation Grant Programs, as well as any other funding agreements necessary for the receipt of State and federal funds. The Finance/Administration Section is often made up of four units: • Time Unit • Procurement Unit • Compensation/Claims Unit • Cost Unit Finance / Administration Section Roles and Responsibility All ICS Finance / Administration Section Departments 1. Manage all financial responsibilities during an incident in coordination with the Incident Commander (IC). 2. Provide cost analysis information as requested by other branches. 3. Develop an operation plan for Finance/Administration and fill Section supply and support needs. 4. Ensure personnel time records are completed accurately and transmitted to home agencies. 5. Ensure accounting practices meet jurisdiction's standards. 6. Coordinate annual training schedule for emergency event financial reporting and records maintenance requirements. 7. Identify funding sources for emergency expenditures. 8. Track, record and allocate existing funds. 9. Track, record and attempt to receive pledged funds or outstanding accounts. 10. Establish checking and debit accounts and implement disbursement procedures that maintain electronic records. 11. Conduct appropriate training for financial management for agency personnel in relevant roles. 12. Offer centralized sources of print and online information on financial management for jurisdiction administrators for distribution to their staffs. 84 13. Maintain all records of expenditures. 14. Track and record all associated costs for local jurisdiction's agencies for manpower, equipment, supplies, etc.; including those used during incident response and recovery phases. 15. Coordinate recovery actions with FEMA and relevant state agencies to include financial restitution and mitigation. 16. Coordinate training to EOC agencies for payment disbursement and purchasing (and other expenditures) during emergencies. 17. Inform executive officers, local and state officials, and other officers where appropriate, of expenditure and reimbursement information. 18. Maintain administrative planning strategies for all financial contingencies, including alternate personnel and materiel sourcing. 19. Establish deadlines for submission of appropriate forms and documentation for reimbursement procedures. 20. Manage disaster recovery financing, including procurement of additional funds and recycling of surplus into preparation/mitigation/savings. 21. Develop a budget and revise at regularly designated intervals. 22. Coordinate with home agencies for payment of temporary personnel and staff on loan from other departments. 23. Plan and prepare for emergencies requiring liquid funding. 24. Choose and retain an outside accounting agency when appropriate. 25. Determine internal review and controls systems. 26. Designate and procure outside controls on spending and budget as needed. 27. Provide cost analysis for the Incident Action Plan (IAP) before and after incident. 28. Administer financing of legal, accounting and operations staff. Disaster Declaration Requests for federal disaster assistance will be predicated on the requirements outlined in the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended). After a local government conducts the initial damage assessment and reports it to the State Emergency Operations Center, a joint local/State preliminary damage assessment may be scheduled that could include FEMA. This damage assessment validates the local data and is the basis for requesting a Presidential Disaster Declaration. Other federal agencies that may participate in the assessment process include the Small Business Administration. This 85 process is described in 44 CFR, Part 206, Subpart B - The Declaration Process and other federal and state policies and procedures. Recovery Section When the EOC is activated in response to an event, emergency, or disaster, a recovery section may be activated as well. The purpose of this component is to initiate activities necessary to ensure a successful recovery effort. Activities include condition monitoring, situation evaluation, damage assessment teams, mitigation assessment teams, activation of damage assessment teams, liaisons, and mitigation assessment team. Once the initial response operations have been completed and it is appropriate for recovery activities to commence, the agencies identified as having recovery functions will initiate their activities. In fact, many of the recovery functions run concurrent with the initial response functions and are managed by the same agencies. Recovery Section Roles and Responsibility All ICS Recovery Section Departments 1. Coordinate community relations addressing unmet needs and providing emergency housing following a disaster. 2. Coordinate activities to address individual and community needs that remain after governmental assistance has been exhausted following a disaster. 3. Provide damage reports to the local EOC. 4. Provide food and water to field operations. 5. Coordinate all damage assessment for public infrastructure with assistance from local public works agencies. 6. Coordinate activities associated with the Public Assistance Program following a disaster. 7. Provide information and planning support for agencies involved in recovery operations. 8. Issue post-disaster permits, as necessary. 9. Serve as the lead agency for post-disaster debris management operations. 10. Identification of immediate personal and disaster relief needs for individuals affected by the event (Victim mass care requirements to include food, water, clothing, shelter/housing, and medical needs). 11. Coordinate for removal and disposal of all debris. 12. Identify proper disposal sites, both temporary and long-term. 13. Provide assistance and information in coordination with Finance regarding Unemployment Compensation and Disaster Unemployment assistance. 86 VI. ADMINISTRATION, FINANCE AND LOGISTICS A. Support for State and Federal Assistance In accordance with Minnesota Statutes, Chapter 12, all requests for state assistance with emergency management operations are to be made through Cottage Grove Public Safety Department. The requesting jurisdiction must certify that they have, or will have, exhausted their local capabilities to cope with the situation. Requests for the Minnesota National Guard must be made through the Washington County Sheriff. B. Reports and Records Responding agencies should keep documentation on the ICS Activity Log (ICS Form 214) or another suitable log. The EOC will document activities on an ICS form 214, situation reports, and/or common operating pictures. Such documentation is crucial for the following reasons: • Documentation is the key to recovering emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs. • Documentation provides a legal account of the actions which took place before, during and after an emergency. • Documentation provides for a historical record which could be used during AARs to improve response operations in the future. Following a disaster, documentation is provided to Cottage Grove Public Safety Department to maintain an archive for the required time period, after such time archival documents are protected at a designated location. During an AAR, the documentation will be used to identify: • Actions taken (or not taken) • Resources expended • Economic and human impacts • Lessons learned and possible improvements • Possible mitigation measures that could be taken • Key impacts and damages Expenditures and Record Keeping Deliberate financial tracking is required to help ensure insurance reimbursement or state and federal reimbursement in the event of a presidential disaster declaration. During emergency operations, all agencies will: • Maintain records of expenditures to provide clear and reasonable justification for budget requests or reimbursement. 87 • Develop procedures to ensure financial records clear and unambiguously identify disaster related expenditures. • Use available resources and personnel as reasonable to cope with the emergency situation. C. Logistics Identifying Resource Gaps The Cottage Grove Public Safety Department will determine the priorities for resource needs based on identified gaps. The Cottage Grove Public Safety Department using input and data from the regional capability assessment, HSEM, local intelligence and threat assessments, will provide a high-level determination of resource needs. These assessments will consider specific threats as well as potential all-hazard threats and response capabilities. Resource and logistic response will be prioritized and accomplished under the direction of the EOC Director and/or their designee. Information from the Incident Commander in consultation with Command and General Staff and Incident Action Plan priorities will be used to prioritize multiple requests. Resource requests will be met dependent on incident type and the responding agencies available or anticipated resource requirements. All resource requests should be captured using an ICS form. Any requests requiring rental, hire or costs to fill will be passed on to the Finance group with a copy of the ICS form. Requesting State Assistance Coordination of resource needs: • When local municipal resources are committed, the Cottage Grove Public Safety Department will coordinate assistance to satisfy resource needs. • If the City requires additional assistance, mutual aid will be requested from adjacent cities, counties, and other regional resources through Mutual Aid Agreements and HSEM. • Only the Incident Commander or the City of Cottage Grove Emergency Manager or their designee is authorized to request resource support from HSEM. • HSEM will turn to FEMA for assistance in dealing with a major event, emergency, or disaster that threatens to exceed the capabilities and resources of the state. Each agency tasked within this plan is responsible for developing and maintaining applicable resource lists. These lists should follow established City protocols for maintaining resource lists. At a minimum, a full resource list (including all citywide resources) will be provided to Cottage Grove Public Safety Department and the ESF 7 – Logistics Management and Resource Support coordinating and primary agencies. Key Logistics Facilities Potential locations for Staging Areas and Points of Distribution sites (PODS) are identified annually by Cottage Grove Public Safety Department. 88 Pre-Staging Certain situations will require pre-staging assets. Identifying these resources and triggers points to utilize such resources are based on the phases indicated in the Incident Action Plan (IAP). The IAP will be developed in preparation for or during an event, emergency, or disaster. Fuel Fuel will be procured using local resources. Local incident command will provide the desired location of fuel purchasing if applicable for the incident. ESF 7 – Logistics Management and Resource Support and ESF 12 – Energy and Utilities provide further detail concerning procuring fuel. Security Security at each staging area will be accomplished by mission assigning ESF 13 – Law Enforcement and Security. ESF 13 provides further details. 89 VII. CONTINUITY OF GOVERNMENT Formal Continuity of Operations Plans (COOP) are maintained by the various City Departments and are not reproduced here. The City of Cottage Grove maintains a comprehensive data retention policy. Critical data is backed up at a secure, off-site location at regular intervals. Individual departments maintain specific policies and procedures for backing-up other critical records. These processes are maintained in the COOPs for every City of Cottage Grove department and are considered to be protected security information. Protected Critical Infrastructure Information (PCII) data is maintained according to the standards set by the United States Department of Homeland Security. It is the responsibility of tasked agency officials to ensure that important documents are safeguarded in accordance with agency SOPs and City of Cottage Grove records management policies. The chain of succession for the City of Cottage Grove City Administrator is: • City of Cottage Grove City Administrator • Director of Public Safety • Finance Director • Public Works Director 90 VIII. REFERENCES, AUTHORITIES, STATUTES, LAWS, AND RULES Various statutory authorities, regulations and policies provide the basis for actions and activities in the context of domestic incident management. Nothing in the All-Hazard Plan (AHP) alters the existing authorities of individual departments and agencies. The AHP establishes the coordinating structures, processes, and protocols required to integrate the specific statutory and policy authorities of various state departments and agencies in a collective framework for action to include preparedness, prevention, protection, mitigation, response, and recovery activities. References: • ANSI/EMAP 5-2019 Emergency Management Standard is the approved National Standard for emergency management programs in the United States - maintained by the Emergency Management Accreditation Program (EMAP). • Comprehensive Preparedness Guidance (CPG) 101, Developing and Maintaining Emergency Operations Plans, Version 3.0, September 2021 – The CPG provides guidance from FEMA on the fundamentals of planning and developing emergency operations plans. The guide describes the steps to produce an emergency operation plan, possible plan structures and components of a base plan and its annexes. • Federal Bureau of Investigation's Weapons of Mass Destruction Directorate (WMDD) • Federal Radiological Emergency Preparedness (REP) Program • MN Emergency Operations Plan (MEOP) – The MEOP is a statewide, all-agency plan for responding to and mitigating emergencies and provides the basis for a multi-agency state response to a major event, emergency, or disaster. The plan assigns emergency planning and response policies and responsibilities for state agencies. • MN HSEM Emergency Management Director's Handbook • MN HSEM Threat and Hazard Identification and Risk Analysis (THIRA) • MNWALK – The Minnesota Emergency Management Crosswalk update lists the planning requirements for a local jurisdiction’s emergency operations plan. The requirements are consistent with the National Preparedness Goal, FEMA’s Comprehensive Preparedness Guides 101 and 201, and the federal Emergency Management Preparedness Grant. • National Disaster Recovery Framework (NDRF), Second Edition, June 2016 – The NDRF establishes a common platform and forum for how the whole community builds, sustains, and coordinates delivery of recovery capabilities. It provides a flexible structure that enables disaster recovery managers to operate in a unified and collaborative manner. The NDRF focuses on how best to restore, redevelop, and revitalize the health, social, economic, natural, and environmental fabric of the community and build a more resilient nation. • National Incident Management System (NIMS), Third Edition, October 2017 – NIMS guides all levels of government, nongovernmental organizations, and the private sector to work together to prevent, protect against, mitigate, respond to, and recover from incidents. NIMS provides stakeholders across the whole community with the shared vocabulary, systems, and processes to successfully deliver the capabilities described in 91 the National Preparedness System. NIMS defines operational systems that guide how personnel work together during incidents. • National Mitigation Framework, Second Edition, June 2016 – The National Mitigation Framework provides context for how the whole community works together and how mitigation efforts relate to all other parts of national preparedness. • National Preparedness Goal (NPG), Second Edition, September 2015 – The NPG is a secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk. • National Preparedness System, November 2011 – The National Preparedness System outlines an organized process for everyone in the whole community to move forward with their preparedness activities and achieve the National Preparedness Goal. • National Prevention Framework, Second Edition, June 2016 – The National Prevention Framework describes what the whole community—from community members to senior leaders in government—should do upon the discovery of intelligence or information regarding an imminent threat to the homeland. • National Protection Framework, Second Edition, June 2016 – The National Protection Framework describes the way that the whole community safeguards against acts of terrorism, natural disasters, and other threats or hazards. • National Response Framework (NRF), Fourth Edition, October 2019 – The NRF provides foundational emergency management doctrine for how the Nation responds to all types of incidents. The NRF is built on scalable, flexible, and adaptable concepts identified in NIMS to align key roles and responsibilities across the Nation. The structures, roles, and responsibilities described in this Framework can be partially or fully implemented in the context of a threat or hazard, in anticipation of a significant event, or in response to an incident. Implementation of the structures and procedures allows for a scaled response, delivery of specific resources and capabilities, and a level of coordination appropriate to each incident. • National Threat and Hazard Identification and Risk Assessment (THIRA), July 2019 – The THIRA provides an in-depth description of FEMA’s approach to completing a national-level risk assessment. The intended audience is emergency management officials engaged in risk assessment at the community and Federal level, as well as other practitioners in the private sector or academia. • NFPA 1600 Standard on Continuity, Emergency, and Crisis Management – adopted by the U.S, Department of Homeland Security as a voluntary consensus standard for emergency preparedness. Authorities: • 16 U.S.C. 3501, “Coastal Barrier Resources Act” – The purpose of this chapter is to minimize the loss of human life, wasteful expenditure of Federal revenues, and the damage to fish, wildlife, and other natural resources associated with the coastal barriers along the Atlantic and Gulf coasts and along the shore areas of the Great Lakes. 92 • 42 U.S.C. Ch. 119 “Homeless Assistance” – An Act to provide funds for programs to assist the homeless, with special emphasis on elderly persons, handicapped persons, families with children, Native Americans, and veterans. • 42 U.S.C. 4101, “National Flood Insurance Act of 1968” – As amended by the National Flood Insurance Reform Act of 1994 (Title V of Public Law 103-325). • 42 U.S.C. 5121, et. seq. “The Robert T Stafford Disaster Relief and Emergency Assistance Act of 1988,” (Public Law 93-288 as amended by Public Law 100-707) – This act provides the authority for the provisioning of disaster relief and assistance by the federal government. It also establishes roles and responsibilities for state and local governments during federally declared emergencies and disasters. • 44 CFR, Chapter 1 (Oct. 1, 1992) “Emergency Management Assistance” – This portion of the Code of Federal Regulations implements the Stafford Act and delineates the organization, policies and procedures governing the activities and programs of FEMA and other federal agencies, and further defines the role of state and local government in the Emergency Management structure. • 44 CFR 350 – Review and Approval of State and Local Radiological Emergency Plans and Preparedness • 44 CFR Part 10 – Environmental Considerations. • 44 CFR Part 13 – Uniform Administrative Requirements for Grants and Cooperative Agreements. • 44 CFR Part 14 – Audits of State and Local Governments. • 44 CFR Parts 59-76 – National Flood Insurance Program and related programs. • 44 CFR Part 206 – Federal Disaster Assistance for Disasters Declared after November 23, 1988. • 50 CFR, Title 10 – Wildlife and Fisheries, General Provisions. • Homeland Security Presidential Directive 5; February 2003 – Management of Domestic Incidents. This directive is intended to enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive National Incident Management System (NIMS). • Homeland Security Presidential Directive 8; December 2003 – National Preparedness. This directive establishes policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies by requiring a national domestic all hazards preparedness goal, establishing mechanisms for improved delivery of Federal preparedness assistance to State and local governments, and outlining actions to strengthen preparedness capabilities of Federal, State, and local entities. • Public Law 83-703 – An Act to amend the Atomic Energy Act of 1954. • Public Law 84-99, 33 U.S.C. 701n – Flood Emergencies, authorizing an emergency fund for flood emergency preparation, flood fighting and rescue operations, and repair and restoration of flood control works threatened or destroyed by flood. • Public Law 85-256, Price-Anderson Act, 42 U.S.C. 2210 – Provides for a system of compensating the public for harm caused by a nuclear accident. 93 • Public Law 89-665, 16 U.S.C. 470 – National Historic Preservation Act, relating to the preservation of historic resources damaged as a result of disasters. • Public Law 91-671, Food Stamp Act of 1964 in conjunction with Section 412 of the Stafford Act, relating to food stamp distributions after a major disaster. • Public Law 93-234 – Flood Disaster Protection Act of 1973, as amended by the Flood Insurance Reform Act of 1994, 42 U.S.C. 4001, et seq, provides insurance coverage for all types of buildings. • Public Law 95-510, 42 U.S.C. 9601 – The Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), as amended, which requires facilities to notify authorities of accidental releases of hazardous materials. • Public Law 99-4 9 9, “Emergency Planning and Community Right to Know Act of 1986” Title III of the Superfund Amendments and Reauthorization Act (SARA) – This federal legislation outlines the requirements for emergency planning and notifications pertaining to emergencies involving hazardous materials. • Public Law 101-549 – Clean Air Act Amendments of 1990, which provide for reductions in hazardous air pollutants and risk management planning requirements. • Public Law 101-615 – Hazardous Materials Transportation Uniform Safety Act (HMTUSA), which provides funding to improve capability to respond to hazardous materials incidents. • Public Law 106-390, Disaster Mitigation Act 2000 – To amend the Robert T. Stafford Disaster Relief and Emergency Assistance Act to authorize a program for pre-disaster mitigation, to streamline the administration of disaster relief, to control the Federal costs of disaster assistance, and for other purposes. • Public Law 107-296, 116 Stat. 2135 (2002) – (codified predominantly at 6 U.S.C. 101- 557 and other sections of the U.S.C.), Established the Department of Homeland Security with the mandate and legal authority to protect the American people from the continuing threat of terrorism. • Public Law 109-295, Title VI, “The Post Katrina Emergency Management Reform Act of 2006 (PKEMRA)” – This law enhances the responsibilities and autonomy of FEMA within the US Department of Homeland Security. The Act also includes reforms of emergency management areas that were considered shortcomings during Hurricane Katrina. • Riegle Community Development and Regulatory Improvement Act of 1994 – An Act to reduce administrative requirements for insured depository institutions to the extent consistent with safe and sound banking practices, to facilitate the establishment of community development financial institutions, and for other purposes. State Statutes, Laws, and Rules • Minnesota Statutes (MS) Chapter 12 – Emergency Management (aka The Minnesota Civil Defense Act of 1951 and The Minnesota Emergency Management Act of 1996) o MS 12.27 – Mutual Aid Arrangements • MS Chapter 12A – Natural Disaster; State Assistance • MS Chapter 12B – Public Disaster Assistance 94 • MS 88.04 – Firebreaks; Preventing Fires • MS 103E.705 – Procedure to Repair Drainage Systems • MS Chapter 103F – Protection of Water Resources • MS Chapter 115E – Oil and Hazardous Substance Discharge Preparedness • MS 121A.035 – Crisis Management Policy for schools • MS 138.17, Subd. 8 – Emergency Records Preservation • MS 145A.04 – Governs the investigation, reporting, and control of communicable diseases • MS Chapter 299A – Department of Public Safety o MS 299A.48-55 – Hazardous Materials; Incident Response; Safety • MS 299F.091-099 – Hazardous Substance Emergencies • MS 299J – Pipeline Safety • MS 299K – Hazardous Chemical Emergency; Planning and Response. City of Cottage Grove Resolutions, Codes, and Ordinances 95 ESF 1 – Transportation Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Works Support Agencies: Washington County Public Works FAA - Federal Aviation Administration MNDOT - Minnesota Department of Transportation MSP - Minnesota State Patrol NTSB - National Transportation Safety Board Stantec I. Purpose and Scope A. Purpose ESF 1 – Transportation provides support by assisting response organizations in the management of transportation systems and infrastructure in the City of Cottage Grove during an event, emergency, or disaster. B. Scope 1. ESF 1 addresses both emergency transportation assistance and the maintenance of existing transportation infrastructure and systems. Specifically, it discusses: a. Evacuation of people and resources b. Coordination of resource movements c. Traffic restrictions and transportation safety d. Mutual aid and private sector transportation resources e. Maintenance and restoration of transportation infrastructure 2. Included in this ESF is information on standard operating guidelines and/or procedures for emergency routes, movement of responders, egress and ingress information, affected populations, and supplies associated with response and recovery efforts during an event, emergency or disaster. Also included is information on significant surface transportation routes as well as transportation of resources and services critical to the welfare of the citizens of Cottage Grove. II. Concept of Operations A. General 1. ESF 1 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident 96 Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness and provide status updates to Command and General Staff, specific to the impacted area(s), and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Transportation Infrastructure: As a result of an event, emergency, or disaster that impacts Transportation infrastructure, there will be an immediate response of local government resources to re- establish or reopen Transportation systems allowing emergency response and short- term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 97 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Transportation needs and requests. The ESF Coordinator will develop and update assessments of the status of Transportation services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, the Minnesota Department of Transportation (MNDOT) is the designated lead agency for Transportation services and may 98 provide a liaison to facilitate requests for transportation resources to local or County EOCs. c. HSEM, in coordination with MNDOT, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Transportation with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Transportation activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Transportation needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Transportation activities. 99 7. Maintain existing Transportation equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Transportation status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Transportation priorities with the current incident priorities. 10. Identify resources to assist with Transportation needs, including evacuation and movement of people. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Transportation activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Transportation system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Anticipate and plan for the possibilities of having to develop and obtain Transportation plans and resources to assist people with disabilities and/or access and functional needs. 20. Identify and correct potential shortfalls in the ability to use emergency access and egress routes and available Transportation resources. 21. Coordinate with other agencies to recommend evacuations. 22. Identify guidance for evacuation of vulnerable facilities. 23. Coordinate and/or provide Transportation resources to support evacuations and movement of people. 24. Determine what specialized Transportation resources are unavailable to responding personnel. 25. Initiating traffic management operations and control strategies. 26. Assist with traffic control planning and re-routing as necessary. 27. Establish alternate routes of access required due to road closures. 28. Coordinate the management of air resources with other agencies. 100 29. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Transportation activities. 30. Work with primary and support agencies to report, assess, and analyze the status of and damage to Transportation infrastructure and operations. 31. Provide or obtain technical assistance to affected jurisdictions in determining the most viable Transportation networks to, from, and within the incident area. 32. Identify temporary alternative Transportation solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 33. Coordinate arrangements for alternate Transportation services, if needed. 34. Assist in restoring Transportation infrastructure and systems through ESF 3 – Public Works and Engineering. 35. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 36. Coordinate with appropriate state, tribal, local entities, and Transportation companies for decisions regarding issues such as movement restrictions, critical facility closures, and evacuations. 37. Identify blocked roads and prioritize efforts to reopen. 38. Coordinate and/or perform damage assessments of Transportation infrastructure, systems, facilities, and equipment and monitor for usability. 39. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 40. Notify State and/or County Emergency Management of the status of Transportation infrastructure and systems, including road conditions and traffic control. 41. Request assistance from other Transportation agencies as needed through the Liaison Officer. 42. Coordinates mass Transportation needs. 43. Work to re-establish right of ways, traffic lighting, and signage on affected roads. 44. Coordinate efforts of DOT agencies to provide service for state and federal highways and other regulated Transportation infrastructure. 45. Plan for Transportation recovery, mitigation, and other long-term actions. 46. Continue to perform tasks necessary to expedite restoration and recovery operations. 47. Prioritize emergency repair and restoration of Transportation infrastructure based on response needs as identified by the Incident Commander. 48. Identify Transportation re-entry criteria and re-entry routes. 49. Coordinate recovery efforts for Transportation infrastructure within the city. 50. Plan for the gradual demobilization of on-scene Transportation resources and activities. 51. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 101 52. Continue to coordinate Transportation equipment, supplies, and personnel until authorized to demobilize. 53. Clean, repair, and perform maintenance on all Transportation equipment before returning to normal operations or storage. 54. Participate in after-action meetings and prepare a Transportation summary for the After-Action Review (AAR) report as needed. 55. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Traffic Management a. Traffic Safety—Infrastructure emergencies are particularly challenging scenarios, since the mechanism that facilitates mitigation may be that which requires mitigation or control itself. The response by the primary agency within the jurisdiction of the event to highways and other road emergencies, particularly those endangering traffic passage and flow, require an adequate response including state transportation department and emergency management cooperation. Monitoring, response, recovery cleanup, and post-incident management plans fall within this category. b. Traffic Mobility—planning for notification, operations delegation, continuity of transit access, and traffic flow require alternative route designation and detour implementation. The protocols should be established for all major routes and should include contingencies for emergencies affecting the jurisdiction’s infrastructure such as flash flooding, fires, and high winds. A subset of planning for traffic mobility is implementing the radio, television, and online communications systems alerting travelers of road closures and detours in advance of their arrival in affected areas. It is the local jurisdictions responsibility to coordinate the interests of multiple stakeholders including corporations, private 102 contractors, subcontractors, and the general public. Furthermore, planning for efficient rail and interstate highway detours that affect commercial shipping requires separate operations and coordination with multiple stakeholders. 2. Evacuations (see also Appendix C – Evacuation, Shelter-in-Place, and Re-Entry) Planning for evacuations is an integral part of Transportation operations in emergency management. Designated highway routes and air-evacuation (when applicable) form the basis of an evacuation operations plan, but this should be supplemented with a designated team and delegated on-site officials to carry out the following operations phases: a. Agency Notification b. Public Notification c. Traffic Control d. Evacuation Routes / Evacuation Centers e. Conclusion of Evacuation 3. Most of the whole community is assumed to be capable of transporting under their own power using personal vehicles and traveling with friends and family; however, as there may be a significant percentage of the whole community with disabilities and/or access and functional needs, some level of Transportation assistance during an event, emergency, or disaster may be required. These Transportation challenges may include, but are not limited to, individuals without their own means to evacuate, means of travel to reception or evacuation centers, shelters, distribution sites, or means for reentry and/or return activities during recovery operations. 4. Special care will be taken by first responders so that people with disabilities and/or access and functional needs are not separated from caregivers, mobility devices, other durable medical equipment, and/or Service Animals during an evacuation as long as the event, emergency, or disaster does not present an immediate threat to loss of life. Once beyond an evacuated area, first responders may prevent reentry for reasons regarding health, safety, and/or potential hindering of response operations, even for the retrieval of forgotten items specifically needed for people with disabilities and/or access and functional needs. This denial of reentry may also extend to areas under all types of non- mandatory evacuations. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. 103 IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 104 ESF 2 – Communications Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) Support Agencies: Cottage Grove Communications Division Cottage Grove IT Washington County Communications Division CodeRED Emergency Notification System Comcast (Xfinity) Lumen Technologies (CenturyLink/Qwest) SEMARC-South East Metro Amateur Radio Club SWCTC - South Washington County Telecommunications Commission I. Purpose and Scope A. Purpose ESF 2 – Communications provides support by assisting response organizations in the management of communication systems and infrastructure in the City of Cottage Grove during an event, emergency, or disaster. Communication assets are essential to establish and maintain communications between and among key response personnel, equipment, and facilities that are integral to efficient emergency response operations. B. Scope 1. ESF 2 coordinates actions to provide temporary communications to support incident management and facilitates the restoration of the communications infrastructure. Specifically, it addresses the following: a. Communications interoperability among field response units b. Primary and back-up communications systems c. Communications to and from the Emergency Operations Centers (EOCs) d. Sources for communications augmentation such as Amateur Radio e. Other communications systems to support emergency operations II. Concept of Operations A. General 1. ESF 2 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and 105 supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Communications Infrastructure: As a result of an event, emergency, or disaster that impacts Communications infrastructure, there will be an immediate response of local government resources to re- establish Communications systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and 106 Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Communications needs and requests. The ESF Coordinator will develop and update assessments of the status of Communications services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety’s Emergency Communication Networks (ECN) is the designated lead agency for Communications services and may provide a liaison to facilitate requests for communications resources to local or County EOCs. 107 c. HSEM, in coordination with ECN, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Communications with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Communications activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Communications needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Communications activities. 7. Provide and maintain primary communications for the EOC using all available public and private Communications systems. 108 8. Maintain existing Communications equipment and implement procedures to protect, inspect, and service equipment as needed. 9. Follow established procedures for communicating with personnel in the EOC and personnel performing field operations. 10. Report Communications status and potential problems to the Incident Commander and/or the EOC Director. 11. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Communications priorities with the current incident priorities. 12. Identify resources to assist with Communications needs. 13. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 14. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 15. Manage the collection, processing, and dissemination of information regarding Communications activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 16. Coordinate any pre-positioning of resources with other agencies. 17. Coordinate with response agencies regarding the operational capabilities of Communications systems. 18. Evaluate all requests for resources against known supplies. 19. Obtain needed resources and supplies. 20. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 21. Determine what specialized Communications resources are unavailable to responding personnel. 22. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Communications activities. 23. Support Joint Information Center (JIC) operations as needed. 24. Collect, process, and disseminate information to and from the EOC. 25. Ensure the Public Information Officer (PIO) provides timely and pertinent alerts and warnings for distribution to the public. 26. Establish and maintain communications at reception or evacuation centers, shelters, feeding sites, staging areas, distribution centers, and other facilities as needed. 27. Work with primary and support agencies to report, assess, and analyze the status of and damage to Communications infrastructure and operations. 28. Identify temporary alternative Communications solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 29. Coordinate arrangements for alternate Communications services, if needed. 109 30. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 31. Coordinate and/or perform damage assessments of Communications infrastructure, systems, facilities, and equipment and monitor for usability. 32. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 33. Notify State and/or County Emergency Management of the status of Communications infrastructure and systems. 34. Request assistance from other Communications agencies as needed through the Liaison Officer. 35. Plan for Communications recovery, mitigation, and other long-term actions. 36. Continue to perform tasks necessary to expedite restoration and recovery operations. 37. Prioritize emergency repair and restoration of Communications infrastructure based on response needs as identified by the Incident Commander. 38. Coordinate recovery efforts for Communications infrastructure within the city. 39. Plan for the gradual demobilization of on-scene Communications resources and activities. 40. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 41. Continue to coordinate Communications equipment, supplies, and personnel until authorized to demobilize. 42. Clean, repair, and perform maintenance on all Communications equipment before returning to normal operations or storage. 43. Participate in after-action meetings and prepare a Communications summary for the After-Action Review (AAR) report as needed. 44. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, 110 c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. The Cottage Grove Public Safety Department will support the establishment of communications between key facilities that have a specific role in emergency response and recovery under the National Incident Management System. 2. The primary Communications systems identified for City of Cottage Grove are listed below: Communications Communication: ARMER Radio System: Police, Fire, EMS, and Public Works 800 MHz radios Priority: High Type: Voice Description: Internal Use, External Use, Mobile, Secure Communication: Cottage Grove Public Works Truck Radios Priority: High Type: Voice Description: Internal Use Communication: Washington County Sheriff's Office Priority: High Type: Other Description: Internal Use, External Use, Mobile • Emergency Response Communications Center (ECRC) • IPAWS • CodeRED for Alerts, Warnings, and Messages Communication: Outdoor Warning Sirens Priority: High Type: Other Quantity: 12 Description: External Use III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. 111 IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 112 ESF 3 – Public Works and Engineering Coordinating Agency: Cottage Grove Public Works Primary Agency: Cottage Grove Public Works Support Agencies: Cottage Grove Public Safety Department Cottage Grove Building Division Cottage Grove Engineering Division Stantec Bolton & Menk Washington County Public Works I. Purpose and Scope A. Purpose ESF 3 – Public Works and Engineering provides support by assisting response organizations in the management of public works and engineering needs in the City of Cottage Grove during an event, emergency, or disaster. B. Scope 1. ESF 3 addresses both emergency public works assistance and engineering support. Specifically, it discusses: a. Infrastructure protection and emergency restoration b. Safety inspections and other assistance for first responders c. Engineering and construction services d. Debris management operations e. Safety of public water supplies and wastewater treatment facilities II. Concept of Operations A. General 1. ESF 3 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with 113 corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Public Works and Engineering Infrastructure: As a result of an event, emergency, or disaster that impacts Public Works and Engineering infrastructure, there will be an immediate response of local government resources to re-establish Public Works and Engineering systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 114 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Works staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Public Works and Engineering needs and requests. The ESF Coordinator will develop and update assessments of the status of Public Works and Engineering services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. Cottage Grove Public Works develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Transportation (MNDOT) is the designated lead agency for State public works and engineering services and may provide a liaison to facilitate requests for public works and engineering resources to local or County EOCs. c. HSEM, in coordination with MNDOT, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such 115 documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Public Works and Engineering with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Public Works and Engineering activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Public Works and Engineering needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Public Works and Engineering activities. 7. Maintain existing Public Works and Engineering equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Public Works and Engineering status and potential problems to the Incident Commander and/or the EOC Director. 116 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Public Works and Engineering priorities with the current incident priorities. 10. Identify resources to assist with Public Works and Engineering needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Public Works and Engineering activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Public Works and Engineering system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain sanitation services during an emergency. 19. Provide field support for on-scene emergency responders. 20. Perform priority repairs of local roads, bridges, and culverts. 21. Perform priority repairs to local water and wastewater systems. 22. Assist in the restoration of gas, electric, and communications services. Prioritize vulnerable needs and at-risk groups through liaisons with utility providers and their medical needs rosters. 23. Provide for handling and disposal of contaminated soil, water, clothing, and other items that could not be properly decontaminated. 24. Coordinate with ESF 10 – Oil and Hazardous Materials Response on hazardous material debris removal. 25. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 26. Determine what specialized Public Works and Engineering resources are unavailable to responding personnel. 27. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Public Works and Engineering activities. 28. Work with primary and support agencies to report, assess, and analyze the status of and damage to Public Works and Engineering infrastructure and operations. 29. Identify temporary alternative Public Works and Engineering solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 117 30. Coordinate arrangements for alternate Public Works and Engineering services, if needed. 31. Work with City of Cottage Grove GIS personnel to develop and maintain data and its accuracy. 32. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 33. Coordinate and/or perform damage assessments of Public Works and Engineering infrastructure, systems, facilities, and equipment and monitor for usability. 34. Coordinate the damage assessment process; gather and evaluate information to determine the extent of damage and the impact on the community resulting from a disaster. 35. Coordinate with damage assessment teams to condemn, demolish, and dispose of structures that present a safety hazard to the public. 36. Coordinate items required by FEMA and other federal agencies for disaster relief. 37. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 38. Notify State and/or County Emergency Management of the status of Public Works and Engineering infrastructure and systems. 39. Request assistance from other Public Works and Engineering agencies as needed through the Liaison Officer. 40. Plan for Public Works and Engineering recovery, mitigation, and other long-term actions. 41. Continue to perform tasks necessary to expedite restoration and recovery operations. 42. Inspect damaged or affected structures in coordination with police, fire, and rescue personnel, designate unsafe or uninhabitable, and demolish as necessary. 43. Evaluate need to remove debris from public and/or private property and transport to selected sites for disposal. 44. Prioritize emergency repair and restoration of Public Works and Engineering infrastructure based on response needs as identified by the Incident Commander. 45. Make emergency repairs to key buildings and facilities to provide continued operational capability and habitability. 46. Assist in the restoration of gas, electric, and communications services. Prioritize vulnerable needs and at-risk groups through liaisons with utility providers and their medical needs rosters. 47. Coordinate recovery efforts for Public Works and Engineering infrastructure within the city. 48. Plan for the gradual demobilization of on-scene Public Works and Engineering resources and activities. 49. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 118 50. Continue to coordinate Public Works and Engineering equipment, supplies, and personnel until authorized to demobilize. 51. Clean, repair, and perform maintenance on all Public Works and Engineering equipment before returning to normal operations or storage. 52. Participate in after-action meetings and prepare a Public Works and Engineering summary for the After-Action Review (AAR) report as needed. 53. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. Prioritization of the restoration of all services will include consideration of, but not limited to, the weather and the impact that the loss of service will have on the whole community to include, but not limited to; people with disabilities, access and functional needs and other unique populations i.e. schools, hospitals, managed care facilities, group homes, incarcerated, children, families, etc. G. Special Tasks 1. Anticipate potential evacuation needs or problems and work with the ESF 1— Transportation Coordinator (see also Appendix C – Evacuation, Shelter-in-Place, and Re-entry). 2. Protective actions: For slowly developing emergency situations, Public Works and Engineering will take actions to protect government facilities, equipment, and supplies prior to the onset of hazardous conditions; Plan and designate who will carry out pre- disaster protective actions for impending hazards, including identifying possible facilities for debris storage and reduction, and building barricades, reinforcing structures, temporary fencing, and other measures. 3. Debris management: Develop general priorities for clearing debris from roads; Remove debris from public property and manage proper debris disposal; Coordinate with state and federal agencies in cleanup if necessary, identifying potential brownfield locations in 119 affected areas. Proactive public outreach programs can advise the public of the actions they can take to facilitate pickup and assist in debris management. 4. Hazardous Materials a. Monitor the surrounding area of the Hazardous Material release site for possible contamination. b. Ensure compliance with State and Federal regulations regarding disposal of Hazardous Materials waste. 5. Flooding a. Priorities during response operations: i. Make an initial damage assessment. ii. Identify potential locations for the placement of temporary levees and include this information on the appropriate maps. iii. Sandbag production and distribution: Work with the Logistics Section Chief to obtain a labor force to perform flood-fighting tasks associated with building a levee (e.g. obtain, fill, and place sandbags) to protect critical infrastructure. iv. Identify water transfer pump placement locations to protect critical infrastructure. v. Obtain technical assistance from the U.S. Army Corps of Engineers regarding temporary emergency levees. vi. Relocate needed emergency resources and equipment from potential flood areas. b. Priorities during recovery operations: i. Inspection and condemnation. ii. Water pressure and debris may have weakened structures left standing. Building interiors will be filled with mud and contaminants and some building materials will be waterlogged. iii. Inspect buildings and other structures to determine whether they are safe to inhabit after a flood has occurred. iv. Evaluate buildings and structures that may threaten public safety and identify and mark buildings and structures that are to be condemned. v. Identify and mark buildings and structures that may be reoccupied. 6. High Wind a. Priorities during response operations: i. Ensure resources are available for evacuation assistance. ii. Clear debris or other materials that block or hamper the performance of emergency response functions, including constructing emergency detours and access roads; Clearing obstructed roads using demolition and other actions; Repair or temporarily reinforce roads and bridges. 120 b. Priorities during recovery operations: i. Inspect buildings and other structures to determine whether it is safe to inhabit or use them after a tornado or high winds. ii. Inspect buildings and structures that are critical to emergency operations. iii. Inspect buildings and structures that may threaten public safety. iv. Inspect less critically damaged structures and designate those that may be occupied and identify/mark those that are to be condemned. v. Condemn unsafe structures and assist with demolition as needed. vi. Work with the Incident Commander and the EOC Director to conduct immediate ground and air surveys to determine the extent of damage, casualties, and the status of key facilities for the Damage Assessment Report. 7. Earthquake a. Priorities during response operations: i. Have resources be available for evacuation assistance. ii. Clear debris or other material that block or hamper the performance of emergency response functions. iii. Construct emergency detours and access roads where needed. iv. Clear obstructed roads using demolition and other actions where needed. v. Repair or temporarily reinforce roads and bridges. vi. Determine safety of evacuation routes to include highway bridges, rail lines, and airports. vii. Restore and repair electrical power, natural gas, water, sewer, and telephone and other communications systems to minimize the impact on critical services and the public. viii. Work with the Incident Commander and the EOC Director to conduct immediate ground and air surveys to determine the extent of damage, casualties, and the status of key facilities. Survey and evaluate the safety of hospitals, emergency response agency control centers (police, fire, etc.), reception and care centers, public shelters, primary and alternate Emergency Operations Centers. b. Priorities during recovery operations: i. Inspect buildings and other structures to determine whether it is safe to inhabit or use them after an earthquake. Condemn, and demolish those that are unsafe. Additional engineering and building inspection support is available from the State. ii. Inspecting buildings and structures that are critical to emergency operations. iii. Inspecting buildings and structures that may threaten public safety. iv. Inspecting less critically damaged structures and designate those that may be reoccupied and identify/mark those that are to be condemned. 121 v. Arranging for the demolition of condemned structures. vi. Inspecting dams and levees. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 122 ESF 4 – Firefighting Coordinating Agency: Cottage Grove Fire Department Primary Agency: Cottage Grove Fire Department Support Agencies: Cottage Grove Police Department DNR - Minnesota Department of Natural Resources MN State Duty Officer MN State Fire Marshal Mutual Aid Fire I. Purpose and Scope A. Purpose ESF 4 – Firefighting provides support by assisting response organizations in the management of fire protection needs in the City of Cottage Grove during an event, emergency, or disaster. B. Scope 1. ESF 4 addresses fire service assistance. It coordinates firefighting activities, including the detection and suppression of fires and if required, provides personnel, equipment and supplies to local governments. Specifically, it discusses: a. Fire service support in prevention, detection, suppression, and recovery from urban, rural, and wild-land fires. b. Fire suppression and prevention activities c. Mutual aid and resource augmentation d. Fire command and control structure II. Concept of Operations A. General 1. ESF 4 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with 123 corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Firefighting Infrastructure: As a result of an event, emergency, or disaster that impacts Firefighting infrastructure, there will be an immediate response of local government resources to re-establish Firefighting systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi- agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 124 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Firefighting needs and requests. The ESF Coordinator will develop and update assessments of the status of Firefighting services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Natural Resources (DNR) is the designated lead agency for State firefighting services and may provide a liaison to facilitate requests for firefighting resources to local or County EOCs. c. HSEM, in coordination with the DNR, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such 125 documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Firefighting with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Firefighting activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Firefighting needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Firefighting activities. 7. Maintain existing Firefighting equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Firefighting status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Firefighting priorities with the current incident priorities. 126 10. Identify resources to assist with Firefighting needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Firefighting activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Firefighting system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Firefighting resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Firefighting activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Firefighting infrastructure and operations. 22. Identify temporary alternative Firefighting solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Firefighting services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Firefighting infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Firefighting infrastructure and systems. 28. Request assistance from other Firefighting agencies as needed through the Liaison Officer. 29. Plan for Firefighting recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Firefighting infrastructure based on response needs as identified by the Incident Commander. 127 32. Coordinate recovery efforts for Firefighting infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Firefighting resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Firefighting equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Firefighting summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Participate in the hazard identification process and identify gaps in firefighting operational effectiveness. 2. Anticipate potential evacuation needs or problems and work with the ESF 1— Transportation Coordinator (see also Appendix C – Evacuation, Shelter-in-Place, and Re-Entry). 3. Provide field support and rehabilitation needs for emergency responders at the scene. 4. Coordinate with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services and ESF 3 – Public Works and Engineering toward the inspection of congregate and shelter facilities prior to occupancy by evacuees. Also take into consideration while inspecting the requirements and needs for special needs population. 5. Provide for handling and disposal of contaminated soil, water, clothing, and other items that could not be adequately decontaminated. 128 III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 129 ESF 5 – Emergency Management Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Safety Department Support Agencies: MN Department of Public Safety, Homeland Security and Emergency Management (HSEM) Washington County Emergency Management I. Purpose and Scope A. Purpose ESF 5 – Emergency Management provides support by assisting response organizations with emergency management needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure that the City’s response to any major event, emergency, or disaster is effectively coordinated and that provisions exist to provide for incident management. This is accomplished by collecting, analyzing, and disseminating information on the nature, scope, and potential impacts of an incident, and by identifying and anticipating future needs and resource requirements. B. Scope 1. ESF 5 serves as the coordinating ESF to address response to an event, emergency, or disaster. It facilitates information and resource flow to assist municipalities during a disaster. 2. Included in this ESF is information on activities including those functions that are critical to support and facilitate multi-agency planning and coordination for operations involving potential and actual disasters/emergencies. This includes alert and notification, activation, and staffing of the EOC, incident action planning, coordination of operations, logistics and resources, direction and control, information management, facilitation of requests for state assistance, resource requests, worker safety and health, facilities management, financial management, and other support as required. II. Concept of Operations A. General 1. ESF 5 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 130 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Emergency Management Infrastructure: As a result of an event, emergency, or disaster that impacts Emergency Management infrastructure, there will be an immediate response of local government resources to re- establish Emergency Management systems allowing emergency response and short- term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 131 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. EOC staffing will be established according to incident needs by the EOC Director or their designee utilizing the City’s organizational chart. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Emergency Management needs and requests. The ESF Coordinator will develop and update assessments of the status of Emergency Management services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, HSEM is the designated lead agency for State emergency management services and may provide a liaison to facilitate requests for emergency management resources to local or County EOCs. c. HSEM develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will 132 follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Emergency Management with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Emergency Management activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Emergency Management needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Emergency Management activities. 7. Maintain existing Emergency Management equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Emergency Management status and potential problems to the Incident Commander and/or the EOC Director. 133 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Emergency Management priorities with the current incident priorities. 10. Identify resources to assist with Emergency Management needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Emergency Management activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Emergency Management system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Emergency Management resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Emergency Management activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Emergency Management infrastructure and operations. 22. Identify temporary alternative Emergency Management solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Emergency Management services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Emergency Management infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Emergency Management infrastructure and systems. 28. Request assistance from other Emergency Management agencies as needed through the Liaison Officer. 29. Plan for Emergency Management recovery, mitigation, and other long-term actions. 134 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Emergency Management infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Emergency Management infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Emergency Management resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Emergency Management equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare an Emergency Management summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Coordinate preparedness, prevention, protection, mitigation, response, and recovery planning activities between municipalities, the county, and the State. 2. Identify staff liaisons or points of contact to provide technical and subject-matter expertise, data, advice, and staff support for operations that fall within the domain of each agency. 3. Identify responsibilities for liaison roles with State and adjacent County Emergency Management officials. 135 4. Emergency Operations Center a. Inform WCSO EM and the ECRC when the EOC has been activated. b. Collect, process, and disseminate information to and from the EOC. c. Identify EOC ability to respond to disasters longer than 24 hours. d. Identify alternate EOC location (if needed) and requirements to activate and staff. 5. Coordinates staffing of emergency management activities at the jurisdiction’s EOC on- scene command posts, and/or multiagency coordination centers, including which ESFs are activated, the size and composition of the organizational structure, the level of staffing at the above facilities, and the key personnel required. 6. Coordinate with ESF 7 – Logistics Management and Resource Support to ensure that all available resources are logged and requests for resources are filled. 7. Emergency Management in coordination with the American Red Cross and the ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services Coordinator will work in conjunction with local government toward the process of short- term and long-term housing. 8. The following actions require specific skills and knowledge and require significant cooperation and collaboration between all agencies and the intended recipients of service. a. Pre-disaster analyses (predicted impacts) which use predictive tools to estimate disaster impacts. b. Immediate, post-disaster impact assessments which focus on disaster impacts on people, buildings and infrastructure – with emphasis on assessments of functionality of essential services, and local response capabilities and immediate needs. c. Preliminary damage assessments, which assess damages to eligible infrastructure and individuals. 9. Collect and process information received from damage assessment teams, analyze this information, and share with appropriate partners. 10. Identify critical facilities and recommend protective and mitigation activities for those facilities. 11. Incident Action Planning a. Conduct operational planning b. Current information that accurately describes the incident situation and resource status. c. Predictions of the probable course of events. d. Alternative strategies to attain critical incident objectives. e. An accurate, realistic IAP for the next operational period. 136 12. Establish and draft recovery plans to address building inspection requirements and priorities, emergency and temporary housing issues, business impacts (direct and indirect), debris management, route clearance, and utilities restoration. 13. Schedule and conduct after action meetings and after-action reviews. Draft corrective action plan. 14. Collect documentation for the Public Assistance process. Provide updates to the City of Cottage Grove on any disaster recovery programs. 15. Coordinate county mitigation plan revisions to identify risks to the City of Cottage Grove and projects that could lessen those risks. 16. Training a. Train personnel on EOC operations, the Incident Command System (ICS) and the National Incident Management System (NIMS). b. Training is a critical preparedness component of ESF 5. The objective is to develop and sustain a capability in the City of Cottage Grove to routinely implement each phase and function of ESF 5. Accordingly, training will address the following: i. Planning and Information – overview of key components of ESF 5; role, requirements, and integration under NIMS ii. Intelligence and Analysis – procedures for identifying, collecting, prioritizing, and utilizing intelligence iii. Preparation and utilization of Incident Action Plans 17. Exercises a. Participate in training, drills, and exercises. b. Consistent with NIMS, the City of Cottage Grove will incorporate plans and procedures into exercises that will be conducted at the local level. On an annual basis, at least two exercises or real-life incidents or events will be used to evaluate readiness. 18. Participate in mitigation planning team meetings and work with local, county, and State emergency management to promote community preparedness. 19. Recommend changes in planning, zoning, and building codes to prevent or lessen the effect of future disasters. 20. The development of fully functional, effective, and sustainable Emergency Management capabilities for the City of Cottage Grove will be guided by the following principles: a. All ESFs/Appendices will be fully integrated into all phases of Emergency Management. b. It will address the potential impacts of natural, technological, and human-caused hazards, and be in full compliance with NIMS. 137 III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 138 ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services Coordinating Agency: Washington County Community Services Primary Agency: Washington County Community Services Support Agencies: Cottage Grove Public Safety Department Washington County Emergency Management American Red Cross Salvation Army I. Purpose and Scope A. Purpose ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services provides support by assisting response organizations with emergency human service needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure that provisions exist to provide for reception centers, registration of evacuees, temporary shelters, emergency mass feeding, crisis counseling, and bulk distribution of coordinated relief supplies for people affected by a major event, emergency, or disaster. B. Scope 1. ESF 6 addresses the delivery of services and the implementation of programs to assist individuals, households and families impacted by disasters/emergencies. 2. ESF 6 includes four primary functions: Mass Care, Emergency Assistance, Temporary Housing, and Human Services. a. Mass care involves the coordination of non-medical mass care services to include sheltering of disaster survivors and household pets, organizing feeding operations, providing emergency first aid at designated sites, collecting and providing information on disaster survivors to family members, and coordinating bulk distribution of emergency relief items. b. Emergency assistance includes functions of evacuation support in conjunction with ESF 1 – Transportation and ESF 9 – Search and Rescue, reunification of families, access and functional needs population support, sheltering of disaster survivors and household pets, and overall shelter management. c. Housing involves the provision of assistance for short- and long-term housing needs of disaster survivors. 139 d. Human Services includes providing disaster survivor-related recovery efforts such as emotional support and identifying supports for people with disabilities and/or access and functional needs. II. Concept of Operations A. General 1. ESF 6 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Mass Care, Emergency Assistance, Temporary Housing, and Human Services Infrastructure: As a result of an event, emergency, or disaster that impacts Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure, there will be an immediate response of local government resources to re-establish Mass Care, Emergency Assistance, Temporary Housing, and Human Services systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. 140 B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Washington County Community Services staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Mass Care, Emergency Assistance, Temporary Housing, and Human Services needs and requests. The ESF Coordinator will develop and update assessments of the status of Mass Care, Emergency Assistance, Temporary Housing, and Human Services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. Washington County Community Services develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota 141 a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Human Services (DHS) is the designated lead agency for State mass care, emergency assistance, temporary housing, and human services needs and may provide a liaison to facilitate requests for mass care, emergency assistance, temporary housing, and human services resources to local or County EOCs. c. HSEM, in coordination with the DHS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 3. When an area of Cottage Grove is threatened or has been impacted by an event, emergency, or disaster with mass care, emergency assistance, temporary housing, and human services concerns, the Cottage Grove Public Safety Department and/or EOC Director will notify Washington County Community Services. If so advised or requested, a Community Services representative or designee will report to the EOC. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Mass Care, Emergency Assistance, Temporary Housing, and Human 142 Services with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Mass Care, Emergency Assistance, Temporary Housing, and Human Services activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Mass Care, Emergency Assistance, Temporary Housing, and Human Services needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Mass Care, Emergency Assistance, Temporary Housing, and Human Services activities. 7. Maintain existing Mass Care, Emergency Assistance, Temporary Housing, and Human Services equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Mass Care, Emergency Assistance, Temporary Housing, and Human Services status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Mass Care, Emergency Assistance, Temporary Housing, and Human Services priorities with the current incident priorities. 10. Identify resources to assist with Mass Care, Emergency Assistance, Temporary Housing, and Human Services needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Mass Care, Emergency Assistance, Temporary Housing, and Human Services activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Mass Care, Emergency Assistance, Temporary Housing, and Human Services system. 16. Evaluate all requests for resources against known supplies. 143 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Mass Care, Emergency Assistance, Temporary Housing, and Human Services resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Mass Care, Emergency Assistance, Temporary Housing, and Human Services activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure and operations. 22. Identify temporary alternative Mass Care, Emergency Assistance, Temporary Housing, and Human Services solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Mass Care, Emergency Assistance, Temporary Housing, and Human Services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure and systems. 28. Request assistance from other Mass Care, Emergency Assistance, Temporary Housing, and Human Services agencies as needed through the Liaison Officer. 29. Plan for Mass Care, Emergency Assistance, Temporary Housing, and Human Services recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Mass Care, Emergency Assistance, Temporary Housing, and Human Services infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Mass Care, Emergency Assistance, Temporary Housing, and Human Services resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 144 35. Continue to coordinate Mass Care, Emergency Assistance, Temporary Housing, and Human Services equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Mass Care, Emergency Assistance, Temporary Housing, and Human Services summary for the After- Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Anticipate potential mass care needs or problems and begin alerting appropriate Reception Center and Mass Care resources. Estimate number of evacuees needing mass care. 2. Consider the impact of the disaster on special needs populations and animals. 3. Identify and provide staff to support shelter operations. This includes activation, staffing and management of shelter operations. 4. Coordinate with the ESF 7 – Logistics Management and Resources Support Coordinator for supplies needed (including bulk emergency relief items) and ensure each Mass Care facility receives it’s supplies. 5. Coordinate with the appropriate ESFs to establish communications, mark routes to the Mass Care facilities, and establish traffic control systems. 6. This ESF will coordinate sheltering requests, which must be facilitated in conjunction with local schools, secondary institutions, and the American Red Cross (ARC) to inventory potential shelter locations and have: 145 a. Identified usable shelters, to include, but not limited to schools, churches, and campgrounds. i. Establish the criteria for how shelters will be selected and operated (kitchen, restrooms, showers, size, parking, etc.). ii. The specific facilities that will be used for sheltering and feeding during an emergency will depend on the needs of the situation, the status of available facilities, the location of the hazard area, and the anticipated duration of operations. iii. Identify, inspect, and establish locations for the use of suitable shelter facilities. iv. In the absence of available ADA compliant shelters, establish procedures to offer reasonable accommodations to vulnerable needs citizens. v. Shelters should be opened and closed based on need. When occupancy of existing shelters reaches 75 to 80 percent, consideration should be given to opening or requesting an additional facility. vi. Shelters should be managed by individuals with shelter management training, preferably individuals who work in the facility on a daily basis. The American Red Cross and any other agency in operation should jointly maintain a listing of trained shelter and mass care facility managers in the local area. vii. To ensure consistency in shelter activities, it is desirable that all shelters follow a general set of operating guidelines. When the American Red Cross opens a shelter, internal policies guide how the facility is staffed and operated. viii. Private organizations and NGOs serving mental health, developmental disabilities, and medical assistance needs may assist and augment these operations and American Red Cross in the screening and management of Shelters. ix. Verify availability of shelter space for a prolonged period of time (up to 90 days). b. School districts can provide a list of facilities that could be eligible for assessment as a secondary sheltering site should the pre-designated site within the district boundaries be, by whatever means, no longer available for use. c. Coordinate with Emergency Management on maintaining a list of all Parks & Recreation facilities designated as potential mass care shelters. d. Written agreements to use shelters, as appropriate. e. Trained volunteers for mass care and shelter operations. Keep detailed logs of volunteers’ times and locations. f. Coordinate credentialing/privileging procedures to utilize volunteer behavioral health professional and other staff. g. Established a communication system for communications between ARC, shelters, and the EOC. 146 h. Established, with other social service organizations, a crisis counseling system in shelters and other mass care facilities. i. Registered evacuees and collected, as appropriate, other pertinent, personal demographic data for further response, reunification, and recovery operations. i. The purpose of screening and registration is to be able to identify evacuees with special needs or concerns, respond to inquiries about the status of evacuees, monitor health concerns, and provide a basis for post-emergency follow-up support. j. Identify procedures for handling and providing for unaccompanied minors in shelters. k. Reception Centers may be used as a gathering place for evacuees to provide initial processing. These areas should be located along predetermined evacuation routes and sufficiently distant from the affected areas to provide ease of public access, facilitate traffic flow and to preclude possible relocation of the area. Guidance, information, and in some cases transport, may be provided to move the evacuees to an appropriate mass care shelter. l. Shelter managers are expected to provide periodic situation reports to the EOC on the status and number of occupants, resources needed, any problems and the number of meals served. Volunteer groups operating shelters may also be required to report this information through their organizational channels. Local government is responsible for providing the following support for shelter operations: i. Security and, if necessary, traffic control at shelters. ii. Fire inspections and fire protection at shelters. iii. Transportation for food, shelter supplies, and equipment if the organization operating the shelter cannot do so. iv. Transport of shelter occupants to feeding facilities, if necessary. v. Basic medical attention, if the organization operating the shelter cannot do so. m. In addition to the provision of shelter and mass care services, evacuees may need assistance with clothing, basic medical attention, prescription medicines, disaster mental health services, temporary housing, and other support services. Some of these services may be provided by the same volunteer organizations that are operating shelters. n. In other cases, multiple agencies may have to identify the needs of those in public shelters that require services from Human Services representative(s). The EOC may be able to arrange for assistance from other volunteer organizations and agencies. Many human services programs also serve disaster affected population that has not been evacuated from their homes. o. Coordinate with ESF 13 – Law Enforcement and Security to identify the process of handling parolees, registered sex offenders, and other individuals with legal reporting requirements. p. Provide appropriate Mass Care information (number of occupants, meals served, etc.) to the EOC. 147 q. Coordinate with ESF 14 – Long-Term Community Recovery to identify short-term and long-term housing resources. r. Provide technical assistance for shelter, feeding, and storage operations related to food, vector control, water supply, and waste disposal. 2. The ESF Coordinator should identify and address the requirements of people with disabilities and/or access and functional needs, including their sheltering requirements. 3. This ESF will be required to provide emergency relief supplies. Most shelters can obtain food directly from state distribution agencies which exist through state volunteer organizations active in disasters (VOADs) religious organizations, and USDA Food and Nutrition Service (FNS) commodities. Therefore, the process of acquiring food may completely bypass EM services and agency management. a. Both fixed facilities and mobile units may be used for preparing and serving meals. Fixed facilities include schools, churches, and civic buildings serving as shelters. The American Red Cross and other disaster relief agencies may also deploy self-contained mobile feeding units to supplement fixed feeding facilities. b. Work with appropriate building officials to coordinate the inspection of shelters for structural integrity, code compliance, and general safety during operation. c. Assist with locating and coordinating shelter client prescription medication issues (if the prescriptions resupply resources available to the shelter and ESF 6 agencies are exhausted/unavailable). 4. The ESF 8 – Public Health and Medical Services Coordinator will coordinate emergency first aid which consists of basic first aid and referral to appropriate medical care provided at mass care facilities and designated sites. a. Emergency first aid services should be provided to affected population and workers at mass care facilities and at designated sites within the affected area as available. This emergency first aid service should be supplementary to emergency health and medical services established to meet the needs of the affected population. b. Coordinating assistance for people with disabilities and/or access and functional needs may include infants and young children, pregnant women, older adults, people with weakened immune systems or chronic health impairments, or those who do not speak English as their primary language. Individuals with mental health or physical disabilities may need unique accommodations. c. Evacuees may include people who are transient such as tourists, seasonal workers, and the homeless. 5. NGO's such as the American Red Cross may need to activate family reunification systems in conjunction with Washington County Public Health & Environment as soon as possible. 6. Prepare a reunification and public information site for lost or found pets at local jurisdiction animal control, or shelters after a major event, emergency, or disaster. Encourage micro chipping in addition to traditional tagging as a security and mitigation measure. 148 a. Only service animals (seeing-eye dogs, etc.) are allowed in American Red Cross affiliated shelters. b. For health reasons, companion animals (pets) are not allowed in emergency shelters operated by the American Red Cross and most other organized volunteer groups. c. Domestic animals/livestock (horses, goats, cows, chickens, etc.) are not allowed at public shelters. d. Depending on the situation, one or more of the following approaches can be utilized to handle evacuees arriving with pets. i. Direct pet owner to a public shelter that has covered exterior corridors or adjacent support buildings where pets in carriers may be temporarily housed. (While there may be temporary animal shelters next to shelters for humans, this cannot always be expected. Arrangements for companion animals are generally the responsibility of the pet owners.) ii. Provide pet owners information on nearby kennels, animal shelters, and veterinary clinics that have agreed to temporarily shelter pets. iii. Set up temporary pet shelters at the Fairgrounds or close by to the mass care shelters if possible. iv. For large-scale events, the EOC may rely on the local animal control agencies, and/or the Animal Humane Society to help coordinate pet shelter activities, or on the County Extension Office and other farm- related agencies or organizations for issues regarding livestock. v. For large-scale disasters, the Minnesota Board of Animal Health will be the lead agency toward mass disposal and containment needs in the event of extensive livestock loss. vi. Livestock events involving biohazards or zoonotic disease cross contamination will be reported through the ESF 11 – Agriculture and Natural Resources Coordinator to the state EOC representative, Department of Agriculture, USDA/APHIS and the CDC as appropriate. vii. Consideration of domesticated animals is critical. If people cannot take their pets, Service Animals, or livestock with them, or know that their animals may not be cared for, they may choose not to evacuate or prepare adequately for an event, emergency, or disaster. Unique, preplanning considerations must be made to ensure unique facilities (i.e. veterinarian offices, animal care shelters, zoos, and colleges that contain large numbers of animals) are adequately prepared for the domesticated animals’ movement and sheltering. The above provisions of providing appropriate relief, care, and sheltering also cover all disaster cycle activities involving domesticated animals and their owners who may or may not be continually present with their animal, including but not limited to; owners that are in congregate shelter or reception centers, owners needing Search and Rescue services, owners needing decontamination from exposure to hazardous materials, owners needing assistance during evacuations. 149 7. While separating members of the whole community is prohibited, persons of the whole community who present immediate, life-threatening medical conditions, require intensive and/or ongoing medical observation for medically fragile conditions, or require more intensive decontamination procedures, as applicable, may be referred to an appropriate medical shelter or hospital facility while their family and/or friends reside in the shelter, should they so choose to stay. As recommended by shelter security and law enforcement, members of the whole community who threaten the safety and security of the shelter may also be referred to an alternative arrangement while their family and/or friends reside in the shelter, should they choose so to stay. 8. Under the guidance of City or County Animal Care and Control, the primary agency and/or organization performing sheltering operations (i.e. American Red Cross, the Salvation Army, or local jurisdiction agency) will make all reasonable efforts to co-locate a domesticated animal care facility with a shelter for the people of the whole community. Co-locating a domesticated animal care facility may be permitted directly alongside a shelter facility that has the appropriate provisions and setup (i.e. covered exterior corridors or adjacent support buildings) where domesticated animals under appropriate restraint by their owner (i.e. on leashes and/or in carriers) may be housed for most, if not all, of the duration of an owner’s stay at a shelter. 9. The provisions under the PETS Act will be carried out by City or County Animal Care and Control and, as available to assist, the Animal Humane Society; or by a third party under the agreement and/or authorization of City or County Animal Care and Control to conduct similar activities. 10. Deactivate shelters and mass care facilities and return them to normal use. 11. Coordinate fatality management process and requests additional support. The Ramsey County Medical Examiner’s Office should assist with notifications to the next of kin of the injured and deceased. Selecting Mass Care Facilities 1. Select mass care facilities for activation in accordance with the following criteria listed in priority: a. Hazard/vulnerability analysis considerations. b. Locations in relation to evacuation routes. c. Services available in facilities. d. Input from the EOC Director. 2. Types of Mass Care Facilities to be considered per hazard: a. Ensure that any mass care facilities to be opened are upwind and/or out of range of the hazardous materials release. b. Estimate the number of evacuees needing mass care. c. Identify undamaged mass care facilities that are also out of the way of secondary effect threats. 150 d. Meet with the Public Works and Firefighting ESF Coordinators for engineer/building inspector resources. e. Prioritize mass care facility openings. f. Alert and notify mass care facility managers. g. Address special provisions for moving the residents of custodial facilities (hospitals, jails, mental health facilities, nursing homes, retirement homes, etc.) 3. Shelter Types a. Reception Center: These Service Centers have no dormitory functions and provide only limited mass feeding (mainly snacks and hydration). They provide an initial gathering space for victims immediately after an event and “one-stop- shop” for subsequent disaster services and information including registration and referral to disaster services, psychological first aid, and briefings from officials on progress and issues in response and recovery. b. Family Assistance Center (FAC): Provides a gathering space for family and loved ones of victims immediately after an event, and “one-stop-shop” for victim's families subsequent disaster services and information including official updates and information on the status of their loved one, official updates and information on the status of the disaster response and recovery, psychological first aid and registration and referral to disaster services. An FAC provides no dormitory function and limited mass feeding depending on the amount of time that clients may need to spend at the FAC. c. Heating/Cooling Center: Provides a climate-controlled environment as respite for effected persons during the hottest or coldest part of a day. They have limited mass feeding, mainly snacks and hydration. Cooling centers generally provide services during the mid to late afternoon and have no dormitory function. Heating centers generally operate overnight but not during the day and may have a dormitory function. d. Public Disaster Shelter: Provides 24 hour living accommodations to people whose residence has been rendered uninhabitable due to a disaster and who have no other relocation option. The City of Cottage Grove will encourage the disaster-affected public to use disaster shelters only as a last resort and only until they can find other sheltering options or return home. The ESF 15 – External Communications and Public Information Coordinator will be used to reach as many people in the affected area as possible to inform them of the locations of public disaster shelters and transportation methods to reach those shelters. 4. The City of Cottage Grove will make every effort available to accommodate all disaster affected persons seeking shelter and their functional needs within its public disaster shelters. Persons with functional needs will be evaluated on a case-by case basis to determine if the shelter facility can provide them the services they need. Evaluation criteria will include: a. The functional status of the client at the time of registration. If the client presents with an issue that may mean that the facility is not appropriate to their needs, additional registration screening by shelter medical staff is recommended to ensure an accurate assessment. 151 b. The status of the local medical system and its ability to support the facility or to take non-emergency clients. c. The resources existing in the facility at the time, including: i. Accessibility of facility entrance/exit, client service areas such as the dormitory, bathroom, feeding areas etc. ii. Level of training of the shelter staff, particularly medical and specialty care staff. iii. The external resources available to the facility, including: iv. Adaptive assistance equipment v. Specially trained staff d. Persons requiring high level supportive medical care (who cannot care for themselves or do not have personal care providers with them when entering the shelter, and whose needs require resources unavailable to the shelter facility at the time) will be transferred to an appropriate medical care or Alternate Care facility. ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services will coordinate with ESF 1 – Transportation and ESF 8 – Public Health and Medical Services for the transfer of individuals requiring supportive medical care to appropriate health care sites to meet their needs. 5. Emergency medical transports will be handled directly through the ECRC. Some transfers from public disaster shelters to medical care sites may require ambulance level care. These transfers will be coordinated with the EMS unit of ESF 8 – Public Health and Medical Services. Family staying at the shelter with a client who is being transferred to a medical facility will be moved to the public disaster shelter nearest that medical care facility. Regular transportation to and from the alternate care facility will be provided if available. 6. All mass care facilities will establish a direct liaison to the EOC. The following, in general, relate to the safe operation of shelters: a. Public transportation dependent populations: Some affected people may have limited access to reliable transportation or rely on public transportation. They may require additional assistance from the City for transportation to shelters. Appendix C – Evacuation, Shelter-in-Place, and Re-Entry covers evacuation and transportation assistance requests. b. Homeless populations: Homeless persons may not have access to specific disaster information including the location of disaster shelters and shelter transportation. Additional measures may be necessary to provide them with the needed information, including coordination with City and voluntary homeless population service organizations to include disaster related information, and the use of vehicles with public address systems (such as law enforcement vehicles) to broadcast disaster shelter information in areas with high homeless populations. c. Service animals: Service animals remain with their owners at all times and will be allowed into all public areas of mass care facilities in accordance with the Americans with Disabilities Act standards. For companion animals, pet owners who were unable to evacuate with their pet(s) should be encouraged to 152 submit an animal rescue requests at any shelter facility. Registration personnel will pass the request on to the ESF 17 – Animal Services Coordinator. d. Sharing of shelter client information: In accordance with confidentiality considerations and data privacy laws, personal information about shelter client will not be released to the public. General information about the numbers of clients and other information allowable under American Red Cross, local, state and national privacy rules and deemed necessary to operations will be shared with the EOC and ESF 15 – External Communications and Public Information. e. Medical care: Only the most basic first aid is provided in shelters. Persons requiring more extensive medical care will be transferred to a medical facility. ESF 8 – Public Health and Medical Services staff will provide basic observation and prevention assistance for communicable diseases. Appropriately trained staff and/or volunteers will be present at registration to provide secondary health screenings as indicated via the American Red Cross/Department of Health and Human Services assessment tool. In large-scale or long-term events, assistance from Federal Disaster Medical Assistance Teams (DMAT) or Emergency Management Assistance Compact (EMAC) requests for medical personnel may need to be considered. f. Psychological first aid and mental health services: Shelter medical staff will monitor clients for signs of mental health concerns. A mental health specialist, if not on staff, should be on-call and available to the shelter at all times. In addition, shelters should provide other services, including but not limited to, regular briefings and information on the disaster situation, access to the American Red Cross Disaster Mental Health services, on-site day care for young children, and activities—including assisting in appropriate shelter tasks. g. Registration screening: The American Red Cross maintains its own registration screening protocols. The City of Cottage Grove will use the American Red Cross/Department of Health and Human Services intake and assessment tool and its procedures to register and screen clients. Screening must meet HIPAA requirements for the protection and handling of client medical information. h. Mass care feeding: Feeding in shelters includes the provision of regular meals and snacks to shelter clients. Feeding in shelters should be coordinated with the overall mass care feeding effort and ESF 8 – Public Health and Medical Services to ensure the nutrition quality and safety of feeding operations. The City will make every practicable effort to accommodate dietary needs of shelter clients. The City will coordinate with mass feeding service providers and other available resources to provide dietary items such as non-pork products, meatless products, gluten-free products, low sugar products etc. where possible. i. Feeding shelter-in-place/low-mobility residents: Coordinate with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services agencies (Salvation Army, etc.) on the provision of food to individuals not in shelters and unable to attend mass feedings. Disaster victims with this need may be identified in coordination with agencies that provide these services and maintain their own lists and service number for its clients who received meal assistance pre-disaster, through hotlines established for the disaster, or by local disaster responders encountering people with these needs and informing the ESF 6 Coordinator. During large-scale shelter-in-place events, it is 153 recommended to set up a hotline through services such as United Way 2-1-1 to allow persons requiring this disaster service to call and request assistance. j. Security at shelters: The City of Cottage Grove will employ a combination of security measures as appropriate and available. Security for shelters is coordinated by ESF 13 – Law Enforcement and Security and will be provided 24 hours a day throughout the shelter operations of the facility. Security measures should include: i. A shelter client and staff identification system, such as wrist bands ii. A single non-emergency entrance/exit for all shelter clients iii. All other doors should be locked from the inside to prevent unsupervised access into the shelter iv. A staffed position located at the shelter entrance/exit employing a check- in/check-out system for all clients and staff v. If 24-hour security staff is not available, regular law enforcement patrols in the facility and on the shelter grounds are recommended. Additional staff positions may be necessary to monitor areas of concern, such as the restrooms. vi. Unaffiliated volunteers, if used, should not have access to or direct contact with shelter clients. k. Serving functional needs: All policies and procedures listed in this ESF will be adhered to in the case of sheltering people with functional needs. To the extent practicable, the City will make every effort to provide for the cultural and faith- based needs of persons staying in its shelters, provide language/sign-language interpreters and leverage available adaptive communication tools, services, and equipment to make communications and information available to as many shelter clients as possible, with respect to what resources are available. l. Shelter staffing: The American Red Cross can provide its trained sheltering staff, if available, to manage and operate a municipal or county shelter or assist municipal or county staff at the request of Incident Command. Other private and voluntary organizations, including several Minnesota Voluntary Organizations Active in Disaster (MNVOAD) groups have staff trained in general or specialized sheltering functions. The county and its municipalities have staff and volunteers trained in American Red Cross sheltering methods. The use of these staff is intended to supplement or temporarily stand in for American Red Cross shelter staff as needed. The American Red Cross Shelter Staffing Tool can assist in determining staffing levels needed based on the number of expected shelter clients. Wherever possible, the City will use trained staff and volunteers in any shelter position that has direct contact with shelter clients. However, some shelter clients may require functional assistance from specially trained and experienced staff. m. Reunion: The City of Cottage Grove will make every effort to keep families together in mass care situations and to reunite families who are separated. The American Red Cross will serve as the main agency responsible for reuniting family members during a disaster. n. Disaster Services registration: Numerous VOADs, can assist with case management for disaster victims. VOADs such as the American Red Cross and 154 United Way can assist with information and assistance referrals. Disaster Service information and registration should be made available as early as possible to clients in public disaster shelters. Disaster Service Centers should be established to provide a centralized location where disaster victims who are not staying in a public disaster shelter can register for disaster services and receive official information on the disaster effort. Information on Service Center locations and operations should be released to the public though the Joint Information System in coordination with ESF 15 – External Communications and Public Information. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 155 ESF 7 – Logistics Management and Resource Support Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Safety Department Support Agencies: MN Department of Public Safety, Homeland Security and Emergency Management (HSEM) Washington County Emergency Management I. Purpose and Scope A. Purpose ESF 7 – Logistics Management and Resource Support provides support by assisting response organizations with logistical/resource needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure that provisions exist to provide guidelines for purchasing, contracting, renting, and leasing of supplies and equipment for the timely and efficient acquisition and distribution of resources. Proper coordination will result in prompt and orderly deployment of available resources such as supplies, equipment, food, facilities, transportation services, technical expertise, and volunteers. B. Scope 1. ESF 7 provides the operational framework for the resource management activities within the scope of this function, to include: a. EOC logistics section operations b. Resource identification c. Resource procurement d. Resource coordination e. Facilities and logistics f. Personnel augmentation g. Logistic management h. Volunteer and donations management II. Concept of Operations A. General 1. ESF 7 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system 156 support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Logistics Management and Resource Support Infrastructure: As a result of an event, emergency, or disaster that impacts Logistics Management and Resource Support infrastructure, there will be an immediate response of local government resources to re-establish Logistics Management and Resource Support systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 157 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Logistics Management and Resource Support needs and requests. The ESF Coordinator will develop and update assessments of the status of Logistics Management and Resource Support services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. In addition, the ESF Coordinator will: i. Liaison with other agencies and interested parties. ii. At the direction of the Logistics Section Chief, take action if other agencies require assistance in obtaining needed items, find a source for needed items and provide to the requesting agency the name of the contact person, the price, and schedule for when personnel, equipment, or material can be made available at an established location. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned 158 specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety (DPS) is the designated lead agency for State logistics management and resource support and may provide a liaison to facilitate requests for logistics management and resource support assistance to local or County EOCs. c. HSEM, in coordination with the DPS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Logistics Management and Resource Support with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Logistics Management and Resource Support activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Logistics Management and Resource Support needs or problems, coordinate with 159 Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Logistics Management and Resource Support activities. 7. Maintain existing Logistics Management and Resource Support equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Logistics Management and Resource Support status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Logistics Management and Resource Support priorities with the current incident priorities. 10. Identify resources to assist with Logistics Management and Resource Support needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Logistics Management and Resource Support activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Logistics Management and Resource Support system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Logistics Management and Resource Support resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Logistics Management and Resource Support activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Logistics Management and Resource Support infrastructure and operations. 22. Identify temporary alternative Logistics Management and Resource Support solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 160 23. Coordinate arrangements for alternate Logistics Management and Resource Support services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Logistics Management and Resource Support infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Logistics Management and Resource Support infrastructure and systems. 28. Request assistance from other Logistics Management and Resource Support agencies as needed through the Liaison Officer. 29. Plan for Logistics Management and Resource Support recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Logistics Management and Resource Support infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Logistics Management and Resource Support infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Logistics Management and Resource Support resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Logistics Management and Resource Support equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Logistics Management and Resource Support summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: 161 a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. The focal point for all requests for resources will be the EOC. In coordination with the Logistics Section Chief, the ESF 7 Coordinator will determine the sources of the needed resources and will follow procedures as outlined below: a. Procurement Process i. Equipment and materials will be procured from both intra-departmental and inter-departmental supplies. Inter-departmental resource requests will be submitted through the EOC. Requests unable to be filled by City inventories are procured from commercial vendors. Sources include assets within City government and surrounding municipalities. During disaster situations, all resources within City government agencies are considered available. Coordination for such resource reallocation will be accomplished within the EOC. If necessary, reimbursement will be made in accordance with local directives. ii. If needed supplies and equipment are not available within City government resources, the EOC will attempt to purchase or lease them from commercial sources. Contracts for resources or services will be initiated through ESF 7. Contracts will be managed by the agency responsible for the support provided. iii. When resources cannot be acquired through local sources, commercial sources, or mutual aid, requests for these items will be made to the County EOC and/or the Minnesota State Emergency Operations Center (SEOC) if activated. The Statewide Mutual Aid Agreement may be implemented as necessary to obtain required goods and services from other jurisdictions. iv. School districts and Metro Transit have ADA compliant transportation resources with wheelchair capable buses and vehicles. During an event, emergency, or disaster, they may be called upon to provide these resources to assist with transportation needs of the whole community. v. In some cases, needed resources may be available through donations and volunteers. Coordination will be maintained between ESF 7 and ESF 15 – External Communications and Public Information on a continual basis. vi. Use well established, standard procedures and protocols and make use of existing agreements and relationships whenever possible. As the level of emergency increases significance and complexity, stronger controls and extraordinary procedures may be put into practice. b. Transportation i. Requirements which will be coordinated through ESF 1 – Transportation. 162 ii. All available transportation assets will be used to deliver resources to affected areas. iii. Sources include City and municipal assets, as well as those belonging to private nonprofit organizations. iv. Existing City resources will be transported to the disaster area by the City department normally responsible for the resources. v. Commercial vendors are responsible for transportation of their own products/services. c. Staging Areas i. The City of Cottage Grove has identified the HERO Center as the primary staging area for resources brought into the City. ii. The Cottage Grove Public Safety Department or designee manages the Staging Area. iii. The loaning agency normally provides an operator who is responsible for the care and location of the equipment. iv. The borrowing agency is responsible for the return of the equipment after the disaster period. d. Storage Areas i. ESF 7 will coordinate with the City’s Economic Development Director to identify storage facility locations and work with the Finance Director to lease storage space as necessary. ii. It is the responsibility of agencies receiving loaned property to monitor, track, and maintain appropriate accountability of items received. e. Credentialing i. As an event, emergency, or disaster occurs and the demand for additional personnel and specialized assistance is requested, personnel and resources being utilized will need to be credentialed and must be able to show some type of completed training/certification to perform the duties assigned in order to reduce liability for their given agency prior to being assigned to any given event. ii. The ESF 13 – Law Enforcement and Security Coordinator should assist with any credentialling process. 2. Identify how resources are inventoried and tracked. 3. Identify and establish SOPs for points of distributions and staging areas. 4. Track resources during incident and ensure equipment maintenance is conducted and tracked. 5. Coordinate with ESF 12 – Energy and Utilities to support missions with limited fuel availability. 163 6. For volunteer and donation management, the ESF 7 Coordinator or assigned personnel will look principally to those private voluntary organizations with established donations systems already in place to receive, sort, distribute, and deliver appropriate donated goods to those affected by the disaster. See also Appendix A – Volunteer and Donations Management. a. Identify, deploy, demobilize, or direct affiliated or spontaneous unaffiliated volunteers as dictated by the situation. b. Offers from the public and private sector are important resources in response and recovery efforts and must be effectively coordinated. In most situations, financial contributions to credible voluntary organizations will be encouraged. Other offers of assistance may be in the form of in-kind donations (i.e. food, clothing, products, and equipment) or volunteered time. Such efforts must involve inter-agency collaboration among governmental and tribal agencies, voluntary agencies, community-based organizations, faith-based groups, the private sector, and the media. c. If not effectively managed, undesignated in-kind donations can prove detrimental to relief efforts. Unplanned deliveries of donated goods to a disaster site can jam distribution channels, overwhelm government and voluntary agencies, and interfere with response and recovery efforts. d. Manage the collection, distribution, or rejection of unsolicited donations. Careful planning and donations management strategies will reduce problems associated with unsolicited donations. 7. Tracking resources is an essential duty for the ESF 7 Coordinator and any assigned administrative personnel. The coordinator should utilize the proper ICS Forms for tracking purposes. The coordinator should not only focus on the mobilization of resources, but also the demobilization of resources to minimize the financial impact of the event. Offers of undesignated donations will need to be effectively coordinated to ensure timely delivery of goods and services to those affected by disasters. 8. Coordinate with ESF 1 – Transportation to develop strategies for transporting materials through restricted areas, quarantine lines, law enforcement checkpoints, and other transportation restrictions. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. 164 IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 165 ESF 8 – Public Health and Medical Services Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Safety Department Support Agencies: Washington County Public Health and Environment MDH - Minnesota Department of Health Emergency Medical Services Regulatory Board Metropolitan Emergency Services Board Metro Health and Medical Preparedness Coalition I. Purpose and Scope A. Purpose ESF 8 – Public Health and Medical Services provides support by assisting response organizations with health and medical needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure that necessary health and medical services will be available to people affected by a major event, emergency, or disaster. B. Scope 1. ESF 8 describes the actions required to coordinate public health and medical services during a disaster. It addresses: a. Public Health Department notification, coordination, and response b. Emergency Medical Services (EMS) activities c. Coordination among community hospital partners d. Mass fatality partnerships in planning e. Community planning with other health care providers f. Behavioral health activities 2. Most of the agencies involved in public health and medical services activities have existing emergency plans and procedures. ESF 8 is not designed to take the place of these plans; rather, it is designed to complement, support, and reference existing plans and procedures. 3. ESF 8 supports health and medical response during a biological incident within the community. 4. For this AHP, public health and medical services include medical needs associated with behavioral health needs of victims and responders, medical needs of at-risk populations, 166 and environmental health concerns associated with activities outlined in other portions of the AHP. II. Concept of Operations A. General 1. ESF 8 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Public Health and Medical Services Infrastructure: As a result of an event, emergency, or disaster that impacts Public Health and Medical Services infrastructure, there will be an immediate response of local government resources to re-establish Public Health and Medical Services systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 167 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Public Health and Medical Services needs and requests. The ESF Coordinator will develop and update assessments of the status of Public Health and Medical Services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department and Washington County Public Health and Environment develop and maintain the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with 168 both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Health (MDH) is the designated lead agency for State public health and medical services and may provide a liaison to facilitate requests for public health and medical services resources to local or County EOCs. c. HSEM, in coordination with the MDH, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 3. When an area of Cottage Grove is threatened or has been impacted by an event, emergency, or disaster with public health concerns, the Cottage Grove Public Safety Department and/or EOC Director will notify Washington County Public Health and Environment. If so advised or requested, a Public Health representative or designee will report to the EOC. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Public Health and Medical Services with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 169 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Public Health and Medical Services activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Public Health and Medical Services needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Public Health and Medical Services activities. 7. Maintain existing Public Health and Medical Services equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Public Health and Medical Services status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Public Health and Medical Services priorities with the current incident priorities. 10. Identify resources to assist with Public Health and Medical Services needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Public Health and Medical Services activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Public Health and Medical Services system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Public Health and Medical Services resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Public Health and Medical Services activities. 170 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Public Health and Medical Services infrastructure and operations. 22. Identify temporary alternative Public Health and Medical Services solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Public Health and Medical Services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Public Health and Medical Services infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Public Health and Medical Services infrastructure and systems. 28. Request assistance from other Public Health and Medical Services agencies as needed through the Liaison Officer. 29. Plan for Public Health and Medical Services recovery, mitigation, and other long- term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Public Health and Medical Services infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Public Health and Medical Services infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Public Health and Medical Services resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Public Health and Medical Services equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Public Health and Medical Services summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 171 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Hazardous Materials a. Activate provisions for keeping responders and the public informed of the health risks created by a Haz-Mat release. b. Plan and take into consideration the special needs population for the following: mobility impairment, visual impairments, deaf or hard of hearing, cognitive disabilities and the mentally ill. c. Designate health and medical facilities that have capabilities to decontaminate and medically treat exposed persons and dispose of contaminated items (clothing, medical supplies, etc.). d. Activate provisions for continued medical observation of personnel performing decontamination tasks, including radiological monitoring, if appropriate. e. Coordinate monitoring of water quality and sanitary conditions in the areas affected by the Haz-Mat release. 2. Flooding a. Work with the ESF 2 – Communications and ESF 15 – Warning and Public Information Coordinators to keep people informed of the health and sanitary conditions created by floods. Floodwaters may carry untreated sewage, dead animals, disinterred bodies, and hazardous materials. b. Coordinate teams to monitor water quality and sanitary conditions. c. Relocate resources and equipment from the flood area that is needed to assure continuation of health and medical services. 3. Mass Casualties a. In the event of mass causalities in the City of Cottage Grove, local resources will be quickly overwhelmed. The Incident Commander or EOC Director will work with ESF Coordinators for Firefighting and Law Enforcement and Security to notify East Metro Medical Resource Control Center (MRCC) at 651-254-2990 who will: i. Make an initial assessment. ii. Coordinate with the State EOC. iii. Identify and coordinate with the appropriate EMS agencies if necessary. 172 4. Pre-Hospital Care a. City of Cottage Grove promotes local and regional coordination and cooperation in emergency pre-hospital care for mass casualty events, including those that involve children. During an emergency, pre-hospital care may involve more than one jurisdiction, therefore ICS will be used to help standardize organizational structure and common terminology and to ensure a useful and flexible management system is practical for incidents involving multi-jurisdictional and multi-agency response, especially those in the field. b. Pre-arrival assessments will be conducted by Emergency Medical Services and notification procedures to dispatch, hospitals and other mutual aid partners will be activated. c. Triage procedures, ambulance diversion guidelines, EMS system protocol and policies, pediatric guidelines, and other community and internal agency plans have been developed and may be implemented in response this type of emergency. d. Medical mutual aid may be necessary and implemented during a mass casualty or large-scale emergency. 5. Fatalities Management a. City of Cottage Grove recognizes the need to organize local agencies and resources to plan for and respond to an incident resulting in catastrophic loss of life. Natural disasters frequently overwhelm local systems that care for the deceased. Consequently, the responsibility for the immediate response falls on local organizations and communities. Management of the dead requires coordination of body recovery, short and long-term storage, identification, burial arrangements, and support of affected population and relatives. b. Cottage Grove Public Safety Department will coordinate with the Ramsey County Medical Examiner’s Office, funeral directors, mortuary services, and coordinating group(s)/team(s) early during an emergency to ensure that required resources, assessment activities, and the responsible agencies implement appropriate plans. c. When requested and in coordination with its partner organizations, the Ramsey County Medical Examiner’s Office will assist or help identify resources to support medical professionals and law enforcement agencies in: i. Tracking and documenting of human remains and associated personal effects. ii. Reducing the hazard presented by chemically, biologically, or radiological contaminated human remains (when indicated and possible). iii. Establishing temporary morgue facilities. iv. Determining the cause and manner of death. When the determination of the cause of a death is held to be in the public interest or a child under the age of 18 dies, the coroner shall decide if an investigation will take place. v. Collecting ante mortem data in a compassionate and culturally competent fashion from authorized individuals. 173 vi. Performing postmortem data collection and documentation. vii. Identifying human remains using scientific means (e.g., dental, pathology, anthropology, fingerprints, and, as indicated, DNA samples. viii. Preparing, processing, and returning human remains and personal effects to the authorized person(s) when possible. ix. Providing technical assistance and consultation on fatality management and mortuary affairs. x. Coordinating with behavioral health, social workers, counselors, and community mental health centers in support of affected population and relatives. d. During an event, first responders will follow appropriate policies, procedures and guideline to ensure safety precautions are appropriate and implemented. 6. Mass Fatalities (see also Appendix B – Medical Examiner Mass Fatality Plan) a. In the event there is a major event, emergency, or disaster with multiple deaths in the City of Cottage Grove, local resources will be quickly overwhelmed. The Incident Commander or EOC Director will notify the Ramsey County Medical Examiner’s Office who will: i. Make an initial assessment. ii. Coordinate with the State EOC. iii. Identify and coordinate with the appropriate law enforcement agency if necessary. iv. Activate the Minnesota Department of Health’s Disaster Mortuary Emergency Response Team (DMERT) to provide mortuary services and victim identification during mass fatality incidents. DMERT is activated by contacting the MN Duty Officer at 651-649-5451 or 1-800-422-0798. The Disaster Portable Morgue Unit (DPMU) may be requested simultaneously. v. Recover and examine remains and personal effects. vi. Communicate with affected population's families. vii. Directly coordinate with the United States Department of Homeland Security/FEMA. viii. Coordinate with Federal Support under the National Response Guidelines. If it will be necessary to request assistance from a Disaster Mortuary Operational Response Team (DMORT) after a federal disaster is declared, they will require the following: 1. Minimum of 10,000 square feet (prefer 18,000 square feet) 2. Water/Sewer 3. Bio-Hazard Equipment Containers 4. Room for separate partitions 5. Area that is easy to secure (lock up money, etc.) 6. Parking lots for rental cars 174 7. Good access 7. Continuity of Operations a. Continuity of Operations establishes policies and guidance to ensure the essential business functions of the healthcare system in the community are continued in the event that a natural, technological, or human-caused emergency disrupts or threatens to disrupt normal business operations. The community hospital and county health department have established a Continuity of Operations Plan (COOP). The county health department COOP is managed through an electronic and cloud-based application to ensure access to plan during an emergency. It also remains a living document, able to meet the most current CPG 201 Hazard analysis and updates. b. Reconstitution is the process by which surviving and/or replacement health and medical personnel resume normal operations at the original or replacement facility. There are three tasks associated with reconstitution: transitioning, coordinating and planning, and outlining the procedures. The decision to reconstitute will be made by the Incident Commander and as outlined in internal EOPs. Operations may be resumed in phases with the essential functions being the first priority followed by other functions as resources and personnel allow. c. Telecommuting options will be established in advance of the implementation of this ESF to facilitate continuity in lab, telephone, record keeping or other Tier I Core Capabilities. 8. Medical Surge a. In the event of a disaster, it is necessary to use surge capacity to provide emergency care and appropriate definitive management of patients. Bed counts alone do not determine surge capacity or the ability to care for patients. The hospitals have internal policies, plans, and procedures for patient surge within their facilities including requesting medical materials, pharmaceuticals, and coordinating mass fatalities. b. ESF 8 will monitor the EMS system application in the EOC to maintain awareness of the availability of beds at hospitals within their jurisdiction and surrounding counties. Hospitals will be requested to update their bed availability at the time of a disaster or large-scale emergency through a bed status alert initiated at the regional or state level. The hospital will update bed status alert as requested to assist with planning of patient transfers. c. The health and medical community has a decontamination plan and access to necessary equipment. The health and medical community also have trained individuals who can assist and perform decontamination activities for patients arriving from the scene of emergencies and disasters. d. Health and medical organizations have processes and policies for medical surge capabilities; these internal plans provide details with internal patient tracking procedures. Patients seen as a result of an emergency will be tracked utilizing these procedures. The numbers of patients seen, disposition, and status of these patients will be coordinated throughout the day by ESF 8. Hospitals will follow CMS and HIPAA regulations when reporting patient information. All participating health and medical organizations will assist in determining the health and medical impact of the emergency on the community. 175 e. Health and medical organizations protect the privacy of individually identifiable health information. ESF 8 follows standards to protect information and will utilize internal policies for reunification of patients with family. Staff will coordinate efforts, when possible, to gather missing persons information from participating health and medical partners and response organizations to cross reference with data received from ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services. If staff recognize a patient identified as missing on the American Red Cross’s Safe and Well or another missing person data system provided by another mass care, housing, and human service agency, staff will verify to the extent possible the validity of their reunification need and, if acceptable, provide the current location of the patient to the requesting family member. f. In the event individuals are in need of additional transportation to health and medical facilities, ESF 8 will coordinate with ESF 1 – Transportation. g. During a large-scale emergency, emergency room departments, treatment centers, and other medical clinics across the community may see an influx in patients. An Alternate Care Site (ACS) is a community-based location that may provide additional treatment area(s) with a minimum specific level of care for patients. An ACS may be established at sites where no medical care is usually provided or at medical facilities where the usual scope of medical services does not normally include large-scale urgent care or traditional inpatient services. If an ACS is needed to respond for managing a disaster that creates a surge of patients beyond community capabilities, the health and medical organizations within the City of Cottage Grove will consider options for ACS sites to care for ill patients who would otherwise seek care at hospitals, urgent care facilities, and community medical centers. h. Through preparedness planning, the community has developed regional relationships within the health and medical sector. This provides additional access to medical surge supply trailers, field hospital trailers, health and medical supplies, and specialized equipment which may be necessary for response. The ESF 8 Coordinator will follow standard procedures for requests in the event these assets are needed to support operations and improve the health delivery during an emergency. 9. Epidemiology and Surveillance a. The Washington County Public Health Department is responsible for conducting disease surveillance and investigation within the City of Cottage Grove and maintains access to an electronic disease tracking and surveillance system. b. The health department conducts disease surveillance and investigation activities in partnership with local hospitals, physician’s offices, clinics, schools, and pharmacies to maintain an overall assessment of disease outbreaks or clusters within the county. These activities also provide a reporting avenue from these organizations to the City of Cottage Grove to identify and contain disease outbreaks. The City of Cottage Grove also utilizes neighboring counties and state assistance in disease surveillance and investigation as part of a coordinated statewide public health system. c. The City of Cottage Grove may be responsible for disease tracking of its own occupational exposures or employees in a large-scale disease outbreak such as 176 an epidemic or pandemic. The City of Cottage Grove Emergency Manager will assign the role of disease surveillance and tracking to the designated incident safety officer when necessary. d. Cottage Grove Public Safety Department has identified vulnerabilities within the community. In the event of a radiological emergency, Community Reception Center (CRC) guidance is available to assist the City of Cottage Grove with this process and would be used as guidance for population monitoring of county residents should a radiological emergency be declared. At the CRC, citizens will be asked to provide information regarding their location and possible exposure to the radiological emergency. This will assist the City of Cottage Grove, the Washington County Public Health and Environment Department, the Minnesota Department of Health, and the Centers for Disease Control and Prevention in providing appropriate surveillance and follow up after this type of emergency. See also Appendix E – Radiological Emergency Ingestion Pathway Supplement. 10. Medical Countermeasure Dispensing a. The primary goal of the county’s mass dispensing program is to provide lifesaving medical countermeasures to citizens and visitors of the City of Cottage Grove in a timely manner in response to a health and medical emergency. This program is led by the Washington County Public Health and Environment (WCPHE) Department and includes many of the county’s other departments, health and medical partner organizations and private companies. WCPHE has developed a Mass Dispensing Standard Operating Guide (SOG) which will be used during an emergency as a guide for providing vaccines and pharmaceuticals at Point of Dispensing (POD) sites to the public. 11. Medical Material Distribution a. During a time of disaster, state and federal medical materials and pharmaceuticals may be available to the City of Cottage Grove. To access these assets, a coordinated resource management and requesting process must be in place for participating agencies. This process promotes the full utilization of local medical equipment and supplies and exhaustion of services available locally. With the exhaustion or imminent exhaustion of these local supplies and services, the ESF 8 Coordinator can make a request through Cottage Grove EOC and/or the Washington County EOC to the Minnesota State Emergency Operations Center (SEOC) for fulfillment. b. Health and medical organizations have processes in place for requesting medical countermeasures including, but not limited to, the Strategic National Stockpile (SNS), CHEMPACK (nerve agent and organophosphate antidotes), and the Chemical Event Shipping Supply Location (CESSL) program. 12. Non-Pharmaceutical Interventions a. In the case of large-scale outbreaks of naturally occurring diseases, like pandemic influenza, COVID-19, SARS, MERS, or artificially introduced biological agents in connection with bioterrorism, the City of Cottage Grove may also issue advisories or recommendations for the closure of public buildings, events, and activities. In partnership with local school districts, schools may also be 177 dismissed to aid in disease containment measures. Schools also maintain pandemic health response plans in their existing EOPs. b. When necessary, the EOC will coordinate with ESF 13 – Law Enforcement and Security to ensure the safety of public and community members related to isolation and quarantine. 13. Responder Health and Safety a. Health and medical officials may be requested to provide information related to agents or diseases and appropriate measures to take to protect the health, medical, and emergency medical services responders. Officials may be asked to serve as subject matter experts and provide information resources to make health and safety recommendations to incident management staff and safety officers. b. A community hazardous vulnerability assessment (HVA) has been made available to identify any anticipated hazards, including infectious disease, hazardous materials, and environmental factors. c. The City of Cottage Grove has or has access to personal protective equipment (PPE) to ensure the safety and health of first responders. d. There are counseling services available throughout the community for those affected population and responders with behavioral health needs. This is outlined under the Behavioral Health section of this ESF. e. A process to track and monitor occupational exposures to communicable and infectious diseases or potentially harmful or carcinogenic chemical exposures should be implemented based upon the nature of the disease or chemical agent. The incident safety officer should establish and monitor the process for occupational exposure for the incident. 14. Volunteer Management a. Volunteer resources may be available through Minnesota Medical Reserve Corps (MRC) units, Community Emergency Response Teams (CERT), American Red Cross (ARC), and other community organizations active in disasters. See also Appendix A – Volunteer and Donations Management. 15. Environmental Health a. Washington County Public Health and Environment will: i. Describe the vector and/or animal control responsibilities in the county. ii. Describe capabilities for evaluating structures and area for habitability and other environmental health concerns. iii. Describe coordination efforts with public water suppliers to ensure safe drinking water to communities. 16. Behavioral Health 178 a. ESF 8 Coordinator will coordinate with behavioral health professionals, social workers, counselors, substance abuse professionals, and other organizations within the county and with the State Coordinator to promote behavioral health response and recovery needs. Behavioral health will also focus on the long-term recovery responses and facilitation of communicating appropriate and accurate information to lessen public concerns. 17. Demobilization and Recovery a. When the Incident Commander has ordered demobilization, the ESF Coordinator will notify health and medical response entities. Each agency should consider their property and business impact for returning to normal facility operations. i. As needs for personnel decrease, personnel should report to debriefing area or standard area of operations as directed by their supervisor. Positions will deactivate in a phased manner as outlined by internal plans and policies. ii. All equipment and supplies shall be returned or disposed of in compliance with recommendations from internal and/or external authorities and coordinated by the Logistics Section. Health and medical supplies and equipment should be repaired, repacked, and replaced as needed. iii. Any plans to salvage, restore, and recover the impacted facility will be initiated upon approval from applicable local, State, and Federal authorities. III. Responsibilities The following list identifies the responsibilities designated to each of the Primary and Support Agencies for ESF 8. The Primary Agency and its responsibilities are listed first. The Supporting Agencies follow in alphabetical order. A. Coordinating Agency: Cottage Grove Fire Department 1. Rapidly assesses health and medical needs. 2. Activate and conduct medical care activities during a disaster. 3. Allocate resources to prioritize incident victims. 4. Ensure that emergency medical teams responding to a disaster site establish a medical command post. MRCC should be contacted. 5. Coordinate and activate mutual aid and other methods for requesting medical providers and support personnel. 6. Understand a hospital’s ability to perform decontamination of patients, service animals, and pets. 7. Coordinate with MRCC, EMS, hospitals, and any medical response personnel at the scene to ensure that casualties are transported to the appropriate medical facility. 179 8. In coordination with MRCC, distribute patients to hospitals both inside and outside the area based on severity and types of injuries, time and mode of transport, capability to treat, bed capacity and special designations such as trauma and burn centers. 9. Coordinate community outreach to at-risk populations. 10. Coordinate with WCPHE regarding needs and priorities for meeting them if the emergency is public health related. 11. Report incident related injuries and/or fatalities to the EOC. 12. Plan for the gradual demobilization of emergency health and medical operations. B. Support Agency: Cottage Grove Police Department 1. Provide security at or around health and medical facilities or at mass casualty sites. 2. Provide security assistance to medical facilities and to health and medical field personnel upon request. 3. If necessary, provide traffic flow and parking assistance around health and medical facilities, Reception Centers, and PODs. 4. Assist with the movement of people and resources to support health and medical services operations. 5. Assist with staging and if necessary, heavy equipment to support health and medical operations. C. Support Agency: Washington County Public Health and Environment (WCPHE) 1. When requested, deploy a representative to the EOC to assist with public health and medical activities. 2. Participate in the hazard identification process and identify and correct vulnerabilities. 3. Coordinate activities and resource needs for both public and environmental health. 4. Recommend or determine health-related protective actions. 5. Activate and conduct activities that may be involved in community disease containment measures including isolation and quarantine. 6. Determine any health threat of contamination from chemical, radiological, or infectious agents. 7. Coordinate and perform vector surveillance activities. 8. Coordinate health support for individuals with access and functional needs. 9. Coordinate and activate patient decontamination activities with EMS agencies. 10. Support decontamination activities in coordination with ESF 10 – Oil and Hazardous Materials Response from chemical, radiological or biological agents. 11. Coordinate community medication dispensing activities including vaccines and pharmaceuticals at PODs. 12. Communicate incident related health and medical information to citizens including at-risk populations. 180 13. Provide information through the PIO to the news media on the number of injuries, deaths, etc. in public health incidents. 14. Monitor available medical beds at long-term care, hospitals, etc. on MNTRAC. 15. Provide numbers of available beds, resources, medical capabilities, and medical specialties to the ESF 8 Coordinator. 16. Work with MRCC and the Metro Health and Medical Preparedness Coalition to maintain a patient/casualty tracking system. 17. Ensure appropriate health and medical services information is made available to the city, county, and/or State EOCs. Report health and medical status and potential problems to the Minnesota Department of Health. 18. Contact the Medical Reserve Corps volunteers and ensure that positive identification and proof of licensure is made for all Medical Reserve Corps volunteers who respond. 19. Screen and coordinate with incoming groups such as Disaster Medical Assistance Teams (DMAT) as well as individual health and medical volunteers. 20. Identify alternate medical care site planning activities, including activation and operation of an ACS. 21. If necessary, coordinate the use of clinics to treat less than acute illnesses and injuries through the Healthcare Coalition. 22. Coordinate with neighboring community health and medical organizations and with State and Federal officials on matters related to assistance from other jurisdictions, including Federal assistance. 23. Establish and staff a reception and support center for the relatives and friends of disaster victims who may converge upon the incident area in search of their loved ones. 24. Provide patient identification information for a Family Assistance Center (FAC). 25. Provide support and technical assistance in preventing or containing ground/soil pollution. 26. Provide public health input for community recovery plans. 27. Inspect food service establishments prior to resuming business. 28. Conduct and monitor health effects post-disaster. IV. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. 181 V. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 182 ESF 9 – Search and Rescue Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Safety Department Support Agencies: Civil Air Patrol MN State Duty Officer Dakota County Special Operations Team (Dakota SOT) Minnesota Task Force 1 -Urban Search and Rescue Team Minnesota Air Rescue Team (M.A.R.T.) WCSO Dive Team Minnesota National Guard I. Purpose and Scope A. Purpose ESF 9 – Search and Rescue provides support by assisting response organizations with search and rescue needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure the coordination of effective air- and ground- based search and rescue operations. B. Scope 1. ESF 9 coordinates actions to provide search and rescue to support incident management and facilitate the response process. Specifically, it supports local governments by supporting: a. Search and rescue efforts in rural areas for lost, missing, or endangered persons b. Waterborne searches and rescues in lakes, ponds, or rivers c. Searching for downed or missing aircraft d. Search and rescue efforts related to a structural collapse II. Concept of Operations A. General 1. ESF 9 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 183 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Search and Rescue Infrastructure: As a result of an event, emergency, or disaster that impacts Search and Rescue infrastructure, there will be an immediate response of local government resources to re- establish Search and Rescue systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 184 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Search and Rescue needs and requests. The ESF Coordinator will develop and update assessments of the status of Search and Rescue services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety (DPS) is the designated lead agency for State search and rescue services and may provide a liaison to facilitate requests for search and rescue resources to local or County EOCs. c. HSEM, in coordination with the DPS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such 185 documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Search and Rescue with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Search and Rescue activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Search and Rescue needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Search and Rescue activities. 7. Maintain existing Search and Rescue equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Search and Rescue status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Search and Rescue priorities with the current incident priorities. 186 10. Identify resources to assist with Search and Rescue needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Search and Rescue activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Search and Rescue system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Search and Rescue resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Search and Rescue activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Search and Rescue infrastructure and operations. 22. Identify temporary alternative Search and Rescue solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Search and Rescue services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Search and Rescue infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Search and Rescue infrastructure and systems. 28. Request assistance from other Search and Rescue agencies as needed through the Liaison Officer. 29. Plan for Search and Rescue recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Search and Rescue infrastructure based on response needs as identified by the Incident Commander. 187 32. Coordinate recovery efforts for Search and Rescue infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Search and Rescue resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Search and Rescue equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Search and Rescue summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Recovering Victims When feasible: a. Rescue survivors in dangerous areas, from environmental hazards, and debris. b. Provide stable transport of victims while in injured condition. c. Retrieval of bodies when possible and only when all living victims have been recovered. 2. Access and Functional Needs AFN populations require intensive planning by the EOC for diverse regions in the City of Cottage Grove. This includes: 188 a. Providing for rescue and sheltering of disabled, elderly, and other mentally disabled or vulnerable populations—including communicating properly with ESL or non-English speakers. b. Planning for temporary medical care and coordinating with medical supply companies and emergency care physicians. c. Providing water, food, and shelter access. d. Arranging for adequate power, medical aid stations, and delivery of medical supplies to disabled or at-risk victims. e. When domesticated animals are involved, providing appropriate relief, care, and sheltering covers all disaster cycle activities even if their owners are not continually present with their animal including, but not limited to; owners needing Search and Rescue services, owners needing decontamination from exposure to hazardous materials, and owners needing assistance during evacuations. 3. Search and Rescue Operations a. Typical search and rescue response missions i. Remove trapped and injured persons from landslides, buildings collapses, and other structural collapses. ii. Administer first aid. iii. Assist in transporting the seriously injured to medical facilities. b. High winds and tornados i. Identify the facilities and areas where search and rescue operations may be needed. ii. Establish a priority for conduct of these operations. iii. Focus coordination and planning on the following actions: 1. Remove trapped and injured persons from homes, buildings collapses, and other structural collapses. 2. Administer first aid. 3. Assist in transporting the seriously injured to medical facilities. 4. Anticipate and plan for the possibilities of having to assist special needs population. c. Earthquake Priorities: i. Establish a priority for Search and Rescue operations. ii. Identify the facilities and areas for Urban Search and Rescue (USAR) Task Force operations. iii. Notify the SEOC if specialized equipment and additional trained teams for large-scale search and rescue operations are needed. iv. The County has jurisdiction after an earthquake 189 v. A moderate quake of 5.0 magnitude can trigger other hazards including: 1. Landslides 2. Fires 3. Utility damage 4. Hazardous materials spills d. Reminders i. Use professional and volunteer search teams (including dog teams). ii. Through the SEOC, request Federal assistance to perform Urban Search and Rescue (USAR) operations. The Federal Government has established these teams are available to State and local response teams. The National Response Framework (NRF) Emergency Support Function ESF 9 – Search and Rescue includes provisions for deploying Federal USAR teams. These teams augment State and local emergency response efforts to locate, extract, and provide for the immediate medical treatment of victims trapped in collapsed structures. e. Additional resources available through the State EOC i. MN National Guard ii. Structural engineers iii. Building inspectors iv. Federal assistance to perform Urban Search and Rescue (USAR) operations 4. Assess the need to request specialized search and rescue resources from outside the county. 5. Identify search and rescue sustainment needs for incidents less than 72 hours and greater than 72 hours. 6. Identify guidance on handling vulnerable populations as is necessary to search and rescue operations. 7. Coordinate with ESF 3 – Public Works and Engineering to ensure heavy equipment support for search and rescue operations. 8. Coordinate with ESF 8 – Public Health and Medical Services to help ensure the coordination of emergency medical assistance and victim transport. 9. Work with Operations and the Safety Officer to help ensure search and rescue personnel deployed to the disaster scene are appropriately outfitted with and trained to use personal protective equipment required by the presence of any potentially hazardous materials/substances. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current 190 operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 191 ESF 10 – Oil and Hazardous Materials Response Coordinating Agency: Cottage Grove Public Safety Department Primary Agency: Cottage Grove Public Safety Department Support Agencies: MN State Duty Officer The Dakota County Special Operations Team MPCA - MN Pollution Control Agency REP - Radiological Emergency Preparedness Program I. Purpose and Scope A. Purpose ESF 10 – Oil and Hazardous Materials Response provides support by assisting response organizations with hazardous materials in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure the coordination of environmental assessment, protection, response, and recovery for incidents involving hazardous materials. B. Scope 1. ESF 10 provides for a coordinated response to HAZMAT incidents. This includes the appropriate response and recovery actions to prepare for, prevent, minimize, or mitigate a threat to public health, welfare, or the environment caused by oil or hazardous materials. 2. ESF 10 describes the actions unique to oil and hazardous materials response, it addresses: a. Response to oil and hazardous materials incidents at both fixed sites and on transportation routes b. Specialized local, regional, state, and federal mutual aid resources c. Hazardous materials planning and reporting requirements d. Short and long-term environmental remediation II. Concept of Operations A. General 1. ESF 10 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and 192 supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Oil and Hazardous Materials Response Infrastructure: As a result of an event, emergency, or disaster that impacts Oil and Hazardous Materials Response infrastructure, there will be an immediate response of local government resources to re-establish Oil and Hazardous Materials Response systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. 193 Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Oil and Hazardous Materials Response needs and requests. The ESF Coordinator will develop and update assessments of the status of Oil and Hazardous Materials Response services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety (DPS) is the designated lead agency for State oil and hazardous materials services and may provide a liaison to facilitate requests for oil and hazardous materials resources to local or County EOCs. 194 c. HSEM, in coordination with the DPS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Oil and Hazardous Materials Response with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Oil and Hazardous Materials Response activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Oil and Hazardous Materials Response needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Oil and Hazardous Materials Response activities. 7. Maintain existing Oil and Hazardous Materials Response equipment and implement procedures to protect, inspect, and service equipment as needed. 195 8. Report Oil and Hazardous Materials Response status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Oil and Hazardous Materials Response priorities with the current incident priorities. 10. Identify resources to assist with Oil and Hazardous Materials Response needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Oil and Hazardous Materials Response activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Oil and Hazardous Materials Response system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Oil and Hazardous Materials Response resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Oil and Hazardous Materials Response activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Oil and Hazardous Materials Response infrastructure and operations. 22. Identify temporary alternative Oil and Hazardous Materials Response solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Oil and Hazardous Materials Response services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Oil and Hazardous Materials Response infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Oil and Hazardous Materials Response infrastructure and systems. 196 28. Request assistance from other Oil and Hazardous Materials Response agencies as needed through the Liaison Officer. 29. Plan for Oil and Hazardous Materials Response recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Oil and Hazardous Materials Response infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Oil and Hazardous Materials Response infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Oil and Hazardous Materials Response resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Oil and Hazardous Materials Response equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare an Oil and Hazardous Materials Response summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Assess the extent of contamination and determine the area and population likely to be affected by hazardous materials release. 2. Participate in the hazard identification process and identify and correct vulnerabilities. 197 3. Establish adequate safety zones required for decontamination and quarantine. 4. Coordinate with other ESFs to recommend evacuation versus shelter-in-place actions. 5. Per State Statute, first responders are required to notify the State Duty Officer when a release (or suspected release) of a hazardous material has taken place. a. HAZMAT teams are run in coordination with National Fire Protection Association, OSHA, the EPA, the State Fire Marshal’s Office, and local fire departments. HAZMAT teams are frequently trained in establishing perimeters for a given threat, cross contamination protocols, and building HAZMAT teams specially trained in a given threat (propane, gasoline, diesel fuels, acids, etc.). First responders face many of the same threats as persons in the area at the time of an event. This makes establishing the type of chemical event critical in initial response before personnel and material are deployed. b. The primary agency convenes appropriate agency representatives to the Incident Command Post (ICP) as soon as possible to develop a plan for providing the support required. This can be conducted via emergency conference call or by meeting in person at the primary agency ICP as appropriate. At the EOC level, response focuses initially on the following actions: i. Confirm that members of local jurisdiction HAZMAT teams are notified. ii. Ensure that the local EOC is ready to support and coordinate with local, state, and federal response activities. 6. Alerts and warnings: Coordinate information flow and the release of timely and factual information to the public. The ESF 10 Coordinator will work with the ESF 2 – Communications Coordinator and the ESF 15 – External Communications and Public Information Coordinator for comprehensive public information dissemination and a media management plan. Joint information centers may have to be established to ensure timely and accurate dissemination of pertinent information to the public through radio, television, interstate/or public transportation bulletins, and electronic mediums. 7. Contamination is assessed in conjunction with EPA guidelines for the specific threat. Biological hazards or those with terrorist potential must be coordinated with FBI, HSEM, or intrastate agencies as necessary. The ESF 10 Coordinator will work directly with the State EOC toward identifying appropriate labs that will be notified of the need for expedited processing, centralized lists, and points of contact for facilities that can process materials and samples in the most efficient manner possible. 8. Environmental remediation is a primary concern in community recovery from a hazardous material release. In the event of a release, there are several contractors available in Minnesota who can provide remediation services. It will also be necessary for ESF 10 to work closely with the State EOC for resources required in this area. 9. Identify critical facilities in Cottage Grove that may contain hazardous materials and develop a response plan for those facilities that are affected or could be affected by the event, emergency or disaster. 10. Analyze hazardous materials reports using the Department of Transportation Hazardous Materials Guidebook and the Computer Aided Management of Emergency Operations 198 (CAMEO) suite of modeling products and create a worst case (and highly unlikely, and therefore conservative) release of chemicals from each facility to determine the worst- case potential impact to the community for planning purposes. 11. Request assistance from the EPA, the SEOC, and others as dictated by the situation. 12. Develop and implement environmental cleanup plan. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 199 ESF 11 – Agriculture and Natural Resources Coordinating Agency: MN Department of Agriculture Primary Agency: MN Department of Agriculture Support Agencies: Cottage Grove Parks & Recreation Department Stantec Washington County Public Health and Environment I. Purpose and Scope A. Purpose ESF 11 – Agriculture and Natural Resources provides support by assisting response organizations with animal and plant health, nutrition assistance, food protection, natural and cultural resources, and water quality and availability in the City of Cottage Grove during an event, emergency, or disaster. B. Scope 1. ESF 11 addresses the following: a. Describes food and water security and inspections in the aftermath of a natural or technological event, emergency, or disaster. b. Addresses how natural and cultural resources will be protected and recovered in the aftermath of a major event, emergency, or disaster. c. Due to limited local authorities in the areas of food contamination, plant pests, and animal disease, this plan references the Food and Agriculture Incident Annex that is attached to the MEOP. That Annex describes federal and state roles and authorities for food contamination, plant pests and animal disease. II. Concept of Operations A. General 1. ESF 11 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific 200 plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Agriculture and Natural Resources Infrastructure: As a result of an event, emergency, or disaster that impacts Agriculture and Natural Resources infrastructure, there will be an immediate response of local government resources to re-establish Agriculture and Natural Resources systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. 201 C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with MN Department of Agriculture staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Agriculture and Natural Resources needs and requests. The ESF Coordinator will develop and update assessments of the status of Agriculture and Natural Resources services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The MN Department of Agriculture develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Agriculture (MDA) is the designated lead agency for State Agriculture and Natural Resources services and may provide a liaison to facilitate requests for assistance to local or County EOCs. c. HSEM, in coordination with the MDA, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 202 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 3. When an area of Cottage Grove is threatened or has been impacted by an event, emergency, or disaster with agricultural and natural resources concerns, the Cottage Grove Public Safety Department and/or EOC Director will notify MN Department of Agriculture. If so advised or requested, an Agriculture and Natural Resources representative or designee will report to the EOC. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Agriculture and Natural Resources with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Agriculture and Natural Resources activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Agriculture and Natural Resources needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Agriculture and Natural Resources activities. 7. Maintain existing Agriculture and Natural Resources equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Agriculture and Natural Resources status and potential problems to the Incident Commander and/or the EOC Director. 203 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Agriculture and Natural Resources priorities with the current incident priorities. 10. Identify resources to assist with Agriculture and Natural Resources needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Agriculture and Natural Resources activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Agriculture and Natural Resources system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Agriculture and Natural Resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Agriculture and Natural Resources activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Agriculture and Natural Resources infrastructure and operations. 22. Identify temporary alternative Agriculture and Natural Resources solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Agriculture and Natural Resources services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Agriculture and Natural Resources infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Agriculture and Natural Resources infrastructure and systems. 28. Request assistance from other Agriculture and Natural Resources agencies as needed through the Liaison Officer. 204 29. Plan for Agriculture and Natural Resources recovery, mitigation, and other long- term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Agriculture and Natural Resources infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Agriculture and Natural Resources infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Agriculture and Natural Resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Agriculture and Natural Resources equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare an Agriculture and Natural Resources summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. In some agriculture emergencies, State and Federal law grants lead response authority to state and/or federal agencies. Reference FEMA’s National Food and Agriculture Incident Annex to the Response and Recovery Federal Interagency Operations Plans. The City of Cottage Grove will support State and Federal operations pursuant to their policies and/or availability of resources. 2. Food and Water Supply 205 a. The Minnesota Department of Agriculture (MDA) is responsible for inspections and provision of a safe food supply. To provide safety and security of the food supply, MDA will follow established agency standard operating guidelines for food inspection. i. All transportation accidents involving food must be reported to MDA’s Food and Feed Safety Division at 651-201-6027 before the food can be transported. b. The Minnesota Department of Health (MDH) is responsible for monitoring the quality of drinking water in public water supply systems in Minnesota. The MDH's Drinking Water Program includes on-site inspections of water systems, called sanitary surveys, to assess their facilities and operations. To provide safety and security of the water supply, MDH will follow established agency standard operating guidelines for water inspections. 3. Incident Specific Operations a. Zoonotic Diseases The Infectious Disease Epidemiology, Prevention and Control Division of MDH (651-201-5414 or 877-676-5414) monitors, assesses, and mitigates communicable zoonotic diseases across a wide demographic spectrum in the rural and urban settings. Rural populations are at particular risk for zoonotic disease outbreaks and require more flexible monitoring criteria as longer intervals exist between veterinary, primary care visits, and other monitoring methods. A communicable disease emergency occurs when urgent or extensive public health or medical interventions are necessary because the risk of disease outbreak or biologic threat carries the potential for high local, county, regional, state, or national morbidity and mortality. MDH participates in the Emerging Infections Program (EIP) in conjunction with the CDC. This program allows for the combined resources of these agencies to assess the public health impact of emerging infections and to evaluate methods for their prevention and control. EIP activities go beyond the routine functions of health departments by: i. Addressing the most important issues in infectious diseases and selecting projects that the EIP network is particularly suited to investigate. ii. Giving high priority to projects that lead directly to the prevention of disease. iii. Incorporating training as a key function of EIP activities. iv. Developing and evaluating public health interventions and ultimately transferring what is learned to public health agencies. v. Maintaining sufficient flexibility for emergency response and addressing new problems as they arise. b. Radiological Incident The Minnesota Department of Agriculture (MDA) may implement an agriculture control zone in response to a CBRNE incident where contamination is present. c. Plant Disease or Pests 206 i. The MDA will provide direction and control for incidents involving plant diseases or pests. Reference FEMA’s National Food and Agriculture Incident Annex to the Response and Recovery Federal Interagency Operations Plans. ii. The City of Cottage Grove will assist with surveillance for plant pests of unknown or questionable origin that may pose a potential threat to agriculture, horticulture, the economy, or public health. d. Foreign Animal Disease i. The MDA will provide direction and control in a Foreign Animal Disease (FAD) event. Reference FEMA’s National Food and Agriculture Incident Annex to the Response and Recovery Federal Interagency Operations Plans. ii. The City of Cottage Grove will assist with surveillance for a foreign animal disease, an animal borne poison, or toxin that may pose a potential threat to the animal industry, the economy, or public health. 4. Coordinate with ESF 15 – External Communications and Public Information and PIO to release public information regarding animal health issues. 5. Identify large boarding facilities and private organizations that may provide emergency shelters for livestock. 6. Coordinate with ESF 1 – Transportation for transporting evacuated animals to designated shelters. 7. Identify local agriculture business operators with equipment and personnel to assist with animal stop movement and quarantine activities. 8. Coordinate with the local animal shelters and organizations as well as the Minnesota Board of Animal Health (MBAH) to assist in managing and directing the evacuation of animals from risk areas and providing technical assistance to prevent animal injury and disease dissemination. 9. Determine water and nutritional needs of the affected animals, obtain appropriate supplies, and arrange for delivery of those supplies to those animals in need. 10. Coordinate with MDH and MDA regarding investigations of contaminated food products, water, or agriculture plant disease to determine safety for people and animals. 11. Coordinate the removal and disposal of dead animals. 12. Identify national and state historical properties and how they will be preserved, conserved, rehabbed, recovered, and restored to protect natural and cultural historic properties. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency 207 Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 208 ESF 12 – Energy and Utilities Coordinating Agency: Cottage Grove Public Works Primary Agency: Cottage Grove Public Works Support Agencies: CenterPoint Energy Xcel Energy Comcast (Xfinity) Lumen Technologies (CenturyLink/Qwest) I. Purpose and Scope A. Purpose ESF 12 – Energy and Utilities provides support by assisting response organizations with energy and utility needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure coordination with private providers for restoring utilities such as electricity, gas, propane, telephone, water, sanitation treatment and wastewater collection/treatment/disposal. B. Scope 1. ESF 12 addresses activities such as: a. Estimating numbers of customers without specific utilities (electricity, LP, natural gas, etc.). b. Assessing energy and utility system damages. c. Estimating the time needed for restoration of utility systems. d. Supporting the restoration of utility services. e. Assisting in assessing emergency power needs and priorities. f. Coordinating restoration efforts with utility providers to prioritize emergency power needs. g. Assisting in obtaining emergency power generation capabilities for critical infrastructure and essential facilities. h. If appropriate, assisting energy suppliers and utilities in obtaining equipment, specialized labor, and transportation to repair or restore systems. i. Providing emergency information, education, and conservation guidance concerning energy and utility systems. II. Concept of Operations A. General 209 1. ESF 12 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Energy and Utilities Infrastructure: As a result of an event, emergency, or disaster that impacts Energy and Utilities infrastructure, there will be an immediate response of local government resources to re- establish Energy and Utilities systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. 210 7. Xcel Energy has non-public, non-published contact numbers for Public Safety: B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Works staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response 211 and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Energy and Utilities needs and requests. The ESF Coordinator will develop and update assessments of the status of Energy and Utilities services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Works Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Commerce is the designated lead agency for State energy and utilities services and may provide a liaison to facilitate requests for energy and utilities resources to local or County EOCs. c. HSEM, in coordination with the Minnesota Department of Commerce, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 212 3. Power companies serving the City of Cottage Grove have public information officers who, in conjunction with the Cottage Grove Communications Division, will issue statements and press releases that address existing or potential power problems or shortages. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Energy and Utilities with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Energy and Utilities activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Energy and Utilities needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Energy and Utilities activities. 7. Maintain existing Energy and Utilities equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Energy and Utilities status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Energy and Utilities priorities with the current incident priorities. 10. Identify resources to assist with Energy and Utilities needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Energy and Utilities activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 213 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Energy and Utilities system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Energy and Utilities resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Energy and Utilities activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Energy and Utilities infrastructure and operations. 22. Identify temporary alternative Energy and Utilities solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Energy and Utilities services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Energy and Utilities infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Energy and Utilities infrastructure and systems. 28. Request assistance from other Energy and Utilities agencies as needed through the Liaison Officer. 29. Plan for Energy and Utilities recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Energy and Utilities infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Energy and Utilities infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Energy and Utilities resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Energy and Utilities equipment, supplies, and personnel until authorized to demobilize. 214 36. Participate in after-action meetings and prepare an Energy and Utilities summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. There is always a potential for widespread loss of power in the City of Cottage Grove due severe weather events. Loss of power to large areas of the City may require that shelters be opened and some basic services be provided. Power companies serving the City of Cottage Grove have well-established and proven severe weather plans and procedures, and their representatives are knowledgeable and have experience with Emergency Operations Plans. 2. Identify and establish contact with utility and energy provider representatives. 3. Resource demands on the City of Cottage Grove during an energy emergency are particularly high—both in terms of procurement (fuel, shelter, transportation) and allocation to the public or critical local or regional offices or private contractors. These demands will be assessed by the City of Cottage Grove in conjunction with necessary state agencies. 4. Identify how agencies will provide support while having limited fuel supplies and identify alternate fuel providers for emergency response. 5. Disruptions and restoration are a primary responsibility of ESF 12. While small scale electrical service interruptions in the City of Cottage Grove are handled at the corporate or cooperative level, any large-scale disruption requires multiple coordinating agencies and municipal response—especially if the event takes place during adverse weather events or concomitant emergencies. During extreme temperatures, these disruptions are particularly hazardous to the young, aged, or infirmed. Underserved communities and individuals in need of access to medical equipment or supplementary aid will be handled 215 by established teams administered by the ESF 12 Coordinator working with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services and ESF 8 – Public Health and Medical Services Coordinators to assure requests are being addressed. 6. Prioritization of the restoration of all services will include consideration of, but not limited to, the weather and the impact that the loss of service will have on the whole community to include, but not limited to; persons with disabilities, access and functional needs and other unique populations i.e. schools, hospitals, managed care facilities, group homes, incarcerated, children, families, etc. 7. Work with private energy and utility organizations to maintain current information regarding damage to supply and distribution systems. 8. Monitor power restoration response activities and provide estimates for restoration. 9. Energy infrastructure events pose some of the most visible and high-profile events within the scope of any emergency response. Public relations and media management will therefore be a primary objective of the local EOC. Coordinate with the PIO and the ESF 15 – External Communications and Public Information Coordinator to disseminate information to the public regarding the status or utilities and power restoration both during and after the event. 10. Assist the PIO with any guidance and public messaging regarding energy conservation measures necessary during the emergency and/or disaster. 11. Coordinate with staff for ESF 7 – Logistics Management and Resource Support to provide emergency power and utilities to shelters when available. 12. Identify facilities that require priority repair of utilities and establish a plan for restoration of critical services. 13. Coordinate with the ESF 13 – Law Enforcement and Security Coordinator to provide security at damaged utility sites to prevent public exposure to any present hazard and to provide protection for maintenance personnel at critical energy facilities. 14. Coordinate with ESF 3 – Public Works and Engineering during initial damage assessments to provide information on any utility outages discovered. 15. Coordinate with ESF 3 – Public Works and Engineering during debris removal operations to establish appropriate prioritization of access clearing for utility restoration operations. 16. Prioritize route clearing and debris removal to facility utility provider access to damaged utilities. 17. Perform tasks necessary to expedite restoration and recovery operations for utilities. 216 III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 217 ESF 13 – Law Enforcement and Security Coordinating Agency: Cottage Grove Police Department Primary Agency: Cottage Grove Police Department Support Agencies: Law Enforcement Mutual Aid Cottage Grove Public Works I. Purpose and Scope A. Purpose ESF 13 – Law Enforcement and Security provides support by assisting response organizations with law enforcement and security needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure coordination of law enforcement responsibilities with respect to sheltering in-place orders, evacuation, traffic control, and security. B. Scope 1. ESF 13 provides a mechanism for coordinating and providing support to local authorities to include law enforcement, public safety, and security capabilities and resources during potential or actual disasters/emergencies. 2. ESF 13 is generally activated in situations requiring extensive assistance to provide public safety and security and where local government resources are overwhelmed or are inadequate, or in pre-incident or post-incident situations that require protective solutions. 3. ESF 13 capabilities support incident management requirements including: a. Force and critical infrastructure protection b. Security planning and technical assistance c. Technology support and public safety in both pre-incident and post-incident situations d. To create a coordinated law enforcement emergency response that provides for the command, control, and coordination of law enforcement planning, operations, and mutual aid II. Concept of Operations A. General 218 1. ESF 13 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Law Enforcement and Security Infrastructure: As a result of an event, emergency, or disaster that impacts Law Enforcement and Security infrastructure, there will be an immediate response of local government resources to re-establish Law Enforcement and Security systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 219 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Law Enforcement and Security needs and requests. The ESF Coordinator will develop and update assessments of the status of Law Enforcement and Security services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Public Safety Department develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety (DPS) is the designated lead agency for State law enforcement and security services 220 and may provide a liaison to facilitate requests for law enforcement and security resources to local or County EOCs. c. HSEM, in coordination with DPS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Law Enforcement and Security with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Law Enforcement and Security activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Law Enforcement and Security needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Law Enforcement and Security activities. 221 7. Maintain existing Law Enforcement and Security equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Law Enforcement and Security status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Law Enforcement and Security priorities with the current incident priorities. 10. Identify resources to assist with Law Enforcement and Security needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Law Enforcement and Security activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Law Enforcement and Security system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Law Enforcement and Security resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Law Enforcement and Security activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Law Enforcement and Security infrastructure and operations. 22. Identify temporary alternative Law Enforcement and Security solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Law Enforcement and Security services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Law Enforcement and Security infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 222 27. Notify State and/or County Emergency Management of the status of Law Enforcement and Security infrastructure and systems. 28. Request assistance from other Law Enforcement and Security agencies as needed through the Liaison Officer. 29. Plan for Law Enforcement and Security recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Law Enforcement and Security infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Law Enforcement and Security infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Law Enforcement and Security resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Law Enforcement and Security equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Law Enforcement and Security summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Public safety, security, and protection are coordinated through ESF 13 at the local level. If the event exceeds local resources, then the ESF 13 Coordinator should consider 223 alternates means of support either through mutual aid or with assistance from the county and/or state EOC in support of Law Enforcement and Security operations. Local law enforcement may be required to identify established staging areas and logistical support bases for mutual aid resources. 2. If after the Incident Commander and the Director of Public Safety determine that National Guard resources are needed, the request must be made by the Washington County Sheriff to the Governor of Minnesota. If National Guard resources are deployed to the local jurisdiction, the state will coordinate and manage the use of these resources in conjunction with the National Guard. 3. The ESF Coordinator should coordinate law enforcement responders who are deployed to the event, emergency, or disaster to ensure the safety of all citizens, maintain law and order, protect critical infrastructure (both public and private property), and provide protection for essential industries, supplies, and facilities. 4. Provide law enforcement security and support to the EOC. 5. Provide law enforcement security and support for staging areas, reception centers, shelter and feeding facilities, and triage areas. 6. Control access to impacted areas and only allow individuals and agencies directly involved with emergency response operations to enter. Assist in developing re-entry considerations for evacuees and the general public when the impacted area is deemed safe to enter. 7. Provide law enforcement security and support for emergency responders at the scene. 8. Plan for possible evacuations, sheltering, and transportation requirements to include considerations for special needs population such as those with visual and mobility impairments, deaf or hard of hearing, cognitive disabilities, and mental health concerns. 9. Coordinate evacuation traffic control, including route assignments, departure scheduling, road capacity expansion, entry control for outbound routes, perimeter control on inbound routes, traffic flow, a plan for dealing with breakdowns, and establishment of rest areas. 10. Assist with establishing alternate routes of access required due to impassable roads/closures. 11. Provide support to the ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services Coordinator in handling individuals in shelters with legal restrictions. 12. Provide real-time information and intelligence to the Cottage Grove EOC, including data- mining and intelligence analysis, relative to the event, emergency, or disaster. 13. Participate in any hazard identification process to identify and correct vulnerabilities. 224 III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 225 ESF 14 – Long-Term Community Recovery Coordinating Agency: Washington County Community Services Primary Agency: Washington County Community Services Support Agencies: Cottage Grove Community Development Cottage Grove Economic Development Cottage Grove Public Safety Department Cottage Grove Public Works Cottage Grove Parks & Recreation Washington County Emergency Management Minnesota Department of Labor and Industry – Construction Code Division I. Purpose and Scope A. Purpose ESF 14 – Long-Term Community Recovery provides support by assisting response organizations with recovery needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to coordinate the long-term recovery of the community in an efficient and effective manner. B. Scope 1. ESF 14 addresses coordination during large-scale or catastrophic incidents that require assistance to address significant long-term impacts in the affected area(s). 2. Specifically, the scope of ESF 14 is to: a. Provide for coordinated measures and policies designed to facilitate recovery from the effects of natural and technological disasters, civil disturbances, or acts of domestic terrorism b. Provide for effective utilization of resources to support efforts to aid long-term community recovery, stabilize local and regional economies, and reduce or eliminate risks from future incidents c. Assist in coordinating the damage assessment process and to determine the need for assistance d. Provide a government conduit and administrative means for appropriate voluntary and private sector organizations to assist the City of Cottage Grove governments during the recovery and mitigation phases e. Ongoing and post-incident assessments of infrastructure and assessment of total damages including insured and uninsured losses 226 f. Providing technical assistance to include engineering expertise, construction management, contracting and real estate services II. Concept of Operations A. General 1. ESF 14 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Long-Term Community Recovery Infrastructure: As a result of an event, emergency, or disaster that impacts Long-Term Community Recovery infrastructure, there will be an immediate response of local government resources to re-establish Long-Term Community Recovery systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 227 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Washington County Community Services staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Long-Term Community Recovery needs and requests. The ESF Coordinator will develop and update assessments of the status of Long-Term Community Recovery services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. Washington County Community Services develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned 228 specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, HSEM is the designated lead agency for State long-term community recovery services and may provide a liaison to facilitate requests for long-term community recovery resources to local or County EOCs. c. HSEM develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 3. When an area of Cottage Grove is threatened or has been impacted by an event, emergency, or disaster with long-term community recovery concerns, the Cottage Grove Public Safety Department and/or EOC Director will notify Washington County Community Services. If so advised or requested, a Community Services representative or designee will report to the EOC. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Long-Term Community Recovery with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Long- Term Community Recovery activities. 229 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Long-Term Community Recovery needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Long-Term Community Recovery activities. 7. Maintain existing Long-Term Community Recovery equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Long-Term Community Recovery status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Long-Term Community Recovery priorities with the current incident priorities. 10. Identify resources to assist with Long-Term Community Recovery needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Long- Term Community Recovery activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Long-Term Community Recovery system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Long-Term Community Recovery resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Long-Term Community Recovery activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Long-Term Community Recovery infrastructure and operations. 22. Identify temporary alternative Long-Term Community Recovery solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 230 23. Coordinate arrangements for alternate Long-Term Community Recovery services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Long-Term Community Recovery infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Long-Term Community Recovery infrastructure and systems. 28. Request assistance from other Long-Term Community Recovery agencies as needed through the Liaison Officer. 29. Plan for Long-Term Community Recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Long-Term Community Recovery infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Long-Term Community Recovery infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Long-Term Community Recovery resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Long-Term Community Recovery equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Long-Term Community Recovery summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, 231 b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. A Washington County Community Services representative will serve a liaison role at the EOC to assist in coordination of all activities under ESF 14. 2. Requests will be made to the Minnesota State Emergency Operations Center (SEOC) and through ESF 2 – Communications to assist in managing incoming volunteer and donations related calls placed from outside of the City of Cottage Grove. This assistance will come by referring interested parties to the Minnesota website or by directing them to contact MNVOADs. The Cottage Grove Public Safety Department Public Information Officer will publicize the importance of outside callers using these locations for receiving volunteer and donation instructions prior to citizens sending donations or arriving for volunteer assignment. 3. May be requested to establish, in concurrence with the most current VOAD operating protocols regarding this activity, an unmet needs committee, or similar, and include, as needed, non-VOAD organizations and entities, to develop a recovery plan and funding structure. VOAD leadership may establish, in concurrence with the most current VOAD operating protocols regarding this activity, an Unmet Needs Center, or similar, to assist the whole community in accessing offered services. 4. Pre-designated warehouse spaces may be utilized by to receive, sort, inventory, and redistribute donated goods to agencies, assisting organizations, and individuals. 5. ESF 14 will work very closely with ESF 3 – Public Works and Engineering, ESF 5 – Emergency Management, and the City of Cottage Grove’s Building Division to conduct a rapid needs assessment of the damaged areas as a result of the event, emergency or disaster. Identifying the number of persons affected, homes damaged/destroyed, and amount of infrastructure losses helps to predict the ongoing need for long-term recovery efforts. 6. Environmental Impact Assessments (EIAs) require the longest-term strategy and scope of any response for local jurisdictions. Because environmental repercussions of a given event may not be apparent for months to years after the event, a broad understanding of potential liability and stakeholders is important in protecting the community during and after any event, emergency or disaster. The EOC is responsible for coordinating management with federal and state agencies as necessary for comprehensive planning, as well as local planning and zoning boards and other stakeholders. 7. Access and Functional Needs Considerations: FEMA’s Federal Disaster Recovery Coordination Office (FDRC) specifically supports the integration of vulnerable and disabled community members in long-term recovery planning. These needs will be addressed as key component to long-term mitigation and recovery goals by ESF 15 – External Communications and Public Information and ESF 5 – Emergency Management. 232 8. Work to establish ongoing partnerships with private sector, non-profit sector, and faith- based community organizations during the recovery process. 9. The ESF 14 Coordinator should work with the city’s Economic Development Director and the private sector to ensure the disaster related needs of the business community are met. 10. Identify long-term recovery efforts for animal welfare and agricultural stakeholders. 11. Coordinate with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services and housing authorities for sheltering and short- and long-term recovery efforts. 12. Assist ESF – 5 Emergency Management with the Individual Assistance (IA) process and Small Business Administration (SBA) loans and establishing a disaster recovery center for the community. 13. Support community recovery activities. 14. Develop a long-term community recovery team to coordinate with local jurisdictions, State, Federal, volunteer, and private agencies involved in planning for and/or providing assistance and implementing recovery programs. 15. Coordinates identification of appropriate State and/or Federal programs to support implementation of long-term community recovery plans under current authorities and funding. This process identifies programs, waivers, funding levels, requests for additional authorities, etc. and identifies potential program gaps. 16. The City of Cottage Grove, the State, and/or the Federal government may provide technical assistance such as impact analyses, economic revitalization, and recovery planning support. 17. Coordinates with ESF 3 – Public Works and Engineering, ESF 10 – Oil and Hazardous Materials Response, and State and Federal governments to identify long-term environmental restoration issues. H. Long-term recovery resources • American Red Cross https://www.redcross.org/local/mn-nd-sd.html • FEMA http://www.fema.gov/ • Headwaters http://www.headwatersrelief.org/ • Lutheran Social Services of Minnesota http://www.lssmn.org/disaster/ • Minnesota Department of Health http://www.health.state.mn.us/macros/topics/emergency.html • Minnesota Homeland Security and Emergency Management https://dps.mn.gov/divisions/hsem/Pages/default.aspx • Minnesota Materials Exchange https://mnexchange.org/ • Minnesota VOAD www.mnvoad.org 233 • National VOAD http://www.nvoad.org/ • The Salvation Army Disaster Services http://salvationarmynorth.org/programs-that- help/disaster-relief/ • Southern Baptists Disaster Relief https://www.sendrelief.org/ • United Methodist Committee on Relief (UMCOR) http://www.umcor.org/ • University of Minnesota Extension Services Disaster Recovery https://extensiondisaster.net/ • United Way 211 http://www.unitedway.org/our-work/2-1-1/ III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 234 ESF 15 – External Communications and Public Information Coordinating Agency: Cottage Grove Communications Division Primary Agency: Cottage Grove Communications Division Support Agencies: Washington County Communications Division CodeRED Emergency Notification System Washington County Sheriff’s Office Emergency Response Communications Center (ECRC) Cottage Grove Public Safety Department I. Purpose and Scope A. Purpose ESF 15 – External Communications and Public Information provides support by assisting response organizations with public information needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to ensure that emergency public information is disseminated. (Note: For a description of the responsibilities assigned and the systems used in disseminating alerts and warnings, see ESF 16 – Warning and Notification.) B. Scope 1. ESF 15 coordinates actions to provide the required external communications and public information support to the City of Cottage Grove. It details the establishment of support positions to coordinate communications to various audiences. It applies to departments and agencies that may require public information support or whose public information assets may be used during an emergency. This scope describes how to: a. Quickly relay critical and potentially lifesaving information to those at-risk b. Provide timely, consistent information on the status of emergency operations c. Coordinate the release of public information from all responding agencies d. Assure the public that government is responding effectively to the event, emergency, or disaster e. Make credible and consistent information available to answer citizen inquiries f. Provide ongoing and useful information regarding recovery activities g. Ensure a system is in place to provide information and guidance to County, City and if appropriate, State and Federal, elected and appointed officials 235 II. Concept of Operations A. General 1. ESF 15 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. External Communications and Public Information Infrastructure: As a result of an event, emergency, or disaster that impacts External Communications and Public Information infrastructure, there will be an immediate response of local government resources to re-establish External Communications and Public Information systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi- agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system 236 adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Communications Division staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding External Communications and Public Information needs and requests. The ESF Coordinator will develop and update assessments of the status of External Communications and Public Information services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Cottage Grove Communications Division develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative 237 nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, Minnesota Department of Public Safety (DPS) is the designated lead agency for State external communications and public information services and may provide a liaison to facilitate requests for external communications and public information resources to local or County EOCs. c. HSEM, in coordination with DPS, develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects External Communications and Public Information with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support External Communications and Public Information activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle External Communications and Public Information needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 238 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of External Communications and Public Information activities. 7. Maintain existing External Communications and Public Information equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report External Communications and Public Information status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine External Communications and Public Information priorities with the current incident priorities. 10. Identify resources to assist with External Communications and Public Information needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding External Communications and Public Information activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the External Communications and Public Information system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized External Communications and Public Information resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support External Communications and Public Information activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to External Communications and Public Information infrastructure and operations. 22. Identify temporary alternative External Communications and Public Information solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate External Communications and Public Information services, if needed. 239 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of External Communications and Public Information infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of External Communications and Public Information infrastructure and systems. 28. Request assistance from other External Communications and Public Information agencies as needed through the Liaison Officer. 29. Plan for External Communications and Public Information recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of External Communications and Public Information infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for External Communications and Public Information infrastructure within the city. 33. Plan for the gradual demobilization of on-scene External Communications and Public Information resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate External Communications and Public Information equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare an External Communications and Public Information summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, 240 b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Cottage Grove Communications along with the Department of Public Safety Department will act as the lead agency. Depending on the complexity of the event, emergency, or disaster, other local public information officers and Cottage Grove city staff may assist with media advisories and releases. Lead or support agency public information staff may operate from the EOC on a 24-hour schedule to help maintain the flow of public information. 2. Depending on the severity of the event, emergency or disaster, Cottage Grove Communications may activate a Joint Information Center (JIC) to handle media and citizens' inquiries and to coordinate information releases with assisting agencies. This ESF will ensure adequate space and available equipment for the operation of a JIC. 3. Schedule news conferences, interviews, and other media access. 4. In the event of a catastrophic disaster, this ESF will work with ESF 7 – Logistics Management and Resource Support and ESF 14 – Long-Term Recovery to release information regarding volunteer goods and services that need to be sent to the affected areas, and where volunteers and donors may go to assist Points of Distribution (PODs) to deliver such goods or services. 5. This ESF is responsible for providing the community with information on existing or impending emergencies, to include immediate protective actions they should take such as sheltering or evacuation. The City of Cottage Grove has a population whose primary language is English and a secondary percentage of individuals whose primary language is Spanish. This ESF should take language into consideration when releasing public information. 6. Should an event, emergency, or disaster create the opportunity where advanced/early evacuation is possible, the methods for communicating evacuation information with the whole community will be determined based on available media in order to provide information in the most timely and efficient manner possible to reduce the threat of immediate loss of life. 7. This ESF should: a. Brief local news media personnel, community officials, Local, State, and Federal agencies on External Communications and Public Information policies, plans, and procedures. b. Maintain a current list of radio stations, televisions stations, cable companies, websites, and newspapers to be utilized for public information releases. c. Provide a briefing room/area for the media. 241 d. Prepare initial press releases and assist with the preparation and transmission of emergency warnings and alerts, if needed. e. Establish a means of providing continuous information and updates to the public. 8. Emergency Public Information (EPI) may be disseminated to special populations through use of Interpreters (non-English speaking and hearing impaired), public address systems, closed caption television, door-to-door contacts, or braille (visually impaired) just to name a few. Access and Functional Needs populations may also include the elderly or home-bound who have limited access to radio, TV news, internet, or other media reports. For these reasons, a diverse set of media will be used to disseminate public information in a timely fashion. EPI may include, but is not limited to: a. Flood risks to the community, including expected elevation of floodwaters, b. Information/instructions on evacuation, including designated travel routes and where to obtain transportation assistance. c. Status of road closures. d. Location of family assistance centers, reception centers, and/or mass care shelters, including what to take or not take to shelters. e. Safety precautions associated with unsafe drinking water, sanitary conditions, and use of utilities. f. Tips for people on what to do during or immediately after a tornado or destructive high winds. g. Warnings and advice on the continuing threat of storms, unsafe areas, buildings, and structures and other hazards. 9. Establish process to verify information is accurate and valid before public release 10. Issue any EPI upon approval by the Incident Commander, the EOC Director, and/or the City Administrator (depending on the event, emergency, or disaster) to the public and take into consideration the special needs population, if necessary. 11. Give the public accurate, timely, and useful information and instructions from one release point throughout the emergency. Resolve any conflicting information and dispel rumors. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or 242 federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 243 ESF 16 – Warning and Notification Coordinating Agency: Washington County Sheriff’s Office Emergency Response Communications Center (ECRC) Primary Agency: Washington County Sheriff’s Office Emergency Response Communications Center (ECRC) Support Agencies: Washington County Communications Division CodeRED Emergency Notification System Cottage Grove Communications Division Cottage Grove Public Safety Department I. Purpose and Scope A. Purpose ESF 16 – Warning and Notification provides support by assisting response organizations with warning and notification needs in the City of Cottage Grove during an event, emergency, or disaster. The purpose of this ESF is to provide mechanisms for coordinated emergency alerts and warnings to the general public and/or key governmental officials during a major event, emergency, or disaster in an efficient and effective manner. B. Scope 1. ESF 16 addresses the operation of the ECRC and backup and alternate warning points. This ESF is only concerned with receiving and issuing warnings and emergency notifications. Technology communications and risk communications are the purview of ESF 2 – Communications and ESF 15 – External Communications and Public Information. 2. This ESF is always active because the City of Cottage Grove may receive warnings about any condition from numerous sources 24/7. 3. This ESF ensures that there are trained and experienced staff to receive and disseminate warning information and notifications as appropriate to those who need to receive them. C. Assumptions 1. The Cottage Grove Public Safety Department on-duty supervisor and/or Command Staff will be available to act. 2. Every warning or emergency notification issued or relayed by the ECRC will be communicated by every means appropriate to the situation. 3. The ECRC and the Cottage Grove Public Safety Department will be able to receive warnings via: Emergency Alert System (EAS), NOAA Weather Radio, ARMER radio communications, fax, telephone, and/or broadcast radio and television. 244 II. Concept of Operations A. General 1. ESF 16 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Warning and Notification Infrastructure: As a result of an event, emergency, or disaster that impacts Warning and Notification infrastructure, there will be an immediate response of local government resources to re- establish Warning and Notification systems allowing emergency response and short- term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system 245 adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City a. During an event, emergency, or disaster, primary and support agency staff will integrate with ECRC staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the warning and notification activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Warning and Notification needs and requests. The ESF Coordinator will develop and update assessments of the status of Warning and Notification services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The Washington County ECRC develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. County a. The Washington County ECRC has the bulk of the responsibility and ability to provide warning and notifications. b. When Cottage Grove’s EOC is activated, the functions of this ESF will be coordinated by the Operations Section in the Washington County EOC. 246 c. ESF 16 activities in the EOC will also be coordinated with ESF 15 – External Communications and Public Information to limit conflicts in messaging between alerts and warnings and public information. d. The ECRC subscribes to an automated multi-method alerting system. In a disaster, the system can be used to notify critical staff by land-line telephone, cellular phone, email, and/or text message. Additionally, the system allows for selection of a geographic area by which land-line phones of the public can be notified. 3. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, the Minnesota Department of Public Safety (DPS) is the designated lead agency for State Warning and Notification services and may provide a liaison to facilitate requests for warning and notification resources to local or County EOCs. c. DPS develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. 3. Emergency Alert System (EAS) a. The Director of Cottage Grove Public Safety Department, the police department’s Command Staff and/or on-duty supervisor, or the Fire Chief are authorized to request an EAS. 247 b. Requests to activate the EAS are to be coordinated through the MN State Duty Officer 651-649-5451 or 1-800-422-0789. c. Notification that the EAS has been requested MUST be reported to the ECRC and the City of Cottage Grove on-duty supervisor and/or Command Staff immediately after the request is made. 4. Integrated Public Alert and Warning System (IPAWS) a. IPAWS is a technology that will send short messages to cellular phones within a specified area and does not require the users to opt in or register. IPAWS messages are very basic and persons receiving such messages on their smart devices need to access other media for details (broadcast media, web sites, social media). b. Cottage Grove’s Director of Public Safety, the police department’s Command Staff and/or on-duty supervisor, or the Fire Chief are authorized to request an IPAWS message. i. Activation: IPAWS system activation is done at the ECRC. The authorized requestor will notify the ECRC by phone or radio. The on-duty ECRC supervisor will construct the IPAWS message in conjunction with the requestor. EM staff are also authorized to create the IPAWS message in cases where the ECRC is overburdened by the demands of the incident. The ECRC supervisor will determine the appropriate three-letter codes as needed and the ECRC telecommunicator(s) will activate the system and send the message. In all cases, the ECRC will coordinate with the State of Minnesota when IPAWS messages are sent. ii. Training: ECRC supervisors and staff are trained in the operation of the IPAWS system. The Manager of the ECRC maintains training records for that department. iii. Testing: IPAWS testing is conducted as required by the ECRC Manager. 5. Resources include: a. ARMER Radio System b. Outdoor Warning Sirens, which are activated and tested by the ECRC c. Emergency Communications Equipment E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. 248 During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Warning and Notification with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Warning and Notification activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Warning and Notification needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Warning and Notification activities. 7. Maintain existing Warning and Notification equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Warning and Notification status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Warning and Notification priorities with the current incident priorities. 10. Identify resources to assist with Warning and Notification needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Warning and Notification activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Warning and Notification system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 249 19. Determine what specialized Warning and Notification resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Warning and Notification activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Warning and Notification infrastructure and operations. 22. Identify temporary alternative Warning and Notification solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Warning and Notification services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Warning and Notification infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Warning and Notification infrastructure and systems. 28. Request assistance from other Warning and Notification agencies as needed through the Liaison Officer. 29. Plan for Warning and Notification recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Warning and Notification infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Warning and Notification infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Warning and Notification resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Warning and Notification equipment, supplies, and personnel until authorized to demobilize. 36. Participate in after-action meetings and prepare a Warning and Notification summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: 250 a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. The City of Cottage Grove has a duty to provide warning information to the people who reside, work, and visit within Cottage Grove. The warnings can be generated from cities, state, or federal government sources. The City of Cottage Grove Communications Division and the ECRC have policies and procedures in place the facilitate the generation and relay of warnings. 2. Severe weather watches and warnings are issued by the National Weather Service and will be transmitted by National Oceanographic and Atmospheric Agency (NOAA) Weather Radio All Hazards (NWR) and relayed by the ECRC and broadcast television and radio outlets. a. When severe weather is imminent in the City of Cottage Grove, the EOC may be activated to monitor the weather and impacts of severe weather on community lifelines. b. The Skywarn organization trains and maintains a roster of certified severe storm spotters. These spotters are of two types: amateur and public safety. i. Public Safety professionals report observed weather and weather impacts to the ECRC. ii. Amateur spotters are volunteers, trained and certified in the NOAA National Weather Service (NWS) Skywarn Spotter system. When activated these spotters go to the perimeter of the areas where severe weather is anticipated and position themselves to observe and report. They report to the Network Control Center (Net Control) for Skywarn. iii. Net Control gathers information from the amateur spotters, and forwards that information to the NWS in Chanhassen, MN. NWS also contacts Net Control to request that they move spotters to new locations or verify specific information. c. Warnings and notifications are received from almost any source and at any time. Federal, State, and local agencies are the most common sources for warnings. 251 The vast majority of warnings received at the ECRC originate from the National Weather Service. d. The City of Cottage Grove law enforcement agency and local first responder agencies are responsible for coordinating any door-to-door notifications or warning activities when needed. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 252 ESF 17 – Animal Services Coordinating Agency: Minnesota Animal Disaster Coalition (MNADC) Primary Agency: Minnesota Animal Disaster Coalition (MNADC) Support Agencies: Cottage Grove Public Safety Department Washington County Community Services Board of Animal Health (BAH) MN Department of Natural Resources (DNR) MN Department of Agriculture (MDA) I. Purpose and Scope A. Purpose ESF 17 – Animal Services provides support by assisting response organizations in the sheltering and care of animals in the City of Cottage Grove during an event, emergency, or disaster. This ESF may be activated as needed for incidents involving animals when local government/response or voluntary agencies are becoming overwhelmed with disaster related animal issues, or a jurisdiction outside the City requests mutual aid for disaster related animal issues. Planning for animals in disasters in City of Cottage Grove is an important issue for the safety of its citizens and responders as well as for the animals themselves. The City of Cottage Grove recognizes that many of its citizens are pet owners, assisted in daily tasks by service animals, or operate an animal related business. Many pet owners refuse evacuation recommendations because of concerns regarding care for their pets or suffer additional hardships in disasters due to pet-related issues. Persons with service animals may have difficulty finding sheltering options that allow them access to the important services of their animals, and animal related businesses can suffer both economic and emotional losses when disasters affect their animals. First responders are also put in additional risk when attempting to assist or rescue animal owners who are having difficulty finding or are refusing to seek safety due to their concerns for their animals. Additionally, the animals themselves can pose a danger to emergency responders. Wildlife is also affected by disaster and can pose unique risks to responders and citizens. Animals can also pose unique disease and public health issues in disaster situations. B. Scope 1. This ESF addresses animals affected by emergencies in the City of Cottage Grove and may be activated to support an event, emergency, or disaster response and recovery in the City of Cottage Grove at all response levels, either in full or in part. 253 2. This ESF has responsibility for both animal-specific disasters such as outbreaks of foreign animal disease (FAD) or an emerging animal incident, and for the City’s response to the needs of animals and animal owners affected by any major event, emergency, or disaster. 3. Cottage Grove’s ESF 17 specifically focuses on companion animals (pets); however, this ESF is also responsible for service/assistance animals, commercial/livestock animals, and wildlife. This ESF may also be used to provide veterinary care for public safety animal assets such as bomb dogs and police horses. (ESF 9 – Search and Rescue covers the use of and resources for search and rescue dogs.) 4. This ESF coordinates multiple functions including, but not limited to, evacuation and search and rescue, transportation, sheltering, medical care, disease response and control, and reunion with owners. Additional information about how animal services coordinates with the related human function can be found respectively in ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services and Appendix C – Evacuation, Shelter-in-Place and Re-Entry. C. Situation 1. The City of Cottage Grove has a variety of pets, service animals, non-domesticated animal species, livestock, and wildlife. A small percentage of local wildlife can carry and transmit the rabies virus; direct contact should be made with specialized or protective equipment. In addition, the handling of exotic species and certain wildlife (such as raptors) requires special expertise, so the City may rely upon cooperating agencies for assistance. 2. The City houses many animal-related businesses, which includes pet shops where animals are commercially sold, veterinary offices and hospitals, animal boarding businesses, and commercial breeders. D. Assumptions 1. A significant proportion of the population will not evacuate or seek shelter unless they can take their companion animal(s) with them. 2. Animals (including house pets) in a major event, emergency, or disaster will behave differently than they would under normal circumstances; animal attacks may occur more frequently than normal. 3. During a major event, emergency, or disaster, there may be a need for temporary disaster animal shelters, either wholly separate from or co-located with human disaster shelters. 4. Local Public Health laws or policies prevent companion animals from being kept in human habitation areas, with the exception of service animals. The American Red Cross does not provide any animal disaster services, but they will coordinate its human mass care efforts with local disaster animal services as needed. 254 5. When practicable, the City will use co-located sheltering (mass care facilities that allow both humans and companion animals to stay in them, but in separate areas either within the same facility or very nearby). a. Co-located shelters are intended to house the general public, not exclusively animal owners. b. Co-located shelters may receive not only the animals of shelter clients, but abandoned and rescued animals from the disaster area whose owners are not known at the time. c. Some shelter clients may be concerned about being near to the animal shelter, or about being housed with service animals. 6. A small percentage of animals in disaster shelters will not be claimed by their owners, or their owners will not be found. 7. Owner-provided care within the animal shelter will be strictly supervised by shelter staff and at the discretion of the ESF 17 Coordinator. 8. There may be media attention surrounding animal-related issues in a disaster. a. Public opinion of the overall disaster response will be greatly influenced by the perceived effectiveness and sensitivity of responders and the City to animals in the disaster. b. Due to the public interest in animal related disaster issues, donations for disaster animal shelters will likely be significant and may become a problem due to the unsolicited volumes and types of items donated. c. In addition, there will be a large number of unaffiliated volunteers wishing to assist with the animal services effort. Security and the credentialing of staff and volunteers will be a significant concern in any disaster animal function. II. Concept of Operations A. General 1. ESF 17 is consistent with the Cottage Grove Public Safety Department’s methodology, the requirements of the National Response Framework, the National Incident Management System, and the Incident Command System. This structure and system support incident assessment, planning, procurement, activation, coordination, and supports operations to the City of Cottage Grove to provide a timely and appropriate response to an event, emergency, or disaster. 2. The SOGs, SOPs, and protocols for disaster response activities that govern response operations in the field and in the EOC are outlined in the City of Cottage Grove AHP with corresponding ESFs, Appendices, and Annexes. In addition, City department-specific plans that describe their capabilities and responsibilities are kept with the respective departments. Periodic training and exercises are also conducted to test these plans and enhance effectiveness. 255 3. During an event, emergency, or disaster requiring local, County, or State mutual aid assistance, the ESF Coordinator will work with its support agency counterparts to seek and procure, plan, coordinate, and/or direct the use of required assets. 4. Throughout the response and recovery periods, the primary, coordinating, and support agencies will evaluate and analyze requests for people, materials, equipment, and other resources related to this ESF. The ESF Coordinator will maintain situational awareness, provide assessments and status updates to Command and General Staff, and undertake contingency planning to meet anticipated demands or needs. 5. When an event, emergency, or disaster requires a specific type of response or approach, technical expertise may be provided by subject matter experts (SMEs) from supporting agencies who can advise and/or direct operations within the context of this ESF. The ESF Coordinator will work with the Liaison Officer and Logistics to request and facilitate these SMEs. 6. Animal Services Infrastructure: As a result of an event, emergency, or disaster that impacts Animal Services infrastructure, there will be an immediate response of local government resources to re- establish Animal Services systems allowing emergency response and short-term recovery activities. Identified shortfalls will prompt local governments to reach out to adjacent jurisdictions and/or to private contractors to assist. To support local response activities, the City of Cottage Grove may choose to activate mutual aid procedures and coordinate multi-agency activities to fill any resource shortfalls related to protection, response, and/or recovery. If restoration activities exceed Cottage Grove’s capabilities, Washington County and/or the State of Minnesota may be called upon to provide resources and to support local government response. B. Direction and Control 1. This ESF complies with the National Response Framework (NRF) and the National Incident Management System (NIMS), which guides the direction and control system adopted by the Cottage Grove Public Safety Department that functions as the official Emergency Management organization within the City of Cottage Grove. 2. During an event, emergency, or disaster, this ESF may be activated in field operations and/or in the EOC, if operational. 3. All management decisions regarding this ESF for the City of Cottage Grove are made by the Incident Commander or their designee with guidance from the ESF Coordinator. Under the Incident Command System structure, the Operations, Planning, Logistics, and Finance/Administration Sections and associated staff may also assist the Incident Commander in carrying out ESF-related objectives for the event, emergency, or disaster. 4. Each primary, coordinating, and/or support agency assisting in the activation of this ESF will retain administrative control over its own resources and personnel, but will be under operational control of the ESF Coordinator. C. Organization 1. City 256 a. During an event, emergency, or disaster, primary and support agency staff will integrate with Cottage Grove Public Safety Department staff to provide support that will allow for an appropriate, coordinated, and timely response. b. This ESF may be activated or placed on standby by the Cottage Grove Public Safety Department and/or EOC, if operational. A representative or designee from the primary agency will serve as an ESF Coordinator to manage the response and/or recovery activities related to this ESF. If additional support is required, the primary, coordinating, and support agencies may jointly manage ESF-related activities. c. The ESF Coordinator or their designee will evaluate and analyze information regarding Animal Services needs and requests. The ESF Coordinator will develop and update assessments of the status of Animal Services in the impacted area(s) and undertake contingency planning to meet anticipated needs and demands. d. The MNADC develops and maintains the ESFs/Appendices/Annexes and Standard Operating Guidelines that govern emergency response actions related to this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the City of Cottage Grove AHP. All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. 2. State of Minnesota a. During an event, emergency or disaster, State agencies will carry out emergency assignments that parallel their day-to-day activities. However, in accordance with both state law and the Governor's Executive Order Assigning Emergency Responsibilities to State Agencies, certain state agencies have been assigned specific emergency responsibilities of both an operational and administrative nature. These plans, procedures, and guidelines are available to the Division of Homeland Security and Emergency Management (HSEM) for maintenance in the State Emergency Operations Center (SEOC). b. During an activation of the SEOC, the Board of Animal Health (BAH) is the designated lead agency for Animal Disease Emergencies and may provide a liaison to facilitate requests for animal-related resources to local or County EOCs. c. MNADC develops and maintains the overall action of this ESF. Primary and support agencies should develop and maintain their own similar documents for internal use, which must be compatible with and in support of the overall Minnesota Emergency Operations Plan (MEOP). All such documents will follow the National Response Framework, the National Incident Management System, and the Incident Command System. D. Alerts and Notifications 1. The Washington County Sheriff’s Office Emergency Communications Response Center (ECRC) will notify Cottage Grove Public Safety Department Command Staff and/or the on-duty supervisor when the City of Cottage Grove has been threatened or impacted by an event, emergency, or disaster as provided in ESF 16 – Warning and Notification. 2. Upon instructions to activate the EOC or place staff on standby, the Cottage Grove Public Safety Department and/or EOC Director will implement procedures to notify all 257 Emergency Management Planning Team members and, if necessary, mobilize personnel, facilities, and physical resources likely to be needed based on the event, emergency, or disaster. E. Actions Actions carried out are often grouped according to the phases of emergency management: Preparedness, Prevention, Protection, Mitigation, Response, and Recovery. Each phase requires specific skills and knowledge to accomplish the tasks and requires significant cooperation and collaboration between all agencies and the intended recipients of service. During an event, emergency, or disaster, actions related to this ESF may include, but are not limited to, the following: 1. Determine the nature and scope of the event, emergency, or disaster and how it affects Animal Services with regards to life safety, incident stabilization, property protection, environmental preservation, and the ability of the City of Cottage Grove to provide services. 2. Designate an ESF Coordinator who should start and maintain a unit log (ICS 214) to record activities, a personnel roster, contacts, and resource list to support Animal Services activities. 3. If the scope of the incident is beyond the capabilities of the City’s resources, notify the Incident Commander and/or the EOC Director. 4. If existing personnel in the field or in the EOC are unable to handle Animal Services needs or problems, coordinate with Command and General Staff and/or the EOC Director to activate additional personnel. 5. If more than one shift of personnel is needed, coordinate with the Incident Commander and the Planning Section Chief to set operational periods and fill additional shift schedules. 6. Provides timely activation of Animal Services activities. 7. Maintain existing Animal Services equipment and implement procedures to protect, inspect, and service equipment as needed. 8. Report Animal Services status and potential problems to the Incident Commander and/or the EOC Director. 9. The ESF Coordinator should consult with the Incident Commander and/or the EOC Director to combine Animal Services priorities with the current incident priorities. 10. Identify resources to assist with Animal Services needs. 11. Anticipate potential needs or problems and begin alerting appropriate resources to maintain a state of readiness. 12. Monitor potential resource shortages in the jurisdiction during the event, emergency, or disaster and present options to the Incident Commander and/or the Logistics Section Chief. 13. Manage the collection, processing, and dissemination of information regarding Animal Services activities and provide relevant situational awareness reports to the Incident Commander, PIO, and/or the Planning Section Chief. 258 14. Coordinate any pre-positioning of resources with other agencies. 15. Coordinate with response agencies regarding the operational capabilities of the Animal Services system. 16. Evaluate all requests for resources against known supplies. 17. Obtain needed resources and supplies. 18. Maintain financial and legal accountability with the Finance/Administration Section Chief and provide necessary documentation for possible financial reimbursement processes. 19. Determine what specialized Animal Services resources are unavailable to responding personnel. 20. Participate in EOC briefings, incident action planning, situation reports, and meetings to support Animal Services activities. 21. Work with primary and support agencies to report, assess, and analyze the status of and damage to Animal Services infrastructure and operations. 22. Identify temporary alternative Animal Services solutions when systems or infrastructure are damaged, unavailable, or overwhelmed. 23. Coordinate arrangements for alternate Animal Services, if needed. 24. In cases of potential or actual terrorist threats or attacks, recommend actions to protect related critical infrastructure and key resources. 25. Coordinate and/or perform damage assessments of Animal Services infrastructure, systems, facilities, and equipment and monitor for usability. 26. Report specific damages sustained, ongoing recovery efforts, alternatives planned or implemented by others, and assessments of the event, emergency, or disaster. 27. Notify State and/or County Emergency Management of the status of Animal Services infrastructure and systems. 28. Request assistance from other Animal Services agencies as needed through the Liaison Officer. 29. Plan for Animal Services recovery, mitigation, and other long-term actions. 30. Continue to perform tasks necessary to expedite restoration and recovery operations. 31. Prioritize emergency repair and restoration of Animal Services infrastructure based on response needs as identified by the Incident Commander. 32. Coordinate recovery efforts for Animal Services infrastructure within the city. 33. Plan for the gradual demobilization of on-scene Animal Services resources and activities. 34. Return borrowed resources and those obtained through agreements and/or leases when those resources are no longer required. 35. Continue to coordinate Animal Services equipment, supplies, and personnel until authorized to demobilize. 259 36. Participate in after-action meetings and prepare an Animal Services summary for the After-Action Review (AAR) report as needed. 37. Review ESF plans and procedures at least annually. F. Priorities 1. The ESF Coordinator will set specific priorities in consultation with the Incident Commander and/or the EOC Director. When allocating resources, the following priorities apply: a. Disaster or emergency victims. b. Needs of the resource management organization. c. Other needs not directly related to the event, emergency, or disaster. 2. The AHP priorities listed in the General Plan still apply and take precedence for all emergency operations to: a. protect life and safety, b. minimize impacts to property and to the environment, c. secure critical infrastructure and facilities, and d. resume regular provision of services to citizens. G. Special Tasks 1. Definitions a. Domestic Animal: Any animal commonly accepted as a domesticated household pet. Unless otherwise defined, such animals shall include dogs, cats, caged birds, gerbils, hamsters, guinea pigs, domesticated rabbits, fish, nonpoisonous, nonvenomous, and non-constricting reptiles or amphibians, and other similar animals. b. Livestock: animals traditionally kept on farms for use and profit as food, product, or labor sources, including chickens, turkeys, ducks, pigs, hogs, sheep, goats, dairy and beef cattle, horses and ponies, donkeys, mules, alpacas, llamas, fish, mink, and game birds. c. Service Animal: Consistent with the Americans with Disabilities Act (ADA), the definition of a service animal is any dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability, including, but not limited to, guiding individuals with impaired vision, alerting individuals with impaired hearing to intruders or sounds, providing minimal protection or rescue work, pulling a wheelchair, alerting and protecting a person who is having a seizure, reminding a person with mental illness to take prescribed medications, calming a person with post-traumatic stress disorder (PTSD) during an anxiety attack, or performing other duties. The work or task a dog has been trained to provide must be directly related to the person’s disability. Animals whose function is to provide comfort or emotional support are not service animals. d. Wild or Exotic Animal: A mammal, bird, amphibian, reptile not native to the State, or may be native to the State but is not usually domesticated or a species 260 that, due to its size, wild nature, or poisonous venom, is dangerous to humans. By way of example, but not limited to, the term includes the following: i. Large cats, such as jaguars, cougars, lions, tigers (excluding domestic house cats); ii. Skunks, raccoons, or other types of nuisance animals; iii. Bears; iv. Members of the family Canidae, such as wolves, fox, coyote, dingoes and jackals, including cross- breeds (excluding domestic dogs); v. Primates, such as monkeys, gorillas, baboons; vi. Poisonous snakes, constrictors; vii. Carnivorous fish, such as piranhas, northern snakeheads; viii. Pot-bellied pigs; ix. Pigeons, and dove, whether or not they are trained; or x. Any animal or species that is wild by nature or prohibited by Minnesota or Federal law. 2. Transportation Public transportation provided to evacuating citizens by the City during an evacuation must accept persons traveling with pets so long as they are in an appropriate container or are leashed. Owners may be required to temporarily muzzle any animal that acts aggressively during the evacuation. 3. Separation of Animals and People Animals may not be allowed to shelter directly with their owners in a public shelter unless the animal is a service animal. The City will announce the locations of shelters with adjacent animal facilities for persons wishing to be near their animals and other animal shelters for evacuees’ pet(s). If a resident chooses to evacuate to a facility that does not allow animals, they are encouraged to transport their pet(s) themselves to an emergency animal shelter location and place their animals in shelter care until they can return to claim their pet(s). 4. Animal Rescue Every effort will be made to allow evacuees to bring their pet(s) with them during their rescue. Protection of human life and safety will be the first priority. Rescue situations concerning pets will be handled at the discretion of the responders on scene. 5. Large-scale rescue operations In events that have a high number of rescue operations, municipal Animal Control in the effected jurisdiction may be overwhelmed and may require assistance from outside animal rescue agencies. Outside rescue groups assisting the City or its municipalities must operate under the following guidelines: • They must register with the EOC, operate under the direction and control of the ESF 17 Lead, and provide regular reports to the ESF 17 Coordinator. 261 • They must follow the Incident Command System in accordance with NIMS guidelines. • They must provide the EOC with records of their actions and any animals served in accordance with the Disaster Shelter Records section below for found or rescued animals. • They must obey all relevant City and municipal laws and statutes and the policies of this ESF governing their activities. • Rescue personnel working in restricted and/or secured areas will require county/municipal event-specific credentials, which must be obtained through the appropriate EOC staff. 6. Animal Decontamination Handling contaminated animals through the potentially stressful decontamination process requires special skill and care. Animals react differently and can be more susceptible to various chemical and biological agents than humans, and reactions vary from species to species. Decontamination of animals is also important to prevent the spread of the contamination to people who come in contact with the animals, including their owners and disaster workers. Service animals may not be restricted from human decontamination facilities and should remain with their owners but be decontaminated using animal decontamination methods. • Decontamination actions will be coordinated with the Hazardous Materials (HAZMAT) response agency responsible for general decontamination at the event. • Any staff participating in decontamination actions will wear proper PPE for the contaminating agent and PPE appropriate for the handling the type of animal being decontaminated. Staff must be trained to work in the level of hazardous material PPE required to operate in an environment contaminated by that agent. This includes training to OSHA PPE standards (1910.120) and proper fit testing for any respirator use. • Decontamination staff will observe proper contamination containment protocols including donning and doffing procedures for PPE, cross-contamination prevention while handling animals and equipment, proper decontamination or disposal of any resources used in the procedures, and contaminated runoff water containment (where required) etc. • In general, simple techniques are more effective. Heavy scrubbing will often drive contamination deeper into an animal’s fur or feathers leading to greater skin contact and absorption. Water flushes or mild soap solutions are often the easiest solution for many agents. Agent specific decontamination procedures for the event should be coordinated with the HAZMAT response agency. • Decontamination staff should work in teams of two: one to handle the animal and one to concentrate on decontamination. Handling should be minimal to prevent contamination of the PPE of the handler that will require a change of PPE before handling the next animal. 7. Animal Evacuation 262 The City of Cottage Grove will encourage residents to take their companion and service animals with them when they evacuate. Owners will be asked to bring appropriate identification, health/vaccination and ownership records, leash and/or cage, and supplies such as food and special medications that their pets require. All practicable efforts will be made to keep evacuating people with or close to their animals. The ESF 17 Coordinator should ensure that evacuation muster sites/reception centers and/or shelter sites be aware of possible animal rescue requests from owners who were unable to evacuate with their pets and be prepared to forward these to the EOC. 8. Transporting evacuating owners and pets The ESF 17 Coordinator will work with local public transportation providers assisting in evacuation to provide buses dedicated to transporting pets and their owners to the City’s human/animal co-located shelters. • Animals transported using county/municipality provided public transportation in a disaster will be required to be restrained by their owners. Any animal not in a crate or box (properly ventilated) will need to be on a leash (leashes are not proper restraints for cats, which should be crated to prevent injury to themselves and others). • The ESF 17 Coordinator will attempt to ensure that evacuation muster sites/reception centers and/or shelter sites have extra leashes and temporary animal carriers to distribute to pet owners who evacuated without restraint devices. • Transportation drivers have the right to assess the appropriateness of a particular restraint to determine if they will allow an animal on their vehicle and refuse transport to animals that are not appropriately restrained. • Aggressive animals that are not properly caged or muzzled will not be transported using city-provided public transportation. Any official provider of services under this plan, including rescue organizations, sheltering organizations, and transportation organizations, has the right to refuse service to an animal that is displaying aggressive tendencies (including, but not limited to, baring of teeth, growling, feigned, or attempted attacks). • Animals being transported without their owners may be transported using public mass transport (buses) reserved strictly for animal transport, or other private transport resources appropriate for the transportation of animals. 9. Mass Animal Transportation There are unique transportation considerations for animals that are not being transported by their owner (using the owner’s personal vehicle) or with the owner on public transportation. The following are considerations for the mass transporting of disaster affected animals: • All animal transportation must meet federal and state regulations for the humane transport of live animals. These include: o Animals effected by the disaster should be transported in vehicles and trailers specifically meant for animal transport whenever possible. This includes specialized animal control vehicles, horse/livestock trailers, and specialized livestock tractor trailers (semi-trailers). o Animals should not be transported in enclosed commercial vehicles, including moving vans, semi-trailers etc., even if the cargo area has air conditioning. 263 o If special animal transports are not available, the vehicle must have open-air grating or a cargo area ventilation system that exchanges air. The air exchange on a bus’s air conditioning system is considered an adequate ventilation system. • Companion animals should be crated or similarly secured for transport, particularly when using highways and traveling long distances. • Animal crates should also be secured to the cargo area surfaces to prevent them from shifting or toppling. • During open-air transport in cold weather, insulate the trailer on the three windward sides with tarps and blankets. Animal transportation resources may also be acquired in coordination with the Logistics Section and the PIO by sending out public requests for assistance from horse/livestock trailer owners and livestock haulers. 10. Animal Sheltering American Red Cross Public Disaster shelters do not allow animals inside their facilities (with the exception of service animals). The American Red Cross will coordinate with the ESF 17 Coordinator to provide information to their shelter clients on sheltering options for pets. They will also coordinate with ESF 17 during co-located shelter operations. a. Co-located shelters Co-located shelters are public disaster shelters where animals and their owners are housed separately in the same or adjacent buildings. The city will use co- located shelters whenever possible since they reduce the stress on owners and their animals, and on the resource and logistics requirements of the response. If necessary, some disaster shelters may be converted into co-located shelters. The facility must be able to accommodate animals and humans in separate housing spaces either within the same building, in separate buildings on the grounds, or have grounds space to set up a temporary animal shelter in a climate-controlled tent. b. Existing animal control and animal shelter facilities Most animal control and animal shelter facilities are already at or near capacity. Some can support very limited disaster sheltering. These facilities will need to be contacted at the time of need to determine their exact space available at that specific time. Animal hold periods will vary from organization to organization. Some facilities may be willing to temporarily extend its standard hold times for animals sheltered due to disaster situations. This should include holding animals whose owner is known for longer periods and holding stray adoptable animals from the disaster for longer periods before allowing them to be adopted. Facilities unwilling to extend hold times should only be used as a last resort with facilities willing to extend hold times as the preference. Whenever possible, hold time extensions will be for a minimum of 30 days after the emergency has officially been declared over. Any additional time will be determined on a case-by-case basis by facility managers in coordination with the ESF 17 Coordinator. If the extended hold times interfere with the regular operations of the facility, other arrangements for sheltering will have to be made 264 with the owner or the ESF 17 Coordinator. Disaster animals being sheltered by an animal control agency or shelter/rescue organization due to the disaster whose hold time expiration is nearing will be found alternative shelter rather than be destroyed. c. Shelter operations All organizations participating in shelter operations will operate in accordance with the Incident Command procedures as outlined in NIMS. d. Coordination All animal sheltering organizations must register with the EOC, operate under the direction and control of the ESF 17 Coordinator, and provide regular reports to them. e. Security All shelters will provide security at all exterior doors to prevent unauthorized access to staff or animals in the shelter. Security personnel will screen all persons entering or exiting the shelter and animal owners must present proper identification when exiting the shelter with their animal for any reason. f. Identification and Credentialing All persons inside the shelter may need to wear official incident specific identification badges issued by the EOC in addition to any identification/credentials from their organization or be escorted by a shelter staff member with such credentials. No one will be allowed to handle animals unless they are the owner of the animal or they are credentialed for animal control and wearing proper identification indicating that status. Owners may be provided with a form of identification (such as wrist bands) that clearly shows their purpose in the shelter and their relationship to the animal they are handling. g. Staff presence The shelter will be staffed at all times while in operation. If the shelter is closed to the public during any shift (such as overnight), the shelter must have at least one staff member present to monitor security and animal health during that period. h. Controlled veterinary substances Authorized controlled veterinary substances will be secured in a locked cabinet or room with access limited to authorized veterinary staff only. Pet owners may not bring controlled veterinary substances into co-located shelter areas designated for humans. i. Restraints No animals will be allowed off leash outside their cages or veterinary exam areas; this includes enclosed exercise areas. j. Demobilization Demobilization of animal shelters will include thorough cleaning and disinfecting of all facility areas used in shelter operations (if an expedient return to normal operations is needed, it is recommended that shelter staff clean portable shelter equipment off site to speed up the return of the facility). 265 k. Disaster shelter records Any agency operating an animal shelter or human/animal co-located shelter will maintain the records during the emergency. • For all animals: o Type, breed, markings, and sex of animal o Identification tags and collars on animal o Any veterinary care given during the animal’s stay o Photographs of all animals registering at the shelter are highly recommended—either provided by the owner or taken by shelter staff at the time of registration • For animals brought in by their owners for temporary sheltering: o Location or address where the animal resides o Contact information for the owner o Condition of the animal and any special medical or handling instructions o Photographs of the owner and animal together are highly recommended—either provided by the owner or taken by shelter staff at the time of registration • For animals found or rescued: o Location or address where the animal resides or was found/rescued including the street address, nearest intersection if exact address is unavailable, GPS coordinates, and/or detailed house/area description if exact address is unreadable or missing o Situation in which the animal was found (contained or loose) o Condition of the animal o Rescuer’s name and contact information o Photographs of the rescued animal taken by shelter staff at the time of registration l. Disease control Proper disease control procedures will be followed at all times. These include the use of PPE and disease control hygiene for all persons handling animals, entry health screenings for animals coming into the shelter, isolation protocols for sick animals, and vector control procedures such as cage barriers and hygiene. Specific disease control measures will be coordinated with Public Health and the State Board of Animal Health, especially when an animal disease outbreak is encountered or suspected in a shelter or is a part of the disaster situation. m. Wild or exotic animals and livestock Wild or exotic animals and many livestock require specialized care not found in most shelter environments in the city. They cannot be sheltered at most disaster shelter facilities available in the city. The city will coordinate with the Animal Humane Society and/or the Animal Disaster Coalition to find alternative shelter for livestock and exotic animals if possible. 266 n. Veterinary care guidelines • Micro-chipping: Animals in shelters can be micro chipped for disaster tracking purposes by qualified shelter staff. Micro chipping done in any disaster shelter will be disclosed to the owner upon reunion. • Elective surgery: Animals in disaster shelters cannot be spayed, neutered, declawed, or have any other surgical procedures done to them that are not to treat eminent life-safety or disaster related injury/illness without written owner authorization. • Vaccination: For pets without vaccination records, the shelter may choose to require vaccination for rabies or other diseases prior to the animal entering the shelter. The shelter may charge a small fee for the vaccination. • Euthanasia: No animals sheltered due to the disaster will be euthanized unless they are beyond available medical care due to injury or illness under the guidelines below or deemed vicious with no other alternative care option as outlined below. o. Terminally injured or ill animals Animals (whose owner is known but cannot be reached after repeated contact attempts or whose owner is unknown) that are terminally ill or injured and beyond the capabilities of the veterinary care available during the major event, emergency, or disaster may be euthanized under the following guidelines: • A minimum of 2 veterinarians must examine the animal and determine that it meets the above medical criteria. All must sign the euthanasia order. • Copies of the order must be kept for city records and presented to the owner should they come to claim the animal. p. Vicious animals Animals that are consistently vicious may need to be euthanized if alternatives are not available. Euthanasia will be a last resort after all other options have been exhausted. • An attempt will be made to determine if the animal is vicious by nature or is acting aggressively due to the situation (fear, stress from the disaster or shelter environment, illness or injury, proximity to other animals in the shelter that may cause aggression, etc.). These aggression triggers should be mitigated as much as possible under the guidance of veterinary and/or animal control staff. • If the animal is considered a danger to general shelter staff, it should be placed in a separate area with restricted access limited to animal control staff. • If the aggression of the animal is unable to be mitigated and is so severe as to pose a significant danger even to the trained animal control staff, additional steps must be taken before euthanasia can be considered: o Multiple attempts must be made to contact the animal’s owner, if known, to arrange for other sheltering. o Public messages must be released through Communications staff notifying the public of hold periods for the shelter. 267 o If the owner does not come to pick up the animal within a given time frame after the above attempts to contact/inform them, efforts must be made to transfer the animal to another shelter such as a behavior rehabilitation facility or breed specialist who would be willing to take it (behavior disclosed). • A minimum of 2 veterinarians must examine the animal and determine that it meets the above criteria. All must sign the euthanasia order. • Copies of the order must be kept for city records and presented to the owner should they come to claim the animal. 11. Animal diseases Diseases that impact the animal population alone are known as animal diseases. Animal Diseases that cause disaster-level impacts outside of animal shelters are handled under the authority of the Department of Agriculture. Specific activities required for such situations will be developed and promulgated by that department. The State Board of Animal Health (BAH) maintains procedures for dealing with animal disease outbreaks. Instances or suspected instances of certain diseases in animals should be reported to the BAH and/or the Department of Agriculture (see BAH reportable disease list). This list also includes contact information for reporting Foreign Animal Disease (diseases not found in US animal populations). The University of Minnesota has a Level III Biohazard Veterinary Diagnostic Laboratory that can be of assistance in diagnosing suspected disease in animals. Animal Disease is also a concern for the disaster sheltering of companion animals. The security and other operational steps noted above are intended to mitigate this threat. In- shelter access to veterinary care will be the means of coping with animal disease outbreaks in animal shelters. 12. Zoonotic diseases Diseases that are transmissible between animals and humans are known as zoonotic diseases. Zoonotic diseases can cause disease outbreaks in humans creating disaster level impacts. Such outbreaks fall under the authority of ESF 8 — Public Health and Medical Services. Instances or suspected instances of human contact with a zoonotic disease should be reported to the Minnesota Department of Health Food-borne, Vector-borne, and Zoonotic Disease Unit and to the BAH and/or the Department of Agriculture (see BAH reportable disease list). The University of Minnesota has a Level III Biohazard Veterinary Diagnostic Laboratory that can be of assistance in diagnosing suspected disease in animals. 13. Destruction of Infected Animal Populations: In some cases of either animal disease or zoonotic disease, destruction of the infected animal population to prevent spread of the disease is the only recourse, even though there can be serious economic and political/public issues involved. Destruction should be carried out in a humane fashion under strict disease control methods with direction and coordination of the BAH. Disposal of remains will be handled as required by the State of Minnesota. 14. Resources for general animal issues 268 a. Cages and carriers may be available through local veterinary hospitals and kennels, local and national pet supply stores, and “big box”, retailers who may be willing to donate items. Food, leashes, bowls etc. may be donated via retailers such as Wal-Mart, Target, as well as pet related retailers etc. b. Animal Humane Society (AHS) • Shelter space (when space is available) • Shelter tents (large climate control capable tents) • Shelter workers • Volunteer management • Cages, crates, leashes etc. including temporary animal carriers (specialized cardboard boxes) for small animals • Livestock sheltering (moderate surge capacity depending on available space) • Mobile veterinary hospital trailers that can provide on-scene veterinary treatment c. Minnesota Animal Disaster Coalition (MNADC) • Assists with coordination of animals in disaster related resources, planning, and response. Available by calling the MN State Duty Officer (651-649-5451). • Multiple resource contacts throughout the State in a variety of animal related disaster activities • Animal Service Coordinators trained to work in EOCs. d. Animal Control Services The City of Cottage Grove Public Safety Department has individuals assigned to animal control duties. Check with the ECRC. e. Veterinary Care • University of Minnesota (U of M) may be able to provide some limited sheltering (not of exotics), veterinary care, and veterinary volunteers. • Minnesota Veterinary Medical Reserve Corps (MNVMRC) https://www.mnvmrc.org/ is an all-hazard, all-emergencies volunteer responder program that provides veterinary support and assistance to communities which may be affected by local or regional emergencies/disasters. The MNVMRC is comprised of members of the veterinary profession including veterinarians, veterinary technicians, and veterinary assistants. Contact them at 320-249-4892 or coordinator.mnvmrc@gmail.com. f. Level III Diagnostic laboratory, chemical cremation, and animal disease diagnostic and necropsy services. Request through the State Veterinarian via the MN State Duty Officer (651-649-5451). g. Leatherdale Equine Center may be able to provide some short-term horse sheltering (paddocks and stalls) if space is available. Contact them at 612-625- 6700 or lah@umn.edu. 269 h. National Veterinary Response Teams (NVRTs) provide expert veterinary care, treating ill or injured pets, companion animals, service animals, working animals (including security animals), laboratory animals, and livestock impacted by natural and technological disasters, acts of terrorism, disease outbreaks, and during certain national special security events. An NVRT is a federal asset, part of the Office of the National Disaster Medical System. They have their own equipment, supply caches and mobile hospitals. Requests for an NVRT require State/Federal disaster declaration. i. Wildlife and exotic animal resources • Minnesota Department of Natural Resources (DNR) 651-296-6157 or info.dnt@state.mn.us • Como Zoo: vets and staff can provide sheltering and care advice, particularly regarding exotic species. Will not shelter outside animals. Contact them at 651-487-8200. • The Minnesota Zoo is a potential source for advice on sheltering and care of exotic species. Will not shelter outside animals. Contact them at 952-431- 9200. • The Raptor Center is a potential source for advice, rescue, veterinary care and sheltering of raptors/birds of prey (hawks, eagles, owls, etc.) at 1920 Fitch Ave., St. Paul, MN. Contact them at 612-624-4745 or raptor@umn.edu. • The Wildlife Rehabilitation Center of Minnesota is a potential source for advice, veterinary care and limited sheltering for wildlife and some exotic species. Does not rescue animals. Contact them at 651-486-9453. j. Anoka County Emergency Management maintains a pet disaster relief trailer in cooperation with the Anoka County Minnesota Kennel Club. Contact them at 763-324-4740. k. Minnesota State Fair has temporary mobile fence panels for livestock containment (requestor needs to provide transport for the panels). Contact them at 651-288-4400. l. PetSmart Charities maintains Relief Wagons (53-foot semis preloaded with crates, leashes, tents, generators, and other emergency supplies). Contact them at emergencyrelief@petsmartcharities.org. 15. Policies and laws affecting and influencing plans and procedures of ESF 17 agencies: a. H.R. 3858 also known as the Pets Evacuation and Transportation Standards Act of 2006 (PETS Act), amends the Robert T. Stafford Act by requiring local emergency preparedness officials to plan for the provision of rescue, evacuation, sheltering, care, and essential needs of pets and service animals in their jurisdictions. b. FEMA Disaster Assistance Policy 9523.19 identifies expenses that may be eligible for reimbursement for pet evacuation and sheltering activities by state and local governments. c. Americans with Disabilities Act of 1990 includes requirements for allowing people with service animals and those service animals equal access to all areas of a facility open to other customers. 270 d. MN Statute 345.75 ABANDONED TANGIBLE PERSONAL PROPERTY covers abandoned property (applicable by law to animals) hold periods and transfer of ownership notification requirements (adoption). e. MN Statute 346.54 NOTIFICATION OF OWNERS states that animal shelter personnel who receive animals shall check for identification on each animal, identify the owner by the identification whenever possible, and promptly notify the owner of the location of the animal by the most expedient means. f. MN Statute 346.39 DOGS AND CATS covers basic care requirements for cats and dogs including food, water, transportation, shelter size, sanitation, ventilation, exercise etc. g. MN Statute 343.29 EXPOSURE OF ANIMALS; DUTY OF OFFICERS allows any peace officer, animal control officer, or agent of the federation or county or district societies for the prevention of cruelty to remove, shelter, and care for any animal found to be exposed to cold, hot, or inclement weather or to be without adequate food or water (all possible situations for animals left behind or abandoned in a disaster area). Any animal so seized must be held for a minimum of 10 days after notice is attempted of its owners. The law also allows for humane euthanasia of such animals where the animal is suffering and beyond reasonable cure after being examined by a veterinarian. h. Various other state statutes cover animal cruelty laws, confiscation/seizure and disposition which are of particular relevance should parts of this ESF be activated to assist with a large animal seizure due to cases of hoarding, puppy mills, fighting rings etc. i. Local laws regarding animals will vary from municipality to municipality. III. Financial Management A. The ESF Coordinator or their designee is responsible for coordinating with the Cottage Grove Finance Department to manage expenses relevant to an event, emergency, or disaster. B. During a response, each agency/department funds disaster operations from their current operating budget and is responsible for recording and tracking expenditures. If a state or federally declared disaster exists, each responding agency is responsible for seeking reimbursement in accordance with the formula established by the Federal Emergency Management Agency via the FEMA/State Agreement. C. Expenditures by support agencies will be documented by those agencies and submitted directly to the Cottage Grove Finance Department or their designee as soon as possible. IV. References and Authorities If Federal Coordinating Agencies become involved in any assistance during an event, emergency, or disaster, a Presidential declared disaster is generally required—which will be requested by the Governor's office through the Cabinet Secretary of the Department of Homeland Security. This process is described within FEMA publication P-682 National Response Framework. To obtain further information on Federal assistance, access FEMA publication P-683 Overview and Support Annexes. 271 Appendix A – Volunteer and Donations Management A. Introduction Purpose The Volunteer and Donations Management Appendix describes processes and responsibilities for the most effective use of unaffiliated volunteers, unsolicited donated goods, and undesignated financial contributions that may be offered to help in the wake of a major event, emergency, or disaster. Scope This Appendix applies to the management of the unaffiliated volunteers, unsolicited donated goods and undesignated financial contributions in all levels and types of disasters. In most smaller scale events, quantities of donations of unsolicited goods, undesignated financial contributions, and/or unaffiliated volunteers will be minor. In these cases, local VOAD agencies will be able to manage the situation using their own standard resources. This Appendix provides guidance on the local and county role in supporting the management of masses of unaffiliated volunteers and unsolicited donated goods. (Any reference to volunteer services and donated goods in this Appendix refers to unaffiliated volunteer services and unsolicited goods, unless otherwise stated.) This guidance applies to all agencies and organizations with direct and indirect volunteer and/or donations responsibilities under the City of Cottage Grove AHP. In large-scale disasters, donations and volunteers can be a much larger issue that can quickly overwhelm response operations. Disaster organizations often face great difficulties in receiving, storing, securing, sorting, transporting, distributing, and tracking donated goods and services. An efficient and effective donations and volunteer management system will help mitigate those issues and other potential issues with political and public response to the processing and utilization of donations and volunteer labor. In situations where the numbers (or volume) of donations and/or unsolicited and unaffiliated volunteers exceeds the standard operating ability of emergency services in City of Cottage Grove, the donations and volunteer management system outlined in this Appendix should be implemented. • Donated goods which are solicited by a relief organization are the responsibility of that organization. They will make arrangements for receiving, storing, distributing and disposing of such items. • Volunteers who are affiliated with a disaster response organization will be managed by leadership from the organization they work with. The organization they are affiliated with is responsible for the management, support, and overall welfare of affiliated volunteers during their assignments. Affiliated volunteers should be sent to their own organization’s on-scene leadership for assignment, guidance, and support. • Financial contributions designated for a particular organization are the responsibility of that organization. They will receive, account for, and distribute undesignated financial contributions received according to their own agency policies. The best way for the public to assist during disasters is to offer financial contributions directly to voluntary organizations that are assisting those affected by disaster. 272 Situation Many of the major local media outlets have locations in or near Washington County, which means that local and national media coverage of a major event, emergency, or disaster in Cottage Grove could potentially be swift and extensive. Local, regional, statewide, and even national sympathy as a result of that media coverage may elicit unsolicited donated goods, undesignated financial contribution, or unaffiliated volunteer response in a short time frame after the initiating disaster. VOAD partners and some of the community groups in the county and surrounding areas have strong capabilities and experience in donations and volunteer management. Government agencies will rely on this experience and on those agencies and other partners to perform the major operations functions of this Appendix. The City, and/or affected jurisdictions will provide coordination of the activities and policies and particularly the prioritization of the allocation of available resources. A united and cooperative effort by local, state, and federal agencies—along with public, private and donor communities—is necessary for the successful management of unsolicited donated goods, unaffiliated disaster volunteers, and undesignated monetary offers during times of emergencies or disaster. This plan outlines a system for managing these offers and applying them in an effective and efficient manner to assist those affected by disaster with their recovery efforts. Assumptions • The National Incident Management System (NIMS) is used for all emergencies. • In the event of a disaster, local government and voluntary agencies will collaborate to receive, manage, and distribute unsolicited donated goods, undesignated financial contributions and manage offers of assistance from unaffiliated volunteers. • The operating ability of agencies normally responsible for donations and volunteer management may be adversely affected by disaster conditions, reducing their capability to work at normal capacity. • The volume of donations and volunteers may be beyond operating capacity of agencies charged with volunteer and donations management. • Unsolicited donated goods may arrive without warning and without proper packaging and/or labeling. o Drivers of vehicles carrying unsolicited goods may not expect or come equipped to unload their own goods and may not have good records, if any, of the items they are transporting. o Commercial carriers may expect quick unloads due to their schedules. • Trucks will need ample space to operate their vehicles at drop-off locations. • On-scene management, just-in-time training, orientation, and support resources may be required to properly coordinate volunteer efforts. • There may be financial contributions to assist disaster victims, without designation of a specific agency to manage/distribute them. o A fund management/distribution system will need to be established to receive, account for, and distribute these undesignated financial contributions. 273 • Some unsolicited donations may come with conditions (such as going only to specific types of victims) or may only be made to appear like donations at first glance. A donor may expect repayment, publicity, or a tax write-off. Some could be illegal, fraudulent, or an attempt to take advantage of victims or responding/affected agencies or jurisdictions. • Unaffiliated volunteers may be unprepared for or unaware of the conditions they will working in or have unreasonable expectations of the services and resources that they will be provided by the response system during their service. B. Concept of Operations Municipal The goal of volunteer and donations management is to efficiently and effectively support the affected jurisdiction in close collaboration with the voluntary organizations/agencies in order to manage the overall influx of offers of goods and services to the Federal Government, States, tribes, local governments, voluntary agencies, and other organizations before, during, and after an incident. The Federal Government encourages State, tribal, and local governments to coordinate with voluntary agencies, community and faith-based organizations, volunteer centers, and private-sector organizations through local Citizen Corps Councils and local VOADs to participate in preparedness activities including planning, establishing appropriate roles and responsibilities, training, and exercising. Full use of existing volunteer and donations management resources at the local level is encouraged before seeking assistance of the State or Federal government. State • State of Minnesota Donations and Volunteer Management Plan (Guidance document to MN Emergency Operations Plan (MEOP) Annex N: Resource Management) • MNWALK Checklist—Volunteer and Donations Management requirements for local Emergency Operations Plans • Minnesota Statutes, Chapter 12, Emergency Management • Minnesota Statutes, 604A.01, Good Samaritan Law Federal National Response Framework (NRF) Volunteer and Donations Management Support Annex. This directive specifies that Volunteer and Donations Management is a local function in coordination with VOADs. Organization EOC Organization Volunteer and Donations Management is a function of the Logistics Section. Once Appendix A is activated, a Volunteer and Donations Coordinator will be identified and will report to the incident EOC and be supervised by the EOC Logistics Section Chief. The Volunteer and Donations Coordinator will work with any liaisons in the EOC/Incident 274 Command Posts and liaisons from voluntary agencies participating in Appendix A functions. The Volunteer and Donations Coordinator may assign assistants as needed. When the situation warrants, a Volunteer and Donations Coordination Branch can be established to coordinate the efforts of unaffiliated disaster volunteers and manage the flow of unsolicited goods to the area. The Volunteer and Donations Coordinator will serve as the Volunteer and Donations Coordination Branch Director and will be assigned by the EOC Logistics Section Chief to manage the overall operation. The following functions should be considered by the Branch Director and can be organized into the suggested Groups as the situation dictates: • Unsolicited Donated Goods/Undesignated Financial Contributions Group – to manage the flow of unsolicited donated goods and undesignated financial contributions to clients and to disaster relief organizations during times of disaster. The Group will be led by an Unsolicited Donated Goods/ Group Supervisor. • Unaffiliated Volunteer Group – to coordinate and manage the efforts of unaffiliated volunteers who offer to help in the wake of disasters or emergencies. The Unaffiliated Volunteer Group will be led by an Unaffiliated Volunteer Group Supervisor. • Data Management Group - to establish and operate data management, collection, and dissemination systems required to properly manage the volunteer and donation management effort. The Data Management Group will be led by a Data Group Supervisor. • Transportation Group – to provide means to move unaffiliated volunteers and unsolicited donated goods between volunteer/donations management facilities and other work sites. The Transportation Group will be led by a Transportation Group Supervisor Direction and Control Municipal • Municipalities involved with the incident will maintain their local jurisdictional control. • When the City is requested to assist an affected municipality or if the City activates on its own due to the situation, the City and the affected municipalities will coordinate on any volunteer and/or donations management efforts. • If activated, the Volunteer and Donations Coordinator will be the contact person for these issues. • It is recommended that municipalities assign a Volunteer and Donations Coordinator in their EOC to coordinate volunteer and donations issues, make decision for their jurisdiction with the agencies providing those services, and allocate their jurisdiction’s resources as appropriate for those efforts. State The City will ensure that it coordinates its efforts with any participating state agencies and the State EOC when those agencies are activated for an incident involving the City of Cottage Grove. 275 Federal The City will ensure that it coordinates its efforts with any participating federal agencies and federal multiagency coordination centers when those agencies are activated for an incident involving the City of Cottage Grove. Disaster Intelligence Disaster intelligence in volunteer and donations management situations will vary depending on the disaster, but it may include the types and quantities of unsolicited donated goods and undesignated financial contributions, how those items were used or distributed, number and work assignments of unsolicited volunteers, and facilities involved. Jurisdictions participating in the incident will share all critical information related to the response. Incident specific methods for information sharing will be determined by and coordinated through the Volunteer and Donations Coordinator, the Logistics Section Chief, and the PIO to ensure that the information reaches all necessary participants in Appendix A activities and that procedures are followed for the sharing of any sensitive or security intelligence. Legal advice relating to the implementation of Appendix A shall be provided by the Cottage Grove City Administration. Contact should be made with the staff member(s) assigned by the Cottage Grove City Administration to provide legal advice to Emergency Management Services and City Departments during the course of an event, emergency, or disaster within or affecting City of Cottage Grove. Operational Procedures Activation Protocol This Appendix may be activated by the Incident Commander, City Administrator, Emergency Manager, or their designee when any of the following situations occur or are pending: • Local voluntary agencies or Public Safety telecommunicators indicate to the EOC or to the Incident Commander that they are being overwhelmed with offers of donated goods or unaffiliated volunteers in the wake of a major event, emergency, or disaster. • Media coverage of local disaster response efforts appears likely to generate an influx of donated goods, unaffiliated volunteers, or undesignated financial contributions. • Upon the recommendation of the Incident Commander, EOC Director, Logistics, or Planning Section Chiefs. Activation and Notification Actions Appendix A may be partially or fully activated, depending upon the needs of the event, emergency, or disaster response operation. • Assistance from the State Volunteer and Donations Coordinating Branch will be requested through the MN State Duty Officer when local officials determine that their donations/volunteer management resources are about to be exhausted or overwhelmed. 276 • Within a reasonable time of the activation of this Appendix, the City of Cottage Grove Emergency Manager or their designee will notify the following people/groups of its activation and instruct them of any initial actions they need to take under the conditions present at that time: o MNVOAD Coordinator o County Human Services Director or their designee Volunteer and Donations Management Facilities Depending upon the need, the following types of donated goods and volunteer coordination sites may be established to support donations or volunteer management efforts. • Donations Reception Centers – where donated goods are initially brought to be categorized, received, sorted, and processed to make them ready for distribution or warehousing. Critically needed donated goods will be sent directly to distribution centers to be given out and other items will be sent to warehouses for storage until they are needed. • Warehouses – where goods that will be needed in the future but are not currently needed are stored. Warehouses should not be located in the disaster area. Goods stored in the warehouse will not be distributed directly to disaster clients, but will be sent, when required, to Distribution Centers to be given out to those in need. • Distribution Centers – located in close proximity to disaster clients (but in safe areas). Distribution centers are where disaster clients may get emergency relief supplies. o Distribution centers are stocked directly from donated goods processing facilities (for critically needed supplies) and from warehouses (for other goods, as needs dictate). • Volunteer Coordination/Reception Centers – where unaffiliated volunteers are directed to be registered, credentialed, provided training and orientation, assigned to work crews, and transported to work sites. See the Unaffiliated Volunteer Management section for information on services and procedures at Volunteer Reception Centers. Donations and Volunteer Offer Processing • Any City Staff and volunteers assisting on a donations and volunteer offer hot- lines will receive just-in-time training before beginning their shift from a hot-line supervisor on the policies, procedures, and forms they will be using as outlined in this plan. • Public information/media releases will be used to mitigate unsolicited goods, undesignated financial contributions, and unaffiliated volunteers. All messaging will be coordinated with the PIO and the Incident Commander. • Unaffiliated volunteers will be strongly encouraged to affiliate with established VOADs prior to responding to the disaster area. • The City of Cottage Grove will strongly encourage potential donors of goods or financial contributions to donate directly to a voluntary organization. 277 • The City of Cottage Grove will not favor any group or agency. No attempts will be made by anyone involved in the implementation of this plan to solicit donations from any specific organization. • Donors will be encouraged to donate money to participating voluntary organizations in lieu of goods whenever possible. Financial contributions prevent the need for additional disaster infrastructure and personnel to process donated goods as well as problems associated with unneeded and/or unusable goods. VOADs can use funds to purchase any needed goods from local vendors thus helping to support the disaster affected local economy. VOADS can also use money to provide vouchers etc. to disaster clients, allowing clients some choice in the clothes etc. they buy to replace lost items. o If donors insist upon donating unsolicited goods, additional emphasis should be placed on encouraging the donor to do so to a voluntary organization in their own area. By donating to their local voluntary organization rather than transporting their goods to the agencies directly participating in the disaster response, the volume of items, related paperwork, and man-hours required to deal with those goods in the disaster affected area is greatly reduced. Goods donated to volunteer organizations still help the disaster effort by replenishing the system wide resources of assisting organizations so they can continue to provide their services to the disaster response. • Donated Goods Packaging: Donors will be instructed to properly package all goods and label any containers with their contents, as well as provide a detailed itemized list of goods donated. Whenever possible, donors will be encouraged to palletize their packages (place them on sturdy wooden pallets capable of being handled by a fork lift, and secure them together with shipping cling wrap). • Spoiled goods: Donors will be informed that there is no guarantee that donations of perishable goods can be processed and distributed before they spoil. Spoiled goods arriving at donations reception centers will not be distributed and will be disposed of. If the donor still wishes to donate perishable goods, they should be encouraged to make sure the spoil date is as far in the future as possible (not to donate goods near their expiration date). Every effort will be made to find appropriate storage facilities to preserve the goods as long as needed for them to be processed and useful, but cold storage may not be available. Unaffiliated Volunteer Management Registration and Credentialing • All unaffiliated volunteers participating in the official response or recovery must be registered with the City. All volunteers will sign a waiver (attached at the end of this Appendix) and will be given event credentials which they are required to wear. • Affiliated volunteers arriving to register will be directed to their agency’s check in area. They do not need to go through the lines and registration process with unaffiliated volunteers. o Field unit leaders etc. of volunteer agencies participating in the disaster must check in with the EOC and receive credentials for their volunteers. 278 • Public messaging coordinated through the PIO, registration screening, and pre- activation safety briefings will be used to manage the numbers, skills vs. needed tasks, and personal preparation of unaffiliated volunteers. Screening • Unaffiliated Volunteers registering with the City will be screened before being assigned to a disaster task. o Volunteers wishing to work in debris cleanup or similar hazardous areas must wear long pants, have work gloves, and sturdy closed-toed shoes (no sandals, flip flops etc.). Eye protection and dust masks are recommended. Volunteers not meeting these criteria will be reassigned to other tasks or turned away. o Volunteers who will be handling objects over 30 lbs. (handling donations boxes, sand bagging, debris processing, etc.) must be able to physically lift that weight multiple times and have sturdy closed toed shoes. Volunteers not meeting these criteria will be reassigned to other tasks or turned away. o Volunteers under 18 years old must be supervised by a relative or responsible party (i.e. Boy Scout Troop Leader, Coach etc.) at all times. Volunteers not meeting these criteria will be turned away. • Volunteers will be provided a safety briefing prior to leaving the volunteer reception center for their work assignments. o If necessary, just-in-time training will also be provided. • Upon returning to the volunteer reception center after their shifts, volunteers will be signed out. This process will include a thank you and a brief post-shift safety briefing to ensure that the volunteer has not been injured during their shift. Services for Volunteers General • In general, local government agencies will not provide volunteers with lodging or personal protective equipment (such as dust masks, work gloves, etc.). Volunteers should expect to provide their own lodging and work equipment. • Mass feeding stations for responders may be opened to volunteers at the discretion of the agency operating the Volunteer and Donations Section. • Volunteers are able to accept donations of food, PPE items etc. that are specifically offered to them by a donor (i.e. if a local hardware store donates work gloves for the response effort they may be offered to and accepted by volunteers), or if a property owner being aided by volunteers provides them with water etc. they may accept. • Every effort will be made to provide the volunteers with hydration, breaks, and access to sanitation facilities while on scene. • Whenever available, additional services including feeding, Critical Incident Stress Management, and First Aid will be made available at volunteer reception centers. 279 Volunteer Conduct Volunteers must obey all applicable local laws including regulations regarding trespassing and looting. Volunteers found to be in violation of any laws or local ordinances or any policy of this Appendix may be removed from service. Private Property Laws regarding the use of government volunteers on private property will vary depending on the jurisdiction. The jurisdiction may choose to have property owners register to have volunteers come and assist them with a particular disaster recovery task at an agreed upon time. Otherwise, volunteers may be prohibited from entering and working on private property. Donations Unsolicited Goods Unsolicited goods will be processed using the policies and procedures of the agency coordinating that task. Goods that the City is unable to use may be donated to non-profit organizations that have a need for such items or distributed among City programs as needed for their use in providing their services. Items that are spoiled, expired, damaged, or defective will be disposed of in the proper manner for their materials. Disposal: The City of Cottage Grove will work with local and state agencies for the proper disposal of waste related to donated goods. Undesignated Financial Contributions Every effort will be made to encourage persons and organizations wishing to donate money to do so through a recognized VOAD of their choice. Inquiries into financial contributions to disaster relief organizations will be directed to that organization. Any organization involved in the response to a disaster affecting the City of Cottage Grove that accepts financial contributions will do so under their own internal policies. The first priority for financial contributions given to the jurisdiction itself will be used to set up a long-term recovery fund and administered by a Long-Term Recovery Committee (see ESF 14 – Long-Term Community Recovery). C. Resources Volunteer organizations can help with • Donated Goods Management • Unaffiliated Volunteer Management • Undesignated Financial Contributions Managers • Transportation of Goods • Volunteer Coordination Supplies 280 • Volunteer registration system • Volunteer identification/credentialing system • Food and Refreshments (Salvation Army) • Basic First Aid and Medical Screening for Volunteers (American Red Cross) • Volunteer offer hot lines (United Way 2-1-1 Call Center; Dial: 211 or 1-800-543- 7709 www.211unitedway.org) Minnesota Voluntary Organizations Active in Disaster (MNVOAD) is a state level, nonprofit, nonpartisan membership organization comprised of over 35 volunteer agencies that engage in disaster relief efforts. Members include the American Red Cross (Minnesota and Dakotas Region), Headwaters Relief Organization, Hennepin County Public Health Department, Lutheran Social Services of Minnesota, The Salvation Army Northern Division, Minnesota-Wisconsin Baptist Convention, United Methodist Committee on Relief, Minnesota Department of Health, St Vincent de Paul, Catholic Charities Diocese of New Ulm, and United Way 211. To request MNVOAD or Individual Member Organizations in times of disaster, choose one of the following options: 1. Call the MN State Duty Officer (651-649-5451 or 1-800-422-0798) 2. Make the request to the MNVOAD Desk at the SEOC, if activated 3. Contact MNVOAD leadership: https://mnvoad.wildapricot.org/Contact 4. Ask a member voluntary agency already on the ground in the community Resources available from MNVOAD members (this list is not all inclusive): 281 282 Appendix B – Medical Examiner Mass Fatality Plan A. Introduction Purpose To provide Medical Examiner services in the event of a mass fatality incident occurring within the City of Cottage Grove. A mass fatality incident is defined as a situation involving multiple deaths, which overwhelms the routine daily capability of the Medical Examiner’s office. These services will include death scene investigation, body recovery, identification of deceased individuals, inventory of personal belongings of deceased persons, examination as to cause and manner of death, and storage of bodies until family members are contacted and disposition of remains are made to funeral homes. B. Concept of Operations Organization The Medical Examiner will carry out their mission with existing staff members who will be augmented as necessary by public safety agencies and possibly a DMORT (Disaster Mortuary Operational Response Team). The mission of the Medical Examiner will be similar to their normal daily mission, but greatly expanded to accommodate the scope of the mass fatality incident. Staff will be organized to maintain normal daily caseloads as well as being augmented to handle the mass fatality caseload by volunteer and/or professional personnel. Responsibilities General Policy The Medical Examiner will coordinate with the City of Cottage Grove’s Public Safety Department to assure cooperation between our agency and other public safety agencies, such as Fire, Police, EMS, Public Health, state and federal agencies, and organizations such as the American Red Cross. Cooperation and division of labor among these various agencies will assure effective delivery of services. Staff Call-Out Procedures The on-duty Medical Examiner Investigator will, upon notification of a mass fatality situation, make calls to the Chief Medical Examiner and the Chief Investigator, informing them of the situation. The Chief Investigator will then contact the ranking law enforcement personnel at the scene of the mass fatality to determine the time frame in which Medical Examiner personnel needs to respond to the scene, the preliminary information (environmental hazards, etc.) and the estimated number of deceased people. This time frame will vary according to the situation. In the case of a terrorist or criminal action, federal and local law enforcement may need to secure and process the scene for evidence following removal of injured persons and prior to Medical Examiner personnel arriving at the scene. Once Medical Examiner personnel response time is determined, the Chief Investigator will have the necessary personnel called into the office to assign division of labor, entry point for access into the scene, and gathering of equipment needed at the scene. The Chief Medical Examiner, Assistant Medical Examiners, and the Chief Investigator will also plan operations, coordinate with other agencies, and organize a working schedule in order to keep the operation running smoothly and avoid employee’s becoming overstressed. 283 Equipment Initially, the office will utilize supplies and equipment from existing inventories. Currently, supplies such as body bags and gloves are purchased in large volumes to save expenses. As a result, the office usually has enough supplies to accommodate multiple fatalities. The Medical Examiner, supported by Assistant Medical Examiners and the Chief Investigator, will determine the possible need for locating and setting up a temporary morgue facility. The necessity of a temporary morgue may be the result of a chemical or biological attack in which case transporting bodies might cause further contamination. A decontamination procedure and site may have to be attached to a temporary morgue at or near the scene of the disaster. In the event a temporary morgue needs to be placed near the scene of the disaster site, the City of Cottage Grove Administration and/or Emergency Manager will coordinate with the Medical Examiner regarding the logistics of the temporary morgue facility. Transportation In the event of a mortuary surge, refrigerated semi-trailers can be utilized to transport bodies from the scene to the Medical Examiner office where they can be stored pending processing and autopsy. These trailers can be modified with shelving to hold bodies. If it is determined that a temporary morgue facility needs to be constructed at the scene, refrigerated trailers can be used at the site of the temporary morgue to store the bodies as they are processed, autopsied, and released to funeral homes. Command and Control The Chief Medical Examiner will exercise control and the chain of command will flow downward to Assistant Medical Examiners, as well as to the Chief Investigator. Medical Examiner services will be provided at the Medical Examiner’s office and/or at a temporary morgue facility, depending on the nature and scope of the disaster situation and the number of deceased individuals. Emergency Plan of Operations Notification The investigator receiving the initial call reporting the incident will first confirm that the call is legitimate then will collect the following information: • Type of incident and the location. • Estimated or suspected number of fatalities. • Presence or suspicion of radiological, chemical, biological or environmental hazards. • Where and when Medical Examiner personnel will need to respond to the scene. Upon notification of a mass fatality incident, the Chief Investigator will notify the Medical Examiner and Assistant Medical Examiners. The Chief Investigator will immediately establish contact with Incident Command, the Emergency Management Director, the Director of Public Safety, and/or any other first responder teams as necessary. Depending on how soon Medical Examiner personnel need to respond to the scene, the Chief Investigator may call in additional staff as well as coordinate with the Director of Public 284 Safety for additional law enforcement staff to augment Medical Examiner staff for scene security. Initial Scene Evaluation An initial scene visit will be made by a team from the Medical Examiner’s office to evaluate tactical issues such as entry and exit paths into the scene area, number of fatalities, coordination with federal and/or local law enforcement for evidence and body collection, condition of the bodies in relation to contamination, and preliminary planning for body recovery, documentation, and transportation. Scene photos will be taken of an overview of the disaster scene, as well as entry and exit avenues to familiarize the Medical Examiner staff with the situation they will be facing. Release of Information Release of information to the press will most likely be accomplished through a Joint Information Center, with direct input from the Chief Medical Examiner and the Chief Investigator. National and local media may be very aggressively seeking information from a number of sources, including the incident PIO and/or the Medical Examiner. Information initially released, such as identification of deceased individuals, should be coordinated with and approved by the Chief Medical Examiner or their designee. Recovery of Bodies The Chief Medical Examiner will determine (based on information gained in an initial meeting with coordinating agencies) the method of recovery: either grid pattern or random pattern. The basic Medical Examiner team (to be augmented by law enforcement for evidence collection as necessary) will consist of an Assistant Medical Examiner, a Medical Examiner Investigator, and personnel from the livery service who holds the contract with the Medical Examiner’s Office. Some of the items needed will include but not be limited to: Digital camera, GPS device for recording location of body, clipboard with recovery forms, protective clothing, respirators if needed, disaster-strength latex gloves, stakes, waterproof markers to label body bags, weather-proof identification tags, and body bags with portable stretcher. One or more laptop computers should be accessible at the scene to download scene photos of each body with a Medical Examiner number assigned. Each body will be photographed in place and a GPS reading will be taken. Any loose personal belongings should be noted for recovery later since verifying ownership should happen at an organized setting rather than haphazardly placed with individual bodies. Each body will have a waterproof tag attached to the clothed body with an assigned Medical Examiner number and the initials of two of the Medical Examiner staff. The body recovery forms should be placed inside the body bag within a sealed plastic bag, which will allow for a brief description of the remains and the GPS reading, as well as any other pertinent information. The number will also be written on the inside and outside of the body bag with a waterproof marker. Any personal effects on the body (jewelry, eyeglasses, etc.) or in the clothing (wallets, etc.) will remain with the body in the body bag until individual body processing. Storage and Transportation 285 Depending on the number of deceased victims, one or more refrigerated semi-trailers may be present at the scene to either store (if a temporary morgue site is utilized at the scene) or transport the bodies to the Ramsey County Medical Examiner’s Office. As each body is brought to the trailer, the time, date, initials of stretcher bearers and Emergency Medical Examiner number should be recorded into a log attached to the inside entry of the trailer. This log should also reflect the GPS location reading for each body, and a separate copy made and placed in a secure location so that there are three copies of the data, in the body bag, in the trailer, and in a separate administrative location, such as the Medical Examiner office. Processing To streamline the work effort and to avoid potential loss of personal effects, processing will take place on the autopsy table just prior to the autopsy start time. Processing will proceed per the Medical Examiner’s protocol and may include the following as needed: 1. Full body photo and face photo for ID/evidence. 2. Clothing and effects be listed on a form, with two M.E. staff initialing the duplicate forms, one copy to the M.E. files in office. 3. Clothing removed and placed in a bag. 4. Photos will be taken throughout the autopsy per normal autopsy protocol. 5. GSR or trace evidence collection taken. 6. X-rays taken as directed by the pathologist, to include dental x-rays. 7. Autopsy/External examination and toxicology samples taken per protocol. 8. Anthropology exam as dictated by condition of body per pathologist. 9. Fingerprinting of all bodies at the end of the examination. 10. DNA blood samples will be retained if necessary for identification. Release of Bodies to Funeral Homes The autopsy/external examination, identification of the remains and notification to next-of- kin must be completed before the body is released to a funeral home or the name of the deceased is released to the public. A coordinator will be assigned to confirm that all safeguards are in place and identity is correct before the body is legally signed over and released to a licensed funeral director. 286 Appendix C – Evacuation, Shelter-in-Place, and Re-Entry A. Introduction Purpose The purpose of this Appendix to the City of Cottage Grove AHP is to outline how community protective actions specific to shelter-in-place, evacuation, and re-entry related issues are managed in the City of Cottage Grove during a major event, emergency or disaster. This Appendix includes policies and guidance to help officials with the decision to shelter-in-place or evacuate and general procedures to guide such operations. Scope Small-area evacuations are often ordered and conducted by a local municipality's fire and or law enforcement agencies. These short-term events are "routine" and are not covered by this Appendix. This Appendix addresses shelter-in-place, evacuation, and re-entry related issues under all-hazard emergency and disaster conditions. Policies and procedures herein can be applied to shelter-in-place or evacuation situations ranging from highly localized small- scale events to catastrophic disasters affecting the entire City of Cottage Grove jurisdiction. Mass care related to either shelter-in-place or evacuation situations are covered in ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services. The evacuation and care of companion animals in disasters is covered in ESF 17 – Animal Services. Situation Despite the urban nature and population density of the county, sheltering-in-place is an appropriate and recommended protective action for most hazards. Hazards in this region are also sudden in nature with little to no prior warning, making large-scale and/or pre- event evacuations extremely unlikely. This also makes certain pre-planning steps such as the pre-designation of evacuation routes and pre-designated traffic contraflow inappropriate due to the unpredictable nature of the threat or hazard and what location and direction of travel is best suited for evacuating at that time. Note: There are no plans to use contraflow on Highway 61 within the City of Cottage Grove for evacuations. Severe weather such as tornadoes and/or blizzards are not uncommon in Minnesota and can prompt short-term sheltering-in-place recommendations. Many residents are familiar with and practiced in these procedures. Such short-term, relatively common events can be managed by municipal and county public safety using their standard operating procedures and internal capabilities. The City of Cottage Grove does face some potential hazard situations where either longer-term sheltering-in-place or larger-scale evacuations exceeding local capabilities would trigger the activation of this appendix. These low probability but high impact events include a pandemic, flooding, hazardous materials release, utility disruption, radiological release, and potential acts of terrorism using biological or chemical agents. Assumptions 287 This Appendix addresses probable evacuation scenarios based on the City of Cottage Grove's Threat and Hazard Identification and Risk Assessment. Neither the City of Cottage Grove nor the State of Minnesota have a mandatory evacuation law. Therefore, while the County or State (Governor) may issue an evacuation "order" for the County, citizen compliance is voluntary. Therefore, we anticipate that some portion of the public will refuse the order and additional efforts will need to be made convince them of the need to evacuate for their own safety. • Citizens who choose to ignore an evacuation order take the risk of being without law enforcement, fire, medical, and other life sustaining services for a prolonged time. • Due to our climate, most homes and facilities in the county are highly "weather- tight" and many residents are used to sheltering in their homes during severe summer weather or for extended periods of self-sufficiency due to winter storms reducing travel and some services. This reinforces the use of sheltering-in-place as the recommended protective action in most scenarios. • Residents of the City of Cottage Grove, as well as commuting workers in the county, have personal responsibility to prepare themselves and their households for emergencies including sheltering-in-place and evacuations. • Residents should be able to care for themselves during a shelter-in-place event for at least the first 24 to 72 hours and should have at least a week's worth of food in their home as well as necessities to meet their other basic needs for that time period. o Residents who are able to care for their basic needs during this period will be expected and instructed to do so, allowing the County to concentrate its resources on populations that require additional care services. • Populations sheltering-in-place should have access to most, if not all, basic needs services, such as utilities and access to media broadcasts. • Populations sheltering-in-place should have access to common supplies and systems necessary to accomplish protective actions to control their environment as instructed by officials at the time. • Most residents have their own personal transportation that they can rely on in an evacuation, and/or are able to travel on "foot" to an evacuation pick up site. o Transportation dependent populations, if able, should be responsible for making plans with friends, family, and/or neighbors for evacuation transportation assistance as part of their personal/household preparedness plans. o Local and regional mass transit services will be available in numbers appropriate to the evacuation need to assist with on-foot evacuations and the movement of people who require transportation assistance to evacuate at the time of the incident. • In the event of an evacuation, people will take their animals with them whenever possible. The City has the ability to transport and/or shelter a limited number of companion animals (see ESF 17 – Animal Services for guidance on these issues). 288 • Private facilities with transportation-dependent populations (including schools, nursing homes, etc.) have a duty to maintain their own evacuation facility plans and will utilize the transportation assets from those plans to evacuate their populations. The City will assist them as necessary for any resources needed and available beyond what their plans supply. • Large-scale, multi-jurisdictional evacuations are highly unlikely. Therefore, regional and statewide mutual aid may be required to supplement City resources. • Shelter-in-place and evacuation activities will be conducted in accordance with the National Incident Management System (NIMS). • In evacuation scenarios, there may be enough time to establish and operate: o hotlines for the public to request evacuation transportation assistance, and o evacuation transportation systems outlined in this Appendix to provide necessary transportation assistance. • Public warning and notification systems will be used to warn most of the public of the event and instruct them on what protective actions to take. Additional notification efforts may be necessary to reach some residents, including non- English speaking people and others with access and functional needs. Depending upon the nature of the event, some form of mass care services will likely be needed to assist people who have evacuated or are sheltering-in-place. It is likely that ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services will need to be partially or fully activated in support of this Appendix. B. Concept of Operations Direction and Control An Appendix C – Evacuation, Shelter-in-Place, and Re-Entry Coordinator will be appointed to be in the EOC if this Appendix is activated. Decision to Evacuate or Shelter-in-Place Small-Scale Typical "small-scale" evacuations may include apartment buildings, schools, or businesses, which could affect an area/multiple blocks of residential neighborhoods and office buildings. Decisions for these small-scale evacuations or shelter-in-place orders are routinely made by the Incident Commander (IC) at fire, law enforcement, and utility emergency scenes. This appendix does not advocate for any changes in that practice. Large-Scale or Entire Community Determinations regarding the specifics of any shelter-in-place or evacuation orders (locations affected, length of time, protective actions etc.) will be made on a case-by-case basis. Prior to recommending large-scale evacuation or shelter-in-place orders, the IC will consult with city and county officials to evaluate the benefit of evacuation vs. sheltering-in-place. The decision will be based on a real-time assessment of the threat, forecast involving the area currently affected and area to be affected, and an assessment of the time-to-impact of the threat. In many cases, the time it will take to issue proper instructions and prepare for a wide area evacuation will be so great that the populace would be directly exposed to the threat. Thus, evacuation is often the last choice. 289 In some incidents (e.g. hazardous materials release), evacuations of large areas are necessary and may be immediately necessary. • Considerations include: o The nature of the threat involved o The population at-risk and their capabilities and resources to implement a recommended protective action o The time factors involved in the emergency and their effect on the selected protective action o The effect of the present and predicted meteorological conditions on the control and movement of the hazardous materials and the feasibility of the protective actions o The capability to communicate with both the population at-risk and emergency response personnel before, during, and after the emergency o The capabilities and resources of the response organizations to implement, control, monitor and terminate the protective action • Cities involved with the incident will maintain local jurisdictional control. • When the County is requested to assist an affected municipality, or if the County EOC activates due to the situation, the County and the affected municipalities will coordinate their efforts. Multiple Agency Coordination Large-scale evacuations and extended shelter-in-place orders require coordination and cooperation of numerous agencies. The Incident Commander and/or Emergency Managers should consider involving multiple agencies for evacuations of any size and should also consult with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services, ESF 1 – Transportation, ESF 8 – Public Health and Medical Services, and ESF 13 – Law Enforcement and Security. Municipalities receiving evacuated persons should activate their EOCs to work with Cottage Grove’s EOC and assign ESF 1, 6, 8, and 13 Coordinators to assist in evacuation efforts. If multiple communities are impacted or if the incident is complex, the county EOC should be involved for Area Command to coordinate. The City of Cottage Grove ESF 5 – Emergency Management will coordinate efforts of municipalities with State of Minnesota and federal agencies during large-scale evacuations and shelter-in-place orders. Disaster Intelligence Disaster intelligence in large-scale evacuations and extended shelter-in-place situations will vary depending on the disaster, but should include: • The number of people and/or size of the geographic area being evacuated or sheltering-in-place • The number of people requesting and receiving additional evacuation or shelter-in- place services, including transportation, sheltering, feeding, and supportive care • Their general locations or the facilities involved 290 • Any coordination with search and rescue, hazardous materials operations, or medical operations related to the evacuation situation Municipalities involved in the incident will share all critical information related to evacuations and shelter-in-place orders. At a minimum, such information will include: • Maps of areas impacted (evacuated or shelters) updated regularly to document changes and progressions • Data regarding the nature, type, concentration, and impact of the threat/hazard in real time • Transportation routes selected or under consideration Operational Procedures Activation Protocols In cases involving imminent life safety issues, the on-scene Incident Commander (IC) will call for immediate evacuations of the affected area. In cases involving potential life safety issues, Command and General Staff in the EOC will be responsible for recommending to the Incident Commander and/or the Emergency Manager that a large-scale evacuation or extended shelter-in-place protective measures be established. • The IC or their designee has primary responsibility for evacuation or shelter-in- place decision making. • Typically, the chief elected official is responsible for calling for city residents to evacuate or shelter-in-place based on recommendations of the above. This Appendix does not supersede existing municipal policy. Notifications Within a reasonable time of the decision for a large-scale evacuation or extended shelter- in-place order, the IC or City Emergency Manager must notify the following people/groups and instruct them of any additional actions they need to take under the conditions present at that time: • Cottage Grove Public Safety Department Director • Cottage Grove City Administrator • Cottage Grove Mayor/City Council • Washington County Sheriff’s Office • ESF 1 – Transportation and ESF 8 – Public Health and Medical Services Coordinators • HSEM Metro Region Program Coordinator Public Warning and Notification All expedient and effective methods for warning the affected public will be used for any evacuation or shelter-in-place event. See ESF 16 – Warning and Notification for more information. Warning methods may include: • The Integrated Public Alert Warning System (IPAWS) 291 • Release of warning messages via the media including television and radio (and written media in the case of a slow developing situation with advanced warning) • Social media sites • Speaker-equipped public safety vehicles • Door-to-door notifications using public safety personnel resources when necessary and time/situation permits A combination of audio and visual warning methods will be used whenever possible to ensure that affected populations with access and functional needs who are not effectively served by one method can receive the information through another method. • Additionally, it may be necessary to provide warning messages in multiple languages as appropriate to the demographics of the effected population. • When possible, pre-scripted messages may be used to speed up the warning and notification process. Communications The EOC will establish a Joint Information Center (JIC) to coordinate and create internal and external information messages and directions to the public specific to the event on how to effectively shelter-in-place. These may include, but are not limited to: • Closing doors, windows, fireplace dampers etc. • Sealing/closing all vents, fans, and other openings in the structure to the outside • Turning off furnaces/air conditioners • Covering and staying away from windows • Minimizing the use of elevators • As time permits, messages should include information on: o The nature of the threat o Geographic area affected o Length of time sheltering-in-place actions are expected to be needed o Additional sources of information Additional Shelter-in-Place Considerations After the shelter-in-place decision has been made, additional considerations and determinations may include: • Activate ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services and ESF 8 – Public Health and Medical Services early in the process • Contingency plans for any potential evacuations of those sheltering in place if conditions change or worsen • Planning for the continuation of basic services (primarily utilities) to the area • The need to open hotlines to reduce the reliance on 9-1-1 dispatch for non- emergency assistance requests from those sheltering-in-place 292 • How long the public may need to remain sheltered-in-place and what protective action steps they will need to take • Plans for how emergency personnel will respond to life safety emergencies among those sheltering-in-place within the hazard impact areas Support to Persons Sheltering-in-Place Affected populations that rely on outside services (such as nursing care, electricity for critical medical devices, meal delivery, etc.) for basic care needs are especially vulnerable during short-term or extended shelter-in-place operations. The EOC will coordinate efforts to identify people in the affected areas who may require additional assistance and to find any viable alternatives to those services if they are disrupted due to the event. Targeted assisted evacuation may be the only alternative. Short-Term Needs The most critical short-term need for populations sheltering-in-place is information. The EOC will work with utility and communications service providers to make every effort to ensure that basic services (electricity, water and sewer, natural gas, telephone, internet and cable service, etc.) remain operational for populations sheltering-in-place, particularly those that affect the delivery of critical public information. Long-Term Needs The length of time that people can safely shelter-in-place before they begin to have adverse health effects will vary. The safety of sheltering-in-place should be regularly re- evaluated against any potential dangers within the shelter environment that can develop over time. The following should be considered when determining if people will continue to be safer sheltering-in-place or if some form of staged evacuations (if possible) needs to occur and when: • Food Supplies: • On average, most people sheltering in their homes will only have a couple of days’ worth of food available. • Those sheltering in other facilities, such as office buildings etc., may have a much more limited food supply available. • The City of Cottage Grove will make every effort to provide mass feeding services to persons sheltering-in-place long-term. o To establish a system to identify those with mass feeding needs, the ESF 13 – Law Enforcement and Security Coordinator will coordinate with the PIO and County Human Services, including for the use of hotlines. o Delivery of meals into the hazard zone will require specialized resources specific to the situation that are beyond the capabilities of standard mass feeding providers. These capabilities may include, but are not limited to, personnel trained in the use of HAZMAT personal protective equipment, off road vehicles, etc. The ESF 13 – Law Enforcement and Security Coordinator will coordinate with the Logistics and Operations Section Chiefs to identify any appropriate resources available that can perform mass feeding delivery under the particular hazard, including the National Guard if needed. 293 • Mass feeding of people sheltering-in-place may not be an option due to the danger that the present hazard places on personnel attempting to deliver food within the shelter-in-place zone. • Utility Services: • Water service disruption may significantly limit the length of time for which sheltering-in-place can occur, particularly for those sheltering away from their homes who will likely not have access to an emergency water supply. • Sewer service disruption may eventually cause significant public health issues. • Heating or cooling service disruption could pose significant hazards to those sheltering during prolonged extreme heat, particularly if they have had to do any sealing of the room in which they are sheltering. • Other Critical Services: • Some people sheltering-in-place may not be able to go for more than a short period of time without other critical services, such as regular medical care. • Delivery of those services within the hazard zone may be beyond the capabilities of the standard service providers (such as in-home nurses etc.). These capabilities may include, but are not limited to, personnel trained in the use of HAZMAT personal protective equipment, off road vehicles, etc. Appropriate resources will vary greatly depending on the hazard and the service needed. Shelter-in-Place Demobilization • The Incident Commander (IC) will make the determination of when an area sheltering-in-place has been rendered safe and people can be allowed to cease sheltering actions. • In some cases, the sheltering-in-place may transition to an evacuation operation, particularly in a staged evacuation. Demobilization of sheltering-in-place actions should follow the same general guidelines herein. • Once the IC has released the shelter-in-place order, the PIO will release public messages through all appropriate methods informing the public that the order has been lifted and providing instructions on how to properly cease their protective actions. • Welfare checks are recommended for people sheltering-in-place within the hazard zone to ensure that any adverse effects either from the hazard or as a result of the sheltering-in-place actions are remedied. The level and method of delivery of welfare checks will depend on the situation. Evacuation Strategies The following presents a summary of the generic strategies that are to be used for a large-scale evacuation or an extended shelter-in-place order: 1. Activate the EOC. 2. The Incident Commander (IC), with the assistance of staff, will identify the affected area(s) and the effects of the incident and determine a protective action 294 recommendation (PAR). The PAR could include shelter-in-place or evacuation or a combination of those actions. 3. The IC and/or staff will make notifications to previously identified state and local agency officials and initiate notification to the public using local EOP procedures. The methodology for notifying the public is discussed in other sections of this document. 4. Coordinate law enforcement and fire department response. While the first priority will be to facilitate the evacuation, available staff should work to establish control of the perimeter of the evacuated area(s). 5. Responders in the immediate hot zone should verbally instruct any persons to evacuate or shelter-in-place as appropriate. 6. Contact Metro Transit for buses to pickup/temporarily shelter evacuees who might be gathered in a given area outside of the immediate hot zone. 7. Identify the proper evacuation area and routes, traffic control points, and muster sites/transit pickup locations. a. Identify the areas that must be evacuated by drawing a polygon or circle on a GIS map of the area. b. Identify all streets intersected by the polygon/circle. These streets will need to be blocked in some manner. c. Identify needed and available resources – contact the ECRC to request additional resources: i. Emergency vehicles ii. Public Works vehicles iii. Traffic Control Barricades (Safety Signs is a resource 952-469-6700) iv. Personnel 8. Establish the appropriate traffic management strategy in coordination with affected agencies. 9. Communicate and coordinate with the agencies that are responsible for responding to the incident. It is imperative that all involved agencies are executing the same evacuation plan strategy. 10. After inbound traffic has been stopped and/or diverted by the traffic control points, establish emergency vehicle and transit access routes. 11. Inform emergency response personnel of the identified routes for emergency vehicles. 12. Inform transit personnel of the established access and egress routes to and from muster sites/pedestrian pickup locations. The transit drivers must be briefed on the procedure for picking up evacuating pedestrians. 13. Establish the location of temporary shelters and/or reception centers. 14. Once the immediate traffic control points have been secured and the evacuation has begun, implement the complete traffic management and traveler information plan. This includes using available personnel to establish long-term control measures at primary traffic control points, and then move on to secure secondary traffic control points and evacuation routes. In addition, other portable or fixed location traffic 295 management signs should be activated to inform travelers to stay away from the affected area(s). 15. As a secondary response to assist the evacuation process, public information centers or a joint public information center should be set up in order to provide the public a location, web site, or phone number where they can get more information about the incident, street closures, the evacuation process, and ways to locate friends or loved ones. 16. The evacuation response can change during or after people are leaving the impact area. It is important to adjust the response, control, and recovery effort, based on changes in the character of the incident (for example, if the plume is moving in a direction different from what was predicted), secondary traffic incidents, level of resources, weather, and many other elements. Additional Evacuation Considerations After the decision to evacuate is made, additional considerations and determinations may include: • The area that requires evacuation • Evacuation methods (on foot or by vehicle) • Evacuation needs of functional needs populations, including transportation to muster sites if used, availability of mobility transport resources, and hotlines to request evacuation assistance • Locations and types of evacuation support sites/reception centers as needed. The designation of any evacuation site will consider the facility’s/site’s accessibility to the functional needs of evacuees as a priority consideration. If a site is not appropriately accessible and no other possible site is available, the Appendix C Coordinator will work with the Logistics Section to identify and put in place any temporary adaptation resources that are available. These sites include, but are not limited to: o Muster sites o Welcome/information points o Reception Centers • Destination - the safe distance recommended for those traveling in personal vehicles or the locations that evacuees using public transportation will be sent to and likely sheltered at (if needed) • Duration - initial estimate to aid in mass care decisions and response planning (if evacuees will need overnight sheltering or just reception centers) Evacuation Public Information The EOC will establish a Joint Information Center (JIC) to coordinate and create internal and external information messages and directions to the public specific to the event on how to effectively shelter-in-place. These may include, but are not limited to: • Nature of threat • Geographic area to be evacuated • Evacuation method (on foot, personal vehicle etc.) 296 • Muster sites • Evacuation routes • Destinations, locations of reception centers and shelters o People will be encouraged to shelter with friends and family living outside the affected area, or in hotels, etc. Mass care shelters should be considered shelters of last resort and used by those with no other means of shelter during the event. o Protective action measures (turn off home appliances, etc.) o Essential items and documents etc. to take / what to leave behind o Instructions to pet owners to evacuate their pets with themselves o Time before impact of threat o Expected duration of evacuation o Instructions for functional needs o Information on evacuation assistance including public transportation and hotline info to request assistance Persons in the City of Cottage Grove will be encouraged to find their own means of transportation during an evacuation whenever possible. Evacuation transportation resources will likely be limited, particularly mobility capable vehicles and especially medical transports such as ambulances. To ensure that as many of these resources as possible will be available to respond to assist those who have no other means of evacuation transportation, citizens have a responsibility to assist themselves to the best of their ability. • Regular evacuation public information updates will be critical to public compliance and safety. Updates may include: o Basic evacuation zone security efforts o Reassuring evacuees that their property is being protected from theft etc. o Reducing attempts by the public to enter the zone prematurely o Hazard situation status o Re-entry protocols and expected timelines o Instructions to parents whose children were evacuated without them (such as in the case of school evacuations) on the arrangements being made for their children Selection of Evacuation Routes If a large-scale evacuation is ordered and persons are instructed to go to other municipalities, Cottage Grove’s EOC must coordinate with the receiving municipality. If time allows for pre-planning evacuation routes, route selection must also be coordinated across the county and/or state. ESF 13 – Law Enforcement and Scene Security along with ESF 1 – Transportation agencies must be consulted. Routes will be selected as part of the decision to evacuate. The considerations for selecting the appropriate route include: 297 • Weather forecasts for the route – in many cases, severe weather may preclude particular routes • Road capacity – this will vary based not only on construction/type, but also rush-hour and other traffic issues • Fuel availability on the route • Shelter/relocation facility availability at destination In any evacuation scenario, as early as possible in the process, the IC should identify where people on foot can access muster sites and clearly communicate these locations to the affected public. Considerations will include: • Geographic location of the evacuation zone • Numbers of people being evacuated • General destination of evacuees • Weather conditions in the area during the evacuation • Road conditions of potential routes within and exiting the evacuation zone • Nature of the specific hazard • Traffic management resource availability (particularly law enforcement and public works) • Primary and secondary evacuation routes • Ingress and egress points and routes for response vehicles • A plan for managing signaled or signed intersections on those routes (such as signal timing modification, or overrides, temporary signage, or traffic control personnel) • Plans, in coordination with MNDOT, for the use of traffic cameras and message boards to aid in the evacuation. • Additional traffic control measures such as the placement of barricades Types of Evacuations Evacuations in the City of Cottage Grove may include any of these or a combination of any of these methods: Staged evacuations: people within the hazard zone are evacuated in phases rather than all at once. This may be necessary when the public initially shelters-in-place due to the inability to accomplish an evacuation before the impact of the hazard or during evolving situations (where the hazard threatens additional areas as the situation evolves, necessitating that the evacuation zone be expanded beyond the initial zone, or the hazard conditions threaten to or begin to exceed the safety benefits of sheltering-in- place). • The IC will make the determination if a staged evacuation is necessary and which areas will shelter-in-place (or continue sheltering-in-place) vs. which will be evacuated and when. 298 • Staged evacuations may include the need to evacuate a population through a hazard. The Appendix C Coordinator will work with the on-scene incident command and EOC Operations (Fire/HAZMAT/ Law Enforcement/EMS) to determine which protective equipment or actions are necessary to provide to or instruct the public in so that they can be safely moved from the evacuation zone. • The Appendix C Coordinator will assist the Logistics Section in procuring any Personal Protective Equipment necessary for evacuees and any first responders assisting evacuees within the hazard zone. On foot evacuations may be necessary in traffic congested areas and can be more expedient than vehicle evacuations for small evacuation zones due to evacuee vehicle traffic jams. Evacuees may be asked to travel directly to a muster site/reception center if the hazard situation allows those sites to be able to be established within reasonable walking distances of the hazard zone, especially if evacuees will be transported out to a shelter location via public transportation. • ESF 13 – Law Enforcement and Security will work with ESF 1 – Transportation to establish ingress and egress routes that are free of evacuee foot traffic for response vehicles and any public transportation assisting those who are not able to travel the required distance to a muster site/reception center. • In addition to evacuation services public transportation providers are providing, additional assistance may also be needed to help get evacuees home if they live outside the evacuation zone and rely on a personal vehicle left behind in the zone. • The JIC will coordinate the release of instructions to people in the evacuation zone to leave their vehicles behind and proceed to muster sites/reception centers as needed • The IC will make the determination about whether evacuees will evacuate to muster sites/reception centers or if they will need to be transported further away. o If time permits, hotlines will be established in coordination with the PIO for people within the evacuation zone who can’t travel the required distance to a muster site/reception center on their own so they can request public transportation assistance. Traffic control and security personnel within the zone should be instructed in how to handle any requests they receive on the street and who to pass them on to ensure that people get the help they need in a timely manner. o Mass care needs will be significant for this type of evacuation since nearly 100% of evacuees will at least initially be served at the muster sites and/or reception centers. ESF 13 – Law Enforcement and Security will coordinate these services with ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services. Vehicle evacuations may be necessary when the hazard situation or the distances involved require moving people long distances. Evacuations may involve a combination of the use of private/personal vehicles and mass transportation. • The City of Cottage Grove will encourage people to use their own vehicles during the evacuation. 299 Spontaneous and shadow evacuations of people who believe they are acting in their own best interests are probable, and the IC should consider the impact of this eventuality on the scope and management of evacuations or shelter-in- place operations. • A spontaneous evacuation, in which people will leave on their own and by their own means and routes without or prior to any official evacuation order, may complicate the accountability and tracking of people affected by the hazard. • Evacuee support services may not have been established or become functional before people begin spontaneously evacuating. • In a shadow evacuation, people outside the official evacuation zone elect to evacuate themselves, often because of a perceived but not actual risk to themselves. • Shadow evacuees can significantly increase the number of people who evacuate and thus require evacuation services. This behavior makes predicting the size and scope of needed evacuee services very difficult. Evacuation Traffic Management Evacuation Signal Timing Strategies: Those leaving an incident location in personal vehicles will typically utilize freeways and larger arterials to make their trips. While freeways do not utilize traffic signals to manage traffic, it is likely that the vast majority of drivers will encounter traffic signals during some point of their trip. Demand on all legs of an intersection will increase during these high demand periods. It is vital that evacuation timing strategies be established to effectively manage the flow of traffic during an evacuation incident. Potential Signal Timing Strategies: Altering the length of the signal phase during an evacuation could prove beneficial at a majority of signal locations. These alterations could be used to extend the length of the green time given to various legs of the signal, reducing the number of times stops are required. This extra time could be given only to the main route or be utilized to extend the green time in many directions. Engineering judgment at each signal location would be necessary to determine the best strategy for that particular signal. Additionally, signals within a close proximity to each other should be coordinated so vehicles that travel through one signal on green are able to make it through the next signal without stopping. Alternative signal strategy: setting the signals to a flash status. All legs of the signal could be set to flash red. This changes the signal to the equivalent of a multi-leg stop. While this does allow equal priority to all traffic movements, it also decreases the overall throughput when traffic volumes are anything but light. An alternative would be setting the main line movement to a flashing yellow and the cross street to flashing red. This would allow traffic on the main route to proceed cautiously while allowing the cross street movement when a suitable gap exists. The main downside to this strategy is when main line traffic demand is very high, suitable gaps may not exist for cross street traffic. This could lead to driver frustration and impatience, causing a driver to try to force a gap and potentially creating an incident. Weigh Options: Deciding which traffic signal control strategy to implement depends on a variety of factors. First of all, changes to a signal timing plan can only be done quickly if there is communication to the signal from a remote location. These signals must also 300 be capable of utilizing a different timing plan. While most signals are easily programmed for a variety of plans, some signals within the metro area are electromechanical, making it more difficult to implement a variety of signal timing plans. Lastly, any changes to the signal timings should be done in conjunction with other neighboring jurisdictions. This ensures that signals on the same route would operate in a coordinated fashion, eliminating unnecessary stops because of lack of synchronization amongst signals. Evacuation Recommendations: During the initial moments following a catastrophic incident, evacuees will quickly decide which transportation mode they are going to choose to leave the affected area. This choice, whether on foot, transit, or in their vehicle, will impact how easily they are able to leave the area. The location of the incident will also play a large role. There is a vast difference in the density of persons within a central business district or a more rural location. The density of people will also influence how well each evacuation mode is able to aid evacuation. The initial concern in any evacuation is life safety, so any strategy should focus on that first and getting evacuees home or to shelters second. Walking is a viable option for most able-bodied individuals. Those who are physically unable to walk typically have other means of transportation such as a wheelchair or motorized scooter. Walking allows evacuees to begin leaving the area as soon as possible without the need to get to their vehicle or wait at a bus stop. Walking also allows the available infrastructure, (usually a street, sidewalk, or path), to accommodate a high number of people per path width compared to other modes of moving people. This is a great option to move a large number of people in a short amount of time. This is especially necessary where the density of people is the highest – such as in a business district. Even without the designation of pedestrian only routes, directions out of the affected area must be given to those walking. It is suggested that public outreach efforts be made well in advance of any major incident to instruct the general public that walking can be an effective way out of a dangerous situation. Those walking should follow directions from a public safety official on what to do. In the absence of that information, people should walk upwind and away from the incident and keep walking until they receive further instruction. This instruction could come from emergency responders at traffic control points, business/corporate safety officers, radio or personal communication devices, and public address systems. This additional information, given while enroute, will instruct pedestrians where to congregate to wait for transit to pick them up. Transit: People may be required to leave an affected area without a personal vehicle. At a muster site, buses will arrive to shuttle these people to a reception center/temporary shelter a short distance away. The number of buses arriving at these transit pickup locations will depend on the size of the incident and how many buses can be made available. It should be noted to the public that all transit pickup locations will take people to a safe shelter location. Pedestrians should take the shortest distance out of the affected area to any muster site. The total number of people moved will be a combination of number of buses and the capacities of those buses. Buses within the Metro Transit fleet have varying capacities. Instead of having multiple buses traveling to a variety of destinations, all 301 buses from a muster site would take passengers to a single safe location. This would ensure that people just get on any bus and are not attempting to find a ride to a specific destination. At these reception center/temporary shelter locations, people could use restroom facilities, get water, contact loved ones, and arrange for an alternate place to stay. Driving: It is expected that all evacuations would have some component of driving. How viable driving is during an evacuation will depend on the amount of advance notice, the size of the evacuation zone, and the population density within that zone at the time of the incident. During large-scale incidents that have enlarging footprints of danger, it is expected that people would abandon vehicles stuck in congestion and walk out of the affected area. The decision to drive will be a function of the conditions previously described. The freeway and arterial closures and management techniques will maximize the flow of evacuating traffic while blocking unauthorized vehicles from entering the affected area and emergency response routes. Vehicles will attempt to use the highest capacity routes leading to freeways and other main arterials to exit the affected area unless those are congested. If those routes are congested or blocked, they will likely use available local streets or abandon their vehicle and walk. Contraflow Operations: Contraflow is the practice of reversing the direction of inbound lanes so all lanes flow out from an incident; however, this process is not recommended for most situations. But contraflow is not altogether ruled out. With certain considerations given to future roadway designs and the addition of some technology, contraflow could become a reality for select corridors out of high-risk areas or for unanticipated situations that allow for adequate preparation and warning. Public Mass Transportation Operations Note: The following mass transportation guidance refers primarily to the use of public bus companies, mobility transport companies, and school buses. Many of these resources are privately owned and their availability can vary. Metro Transit is the largest and most widely available public mass transit provider in the region and will be referenced the most as a default source of mass transit vehicles and operations management, but the City of Cottage Grove will leverage any and all local public mass transportation providers as needed and available to effectively and efficiently accomplish an evacuation. Muster Site Operations: areas inside the evacuation zone where evacuees who rely on transportation for the evacuation will gather to be collected and brought out of the hazard zone to reception centers. • Muster sites are used both during on-foot evacuations and in vehicle evacuations as assembly points for evacuees who will be relying on government provided transportation. • Muster site locations will be determined at the time of need based on the unique conditions and locations affected by the incident. • Metro Transit has effective internal temporary muster site plans and extensive experience in their management and operation. These plans can be adapted quickly to use during an evacuation. Metro Transit in coordination with the ESF 13 – Law Enforcement and Security Coordinator at the request of the EOC can provide muster site supervisors and management personnel in addition to its vehicles and drivers. 302 Evacuation Support Operations: Coordination with private organizations (schools, assisted living facilities, etc.) • Evacuation of care facilities with residents/patients who have limited mobility is a recognized gap. Ideally, situations would be worked out with the facility management using their own emergency plans; however, local EMS providers may be needed in an emergency. • Schools maintain their own evacuation plans and agreements with other schools/ districts to host evacuated students if necessary. o Private schools and daycares are instructed to also maintain their own plans but may not have adequate transportation resources—particularly in large-scale events where their contractors are double booked—and may require additional assistance from the EOC. A critical component to any evacuation involving schools is timely and accurate public information to inform parents of the arrangements being made for their children and where to pick them up if possible. Motorist Assists (for self-evacuees and mass transit vehicles) Gas stations on the evacuation route may be overwhelmed and may even run out of fuel. • To prevent motorists getting stranded by running out of fuel and their vehicles from impeding evacuation traffic, the City of Cottage Grove may employ the use of mobile refueling resources to assist evacuating motorists enroute who are running low or run out. • To prevent the blocking of evacuation traffic lanes, vehicles that become inoperable during the evacuation will be moved to the shoulder or ditch by the most expedient process available (pushing by hand or vehicle, towing etc.). Motorists who were using the vehicle will be transported to the nearest evacuee reception area by the closest available public transportation. No motorist will be left stranded. Reception Centers or Temporary Shelter Sites Reception Centers are locations outside of the hazard zone where evacuees arrive to be processed, receive mass care, and receive temporary shelter until they can be transferred to a long-term shelter (unless they have secured their own place to stay until re-entry is allowed). Processing / Registration / Accountability • To ensure that all persons who were expected to have been in the evacuation zone have been accounted for, it is recommended that a system for evacuee accountability / registration be established as soon as possible. This system should include some method of identification confirmation and a centralized location to collect the information. Appropriate proof of identification will be dependent on the situation and determined at the time. • If the evacuee needs long-term sheltering, they may be assigned to a public transportation vehicle to take them to the shelter. • Every effort will be made in the assignments of any transportation and shelters to keep families together. Mass Feeding 303 Mass feeding at reception center sites will consist at a minimum of basic rehydration. Other feeding services, from simple snacks to hot meals, may be delivered as appropriate and available at the discretion of the ESF 6 – Mass Care, Emergency Assistance, Temporary Housing, and Human Services Coordinator. Evacuees should not expect full mass feeding services at the reception center site; additionally, those traveling on to their own destination (hotel, relatives house etc.) should provide for their own meals enroute. Those requiring public shelter will receive meals at the shelter facility as part of their mass care services under ESF 6. Sanitation Reception center sites should provide for the basic sanitation needs of evacuees, particularly restroom facilities. Pet Sanitation A separate area, preferably grassy, should be set aside at the reception center site for pet owners to exercise and provide relief for their animals. Health Services Health services at reception center sites will consist of basic treatment for minor injury or illness (first aid) and basic psychological first aid. • Health screening of evacuees at the reception center site may be necessary to ensure to determine if any further health services are needed for that individual due to the effects of the hazard. Decontamination Decontamination of evacuees, their pets, and personal vehicles may be necessary and should occur at the reception center site before the evacuees move on to shelters (personal or public). The ESF 13 – Law Enforcement and Security Coordinator will coordinate with the ESF 10 – Oil and Hazardous Materials Response and ESF 17 – Animal Services for any decontamination operations. Vehicle Staging and Boarding Reception centers may need to provide continued public transportation to the next evacuation support site (such as a long-term shelter). After receiving their transportation assignments at processing and any other support services needed, evacuees will queue for and board their assigned transport at the vehicle staging area. • Separate vehicle staging areas may be used for pet owners and/or their pets depending on the animal shelter types being used or if pets are being transported separately from their owners. See ESF 17 – Animal Services for policies and recommendations. These areas should be coordinated with the ESF 17 Coordinator. Evacuation Zone Security The evacuation zone will be secured at the earliest possible time until the area is deemed safe and released by the IC for normal ingress and egress. Evacuation zone security will protect the public from unsafe access to the zone and protect evacuee’s property within the zone. 304 ESF 13 – Law Enforcement and Security is responsible for the security plans for the evacuation zone. Plan specifics will be highly dependent on the incident conditions and will be developed at the time. Considerations and plan items should include: • The designation and establishment of an evacuation zone perimeter • The determination of resource needs in order to secure the perimeter and operate access control points o This may include the need to activate law enforcement mutual aid and/or request the assistance of the National Guard • Establishment of ingress and egress control points, and any specific ingress and egress routes reserved for response vehicles • Designation of approved identification/credentials for entry into the evacuation zone • Any additional security efforts necessary including the use of area surveillance cameras, patrols (if possible), and/or area curfews • Any unique plans necessary for the processing and care (including decontamination) of persons found to be violating the evacuation perimeter • Coordination with re-entry planners for access control point operation plans during re-entry Evacuation Demobilization Operations The EOC Planning Section should create a Demobilization Unit to establish an event specific evacuation demobilization plan including plans for the transfer of resources used in the evacuation or release to their jurisdictions/standard duties. Re-entry Operations Re-entry considerations and determinations will be made by the IC once the area is deemed to be safe for limited or full occupation. These considerations include: • If re-entry will be short-term, staged, or full • The method used to group people for any staged re-entry (i.e. by street name) • Security needs for the zone during re-entry operations • Public ingress and egress access points • Any restrictions on who will be provided access (the general public, the media, business owners, or residents only) • The level of safety that needs to be established within the zone before re- entry is possible on any level. In addition to the reduction of the original hazard to below dangerous levels, this may include: o Clearing of most roads of debris to allow for basic travel o Removal or rendering safe of significant hazards such as downed power lines, ruptured gas and sewer lines o Inspection and placarding of damaged structures o Water lines have been repaired enough to provide firefighting capabilities o Full utility restoration is not necessary, but recommended to at least basic service levels 305 • Types of support services needed for the returning public in the zone, including assistance from voluntary agencies for feeding, cleanup, etc. • Access authorization and credentialing will need to be provided to any designated staff from agencies providing those services Re-entry Public Information Evacuees will be notified when it is safe to return to the evacuated area. Re-entry public messages should include the following information: • Whether the re-entry is short-term, staged, or full • Locations of any access control points • Credentialing and Identification requirements o Safety information on any hazards in the evacuation area. o Re-entry transportation services and instructions for public transportation dependent populations. • Clear explanations of why re-entry is being limited to short-term and when full entry is expected to be possible • Entry and exit times • Additional staged re-entry public information should include: o Clear explanations of the reasons that re-entry is being staged o Clear explanations of the method being used to group those returning and the times each group should return. Re-entry Protocols • Short-Term/Limited Re-entry Limited re-entry will provide access to evacuees, residents, and owners of businesses within the hazard zone for prescribed and limited portions of a day prior to full re-entry. This is often appropriate when the initial or resulting hazards within the zone have been reduced below immediate life safety levels, but the area is still not safe for long-term occupancy. • Staged Re-entry Staged re-entry is particularly useful in large-scale evacuations to limit return route congestion and effectively manage security and credentialing. Evacuees will be phased back into the area in pre-determined stages. • Full Re-entry Full re-entry is the complete return of all evacuated persons to the area and full access to the area for all residents, business owners etc. It may also include complete public access even for non-residents/business owners or may be restricted due to continuing hazards, security concerns and/or cleanup efforts. The IC will make this determination. o Full re-entry will use the re-entry security protocols below, and any necessary transportation and traffic management plans from the initial evacuation plan. Re-entry Security 306 • Efforts shall be made by on-scene personnel to insure that access/return to the area is obtained only by authorized personnel. • Evacuation zone security includes plans for access control points and credentialing during re-entry. C. Resources Transportation Resources There are many transportation assets available to the City of Cottage Grove, including assets from other government jurisdictions, voluntary organizations, and private companies. The following is only a partial listing of potential assets: • Metro Transit (MTC) can provide buses and/or drivers upon request to assist in the evacuation and re-entry transportation. • Other Local/Regional Bus Companies o School buses. Most local school bus companies are privately owned and operated; their ability will vary. They should be contacted to see what resources they can provide at the time and if they are authorized to transport members of the public. o Charter bus rentals. These are private interstate bus companies (such as Jefferson Lines, Lorenz Bus Service, and US Coachways) with local depots that should be contacted to see if they may have resources available. o Bus drivers. If not supplied by the bus company, and if the bus company agrees to the use of outside drivers, additional bus drivers may be necessary to accomplish large-scale evacuations. The bus company has the right to require that any drivers must be able to meet federal requirements to drive a bus including licensure, drug and alcohol testing requirements, and passenger endorsements. • The Minnesota National Guard has high clearance, large capacity vehicles, licensed drivers, and other transportation assets including air transports. • Water Transportation and River Traffic Resources o The Army Corps of Engineers is responsible for the Mississippi River maintaining the shipping channel. o The US Coast Guard is responsible for commercial river traffic on the Mississippi River, including safety and control. o Any use of Mississippi River assets should be coordinated through the Washington County Sheriff’s Office, who is responsible for civilian river traffic safety and control. In an emergency, the Washington County Sheriff’s Office can close the river to all traffic. Contact the ECRC; otherwise, the Coast Guard also has that authority. The Washington County Sheriff’s Office can aid in Mississippi River security during water evacuations by doing sweeps and carrying law enforcement personnel on their boats. o The Paddleford Company is a potential source for marine assets including personal flotation devices. Evacuee Support Resources • MNVOADs: contact Via the MN State Duty Officer 307 • The Minnesota National Guard has personnel and equipment that may be able to provide some support services under certain hazard situations. They also have large vehicles and personnel that can assist with the removal of inoperable vehicles from evacuation routes, refueling of vehicles, and transport of stranded motorists. 308 Appendix D – Debris Management Plan A. Introduction Background FEMA encourages state and local governments, tribal authorities, and private non-profit organizations to take a proactive approach to coordinating and managing debris removal operations as part of their overall emergency management plan. Communities with a debris management plan are better prepared to restore public services and ensure the public health and safety in the aftermath of a disaster. Scope This plan applies to debris generated by any emergency event in the City of Cottage Grove. This Debris Management Plan is an Appendix to the AHP. This plan is not dependent on designation of a Presidential or Governor’s Declaration of any kind. Eligible work under this plan must meet the following criteria: • The debris was generated by the emergency event; • The debris is located on city improved property or rights-of-way within the identified impacted area of the emergency event; and • The debris removal is the legal responsibility of the City of Cottage Grove. Assumptions Municipalities may elect to authorize debris removal and related activity on private property for certain emergency events. In these cases, the work must still be necessary for remediating debris generated by the emergency event. Other restrictions (such as timeframes, types of debris, locations) may be placed on this work. B. Concept of Operations Phases Debris removal operations will occur in three phases: 1. Initial emergency debris removal activities necessary to eliminate life and safety threats 2. Post-incident debris removal activities as a means to recovery 3. Final debris management operations, including demolition of structures, that conclude emergency operations and end with a return to routine operations Typically, the debris removal recovery phase begins after the emergency access routes are cleared and police, firefighters, and other first responders have the necessary access. Phase 1 – Initial Emergency Debris Removal The initial response phase of debris removal activities will begin during the emergency event. Crews will be activated to clear debris on roads as necessary for emergency vehicle access. Public Works and Parks & Recreation crews will be called out as necessary. Debris generated during this phase—usually generated directly by the forces of the emergency incident 309 and debris that is cut to open roads—will typically be moved to the edges of the public rights-of- way. GOAL: Eliminate immediate threat to lives, public health, and safety; ensure access to impacted areas and critical infrastructure by opening roads—especially major arterial roads—and other transportation routes. 1. Assure the capability to stabilize the incident and to rescue and render assistance by clearing roadways and other hazardous debris removal (Category A) and emergency protective measures (Category B). 2. Clear major arterial roads and thereby provide safe evacuation routes and/or access to key resources (such as hospitals), allow for the movement of emergency vehicles. 3. Facilitate restoration of critical services and perform damage assessments. 4. Facilitate access to the affected area by external response elements and delivery of emergency equipment and supplies. Typical Scope of Work – Phase 1 1. The first priority is the extrication/rescue of those who are in danger from or trapped by debris, to provide and to access to any necessary health care, and to secure their safe transport from the incident scene. Response operations during this phase primarily focuses on clearing emergency access routes in and out of the impacted area(s) for police, fire, and EMS services. • Critical activities for the EOC: o Identify roads and streets essential to emergency operations that have been impacted by the incident. o Identify needs for mutual aid assistance to augment efforts and request such assistance as necessary. o Prioritize emergency services needs, such as police, fire, and EMS. 2. The second priority includes access to emergency operations infrastructure, such as the EOC and supply distribution centers. 3. The third priority includes access to other critical infrastructure, such as communications towers, water and wastewater treatment facilities, and utilities. 4. Priorities for all other debris removal operations are established based on the particular situation, such as any debris removal from unimproved public property or undeveloped public land and any debris removal that is not eligible for funding under the FEMA Public Assistance Program. Typical Resource Assignments – Phase 1 Responders’ observations and calls for assistance from the public will provide the initial understanding of impact. Work will begin as needed to facilitate response and evacuation efforts. 1. Initial work will begin with government employees using government equipment. 2. Crews equipped with chain saws and other tools will cut up downed trees and large branches, mitigate hazardous stumps, and mitigate similar vegetative debris. Crews with hand tools and/or heavy equipment may be needed to move the cut pieces out of the public right of way. 3. Crews with hand tools and heavy equipment will clear debris of all types from roads and public sidewalks, access roads for emergency services, and secure ingress and egress from critical infrastructure and key resources. Fire hydrants, driveway cutouts and utility valves should be left unobstructed. 4. As practicable, crews will attempt to separate this debris into piles by type – however the emphasis will be on swift clearance of the affected area. 310 Phase 2 – Post-Incident Debris Removal As early as practicable in the cycle of the incident, the Incident Commander in consultation with the Emergency Manager and City Administration will authorize the removal of debris from the affected area(s) and begin the process of final disposal. There is no firm rule regarding transitioning from Phase 1 to Phase 2, since the phases are intended to identify the different tasks required. In most cases, Phase 2 begins soon after the life-safety part of the emergency incident is over. Private individuals will begin to remediate debris on their own property and in their own neighborhoods. In most cases, direct government assistance is not needed; however larger incidents may require significant support and detailed planning – sometimes for extended periods. GOAL: Eliminate continuing threat to lives, public health, and safety; ensure full access to impacted areas for relief organizations and for the restoration of lifeline services. Take steps to remove debris from areas that inhibit community activity and facilitate the final disposal of debris in an economically and environmentally sound manner so as to enable community recovery. 1. Conduct thorough initial damage assessments. 2. Facilitate the separation of debris by type. 3. Clear all roads and publicly accessible areas to ensure safety. 4. Establish a Debris Management Strategy. 5. Facilitate restoration of all lifelines and enhance economic and community recovery. Typical Scope of Work—Phase 2 1. Building on data gathered during Phase 1, the Incident Commander and Emergency Manager will direct initial damage assessments of the affected area(s) surveying for visible damage and debris, which includes surveying structures on public and private lands for damage and to determine safety. Although damage assessment is technically a separate activity, this data will inform planning for debris management (for example, there are formulas for estimating the amounts and types of debris resulting from damage to a private home). The removal of debris resulting from structures demolished for safety reasons and/or to make recovery possible is covered by this Debris Management plan. 2. Debris must be sorted by type to enable safe, effective removal and appropriate disposition. Government and contractor work crews will be instructed as to debris types and as to the location of temporary or permanent debris management staging areas. The public should be instructed as well so that they can adequately cope with debris on private property – even if the jurisdiction is not going to provide cleanup or haul-away assistance. 3. Clear all roads and publicly accessible areas to ensure safety. Governmental responsibility for clearing roads and publicly accessible areas is limited to public property; however, jurisdictions may undertake debris management activities on private property in some circumstances. Phase 3 – Final Debris Management Operations In some circumstances, the City of Cottage Grove may need to consider widespread remediation of debris on private properties and/or the demolition of private structures. This decision will have significant financial impacts on the affected local governments. Prior to beginning widespread work on private property, the Incident Commander must coordinate with 311 the Emergency Manager, the Director of Public Safety, the Public Works Director, and City Administration and work in careful consultation with HSEM to gain a formal determination of eligibility for disaster assistance. Debris Management Organization and Structure Immediately following a major event, emergency, or disaster, the EOC should establish a debris management team to facilitate successful coordination. To implement debris operations quickly, it is important for emergency response and recovery personnel to have a clear understanding of how their normal job responsibilities and functions apply to debris operations. The city’s debris management team should be comprised of full-time personnel supplemented with personnel from other assisting organizations and agencies, such as regional waste management, joint power authorities, sanitation districts, State and Federal environmental offices, and other agencies which have shared responsibilities for solid waste issues. The number and organization of staff needed to manage debris clearance, removal, and disposal depends upon the magnitude of the disaster and the size of the affected area(s). Successful debris management operations require collaborative efforts between city departments and with specific external agencies that have regulatory authority over debris operations. It is essential that debris management team members have as much training as possible and interface with other agencies responsible for debris clearance, removal, and disposal activities. Each member of the team is responsible for implementing debris operations in accordance with the planned goals and objectives, and in compliance with Federal, State, and local laws. Debris Management Team Responsibilities Each city department is responsible for specific elements of the debris management plan and since department responsibilities often overlap, coordination and communication is critical to the success of the debris management plan. These overlapping responsibilities illustrate the need for a Debris Project Manager to coordinate efforts and ensuring communication between departments. 1. Debris Project Manager The primary decision maker is the Debris Project Manager who should be knowledgeable of the Public Assistance process, procedures, personnel, resources, and limitations. a. The Debris Project Manager has overall responsibility for debris management operations, planning, logistics, and tracking cost of debris management operations. b. The Debris Project Manager assigns tasks to team members and tracks the completion of tasks to ensure quick implementation of debris management operations. 2. Debris Management Planning a. Administration The Administration department typically includes the finance, personnel, and public information sections within a governing body. It is important for this department to establish a records management system in order to collect and keep all the documentation that may be required for the Public Assistance process. Documentation may include, but is not limited to: • Personnel policies • Labor and equipment timesheets and summaries 312 • Safety procedures • Contract procurement procedures • Contracts • Billing and invoices, including debris hauler load tickets • Environmental permits • Right of entry and hold harmless agreements for private property debris removal and demolition, when applicable • Public information announcements • Debris salvage value information b. Finance The finance section is usually responsible for developing an emergency response and recovery budget, tracking expenses, and ensuring funds are available for personnel, equipment, supplies, and contract service costs. Contracting and Procurement The primary role of contracting and procurement is to have debris contracts in draft form ready for advertisement or have pre-qualified contractors in place prior to the event. Contracting and procurement planning includes the following tasks: • Develop contract requirements • Establish contractor qualifications • Distribute instructions to bidders • Advertise bids • Establish a pre-disaster list of pre-qualified contractors • Manage the contract scope of work • Establish a post-disaster contracting procedure if necessary c. Communications A designated public information officer should distribute information and educate citizens about debris management operations. Planning components of the public information strategy should include the use of various types of information vehicles (print, radio, internet, etc.) and the pre-scripted information that will be distributed concerning topics such as: • Debris pick-up schedules • Disposal methods and ongoing actions to comply with Federal, State, and local environmental regulations • Disposal procedures for self-help and independent contractors • Restrictions and penalties for creating illegal dumps • Curbside debris segregation instructions. Public drop-off locations for all debris types Process for answering the public’s questions concerning debris removal d. Legal Legal staff leads the review process for all legal matters in the debris management planning process. In addition to advising the debris management planning staff, the following tasks should also be performed by the legal department: • Review all contracts • Review and/or establish a land acquisition process for temporary debris management sites • Review all insurance policies • Ensure environmental and historic preservation compliance before, during, and after operations • Ensure that site restoration and closure requirements are fulfilled 313 • Review and/or establish a building condemnation processes • Review and/or establish a legal process for private property demolition and debris removal • Review right-of-entry and hold harmless agreements e. Operations Operations staff are responsible for implementing the entire debris removal operation and the supervision of government and contract resources and overall project implementation. Planning tasks include: • Position equipment and resources for the response and recovery debris removal operations • Develop staff schedules and strategies • Provide communication, facilities, services, equipment, and materials to support the response and recovery activities • Monitor and direct force account and contract labor • Distribute response and recovery resources • Operate and manage the collection, debris management site, and disposal strategies • Create a demolition strategy for structures, if necessary • Report progress for distribution to the debris management planning staff f. Engineering/Community Development Engineering/Community Development staff supports all other debris management sections in a technical role and provides debris quantity assumptions, economic analysis, and feasible solutions for the debris operations. The following are tasks that may be completed by the Engineering/Community Development staff: • Forecast debris volume based on assumed disaster type • Develop an estimating strategy for post-disaster debris quantities • Strategize and map debris haul routes • Select debris management sites and design the site layout • Determine reduction and recycling means and methods • Identify and coordinate environmental issues • Assess available landfill space and determine if additional space is needed • Develop the debris collection strategy • Write contract scopes of work, conditions, and specifications • Coordinate with other local and State jurisdictions for road clearance and operations • Establish a process for building damage assessment and condemnation (including public and private properties) • Issue permits. 3. Debris Management Operations a. Preparation for Debris Removal Estimating the Amount of Debris In determining the means to be used to remove and dispose of debris, it is essential that local officials have a reasonable estimate of the amount of debris that must be removed and eventually disposed of. Public Information and Instructions If a major event, emergency, or disaster generates significant debris issues, establish a Joint Information System (JIS) consisting of Public Information 314 Officers (PIO) from all affected municipalities and City of Cottage Grove. The PIOs must agree on messaging. Considerable time and labor can be saved in the debris removal process by sorting debris from public property and encouraging the public to sort debris from private property before it is picked up. A proactive public information program should advise the public of the actions they can take to facilitate pickup including: • Sorting debris into categories – hazardous waste, white goods, soil, mud, sand, garbage, vegetative debris, construction and demolition debris. • Placing sorted debris piles at curbside. • Personal health and safety regarding remediation of damages and debris. • Keeping debris out of the road and away from fire hydrants and utility valves. • Disposing of household garbage in normal refuse containers. In the aftermath of an emergency event, the JIS is responsible for providing the public with detailed information on debris removal and disposal plans and procedures. Public information on debris removal must start as soon as possible after the emergency incident – before people start moving and stacking large amounts of debris. Public instructions should encourage residents to: • Assist their neighbors, particularly the elderly or infirm, in removing debris • Move debris to curbside for pickup • Separate debris into categories determined by local officials • Keep debris piles away from fire hydrants and utility valves Special Considerations for the PIO include: • Publicize plans and MNVOAD information for assistance to persons in the community with functional needs who are not able to self-haul debris. • Prepare and distribute all materials in multiple languages. • Self-help disposal guidelines for citizens and businesses that wish to haul their own debris to a debris storage area or landfill. • Provide information to the public using the normal methods of public information dissemination through the website, media, and social media. • Note that there are often wide area power failures resulting from debris- causing emergency incidents. Extra effort must be made to reach those without power using door hangers, flyers, and signs. b. Determining Debris Removal Strategy After an estimate of the amount of debris that needs to be removed is made, options for removing the debris should be evaluated in terms of their cost and timeliness. The general strategies for debris removal and processing are: Removal and processing of debris by local government Advantages: • Direct government control Disadvantages • Normally requires diversion of significant government resources from regular functions and makes them unavailable for other recovery tasks. 315 • Speed of debris removal may be constrained by the government equipment and personnel available. • Local government may lack specialized equipment and skills needed to carry out all aspects of debris removal. Removal and processing of debris by contractors: Advantages: • Contractor is assigned to manage the debris operations • Speed of debris removal may be increased by contracting for additional resources • If local contractors are used, may provide local economic benefit Disadvantages: • Requires detailed contracts • Requires extensive oversight and inspection Removal and processing of debris by a combination of local government and contractors. Advantages • Allows for fastest response as local assets can begin work prior to the arrival of contractor assets • Allows for contractors with specific disaster debris management activities to assist without abdicating local control • All contracts allow for the assignment of contractor experts to the local or County Emergency Operations Center for coordination process. Disadvantages • Large-scale disasters may require assets from multiple contractors which increases the burden of supervision/monitoring • Affected area must be divided into geographical sectors for control purposes, requiring measurement of estimated quantity of debris in each sector. o Group properties of like type, construction and with similar vegetation together. o This will also facilitate estimating the quantity of debris c. Temporary Debris Storage and Reduction (TDSR) Sites Effective disposal of large quantities of disaster debris may require that suitable temporary storage and volume reduction facilities are established. Such TDSR facilities hold debris until it can be sorted, reduced in volume, and/or dispatched to an appropriate disposal facility. Sorting and volume reduction can significantly reduce the costs of disposing of debris and preventing potentially serious environmental problems. TDSR facilities store debris (and, if needed, sort debris) and send it to the most appropriate facility for treatment or disposal. Even within a debris category, sorting is needed to separate burnable from non-burnable materials and segregate hazardous products for disposal at authorized facilities. Identifying debris that can be burned, chipped or ground, recycled or simply disposed of at a landfill, without treatment is also important. TDSR facilities can greatly reduce the volume of debris by a variety of methods, including: 316 • Incineration. May include open burning, use of air curtain pit incineration (trench burners), or use of portable air curtain incinerators. Incineration of burnable debris typically reduces its volume by 95 percent. • Chipping and grinding. Chipping and grinding is appropriate for clean, woody debris and typically reduces the volume by 75 percent. In some cases, the resulting mulch can be disposed of without cost or at a profit. If the mulch is not used locally, the jurisdiction may incur additional costs to have residual material hauled to a landfill. • Recycling. Recycling debris may present an opportunity to reduce the overall cost of disposal. Metals, lumber, and soil are the most likely candidates for recycling. Contractors may be willing to undertake recycling, particularly for large amounts of debris that are well sorted. Among the criteria that are pertinent in selecting TDSR facilities are the following: • Preferably government owned • Large enough to accommodate a storage area, a sorting area, and volume reduction operation area(s) • Reasonable proximity to disaster areas and debris disposal sites • Good road access • Not in a residential area or in the vicinity of schools, churches, or other facilities with concentrations of the population • Not in an environmentally sensitive area, such as wetlands or a water well field The selection of specific sites to be used for TDSR facilities will normally be made by a team of local, state, and where appropriate, federal personnel, who are familiar with the local area and the specific environmental regulations governing such facilities. Permits are needed for TDSR sites. The permits identify the types of debris accepted at each site. If private contractors are used for TDSR Sites, the contractor will be required to obtain all necessary permits and conducting required environmental investigations and documentation. Obtain photographs of each TDSR site before they are put into operation, during operations, and after all cleanup is complete following the end of operations. Also collect video of sites and operations. The City of Cottage Grove may elect to open a number of drop-off sites to allow residents to drop off debris. The Incident Commander and Emergency Manager will consult with Washington County Public Health and Environment to evaluate the capacity of these sites to handle additional debris. If contractors are used to establish and operate these sites, they will be responsible for debris management at the sites including, but not limited to, providing equipment to manage debris piles, loading debris for transport, hauling debris to a TDSR Site or other designated site, and restoring the site to its pre-use condition. No reduction activities will be permitted at the drop-off sites. d. Debris Removal from Public Property 317 In the aftermath of a disaster, debris may have to be removed from a variety of public areas including: • Roads and rights of way • Government buildings, grounds, and parking lots • Storm drainage systems and reservoirs • Parks Debris management under this plan includes only the debris resulting directly from the emergency incident. All other debris generated during longer-term recovery will be handled separately as would be the case on any other occasion. As large-scale debris removal and disposal operations can be extremely costly, adequate records and documentation are vital. Establish specific accounting codes for all activities related to the event, emergency, or disaster. • Personnel should document actual time spent in support of debris management. • All expenses, contract costs, materials, etc. including the actual time any individual vehicle or piece of power equipment is used must be recorded. Also, cross-reference the names of personnel operating the vehicle or power equipment. e. Debris Removal from Private Property Debris removal from private property, including demolishing condemned structures, is generally the responsibility of the property owner and the cost may be wholly or partially covered by insurance. Rarely will costs associated with work performed on private property be eligible for Public Assistance reimbursement from FEMA or the State of Minnesota. The City of Cottage Grove may, however, choose to facilitate debris removal for the private sector as a matter of public policy. Private property debris removal must be limited in scope and duration. Begin by instructing the public to separate the debris into eligible groups and place it on the public rights-of-way. The Incident Commander and/or Emergency Manager must clearly communicate dates and times of pickup from the rights-of-way and must clearly indicate when such pickups would end. Segments of the affected community with functional and access needs may require special assistance in damage remediation and debris removal. The Incident Commander and/or Emergency Manager should first consider how to encourage family and friends of people in the community to help each other; however, plans for debris removal assistance for those members of the community for whom family and neighbor assistance is unavailable or not adequate must be made. Use of Volunteers Volunteer cleanup days are a common means of providing assistance to property owners affected by a disaster. Guiding principles for the use of volunteers include: 318 • Establish one or more dates and specific times for such cleanup activity and clearly communicate this to the public (including those affected by the emergency event and potential sources of volunteers). • Identify and arrange permits for use of a site or facility for registering, staging, mobilizing, and demobilizing the volunteers. Arrange for adequate security at the site. • Arrange for adequate parking for volunteers and for transportation into and out of the affected area(s). • Pre-identify areas for cleanup – carefully document these on GIS maps. Provide copies of these maps to the event organizers. • Work with legal counsel to develop waivers and permissions for volunteers. • Where possible, use volunteers affiliated with recognized NGOs. • Unaffiliated volunteers’ activities must be carefully tracked. • When practicable, arrange for online pre-registration of unaffiliated volunteers. • Volunteers need to register on the day(s) of activity and be provided with some form of indicator that they are officially part of the activity (e.g. colored wristbands). • Volunteer time and activity must be tracked (check in and check out). MNVOADs The Minnesota chapter of the National Voluntary Organizations Active in Disaster (NVOAD), is an umbrella organization of established and experienced voluntary organizations that provide disaster services in all phases of emergency management, but with emphasis on response and recovery. MNVOADs foster cooperation, communication, coordination, and collaboration among its Minnesota-based voluntary organizations. In the response and recovery phases, each individual organization functions independently, yet cooperatively. MNVOAD serves as a clearinghouse and coordinating body for debris management services, working in coordination and cooperation with other state agencies in the State Emergency Operations Center involved in the debris management function. For smaller, more localized disasters, MNVOAD may work directly with Cottage Grove’s EOC in debris management activities. Large-Scale Private Property Debris Removal (PPDR) When a major event, emergency, or disaster causes mass destruction and generates large quantities of debris over vast areas, debris on private property may sometimes pose health and safety threats to the public. If private property owners are not available because they have evacuated, the State or local government may need to enter private property to remove debris considered to be an immediate threat to the lives, health, and safety. In such situations, the decision to remediate issues on private property poses significant legal risk and requires careful coordination between all relevant agencies. If the emergency receives a Presidential Major Disaster Declaration, PPDR activity may be eligible for federal Public Assistance reimbursement. All PPDR activity MUST be coordinated with Cottage Grove’s EOC BEFORE work begins. The City of Cottage Grove will work with the State of Minnesota and FEMA to designate those areas where the debris is so widespread that removal of debris 319 from private property is in the public interest on a case-by-case basis. (Note that the city may opt to forego eligibility for federal aid and authorize PPDR work in their own jurisdiction.) If the city intends to seek PPDR reimbursement to remove debris from private property within designated areas, the city will, prior to commencement of work, submit a written request to the FEMA seeking approval for reimbursement. The city must provide documentation confirming that an immediate threat to the public exists as well as evidence of its legal responsibility to enter private property to eliminate the threat posed by the debris. Specifically, this includes: Immediate Threat Determination The City of Cottage Grove in consultation with Washington County Public Health and Environment must certify that disaster-generated debris on private property in the designated area(s) constitutes an immediate threat to life, public health, and safety. The city may also provide documentation stating that the debris poses an immediate threat to improved property and that the cost to remove the debris is less than the cost of the potential damage to the improved property. Documentation of Legal Responsibility The City of Cottage Grove must demonstrate its authority and legal responsibility to enter private property to remove debris. The legal basis for this responsibility must be established by law, ordinance, or code at the time of the disaster and must be relevant to the post-disaster condition representing an immediate threat to life, public health, and safety, and not merely define uniform levels of service. Solid waste disposal ordinances are considered part of a jurisdiction’s uniform level of services. The City of Cottage Grove will rely on condemnation and/or nuisance abatement authorities to obtain legal responsibility prior to the commencement of debris removal work. If there are circumstances where the ordinary condemnation and/or nuisance abatement procedures are too time-consuming to address an immediate public health and safety threat, emergency resolutions or ordinances are acceptable. The City of Cottage Grove must confirm that a legally authorized official has ordered the exercise of public authority to enter private property to perform PPDR. Minnesota HSEM will evaluate the request and decide whether or not to forward on to FEMA. FEMA will approve or disapprove in writing each request for Public Assistance to perform PPDR. If approval is granted, the City of Cottage Grove shall immediately begin identifying properties for PPDR work and establishing specific scopes of work on each of these properties. Documentation for PPDR 320 If PPDR is authorized and considered for Public Assistance reimbursement, the city is required to properly document all legal processes used to gain access to private property, as well as document applicable scopes of work, and compliance with Federal, State, and local environmental and historic preservation review requirements. The City of Cottage Grove will work with Minnesota HSEM and FEMA Public Assistance staff prior to the commencement of any PPDR work to ensure that all legal, environmental, historic, and scope of work considerations are addressed. The following documents are necessary for Public Assistance reimbursement for PPDR work: • Right-of-Entry: A right-of-entry signed by the property owner should include a hold harmless agreement and indemnification applicable to the project’s scope-of-work. • Photos: Photos can help document the condition of the property prior to the beginning of the work. • PPDR Assessment: A property-specific assessment that establishes the scope of eligible work. This may be a map which serves as a guide indicating the location of the eligible items of work that present an immediate threat relative to improved property or ingress and egress routes. These maps may incorporate symbols and a legend to identify structures, property lines, and eligible items of work. This assessment may also be a work order or may be covered in the right- of-entry form, as long as the scope of work can be clearly identified. • Documentation of Environmental and Historic Review: Debris removal work from private property must satisfy compliance review requirements as established by 44 CFR Parts 9 and 10 and all other applicable Federal environmental and historic preservation requirements. Types of Eligible PPDR Work Eligible debris removal work from private property includes removal of: • Large piles of disaster-generated debris in the living, recreational, and working areas of properties in urban, suburban, and rural areas, including large lots. • Disaster-generated debris obstructing primary ingress and egress routes to improved property. • Disaster-damaged limbs and leaning trees in danger of falling on improved property, primary ingress or egress routes, or public rights- of-way. • Hazardous tree removal is eligible only if the tree is greater than six inches in diameter (measured at diameter breast height) and: o has more than 50% of the crown damaged or destroyed, or; o has split trunk or broken branches that expose heartwood, or; o the tree itself is leaning at an angle greater than 30 degrees and shows evidence of ground disturbance. • Hazardous limb removal is eligible only if the limb is greater than two inches in diameter measured at the point of break. 321 • Debris created by the removal of damaged interior and exterior materials from improved property. • Household hazardous wastes (such as household cleaning supplies, insecticides, herbicides, etc.) • Disaster-generated debris on private roads and streets of a gated community, provided that the removal of the debris has become the legal responsibility of the City of Cottage Grove. Ineligible debris removal work on private property includes the removal of: • Debris from vacant lots, forests, heavily wooded areas, unimproved property, and unused areas. • Debris on agricultural lands used for crops or livestock. • Concrete slabs or foundations-on-grade. • Reconstruction debris consisting of materials used in the reconstruction of disaster-damaged improved property. Demolition of Private Structures Jurisdictions may need to enter private property to demolish private structures made unsafe by the emergency event to eliminate immediate threats to life, public health, and safety. In some cases, the costs of performing demolition of private structures may be eligible for Public Assistance reimbursement. Typically, the demolition of private structures to eliminate immediate threats is authorized under Section 403(a)(3)(E) of the Stafford Act. The City of Cottage Grove will consider alternative measures to eliminate threats to life, public health, and safety posed by damaged structures, including fencing off unsafe structures and restricting access prior to making the decision to demolish private property. FEMA staff in consultation with HSEM makes the final determination regarding the availability of Public Assistance funds for demolition work. With or without eligible funding, demolition of unsafe, privately-owned structures and subsequent removal of demolition debris should be authorized only when the following conditions are met: • The structures were damaged and made unsafe by the event, emergency or disaster; • The city’s subject matter experts (e.g., building inspectors) certify that the structures are unsafe and pose an immediate threat to the public. An unsafe structure is a non-commercial or non-industrial structure that threatens the life, health or safety of the public because the structure is so damaged or structurally unsafe that partial or complete collapse is imminent; and • The municipality has demonstrated that it has legal responsibility to perform the demolition. The legal basis for this responsibility must be established by law, ordinance, or code at the time of the disaster and must be relevant to the post-disaster condition representing an immediate threat to life, public health, and safety, and not merely define the city’s uniform level of services. Additional information on the general eligibility of demolition of private structures may be found in FEMA DAP9523.4, Demolition of Private Structures. 322 Typical tasks that are sometimes eligible under FEMA demolition of private structures guidelines include the following. The City of Cottage Grove should consider which (if any) of these they will perform and notify the affected public: • capping wells; • pumping and capping septic tanks; • filling in basements and swimming pools; • testing and removing hazardous materials from unsafe structures including asbestos and household hazardous wastes; • securing utilities (electric, phone, water, sewer, etc.); • securing permits, licenses, and title searches. Fees for permits, licenses, and titles issued directly by the city are not eligible unless it can be demonstrated that the fees are above and beyond administrative costs; and/or • demolition of disaster-damaged outbuildings such as garages, sheds, and workshops determined to be unsafe. The City of Cottage Grove should NOT consider demolition of private structures tasks in the following list: • removal of slabs or foundations, except in very unusual circumstances, such as when disaster-related erosion under slabs on a hillside causes an immediate public health and safety threat; • removal of pads and driveways; or • demolition of structures condemned as safety hazards before the emergency incident. These are never eligible for Public Assistance funding and must be handled as separate projects. Documentation for Demolition The City of Cottage Grove will provide documentation of applicable legal processes and scopes of work performed, similar to the private property debris removal process described above. Specifically, this includes: • Rights-of-entries; • Photos of the structures; • Structural assessments, or other certifications that the structures are determined to be unsafe or pose an immediate threat to the public, based on local ordinances or building codes; • Notices of demolition; and • Documentation of environmental and historic review. Similar to PPDR work, additional documentation may be required by FEMA or HSEM staff on a case-by-case basis to demonstrate eligible work performed and compliance with applicable Federal, State, and local laws and regulations. Special Concerns for Commercial Property The removal of debris from commercial property and the demolition of commercial structures are generally the responsibility of the property owner. The City of Cottage Grove assumes and expects that these commercial enterprises retain insurance that can and will cover the cost of debris removal and/or demolition. However, in some cases the city might consider the removal of debris from private commercial property and/or the demolition of private commercial structures to be in the public interest. 323 In such rare cases, the information above regarding other private property applies as well to commercial property. Regulatory Issues All regulatory concerns will be coordinated through relevant City of Cottage Grove departments and the local building permitting authority for the affected jurisdictions. Other agencies with responsibilities related to regulatory issues include: • The Minnesota Pollution Control Agency (MPCA), which regulates the disposal of waste, including hazardous waste, also issues emergency permits for debris incineration. Hence, the advice and assistance of MPCA should be obtained in developing and implementing plans for debris disposal. • The Minnesota Department of Health (MDH) and Minnesota Department of Agriculture (MDA) are the state agencies responsible for ensuring food safety. The assistance of MDH and MDA should be sought when there are questions regarding safety of food in damaged retail stores, warehouses, and processing facilities. MDH has the authority to condemn unsafe food so that they can be disposed of. • The Minnesota Animal Health Commission can provide advice and assistance regarding the disposition of dead animals. Monitoring Debris Removal Operations Debris removal operations must be closely monitored and documented (quantity of work and reasonable expenses) to ensure that the work is eligible for Public Assistance reimbursement. Failure to do so properly may jeopardize funding. Debris monitors should be aware of situations that could impact a city’s reimbursement under the Public Assistance Program. They should be on the lookout for: • Inaccurate Truck Capacities – Trucks should be measured before operations and load capacities should be documented by truck number. Periodically, trucks should be pulled out of operation and re-measured by the city. • Trucks Not Fully Loaded – Do not accept the contention that loads are higher in the middle and if leveled would fill the truck. Debris monitors may check to see if that statement is valid. • Trucks Lightly Loaded – Trucks may arrive loaded with treetops (or a treetop) with extensive voids in the load. Trucks need to be loaded to their full capacity with front end loaders or other similar equipment. • Trucks Overloaded – Trucks cannot receive credit for more than the measured capacity of the truck or trailer bed even if material is above the sideboards. For example, if a truck is measured to carry 18 cubic yards, it cannot receive credit for more than 18 cubic yards. It can, however, receive credit for less if not fully loaded or lightly loaded as described above. • Changing Truck Numbers – Normally, trucks are listed by an assigned vehicle number and capacity. There have been occasions where truck or trailer numbers with a smaller carrying capacity have been changed to one with a larger capacity. For instance, a 20-cubic-yard truck may have a number for a truck that can carry 30 cubic yards. This can be detected if the city periodically re-measures the trucks or records actual State license plate 324 numbers in addition to a description of the truck. Maintaining truck and trailer certifications with attached photos can assist in mitigating such activities. • Reduced Truck Capacity or Increased Truck Weight – There have been occasions where trucks have had heavy steel grating welded two to three feet above the bed after being measured, thus reducing the capacity or inflating the weight of a load. This can be detected by periodically re-measuring the truck bed or recertifying the truck tare weight. • Wet Debris When Paid by Weight – Excessive water added to debris will increase the weight of the load. When the contractual unit cost is based on weight, this increases the cost to the city. Contractors have added excessive water to debris loads to increase the weight when being paid by the ton. This can be detected during monitoring if there is excessive water dripping from the truck bed or by inspecting the truck bed immediately after unloading. The city should periodically recertify the truck tare weight. • Multiple Counting of the Same Load – Trucks have been reported driving through the disposal site without unloading, then re-entering with the same load. This can be detected by observing the time of departure and time of arrival recorded on the driver’s load ticket. This may also indicate problems with the city’s debris monitors at the loading or unloading site. The debris monitors at the unloading area must ensure the truck is empty before it leaves the debris management site. • Picking up Ineligible Debris – This is difficult to detect unless debris monitors are watching the pick-up process. Monitors should have a good understanding of eligible debris and any time limits imposed on picking up specific types of debris. Examples (from actual occurrences) include sweeping areas for abandoned cars and white goods, cleaning up illegal dump sites, removing cut trees from subdivisions under development, and removing/cutting trees from off the rights-of-way in rural areas. In Federally declared disasters, FEMA personnel periodically validate the city’s monitoring efforts to ensure eligible debris is being removed and processed efficiently. Debris monitoring is primarily the responsibility of the City of Cottage Grove. The city may use force account resources, temporary hires, and/or contractors to accomplish the debris monitoring. Reasonable costs for debris monitors with appropriate qualifications may be eligible; it is not necessary to have professional engineers and other certified professionals perform debris monitoring duties. In addition to the costs for the debris monitors, the city may claim as part of its debris monitoring activities reasonable costs for the provision of training, oversight, and data compilation to verify debris removal costs as required by the monitoring operation. Overhead costs for architectural and engineering service are not eligible. Costs associated with attending meetings with FEMA or the State and costs associated with the administration of project worksheets are funded through the administrative allowance as stated in 44 CFR Part 206.228 and cannot be included in a Public Assistance reimbursement. Debris Disposal Landfill tipping fees usually include fixed and variable costs along with some 325 special taxes or fees assessed by the jurisdiction. Examples of variable costs include costs for labor, supplies, maintenance, utilities, and gas or recovery systems. Fixed costs generally include equipment, construction, permits, landfill closure, post closure, and amortized costs for ancillary landfill building structures. Eligible landfill costs are limited to the variable and fixed costs that are directly related to landfill operations. Jurisdictions may incorporate special taxes or fees into the landfill tipping fee to fund government services or public infrastructure. When tipping fees include such costs, those costs are not eligible for Public Assistance reimbursement. Special Use Areas In addition to single-family homes and businesses on individual sites, some areas of the city require special consideration in terms of planning and coordinating for debris-removal operations. Mobile home parks and navigation hazards present intense and sometimes complicated obstacles for the response effort. Mobile Home Park Procedures Higher density situations, specifically mobile home parks, create an extensive amount of mixed debris in a relatively small area. Procedures described above for individual sites may apply in mobile home parks, but it is reasonable to expect a more intense operation in all aspects of the operation. The most complex aspect of the operation may be documenting legal responsibility within the parks. Sometimes the mobile home park site is owned, operated, and maintained by one or more parties. The individual homes may be owned by one of those same parties or by the individuals that occupy the structures. As part of the planning exercise, the planning staff may investigate the legal responsibility for debris issues within the mobile home parks within its jurisdiction. The city should coordinate the potential PPDR and demolition operations with the park owners in order to expedite recovery after an event. Agreements need to be made with respect to the debris collection, location, separation of materials, and the amount of debris expected to be handled. Cottage Grove has one mobile home park: Continental Communities, 7385 99th St S, Cottage Grove, MN 55016; 651-458-8776 cottagegrove@continentalcommunities.com Navigation Hazard Removal Damage to publicly owned marinas caused by a major event, emergency, or disaster can include abandoned sunken boats and other debris that may impede navigation. The procedures used for individual sites may be modified for this situation. The city should coordinate with the US Coast Guard, the MN DNR, WCSO Water Parks & Trails, local government agencies, legal counsel, marine salvage contractors, commercial divers, and certified surveyors to 326 ensure that navigation hazards are removed safely and efficiently. The two main challenges with navigation hazards are locating the debris and finding legal owners. Marinas can be inspected visually by a helicopter or boat. Sonar or dive teams may need to be employed for submerged vessels. A location or flotation marker may be helpful in order to keep vessel positions documented. The legal owner’s information may be obtained by using the vessel’s registration number and marina records. C. Resources There are Federal agencies and departments, other than FEMA, that have the authority to remove debris and/or coordinate and manage debris-related activities for their specific jurisdiction. The following describes several Federal agencies’ normal responsibilities and their debris-related authority and/or jurisdiction. United States Army Corps of Engineers (USACE) USACE’s mission is to provide design and management services for the construction of military facilities for the army and air force; design and construction management support for other defense and Federal agencies; and planning, design, construction, and operation of water resource and other civil works projects. USACE’s authorities for debris-related activities include: • Developing projects for the collection and removal of drift and debris from publicly maintained commercial harbors and from land and water areas immediately adjacent thereto. • Continuing debris collection programs for five specific harbors of the United States. • Removing sunken vessels or other obstructions from navigable waterways under emergency conditions. United States Coast Guard (USCG) USCG is a military, multi-mission, maritime service within the Department of Homeland Security and one of the nation's five armed services. USCG has five fundamental roles: maritime safety, maritime security, maritime mobility, national defense, and protection of natural resources. USCG is tasked with the following debris-related activities in coordination with EPA: • Conduct emergency removal of oil and hazardous materials from coastal zones. • Coordinate removal of navigational hazards. • Provide technical assistance on contaminated debris in coastal zones. United States Department of Agriculture’s Natural Resources Conservation Service (NRCS) NRCS, formerly called the Soil Conservation Service, provides technical and financial assistance to private land owners, land users, communities, and units of State and local governments in planning and implementing conservation systems in an effort to conserve soil, water, and other natural resources. NRCS is limited in its authority in that debris-related activities are limited to either runoff retardation or soil erosion prevention in response to a sudden impairment in the watershed which creates an imminent threat to life or property. Typically, this includes debris within, or close proximity to, a channel. Environmental Protection Agency (EPA) EPA’s role is to establish minimum regulatory standards that are, in most cases, implemented 327 by the State, and to provide technical assistance. EPA administers other laws as well that may impact the management of debris. EPA’s primary authorities related to debris removal fall into two categories: • Cleaning up debris that is mixed with or contains oil or hazardous materials in coordination with the USCG. • Establishing a standard for proper management of debris. Federal Highway Administration (FHWA) FHWA provides Federal financial resources and technical assistance to State and local governments for constructing, preserving, and improving the National Highway System. FHWA has an Emergency Relief Program to support the repair or reconstruction of Federal-aid highways and roads on Federal lands which have suffered damage as a result of natural disasters or catastrophic failures from an external cause. • FHWA’s authority for debris-related activities is limited to debris removal and disposal within their jurisdiction when the Emergency Relief Program is activated. • See FEMA RP9580.202, Fact Sheet: Debris Removal – Authorities of Federal Agencies, for additional information. D. Glossary and References Debris: All forms of emergency event-related debris, including vegetative debris and mixed debris. Eligible Debris: Debris resulting as a direct consequence of the emergency event and handled in a manner that conforms to this plan and/or to FEMA requirements for Public Assistance. NOTE: The management of debris is a necessary result of the emergency event and is NEVER predicated on a declaration of Presidential or State Disaster. However, appropriate monitoring, record keeping, and reporting of debris clearance and removal will ensure prompt and effective response and recovery with reduced economic and environmental impacts and may impact local eligibility for Public Assistance under the Robert T. Stafford Disaster Relief and Recovery Act. Eligible Debris can be broken down into the following categories: Vegetative Debris: Whole trees, tree stumps, tree limbs and branches, and other leafy material often piled on the public rights-of-way either as a result of the jurisdiction’s emergency efforts or by the residents following the incident. The city may remove this debris if it is within public rights-of-way and will limit the number of times the debris is collected. For instance, the city may choose to make two passes throughout the jurisdiction before resuming normal debris management activities. In emergency events, the city may consider tub grinding and mulching vegetative debris to reduce required landfill space. In addition to the common vegetative debris, jurisdictions may need to remove hazardous trees, hazardous tree limbs, and hazardous stumps. Hazardous Trees: A tree is considered hazardous if its condition was caused by 328 the emergency event or disaster, it is an immediate threat to lives, public health and safety, or improved property, it has a diameter chest height of six inches or greater, and one or more of the following criteria are met: • It has more than 50 percent of the crown damaged or destroyed; • It has a split trunk or broken branches that expose the heartwood; • It has fallen or been uprooted within a public-use area; and/or • It is leaning at an angle greater than 30 degrees. Trees determined to be hazardous and that have less than 50 percent of the root- ball exposed should be cut flush at the ground level. Grinding of the resulting stump after the tree has been cut flush at the ground level is not eligible work. The cut portion of the tree is included with regular vegetative debris. The tree trunk should be cut as close to the ground as possible. Hazardous tree removal work should include removing the leaning portion and cutting the stump at ground level in a single project. If removing the tree and stump must be done as two separate operations, the cost of the stump removal will not be eligible for federal or state disaster aid. Straightening and bracing are emergency protective measures if they eliminate an immediate threat to lives, public health and safety, or improved property. This may be considered during later phases as well if straightening and bracing are significantly less costly than removal. Hazardous Limbs (Hangers): Hanging limbs may be removed under this plan if the limbs are: • Located on improved public property; • Greater than two inches in diameter at the point of breakage; and • Still hanging in a tree and threatening a public-use area, e.g. trails, sidewalks, golf cart paths. Only the minimum amount of work necessary to remove the hazard is eligible under this plan. Pruning, maintenance trimming, and landscaping are not eligible. All hazardous limbs in a tree should be cut at the same time, not in passes for particular sizes. If the canopy of a tree located on private property extends over a public right-of- way such as a sidewalk, removal of hazardous limbs on the tree that extend over the public right-of-way and meet the above criteria is allowed under this plan; however, limbs on the tree that do not extend over the public right-of-way are the responsibility of the property owner. Hazardous Tree Stumps: A stump is hazardous and eligible for work under this plan if it meets all of the following criteria: • It has 50 percent or more of the root-ball exposed (less than 50 percent of the root-ball exposed should be flush cut); • It is on improved public property or a public right-of-way; and • It poses an immediate threat to life, and public health and safety. 329 The jurisdiction should determine if grinding the hazardous stump and filling in the cavity is more cost effective than hauling the stump away for disposal. Document cost comparisons as in some cases, this work may qualify for Public Assistance grants. In some instances, grinding of an uprooted stump and filling the resulting cavity may cost less than a complete extraction. In these cases, the city should present the cost comparison documentation to FEMA for consideration; however, the stump must have already been determined eligible for removal according to the above criteria. Public Assistance Program: The FEMA-administered program authorized under the Robert T. Stafford Disaster Relief and Recovery Act that allows for potential federal grants to assist with response and recovery effort expenses. This Debris Management Plan contains information about documentation and expense categories that will maximize eligibility for Public Assistance. Documentation required for Public Assistance consideration: • Descriptions of the immediate threat and/or photos of hanging limbs or leaning trees; • Clearly defining the scope of work to remove the immediate threat; • Diameter of the stump 24 inches from the ground; • Quantity of material needed to fill the resultant hole, • Specifying the improved public property location by recording the nearest building address and/or GPS location; and • Noting the date, labor (force account or contract), and equipment used to perform the work. Ineligible Debris The City of Cottage Grove is not responsible for the following debris removal: • Any debris removal from unimproved property or undeveloped land; • Any debris removal from private property or a facility that is not eligible for funding under the Public Assistance Program; • Any debris removal from Federal lands or facilities that are the authority of another Federal agency or department, such as Federal-aid roads, USACE navigable waterways, and NRCS canals; or • Any debris removal from Minnesota National Guard Property. Construction and Demolition Debris: Damaged components of buildings and structures such as lumber and wood, gypsum wallboard, glass, metal, roofing material, tile, carpeting and floor coverings, window coverings, pipe, concrete, fully cured asphalt, equipment, furnishings, and fixtures. Certain types of construction and demolition debris are reusable or recyclable. To conserve landfill space, jurisdictions should separate materials for reuse or recycling when practicable. Hazardous Waste: Waste with properties that make it potentially harmful to human health or the environment. Hazardous waste is regulated. In regulatory terms, hazardous waste is a waste that appears on one of the four hazardous waste lists or exhibits at least one of the following four characteristics: ignitability, corrosively, reactivity, or toxicity. Household Hazardous Waste (HHW): Products and materials that are used and disposed of 330 by residential, rather than commercial or industrial consumers. HHW includes some paints, stains, varnishes, solvents, pesticides, and other products or materials containing volatile chemicals that catch fire, react, or explode under certain circumstances, or that are corrosive or toxic. Electronic Waste: Electronics that contain hazardous materials such as cathode ray tubes. Examples include computer monitors and televisions. White Goods: Appliances such as refrigerators, freezers, air conditioners, heat pumps, ovens, ranges, washing machines, clothes dryers, and water heaters. Many white goods contain ozone-depleting refrigerants, mercury, or compressor oils. The Clean Air Act prohibits the release of refrigerants into the atmosphere and requires that certified technicians extract refrigerants from white goods before they are disposed of or recycled. Soil, Mud, and Sand: Soil, mud, and sand deposited on improved public property and public rights-of-way as a result of flood, landslide, storm, etc. Critical infrastructure commonly impacted by this type of debris may include streets, sidewalks, storm and sanitary sewers, water treatment facilities, drainage ponds, and parks. Vehicles and Vessels: The city may decide to remove vehicles and vessels if they present a hazard or immediate threat that blocks ingress/egress in a public-use area, or if the vehicle or vessel is abandoned, e.g. the vehicle or vessel is not on the owner’s property and ownership is undetermined. Putrescent Debris: Any organic debris that will decompose or rot, such as animal carcasses and other organic matter. Disposal of putrescent debris must be in compliance with applicable Federal, State, and local requirements. Infectious Waste: Waste capable of causing infections in humans, including contaminated animal waste, human blood and blood products, isolation waste, pathological waste, and discarded sharps (needles, scalpels, or broken medical instruments). Chemical, Biological, Radiological, and Nuclear (CBRN)-Contaminated Debris: Any debris contaminated by chemical, biological, radiological, or nuclear materials as a result of a natural, technological, or human-caused incident, such as a Weapon of Mass Destruction (WMD) event. Jurisdictions will need to follow specific handling protocols and laws. Garbage: Waste that is regularly picked up by the jurisdiction (directly or through contract services). Common examples of garbage are food, packaging, plastics, and papers. In general, household food wastes can be collected through normal municipal waste collection methods and are not covered in this plan. Federal Authorities/other References: • Public Law 93-288, as amended, the Robert T. Stafford Disaster Relief and Emergency Assistance Act • Public Law 109-295, the Department of Homeland Security Appropriations Act, 2007 (established Public Assistance Pilot Program) • National Response Framework (NRF), ESF 3 – Public Works and Engineering Annex and Catastrophic Incident Annex • FEMA Handbook: Public Assistance Applicant Handbook (323) 331 • FEMA Handbook: Public Assistance Debris Management Guide (325) • FEMA Handbook: Public Assistance Pilot Program – Program Guidance (June 2007) • FEMA Disaster Assistance Strategy 2007-2 (Debris Removal Operations) • 44 CFR: Emergency Management and Assistance (Parts 13 and 206 in particular) • FEMA Fact Sheets and Policies related to debris removal / disposal and/or the Public Assistance Grant Program (PAGP) from the “9500 Series Policy Publications.” Those that are most relevant to debris removal / disposal operations include: o 9523.4 – Demolition of Private and Public Facilities o 9523.11 – Hazardous Stump Extraction and Removal Eligibility o 9523.12 – Debris Operations: Hand-Loaded Trucks and Trailers o 9523.13 – Debris Removal from Private Property o 9523.14 – Debris Removal from Private Property to Address Immediate Threats o 9580.1 – Debris Operations Job Aid o 9580.4 – Fact Sheet: Debris Operations – Clarification: Emergency Contracting vs. Emergency Work o 9580.201 – Fact Sheet: Debris Removal – Applicant’s Contracting Checklist o 9580.202 – Fact Sheet: Debris Removal – Authorities of Federal Agencies o 9580.203 – Fact Sheet: Debris Monitoring 332 Appendix E – Radiological Emergency Ingestion Pathway Supplement A. Introduction On December 7, 1979, following the Three Mile Island nuclear power plant accident in Pennsylvania, President Carter transferred the federal lead role in offsite radiological emergency planning and preparedness activities from the U.S. Nuclear Regulatory Commission (NRC) to the Federal Emergency Management Agency (FEMA). FEMA established the radiological emergency preparedness (REP) program to ensure that the health and safety of people living around commercial nuclear power plants would be adequately protected in the event of a nuclear power plant accident, and to inform and educate the public about REP. Planning for a nuclear generating plant accident is divided into three operational phases: Early/Plume Phase, Intermediate/Ingestion Phase, and Late/Recovery Phase. The State of Minnesota provides direction, control and coordination as outlined in Minnesota Statute Chapter 12 and the Minnesota Emergency Operations Plan (MEOP) for nuclear generating plant preparedness and actual emergencies. The mission of the Minnesota REP program is to ensure that the health and safety of the public is protected in the event of a radiological incident at the Monticello or Prairie Island nuclear generating plant. The counties in the 50-mile radius of each nuclear plant are considered ingestion counties. Federal mandates require ingestion counties to participate in a full-scale exercise, tabletop exercise, or training every eight years. The mandates also include specific planning requirements and enhancements to county emergency operations plans. The City of Cottage Grove has been identified as being in an ingestion county as it is within 50 miles of both the Monticello and Prairie Island nuclear generating plants. This document identifies and defines the primary issues, actions, responsibilities, and the necessary coordination that must take place following a nuclear plant incident in the 50-mile Ingestion Pathway Zone (IPZ). Ingestion counties would be asked to support the response necessary to protect population from long-term exposure and the food supply from radiological contamination. Ingestion counties located closer to the plant may be asked to support relocation activities should they become necessary. For an incident occurring at either of Minnesota’s nuclear generating plants, well-developed plans exist to alert, notify, and implement public protection decisions within the 10-mile Emergency Planning Zone (EPZ). Areas outside of the EPZ should not need emergency evacuations, but they may be asked to implement actions aimed at protecting the population from long-term exposure to low levels of radioactive contamination and to protect food products in the 50-mile Ingestion Pathway Zone (IPZ). A release from a nuclear generating plant will disperse as it travels downwind, leaving higher concentrations of contaminated material closer to the plant and lower levels further away. The lower concentrations that are deposited further downwind present potential issues for low level contamination which will impact the counties within IPZ. The issues impacting ingestion counties become prominent in the later Intermediate/Ingestion Phase of the incident, which are covered in section C of this Appendix. Ingestion County Map The following image shows both the 10-mile EPZs and 50-mile IPZs, and the counties impacted by the Prairie Island and Monticello nuclear generating plants: 333 Emergency Classification Levels (ECLs) There are four ECLs used at all nuclear generating plants in the United States that drive the actions taken based on the level of severity. An incident at a nuclear generating plant could begin at any of these ECLs, which are listed below from least to most severe. • Notification of Unusual Event (NUE) is a low-level event which poses no threat to public safety, but which warrants an increased awareness on the part of the plant and off-site agency personnel. The state monitors the condition until it is resolved. • Alert is a low-level condition which poses no immediate threat to public safety, but precautionary mobilization of certain response functions is appropriate in case conditions degrade. The State Emergency Operations Center (SEOC) is fully activated to monitor the situation. • Site Area Emergency (SAE) is when plant conditions have degraded to a point warranting the full activation of all response functions. Precautionary protective actions for livestock and high-risk portions of the general public might be recommended. The SEOC implements precautionary measures like evacuating schools in the area and placing livestock indoors and on stored feed and covered water. 334 • General Emergency (GE) indicates plant conditions have degraded to a point threatening public safety and some form of protective actions will be initiated like sheltering or evacuating the 2-mile area around the plant and 5-miles downwind. The areas being sheltered/evacuated will also have livestock and food product embargos placed on them. B. Ingestion County Expected Activities by Emergency Classification Level (ECL) The following describes the activities most likely to occur at each ECL in an ingestion county during a nuclear generating plant emergency. Notification of Unusual Event (NUE) • No formal notification is made to the ingestion counties. • No action is expected of the ingestion counties at this level. Alert • The ingestion county Emergency Manager will be notified of the Alert declaration by the State Emergency Operations Center (SEOC). • The SEOC will maintain communications with ingestion county Emergency Managers. • Ingestion counties are expected to: o Notify county elected officials and local jurisdictions of the event. o Log in to Web EOC and maintain situational awareness of the event. o Communicate concerns to the SEOC through the local communicator. o Provide support to any community reception centers in the county (which the City of Cottage Grove will have). o Communicate any special events (large public gatherings) that are occurring or scheduled in the county. • Alert status is maintained until verbal termination, ECL reduction or escalation to a higher ECL takes place. Site Area Emergency (SAE) • The ingestion county Emergency Manager will be notified of the SAE declaration by the SEOC. • The SEOC will maintain communications with ingestion county Emergency Managers. • Ingestion Counties are expected to: o Notify county elected officials and local jurisdictions of the event. o Log in to Web EOC and maintain situational awareness of the event. o Communicate concerns to the SEOC through the local communicator. o Provide support to any community reception centers in the county (which the City of Cottage Grove will have). o Communicate any special events (large public gatherings) that are occurring or scheduled in the county. • SAE status is maintained until verbal termination, ECL reduction or escalation to a higher ECL takes place. General Emergency (GE) • The ingestion county Emergency Manager will be notified of the GE declaration by the SEOC. • The SEOC will maintain communications with ingestion county Emergency Managers. • Ingestion counties are expected to: o Open the county EOC and maintain at least minimal 24-7 staffing. 335 o Notify the agricultural agencies in the county of the event. o Support implementation of protective actions needed to protect the population from a possible contaminated food supply. This would include agricultural control zone restrictions on food and livestock movement and hunting and fishing restrictions. o Participate in daily SEOC briefings. o Support the efforts of field sampling and monitoring teams. o Prepare to receive ingestion brochures and food protection information and distribute them to food producers in the county. o Provide support to any community reception centers in the county (which the City of Cottage Grove will have). o Coordinate any implementation of relocation areas, restricted areas, reentry, and return with the SEOC as requested. • GE status is maintained until verbal termination, ECL reduction or escalation to a higher ECL takes place. • Additionally, the City of Cottage Grove Communications Manager will coordinate with the Washington County Public Information Officer (PIO) to issue a press release to be distributed to notify the agricultural stakeholders in the City of Cottage Grove of the event. C. Intermediate/Ingestion Phase When the release has ended and the situation is under control, attention shifts from the immediate actions of the plume phase to the longer-term issues of the ingestion phase. These include the establishment of relocation areas, restricted zones, re-entry protocols, return protocols, recovery, and additional food control measures. Support the Establishment of Food Control Measures • Food protections begin with the issuing of an embargo order when flyover data indicates contamination is detected outside the evacuation areas. • Additional food protection controls may be put in place following the results of field sampling during the intermediate/ingestion phase. • Additional food embargoes are mandated when lab analysis indicates radiation levels exceeding strict FDA guidelines for annual consumption. • Food control decisions emphasize public protection and balance the long- and short- term implications for economic damage to the state. • The ingestion county is expected to: o Coordinate with the state on the agricultural control zone and protection of food products in the county. o Identify areas where trucks can be held when an embargo is issued. Support the Establishment of Relocation Areas Outside the EPZ Counties if Needed • The initial post-plume priority is to determine if there is contamination in areas outside of the initial evacuation areas that require additional measures (relocation) to protect the public from long-term exposure to low-level radioactive material. • Relocation areas are where the removal or continued exclusion of people from contaminated areas is needed to avoid long-term radiation exposure. • Relocation from an area is indicated when soil samples exceed EPA protective action guidelines for 1-year, 2-year, or 50-year periods of occupancy. Support the Establishment of Restricted Zones if Needed 336 • Restricted zones are established to protect area residents from the potential effects of chronic exposure to low-level radiation. • These are areas with controlled access from which the population has been evacuated or relocated. • Re-entry into the restricted zone is initially limited to essential personnel only. • All persons entering a restricted zone must be registered, briefed on radiation exposure and given dosimetry, and may need to be escorted. • People leaving a restricted area will need to be monitored for radiological contamination and may need to be decontaminated. • An area remains restricted until a combination of remediation efforts and the natural decay of radiation allow for safe long-term residency. Support the Establishment of Re-Entry Protocols as Needed • Protocols and procedures are implemented to authorize the temporary re-entry into a restricted zone for activities including: o Public safety services o Family reunification o Livestock care o Critical infrastructure, industrial process, and utility service o Pet retrieval/animal control Support the Establishment of Return Areas • Facilitate the orderly return of people to areas where there was no contamination or long-term exposure health risk. • Following verification and establishment of restricted zone boundaries and traffic control points, some areas can be cleared for return to unrestricted residence or use. • The timing of the return is coordinated with state and local agencies. • Although people can return, some of these areas may still have low-level contamination and may require some ingestion pathway food controls or restrictions. Support the Establishment of Recovery • Recovery will involve continued and extensive field sampling, damage and impact assessments, and the coordination of federal assistance and nuclear insurance benefits. • Coordinate remediation of contamination and restoration to pre-event conditions and activities. D. Protective Measures for Agriculture and Water Protection Agricultural Protective Actions The area that may be embargoed will be determined based on the conditions at the time of the incident. There are a wide variety of agricultural protective measures that may be implemented as needed and can only be defined at the time of the incident based on release conditions. The Radiological Emergency Preparedness Ag Brochure that would be provided and distributed to Farmers, Food Processors, and Distributors provides some of that information. The protection of the food supply from contamination of radioactive material is the top priority and actions taken to protect the food supply will be coordinated with the impacted counties during the incident. Protective Actions and guidelines for proper disposal of contaminated products will be coordinated through the SEOC at the time of the incident. Surface or Ground Water Protective Actions 337 The protection of surface and ground water supplies from contamination will be coordinated with the SEOC. It is unlikely that ground water will be contaminated from an airborne release. The following are some examples of actions that may be implemented at the time of the incident. • Notify and alert downstream users with recommended protective actions. • Notify watershed districts. • Determine through sampling if water supplies in the area are safe for human and animal consumption. Determine priority for sampling of those supplies. • Collect raw water samples near the sources of contamination to establish whether or not gross contamination of raw water is evident. The ground water source should be monitored over an extended period of time to ensure that it has not been affected. • Isolate all affected contaminated wells. All open wells, cisterns, barrels, and other open water collecting containers should be covered to prevent radioactive fallout from hitting open water surfaces. • For storage containers which are supplied by runoff from roofs or other surface drain areas, the collecting filler pipe should be disconnected to prevent contaminants from being washed into the storage containers. • Domestic surface water supplies may be contaminated by either the accidental discharge of contaminated water or by deposition from an atmospheric release. Spring and well water should not be affected by an accidental release of radioactive material to the atmosphere or to waterways. • The contamination of domestic water supplies following discharge of contaminated water is possible only for downstream supplies using the receiving water body as a source. Adverse impact can be avoided by curtailing intake during the course of the passage of the contaminated water. • In situations involving the contamination of a water supply, methods of providing an alternative water supply may include rationing of uncontaminated supplies, substitution of other beverages, importing water from uncontaminated areas, and the designation of certain critical users. 338 Appendix F – High-Hazard Flammable Train (HHFT) A. Purpose This Appendix provides information in support of ESF 10 – Oil and Hazardous Materials Response activities for response and recovery actions resulting from actual or potential fire incidents involving high-hazard flammable trains (HHFTs). B. Scope In May 2015, the U.S. Department of Transportation issued a final rule for the safe transportation of flammable liquids by rail. The final rule, developed by the Pipeline and Hazardous Materials Safety Administration (PHMSA) and Federal Railroad Administration (FRA), in coordination with Canada, focuses on safety improvements that are designed to prevent accidents, mitigate consequences in the event of an accident, and support emergency response. The rule: 1. Unveils a new, enhanced tank car standard and an aggressive, risk-based retrofitting schedule for older tank cars carrying crude oil and ethanol; 2. Requires a new braking standard for certain trains that will offer a superior level of safety by potentially reducing the severity of an accident, and the “pile-up effect;” 3. Designates new operational protocols for trains transporting large volumes of flammable liquids, such as routing requirements, speed restrictions, and information for local government agencies; and 4. Provides new sampling and testing requirements to improve classification of energy products placed into transport. The rule applies to HHFTs—a single train transporting a continuous block of 20 or more tank cars loaded with Class 3 flammable liquids, or 35 or more tank cars loaded with Class 3 flammable liquids dispersed through a single train. The rule also defines a high- hazard flammable unit train (HHFUT) as a train comprised of 70 or more loaded tank cars containing Class 3 flammable liquids traveling speeds at greater than 30 mph. C. Situation and Assumptions Minnesota has 4,278 route miles of railroads serviced by 21 railroad companies. Railroad companies are divided into three classes, based on operating revenues and status defined by the U.S. Surface Transportation Board (STB). Emergency contact numbers for the Class 1 Railroads (Major Railroads) are below: Class I Railroad 24-hr Emergency Contact Numbers Company Emergency Phone Number Burlington Northern Sante Fe (BNSF) Railway (800) 832-5452 Canadian National (CN) (800) 465-9239 Canadian Pacific Kansas City (CPKC) Southern (800) 716-9132 Union Pacific (888) 877-7267 339 340 Situation On average, seven trains carrying up to 3.3 million gallons of oil among 110 loaded tank cars pass through Minnesota daily. Since most historic railroad routes are centered around Minneapolis/St. Paul, the Twin Cities acts as a major gateway for train shipments of light crude oil from the Bakken oil fields of North Dakota. These HHFTs traverse the City of Cottage Grove many times each day. Additionally, the US DOT and the Federal Railroad Administration (FRA) have identified the City of Cottage Grove as a High Threat Urban Area (HTUA). While new safety rules have been enacted as of May 2015, these trains do pose a clear and present danger to the city, specifically due to our population density near existing railroad tracks used by HHFTs. Petroleum crude oil is a light to dark colored liquid hydrocarbon and may emit flammable gases. It is not a uniform substance and its physical and chemical properties may vary from oilfield to oilfield or within wells located in the same oilfield. They are often blended prior to shipment. Light, sweet crude oils often emit flammable gases such as butane and propane. These gases, if released, can readily ignite when they encounter an ignition source. These crude oils may also contain hydrogen sulfide, a toxic inhalation hazard material, in the vapor space of the tank car. Due to the characteristics of crude oil, in an accident scenario, the behavior of this product may range from that of gasoline for the lighter (sweet) crude oils to diesel fuel for the heavier (sour) crude oils. Releases may create vapor/air explosion-like hazards indoors, in confined spaces, outdoors, or in sewers. Typically, what has been seen in many of the incidents reported in the media is not technically an explosion. However, the sudden and significant combustion of the concentrated gases give off an impressive fireball and accompanying heat wave and we assume that many in the general public and media will report this as an explosion. Volatile vapors released from the spill area may create flammable atmospheres. Some crude oil vapors may be heavier than air and accumulate in low areas and travel some distance to a source of ignition and flash back to the leak source. The more volatile materials in crude oil may be present in air in high concentrations creating an inhalation health hazard. There is also the possibility that the crude oil may contain varying concentrations of benzene (known carcinogen) or hydrogen sulfide (toxic inhalation hazard). Products of combustion may also include toxic and carcinogenic inhalation hazards. When light crude oil combusts in large quantities, there may be a rapidly expanding heat wave and fireball posing a substantial threat to persons or structures within approximately 1/2 mile in any direction. Assumptions • First priority will be to ensure the safety of the public and responders. • Public safety personnel will be willing and able to respond. • There are several hazardous materials response resources within an hour of the City of Cottage Grove and at least one of these services should be able to respond. • The primary concern is high-heat fire and very rapid combustion. While not usually explosive in technical terms, the heat wave from a combusting tank car will often behave in a fashion similar to an explosion. • Large numbers of people and structures are likely to be impacted by fire almost immediately. 341 • Fire in one or more cars may pose a threat of release of additional material from other cars over time. • The heat and quantity of fire makes immediate extinguishment of the fire unlikely for some time. Initial firefighting activities will be concentrated on reducing the spread of any fire. • There will be a delay in obtaining sufficient quantities of firefighting foam. D. Concept of Operations Policies All HAZMAT incidents require that the responsible party notify the MN State Duty Officer (MN Stat. Ch. 115e). If there is any question as to whether or not this notification has been made, the Incident Commander (IC) should contact the MN State Duty Officer regarding the incident. Most HAZMAT responses do not require coordination by other county agencies and are undertaken by municipal fire departments and HAZMAT agencies consistent with their authorities. At their core, incidents involving HHFT are HAZMAT incidents and fall under the operational control of ESF 10 – Oil and Hazardous Materials Response agencies. However, as light crude oil may exhibit unique properties and hazards, the IC should consider a larger-than-normal response by local and county authorities in the spirit of this AHP emphasis on "Leaning Forward" in emergency response. General Initial Emergency Actions for HHFT Response 1. Rescue the injured. a. Consider early notification to mutual aid partners for a derailment with smoke, fire, or signs of leak/rupture of cars carrying hazardous materials. b. Do not expose personnel to smoke, fumes, or leaking product without appropriate SCBA and personal protective equipment (PPE). c. Conduct rescue efforts from the upwind side. d. Plan an escape route prior to entering the spill area. e. When it is safe to do so, remove injured personnel from the accident scene and administer first aid as needed. f. Do not risk lives to save property or protect the environment. 2. Notify Federal, State, and Local Agencies of the incident. a. Notify the railroad 24-hour emergency number: i. BNSF – 800-832-5452 ii. CPCK – 800-716-9132 b. National Response Center – 800-424-8802 c. MN State Duty Officer – 800-422-0798 d. City of Cottage Grove Public Safety Director and City Administrator 342 3. Evacuate threatened personnel. a. Evacuate nonessential personnel from the spill area. b. Evacuate or shelter-in-place people located in an area of up to a 1/2 mile radius or more, away from accident scene, if necessary due to a leak or fire. c. Consult the US DOT or AAR Emergency Action Guides for additional evacuation information. 4. Secure the area. a. All personnel must be kept at a safe distance pending determination of the nature and extent of the materials involved. 5. Determine the identity and hazards of materials. a. If possible, read Placards and/or Labels and retrieve Waybills, Train Consist, or other available information to determine the materials involved and what precautions to take in the event of a release of product. 6. Stabilize the situation and await expert technical assistance if possible. a. Activate mutual aid, state, and regional HAZMAT response resources. b. Request additional foam and foam application resources ASAP if there is fire, a leak, or compromise to cars. c. After securing personnel and the site perimeter, wait for the railroad emergency coordinator to arrive to advise response personnel of suspected dangers. d. When personal safety allows, take necessary actions to prevent spilling material from entering nearby waterways. e. Firefighting activity should be initially directed to facilitate rescue and to protect exposures. 7. In the event of a spill into the navigable waterway, the City of Cottage Grove would contact the U.S. Coast Guard for assistance. This resource, as well as other federal resources, can be contacted through the National Response Center (NRC) at 800- 424-8802. Initial Courses of Action for the Incident Commander 343 The Cottage Grove Fire Department is the primary agency for HHFT incidents in the city and will identify an Incident Commander, establish an on-scene command post, request additional assistance as needed, and establish a Unified Command structure. Initial operations activity will typically be directed at containing the incident (protection of exposures and reduction in further spread of fire or material) and rescue/evacuation. Conduct Initial Survey and communicate findings to the railroad emergency coordinator • Extent of any injuries • Number and position of locomotives and/or railcars derailed • Identify the hazards of the material(s) involved • Presence of fire, smoke, or fumes • Overall condition of each railcar involved (structural damage, condition of valves, and condition of the outer tank jacket) • Evidence and source of leakage (wetness on sides of cars, vapor clouds, and odors) • Amount and rate of leakage (pooling of material, seeping into ground, or entering any waterways) • Location of nearby waterways (streams, rivers, lakes, drainage ditches, culverts, sewers, etc.) • Weather conditions (wind direction and speed, precipitation, humidity, temperature, etc.) • Topography and accessibility of the area • Public exposure potential (open businesses, residential homes, etc.) • Initial remedial action(s) conducted (dams or dikes constructed, sorbents applied, etc.) • Contact the Director of Public Safety or the Emergency Manager to consider opening the EOC as these incidents often require a robust coordinated response Each DOT-111 or CPC-1232 rail tank cars on HHFTs can hold a maximum of 30,000 gallons of liquid when full and 3,000 gallons of liquid when empty. For planning and response purposes, the isolation zone extends 1/2 mile (800m) in all directions from any tank car containing Class 3 flammable liquids involved in the accident. While there are many such liquids, common planning concepts and scenarios revolve around so-called "light crude" or "shale" oil. Responders should wear self-contained breathing apparatus (SCBA) to avoid potential exposure. If no fire has ignited, emergency crews will work to safely remove sources of heat, sparks, flame, friction, and electricity, including internal combustion engines and power tools. Responders must use caution when approaching the scene and positioning apparatus and implement air monitoring as soon as possible to detect the presence of combustible gases and to avoid creating ignition sources. This may include but is not limited to, the use of non-sparking tools and intrinsically safe/explosion-proof equipment. The Incident Commander should consider the size of the actual and potential fire very early in the response and should consider requesting large quantities of firefighting foam 344 through mutual aid as soon as possible. In many scenarios, the initial fire will be too large for any local department to extinguish without additional foam and concentrate to reduce the spread of the fire and establish control zones. Evacuation or Shelter-in-Place The Incident Commander should assess the risk of catastrophic combustion and consider evacuation of an initial area of 1/2 mile in all directions—depending on the actual situation at the scene. NOTE: HHFTs are often long and usually only a portion of the train is affected during an incident. Narrowing the scope to those cars physically impacted will help focus resources on the immediate hazard. The evacuation area may be expanded from there; however, the Incident Commander may quickly deplete available resources and could render efforts to secure the immediate area ineffective. The Incident Commander will make the initial decision regarding isolation zones and the need to evacuate or shelter-in-place. The ECRC should be notified of that decision as soon as possible so they can use the countywide mass notification system as part of the evacuation or shelter-in-place notifications. If the incident warrants response by mutual aid and state HAZMAT teams, the commander(s) of the HAZMAT teams will work in unified command with the Incident Commander and may modify these decisions. Remediation and Cleanup Even before the situation is declared contained and under control, cleanup can begin. The Cottage Grove Fire Department should contact their emergency spill and cleanup contractor as soon as possible. The cleanup contractor will operate in accordance with state and federal law to remediate the spill in an environmentally responsible manner. Re-entry The Minnesota Pollution Control Agency (MPCA) can assist with remediation of HAZMAT releases, regulatory oversight and inspection, and expertise. Once the affected area has been remediated, a decision to allow reentry will be made in consultation with agencies such as the EPA, MPCA, and/or others. The primary agency’s Incident Commander will make the final determination regarding reentry after consulting with subject matter experts. Resources and Support HHFT incidents often overwhelm local resources. The Dakota County Special Operations Team and the Minnesota State HAZMAT (as well as other mutual aid and state HAZMAT assets) are available for assistance. The Dakota County Special Operations Team can be directly requested by the IC via the ECRC. The State HAZMAT team may be requested through the MN State Duty Officer. Contracts, Agreements and Understandings All contracts, agreements, and understandings entered into for the purchase, lease, or otherwise use of equipment and services, will be in accordance with the provision of laws and procedures. Expenditures and Record Keeping Each agency is responsible for establishing administrative controls necessary to manage the expenditure of funds and to provide reasonable accountability and justification for federal reimbursement in accordance with the established guidelines. The first source of funds for expenditures by agencies in response to an emergency, imminent disaster, or recovery from a catastrophic incident, will be from the local jurisdiction. 345 ANNEX A – City of Cottage Grove Mutual Aid Contacts ORGANIZATION ADDRESS PHONE NUMBER Washington County EOC 15015 62nd St N Stillwater, MN 55082 651-430-7682 651-792-6672 Minnesota State Emergency Operations Center (SEOC) St. Paul, MN 651-201-7468 651-201-7478 State Duty Officer 1430 Maryland Ave East St Paul, MN 55106 651-649-5451 800-442-0798 State Fire Marshal 444 Cedar St, #145 St. Paul, MN 55101 651-201-7200 Minnesota Fusion Center Minnesota Bureau of Criminal Apprehension 1430 Maryland Ave E St. Paul, MN 55106 651-793-3730 LAW ENFORCEMENT ADDRESS PHONE NUMBER Washington County Sheriff's Office Emergency Communications Response Center (ECRC) / Police Mutual Aid 15015 62nd St N Stillwater, MN 55082 651-439-9381 Woodbury Police Department Police Mutual Aid 2100 Radio Drive Woodbury, MN 55125 651-714-3600 St Paul Park Police Department Police Mutual Aid 600 Portland Ave St Paul Park, MN 55071 651-459-9785 Hastings Police Department Police Mutual Aid 150 3rd Street East Hastings, MN 55033 651-480-2300 Minnesota State Patrol, District 2400 Police Mutual Aid 3489 Hadley Ave N Oakdale, MN 55128 651-582-1509 651-779-5900 Metro Transit Police Department Police Mutual Aid 677 Transfer Rd St. Paul, MN 55114 612-349-7200 Pierce County Sheriff's Office (WI) Police Mutual Aid 555 W Overlook Dr Ellsworth, WI 54011 715-273-5051 715-273-6808 St Croix County Sheriff's Office (WI) Police Mutual Aid 1101 Carmichael Rd Hudson, WI 54016 715-386-4701 715-381-4320 FIRE / EMS ADDRESS PHONE NUMBER Woodbury Fire Department Fire & EMS Mutual Aid 1275 Woodbury Dr Woodbury, MN 55125 651-714-3600 St Paul Park Fire Department Fire & EMS Mutual Aid 600 Portland Ave St Paul Park, MN 55071 651-459-9918 Newport Fire Department Fire & EMS Mutual Aid 155 20th St Newport, MN 55055 651-459-9390 Hastings Fire Department Fire & EMS Mutual Aid 115 5th St W Hastings, MN 55033 651-480-6150 Allina EMS EMS Mutual Aid 167 Grand Ave St Paul, MN 55102 651-222-0555 M Health Fairview EMS EMS Mutual Aid 799 Reaney Ave E St Paul, MN 55106 651-232-1700 346 Lakeview EMS EMS Mutual Aid 927 Churchill St W Stillwater, MN 55082 651-439-5330 Life Link III Air Ambulance EMS Mutual Aid 9877 N Airport Rd NE Blaine, MN 55449 800-328-1377 Mayo Medical Air Ambulance EMS Mutual Aid 7300 Brataas Dr SW # 5 Rochester, MN 55902 800-237-6822 PUBLIC WORKS / UTILITIES ADDRESS PHONE NUMBER After-hours Public Works 24/7 number Public Works 8635 W Pt Douglas Road S Cottage Grove, MN 55016 651-458-2808 Utilities CenterPoint Energy 612-372-5050 Utilities CenturyLink 844-230-5554 877-557-0353 800-247-7285 Utilities Comcast/Xfinity 800-391-3000 800-934-6489 Utilities Sprint 800-927-2199 800-521-0579 Utilities T-Mobile 800-937-8997 Utilities Verizon 800-922-0204 Utilities AT&T 800-331-0500 Utilities Xcel Electric 800-895-1999 Utilities Xcel Gas 800-895-2999 VENDOR/OTHER ADDRESS PHONE NUMBER Shelter Resources American Red Cross 800-733-2767 Shelter Resources Salvation Army 800-728-7825 Civil Air Patrol 651-291-0462 Minnesota National Guard Armory 8180 Belden Blvd Cottage Grove, MN 55016 651-281-3867 MinnSARDA 763-427-1212 347 Railroad contact numbers 800-716-9132 Additional Number: 651- 649-5451 Additional Number: 800- 832-5452 CP Police: 1- 800-716-9132 UP Railway: HAZMAT: 1-888- 877-7267 BNSF Railway: 1-800-832-5452 SEMARC - South East Metro Amateur Radio Club 651-769-0358 South Washington County School District #833 7362 E Point Douglas Rd Cottage Grove, MN 55016 651-425-6300 348 ANNEX B – Critical Infrastructure / Facilities Critical Infrastructure / Facilities Name / Location / Phone Number Cottage Grove City Hall / Police Department 12800 Ravine Parkway Cottage Grove, MN 55016 651-458-2800 / 651-458-2850 Cottage Grove Central Fire Station 8641 80th St S Cottage Grove, MN 55016 651-458-2809 Cottage Grove Emergency Operations Center (EOC) 12800 Ravine Parkway S Cottage Grove, MN 55016 Cottage Grove Fire Station #3 7501 Langly Ave S Cottage Grove, MN 55016 Cottage Grove Fire Station #4 8500 95th St S Cottage Grove, MN 55016 Cottage Grove Ice Arena 8020 80th St S Cottage Grove, MN 55016 651-458-3400 Comments: Three ice rinks to be used as shelter locations in the off-season Four locker rooms with shower facilities and bathrooms Cottage Grove Public Works 8635 W Pt Douglas Road S Cottage Grove, MN 55016 651-458-2808 Cottage Grove Utility and Engineering Building 10875 Ideal Ave S Cottage Grove, MN 55016 HERO Center (Staging Area) 10125 85th St S Cottage Grove, MN 55016 651-458-2811 Minnesota National Guard Armory 8180 Belden Blvd S Cottage Grove, MN 55016 651-281-3867 Washington County Service Center 13000 Ravine Parkway S Cottage Grove, MN 55016 651-430-6000 349 Water/Wastewater Facilities Booster Station 8540 81st St S Cottage Grove, MN 55016 Calarosa Lift Station 8401 Ravine Parkway S Cottage Grove, MN 55016 Low Zone Booster Station 7552 W Pt Douglas Rd Cottage Grove, MN 55016 Low Zone Water Treatment Plant 10875 Ideal Ave S Cottage Grove, MN 55016 Eagles Point Wastewater Treatment Plant 9211 110th St S Cottage Grove, MN 55016 Grange Water Tower 8193 Grange Blvd S Cottage Grove, MN 55016 Highlands Water Tower 6700 Inwood Ave S Cottage Grove, MN 55016 Innsdale Water Tower 8492 81st St S Cottage Grove, MN 55016 Lift Station 7060 W Pt Douglas Rd S Cottage Grove, MN 55016 Pinehill Water Tower 7130 92nd St S Cottage Grove, MN 55016 Well # 1 8193 Grange Blvd S Cottage Grove, MN 55016 Well # 2 8780 Grenadier Ave S Cottage Grove, MN 55016 Well # 3 8313 Hyde Ct S Cottage Grove, MN 55016 Well # 4 8351 81st St S Cottage Grove, MN 55016 Well # 5 8415 83rd St S Cottage Grove, MN 55016 Well # 6 8550 81st St S Cottage Grove, MN 55016 350 Water/Wastewater Facilities Well # 7 8400 Foothill Rd S Cottage Grove, MN 55016 Well # 8 8320 Foothill Rd S Cottage Grove, MN 55016 Well # 9 8664 81st St S Cottage Grove, MN 55016 Well # 10 7501 95th St S Cottage Grove, MN 55016 Well # 11 6900 Idsen Ave S Cottage Grove, MN 55016 Well # 12 6411 Ideal Ave S Cottage Grove, MN 55016 West Draw Water Tower 6950 Meadow Grass Ave S Cottage Grove, MN 55016 Healthcare Facilities Allina Health Clinic 8611 W Pt Douglas Rd S Cottage Grove, MN 55016 651-458-1884 M Health Fairview Clinic 6936 Pine Arbor Dr S, Suite #100 Cottage Grove, MN 55016 651-326-5800 Compcare Urgent Care 7500 80th St S, Suite #100 Cottage Grove, MN 55016 651-249-1308 Schools / Points of Distributions (supplies, food, water, etc.) Park High School 8040 80th St S Cottage Grove, MN 55016 651-425-3700 South Washington Alternative High School 8400 E Pt Douglas Rd S Cottage Grove, MN 55016 651-425-7000 Cottage Grove Middle School 9775 Indian Blvd S Cottage Grove, MN 55016 651-425-6800 351 Schools / Points of Distributions (supplies, food, water, etc.) Oltman Middle School 6625 Goodview Ave S Cottage Grove, MN 55016 651-425-6400 Armstrong Elementary 8855 Inwood Ave S Cottage Grove, MN 55016 651-425-4100 Cottage Grove Elementary 7447 65th St S Cottage Grove, MN 55016 651-425-5800 Crestview Elementary 7830 80th St S Cottage Grove, MN 55016 651-425-3800 Grey Cloud Elementary 9525 Indian Blvd S Cottage Grove, MN 55016 651-425-4200 Hillside Elementary 8177 Hillside Trl S Cottage Grove, MN 55016 651-425-4000 Pine Hill Elementary 9015 Hadley Ave S Cottage Grove, MN 55016 651-425-3900 352 ANNEX C – Teams and Responsibilities City of Cottage Grove Department Directors This team consists of the highest-ranking officials and key decision makers within the organization and is designed to be the overarching decision-making group which plans, assesses, and coordinates the response to events that disrupt continuity of an organization's operations. Members should have the capacity to represent their respective area of expertise and make sound recommendations which serve the best interest of the organization and its overall operations. It is highly recommended that team members review and have a clear understanding of the vital elements contained within the various continuity plans for their organization. Team Members Jennifer Levitt - City Administrator City Administration Work: 651-458-2890 Cell: 651-497-0794 Work Email: jlevitt@cottagegrovemn.gov Pete Koerner - Director of Public Safety Police Administration Work: 651-458-6003 Cell: 651-357-8775 Work Email: pkoerner@cottagegrovemn.gov Brenda Malinowski - Finance Director Finance Work: 651-458-2832 Cell: 651-246-4620 Work Email: bmalinowski@cottagegrovemn.gov Ryan Burfeind - Public Works Director Public Works Administration Work: 651-458-2899 Cell: 651-764-0901 Work Email: rburfeind@cottagegrovemn.gov Phil Jents - Communications Manager City Administration Work: 651-458-2860 Cell: 218-343-8762 Work Email: pjents@cottagegrovemn.gov Zac Dockter - Parks & Recreation Director Parks & Recreation Work: 651-458-2808 Work Email: zdockter@cottagegrovemn.gov Brian Bluhm - IT Manager City Administration Information Technology Work: 651-458-2880 Cell: 651-271-7183 Work Email: bbluhm@cottagegrovemn.gov 353 Team Members Emily Schmitz - Community Development Director Community Development Work: 651-458-2874 Cell: 651-968-6495 Work Email: eschmitz@cottagegrovemn.gov Gretchen Larson - Economic Development Director City Administration Work: 651-458-2830 Cell: 832-580-9802 Work Email: glarson@cottagegrovemn.gov Kori Land - City Attorney City Administration Work: 651-361-8591 Cell: 651-338-9526 Work Email: KLand@levander.com City of Cottage Grove Policy Group The Mayor and City Council are the city's legislative and policy-making body. The Mayor is elected at-large to serve a four-year term as the officer who presides over City Council meetings and as the official head of the city for legislative and ceremonial purposes. The four-member City Council is elected from the city on a non-partisan basis to serve overlapping four-year terms. Acting as a whole, the City Council is responsible for passing ordinances and orders necessary for governing the city, setting budgets and determining the direction of city policy. Policy Group Members Myron Bailey - Mayor City Council Cell: 952-446-6007 Work Email: mbailey@cottagegrovemn.gov Monique Garza - Council Member City Council Cell: 763-501-9278 Work Email: mgarza@cottagegrovemn.gov Tony Khambata - Council Member City Council Cell: 651-592-4604 Work Email: tkhambata@cottagegrovemn.gov Justin Olsen - Council Member/Mayor Pro Tem City Council Cell: 612-845-3524 Work Email: jolsen@cottagegrovemn.gov Dave Theide - Council Member City Council Cell: 651-331-9995 Work Email: dtheide@cottagegrovemn.gov 354 City of Cottage Grove Emergency Management Planning Team The City's Emergency Management Division seeks to promote a safer, less vulnerable community with the capacity to cope with hazards and disasters. The Department of Public Safety partners with neighboring jurisdictions and collaborates with county, state, and federal agencies to prepare for, protect against, respond to, mitigate the effects of, and recover from threatened or actual hazards and disasters. The City of Cottage Grove utilizes a comprehensive, flexible, all-hazard approach by coordinating and integrating all activities necessary to build, sustain, and improve the emergency management capabilities for the city. Emergency Management Planning Team Members Gwen Martin - Police Captain/Emergency Management Police Administration Work: 651-458-6011 Cell: 651-249-9609 Work Email: gmartin@cottagegrovemn.gov Jon Pritchard - Fire Chief Fire & EMS Administration Work: 651-458-2859 Cell: 763-442-2401 Work Email: jpritchard@cottagegrovemn.gov Nick Arrigoni – Deputy Fire Chief Fire & EMS Administration Work: 651-458-2855 Cell: 651-402-8770 Work Email: narrigoni@cottagegrovemn.gov Peter Fischer – Deputy Fire Chief Fire & EMS Administration Work: 651-458-2867 Cell: 651-366-1834 Work Email: pfischer@cottagegrovemn.gov Pete Koerner - Director of Public Safety Police Administration Work: 651-458-6003 Cell: 651-357-8775 Work Email: pkoerner@cottagegrovemn.gov Ryan Burfeind - Public Works Director Public Works Administration Work: 651-458-2899 Cell: 651-764-0901 Work Email: rburfeind@cottagegrovemn.gov Amanda Meyer – City Engineer Public Works Engineering Work: 651-458-2848 Cell: 651-233-6377 Work Email: ameyer@cottagegrovemn.gov 355 Nils Torning - Administrative Sergeant Police Work: 651-458-2850 Cell: 651-307-4049 Work Email: ntorning@cottagegrovemn.gov Amanda Mueller - Crime Analyst Police Investigations Work: 651-458-6019 Cell: 651-769-7713 Work Email: amueller@cottagegrovemn.gov Jennifer Levitt - City Administrator City Administration Work: 651-458-2890 Cell: 651-497-0794 Work Email: jlevitt@cottagegrovemn.gov Phil Jents - Communications City Administration Work: 651-458-2860 Cell: 218-343-8762 Work Email: pjents@cottagegrovemn.gov Brenda Malinowski - Finance Director Finance Work: 651-458-2832 Cell: 651-246-4620 Work Email: bmalinowski@cottagegrovemn.gov Zac Dockter - Parks & Recreation Director Parks & Recreation Work: 651-458-2808 Cell: 612-735-9703 Work Email: zdockter@cottagegrovemn.gov Brian Bluhm - IT Manager City Administration Information Technology Work: 651-458-2880 Cell: 651-271-7183 Work Email: bbluhm@cottagegrovemn.gov Gretchen Larson - Economic Development Director City Administration Work: 651-458-2830 Cell: 832-580-9802 Work Email: glarson@cottagegrovemn.gov Jim Fohrman - Supervisor Parks & Recreation Parks Work: 651-458-2854 Cell: 651-491-8466 Work Email: jfohrman@cottagegrovemn.gov Gary Orloff - Supervisor Public Works 356 Streets Work: 651-458-2869 Cell: 612-247-0239 Work Email: gorloff@cottagegrovemn.org Rick Alt - Supervisor Public Works Utilities Work: 651-458-2842 Cell: 651-295-6782 Work Email: ralt@cottagegrovemn.gov Samantha Pierret - Senior Planner Community Development Planning Work: 651-458-2825 Cell: 715-969-9330 Work Email: spierret@cottagegrovemn.gov Eric Hause - GIS Technician Public Works Engineering Work: 651-458-2828 Cell: 651-303-7034 Work Email: ehause@cottagegrovemn.gov Andy McLean - Chief Building Official Community Development Building Work: 654-458-2892 Cell: 651-485-8712 Work Email: amclean@cottagrgrovemn.gov Molly Pietruszewski - Recreation Services Manager Parks & Recreation Recreation Work: 651-458-3404 Cell: 651-775-2672 Work Email: mpietruszewski@cottagegrovemn.gov 357 ANNEX D – All-Hazard Plan Maintenance This Annex documents the past, present, and future events that support the Testing, Training, and Exercise program for this AHP. These events are documented below in chronological order starting with the most recent: Event Title: All-Hazard Plan (AHP) revised Event Date: November 2024 Event Title: Functional tabletop train derailment exercise with city staff and external partners Event Date: April 2024 Event Title: Virtual tabletop cyber exercise with EMI/city staff Event Date: May 2023 Event Title: Virtual tabletop Bakken Oil exercise with EMI/city staff Event Date: August 2021 Event Title: Tabletop tornado exercise with city staff Event Date: January 2019 Event Title: Initial BOLD Planning system training Event Date: June 2018 Event Title: Plan modified Event Date: May 2011 Event Title: Plan approved by State of MN Event Date: June 2010 Event Title: Plan modified Event Date: January 2009 Event Title: Plan modified Event Date: November 2006 Event Title: Tabletop tornado exercise with city staff Event Date: November 2005 Event Title: Plan modified and approved by State of MN Event Date: September 2004 Event Title: Initial plan development Event Date: March 2004 1 City Council Action Request 7.S. Meeting Date 12/4/2024 Department Public Safety Agenda Category Action Item Title Authorization to Apply for FY2024 Assistance to Firefighters Grant Staff Recommendation Authorize the Fire Department to apply for a FY24 FEMA AFG for $367,656.80 which requires a match for 10 percent of the total cost of $36,765.68. Budget Implication 10% Match in the Amount of $36,765.68. Attachments None 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner, Public Safety Director DATE: December 4, 2024 RE: Authorization to Apply for FY2024 Assistance to Firefighters Grant Discussion The Federal Emergency Management Agency (FEMA) has opened the application period for a fiscal year (FY24) Assistance to Firefighters Grant program (AFG). The FEMA AFG program has been a successful federal grant program since 2001 and has provided much needed funding to fire departments around the country. The AFG has allowed fire departments to purchase critically needed equipment for firefighter safety and health and to improve fire and emergency services to communities. The AFG program offers funding for a variety of projects and equipment such as firefighter personal protective equipment (PPE). The current application period closes on December 20, 2024. The Cottage Grove Fire Department has identified the need to replace its SCBA units. SCBAs (self-contained breathing apparatus) are critical to firefighting as they provide fresh breathing air and respiratory protection to firefighters that allow them to work in dangerous environments such as structure fires and hazardous materials incidents. It is recommended that SCBAs be replaced at 10 years. The maximum usable life span for a SCBA should be limited to 15 years. The Fire Department’s SCBAs are over 10 years old (purchased February 2014) and are due for replacement. The Fire Department is scheduled to replace its SCBAs in 2029. SCBAs are critical to the success of the Fire Department however they are expensive. The current quote to replace the department’s SCBAs is $367,656.80. The AFG grant requires a 10 percent match ($36,765.68) which would allow an AFG grant to cover $330,891.12 of the cost for replacement. A successful grant would also allow the department to replace the grant prior to the current 2029 scheduled replacement. Recommendation Authorize the Fire Department to apply for a FY24 FEMA AFG for $367,656.80 which requires a match for 10 percent of the total cost of $36,765.68. 2 Attachments None 1 City Council Action Request 7.T. Meeting Date 12/4/2024 Department Public Safety Agenda Category Action Item Title Letter of Understanding for Impound Housing Services Staff Recommendation Approve the Letter of Understanding for Impound Housing Services 2025 between Animal Humane Society and City of Cottage Grove. Budget Implication Anticpated costs budgeted for 2025. Attachments 1. 2025 AHS Impound Contract - City of Cottage Grove 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner, Public Safety Director DATE: December 4, 2024 RE: Letter of Understanding for Impound Housing Services Discussion Since 2013, The City of Cottage Grove has had an agreement with the Animal Humane Society (AHS) in Woodbury for animal impounds. As part of our budget process, we evaluate our animal control services, which include animal impounds. Animal Humane Society continues to partner with local municipalities to improve the lives and welfare of animals, as well as the impact they have on people in our community. To align their fees with their costs, there is small increases to their fees which were planned when we worked on the agreement for 2024. When animals are returned to their owners through our facility, they will charge a $27 admin fee ($1 increase) to the municipality. They will charge $236 for dogs and cats that remain in their care ($11 increase) through a stray hold and are not returned to their owner. They will charge $54 for other small companion animals. These costs cover their housing, feeding, vaccination, and other veterinary care. We have continued to have savings by our increased ability to release lost animals using social media. By posting lost animals prior to transporting to the Animal Humane Society, we reduce fees as well as Community Service Officer time. We also utilize a chip reader that often gives us the pet owner information. There are no changes to the language of the Letter of Understanding for Impound Housing Services that was reviewed and approved by City Attorney Kori Land and staff during last year’s approval. The Animal Humane Society and the City of Cottage Grove would like to continue this agreement and partnership. Recommendation Approve the Letter of Understanding for Impound Housing Services 2025 between Animal Humane Society and City of Cottage Grove. 2 Attachments 1. 2025 AHS Impound Contract - City of Cottage Grove 1 Animal Humane Society and City of Cottage Grove Letter of Understanding for Impound Housing Services 2025 1. Animal Humane Society (AHS) agrees to provide the following services: a. Housing for stray or abandoned animals that are lawfully retrieved by your municipality’s community service officer (CSO) or animal control officer (ACO), or for stray animals that are brought into the shelter by a citizen and verbal permission is given by your agency via phone for intake. Housing includes kennel space, daily cleaning, food and water. b. AHS is unable to house wildlife or farm animals. i. Exceptions can be made for chickens with prior approval of the site manager at AHS. c. Herd management vaccination following our standard vaccination protocols, as well as medically necessary and/or emergency care for sick or injured animals impounded during regular business hours. d. Euthanasia services as deemed necessary by an AHS veterinarian. These services may be provided at the end of the legally required holding period or in the case of a medical situation that requires immediate euthanasia. e. Adoption services as deemed appropriate by AHS veterinary staff. The animals will be evaluated for these services at the end of the legally required holding period. f. Euthanasia services and body disposal as deemed appropriate by AHS veterinary staff. The animals will be evaluated for these services at the end of the legally required holding period. g. Provide animal rabies quarantine or diagnostic service for stray felines or canines that have bitten a person. h. Hold animal for the legally required stray holding period: 5 days in MN, 4 Days in WI if a live release, 7 days in WI if euthanized or until reclaimed by owner within this holding period. i. AHS will follow internal policy and best practice for unclaimed animals. City of Cottage Grove may request and view AHS policies at any time. 2. AHS expectations: a. AHS is not responsible for sick or injured animals that are left after hours. Outside treatment must be sought for these animals by the animal control officer or community service officer prior to leaving the animals at the AHS facility when veterinary staff members are not on duty. 2 b. Animal Control Officer or Community Service Officer must reach out to their designated AHS contact for guidance prior to any seized animal being brought to AHS that is not stray or abandoned. Ability to house animals that are not stray or abandoned is not guaranteed through this contract. c. AHS has the sole authority for the disposition of all animals that have not been reclaimed upon the expiration of the legally designated holding period. d. AHS will not accept feral cats seized under municipal authority by your municipality’s CSO or ACO. e. AHS is not responsible for collecting any fees from an owner for a municipality. 3. City of Cottage Grove agrees to: a. Adhere to the drop off procedure set forth by AHS including animal housing at the shelter and paperwork. Drop off procedures and paperwork training for community service or animal control officers will be provided. b. Adhere to state laws and local ordinances that apply to the handling of stray or abandoned animals and the seizure and return of animals to their owners. c. Direct citizens where to take stray animals when not receiving permission for impoundment at AHS. d. Seek care for injured or sick animals prior to drop off in the event that it is after hours and/or AHS veterinary staff is not on duty. e. Pay the designated fees for each animal cared for from your municipality. i. AHS will charge a standard hold fee for stray and abandoned animals of $236 per canine or feline and a $54 fee per “other” domestic animals (rabbits, guinea pigs, birds etc.) not reclaimed by its owner. ii. AHS will charge an additional fee of $650 for stray and abandoned animals with a legally mandated hold or quarantine that is not a 5-day stray hold. 1. This fee covers up to 10 days of care and will usually be associated with a rabies quarantine after a bite. 2. Holds lasting longer than 10 days will be charged a fee of $65 per day. 3. This fee will be charged to the municipality independent of who claims the animal. iii. Animals that are deemed dangerous or potentially dangerous or animals that require multiple runs to house safely will have an added surcharge of $75 per day. iv. AHS will charge a $27 administrative/processing fee to the municipality for each animal reclaimed by its owner in place of the standard fee. In these instances, AHS will charge the owner the additional reclaim fees. v. AHS will charge a $75 DOA (administrative/processing/cremation) fee for disposal of any cadavers brought to an AHS facility by a representative of the municipality. f. Adhere to AHS policy and best practice for unclaimed animals. City of Cottage Grove may request and view AHS policies at any time. 3 g. Adhere to building access rules and ensure that the service access door is closed and locked after use in an after-hours drop off. h. Ensure that the municipality’s CSO/ACO uses his/her discretion in the field as to whether or not to impound an animal. AHS is not responsible for those decisions. i. Be available to members of your community to resolve their concerns related to the actions of your ACO/CSO officers and your municipality’s procedures, policies and requirements. 4. Administration a. AHS will bill the municipality at the end of each quarter on a fiscal calendar year. Billing will be mailed in the first month following the end of the quarter. Payment is expected within 30 days of receipt of billing. b. AHS will assign a contact person who should be contacted in the event of any problems, concerns or to receive feedback regarding the program. c. Any billing disputes must be raised within 10 days of receipt of billing. d. The AHS agrees to maintain all data received from City of Cottage Grove in the same manner as City of Cottage Grove as required under the Minnesota Government Data Practices Act, Minnesota Statutes, Chapter 13. e. Insurance Requirements. i. Liability. AHS agrees to maintain commercial general liability insurance in a minimum amount of $1,000,000 per occurrence; $2,000,000 annual aggregate. The policy shall cover liability arising from premises, operations, products- completed operations, personal injury, advertising injury, and contractually assumed liability. Upon request City of Cottage Grove shall be named as an additional insured. ii. Automobile Liability. If AHS operates a motor vehicle in performing the services under this agreement, AHS shall maintain commercial automobile liability insurance, including owned, hired, and non-owned automobiles, with a minimum liability limit of $1,000,000, combined single limit. iii. Workers’ Compensation. AHS agrees to comply with all applicable workers’ compensation laws in Minnesota. iv. Certificate of Insurance. Upon request, AHS shall deliver to City of Cottage Grove a Certificate of Insurance as evidence that the above coverages are in full force and effect. f. Indemnification: i. AHS. To the fullest extent permitted by law, AHS agrees to defend and indemnify City of Cottage Grove, and its officers, employees, and volunteers, from and against all claims, damages, losses, and expenses, including attorney fees, arising out of or resulting from the performance of work under this agreement; but only to the extent caused in whole or in part by the negligent acts, errors or omissions of AHS, AHS’s subcontractor(s), or anyone directly or indirectly employed or hired by AHS, or anyone for whose acts AHS may be liable. AHS agrees this indemnity obligation shall survive the completion or termination of this agreement. 4 ii. City of Cottage Grove. To the fullest extent permitted by law, City of Cottage Grove agrees to defend and indemnify AHS, and its officers, employees, and volunteers, from and against all claims, damages, losses, and expenses, including attorney fees, arising out of or resulting from the performance of work under this agreement; but only to the extent caused in whole or in part by the negligent acts, errors or omissions of City of Cottage Grove, or anyone directly or indirectly employed or hired by City of Cottage Grove, or anyone for whose acts City of Cottage Grove may be liable. City of Cottage Grove agrees this indemnity obligation shall survive the completion or termination of this agreement. g. Audit. Pursuant to Minn. Stat. 16C.05, Subd. 5, AHS agrees that the books, records, documents, and accounting procedures and practices of AHS or other party, that are relevant to the contract or transaction, are subject to examination by the City and either the legislative auditor or the state auditor, as appropriate, for a minimum of six years. AHS agrees to maintain these records for a period of six years from the date of termination of this Agreement. 5 This agreement is based on a one year commitment, which is renewed annually from the date your administrator signs the agreement below. If the municipality brings animals to AHS without a signed contract, it will be assumed that the agreement is extended for term of the next contract. The agreement can be ended at any time by either party with a 30 day written notice. This agreement is entered into on the _____ day of _________________, 202_____ by ________________________________ ___________________________________ Eileen Lay, COO and CFO Signed on behalf of Municipal Authority Animal Humane Society ____________________________________ Printed Name and Title ___________________________________ Signed on behalf of Municipal Authority ____________________________________ Printed Name and Title _____________________________________ Email Address to send invoices 1 City Council Action Request 7.U. Meeting Date 12/4/2024 Department Public Safety Agenda Category Action Item Title Lease Agreement to Use the Cottage Grove Armory Parking Lot for Holiday Train Attendees Staff Recommendation Approve the lease agreement with the Minnesota National Guard to use the Cottage Grove Armory parking lot for Holiday Train attendees. Budget Implication N/A Attachments 1. Lease #24-330-001 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Pete Koerner, Public Safety Director DATE: December 4, 2024 RE: Lease Agreement to Use the Cottage Grove Armory Parking Lot for Holiday Train Attendees Discussion The Cottage Grove Public Safety Department has been working on parking plans for attendees of the Holiday Train event scheduled for Wednesday, December 11, 2024, from 1530-1800. Attendees are currently allowed to park in the Metro Transit Park & Ride lot on West Point Douglas Rd. and at All Saints Lutheran Church on Belden Blvd. Due to the increasing popularity of this event and the expected number of attendees, we recommend securing additional parking spaces in a controlled lot versus attendees being forced to find parking spots on residential streets. The Minnesota National Guard is graciously offering their Cottage Grove Armory parking lot, free of charge, for Holiday Train attendees starting at 1500 and extending until the last participant leaves. The Armory Board has asked for a lease to be signed that will allow them to document the use of their parking lot and to ensure that the lot will be plowed in the event of an accumulating snowfall prior to the event. We previously signed this lease agreement in 2022 and in 2023. Recommendation Approve the lease agreement with the Minnesota National Guard to use the Cottage Grove Armory parking lot for Holiday Train attendees. Attachments 1. Lease #24-330-001 Minnesota National Guard Armory Lease Cottage Grove Armory Lease #24-330-001 THIS AGREEMENT made this 25 day of November by and between the Armory Board of Cottage Grove, State of Minnesota hereinafter called the LESSOR, and City of Cottage Grove, whose complete address is 12800 Ravine Parkway S, Cottage Grove, MN, 55016, whose telephone number is (651) 458-6026, hereinafter called the LESSEE. WITNESSETH: The LESSOR and the LESSEE, in consideration of rents, covenants and agreements herein reserved and contained, do hereby agree with the other as follows: 1. The LESSOR grants and the LESSEE accepts a lease of the following described portions of the Minnesota National Guard Armory in the City of Cottage Grove. Portion to be leased: Parking Space for a term of 1 day(s) from 12/11/2024 12:00PM to 12/11/2024 8:00PM to be used for Christmas Train and for no other purpose. 2. As rent for said portions of the Minnesota National Guard Armory the LESSEE agrees to pay the LESSOR, the sum of $0.00 for said term, payable with by check, or bank check money order. 3. The LESSOR shall furnish and provide for the use of the LESSEE: Lights 4. The LESSEE agrees to make no changes in the stage, curtains, electrical wiring, fixtures or furnishings of those portions of the Armory covered by the lease, except: Expenses of any agreed upon changes shall be assumed by LESSEE and shall include the cost of restoration of premises to former condition without damage. 5. Special Provisions: 6. The LESSEE will not assign this lease, or any portion thereof, without first obtaining the written consent of LESSOR. In the event LESSEE must cancel all or part of the term of this agreement, he/she will advise the LESSOR, in writing, at least five (5) calendar days prior to the beginning of the referenced term, otherwise the full amount specified shall be paid by LESSEE. 7. The LESSEE agrees to and shall abide by, conform to, and comply with all of the laws of the United States, the State of Minnesota, all city ordinances, the rules and regulations of Minnesota National Guard, and local rules as established by the Armory. Page 1 of 2 Lessee Initials __________ 11/25/24, 10:57 AM ngmnc2-j6aut-a2.ng.ds.army.mil/MNArmorylease/TACCAdmin/ArmoryLeaseToPDF.aspx?ReqID=24-330-001 https://ngmnc2-j6aut-a2.ng.ds.army.mil/MNArmorylease/TACCAdmin/ArmoryLeaseToPDF.aspx?ReqID=24-330-001 1/2 Lease #24-330-001 The LESSEE shall obtain all permits or licenses required by any provision of law, municipal charter or ordinance for the conduct of activity on the leased premises, the Lessor and the State of Minnesota shall not be responsible for the LESSEE'S failure to obtain such permits and licenses or to comply with any other requirements imposed upon Lessee for the conduct of such activity 8. The LESSOR and the State of Minnesota shall not be responsible for any claim, regardless of kind, occurring during the tenancy of the LESSEE. The LESSEE shall indemnify LESSOR and the State of Minnesota and save them harmless from any and all claims, damages, expenses, and liabilities arising out of and/or during LESSEE'S use of the leased promises. The LESSEE agrees to assume full responsibility for the character and acts of conduct of all persons admitted to said premises. 9. The LESSEE agrees to vacate the leased premises, remove debris, and restore the facility to the same ordinary cleanliness within 1 hours after termination of the period covered by this Lease. 10. The LESSEE will provide the LESSOR a copy of an “Insurance Certificate” which provides for no less than $1 million dollars in general liability coverage for the dates of the agreement to include any setup or tear down dates. This Insurance Certificate must have the “State of Minnesota” listed as the Certificate Holder. $1 million dollars in liquor liability will be required in addition to general liability coverage for events involving alcohol. 11. The LESSOR reserves the right to cancel this agreement at any time. The LESSOR may cancel the lease for the following purposes: 1. Any emergency event, 2. A rescheduled training period, 3. Re-designation of space for storage of military equipment, 4. Use of the Armory for State of Minnesota business, 5. Or any other such purpose as deemed necessary by the Department of Military Affairs. No claim for any damage that may result to LESSEE from any such cancellation shall be asserted or maintained against LESSOR. 12. Whenever or wherever in advertising the Armory is to be identified as: "National Guard Armory" or "Cottage Grove Armory." 13. Will alcohol be served? Yes [ ] No [X] 14. Will this be a discounted or Gratis Lease? Yes [ ] No [X] In testimony whereof, both parties have hereunto agreed to the terms as first written above. ______________________________________ By (LESSOR)By (LESSEE) FUTRELL SAMUEL BENNETT SSG City of Cottage Grove Armory Board of Cottage Grove Page 2 of 2 11/25/24, 10:57 AM ngmnc2-j6aut-a2.ng.ds.army.mil/MNArmorylease/TACCAdmin/ArmoryLeaseToPDF.aspx?ReqID=24-330-001 https://ngmnc2-j6aut-a2.ng.ds.army.mil/MNArmorylease/TACCAdmin/ArmoryLeaseToPDF.aspx?ReqID=24-330-001 2/2 1 City Council Action Request 7.V. Meeting Date 12/4/2024 Department Parks and Recreation Agenda Category Action Item Title Public Facility Outdoor Maintenance Contract Staff Recommendation Approve the First Amendment to the service agreement through December 31, 2028 with Valdes Lawn Care & Snow Removal to provide outdoor maintenance services to City Hall, HERO Center, Central Fire Station and Fire Station #4. Budget Implication $35,991.93 for 2025 with 3% increases each year after. Attachments 1. Council Memo - Landscaping Contract 2. Agreement for Contractor Services_Valdes Lawn Care wExhibit (Cottage Grove) 11.25.24 3. Public Facility Maintenance Proposal Analysis 2025-2028 To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Gavin Hochstetler, Management Analyst Date:December 4, 2024 Subject:First Amendment to the Public Facility Outdoor Maintenance Agreement Introduction/Background In 2021, the City entered into an agreement with Valdes Lawn Care to provide landscaping service to Cottage Grove’s public facilities at City Hall, HERO Center, Central Fire Station and Fire Station #4. At that time, the agreement allowed the City to reallocate park maintenance staff time to manage the growing parks, trails and East Ravine Parkway turf care needs. As the service agreement has since expired, staff recently requested proposals for 3-year service agreements at these same public facilities from two firms. One firm submitted a proposal. The summary of that response is included with this report. The summary sheet also estimates the City expense to do the work in-house. Valdes Lawn Care & Snow Removal $35,991.93 Warners Outdoor Solutions No Response Other services that may be rendered on a time and material basis but are not included with the base contract include irrigation servicing, edging, tree/shrub care and mulching. Contracting out this landscape work recovers approximately 450 hours in labor, equipment and fuel expense. The freeing of these resources can continue to be applied to other park needs across the community. Staff Recommendation Approve the First Amendment to the service agreement through December 31, 2028 with Valdes Lawn Care & Snow Removal to provide outdoor maintenance services to City Hall, HERO Center, Central Fire Station and Fire Station #4 in the amount of $35,991.93 for 2025 with 3% increases each year after. 1 AGREEMENT FOR 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 Valdes Lawn Care and Snow Removal, LLC, 959 60th Street North, Lake Elmo, Minnesota 55042 (“Contractor”). WHEREAS, the City has accepted the proposal of the Contractor for certain services; and WHEREAS, Contractor 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 Contractor as an independent contractor for the purpose of performing certain Services (“Services”), at specific locations in the City, as defined in Exhibit A. b. Contractor covenants and agrees to provide Services to the satisfaction of the City in a timely fashion, subject to Section 8 of this Agreement. c. Contractor agrees to comply with all federal, state, and local laws and ordinances applicable to the Services to be performed under this Agreement, including all safety standards. The Contractor shall be solely and completely responsible for conditions of the job site, including the safety of all persons and property during the performance of the Services. The Contractor represents and warrants that it has the requisite training, skills, and experience necessary to provide the Services and is appropriately licensed and has obtained all permits from all applicable agencies and governmental entities. 2. PAYMENT. a. City agrees to pay the Contractor and the Contractor agrees to receive and accept payment for Services as set forth in Exhibit A. b. Any changes in the scope of the work of the Services that may result in an increase to the compensation due the Contractor 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. 2 c. Contractor shall submit itemized bills for Services provided to City on a monthly basis. Bills submitted shall be paid in the same manner as other claims made to City. d. Prior to payment, the Contractor will submit evidence that all payrolls, material bills, subcontractors and other indebtedness connected with the Services have been paid as required by the City. 3. TERM. The term of this Agreement shall commence on April 1, 2025, and terminate on December 31, 2028. 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 stated herein. 4. TERMINATION AND REMEDIES. a. Termination for Convenience. This Agreement may be terminated by either party upon thirty (30) days’ written notice delivered to the other party at the addresses listed in Section 14 of this Agreement. Upon termination under this provision, if there is no default by the Contractor, Contractor shall be paid for Services rendered and reimbursable expenses incurred through 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. c. Remedies. Notwithstanding the above, the Contractor shall not be relieved of liability to the City for damages sustained by the City as a result of any breach of this Agreement by the Contractor. The City may, in such event: i. Withhold payments due to the Contractor for the purpose of set-off until such time as the exact amount of damages due to the City is determined. ii. Perform the Services, in which case, the Contractor shall within thirty (30) days after written billing by the City, reimburse the City for any costs and expenses incurred by the City. The rights or remedies provided for herein shall not limit the City, in case of any default by the Contractor, from asserting any other right or remedy allowed by law, equity, or by statute. 3 d. Upon termination of this Agreement, the Contractor shall furnish to the City copies or duplicate originals of all documents or memoranda prepared for the City not previously furnished. 5. SUBCONTRACTORS. Contractor shall not enter into subcontracts for any of the Services provided for in this Agreement without the express written consent of the City. The Contractor shall pay any subcontractor involved in the performance of this Agreement within ten (10) days of the Contractor’s receipt of payment by the City for undisputed services provided by the subcontractor. 6. STANDARD OF CARE. In performing its Services, Contractor 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. 7. INSPECTION OF WORK. All materials and workmanship will be subject to inspection, examination, and testing by the City, who will have the right to reject defective material and workmanship or require its correction. 8. DELAY IN PERFORMANCE. Neither City nor Contractor 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 Contractor 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. Contractor will be entitled to payment for its reasonable additional charges, if any, due to the delay. 9. CITY’S REPRESENTATIVE. The City has designated Zac Dockter to act as the City’s representative with respect to the Services to be performed under this Agreement. He 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. 10. PROJECT MANAGER AND STAFFING. The Contractor has designated Joe Valdes and Josh Peterson to be the primary contacts for the City in the performance of the Services. They shall be assisted by other staff members as necessary to facilitate the completion of the Services in accordance with the terms established herein. Contractor may not remove or replace these designated staff without the approval of the City. 4 11. INDEMNIFICATION. a. Contractor and City each agree to defend, 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 Contractor and City, they shall be borne by each party in proportion to its own negligence. b. Contractor shall indemnify City against legal liability for damages arising out of claims by Contractor’s employees or subcontractors, including all liens. City shall indemnify Contractor against legal liability for damages arising out of claims by City’s employees or subcontractors. 12. INSURANCE. During the performance of the Services under this Agreement, Contractor shall maintain the following insurance: a. Commercial General Liability Insurance, with a limit of $1,500,000 for any number of claims arising out of a single occurrence, pursuant to Minnesota Statutes, Section 466.04, or as may be amended. b. Workers’ Compensation Insurance in accordance with statutory requirements. c. Automobile Liability Insurance, with a combined single limit of $1,000,000 for each person and $1,000,000 for each accident. Contractor 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 Commercial General Liability Insurance policy. 13. WARRANTIES. Contractor warrants and guarantees that title to all work, materials, and equipment covered by any invoice, will pass to City prior to the termination of this Agreement. Contractor warrants that all work will be free from defects and that all materials will be new and of first quality. If within one (1) year after final payment any work or material is found to be defective, Contractor shall promptly, without cost to the City, correct such defect. 14. NOTICES. Notices shall be communicated to the following addresses: If to City: City of Cottage Grove 12800 Ravine Parkway Cottage Grove, MN 55016 Attention: Zac Dockter Or emailed: zdockter@cottagegrovemn.gov 5 If to Contractor: Valdes Lawn Care and Snow Removal, LLC 9591 60th Street North Lake Elmo, MN 55042 Attention: Joe Valdes Or emailed: joe@valdeslawn.com 15. INDEPENDENT CONTRACTOR STATUS. All services provided by Contractor, its officers, agents and employees pursuant to this Agreement shall be provided as employees of Contractor or as independent contractors of Contractor and not as employees of the City for any purpose. 16. GENERAL PROVISIONS. a. Assignment. This Agreement is not assignable without the mutual written agreement of the parties. b. Waiver. A waiver by either City or Contractor 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. Nondiscrimination. Contractor agrees that in the hiring of employees to perform Services under this Agreement, Contractor shall not discriminate against any person by reason of any characteristic protected by state or federal law. d. 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. e. Amendments. Any modification or amendment to this Agreement shall require a written agreement signed by both parties. f. 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. g. 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. h. 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. 6 CITY OF COTTAGE GROVE By: Myron A. Bailey, Mayor By: Tamara Anderson, City Clerk Date: 7 VALDES LAWN CARE & SNOW REMOVAL, LLC (“CONTRACTOR”) Signature: Date: Name: Its: 8 EXHIBIT A 1. Services. Valdes Lawn Care and Snow Removal, LLC (“Contractor”) agrees to provide the following Services (“Services”) to the City of Cottage Grove (“City”) during the term of the Agreement: a. Lawn Mowing. Lawns shall be mowed on a weekly basis, weather permitting. Turf height will be maintained between 2.5"-3" depending on turf conditions and grass species. Spot mowing or site detailing will be done as determined by Contractor during hot, dry, or cold periods, or during periods of heavy rain. Grass clippings will not be collected, but will be blown. Edging of concrete sidewalks and curbs shall be done with weed whips as needed to maintain an appealing curb line. Edging is to be done on the same day as mowing. b. Bed Weeding and Debris Removal. Rock beds and mulch beds shall be kept free of debris and weeds during the summer months at no extra charge. City agrees to keep all mulch and rock beds in a properly maintained condition so that weeding costs are reasonable. If excessive number of weeds are present or removal of excessive amounts of debris such as pet droppings, cans, paper, or other trash will be cleaned up, it will be billed back to the City on a time and materials basis. c. Weed Control and Fertilization. Turf fertilizer will be applied three (3) times per year. The first application will be done in the spring in the form of crabgrass control. Other applications will be made during the summer and in the fall. Weed control will be applied three (3) times per season. The three (3) applications will be post-emergent control in a liquid form and made around the same time as the fertilizer applications. d. Fall Clean-Up. Fall cleanup to be completed once annually, including the removal of leaves and debris from the turf and bed areas; however, removal of plants & flowers from beds will not be part of this operation. Blowing of debris from sidewalks, and flower beds will be done to keep the appearance of the property neat. There will be an additional charge/or disposal at $14.00 per cubic yard of material removed. Cutting down perennials or removal of annual flowers if needed will be charged on a time and materials basis. Additional cleanup of leaves and debris may be ordered at an additional charge. e. Contractor may perform additional lawn care services for the City as agreed upon by the parties in writing. 2. Service Locations. Contractor will perform the Services at each of the following locations during the term of this Agreement: a. Cottage Grove Fire Station #4 located at 8500 95th Street South, Cottage Grove, Minnesota 55016. 9 b. HERO Center located at 10125 85th Street South, Cottage Grove, Minnesota 55016, including 85th Street and Ravine Parkway. c. Cottage Grove City Hall located at 12800 Ravine Parkway, Cottage Grove, Minnesota 55016, including Ravine Parkway. d. Cottage Grove Central Fire Station located at 8641 80th Street South, Cottage Grove, Minnesota 55016. 3. Payment. The City agrees to pay Contractor in the following amounts for the Services provided to the City: a. For Services performed at Cottage Grove Fire Station #4: i. April 1, 2025 – December 31, 2025: $521.14 (Per Month); $3,648.00 (Season). ii. April 1, 2026 – December 31, 2026: $536.71 (Per Month); $3,757.00 (Season). iii. April 1, 2027 – December 31, 2027: $552.86 (Per Month); $3,870.00 (Season). iv. April 1, 2028 – December 31, 2028: $569.43 (Per Month); $3,986.00 (Season). b. For Services performed at HERO Center: i. April 1, 2025 – December 31, 2025: $1,116.43 (Per Month); $7,815.00 (Season). ii. April 1, 2026 – December 31, 2026: $1,150.00 (Per Month); $8,050.00 (Season). iii. April 1, 2027 – December 31, 2027: $1,184.43 (Per Month); $8,291.00 (Season). iv. April 1, 2028 – December 31, 2028: $1,220.00 (Per Month); $8,540.00 (Season). c. For Services performed at Cottage Grove City Hall: i. April 1, 2025 – December 31, 2025: $2,313.28 (Per Month); $16,193.00 (Season). 10 ii. April 1, 2026 – December 31, 2026: $2,382.71 (Per Month); $16,679.00 (Season). iii. April 1, 2027 – December 31, 2027: $2,454.14 (Per Month); $17,179.00 (Season). iv. April 1, 2028 – December 31, 2028: $2,527.86 (Per Month); $17,695.00 (Season). d. For Services performed at Cottage Grove Central Fire Station: i. April 1, 2025 – December 31, 2025: $797.14 (Per Month); $5,580.00 (Season). ii. April 1, 2026 – December 31, 2026: $821.00 (Per Month); $5,747.00 (Season). iii. April 1, 2027 – December 31, 2027: $845.71 (Per Month); $5,920.00 (Season). iv. April 1, 2028 – December 31, 2028: $871.14 (Per Month); $6,098.00 (Season). Valdes Lawn Snow Landscape (2021-2024)Valdes Lawn Snow Landscape (2025-2028)City of Cottage Grove Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Central Fire StationMowing monthly 7 $751.00 $5,257.00 Central Fire StationMowing monthly 7 $797.14 $5,579.98 Central Fire StationMowing weekly 7 $600.00 $4,200.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $150.00 $450.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $300.00 $900.00 Aerating per application 1 $125.00 $125.00 Aerating per application 1 $125.00 $125.00 Aerating per application 1 $150.00 $150.00 Spring Cleanup per application 1 $125.00 $125.00 Spring Cleanup per application 1 $275.00 $275.00 Spring Cleanup per application 1 $75.00 $75.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $300.00 $300.00 $5,507.00 $5,979.98 $6,075.00 Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Fire Station #4Mowing monthly 7 $491.00 $3,437.00 Fire Station #4Mowing monthly 7 $521.14 $3,647.98 Fire Station #4Mowing weekly 7 $600.00 $4,200.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $150.00 $450.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $150.00 $450.00 Aerating per application 1 $125.00 $125.00 Aerating per application 1 $125.00 $125.00 Aerating per application 1 $75.00 $75.00 Spring Cleanup per application 1 $125.00 $125.00 Spring Cleanup per application 1 $405.00 $405.00 Spring Cleanup per application 1 $75.00 $75.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $150.00 $150.00 $3,687.00 $4,177.98 $5,400.00 Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost City HallMowing monthly 7 $2,180.00 $15,260.00 City HallMowing monthly 7 $2,313.28 $16,192.96 City HallMowing weekly 7 $2,100.00 $14,700.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $300.00 $900.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $900.00 $2,700.00 Aerating per application 1 $325.00 $325.00 Aerating per application 1 $325.00 $325.00 Aerating per application 1 $600.00 $600.00 Spring Cleanup per application 1 $475.00 $475.00 Spring Cleanup per application 1 $676.00 $676.00 Spring Cleanup per application 1 $600.00 $600.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $2,400.00 $2,400.00 $16,060.00 $17,193.96 $21,900.00 Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost Task Units # Units Cost/Unit Total Cost HERO CenterMowing monthly 7 $1,052.00 $7,364.00 HERO CenterMowing monthly 7 $1,116.43 $7,815.01 HERO CenterMowing weekly 7 $300.00 $2,100.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $0.00 $0.00 Fertilizing per application 3 $150.00 $450.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $0.00 $0.00 Spraying per application 3 $150.00 $450.00 Aerating per application 1 $325.00 $325.00 Aerating per application 1 $325.00 $325.00 Aerating per application 1 $75.00 $75.00 Spring Cleanup per application 1 $200.00 $200.00 Spring Cleanup per application 1 $500.00 $500.00 Spring Cleanup per application 1 $75.00 $75.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $0.00 $0.00 Fall Cleanup per application 1 $300.00 $300.00 $7,889.00 $8,640.01 $3,450.00 NET MAINTENANCE COST $33,143.00 NET MAINTENANCE COST $35,991.93 NET MAINTENANCE COST $36,825.00 Escalation Costs % 2026 3% 2027 3% Cost Summary City Hall Central Fire HERO Fire #4 Total Unit Cost CH HERO CF F4 Valdes 21-24 $16,060 $5,507 $7,889 $3,687 $33,143 Employees (30/hr)28 4 8 8 *per month Valdes 25-28 $17,194 $5,980 $8,640 $4,178 $35,992 Gas (10/hr)28 4 8 8 City $21,900 $6,075 $3,450 $5,400 $36,825 Equipment (35/hr)28 4 8 8 Spring clean up (75/hr - includes gas/equ)8 1 1 1 Fall clean up (75/hr - includes gas/equ)32 4 4 2 Aerating (75/hr - includes gas/equip)8 1 2 1 Spraying (150/hr w/product)6 1 2 1 Fertilizing (150/hr w/product)2 1 1 1 1 City Council Action Request 7.W. Meeting Date 12/4/2024 Department Public Works Agenda Category Action Item Title Cintas Uniform and Floor Coverings Service Agreement Staff Recommendation Accept the one year service agreement with Cintas to provide rented floor mats and uniforms for the facilities owned by the City of Cottage Grove. Budget Implication The agreement falls into 2025 budget. Attachments 1. Memo 2. contract 1 City Council Action Request 7.X. Meeting Date 12/4/2024 Department Public Works Agenda Category Action Item Title High Zone Raw Water Main Project - Easement Agreement and MOU Staff Recommendation Approve executing the Memorandum of Understanding with compensation for the easement in the amount of $3,100, and the Permanent Utility Easement agreement with Jason and Jessica Sadek, to accommodate the water main to be installed on 8532 Indian Boulevard South, as part of the High Zone Raw Water Main Project. Budget Implication $3,100 – 3M Settlement Funds Attachments 1. 1_Memo - High Zone Raw Water Main Project Easement Agreement 2024-12-04 2. 2_HZRWM Location Map - easement note 3. 3_8532 Indian Boulevard Signed Easement and MOU To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Ryan Burfeind, P.E., Public Works Director Date:December 4, 2024 Re:High Zone Raw Water Main Project – Easement Agreement and MOU Background/Discussion On May 10, 2024, the City received a grant from the 3M Settlement for the High Zone Raw Water Main project. This project will provide the raw water mains necessary to convey the water from wells 11 and 12 to the future Intermediate Zone Water Treatment Plant. Design of the project is underway with construction planned for 2025. See attached figure showing the general alignment of the project. As part of the project, a segment of the new water main will need to be installed on a private property just south of the Xcel Energy easement that is located behind the properties between 72nd Street South and Indian Boulevard south. The watermain will extend along the west edge of the property, on the property, at 8532 Indian Boulevard South, owned by Jason and Jessica Sadek. There are no existing drainage and utility easements along the property line that would accommodate the placement of the watermain in that location. The installation of the watermain will be accomplished by directional drilling, and therefore, the construction will not include surface disruption of the property. An independent appraisal of the property impacted by the easement indicates a value of $3,100. The attached figure shows the location of the water main that will traverse through the Sadek property. Also attached is a memorandum of understanding and easement agreement for conveying the easement to the City, which have been signed by the property owners. Recommendation It is recommended that the City Council approve executing the memorandum of understanding with compensation for the easement in the amount of $3,100, and the permanent utility easement agreement with Jason and Jessica Sadek, to accommodate the water main to be installed on 8532 Indian Boulevard South, as part of the High Zone Raw Water Main Project. Cottage Grove High Zone Raw Water Main Location Map 3/14/2024 Well 12 Well 11 Proposed Intermediate Zone Water Treatment Plant Location Proposed Raw Water Main Alignment Easement Location, 8532 Indian Blvd South 1 City Council Action Request 7.Y. Meeting Date 12/4/2024 Department Parks and Recreation Agenda Category Action Item Title Denzer Park Service Agreement to Install and Purchase Playground Equipment Staff Recommendation Authorize service agreement with Webber Recreational Design, Inc. for the purchase and installation of playground equipment at Denzer Park for $83,845.85. Budget Implication $83,845.85 in Park Trust Fund Attachments 1. 1-Memo-Playground Service Agreements 2. 2 - Service Agreement - Denzer Playground To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From: CC: Zac Dockter, Parks and Recreation Director Date:November 20, 2024 Subject:Service Agreement – Denzer Park Playground Introduction/Background The 2025 capital improvements plan includes funding for development of Denzer Park. The park master plan includes a playground. Three playground proposals were received from three different companies (see designs below). Staff is recommending proceeding with the Webber Recreation design due to its complete play experience for ages 2-12 along with unique design that compliments the park’s name. The playground design is a nod to Jack’s 76 Service Station which is a part of Cottage Grove’s history. Jack’s 76 Service Station was owned and operated by Jack Denzer whom the park is named after. The playground colors are blue and orange which reflects the stations colors. Additionally, a balance beam in the shape of 76 is included at the entry. The total project cost is proposed at $83,845.85 and will be purchased under Sourcewell contract #35965. Funding is available within the Park Trust Fund should the Council approve. Staff Recommendation Authorize service agreement with Webber Recreational Design, Inc. for the purchase and installation of playground equipment at Denzer Park for $83,845.85. Preferred Design – Webber Recreational Design, Inc. Rejected Design – Landscape Structures, Inc. Rejected Design – Burke Playground 1 City Council Action Request 7.Z. Meeting Date 12/4/2024 Department Public Works Agenda Category Action Item Title Denzer Park Grading Project Quote Award Staff Recommendation Adopt Resolution 2024-175 awarding the Denzer Park Grading Project to the quote supplied by Miller Excavating, Inc. in the amount of $24,245.00 and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. Budget Implication $24,245.00 - Park Trust Fund Attachments 1. Denzer Park Grading Quote Award CC Memo 2. Denzer Park Grading Quote Award Attachment 3. Denzer Park Grading Quote Award Resolution 4. Agreement for Contractor Services w Exhibit To: Honorable Mayor and City Council Jennifer Levitt, City Administrator From: Genevieve Tester, EIT, Graduate Engineer Date: November 25, 2024 Re: Denzer Park Grading Project Quote Award Background Denzer Park is a new eight-acre park located just south of 100th Street, behind Cottage Grove Logistics Park. On April 6, 2022, the City Council approved the Cottage Grove Logistics Park plat. This plat dedicated the outlot, highlighted in green in Figure 1, to the City as a future neighborhood park. With the completion of the South District Street and Utility project, and the recent residential developments in the area—proposed apartments and single-family housing— staff has moved forward with the design and construction of Denzer Park. Staff included $500,000.00 from the Park Trust Fund for Denzer Park within the Capital Improvements Plan for 2025 to service the recreational needs of the future residents. Figure 1: Location of Denzer Park. Honorable Mayor, City Council, and Jennifer Levitt Denzer Park Grading Project Quote Award | November 25, 2024 Page 2 The park master plan includes a playground, sport court, tether ball court, picnicking areas, trails, open turf field (with irrigation), ponds, landscaping, and an elevated picnic shelter with a view of the Mississippi River. The park design was developed in 2024, and construction will begin in late 2024 and into 2025. City staff intends to manage a majority of the project in-house to reduce overhead and soft costs. The site is currently rough graded with some utilities in place. The park was named by City Council Resolution 2022-149 after Jack and Marlys Denzer who were very active in the Cottage Grove community. Jack was also a Council Member and Mayor. Staff is currently working with the family on a potential interpretive sign to memorialize the significance of the park name. Discussion This fall/winter, the goal is to finish grading on the west side of the park, where the elevated picnic shelter will sit. This includes the shaping of approximately 3,000 cubic yards of fill, which is already onsite. Two quotes were received to move and compact the fill, as well as apply a hydraulic mulch for erosion control in the winter and spring months. Seeding and establishment will be completed under a separate contract in 2025. A summary of the received quotes follows: Contractor Quoted Amount Miller Excavating, Inc. $24,245.00 Northern Lines Contracting, Inc. $30,000.00 The low quote for the project was provided by Miller Excavating, Inc. in the amount of $24,245.00. Recommendation It is recommended the City Council adopt Resolution 2024-175 awarding the Denzer Park Grading Project to the quote supplied by Miller Excavating, Inc. in the amount of $24,245.00 and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. >> >> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> > > > >>>>>>>>>>>>>>>l l l l l l l l l l l l l l l l llll>lll>>>>>>>>>>>>>>>>>>>>>>>>>>>llllllllllllllllllllllllllllSS SS SS SSSS SS SS >>>>>>>>>> >> >> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>INFILTRATION BASIN TOP 806.5 HWL 802.5 BOT 793.0 795800805805 810 804 806 807 808 809 811 811811 812812 HYDRANT 60'80' 30' X 60' COURTBENCH (TYP) 20' DIA. TETHERBALL COURT PLAYGROUND AREA 20' X 20' SHELTER SANITARY SEWER MANHOLE SANITARY SEWER MANHOLE SANITARY SEWER MANHOLE 8' CONCRETE SIDEWALK 8' BITUMINOUS TRAIL 8' BITUMINOUS TRAIL 8' BITUMINOUS TRAIL 18" FES NEW INV = 796.00 4' CBMH NEW RIM = 804.00 INV = 796.35 70'-18" RCP @ 0.50% BERM ELE 805 RIPRAP DENZER PARK ENTRY SIGN CONCRETE PAD FOR ROUND TABLES & GRILL 810 810810815815 SHEET OF DATENO SURVEY APPROVED DESIGNED DRAWN PROJ. NO. REVISION CHECKED Plot Date: 10/03/2024 - 2:17pmDrawing name: U:\193806597\CAD\Dwg\Plansheets\193806597_C301_Park.dwgXrefs:, 193806597_BORDER, 193806597_XSXV, 193806597_XSNO, 193806597_XSNU, 193806597_XSNV, 193806597_XSXT, 193806597_XSXU, 193806597_XSNO_PARKTHE 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.APPR 733 Marquette Avenue, Suite 1000 Minneapolis, MN 55402 www.stantec.com COTTAGE GROVE, MN SOUTH DISTRICT STREET & UTILITY IMPROVEMENTS - PHASE 2 WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER THE LAWS OF THE STATE OF MINNESOTA PRINT NAME: SIGNATURE: DATE:LIC. NO. DAVID R. SANOCKI 01/17/2024 40973 I HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORT 0 50 100 N GRADING PLAN CITY PARK AREA 83 PBW MAF MAF DRS JDP 193806597 158 CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-175 RESOLUTION AWARDING THE DENZER PARK GRADING PROJECT TO MILLER EXCAVATING, INC. IN THE AMOUNT OF $24,245.00 WHEREAS, quotes were requested to provide the necessary work for the Denzer Park Grading project; and WHEREAS, two firms submitted quotes; and WHEREAS, it appears that Miller Excavating, Inc. provided the lowest quote; and WHEREAS, it is the recommendation of the City Engineer that the quote be awarded to Miller Excavating, Inc. in the amount of $24,245.00. NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the Denzer Park Grading quote be awarded to Miller Excavating, Inc. in the amount of $24,245.00, and the appropriate officials are hereby authorized to sign all necessary documents to effectuate these actions. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk 1 AGREEMENT FOR SERVICES Denzer Park – Site Grading THIS AGREEMENT (“Agreement”) is made and executed this _____day of ____________, 20 , by and between the City of Cottage Grove, 12800 Ravine Parkway, Cottage Grove, Minnesota 55016, (“City”) and Miller Excavating, Inc., 3741 Stagecoach Trail North Stillwater, Minnesota 55082 (“Contractor”). WHEREAS, the City has accepted the proposal of the Contractor for certain Services; and WHEREAS, Contractor 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 Contractor as an independent contractor for the purpose of performing certain Services (“Services”), as defined in the following documents: i. A quote dated 11-13-2024, incorporated herein as Exhibit A; (Hereinafter “Exhibits.”) Where terms and conditions of this Agreement and those terms and conditions included in the Exhibits specifically conflict, the terms of this Agreement shall apply. b. Contractor 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 9 of this Agreement. c. Contractor agrees to comply with all federal, state, and local laws and ordinances applicable to the Services to be performed under this Agreement, including all safety standards. The Contractor shall be solely and completely responsible for conditions of the job site, including the safety of all persons and property during the performance of the Services. The Contractor represents and warrants that it has the requisite training, skills, and experience necessary to provide the Services and is appropriately licensed and has obtained all permits from all applicable agencies and governmental entities. 2. PAYMENT. a. City agrees to pay the Contractor $24,245.00, and the Contractor agrees to receive and accept payment for Services as set forth in the Exhibits. 2 b. Any changes in the scope of the work of the Services that may result in an increase to the compensation due the Contractor 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. Contractor shall submit itemized bills for Services provided to City on a monthly basis. Bills submitted shall be paid in the same manner as other claims made to City. d. Prior to payment, the Contractor will submit evidence that all payrolls, material bills, subcontractors and other indebtedness connected with the Services have been paid as required by the 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 period as they deem appropriate, and upon the same terms and conditions as herein stated. 4. BONDS. If the Services provided by Contractor as set forth in the Exhibits and this Agreement exceeds $100,000, Contractor shall furnish performance and payments bonds covering faithful performance of all the Contractor’s obligations, including without limitation warranty obligations, and of all payment of obligations arising under this Agreement. The bonds shall each be issued in an amount equal to 100% of the stipulated sum identified in Section 2 of this Agreement. 5. TERMINATION AND REMEDIES. a. Termination for Convenience. This Agreement may be terminated by either party upon 30 days’ written notice delivered to the other party at the addresses listed in Section 15 of this Agreement. Upon termination under this provision, if there is no default by the Contractor, Contractor shall be paid for Services rendered and reimbursable expenses through 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. c. Remedies. Notwithstanding the above, the Contractor shall not be relieved of liability to the City for damages sustained by the City as a result of any breach of this Agreement by the Contractor. The City may, in such event: 3 i. Withhold payments due to the Contractor for the purpose of set-off until such time as the exact amount of damages due to the City is determined. ii. Perform the Services, in which case, the Contractor shall within 30 days after written billing by the City, reimburse the City for any costs and expenses incurred by the City. The rights or remedies provided for herein shall not limit the City, in case of any default by the Contractor, from asserting any other right or remedy allowed by law, equity, or by statute. d. Upon termination of this Agreement, the Contractor shall furnish to the City copies or duplicate originals of all documents or memoranda prepared for the City not previously furnished. 6. SUBCONTRACTORS. Contractor 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 Contractor shall pay any subcontractor involved in the performance of this Agreement within the ten (10) days of the Contractor’s receipt of payment by the City for undisputed services provided by the subcontractor. 7. STANDARD OF CARE. In performing its Services, Contractor 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. 8. INSPECTION OF WORK. All materials and workmanship will be subject to inspection, examination, and testing by the City, who will have the right to reject defective material and workmanship or require its correction. 9. DELAY IN PERFORMANCE. Neither City nor Contractor 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 Contractor 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. Contractor will be entitled to payment for its reasonable additional charges, if any, due to the delay. 10. CITY’S REPRESENTATIVE. The City has designated Genevieve Tester, Graduate Engineer, to act as the City’s representative with respect to the Services to be performed 4 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. 11. PROJECT MANAGER AND STAFFING. The Contractor has designated Steve St. Claire, President, to be the primary contact for the City in the performance of the Services. They shall be assisted by other staff members as necessary to facilitate the completion of the Services in accordance with the terms established herein. Contractor may not remove or replace these designated staff without the approval of the City. 12. INDEMNIFICATION. a. Contractor and City each agree to defend, 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 Contractor and City, they shall be borne by each party in proportion to its own negligence. b. Contractor shall indemnify City against legal liability for damages arising out of claims by Contractor’s employees or subcontractors, including all liens. City shall indemnify Contractor against legal liability for damages arising out of claims by City’s employees or subcontractors. 13. INSURANCE. During the performance of the Services under this Agreement, Contractor shall maintain the following insurance: a. Commercial General Liability Insurance, with a limit of $1,500,000 for any number of claims arising out of a single occurrence, pursuant to Minnesota Statutes, Section 466.04, or as may be amended; b. Workers’ Compensation Insurance in accordance with statutory requirements. c. Automobile Liability Insurance, with a combined single limit of $1,000,000 for each person and $1,000,000 for each accident. Contractor 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 Commercial General Liability Insurance policy. 14. WARRANTIES. Contractor warrants and guarantees that title to all work, materials, and equipment covered by any invoice, will pass to City no later than the Completion Date. Contractor warrants that all work will be free from defects and that all materials will be new and of first quality. If within one (1) year after final payment any work or material 5 is found to be defective, Contractor shall promptly, without cost to the City, correct such defect. 15. NOTICES. Notices shall be communicated to the following addresses: If to City: City of Cottage Grove 12800 Ravine Parkway Cottage Grove, MN 55016 Attention: Jennifer Levitt Or e-mailed: jlevitt@cottagegrovemn.gov If to Contractor: Miller Excavating, Inc. 3741 Stagecoach Trail North Stillwater, MN 55082 Attention: Steve St. Claire Or emailed: steve.st.claire@millerexc.com 16. INDEPENDENT CONTRACTOR STATUS. All services provided by Contractor, its officers, agents and employees pursuant to this Agreement shall be provided as employees of Contractor or as independent contractors of Contractor and not as employees of the City for any purpose. 17. RESPONSIBLE CONTRACTOR. a. In accordance with Minnesota Statutes, Section 16C.285, Contractor is hereby advised that the City cannot award a construction contract in excess of $50,000 unless Contractor is a “responsible contractor” as defined in Minnesota Statutes, Section 16C.285, subdivision 3. Contractor must complete a Responsible Contractor Certificate verifying compliance with the minimum criteria specified in Minnesota Statutes, Section 16C.285, subdivision 3, to be eligible to provide the Services outlined in this Agreement. A Responsible Contractor Certificate must be signed under oath by an owner or officer of Contractor. Contractor is responsible for obtaining the required verifications of compliance with Minnesota Statute, Section 16C.285, subdivision 3 from all subcontractors, using a form provided by the City. Contractor must submit signed verifications from subcontractors upon the City’s request. b. Contractor or subcontractor who does not meet the minimum criteria established in Minnesota Statutes, Section 16C.285, subdivision 3, or who fails to verify compliance with the minimum requirements of this statute, will not be considered a “responsible contractor” and will be ineligible to provide the Services under this Agreement or otherwise work on the project in any capacity. Contractor and any subcontractor are advised that making any false statements verifying compliance with Minnesota Statutes, Section 16C.285 will render the Contractor or 6 subcontractor ineligible to perform the Services of this Agreement and may result in termination of this Agreement by the City. c. Contractor shall not sublet, sell, transfer, delegate or assign the Services or any portion of the Services of this Agreement without abiding by the applicable provisions of the Minnesota Department of Transportation Standard Specifications for Construction, Section 1801. 18. GENERAL PROVISIONS. a. Assignment. This Agreement is not assignable without the mutual written agreement of the parties. b. Waiver. A waiver by either City or Contractor 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. Nondiscrimination. Contractor agrees that in the hiring of employees to perform Services under this Agreement, Contractor shall not discriminate against any person by reason of any characteristic protected by state or federal law. d. 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. e. Amendments. Any modification or amendment to this Agreement shall require a written agreement signed by both parties. f. 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. g. 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. h. 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. 7 CITY OF COTTAGE GROVE By: Myron A. Bailey, Mayor By: Tamara Anderson, City Clerk 8 CONTRACTOR Signature: Date: Name: Its: Exhibit A 1 City Council Action Request 7.AA. Meeting Date 12/4/2024 Department Parks and Recreation Agenda Category Action Item Title DNR No Child Left Inside Grant Staff Recommendation Authorize staff to apply for the Minnesota Department of Natural Resources No Child Left Inside Grant to purchase archery program supplies in the amount of $4,940.00. Budget Implication No budget impact. Matching funds will be derived from overhead costs currently budgeted for. Attachments 1. 1-Memo - DNR NCLI Grant To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From: CC: Noah Ranem, Recreation Specialist Zac Dockter, Parks and Recreation Director Date:November 25, 2024 Subject:DNR No Child Left Inside Grant Introduction/Background The Minnesota Department of Natural Resources is offering up to $5,000 in reimbursement for outdoor environmental, ecological, and other natural-resource-based education and recreation programs serving youth through their No Child Left Inside (NCLI) grant program. This grant is a great opportunity to expand on our current archery programming within the city. The acquisition of additional bows, arrows, and targets will allow our programs to include more participants and enhance the outdoor opportunities for the youth in Cottage Grove. This grant offering is reimbursed by the MN DNR. Grant match is required through dollars, labor, materials, and/or services, however, there is no minimum matching requirement. Our current inventory was purchased in 2021. Aging targets, lack of left-handed bows, and a dwindling supply of arrows presents costly purchases in the near future to sustain one of our most popular summer offerings. As such, staff is proposing to apply for the NCLI grant to purchase the following: Grant Purchases Quantity Cost Total Compound Bows 10 $122 $1,220 Arrows 10 dozen $201/ 5 dozen $402 3-D Targets Set of 8 $2,300 $2,300 Box Targets 5 $150 $750 Bow Rack 1 $268 $268 Grant Total --$4,940.00 Staff Recommendation Authorize staff to apply for the Minnesota Department of Natural Resources No Child Left Inside Grant to purchase archery program supplies in the amount of $4,940.00. 1 City Council Action Request 7.BB. Meeting Date 12/4/2024 Department IT Department Agenda Category Action Item Title MemberSports Agreement - River Oaks Golf Staff Recommendation Staff recommends the approval of the MemberSports 5-year software agreement as reviewed by the City Attorney and City staff based on the payment terms as outlined in the attached memo. Budget Implication The MemberSports solution is a replacement for River Oak’s current management system and is in line with the River Oaks budget. The following table outlines the 5-year costs of the system. Attachments 1. MemberSports Council Submittal 2024 To: Honorable Mayor and City Council Jennifer Levitt, City Administrator From: Cc: Brian Bluhm, IT Manager Dennis Neitz, General Manager, River Oaks Date: November 25, 2024 Subject: MemberSports Agreement Introduction Software systems at River Oaks Municipal Golf Course are essential to running an efficient course and providing superior customer service to its customers. River Oaks management has identified inefficiencies in their current software solution that required the use of multiple products to provide online services such as event and tee time registrations, point-of-sale and marketing. River Oaks staff along with Information Technology staff reviewed demos of different golf solutions to replace an existing solution. The new solution requirements included a more complete pane of glass experience that included items in one package. MemberSports was able to demonstrate those items within the budget outlined in the requirements. MemberSports Overview MemberSports streamlines golf operations and simplifies management tasks, ensuring improved performance and a seamless experience for all users. Our solutions are integrated, intuitive, and intelligent. Integrated All-in-One System: Effortlessly manage POS, scheduling (tee sheet), event management, and operations within a single platform. This integration eliminates the need for multiple tools and ensures seamless connectivity across all functions, enhancing overall efficiency. Intuitive Digital Record Management: Maintain a comprehensive digital record of passes, gift cards, rain checks, and credit books. This system ensures easy tracking and management for both staff and customers, ultimately enhancing satisfaction and loyalty. Intelligent Automation for Scheduling Tee Times: Streamline the booking process with intelligent automation that saves time and minimizes errors. The system automatically detects the lowest rate or applicable pass during booking, making the process more efficient and reliable. Eco-Friendly Approach: Embrace sustainability with our "Go Green" initiative, which promotes paperless operations for a cleaner environment and reduces your ecological footprint. User-Friendly Interface: Experience a smooth and intuitive interface designed for both operators and players. This feature facilitates easy navigation and efficient task completion, making interactions straightforward and enjoyable. Additionally, the system is easy to train on, ensuring quick onboarding for new users. Custom Passes: Develop integrated, personalized passes that cater to individual player and course needs. This customization enhances user engagement and satisfaction, fostering loyalty among customers. Dynamic Calendars & Pricing: Optimize course planning and pricing strategies with user-friendly calendars that adapt to your operational needs. This flexibility allows staff to manage bookings and pricing effectively, featuring advanced booking capabilities and self-pay options. Budget Implications The MemberSports solution is a replacement for River Oak’s current management system and is in line with the River Oaks budget. The following table outlines the 5-year costs of the system. Staff Recommendation Staff recommends the approval of the MemberSports 5-year software agreement as reviewed by the City Attorney and City staff in based on the payment terms as outlined in this memo. Membersports Customer Contract This Software as a Service Agreement (this "Agreement"), effective as of 12/04/2024 (the "Effective Date"), is by and between Membersports, a Delaware corporation, 927 E. Crosswind Way, Draper, Utah 84020 ("Provider"), and City of Cottage Grove, a Minnesota entity, 12800 Ravine Parkway South, Cottage Grove, Minnesota 55016 ("Customer"). Provider and Customer may be referred to herein collectively as the "Parties" or individually as a "Party." WHEREAS, Provider provides access to the Services to its customers; and WHEREAS, Customer desires to access the Services, and Provider desires to provide Customer access to the Services, subject to the terms and conditions of this Agreement. NOW, THEREFORE, in consideration of the promises, terms, and conditions set forth herein, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows: 1. Definitions. (a) "Aggregated Statistics" means data and information related to Customer’s use of the Services that is used by Provider in an aggregate and anonymized manner, including to compile statistical and performance information related to the provision and operation of the Services. (b) "Authorized User" means Customer's employees, consultants, contractors, and agents (i) who are authorized by Customer to access and use the Services under the rights granted to Customer pursuant to this Agreement and (ii) for whom access to the Services has been purchased hereunder. (c) "Customer Data" means, other than Aggregated Statistics, information, data, and other content, in any form or medium, that is submitted, posted, or otherwise transmitted by or on behalf of Customer or an Authorized User through the Services. (d) "Provider IP" means the Services, the Documentation, and any and all intellectual property provided to Customer or any Authorized User in connection with the foregoing. For the avoidance of doubt, Provider IP includes Aggregated Statistics and any information, data, or other content derived from Provider's monitoring of Customer's access to or use of the Services, but does not include Customer Data. (e) "Services" means the software- as-a-service offering described in Exhibit A. 2. Access and Use. (a) Provision of Access. Subject to and conditioned upon Customer’s payment of Fees and compliance with all the terms and conditions of this Agreement, Provider hereby grants Customer a non-exclusive, non-transferable right to access and use the Services during the Term, solely for use by Authorized Users in accordance with the terms and conditions herein. Such use is limited to Customer’s internal use. Provider shall provide to Customer the necessary passwords and network links or connections to allow Customer to access the Services. (b) Use Restrictions. Customer shall not use the Services for any purposes beyond the scope of the access granted in this Agreement. Customer shall not at any time, directly or indirectly, and shall not permit any Authorized Users to: (i) copy, modify, or create derivative works of the Services or Documentation, in whole or in part; (ii) rent, lease, lend, sell, license, sublicense, assign, distribute, publish, transfer, or otherwise make available the Services or Documentation; (iii) reverse engineer, disassemble, decompile, decode, adapt, or otherwise attempt to derive or gain access to any software component of the Services, in whole or in part; (iv) remove any proprietary notices from the Services or Documentation; or (v) use the Services or Documentation in any manner or for any purpose that infringes, misappropriates, or otherwise violates any intellectual property right or other right of any person, or that violates any applicable law. 2 (c) Reservation of Rights. Provider reserves all rights not expressly granted to Customer in this Agreement. Except for the limited rights and licenses expressly granted under this Agreement, nothing in this Agreement grants, by implication, waiver, estoppel, or otherwise, to Customer or any third party any intellectual property rights or other right, title, or interest in or to the Provider IP. (d) Suspension. Notwithstanding anything to the contrary in this Agreement, Provider may temporarily suspend Customer’s and any Authorized User’s access to any portion or all of the Services if: (i) Provider reasonably determines that (A) there is a threat or attack on any of the Provider’s IP; (B) Customer’s or any Authorized User’s use of the Provider’s IP disrupts or poses a security risk to the Provider’s IP or to any other customer or vendor of Provider; (C) Customer, or any Authorized User, is using the Provider’s IP for fraudulent or illegal activities; (D) subject to applicable law, Customer has ceased to continue its business in the ordinary course, made an assignment for the benefit of creditors or similar disposition of its assets, or become the subject of any bankruptcy, reorganization, liquidation, dissolution, or similar proceeding; or (E) Provider’s provision of the Services to Customer or any Authorized User is prohibited by applicable law; (ii) any vendor of Provider has suspended or terminated Provider’s access to or use of any third-party services or products required to enable Customer to access the Services; or (iii) in accordance with Section 4(a)(iii) (any such suspension described in subclause (i), (ii), or (iii), a “Service Suspension”). Provider shall use commercially reasonable efforts to provide written notice of any Service Suspension to Customer and to provide updates regarding resumption of access to the Services following any Service Suspension. Provider shall use commercially reasonable efforts to resume providing access to the Services as soon as reasonably possible after the event giving rise to the Service Suspension is cured. Provider will have no liability for any damage, liabilities, losses (including any loss of data or profits), or any other consequences that Customer or any Authorized User may incur as a result of a Service Suspension. (e) Aggregated Statistics. Notwithstanding anything to the contrary in this Agreement, Provider may monitor Customer’s use of the Services and collect and compile Aggregated Statistics. As between Provider and Customer, all right, title, and interest in Aggregated Statistics, and all intellectual property rights therein, belong to and are retained solely by Provider. Customer acknowledges that Provider may compile Aggregated Statistics based on Customer Data input into the Services. Customer agrees that Provider may: (i) make Aggregated Statistics publicly available in compliance with applicable law; and (ii) use Aggregated Statistics to the extent and in the manner permitted under applicable law; provided that such Aggregated Statistics do not identify Customer or Customer’s Confidential Information. 3. Customer Responsibilities. (a) General. Customer is responsible and liable for all uses of the Services and Documentation resulting from access provided by Customer, directly or indirectly, whether such access or use is permitted by or in violation of this Agreement. Without limiting the generality of the foregoing, Customer is responsible for all acts and/or omissions of Authorized Users, and any act or omission by an Authorized User that would constitute a breach of this Agreement if taken by Customer will be deemed a breach of this Agreement by Customer. Customer shall use reasonable efforts to make all Authorized Users aware of this Agreement’s contents as applicable to such Authorized User’s use of the Services, and shall cause Authorized Users to comply with such provisions. (b) Third-Party Products. Provider may, from time to time, make third-party products (“Third-Party Products”) available to Customer. For purposes of this Agreement, such Third-Party Products are subject to their own terms and conditions and the applicable flow-through provisions. If Customer does not agree to abide by the applicable terms for any such Third-Party Products, then Customer should not install or use such Third-Party Products. 4. Fees and Payment. (a) Fees. Customer shall pay Provider the fees (“Fees”) as set forth in Exhibit A without offset or deduction. Customer shall make all payments hereunder in US dollars on or before the due date set forth in Exhibit A. If Customer fails to make any payment when due, without limiting Provider's other rights and remedies: (i) Provider may charge interest on the past due amount at the rate of 1.5% [or 8%] per month calculated daily and compounded monthly or, if 3 lower, the highest rate permitted under applicable law; (ii) Customer shall reimburse Provider for all reasonable costs incurred by Provider in collecting any late payments or interest, including attorneys’ fees, court costs, and collection agency fees; and (iii) if such failure continues for 30 days or more, Provider may suspend Customer’s and its Authorized Users’ access to any portion or all of the Services until such amounts are paid in full. (b) Taxes. All Fees and other amounts payable by Customer under this Agreement are exclusive of taxes and similar assessments. Customer is responsible for all sales, use, and excise taxes, and any other similar taxes, duties, and charges of any kind imposed by any federal, state, or local governmental or regulatory authority on any amounts payable by Customer hereunder, other than any taxes imposed on Provider's income. 5. Confidential Information. (a) Confidential Information. From time to time during the Term, either Party may disclose or make available to the other Party information about its business affairs, products, confidential intellectual property, trade secrets, third-party confidential information, and other sensitive or proprietary information, whether orally or in written, electronic, or other form or media/in written or electronic form or media, that is/and whether or not marked, designated, or otherwise identified as "confidential" (collectively, "Confidential Information"). Confidential Information does not include information that, at the time of disclosure is: (a) in the public domain; (b) known to the receiving Party at the time of disclosure; (c) rightfully obtained by the receiving Party on a non-confidential basis from a third party; or (d) independently developed by the receiving Party. The receiving Party shall not disclose the disclosing Party's Confidential Information to any person or entity, except to the receiving Party's employees who have a need to know the Confidential Information for the receiving Party to exercise its rights or perform its obligations hereunder. Notwithstanding the foregoing, each Party may disclose Confidential Information to the limited extent required (i) in order to comply with the order of a court or other governmental body, or as otherwise necessary to comply with applicable law, provided that the Party making the disclosure pursuant to the order shall first have given written notice to the other Party and made a reasonable effort to obtain a protective order; or (ii) to establish a Party’s rights under this Agreement. On the expiration or termination of the Agreement, the receiving Party shall promptly return to the disclosing Party all copies, whether in written, electronic, or other form or media, of the disclosing Party's Confidential Information, or destroy all such copies and certify in writing to the disclosing Party that such Confidential Information has been destroyed. Each Party’s obligations of non-disclosure with regard to Confidential Information are effective as of the Effective Date and will expire five years from the date first disclosed to the receiving Party; provided, however, with respect to any Confidential Information that constitutes a trade secret (as determined under applicable law), such obligations of non-disclosure will survive the termination or expiration of this Agreement for as long as such Confidential Information remains subject to trade secret protection under applicable law. (b) Confidential Pricing. Any and all pricing and discounts contained herein, and any related proposals or correspondence between Customer and Provider shall be considered confidential information. Customer agrees to hold such information in strict confidence and not to disclose it to any third parties. Notwithstanding the foregoing, Customer may disclose such information only to the extent necessary to fulfill the obligations set forth herein or as required to comply with applicable law. 6. Intellectual Property Ownership. (a) Provider IP. Customer acknowledges that, as between Customer and Provider, Provider owns all right, title, and interest, including all intellectual property rights, in and to the Provider IP and, with respect to Third-Party Products, the applicable third-party providers own all right, title, and interest, including all intellectual property rights, in and to the Third-Party Products. (b) Customer Data. Provider acknowledges that, as between Provider and Customer, Customer owns all right, title, and interest, including all intellectual property rights, in and to the Customer Data. Customer hereby grants to Provider a non-exclusive, royalty-free, worldwide license to reproduce, distribute, and otherwise use and display the Customer Data and perform all acts with respect to the Customer Data as may be necessary for Provider to provide the Services to Customer, and a non-exclusive, perpetual, irrevocable, royalty-free, worldwide license to reproduce, distribute, modify, and 4 otherwise use and display Customer Data incorporated within the Aggregated Statistics. 7. Warranty Disclaimer. (a) THE PROVIDER’S IP IS PROVIDED “AS IS” AND PROVIDER HEREBY DISCLAIMS ALL WARRANTIES, WHETHER EXPRESS, IMPLIED, STATUTORY, OR OTHERWISE. PROVIDER SPECIFICALLY DISCLAIMS ALL IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, TITLE, AND NON- INFRINGEMENT, AND ALL WARRANTIES ARISING FROM COURSE OF DEALING, USAGE, OR TRADE PRACTICE. PROVIDER MAKES NO WARRANTY OF ANY KIND THAT THE PROVIDER IP, OR ANY PRODUCTS OR RESULTS OF THE USE THEREOF, WILL MEET CUSTOMER'S OR ANY OTHER PERSON’S REQUIREMENTS, OPERATE WITHOUT INTERRUPTION, ACHIEVE ANY INTENDED RESULT, BE COMPATIBLE OR WORK WITH ANY SOFTWARE, SYSTEM, OR OTHER SERVICES, OR BE SECURE, ACCURATE, COMPLETE, FREE OF HARMFUL CODE, OR ERROR FREE. 8. Indemnification, etc. (a) Provider’s Duties, if any. (i) OPTION #1: Provider shall hold Customer harmless from and against any and all losses, damages, liabilities, and costs (including attorney’s fees) (“Losses”) incurred by Customer resulting from any third-party claim or suit (“Third-Party Claim”) that the Services, or any prescribed use of the Services in accordance with this Agreement, infringes or misappropriates such third party’s US intellectual property rights/US patents, copyrights, or trade secrets, provided that Customer promptly notifies Provider in writing of the claim, cooperates with Provider, and allows Provider sole authority to control the settlement of such claim. (ii) OPTION #2: Provider shall indemnify and hold Customer harmless from and against any and all losses, damages, and costs (including attorney’s fees) (“Losses”) incurred by Customer resulting from any third-party claim or suit (“Third-Party Claim”) that the Services, or any prescribed use of the Services in accordance with this Agreement, infringes or misappropriates such third party’s US intellectual property rights/US patents, copyrights, or trade secrets, provided that Customer promptly notifies Provider in writing of the claim, cooperates with Provider, and allows Provider sole authority to control the settlement of such claim. (iii) If a Third-Party Claim is made, Customer agrees to permit Provider, at Provider’s sole discretion, to (A) modify or replace the Services, or component or part thereof, to make it non- infringing, or (B) obtain the right for Customer to continue use. If Provider determines that neither alternative is reasonably available, Provider may terminate this Agreement, in its entirety or with respect to the affected component or part, effective immediately on written notice to Customer. (iv) Section 8(a) “Provider’s Duties, if any” will not apply to the extent that the alleged infringement arises from: (A) use of the Services in combination with data, software, hardware, equipment, or technology not provided by Provider or authorized by Provider in writing; (B) modifications to the Services not made by Provider; or (C) Customer Data. (b) Customer’s Duties. Customer shall indemnify, hold harmless, and, at Provider’s option, defend Provider from and against any Losses resulting from any Third-Party Claim that the Customer Data, or any use of the Customer Data in accordance with this Agreement, infringes or misappropriates such third party’s intellectual property rights and any Third-Party Claims based on Customer’s or any Authorized User’s: (i) negligence or willful misconduct; (ii) use of the Services in a manner not authorized by this Agreement, provided that Customer may not settle any Third-Party Claim against Provider unless Provider consents to such settlement, and further provided that Provider will have the right, at its option, to defend itself against any such Third- Party Claim or to participate in the defense thereof by counsel of its own choice. 5 (c) Sole Remedy. THIS SECTION 8 SETS FORTH CUSTOMER’S SOLE REMEDIES AND PROVIDER’S SOLE LIABILITY AND OBLIGATION FOR ANY ACTUAL, THREATENED, OR ALLEGED CLAIMS THAT THE SERVICES INFRINGE, MISAPPROPRIATE, OR OTHERWISE VIOLATE ANY INTELLECTUAL PROPERTY RIGHTS OF ANY THIRD PARTY. 9. Limitations of Liability. IN NO EVENT WILL PROVIDER BE LIABLE UNDER OR IN CONNECTION WITH THIS AGREEMENT UNDER ANY LEGAL OR EQUITABLE THEORY, INCLUDING BREACH OF CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY, AND OTHERWISE, FOR ANY: (a) CONSEQUENTIAL, INCIDENTAL, INDIRECT, EXEMPLARY, SPECIAL, ENHANCED, OR PUNITIVE DAMAGES; (b) INCREASED COSTS, DIMINUTION IN VALUE OR LOST BUSINESS, PRODUCTION, REVENUES, OR PROFITS; (c) LOSS OF GOODWILL OR REPUTATION; (d) USE, INABILITY TO USE, LOSS, INTERRUPTION, DELAY, OR RECOVERY OF ANY DATA, OR BREACH OF DATA OR SYSTEM SECURITY; OR (e) COST OF REPLACEMENT GOODS OR SERVICES, IN EACH CASE REGARDLESS OF WHETHER PROVIDER WAS ADVISED OF THE POSSIBILITY OF SUCH LOSSES OR DAMAGES OR SUCH LOSSES OR DAMAGES WERE OTHERWISE FORESEEABLE. IN NO EVENT WILL PROVIDER'S AGGREGATE LIABILITY ARISING OUT OF OR RELATED TO THIS AGREEMENT UNDER ANY LEGAL OR EQUITABLE THEORY, INCLUDING BREACH OF CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY, AND OTHERWISE EXCEED 1.5 TIMES THE TOTAL AMOUNTS PAID TO PROVIDER UNDER THIS AGREEMENT IN THE ONE YEAR PERIOD PRECEDING THE EVENT GIVING RISE TO THE CLAIM. 10. Term and Termination. (a) Term. The initial term of this Agreement begins on the Effective Date and, unless terminated earlier pursuant to this Agreement’s express provisions, will continue in perpetuity from such date until terminated in accordance with this Agreement. (b) Termination. In addition to any other express termination right set forth in this Agreement, Provider may terminate this Agreement at any time by giving ninety (90) day notice; Customer may terminate this Agreement by giving notice to Provider, provided that termination notice is received at least ninety (90) days before renewal deadline. Upon termination under this provision, if there is no default by the Provider, Provider shall be paid for Services rendered and reimbursable expenses incurred until the effective date of termination. 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 submit a plan for cure that is acceptable to the other party. (c) Effect of Termination. Upon termination of this Agreement, Customer shall immediately discontinue use of Provider’s IP and, without limiting Customer’s obligations under Section 5 (“Confidential Information”), Customer shall delete, destroy, or return all copies of Provider’s IP, and shall certify in writing to the Provider that Provider’s IP has been deleted or destroyed. 11. Miscellaneous. (a) Entire Agreement. This Agreement, together with any other documents incorporated herein by reference and all related Exhibits, constitutes the sole and entire agreement of the Parties with respect to the subject matter of this Agreement, and supersedes all prior and contemporaneous understandings, agreements, and representations and warranties, both written and oral, with respect to such subject matter. In the event of any inconsistency between the statements made in the body of this Agreement, the related Exhibits, and any other documents incorporated herein by reference, the following order of precedence governs: (i) first, this Agreement, excluding its Exhibits; (ii) second, the Exhibits to this Agreement as of the Effective Date; and (iii) third, any other documents incorporated herein by reference. (b) Notices. All notices, requests, consents, claims, demands, waivers, and other communications hereunder (each, a "Notice") must be in writing and addressed to the Parties at the addresses set forth on the first page of this Agreement (or to such other address that may be 6 designated by the Party giving Notice from time to time in accordance with this Section). All Notices must be delivered by personal delivery, nationally recognized overnight courier (with all fees pre- paid), facsimile or email (with confirmation of transmission), or certified or registered mail (in each case, return receipt requested, postage pre- paid). Except as otherwise provided in this Agreement, a Notice is effective only: (i) upon receipt by the receiving Party; and (ii) if the Party giving the Notice has complied with the requirements of this Section. (c) Force Majeure. In no event shall Provider be liable to Customer, or be deemed to have breached this Agreement, for any failure or delay in performing its obligations under this Agreement, if and to the extent such failure or delay is caused by any circumstances beyond Provider’s reasonable control, including but not limited to acts of God, flood, fire, earthquake, explosion, war, terrorism, invasion, riot or other civil unrest, strikes, labor stoppages or slowdowns or other industrial disturbances, or passage of law or any action taken by a governmental or public authority, including imposing an embargo. (d) Amendment and Modification; Waiver. No amendment to or modification of this Agreement is effective, unless it is in writing and signed by an authorized representative of each Party. No waiver by any Party of any of the provisions hereof will be effective unless explicitly set forth in writing and signed by the Party so waiving. Except as otherwise set forth in this Agreement, (i) no failure to exercise, or delay in exercising, any rights, remedy, power, or privilege arising from this Agreement will operate or be construed as a waiver thereof, and (ii) no single or partial exercise of any right, remedy, power, or privilege hereunder will preclude any other or further exercise thereof or the exercise of any other right, remedy, power, or privilege. (e) Severability. If any provision of this Agreement is invalid, illegal, or unenforceable in any jurisdiction, such invalidity, illegality, or unenforceability will not affect any other term or provision of this Agreement or invalidate or render unenforceable such term or provision in any other jurisdiction. Upon such determination that any term or other provision is invalid, illegal, or unenforceable, the Parties shall negotiate in good faith to modify this Agreement so as to effect their original intent as closely as possible in a mutually acceptable manner in order that the transactions contemplated hereby be consummated as originally contemplated to the greatest extent possible. (f) Survival. The following sections shall survive termination of the Agreement: Section 10(d) and Sections 1, 4, 5, 6, 7(a), 8, 9, and 11. No other provisions of this Agreement survive the termination of this Agreement. (g) Disputes, Claims, and Mandatory Alternative Dispute Resolution. If there is any dispute and/or claim between the parties arising out of, under, in connection with, relating to or in relation to this Agreement including, but not limited to, its existence, validity, interpretation, conclusion, formation, performance, execution, breach, termination, completion and/or settlement, the Parties shall attempt to reach an amicable settlement within thirty (30) days. After the expiration of the thirty-day period, if the Parties have not reached an amicable settlement, the dispute and/or claim shall proceed to a court of competent jurisdiction in the State of Minnesota. (h) Governing Law; Submission to Jurisdiction. This Agreement is governed by and construed in accordance with the internal laws of the State of Minnesota without giving effect to any choice or conflict of law provision or rule that would require or permit the application of the laws of any jurisdiction other than those of the State of Minnesota and each Party irrevocably submits to that jurisdiction in any action or proceeding. (i) Assignment. The Parties may not assign any of its rights or delegate any of its obligations hereunder, in each case whether voluntarily, involuntarily, by operation of law or otherwise, without the prior written consent of the other party, which consent shall not be unreasonably withheld, conditioned, or delayed. Any purported assignment or delegation in violation of this Section will be null and void. No assignment or delegation will relieve the assigning or delegating Party of any of its obligations hereunder. This Agreement is binding upon and inures to the benefit of the Parties and their respective permitted successors and assigns. (j) Equitable Relief. Each Party acknowledges and agrees that a breach or threatened breach by such party of any of its obligations under Section 5 or, in the case of Customer, Section 2(c), would cause the other Party irreparable harm for which monetary damages would not be an adequate remedy and agrees that, in the event of such breach or threatened breach, the other Party may be entitled to equitable relief, 7 including a restraining order, an injunction, specific performance, and any other relief that may be available from any court. Such remedies are not exclusive and are in addition to all other remedies that may be available at law, in equity, or otherwise. (k) Counterparts. This Agreement may be executed in counterparts, each of which is deemed an original, but all of which together are deemed to be one and the same agreement. [The remainder of this page is intentionally left blank] 8 IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of the Effective Date. MEMBERSPORTS INC. By: Name: Title: 9 CITY OF COTTAGE GROVE _____________________________ Myron Bailey, Mayor _____________________________ Tamara Anderson, City Clerk _____________________________ Date EXHIBIT A QUALIFICATIONS & EXPERIENCE Founded in 2020, MemberSports was created with a clear mission: to simplify sports management with intuitive, easy-to-use software. Our team of tech-savvy professionals is dedicated to transforming the golf industry by improving user experience, streamlining operations, and fostering business growth. We believe in building strong, lasting relationships with golf professionals and their teams by listening to their needs and delivering impactful solutions. Guided by our core values—TEAM, INNOVATION, FUN, and INTEGRITY—we strive to create an environment where technology empowers sports organizations. MemberSports is driven by a team of experienced professionals committed to building lasting relationships and truly listening to our clients. We share a passion for both our work and the people we serve. Our mission is to create better opportunities, foster a positive culture, and strengthen the purpose behind everything we do—for both your team and ours. Phil Harker Founder & CEO – 40 years of experience (Software Engineer) Nick Anderson Founder & President – 20+ years of experience (Sales & Operations) Mark Kolp CTO – 30+ years of experience Cory Harker Director of Customer Support Brady Rowley Customer Support and Sales TK Housley VP of Sales and Support Mike Davis VP of Sales Steve Richins Software Engineer – 30+ years of experience Matt Peterson Software Engineer/Design – 25+ years of experience Devin Hansen Software Engineer/Design – 20+ years of experience Keith Anderson Software Engineer – 15+ years of experience Darren Jacquet Software Engineer – 25+ years of experience Spencer Smith Software Engineer – 15+ years of experience Joe Mitchell Software Engineer – 30+ years of experience Key Personnel Assigned to the Project 1. Nick Anderson, RFP Process Lead • Role and Responsibilities: Nick Anderson will be the primary point of contact throughout the RFP process. He will be responsible for facilitating communication, responding to inquiries, and ensuring that all required documentation is submitted promptly. Nick will also coordinate with internal teams to address any questions the City may have during the evaluation period. • Availability: Nick will be available full-time during the RFP process to provide immediate responses and support as needed. 2. Cory Harker and TK Housley, Post-Award Points of Contact • Role and Responsibilities: After the project has been awarded, Cory Harker and/or TK Housley will become the primary contacts for managing all project-related requests and issues. They will 9 be responsible for directing resources, providing support, and ensuring that the City's needs are addressed quickly and efficiently as the project moves into implementation. • Availability: Both Cory and TK will be available on an as-needed basis, with one or both dedicated to the City’s needs at all times during the execution of the project. 3. Software Engineers • Role and Responsibilities: A team of active engineers will be assigned to the project based on the City's evolving needs during the first few months. Their responsibilities will include implementing technical solutions, troubleshooting issues, and ensuring that all engineering tasks are completed to the City's satisfaction. • Availability: The availability of the engineering team will be adjusted dynamically depending on the project requirements, with engineers assigned as needed to maintain steady progress and support. Our references can attest to the quality of our systems and support. All work is done in-house, with every aspect of the project owned and managed internally to ensure top-tier service for our clients. 1. References • Reference 1 i. City of Denver – Denver, CO (8 Courses) ii. Scott Rethlake – City and County Director of Golf iii. 720-913-0761 iv. Scott.rethlake@denvergov.org • Reference 2 i. Foothills and Meadows Golf Courses – Foothills Park and Rec District (3 courses) ii. Randy Meyers – Director of Golf iii. 303-409-2405 iv. randym@fhprd.org • Reference 3 i. Grizzly Ranch Golf Club ii. Caleb Olsen – Head Professional iii. 530-832-4200 iv. caleb@grizzlyranchgolfclub.com Key Features of MemberSports PROPOSED SOFTWARE 10 MemberSports streamlines golf operations and simplifies management tasks, ensuring improved performance and a seamless experience for all users. Our solutions are integrated, intuitive, and intelligent. • Integrated All-in-One System: Effortlessly manage POS, scheduling (tee sheet), event management, and operations within a single platform. This integration eliminates the need for multiple tools and ensures seamless connectivity across all functions, enhancing overall efficiency. • Intuitive Digital Record Management: Maintain a comprehensive digital record of passes, gift cards, rain checks, and credit books. This system ensures easy tracking and management for both staff and customers, ultimately enhancing satisfaction and loyalty. • Intelligent Automation for Scheduling Tee Times: Streamline the booking process with intelligent automation that saves time and minimizes errors. The system automatically detects the lowest rate or applicable pass during booking, making the process more efficient and reliable. • Eco-Friendly Approach: Embrace sustainability with our "Go Green" initiative, which promotes paperless operations for a cleaner environment and reduces your ecological footprint. • User-Friendly Interface: Experience a smooth and intuitive interface designed for both operators and players. This feature facilitates easy navigation and efficient task completion, making interactions straightforward and enjoyable. Additionally, the system is easy to train on, ensuring quick onboarding for new users. • Custom Passes: Develop integrated, personalized passes that cater to individual player and course needs. This customization enhances user engagement and satisfaction, fostering loyalty among customers. • Dynamic Calendars & Pricing: Optimize course planning and pricing strategies with user-friendly calendars that adapt to your operational needs. This flexibility allows staff to manage bookings and pricing effectively, featuring advanced booking capabilities and self-pay options. • Consulting Services: Included in our pricing, our consulting services help identify and implement strategies to boost revenue. Leverage powerful analytics tools to gain deeper insights into your business and customer behavior, empowering informed decision-making and strategic planning. Tee Sheet • Booking & Management: Advanced booking options, back/front 9 management, drag-and-drop functionality, custom tee times, and multiple course management. • Customization: Dynamic rates, custom booking periods, player profile management, and custom communications templates. • Online Functionality: Online booking with self-pay, cancellation, custom rules, and rate detection. • Tracking & Reporting: Cart tracking, no-show tracking, and daily revenue reports. POS • Payment & Transactions: Supports various payment methods (cards, gift cards, member accounts), electronic gift certificates, and secure card-on-file processing. • Customization: Digital punch passes, rain checks, and product management, with full control over credit books and loyalty programs. • Inventory & Security: Full inventory management, employee PIN and security controls, and offline processing options. Reporting • Sales & Revenue: Sales summary by store, category, or tender type, tax reports, discounts, refunds, and GL tracking. • Rounds & Inventory: Rounds played, product management, inventory reports (received, returned, variance). Marketing & Communications • Templates & Messaging: Create and manage communication templates, direct communication via 11 email or text, and website hosting. • Player Engagement: Send automated reminders, thank yous, and confirmations with custom content and frequency control. Event Management • Setup & Scheduling: Manage tournaments, leagues, and events with full scheduling, player/team management, and customizable rules. • Payments & Registration: Supports self-pay invitations, player invitations, and online payment. • Scoring & Reporting: Live scoring, leaderboards, and full event reporting with printable materials (scorecards, rule sheets). App • Mobile Features: Apple and Android compatibility with tee time management, GPS, electronic scorecards, and GHIN access for posting scores. Food & Beverage • Customization: Full menu customization, modifiers, split capabilities, and integration with tournament management. TRAINING, MAINTENANCE, AND SUPPORT MemberSports really works with each client to assess and deliver the needs of their teams. Our history speaks for itself, and others will let you know how good our support is. 1. We will coordinate with the city and course pros to set up multiple times via zoom to accommodate multiple schedules. These times are set typically within 2-4 weeks before going live. 2. We are happy to provide in person training before the go live date and the initial training is part of the onboarding fee. In person trainings are available after the onboarding for an additional fee. 3. MemberSports ongoing education by providing 1-2 trainings a month where team members can join Zoom trainings that are already scheduled for review and QA. We also provide teams a “sand box” dev environment that mirrors the live version so team members can test and play around. 4. MemberSports provides support for all clubs and courses. We focus on a stable system with bug fixes during each product release. Support is generally available via phone and email between 8am - 7pm Eastern Time. Outside of those hours you can call the MemberSports support phone number to reach an on-call support representative. You will also have a direct contact to text or call. Email is usually one of the fastest ways to receive support. Coverage on weekends and holidays is no different as we always have people on call to support during these busy and crucial times. 5. You will be assigned a team and a direct contact. This person is in the US, is in MST and will take care of all support and training needs. 6. MemberSports is continuously improving and growing. There are product improvements and bug fixes every four weeks through the normal product release schedule. Items that are needed right away are updated as needed overnight so there is no interruption. 12 PROPOSED IMPLEMENTATION PLAN Attached is our proposed implementation plan. We will work closely with you to coordinate the best meeting times between the MemberSports team and your team. We are fully committed to meeting the agreed upon timelines. 13 PRICING AND PROJECT COSTS COURSES Year 1 Year 2 Year 3 Year 4 Year 5 River Oaks $9,000 $9,000 $9,000 $9,000 $9,000 Onboarding/Training $7,500 $0 $0 $0 $0 Merchant Processing 2.45% Flat Rate for all cards CC Terminals $360-$540 per machine Pax A77: $360 Pax A35: $371 Ingenico Lane 3000: $540 Web Development $3,000 (estimate) $4,000 with the ecommerce component Ecommerce also has a $120 annual fee MONTHLY FEES Hosting: $20/mo Web Maintenance $50/mo if needed 1. ONBOARDING/TRAINING FEE The onboarding and support fee covers all onboarding items found in proposal under Training, Maintenance and Support and Proposed Implementation Plan. It also includes all future and ongoing, regular support and training as needed, within reason. No additional charges will be charged for in scope requests, bugs and other regular maintenance needs and enhancements. All updates and new features are included for the life of the contract. MemberSports will provide continuous support and ongoing education to help ensure clients feel confident using our software. All training will be scheduled online through your account representative and is included in the initial fee. 2. MARKETING AND COMMUNICATION MemberSports Marketing Emails – our communication center is included but has limited access to some analytics. We can access those upon request and will work and making them available to you. Most items can and will be sent through our communication center at no additional cost up to 100,000 emails per month. 14 Website development, once created, will be owned by the City of Cottage Grove. If maintenance is required on our end, there will be a $50/mo charge. We anticipate the city managing and making changes on their own and so this fee would not be charged. MemberSports will also provide training to maintain the website as needed. Quotes for any significant changes will be presented upon request. The E-commerce component will incur a one-time setup fee of $1,000, along with an annual maintenance fee of $120. TERMS AND AGREEMENTS The agreement term will extend through [insert date] and will automatically renew every 12 months from the effective date. Payment options include monthly billing or an annual payment. The price will remain fixed for as long as the client continues with MemberSports and renews the agreement each year. 1 City Council Action Request 7.CC. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Rental License Ordinance Amendment – Short Term Rental Exemptions Staff Recommendation Adopt Ordinance No. 1085 amending City Code Title 3-15-3 and 3- 15-9 to add language exempting short-term rental properties from requiring a crime-free lease addendum for tenants and the unrelated persons maximum. Budget Implication N/A Attachments 1. Short Term Rental Ordinance Amendment CC Memo 2. Short Term Rental Ordinance No. 1085 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Samantha Drewry, Code Enforcement Officer DATE: November 27th, 2024 RE: Rental License Ordinance Amendment, Short Term Rental Exemptions Proposal The City of Cottage Grove is requesting to amend City Code Title Section 3-15-3(A)(2), General License Rules and Section 3-15-9(D), Conditions of the License, and add lan- guage exempting short term rental properties from certain requirements that encumber their effective operation. Discussion The rental ordinance as written limits the number of unrelated people that can reside in a dwelling unit to no more than five. Since many times short-term home rentals are occupied by a group of friends, and depending on the size of the dwelling unit, there may be more than five people that comfortably fit in the unit, this requirement does not fit. In addition, short-term home rentals do not have a traditional lease agreement; therefore, the crime-free lease addendum requirement also does not fit. City of Cottage Grove ordinance defines a short term rental as “the furnishing for consider- ation of lodging to transient guests in a dwelling or dwelling unit, such as VRBO and Airbnb, where the renting or letting for occupancy is for a temporary period of time that is typically less than thirty (30) consecutive days.” Currently short-term rentals are processed and en- forced the same as a traditional long-term rental. When reviewing the ordinance, it appears there are two requirements that are not applicable to short-term rental properties, and we are therefore requesting the ordinance be modified. Recommendation The City Council is recommended to adopt Ordinance No. 1085 amending City Code Title 3-15-3 and 3-15-9 to add language exempting short-term rental properties from requiring a crime-free lease addendum for tenants and the unrelated persons maximum. CITY OF COTTAGE GROVE, MINNESOTA ORDINANCE NO. 1085 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA, AMENDING CHAPTER 15 OF THE COTTAGE GROVE CITY CODE RELATING TO RENTAL LICENSING 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 3-15-3(A)(2) to read as follows: Sec. 3-15-3 LICENSE REQUIRED. A. General Rules 2. No more than five (5) unrelated persons may reside in one (1) rental dwelling or rental dwelling unit. This requirement does not apply to short term home rentals. SECTION 2. AMENDMENT. “The Code of the City of Cottage Grove, County of Washington, State of Minnesota,” shall be amended by amending Section 3-15-9(D) to read as follows: Sec. 3-15-9 CONDITIONS OF THE LICENSE. D. Minnesota Crime-Free Lease Addendum: Use of the Minnesota Crime -Free Lease Addendum, or its equivalent, as part of its leases. This condition does not apply to short term home rentals. SECTION 3. 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 ordinance : The text amendment adopted by the Cottage Grove City Council on December 4, 2024 modifies the Rental Licensing section to exempt short term home rentals from various requirements. SECTION 4. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law. Passed this 4th day of December 2024. Myron Bailey, Mayor City of Cottage Grove, Minnesota Ordinance No. 1085 Page 2 of 2 Attest: Tamara Anderson, City Clerk Published in the Saint Paul Pioneer Press on [Date]. 1 City Council Action Request 7.DD. Meeting Date 12/4/2024 Department Engineering Agenda Category Action Item Title 2025 Pavement Management – Approve Feasibility Report, Call for Public Improvement Hearing, and Authorize Preparation of Plans and Specifications Staff Recommendation Adopt Resolution 2024-174 approving the Feasibility Report, establishing a December 18, 2024, Public Hearing date, and authorizing the preparation of Plans and Specifications for the 2025 Pavement Management Project. Budget Implication Estimated project cost of $3,629,326.32. Attachments 1. Memo - 2025 PM Approve FR and Set Public Hearing Date 2. 2025 PM Approve FR and Set Public Hearing Date Resolution 2024-12-04 3. 2025 Pavement Management Feasibility Report To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Crystal Raleigh, PE, Assistant City Engineer Date:November 26, 2024 Re:2025 Pavement Management – Approve Feasibility Report, Call for Public Improvement Hearing, and Authorize Preparation of Plans and Specifications Background Staff does routine roadway inspections and have developed a 10-year pavement management plan to better plan for future roadway projects. On August 21, 2024, the City Council authorized a feasibility report for the 2025 Pavement Management Project as outlined in the Capital Improvement Plan, which was discussed at a Council Workshop on August 7, 2024. Feasibility Reports allow staff to review areas in further detail to better understand the current state, needs, and economic feasibility of the proposed areas. The 10-year pavement management plan identified the following areas to be included in the 2025 Pavement Management project: •Hidden Valley 1st through 11th Additions: Streets include 73rd Street South from Hardwood Avenue to Hidden Valley Lane South, Hidden Valley Lane South from Hidden Valley Court South to Hidden Valley Trail South, Hidden Valley Trail South from Hidden Valley Lane South to Hidden Valley Court South, Hidden Valley Pond South, Hidden Valley Cove South, 72nd Street Court South, 72nd Street South from Hidden Valley Trail South to Hinton Avenue South, Hidden Valley Terrace South, Hidden Valley Ridge South, Hidden Valley Hollow South, Hidden Valley Court South, 74th Street South from Hidden Valley Trail South to Hinton Avenue South. The Hidden Valley roadways listed above are 19-38 years old. They were recently examined in a variety of ways to determine their condition as part of the Feasibility Report process. Pavement cores were drilled and extracted in selected areas to analyze bituminous and aggregate thickness and the structural condition of the pavement section. In a 2024 visual inspection of Hidden Valley, the roadways showed cracking, stripping, raveling of previous seal coat, and failure of the thin overlay that is now 7 years old. The pavement cores showed asphalt stripping and severe degradation. The defects noted on road surfaces would typically reflect through within a year if a mill and overlay project were completed at this time. The curb and gutter are in relatively good condition with approximately 23 percent of curb requiring replacement. As with previous pavement management projects, utilities within the project limits were exam- ined for necessary maintenance. Overall, the utilities were found to be in good condition, but some maintenance work is required. The top sections of sanitary and storm manhole structures Honorable Mayor, City Council, and Jennifer Levitt 2025 Pavement Management – Approve of Feasibility Report and Call for Public Improvement Hearing November 26, 2024 Page 2 of 3 will be upgraded to meet current City standards, corroded valves will be replaced as necessary, hydrants will be reconditioned and repainted as necessary, and concrete hydrant pads will be installed. Two pressure reducing valves (PRVs) within the neighborhood are proposed to be replaced. Additionally, the condition of street light infrastructure was evaluated, and some improvements are proposed. A special benefit appraisal was completed in accordance with the City’s policy for those proper- ties with direct access to the streets included in the project area. A neighborhood meeting will be held in December 2024 to discuss the various improvements proposed, the findings of the special benefit appraisal, and the proposed assessments. Discussion Due to the age and poor condition of the pavement in Hidden Valley, along with good sub-grade soils, a full pavement and spot curb replacement is recommended for the Hidden Valley project area as outlined above. Minor utility maintenance is also recommended including sanitary and storm sewer structure upgrades, and miscellaneous repairs and valve reviews for operability and corrosion. Additionally, the luminaires are recommended to be replaced with LED fixtures and replacement of three service cabinets in poor condition is recommended. Feasibility Report: Based on the Council’s previous action, a feasibility report has been prepared. Upon this analysis, the project is felt to be physically and financially feasible. The fea- sibility report is enclosed for the Council’s review. Call for Public Improvement Hearing: The public improvements associated with the 2025 Pavement Management Project will benefit properties in the project area. Therefore, for the costs to be assessed to all benefited properties, it will be necessary to hold a public hearing for the project. A hearing date of December 18, 2024, will afford the necessary time to hold a neigh- borhood meeting, publish legal notices, and send out letters to the affected property owners. Summary of Road and Infrastructure Improvements: The rehabilitation method proposed for the residential roadways in the Hidden Valley neighborhood is to remove the existing asphalt surface and replace it with a new surface. This new surface will consist of two lifts of bituminous totaling 3.5 inches of pavement. Spot curb replacement throughout the area will also be completed with older streets undergoing more significant curb replacement. Finally, minor utility improvements for sanitary sewer, water, stormwater, and lighting systems will also be included. The total estimated project cost of road and infrastructure improvements for the neighborhood is $3,629,326.32. Assessments for this project will be based on the “Infrastructure Maintenance Task Force Spe- cial Assessment Policy for Public Improvements,” dated September 30, 2005, revised October 31, 2023. The assessment policy states that mill and overlay projects are considered minor maintenance and are therefore not assessable. The feasibility report recommends that all prop- erties adjacent to the Hidden Valley project be assessed. The policy allows 45 percent of adjacent costs to be assessed to residential properties. The potential assessment for the Hidden Valley improvements listed above is estimated at $6,329.73 per residential building lot equivalent (RBLE). Single-family residential is assessed at Honorable Mayor, City Council, and Jennifer Levitt 2025 Pavement Management – Approve of Feasibility Report and Call for Public Improvement Hearing November 26, 2024 Page 3 of 3 a rate of 1.0 of the RBLE. The special benefit appraisal that was completed showed a benefit of $7,400 per residential unit, which supports the proposed assessment. Project Funding Analysis: As noted above, the total estimated project cost for the street and utility work in the Hidden Valley neighborhood is $3,629,326.32. According to the City’s policy, 45 percent of the total project cost for road work and utilities is assessed against the benefiting residential properties. As such, the improvements in the Hidden Valley 1st through 11th Additions would be assessed following this policy. The total project value that is assessed is $1,449,507.52. The remainder of the project costs are proposed to be funded through utility funds, and the general levy. In addition to street and utility work, improvements will be made to Hidden Valley Park as part of this project. Improvements include soil corrections to achieve better turf establishment, trail improvements, the addition of a sport court, shade structure, and landscaping. The costs for Hidden Valley Park total $256,144.63. These costs are not funded through assessments. The park projects are funded by the Park Improvement Fund as well as the Trail Replacement Fund. , The improvements to be completed as part of the 2025 Pavement Management project are estimated to total $3,885,470.95. The Cost Estimate Summary can be viewed in Appendix B of the Feasibility Report. Recommendation It is recommended the City Council adopt Resolution 2024-174 approving the feasibility report, establishing a December 18, 2024, public hearing date, and authorizing the preparation of Plans and Specifications for the 2025 Pavement Management Project. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-174 RESOLUTION APPROVING THE FEASIBILITY REPORT, CALLING FOR A PUBLIC HEARING, AND AUTHORIZING THE PREPARATION OF PLANS AND SPECIFICATIONS FOR THE 2025 PAVEMENT MANAGEMENT PROJECT WHEREAS, pursuant to the resolution adopted by the City Council on August 21, 2024, a feasibility report was authorized to be prepared by Bolton & Menk, Inc. for the 2025 Pavement Management Project; and WHEREAS, the feasibility report has been prepared and does find the construction of said improvements to be necessary, cost-effective, and feasible; and WHEREAS, the City desires to assess the cost of said improvements to all benefited properties. NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Cottage Grove, Washington County, Minnesota, 1. The feasibility report, which was prepared pursuant to Resolution No. 2024-120 for the 2025 Pavement Management Project, finds the improvements to be necessary, cost effective, and feasible and is hereby approved. 2. The City Council will consider the improvement of such streets, curb replacement, sanitary sewer, water main, storm sewer and lighting, in accordance with the feasibility report and the assessment of benefitting property for all or a portion of the cost of the improvement pursuant to Minnesota Statutes, Chapter 429, at an estimated total cost of the improvements of $3,629,326.32. 3. A public hearing shall be held on such proposed improvements on the 18th day of December 2024 at 7:00 p.m. and the Clerk shall give mailed and published notice of such hearing and improvement as required by law. 4. Bolton & Menk, Inc. is hereby designated as the engineer for this improvement. The engineer shall prepare plans and specifications for the making of such improvement. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk Submitted by:Bolton & Menk, Inc. 3507 High Point Drive N Building 1 Suite E130 Oakdale, MN 55128 P: 651-704-9970 F: 651-704-9971 Feasibility Report for2025 Pavement Management: City of Cottage Grove, Minnesota December 2024 Cottage Grove, Minnesota BMI Project No. 24X.135777 2025 Pavement Management ǀ 24X.135777 November 25, 2024 Honorable Mayor and City Council City of Cottage Grove 12800 Ravine Parkway South Cottage Grove, MN 55016 RE: 2025 Pavement Management BMI Project No. 24X.135777 Honorable Mayor and City Council Members, Enclosed for your review is the 2025 Pavement Management Feasibility Report. The purpose of the report was to review the 2025 Pavement Management project as identified in the city’s 5-year Capital Improvement Plan (CIP) and determine the feasibility of pavement rehabilitation. Included in the 2025 CIP are the Hidden Valley 1st through 11th Additions. The project scope includes street rehabilitation and utility repairs within the Hidden Valley neighborhood between Hardwood Avenue and Hinton Avenue and south of 70th Street, as identified in this report. This report describes the improvements necessary within the project area. Cost estimates for the proposed improvements are presented in the report. We would be happy to discuss this report at your convenience. Please contact me at 651-968-7674 if you have any questions. Sincerely, BOLTON & MENK, INC. Michael Boex, PE 2025 Pavement Management ǀ 24X.135777 Certification Page Certification I hereby certify that this plan, specification or report was prepared by me or under my direct supervision, and that I am a duly Licensed Professional Engineer under the laws of the State of Minnesota. By: Michael Boex, P.E. License No. 44576 Date: November 25, 2024 2025 Pavement Management ǀ 24X135777 Table of Contents Table of Contents I. Introduction ....................................................................................................................................... 2 II. Existing Conditions ............................................................................................................................ 2 Streets ................................................................................................................................................ 2 Sanitary Sewer ................................................................................................................................... 3 Watermain ......................................................................................................................................... 3 Storm Sewer ...................................................................................................................................... 3 III. Proposed Improvements ................................................................................................................... 4 Streets ................................................................................................................................................ 4 Street Lighting ................................................................................................................................... 4 Sanitary Sewer ................................................................................................................................... 5 Water Main ........................................................................................................................................ 5 Storm Sewer ...................................................................................................................................... 5 Storm Water Quality and Quantity ................................................................................................... 5 Parks .................................................................................................................................................. 6 IV. Permits and Easement Required ....................................................................................................... 6 V. Estimated Costs ................................................................................................................................. 6 Cost Allocation ................................................................................................................................... 6 VI. Financing ............................................................................................................................................ 8 VII. Public Hearing .................................................................................................................................... 8 VIII. Project Schedule ................................................................................................................................ 9 IX. Conclusion and Recommendations ................................................................................................... 9 Tables Table 2.1 – Existing Street Section ................................................................................................................ 2 Table 5.1 – Estimated Cost Summary ........................................................................................................... 6 Table 5.2 – City Property ............................................................................................................................... 7 Table 5.3 – Deductions to Residential Property ........................................................................................... 7 Table 5.4 – Residential Cost Allocation Per Policy ........................................................................................ 7 Table 5.5 – Estimated Cost Per Residential Unit ........................................................................................... 8 Table 5.6 – IMTF Cost Summary ................................................................................................................... 8 Table 9.1 – Cost Per Unit Comparison .......................................................................................................... 9 Appendix Appendix A: Existing Pavement Condition Photos Appendix B: Cost Estimate Summary Appendix C: Preliminary Assessment Roll Figures Figure 1: General Location Map Figure 2: Year Constructed Figure 3: Maintenance History Figure 4: Utility Improvements Figure 5: Street and Lighting Improvements Figure 6: Hidden Valley Park Improvements Figure 7: Assessment Map 2025 Pavement Management ǀ 24X135777 Table of Contents I. INTRODUCTION The Hidden Valley neighborhood has been identified as a candidate for rehabilitation during the 2025 construction season as a part of the City of Cottage Grove's ongoing roadway rehabilitation program. The City Council authorized preparation of this report to determine the feasibility of rehabilitating these streets as part of the 2025 Pavement Management Project. The Hidden Valley 1st - 11th Additions are located between Hardwood Avenue and Hinton Avenue and south of 70th Street, as shown on Figure 1. There are 20 residential streets within the neighborhood totaling approximately 16,500 lineal feet. The purpose of this report is to further evaluate the work required for a potential street rehabilitation project, to provide an estimate of cost, and to establish a method of cost allocation or assessment in order to determine the physical and economic feasibility. This feasibility report examines the following street segments: Hidden Valley 1st through 11th Additions 1. 72nd Street from Hinton Avenue to Hidden Valley Trail 2. 72nd Street Court from Hidden Valley Trail to cul-de-sac (7229-7699) 3. 73rd Street from Hardwood Avenue to Hidden Valley Lane 4. 74th Street from Hinton Avenue to Hidden Valley Trail 5. 74th Street from 74th Street to cul-de-sac (7710-7740) 6. 74th Street from 74th Street to cul-de-sac (7703-7739) 7. 74th Street from Hidden Valley Trail to cul-de-sac (7512-7592) 8. Hidden Valley Court from Hidden Valley Lane to cul-de-sac (7451-7499) 9. Hidden Valley Cove from 73rd Street to cul-de-sac (7142-7292) 10. Hidden Valley Hollow from Hidden Valley Lane (7413-7439) 11. Hidden Valley Lane from Hidden Valley Trail to Hidden Valley Trail (7138-7447) 12. Hidden Valley Lane from Hidden Valley Lane to cul-de-sac (7127-7157) 13. Hidden Valley Pond from 73rd Street to cul-de-sac (7100-7293) 14. Hidden Valley Ridge from Hidden Valley Lane to cul-de-sac (7318-7382) 15. Hidden Valley Terrace from Hidden Valley Lane to cul-de-sac (7250-7290) 16. Hidden Valley Trail from Hidden Valley Lane to Hidden Valley Lane (7134-7450) 17. Hidden Valley Trail from Hidden Valley Trail to cul-de-sac (7135-7155) 18. Hidden Valley Trail from Hidden Valley Trail to cul-de-sac (7265-7347) 19. Hidden Valley Trail from Hidden Valley Trail to cul-de-sac (7264-7382) 20. Hidden Valley Trail from Hidden Valley Trail to cul-de-sac (7407-7433) If the City decides to proceed with the proposed street and utility improvements as described in this report, it is anticipated construction would begin in 2025 as shown in the detailed project schedule found on page 9. II. EXISTING CONDITIONS STREETS The streets within these neighborhoods are urban-residential and are generally 32 feet wide for through roads (from face of curb to face of curb) with surmountable concrete curb and gutter. However, several cul-de-sac roadways were constructed at 28 feet wide (from face of curb to face 2025 Pavement Management ǀ 24X.135777 Page 2 of curb). The streets within these neighborhoods were originally constructed between 1986 and 2005. The pavement section for the neighborhood varied slightly with each addition as city design standards changed: • 1st – 6th Additions: 3-inches of bituminous over 6-inches of class 5 aggregate base • 7th Addition: 3-inches of bituminous over 8-inches of class 5 aggregate base • 9th – 10th Additions: 3.5-inches of bituminous over 6-inches of class 5 aggregate base • 11th Addition: 3.5-inches of bituminous over 8-inches of class 5 aggregate base Figure 2 depicts the age of the streets. Geotechnical testing was performed in 2024 to evaluate pavement section thickness and pavement condition. The pavement was cored at five locations to determine the thickness of the existing street sections and evaluate the condition of the in-place bituminous. Table 2.1 below summarizes those results, and the locations are depicted in Figure 2. Table 2.1 – Existing Street Section No. Location Bituminous (in) Condition P-11 Hidden Valley Cove 4.75 Good condition, minor stripping towards surface P-12 Hidden Valley Lane (South of Hidden Valley Hollow) 5.75 Generally good, minor/low signs of stripping throughout P-13 Hidden Valley Trail (South of 74th Street) 3.75 Low to medium severity stripping throughout P-14 72nd Street (East of Hidden Valley Trail) 2.50* Medium severity stripping throughout, more so towards bottom P-15 Hidden Valley Lane (Cul-de-sac north of 73rd Street) 4.25 Minor to low severity stripping throughout Average 4.20 *It is possible the bottom of core may have deteriorated due to stripping and wasn’t extracted In 2017 and 2020 thin overlays were performed on several of the roadways to protect the pavement surface from further deterioration1, which also increased the thickness of the pavement section. Cores P-11, P-12, and P-15 were taken in streets that received thin overlays which led to an average thickness of 4.9 inches. The remaining two cores, P-13 and P-14, were on streets that only received multiple seal coat applications and therefore averaged a thickness of 3.1 inches, which is closer to the original design thickness. Figure 3 depicts the locations of thin overlays and the years they were conducted. All of the cores within the neighborhood displayed some signs of asphalt stripping. Stripping is generally described as the separation of asphalt cement from the aggregate due to moisture, which degrades the durability of the pavement. Although core P-12 on Hidden Valley Lane showed minor to low signs of stripping, Public Works has knowledge of extensive stripping in this area prior to placing the thin overlay. Prior to the overlay, Public Works performed considerable maintenance in this neighborhood. It should be noted that the pavement cores are only a spot indication of 1 Some of the pavement deterioration was from extensive pavement stripping and some was due to raveling of the previous seal coat, which has been an early indication of stripping 2025 Pavement Management ǀ 24X.135777 Page 3 condition, whereas city maintenance staff have a broader institutional knowledge of the underlying conditions. The majority of the thin overlay will be 8 years old and is showing signs of being near end of life; Public Works have now begun patching in some areas where the overlay has started to fail. Although the thin overlay hasn’t completely failed yet, Public Works understands there are underlying issues that will require significant maintenance if nothing further is done. Overall, the pavement has served its useful life considering it’s 20 to 39 years old. In general, the existing concrete curb and gutter is in good condition as it would require approximately 25% to be removed and replaced. SANITARY SEWER The sanitary sewer system through Hidden Valley was constructed between the mid-1980s to the early 2000s. The existing sanitary sewer primarily consists of 8-inch sewers and the materials vary between Vitrified Clay Pipe (VCP), Ductile Iron Pipe (DIP), and Polyvinyl Chloride Pipe2 (PVC) depending on the year installed and depth of cover. The southern end of Hidden Valley Trail contains a single section of 12-inch DIP that is the beginning of the trunk sewer that travels south to 80th Street. Sanitary sewer structures were inspected and sanitary sewer pipes were televised in 2024. Miscellaneous structure repairs such as adjusting structure castings, adding or replacing barrel sections, minor patching, and replacing castings were noted during the structure inspection reports. All sanitary pipes were identified from the televising as in good condition. WATERMAIN The watermain within the project area consists primarily of 6 and 12-inch diameter ductile iron pipe (DIP). The watermain was constructed between 1986 and 2003. This project has homes within the City’s high and intermediate pressure zones, and therefore contains two pressure reducing valves (PRVs). The watermain is believed to be in good condition only needing minor maintenance. Public Works keeps records of watermain breaks and due to the relative infrequency within these neighborhoods, replacement is not warranted at this time. Public Works has found all valves to be operational. Prior to street reconstruction, several of the valves should be checked for corrosion prior to street reconstruction. STORM SEWER The storm sewer within the project area was installed with the street construction for each addition from 1986 to 1999 and consists of RCP ranging in size from 12 to 48-inch. The existing storm sewer was televised and inspected in 2024 to determine pipe and structure conditions and determine necessary repairs. Storm sewer mains are generally in fair condition. Several existing storm sewer pipes presented problems with crack separation requiring repair. Structures were generally in good condition with some miscellaneous structure patching, lining, minor replacements, and other repairs noted during the inspections. 2 PVC was first installed in the 3rd Addition and has been the city standard ever since 2025 Pavement Management ǀ 24X.135777 Page 4 III. PROPOSED IMPROVEMENTS STREETS The goal of the pavement management program is to strategically manage the condition of a pavement network over time. While the neighborhood was originally constructed in 10 separate phases, it is not practical to manage the rehabilitation of roads in a similarly varied manner. Ironically, it was the newer pavement surfaces within the neighborhood that first required a thin overlay in 2017 due to deteriorating surface conditions. The thin overlay will be 8 years old in 2025; while that pavement preservation technique bought the city some valuable time, the overlay is reaching the end of its useful life and will soon require extensive repair. Once the thin overlay begins to show signs of failure, it is the experience of Public Works that rapid deterioration can occur. In addition, the areas without the thin overlay have continued to deteriorate with age (34-39 yrs) and are also in need of repair. A mill-overlay would not be recommended at this time based on the anticipated severity of cracking in the resultant milled surface, potential for excessive reflective cracking, and the presence of asphalt stripping and overall pavement degradation that was previously covered with the thin overlays. Considering a 2-inch mill is typically performed with the city’s mill-overlay program, the resultant 1.5-inches of pavement wouldn’t be an ideal candidate to remain in place. Therefore, the residential streets within the Hidden Valley neighborhood are proposed to undergo a full pavement replacement with 3.5-inches of new pavement. The concrete curb and gutter in the 2025 Pavement Management project is proposed to primarily undergo spot curb replacement with sections of full curb. The curb in poor condition will be evaluated for removal just prior to construction. Preliminary estimates indicate that approximately 25% will need to be removed and replaced. The percentage of curb isn’t necessarily evenly distributed and there may be some longer sections of continuous curb replacement. Where conditions are favorable, the goal is that the concrete curb and gutter last two pavement lifecycles. The existing concrete curb and gutter will be replaced with the same style, surmountable concrete curb and gutter, except for B618 on 73rd Street, the medians, and cul-de-sac islands. With the concrete replacement, intersection drainage will be evaluated to determine if a valley gutter would be warranted. Medians will also be revised to incorporate plow noses per City standards and ease of maintenance. In locations where curb is replaced in front of driveways, each driveway will be patched with in-kind materials as a part of the street rehabilitation process. Restoration behind replaced concrete curb and gutter is anticipated to consist of screened Loam Topsoil Borrow with seed and hydro-mulch. Traffic signs are proposed to be replaced as a part of this project to meet federal retro reflectivity requirements. In addition, signs will be evaluated for conformance to the adopted City sign policy and signs will be removed or supplemented as required. STREET LIGHTING The existing streetlights and wire throughout the neighborhood are generally in acceptable condition. Public Works conducted a visual inspection of the street lighting system and has identified damaged streetlight poles and base covers that are in need of replacement. The remaining streetlights that will not be replaced are also proposed to undergo replacement of the existing high-pressure sodium (HPS) fixtures to light-emitting diode (LED) fixtures, which will conform with current city standards. HPS fixtures are being phased out of the industry, which is 2025 Pavement Management ǀ 24X.135777 Page 5 leading to a lack of available replacement parts. In addition to these improvements, Public Works has found the three service cabinets to be in poor condition and in need of replacement. Figure 4 depicts the proposed street and street lighting improvements throughout the Hidden Valley neighborhood. SANITARY SEWER Sanitary sewer manhole castings in acceptable condition will be salvaged and reinstalled. The existing concrete adjusting rings will be replaced with new high-density polyethylene (HDPE) adjusting rings to conform to current City standards, and 1- foot sections will be added to structures where necessary. Figure 5 depicts the locations of these utility improvements. WATER MAIN It is proposed that broken valve top sections be removed and replaced as a part of this project. It is anticipated that a small sample of valves be dug up and checked for bolt corrosion prior to street construction. Any corroded bolts would be replaced if necessary, and additional valves with like conditions could be dug up and checked if warranted. As a part of this process, the valve box would be replaced in conjunction with the work. Also, it is proposed to extend the hydrant barrel on any hydrant requiring adjustment. Public Works has identified both Pressure Reducing Valves (PRV) within the neighborhood as needing to be replaced as part of the project. Finally, hydrants will be reconditioned by sandblasting and painting, and concrete hydrant access pads are proposed to be constructed in accordance with current City standards. STORM SEWER The intent of this project is to rehabilitate the roadway and not change existing drainage patterns. The proposed design includes replacing existing adjusting rings with new high-density polyethylene (HDPE) adjusting rings to conform to current City standards on all structures. Other storm sewer repairs will include adding 1-foot sections to structures where necessary and repairing or replacing structures and castings that are in poor condition. Existing castings in good condition will be salvaged and reinstalled on the new rings. Miscellaneous structure patching and other repairs will be performed as needed. In-line repairs are recommended to address significant cracks within the storm sewer pipes, while pipes that are missing sections of concrete are recommended to be removed and replaced. Public Works staff provided input on areas with historic drainage concerns. No major flooding or drainage issues were noted. Figure 5 displays the utility improvements throughout the 2025 Pavement Management project. STORM WATER QUALITY AND QUANTITY Site specific stormwater rate and volume control, in addition to stormwater quality considerations, will not need to be addressed within the 2025 Pavement Management project. Since the sum of the new impervious and fully reconstructed impervious surfaces will not equal or exceed one acre, state and local stormwater management requirements are satisfied within the scope of this project. 2025 Pavement Management ǀ 24X.135777 Page 6 PARKS In coordination with the pavement management project, the parks department is proposing improvements to Hidden Valley Park. Improvements include soil correction for turf establishment, trail realignment and replacement, landscaping, concrete patio with shade structure, and a small sport court. Figure 6 displays the park improvements for Hidden Valley Park. IV. PERMITS AND EASEMENT REQUIRED The total site area exceeds 1-acre, but the underlaying soils will not be disturbed since the gravel section will be kept in place with the exception of select water main, sanitary and storm sewer utility repairs and replacements. Therefore, a NPDES Construction Stormwater Permit will not be required. Permanent stormwater management and volume control are also not required since the sum of the new impervious and fully reconstructed impervious surfaces will not equal or exceed one acre. No additional drainage and utility easements are anticipated in the project area, however, this will be evaluated during the final design phase of the project. V. ESTIMATED COSTS Cost estimates for the improvements have been prepared and are included in Appendix B. The estimated total project cost for the 2025 Pavement Management project is $3,885,470.95. All costs for items to be constructed are based on anticipated unit prices for the 2025 construction season. All costs include a twenty-five (25) percent allowance for indirect costs associated with the project (engineering, administrative, financing, and legal) as well as a seven (7) percent contingency. No costs are included for capitalized interest during the construction period or before assessments are levied. The following is an overall summary of the estimated costs: Table 5.1 – Estimated Cost Summary Location Estimated Project Costs3 Hidden Valley $3,629,326.32 Hidden Valley Park $256,144.63 Totals: $3,885,470.95 COST ALLOCATION Assessments for this project will be based upon the "Infrastructure Maintenance Task Force Special Assessment Policy for Public Improvements," dated September 30, 2005, revised October 31, 2023. All benefiting properties are proposed to be assessed. City Property: Per the policy, 100% of the project costs adjacent to City-owned property are assessed to the property. In areas where residential property was opposite City property, half of the street width was assigned to the residential property and the other half to the City. The estimated project assessments are calculated as follows: 3 Costs presented include 7% contingency +25% indirect costs 2025 Pavement Management ǀ 24X.135777 Page 7 Table 5.2 – City Property Location Property Abutting Footage (LF) Abutting Street Cost ($/LF) City Property Cost (100%) Hidden Valley Pond Outlot 08-027-21-21-0003 427.82 $106.88 $45,725.40 Hidden Valley Pond Outlot 08-027-21-21-0004 1340.68 $106.88 $143,291.88 Hidden Valley Park Outlot 08-027-21-12-0067 531.41 $106.88 $56,797.10 Hidden Valley Park Outlot 08-027-21-12-0011 231.30 $106.88 $24,721.34 Hidden Valley Trail Outlot 08-027-21-24-0008 10.00 $106.88 $1,068.80 Totals: 2541.21 $271,604.52 Residential Land Use: Urban residential land use is considered to receive benefit if the property’s main entrance has direct access to the street being improved. Per the Urban Residential policy, 45% of the project cost for both surface and subsurface improvements would be assigned to each individual residential lot on a unit basis4. The intent of the City's policy is to treat all residential properties as similar individual units regardless of lot frontage. The amount assessed is based on the City standard street section even if the width is greater. Table 5.4 – Residential Cost Allocation Per Policy Location Estimated Project Costs Estimated Assessment Deduct Residential Adjusted Cost Residential Assessed Amount (45% of Total) Hidden Valley $3,629,326.32 ($408,198.50) $3,221,127.82 $1,449,507.52 Hidden Valley Park $256,144.63 $0.00 $0.00 $0.00 Totals: $3,885,470.95 ($408,198.50) $3,221,127.82 $1,449,507.52 4 Residential assessments are apportioned among benefited residential buildable lot equivalents (RBLE). Per the IMTF policy, each single-family lot is 1.0 RBLE. 5 Includes costs for replacing the pressure reducing valves on Hidden Valley Lane Table 5.3 – Deductions to Residential Property Location Street Width City Property Other5 Estimated Assessment Deduct Hidden Valley ($29,593.98) ($271,604.52) ($107,000.00) ($408,198.50) Hidden Valley Park $0.00 $0.00 $0.00 $0.00 Totals: ($29,593.98) ($271,604.52) ($107,000.00) ($408,198.50) 2025 Pavement Management ǀ 24X.135777 Page 8 Based on the table below, the total single family residential assessment is $6,329.73 per unit on 2025 Pavement Management project. Table 5.5 – Estimated Cost Per Residential Unit Location Assessable RBLE Units Assessed Amount (45% of Total) Assessed Cost Per RBLE Unit Per Policy Special Benefit Appraisal Hidden Valley 229 $1,449,507.52 $6,329.73 $7,400.00 Hidden Valley Park 0 $0.00 $0.00 $0.00 When the calculated assessment exceeds the special benefit appraisal, the assessment is proposed to be capped at the amount of the special benefit appraisal. If needed, City funds will cover the difference between the calculated assessment and the benefit appraisal. Summary: The IMTF policy therefore allocates costs in the following manner: Table 5.6 – IMTF Cost Summary Location Residential Assessed Amount (45% of Total) City Funds6 Estimated Project Cost7 Hidden Valley $1,449,507.52 $2,179,818.80 $3,629,326.32 Hidden Valley Park $0.00 $256,144.63 $256,144.63 Totals: $1,449,507.52 $2,435,963.43 $3,885,470.95 Figure 7 depicts the assessable parcels for the project. VI. FINANCING Assessments are proposed to be levied based on the City's current assessment policy. The remainder of the project would be financed through a combination of City funds such as the General Tax Levy and Utility and Enterprise funds for items such as storm sewer improvements. Figure 7 depicts the assessable parcels for the project. VII. PUBLIC HEARING Because the properties within the project area benefit from the proposed improvements, and the project will be partially funded through assessment, it will be necessary for the City to hold a public improvement hearing to receive comment on the proposed project and to determine further action to be taken. 6 See Appendix B for Funding Breakout 7 Total Project Cost (7% contingency + 25% indirect) 2025 Pavement Management ǀ 24X.135777 Page 9 VIII. PROJECT SCHEDULE Below is the proposed schedule assuming starting construction in 2025: • 08/21/2024 Council Orders Feasibility Report • 12/04/2024 Council Receives and Approves Feasibility Report Council Sets a Public Improvement Hearing Date • 12/10/2024 Hold Neighborhood Meeting • 12/18/2024 Council Holds Public Improvement Hearing Council Orders the Preparation of the Plans and Specifications • 02/19/2025 Council Approves the Plans and Specifications • 03/13/2025 Project Bid Date • 03/19/2025 Contract Award • Spring 2025 Begin Construction • September 2025 Complete Construction • September 2025 Council Sets Assessment Hearing Date • October 2025 Council Holds Assessment Hearing IX. CONCLUSION AND RECOMMENDATIONS It is recommended that this report be used as a guide for the layout, design, and cost allocation for the public improvements to be made as part of the 2025 Pavement Management project. It is further recommended that the owners of properties within the project limits be notified of the proposed improvements in order to provide comment. To determine project feasibility, a comparison was made between the costs estimated herein and the costs experienced for other similar projects within the City. These comparisons, on a per linear foot construction cost basis (no indirect project costs), are shown in the following table: Table 9.1 – Cost Per Unit Comparison 2025 Pavement Management Project (Estimated Costs per Linear Foot) Hidden Valley Additions – Pavement Replacement Area & Spot Curb $159.82/ LF 2023 Pavement Management Project (Bid Results) Thompson Grove 1st, 6th, 7th, and 10th Additions – Pavement Replacement Area & Spot Curb $147.82 / LF 2021 Pavement Management Project (Bid Results) Pine Meadows 2nd, 4th, and 5th Additions, Sandy Hills 7th and 8th Additions, and East Meadow Cliff – Pavement Replacement Area & Spot Curb $116.21 / LF 2025 Pavement Management ǀ 24X.135777 Page 10 From the tabulation above, the cost of the proposed 2025 project is higher than the past two similar projects. The increased cost per foot of streets, approximately 5% over the 2023 project, is largely due to a rise in construction and material costs over the past two years. Financial responsibilities have been determined based on estimated project costs as well as adopted City policy. Funding sources consist of assessments to benefitted properties and use of existing designated City funds. Based on the information contained herein, it can be concluded that the construction of utility and street improvements is feasible. The deteriorated condition of the pavement, stable condition of the subgrade, and condition of the concrete curb and gutter supports the recommendation of the pavement replacement with spot curb and gutter replacement for the Hidden Valley neighborhood. The improvements are cost effective as they utilize the existing gravel section and keep existing curb and gutter wherever possible. From an engineering standpoint, this project is feasible, necessary, cost effective, and can best be accomplished by letting competitive bids for the work. Appendix A: Existing Pavement Condition Photos Appendix A: Existing Pavement Condition Photos 2025 Pavement Management | 24X.135777 Page A-1 Hidden Valley 1st Addition Approximate Location: 7432 Hidden Valley Trail South Asphalt stripping and previous patching Hidden Valley 2nd Addition Approximate Location: 7212 Hidden Valley Trail South Extensive cracking present, pavement deterioration along curbline Appendix A: Existing Pavement Condition Photos 2025 Pavement Management | 24X.135777 Page A-2 Hidden Valley 3rd Addition Approximate Location: 7151 Hidden Valley Trail South Wide and open cracks in pavement with vegetation growth Hidden Valley 4th Addition Approximate Location: 7450 Hidden Valley Trail South Thin overlay breaking up at curb line, block cracking in pavement Appendix A: Existing Pavement Condition Photos 2025 Pavement Management | 24X.135777 Page A-3 Hidden Valley 5th Addition Approximate Location: 7138 Hidden Valley Lane South Previous patching over asphalt stripping, and extensive cracking in the pavement surface Hidden Valley 6th Addition Approximate Location: 7594 72nd street Court South Extensive block cracking, some small in size Appendix A: Existing Pavement Condition Photos 2025 Pavement Management | 24X.135777 Page A-4 Hidden Valley 7th Addition Approximate Location: East of 7399 73rd Street South Small block and alligator cracking in pavement Hidden Valley 11th Addition Approximate Location: 7177 Hidden Valley Pond South Extensive block cracking, overlay is raveling at some of the joints Appendix B: Cost Estimate Summary Cost Estimate SummaryLocationFeasibility ReportConstruction CostTotal Cost 1Deduct For Street WidthDeduct For City PropertyDeduct Other2Residential Adjusted Total CostResidential Assessed AmountCity FundsSanitary Utility FundWater Utility FundStormwater Utility FundStreetlight Enterprise FundPark Improvement FundTrailReplacement FundGeneral LevySingleFamilyUnitsRBLEUnitsSingle Family Assessed $/UnitSingle Family Assessed $/Unit45% of AdjustedHidden ValleyStreets $2,051,895.00 $2,744,409.56 ($29,593.98) ($211,619.81) $0.00 $2,503,195.77 $1,126,438.10 $1,617,971.46 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,617,971.46Sanitary Sewer $119,350.00 $159,630.63 $0.00 ($12,309.02) $0.00 $147,321.61 $66,294.72 $93,335.91 $93,335.91 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Water Main $177,740.00 $237,727.25 $0.00 ($10,080.30) ($107,000.00) $120,646.95 $54,291.13 $183,436.12 $0.00 $183,436.12 $0.00 $0.00 $0.00 $0.00 $0.00$6,329.73 $7,400.00Storm Sewer $212,730.00 $284,526.38 $0.00 ($21,939.66) $0.00 $262,586.72 $118,164.02 $166,362.36 $0.00 $0.00 $166,362.36 $0.00 $0.00 $0.00 $0.00Street Lighting $151,800.00 $203,032.50 $0.00 ($15,655.72) $0.00 $187,376.78 $84,319.55 $118,712.95 $0.00 $0.00 $0.00 $118,712.95 $0.00 $0.00 $0.00 Subtotal - Hidden Valley$2,713,515.00 $3,629,326.32 ($29,593.98) ($271,604.52) ($107,000.00) $3,221,127.82 $1,449,507.52 $2,179,818.80 $93,335.91 $183,436.12 $166,362.36 $118,712.95 $0.00 $0.00 $1,617,971.46Hidden Valley ParkPark Improvements $191,510.00 $256,144.63 $0.00 $0.00 $0.00 $0.00 $0.00 $256,144.63 $0.00 $0.00 $0.00 $0.00 $189,039.58 $67,105.05 $0.00 N/A N/A $0.00 $0.00 Totals - Project $2,905,025.00 $3,885,470.95 ($29,593.98) ($271,604.52) ($107,000.00) $3,221,127.82 $1,449,507.52 $2,435,963.43 $93,335.91 $183,436.12 $166,362.36 $118,712.95 $189,039.58 $67,105.05 $1,617,971.461. Includes 7% Contingency + 25% Indirect Costs2. Includes costs for replacing the pressure reducing valves on Hidden Valley Lane2025 Pavement Management ProjectAssessment Policy CalculationSpecial Benefit Appraisal229.0 229.0City Funds Breakout Appendix C: Preliminary Assessment Roll Parcel ID Owner Name Address Units $/Unit Total/Unit 802721120012 MILES CHANDARA T & SAMBO T 7713 72ND ST S1 $6,329.73 $6,329.73 802721120013 STUBBLEFIELD JENNIFER A & RYAN W 7739 72ND ST S1 $6,329.73 $6,329.73 802721120014 RICHARD D & DORTHY M SCHEUER TRS 7763 72ND ST S1 $6,329.73 $6,329.73 802721120015 BAYER AARON & JENNIFER 7781 72ND ST S1 $6,329.73 $6,329.73 802721120016 NYBAKKEN TANYA & ERIC 7750 72ND ST S1 $6,329.73 $6,329.73 802721120017 HUGHES JAMES A & LEAH J 7742 72ND ST S1 $6,329.73 $6,329.73 802721120018 KELL JOSEPH S & JEANNE M 7730 72ND ST S1 $6,329.73 $6,329.73 802721120019 SANDERS MEGAN & ALEX 7712 72ND ST S1 $6,329.73 $6,329.73 802721120053 BRYDEN RANDY J & LINDA A 7678 72ND STREET CT S1 $6,329.73 $6,329.73 802721120054 SUTER DANIEL J & CARMEN M 7636 72ND STREET CT S1 $6,329.73 $6,329.73 802721120055 CHRISTENSON ROBERT T 7594 72ND STREET CT S1 $6,329.73 $6,329.73 802721120056 HARRIS RAYMOND B & ELIZABETH 7552 72ND STREET CT S1 $6,329.73 $6,329.73 802721120060 SOSU THEOPHILUS K 7530 72ND STREET CT S1 $6,329.73 $6,329.73 802721120061 FERCH BRETT 7529 72ND STREET CT S1 $6,329.73 $6,329.73 802721120062 THRUSH TIMOTHY A & LAURIE A 7541 72ND STREET CT S1 $6,329.73 $6,329.73 802721120063 GROSE STEPHEN R & MICHELLE K 7573 72ND STREET CT S1 $6,329.73 $6,329.73 802721120064 BLOCH PAUL R & KELLY J 7615 72ND STREET CT S1 $6,329.73 $6,329.73 802721120065 MCCAULEY MICHAEL & MICHELLE M 7657 72ND STREET CT S1 $6,329.73 $6,329.73 802721120066 LANGBEHN GREGORY A & KATHLEEN 7699 72ND STREET CT S1 $6,329.73 $6,329.73 802721210011 ANGELO MARK & LARA 7399 73RD ST S1 $6,329.73 $6,329.73 802721210012 MARTINEZ ROLLAND M & DIANA M 7393 73RD ST S1 $6,329.73 $6,329.73 802721210013 JOHNSTON DAVID E & NANCY A 7379 73RD ST S1 $6,329.73 $6,329.73 802721210014 SMITH LARRY L & VICKY L 7367 73RD ST S1 $6,329.73 $6,329.73 802721210015 HUDACEK ANDREW & VERONICA 7339 73RD ST S1 $6,329.73 $6,329.73 802721210016 STEMPER PAUL S & CATHERINE M 7311 73RD ST S1 $6,329.73 $6,329.73 802721130079 WESTON ROBERT J & SANDRA K 7592 74TH ST S1 $6,329.73 $6,329.73 802721130080 GULSTAD DARRYL R & KATRINA I 7576 74TH ST S1 $6,329.73 $6,329.73 802721130081 CLAUSEN DAVID A & JANE M 7560 74TH ST S1 $6,329.73 $6,329.73 802721130082 ODELL IAN & ERIN 7544 74TH ST S1 $6,329.73 $6,329.73 802721130083 MONSON SALLY 7528 74TH ST S1 $6,329.73 $6,329.73 802721130084 DAVID J EMMONS & ROSEMARY K EMMONS TRS 7512 74TH ST S1 $6,329.73 $6,329.73 802721130085 KHAMBATA CRYSTAL & ANTHONY 7515 74TH ST S1 $6,329.73 $6,329.73 802721130086 FROST THOMAS & DANA 7525 74TH ST S1 $6,329.73 $6,329.73 802721130087 CUSEY TROY A & INGRID N TOLLEFSON 7547 74TH ST S1 $6,329.73 $6,329.73 802721130088 MCCARTHY KEVIN M & KATHRYN A 7567 74TH ST S1 $6,329.73 $6,329.73 802721130089 NELSON JAMES D & LINDA L 7575 74TH ST S1 $6,329.73 $6,329.73 802721130090 PEDERSON COLLIN D 7591 74TH ST S1 $6,329.73 $6,329.73 802721130008 DWYER WILLIAM G & ANNE C 7740 74TH ST S1 $6,329.73 $6,329.73 802721130009 HANZLIK NANCY & MICHAEL 7736 74TH ST S1 $6,329.73 $6,329.73 802721130010 LETHERT NICHOLAS & KELLY 7732 74TH ST S1 $6,329.73 $6,329.73 802721130011 LYKSETT KEITH B & SHELLY S 7728 74TH ST S1 $6,329.73 $6,329.73 802721130012 BRIAN J BUSHEY TRS & MARGARET P BUSHEY TRS 7724 74TH ST S1 $6,329.73 $6,329.73 802721130013 MEKENYE EDWIN & JANET ISABOKE 7722 74TH ST S1 $6,329.73 $6,329.73 802721130014 GAKELER JASON & AMANDA R 7718 74TH ST S1 $6,329.73 $6,329.73 802721130015 SCHWINN THOMAS J JR 7714 74TH ST S1 $6,329.73 $6,329.73 802721130016 PATNODE ADAM D & JAMIE R ALEXANDER 7710 74TH ST S1 $6,329.73 $6,329.73 802721130017 MAUER NATHAN & JENNIFER 7700 74TH ST S1 $6,329.73 $6,329.73 802721130018 GROSS DAVID A & JENNIFER L 7660 74TH ST S1 $6,329.73 $6,329.73 802721130019 NOVOTNY CHARLES J & CAROLYN A 7640 74TH ST S1 $6,329.73 $6,329.73 802721130020 ANDERSON CHRISTOPHER M 7610 74TH ST S1 $6,329.73 $6,329.73 802721130021 HOLSTEIN DANE G 7739 74TH ST S1 $6,329.73 $6,329.73 802721130022 TRUDEAU SAMUEL O & NICOLE T FITZGERALD 7733 74TH ST S1 $6,329.73 $6,329.73 802721130023 HER MAUNG & TINA G XIONG 7729 74TH ST S1 $6,329.73 $6,329.73 802721130024 HUBER KENNETH S & JANICE A 7725 74TH ST S1 $6,329.73 $6,329.73 802721130025 MENGISTU GOLIE & FIKERTE HAILU 7721 74TH ST S1 $6,329.73 $6,329.73 802721130026 ZENNER GARY A 7717 74TH ST S1 $6,329.73 $6,329.73 802721130027 LAMBERT SONDRA J & ELIZABETH A DAVISON 7715 74TH ST S1 $6,329.73 $6,329.73 802721130028 SUCHOMEL ROBERT J & TANYA L 7711 74TH ST S1 $6,329.73 $6,329.73 802721130029 POLLY CONSTANCE D 7707 74TH ST S1 $6,329.73 $6,329.73 802721130030 GUNDERSON JEFF S & JANET A 7703 74TH ST S1 $6,329.73 $6,329.73 Preliminary Assessment Roll Hidden Valley 2025 Pavement Management | 24X.135777 Appendix C: Preliminary Assessment Roll Page C-1 Parcel ID Owner Name Address Units $/Unit Total/Unit Preliminary Assessment Roll Hidden Valley 802721130031 KENNEY FAMILY TRS 7699 74TH ST S1 $6,329.73 $6,329.73 802721130032 BARRIENTES MARY E & JAMES 7669 74TH ST S1 $6,329.73 $6,329.73 802721130033 DWYER GRACIE & JOEL CRATON 7649 74TH ST S1 $6,329.73 $6,329.73 802721130034 FOX LAWRENCE W 7629 74TH ST S1 $6,329.73 $6,329.73 802721130035 GARCIA RAUL F JR & NATALIA M 7609 74TH ST S1 $6,329.73 $6,329.73 802721120020 KRAMMER KATHERINE A & ROBERT LEIER 7191 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120021 SCHUELLER RONALD J & DIANE J 7183 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120022 DJADOO KIRSTEN A & KWAME A 7173 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120023 WERNER LUKE & LYDIA 7157 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120024 FLAATA DALE R & KIMBERLY A 7212 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120025 LANDMEYER SANDRA J 7192 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130073 KROPELNICKI DOUGLAS W & REBECC 7335 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130074 MAXEY MICHAEL & LUDMILA 7319 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130075 STRICKLAND DANIEL 7305 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130076 BECKWITH LORI M 7301 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130077 WILLIAMS AMY J 7265 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130091 SAMEC RAYMOND A & JAMIE L 7450 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130095 JENKINS PETER R & NOREEN E 7435 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130096 SCHERER ADELINE & JONATHAN 7423 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130097 VALLES ANDREW J & MARSHA C 7421 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130098 ADOLFSON KIRSTIN E 7419 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130099 PETRIE DAVID R & KATHLEEN R 7417 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130100 RANKIN JEFFREY A & DAWN R 7415 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130101 HEIN KELLY W & KIRSTI B 7413 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130102 YANG KUJO L & MAY VANG 7395 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721130103 HANSON NATHAN & AMY 7303 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721130104 FENENGA THOMAS & GRETCHEN 7439 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721130105 TRAN DUNG A & AN T NGUYEN 7437 HIDDEN VALLEY HOLW S1 $6,329.73 $6,329.73 802721120026 MATHIS IAN M & JENNIFER L 7184 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120027 SPROULE ANTHONY X 7170 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120028 HANSEN JEFFREY R & SARAH M 7162 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120031 GALLOWAY TIMOTHY J & LORI A 7155 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120032 FINK TIMOTHY & TERESA A 7153 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120033 HAAS RICHARD & JUDITH 7151 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120034 YANG ENG & MAO HER 7149 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120035 JOHNSON JOHN E & MOLLY K 7147 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120036 WALLER TODD 7143 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120037 IRVINE SANDRA L 7139 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120038 MOERKE ANDREW & TERESA 7137 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120039 WEBER STEVEN C & MELINDA R 7135 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120040 SLAIKEU DAMON S 7158 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120041 HODGE JESSE R & SARA A 7146 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120042 KILGORE TRS 7134 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721120044 FREY MATTHEW H & DANA L 7127 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120045 KARASEK MATHEW & RACHEL 7129 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120046 BLUHM BRIAN C & JENNIFER LM 7131 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120047 BENSHOOF MARK A & DEBRA J 7133 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120048 WAGNER MICHAEL A 7141 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120049 BRAUN ROBERT L & RHONDA A 7145 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120050 LENTZ JOHN M & MARY K 7149 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120051 FRANCIS NICOLAS L & SHERYL L 7157 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120057 BROSNAHAN HELEN & M S ZAUHA 7138 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120058 ARMSTRONG CHRISTOPHER J & CASSIE J ALLEN-ARMSTRONG 7144 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120059 GILBERT RORY J & ALICE A 7150 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120068 LUU TAM D & ALLISON R 7229 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120069 SCHWARTZ ANTHONY R 7217 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120070 KAREL JOSEPH & SARAH 7205 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120071 MCCUSKER WILLIAM P & ELIZABETH A MANNING MCCUSKER 7191 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120072 DIETZ CAREY A 7179 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721120073 PATRICIA M BLEES LIV TRS 7180 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 2025 Pavement Management | 24X.135777 Appendix C: Preliminary Assessment Roll Page C-2 Parcel ID Owner Name Address Units $/Unit Total/Unit Preliminary Assessment Roll Hidden Valley 802721120074 AVISE KEVIN F & KATHLEEN M 7178 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721130036 IHRKE RICHARD E & MARGARET A 7407 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130037 WALLIN ZACHARY S & AMY 7409 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130038 DEVLIN MOLLY & MICHAEL 7411 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130039 TAMARA L MCKISSOCK & JEFFREY A MCKISSOCK TRS 7419 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130040 UECKER KYLE R & BARBRA J 7421 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130041 COLLINS JAMES K & BARBARA J 7423 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130042 TRS AGR JEFFREY S CHRISTENSEN & GAY L HERMAN 7425 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130043 ANDERSON STEPHANIE & ERIC 7427 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130044 GORES MICHAEL D & SUSAN C 7429 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130045 HEYWOOD STEVEN L & JOANNE M 7431 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130046 KAEPPE JOSHUA L & LEAH 7433 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130047 CENTENO ANGEL M & BLANCA A C VEGA 7437 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130048 RYMAN KELLI & ROBERT MOORE 7441 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130049 ELYAMANY AHMED 7445 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130050 DRABCZAK HENRY A & CHERYL L 7449 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130051 OTTE EARL 7408 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130052 ELLIS ASHLAND & MADELINE 7416 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130053 R&M REAL ESTATE LLC 7424 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130054 KLEINSCHMIDT TRAVIS L & SARAH E 7432 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130055 LARSON DEBRA K & STEVEN C 7440 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130056 SOLYNTJES RONALD P 7448 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130059 DYKSTRA ANDREW L & DEBORAH L 7388 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130060 EDMUNDSON JOHN D & DEBORAH A 7382 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130061 WALTER W LYSZAK & MARIANNE P LYSZAK TRS 7366 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130062 KRAFT JOHN LLOYD & SHIRLEY I 7346 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130063 GEORGE JAMES E & PENELOPE C 7334 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130064 MEADE BRYCE K 7320 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130065 KOLTES STEPHEN M & LENORA M 7264 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130066 BROOKS JAMES R & HEATHER 7244 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130067 THIEDE DAVID J & CYNTHIA A 7393 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130068 HILL JAY R & SUSAN A 7385 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130069 MCMORROW LANCE R 7371 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130070 LONGFIELD BRADLEY J & LINDA W 7359 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130071 BURBANK JOHN M & SUSAN L W 7347 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721130072 TAYLOR JEREMY & LEAH 7341 HIDDEN VALLEY TRL S1 $6,329.73 $6,329.73 802721210006 SANDIN MEGAN A 7230 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721210007 COLEMAN DAWN R & SCOTT R 7228 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721210008 WARNKE MARK W & DEBORAH L 7216 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721210009 POLLACK REED F 7204 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721210010 PEGGY A SCHOENBERGER REV TRS 7192 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721210019 FOX DANIEL J & REBECCA M 7292 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210020 ERIE JACOB D & CARISSA L 7278 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210021 STEPKA JEREMY & JANA 7256 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210022 VILLAS DANIEL G & JILL K 7234 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210023 DRUDE NATHAN & ALICIA 7222 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210024 VICK RYAN E 7198 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210025 MANSERGH DAWN & JOHN 7176 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210026 PICHOTTA MAXWELL & STEFANIE 7142 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210027 EWERT JEFFREY & LAURA STUCKI 7159 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210028 MERLAU JAMIE J & JILLIAN R 7169 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210029 CHANCE WESLEY D & DIANA M 7191 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210030 WILLIAMS RICHARD & DAWN 7213 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210031 WALL TIM D & DARCY A 7245 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210032 HERMERSMANN ANDREA & NICK 7267 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721210033 TOROK STEPHEN L & TRUDENCE J 7289 HIDDEN VALLEY CV S1 $6,329.73 $6,329.73 802721240013 PATTERSON CRAIG T & LISA M 7471 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240014 MAURER FAMILY LIVING TRS 7475 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240015 PINES ERNEST T & THERESA JANE 7479 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240016 OLDENKAMP GREGORY L & ANN M K 7481 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 2025 Pavement Management | 24X.135777 Appendix C: Preliminary Assessment Roll Page C-3 Parcel ID Owner Name Address Units $/Unit Total/Unit Preliminary Assessment Roll Hidden Valley 802721240017 BREDAHL TIMOTHY D & RUTH I 7483 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240018 SCRIMSHAW SCOTT R & JENNIFER L 7485 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240019 DIETZ ROBERT W & JULIE A 7487 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240020 RENELT BRIAN P & DEANNA L 7491 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240021 GIESER BRIAN O & TERESA A 7493 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240022 CORY CHARLES & ROXANNE L 7497 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240023 KHRAISS STEVEN & HEATHER 7499 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240024 FENDOS PAUL G & JESSICA M I 7448 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240025 LIBMAN DAVID S 7457 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240026 REAGAN MICHAEL & PEGGY 7455 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240027 OSZMAN MARK S & BEVERLY L 7451 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240028 KELEMEN MARK & KELLI DUNN-KELEMEN 7447 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240029 CRATON ERIC P & MICHELE A 7443 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240033 HUTCHINSON AVALON JW & JAMES M 7441 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240034 LA SELL BRANDON & RACHEL JOHNSON 7444 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240035 JOHNSEN TERRY N & ROXANNE M 7442 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240036 QUINN MICHAEL C & TRACEY P 7438 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240037 SAMSEL THEODORE A JR & GINA R 7428 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240038 KNUDTEN RACHELE C 7416 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240039 SOLBERG CARL O & DIANE L 7404 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240040 MUNTER LINDA B 7394 HIDDEN VALLEY LN S1 $6,329.73 $6,329.73 802721240043 JENKINS DANIEL P & TIMI C 7382 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240044 KONECHNEY CHRISTOPHER J & ALISON L KONECHNEY 7370 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240045 CROTTEAU CHRIS M & STEPHANIE A 7368 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240046 CONVERY BRIAN J & STACEY L 7356 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240047 MCGRAW TIMOTHY & LYNN 7344 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240048 GLOVER MARK J & GALE M 7330 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240049 AIMONETTI PETER M & JEAN I 7322 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240050 KELLIE TRUMAN 7318 HIDDEN VALLEY RDG S1 $6,329.73 $6,329.73 802721240051 KELLIE TRUMAN UNASSIGNED 0$6,329.73 $0.00 802721240053 FREDRICKSEN ANGELA J 7290 HIDDEN VALLEY TER S1 $6,329.73 $6,329.73 802721240054 DE LA FOREST ROBERT & MEGAN 7288 HIDDEN VALLEY TER S1 $6,329.73 $6,329.73 802721240009 HTOO SHAR L & ROSIE WAH 7461 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240010 TRISKO NICHOLAS P & LISA L 7463 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240011 QUINN TIMOTHY P & SANDRA L 7465 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240012 WITTROCK THOMAS & DIANA 7467 HIDDEN VALLEY CT S1 $6,329.73 $6,329.73 802721240055 BERUBE SHELLEY & DANIEL BERQUIST 7276 HIDDEN VALLEY TER S1 $6,329.73 $6,329.73 802721240056 BUBB GREGORY E & CAROL L 7262 HIDDEN VALLEY TER S1 $6,329.73 $6,329.73 802721240057 TREBER BRIAN D & DINA L 7250 HIDDEN VALLEY TER S1 $6,329.73 $6,329.73 802721210035 WASHENBERGER CHARLES L & REBECCA J 7288 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210036 JANICE M REDIUS TRS 7266 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210037 FRYER RICHARD D & DANITH A 7244 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210038 HELSETH ALISHA M & JOSHUA L 7182 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210039 VALENTO KEVIN G & ANN SIEDL-VALENTO 7140 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210040 RICE ADAM G & TRACIE M 7100 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210041 STEINKE JONATHAN K & AMY M 7135 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210042 CHA MAY S 7177 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210043 KNAFLA RONALD C 7239 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210044 VOGELE DUANE J & STACY A 7251 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721210045 ANDERSON FORREST M & LINDA K MACKEY-ANDERSON 7293 HIDDEN VALLEY POND S1 $6,329.73 $6,329.73 802721120008 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721120009 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721120010 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721120011 CITY OF COTTAGE GROVE UNASSIGNED 0$6,329.73 $0.00 802721130078 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130092 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721120029 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721120030 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721120043 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721120052 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 2025 Pavement Management | 24X.135777 Appendix C: Preliminary Assessment Roll Page C-4 Parcel ID Owner Name Address Units $/Unit Total/Unit Preliminary Assessment Roll Hidden Valley 802721120067 CITY OF COTTAGE GROVE UNASSIGNED 0$6,329.73 $0.00 802721130002 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130003 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130004 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130005 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130006 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130007 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721130057 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721130058 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721210003 CITY OF COTTAGE GROVE UNASSIGNED 0$6,329.73 $0.00 802721210004 CITY OF COTTAGE GROVE UNASSIGNED 0$6,329.73 $0.00 802721210017 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721210034 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721210046 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721240041 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721240052 HIDDEN VALLEY HOA UNASSIGNED 0$6,329.73 $0.00 802721240006 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721240007 HIDDEN VALLEY HOMEOWNERS ASSN UNASSIGNED 0$6,329.73 $0.00 802721240008 CITY OF COTTAGE GROVE UNASSIGNED 0$6,329.73 $0.00 229 $1,449,508.17 2025 Pavement Management | 24X.135777 Appendix C: Preliminary Assessment Roll Page C-5 Figures Hinton Avenue S65th Street S Hardwood Avenue S70th Street S Hinton Avenue S80th Street S Sta t e H i g h w a y s 1 0 & 6 1 70th Street S H:\COTT\24X135777000\CAD\C3D\FIGR-135777-01_Location Plan.dwg 11/21/2024 12:25:51 PMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 1: Location Plan December 2024 FEETSCALE 0 1000 2000 HORZ. R LEGEND 2025 PROJECT LIMITS 7370 7368 7356 73447330 7322 7318 72907288 7276 7262 7250 7256 7234 7222 7198 7176 7142 7159 7169 7191 7213 7245 7267 7289 7288 7266 7244 7182 7140 71007135 7177 7239 7251 7293 74617463 7465 7467 7471 7475 7479 7481 7483 7485 7487 7491 7493 7497 7499 7448 7457 7455 7451 7447 7443 74417444 7442 7438 7428 7416 7404 7394 7382 7230 7228 7216 7204 7192 7399 7393 7379 7367 73397311 7292 7278 7713 7739 7763 7781 7750 7742 7730 7712 7191 7183 7173 7157 7212 7192 7184 7170 7162 7155 7153 7151 7149 71477143 7139 7137 7135 7158 71467134 7127 7129 7131 7133 7141 7145 7149 7157 76787636 7346 7334 7320 7264 7244 7393 7385 7371 7359 7347 7341 7335 7319 7305 7301 7265 7592 7576 7560 7544 7528 7512 7515 7525 7547 7567 7575 7591 7450 7435 7423 7421 7419 7417 7415 7413 7395 7303 7594 7552 71387144 7150 7530 7529 7541 7573 7615 7657 7699 7229 7217 7205 7191 7179 7180 7178 7740 7736 7732 7728 77247722 7718 7714 7710 77007660 7640 7610 7739 7439 7437 7733 7729 7725 7721 77177715 7711 7707 7703 769976697649 7629 7609 7407 7409 7411 7419 7421 7423 74257427 7429 7431 7433 7437 74417445 7449 7408 7416 7424 7432 74407448 7388 73827366 Hidden Valley Hollo w 70th Street S 74th Street S 74th Street S72nd Str e et S 72nd Street S Hinton Avenue SHomestead AvenueHidden Valley PondHyde AvenueHidden Valley RidgeC S A H 22 Hardwood Avenue S73r d S t r e e t S Hidden Valley Lane73rd Street SRed Pine RoadHidden Valley CoveHidden Valley Terrace Hidden Valley CourtHardwood Avenue73rd Street S Hidden Valley LaneHidden Valley TrailHidden Valley LaneHidden Valley TrailHid d e n V a l l e y T r a i l 74th Street S74th Stree t S 74th Street S Hinton Avenue SHarkness Avenue SHyde AvenueHidden Valley Park H i d d e n V a l l e y T r a i l Hidden Valley TrailP-11 P-15 P-14 P-12 P-13 H:\COTT\24X135777000\CAD\C3D\FIGR-135777-02_Year Constructed.dwg 11/21/2024 12:26:04 PMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 2: Year Constructed December 2024 FEETSCALE 0 150 300 HORZ. R LEGEND PROJECT BOUNDARY NEIGHBORHOOD BOUNDARY PAVEMENT CORES HIDDEN VALLEY 1ST ADDITION 1986 CONSTRUCTION HIDDEN VALLEY 2ND ADDITION 1988 CONSTRUCTION HIDDEN VALLEY 3RD ADDITION 1991 CONSTRUCTION HIDDEN VALLEY 4TH ADDITION 1993 CONSTRUCTION HIDDEN VALLEY 5TH ADDITION 1994 CONSTRUCTION HIDDEN VALLEY 6TH ADDITION 1994 CONSTRUCTION HIDDEN VALLEY 7TH ADDITION 1999 CONSTRUCTION HIDDEN VALLEY 8TH ADDITION PLAT ONLY HIDDEN VALLEY 9TH ADDITION 2000/2003 CONSTRUCTION* HIDDEN VALLEY 10TH ADDITION 2001/2003 CONSTRUCTION* HIDDEN VALLEY 11TH ADDITION 2003/2005 CONSTRUCTION* *DENOTES INITIAL STREET/FINAL STREET CONSTRUCTION X 7370 7368 7356 73447330 7322 7318 72907288 7276 7262 7250 7256 7234 7222 7198 7176 7142 7159 7169 7191 7213 7245 7267 7289 7288 7266 7244 7182 7140 71007135 7177 7239 7251 7293 74617463 7465 7467 7471 7475 7479 7481 7483 7485 7487 7491 7493 7497 7499 7448 7457 7455 7451 7447 7443 74417444 7442 7438 7428 7416 7404 7394 7382 7230 7228 7216 7204 7192 7399 7393 7379 7367 73397311 7292 7278 7713 7739 7763 7781 7750 7742 7730 7712 7191 7183 7173 7157 7212 7192 7184 7170 7162 7155 7153 7151 7149 71477143 7139 7137 7135 7158 71467134 7127 7129 7131 7133 7141 7145 7149 7157 76787636 7346 7334 7320 7264 7244 7393 7385 7371 7359 7347 7341 7335 7319 7305 7301 7265 7592 7576 7560 7544 7528 7512 7515 7525 7547 7567 7575 7591 7450 7435 7423 7421 7419 7417 7415 7413 7395 7303 7594 7552 71387144 7150 7530 7529 7541 7573 7615 7657 7699 7229 7217 7205 7191 7179 7180 7178 7740 7736 7732 7728 77247722 7718 7714 7710 77007660 7640 7610 7739 7439 7437 7733 7729 7725 7721 77177715 7711 7707 7703 769976697649 7629 7609 7407 7409 7411 7419 7421 7423 74257427 7429 7431 7433 7437 74417445 7449 7408 7416 7424 7432 74407448 7388 73827366 Hidden Valley Hollow 70th Street S 74th Street S 74th Street S72nd Str e et S 72nd Street S Hinton Avenue SHomestead AvenueHidden Valley PondHyde AvenueHidden Valley RidgeC S A H 22 Hardwood Avenue S73rd S t r e e t S Hidden Valley Lane73rd Street S 74th Street S Red Pine RoadHidden Valley CoveHidden Valley Terrace Hidd e n V a l l e y C o u r tHardwood Avenue73rd Street S Hidden Valley LaneHidden Valley TrailHidden Valley LaneHidden Valley TrailHid d e n V a l l e y T r a i l 74th Street S74th Stree t S 74th Street S Hinton Avenue SHardwood Avenue S70th Street S Harkness Avenue SHyde AvenueHidden Valley Park H i d d e n V a l l e y T r a i l Hidden Valley Trail H:\COTT\24X135777000\CAD\C3D\FIGR-135777-03_Pavement Rehab History.dwg 11/26/2024 1:13:11 PMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 3: Maintenance History December 2024 FEETSCALE 0 150 300 HORZ. R LEGEND PROJECT BOUNDARY NEIGHBORHOOD BOUNDARY SEAL COAT 2013 THIN OVERLAY 2017 THIN OVERLAY 2020 *DEPICTS MOST RECENT REHABILITATION PROJECT 7370 7368 7356 73447330 7322 7318 72907288 7276 7262 7250 7256 7234 7222 7198 7176 7142 7159 7169 7191 7213 7245 7267 7289 7288 7266 7244 7182 7140 71007135 7177 7239 7251 7293 74617463 7465 7467 7471 7475 7479 7481 7483 7485 7487 7491 7493 7497 7499 7448 7457 7455 7451 7447 7443 74417444 7442 7438 7428 7416 7404 7394 7382 7230 7228 7216 7204 7192 7399 7393 7379 7367 73397311 7292 7278 7713 7739 7763 7781 7750 7742 7730 7712 7191 7183 7173 7157 7212 7192 7184 7170 7162 7155 7153 7151 7149 71477143 7139 7137 7135 7158 71467134 7127 7129 7131 7133 7141 7145 7149 7157 76787636 7346 7334 7320 7264 7244 7393 7385 7371 7359 7347 7341 7335 7319 7305 7301 7265 7592 7576 7560 7544 7528 7512 7515 7525 7547 7567 7575 7591 7450 7435 7423 7421 7419 7417 7415 7413 7395 7303 7594 7552 71387144 7150 7530 7529 7541 7573 7615 7657 7699 7229 7217 7205 7191 7179 7180 7178 7740 7736 7732 7728 77247722 7718 7714 7710 77007660 7640 7610 7739 7439 7437 7733 7729 7725 7721 77177715 7711 7707 7703 769976697649 7629 7609 7407 7409 7411 7419 7421 7423 74257427 7429 7431 7433 7437 74417445 7449 7408 7416 7424 7432 74407448 7388 73827366 Hidden Valley Hollo w 70th Street S 74th Street S 74th Street S72nd Str e et S 72nd Street S Hinton Avenue SHomestead AvenueHidden Valley PondHyde AvenueHidden Valley RidgeC S A H 22 Hardwood Avenue S73r d S t r e e t S Hidden Valley Lane73rd Street SRed Pine RoadHidden Valley CoveHidden Valley Terrace Hidden Valley CourtHardwood Avenue73rd Street S Hidden Valley LaneHidden Valley TrailHidden Valley LaneHidden Valley TrailHid d e n V a l l e y T r a i l 74th Street S74th Street S 74th Street S Hinton Avenue SHarkness Avenue SHyde AvenueHidden Valley Park H i d d e n V a l l e y T r a i l Hidden V a l l e y T r a i l M M M H:\COTT\24X135777000\CAD\C3D\FIGR-135777-04_Street and Lighting Improvements.dwg 11/21/2024 12:26:33 PMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 4: Streets and Lighting Improvements December 2024 FEETSCALE 0 150 300 HORZ. R LEGEND PROJECT BOUNDARY NEIGHBORHOOD BOUNDARY LIGHTING CABINET REPLACEMENT LUMINAIRE REPLACEMENT PEDESTRIAN RAMP IMPROVEMENTS REPLACE LIGHT BASE COVER TRAIL RESURFACING FULL PAVEMENT REPLACEMENT WITH SPOT CURB REPAIR M S S S S S S S S S S S S S S S SS S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S SS S S S S S S S S SS S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S S SS S S S S S S S SS SS S S S S S S S >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> > > >>> S S S >>>>>>>>>>>>>>>>>>> >>>> >>>>>>>>>>>>>>>> >>>>>>>>>>>>>>D >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >> >>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>> > > >>>>>>>>>>> >>>>>>lllll lllllllllllllllllll lllll lllll llllllllllllll l lllllllllll llllllllllllll lllllllllllllllllllW W ll l llllllllllllll lllllll lllllllllllll l l lll ll l l l llllllllllllllllllllll l l l llllll l l llllDD D D D D D D D D D D D D D D D D D D D D D D D D DDD DD D D D D D D D D D D D D D D D D DD D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D 7370 7368 7356 73447330 7322 7318 72907288 7276 7262 7250 7256 7234 7222 7198 7176 7142 7159 7169 7191 7213 7245 7267 7289 7288 7266 7244 7182 7140 71007135 7177 7239 7251 7293 74617463 7465 7467 7471 7475 7479 7481 7483 7485 7487 7491 7493 7497 7499 7448 7457 7455 7451 7447 7443 74417444 7442 7438 7428 7416 7404 7394 7382 7230 7228 7216 7204 7192 7399 7393 7379 7367 73397311 7292 7278 7713 7739 7763 7781 7750 7742 7730 7712 7191 7183 7173 7157 7212 7192 7184 7170 7162 7155 7153 7151 7149 71477143 7139 7137 7135 7158 71467134 7127 7129 7131 7133 7141 7145 7149 7157 76787636 7346 7334 7320 7264 7244 7393 7385 7371 7359 7347 7341 7335 7319 7305 7301 7265 7592 7576 7560 7544 7528 7512 7515 7525 7547 7567 7575 7591 7450 7435 7423 7421 7419 7417 7415 7413 7395 7303 7594 7552 71387144 7150 7530 7529 7541 7573 7615 7657 7699 7229 7217 7205 7191 7179 7180 7178 7740 7736 7732 7728 77247722 7718 7714 7710 77007660 7640 7610 7739 7439 7437 7733 7729 7725 7721 77177715 7711 7707 7703 769976697649 7629 7609 7407 7409 7411 7419 7421 7423 74257427 7429 7431 7433 7437 74417445 7449 7408 7416 7424 7432 74407448 7388 73827366 Hidden Valley Hollo w 70th Street S 74th Street S 74th Street S72nd Str e et S 72nd Street S Hinton Avenue SHomestead AvenueHidden Valley PondHidden Valley RidgeC S A H 22 Hardwood Avenue S73r d S t r e e t S Hidden Valley Lane73rd Street SRed Pine RoadHidden Valley CoveHidden Valley Terrace Hidden Valley CourtHardwood Avenue73rd Street S Hidden Valley LaneHidden Valley TrailHidden Valley LaneHidden Valley TrailHid d e n V a l l e y T r a i l 74th Street S74th Stree t S 74th Street S Hinton Avenue SHarkness Avenue SHidden Valley Park H i d d e n V a l l e y T r a i l Hidden Valley TrailH:\COTT\24X135777000\CAD\C3D\FIGR-135777-05_Utility Improvements.dwg 11/21/2024 12:26:50 PMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 5: Utility Improvements December 2024 FEETSCALE 0 150 300 HORZ. R LEGEND WATER MAIN: VALVE EVALUATION AND REPAIR WATER MAIN: EXTEND HYDRANT BARREL WATER MAIN: PRESSURE REDUCING VALVE REHAB STORM SEWER: REPLACE TOP SLAB STORM SEWER: LINE STRUCTURE STORM SEWER: PATCH STRUCTURE STORM SEWER: ADD BARREL SECTION STORM SEWER: LINE STORM SEWER PIPE STORM SEWER: REPLACE STORM SEWER PIPE SANITARY SEWER: ADD BARREL SECTION SANITARY SEWER: PATCH STRUCTURE NOTE: 1.ALL MANHOLE STRUCTURES WILL BE ADJUSTED AND ALL ADJUSTMENT RINGS WILL BE REPLACED. 2.ALL CATCH BASIN STRUCTURES WILL BE EVALUATED FOR EITHER REPLACING OR PATCHING ALL ADJUSTMENT RINGS. IMPORT 1-2" TOPSOIL FOR GRASS ESTABLISHMENTSPORT COURTSINGLE POST SHADE STRUCTURECONCRETE PATIO WITH PICNIC TABLESREMOVE EXISTING PLAYGROUND ACCESSAND REALIGN TO TRAIL ON NORTH SIDE OF PARKLANDSCAPING ROCK AROUNDEXISTING PARK MONUMENTHid d e n V a l l e y T r a i l H:\COTT\24X135777000\CAD\C3D\FIGR-135777-06_Park Improvements.dwg 11/21/2024 12:26:58 PM R2025 Pavement Management ProjectCity of Cottage Grove, MNFigure 6: Hidden Valley Park ImprovementsDecember 2024FEETSCALE02550HORZ.R Hidden Valley Hollow 70th Street S 74th Street S 74th Street S72nd Str e et S 72nd Street S H i d d e n V a l l e y T r a i l Hinton Avenue SHomestead AvenueHidden Valley PondHyde AvenueHidden Valley RidgeC S A H 22 Hardwood Avenue S73r d S t r e e t S Hidden Valley Lane73rd Street S 74th Street S Red Pine RoadHidden Valley CoveHidden Valley Terrace Hid d e n V a l l e y C o u r tHardwood Avenue73rd Street S Hidden Valley LaneHidden Valley TrailHidden Valley LaneHidden Valley TrailHidden Valley Trai l Hid d e n V a l l e y T r a i l 74th Street S74th Stree t S 74th Street S Hinton Avenue S70th Street S Harkness Avenue SHyde Avenue7370 7368 7356 73447330 7322 7318 72907288 7276 7262 7250 7256 7234 7222 7198 7176 7142 7159 7169 7191 7213 7245 7267 7289 7288 7266 7244 7182 7140 71007135 7177 7239 7251 7293 74617463 7465 7467 7471 7475 7479 7481 7483 7485 7487 7491 7493 7497 7499 7448 7457 7455 7451 7447 7443 74417444 7442 7438 7428 7416 7404 7394 7382 7230 7228 7216 7204 7192 7399 7393 7379 7367 73397311 7292 7278 7713 7739 7763 7781 7750 7742 7730 7712 7191 7183 7173 7157 7212 7192 7184 7170 7162 7155 7153 7151 7149 71477143 7139 7137 7135 7158 71467134 7127 7129 7131 7133 7141 7145 7149 7157 76787636 7346 7334 7320 7264 7244 7393 7385 7371 7359 7347 7341 7335 7319 7305 7301 7265 7592 7576 7560 7544 7528 7512 7515 7525 7547 7567 7575 7591 7450 7435 7423 7421 7419 7417 7415 7413 7395 7303 7594 7552 71387144 7150 7530 7529 7541 7573 7615 7657 7699 7229 7217 7205 7191 7179 7180 7178 7740 7736 7732 7728 77247722 7718 7714 7710 77007660 7640 7610 7739 7439 7437 7733 7729 7725 7721 77177715 7711 7707 7703 769976697649 7629 7609 7407 7409 7411 7419 7421 7423 74257427 7429 7431 7433 7437 74417445 7449 7408 7416 7424 7432 74407448 7388 73827366 Hidden Valley Park 08-027-21-21-0003 08-027-21-21-0004 08-027-21-12-0067 08-027-21-12-0011 08-027-21-24-0008 H:\COTT\24X135777000\CAD\C3D\FIGR-135777-07_Assessible Parcels.dwg 11/26/2024 11:17:20 AMR 2025 Pavement Management Project City of Cottage Grove, MN Figure 7: Assessable Parcels December 2024 FEETSCALE 0 150 300 HORZ. R LEGEND SINGLE FAMILY RESIDENTIAL (RBLE 1.0) CITY PROPERTY HOME OWNERS ASSOCIATION (RBLE 0.0) 1 City Council Action Request 7.EE. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Street Name Change – Preserve at Prairie Dunes and Pine Glen 7th Addition Staff Recommendation Adopt Resolution 2024-173 approving the street name change for the segment of 100th Street South depicted on the Street Name Change Exhibit to Hamlet Avenue South in the Preserve at Prairie Dunes and Pine Glen 7th Addition. Budget Implication N/A Attachments 1. Street Name Change CC Memo 2. Street Name Change Exhibit 3. Street Name Change Description 4. Street Name Change Resolution TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Samantha Pierret, Senior Planner DATE: November 26, 2024 RE: Street Name Change – Preserve at Prairie Dunes and Pine Glen 7th Addition Background Due to the realignment of 100th Street through the Preserve at Prairie Dunes, plat a portion of former 100th Street must be renamed to avoid confusion. Staff is proposing to rename the segment of former 100th Street South from the intersection with Hamlet Avenue South to the intersection with Hadley Avenue South to Hamlet Avenue South (depicted on the Street Name Change Exhibit attached). This road segment is partially within the Preserve at Prairie Dunes (southerly 33 feet of right-of-way) and partially within the Pine Glen 7th Addition (northerly 53 feet of right-of-way). This street name change will not affect the addressing of the parcels within the Pine Glen Villas as these properties are all addressed from Hamlet Court South and not the street segment in question. The apartments proposed to be constructed on Lot 1 Block 1 of the Preserve at Prairie Dunes plat will be addressed off Hamlet Avenue South. Honorable Mayor, City Council, and Jennifer Levitt Street Name Change – Preserve at Prairie Dunes and Pine Glen 7th Addition November 26, 2024 Page 2 of 2 Recommendation The City Council is recommended to adopt Resolution 2024-173 approving the street name change for the segment of 100th Street South depicted on the Street Name Change Exhibit to Hamlet Avenue South in the Preserve at Prairie Dunes and Pine Glen 7th Addition. HAMLET AVENUE SOUTH(as platted in Pine Glen 5th Addition)HAMLET AVENUE SOUTH 100T H S T R E E T S O U T HAVENUEHADLEY SOU TH 100TH STREET SOUTH 33533353335360 STREET NAME CHANGE AREA EASTERLY LINE OF HAMLET AVENUE SOUTH SOUTHERLY EXTENSION OF THE EASTERLY LINE OF HAMLET AVENUE SOUTH 333507 HIGH POINT DRIVE NORTH BUILDING 1 - SUITE E130 OAKDALE, MN 55128 (651) 704-9970 R SCALE IN FEET 0 100 H:\COTT\_General\2024\Hamlet Ave\MISC-Street Name Change Exhibit.dwg 11/12/2024 11:23 AM ©Bolton & Menk, Inc. 2024, All Rights Reserved JOB NUMBER:FIELD BOOK:DRAWN BY: FOR: STREET NAME CHANGE EXHIBIT COTTAGE GROVE, WASHINGTON COUNTY, MN AS DEDICATED IN: PINE GLEN 7TH ADDITION PINE GLEN 6TH ADDITION PRESERVE AT PRAIRIE DUNES WASHINGTON COUNTY, MN CITY OF COTTAGE GROVE 103963-336 N/A JSC R STREET NAME CHANGE DESCRIPTION The following description is for changing the name of a part of 100th Street South to Hamlet Avenue South in Cottage Grove: That part of 100th Street South, as dedicated in the plat of PINE GLEN 7TH ADDITION, according to said plat on file and of record in the office of the County Recorder, in and for, Washington County, Minnesota and that part of said 100th Street South, as dedicated in the plat of PRESERVE AT PRAIRIE DUNES, according to said plat on file and of record in said office of the County Recorder which lies westerly of and contiguous with the easterly line and its southerly extension of Hamlet Avenue South, as dedicated in the plat of PINE GLEN 5TH ADDITION, according to said plat on file and of record in said office of the County Recorder. SURVEYOR'S CERTIFICATION I hereby certify that this survey, plan, or report was prepared by me or under my direct supervision and that I am a duly Licensed Land Surveyor under the laws of the State of Minnesota. ________________ Date _____________________________________ Ronald P. Alwin License Number 17765 11/12/2024 \\Cocg-fs1\Groups\CITYFILES\24 CITYFILES\100th Street Name Change\Street Name Change Description.docx 3507 High Point Drive North Bldg. 1 – Suite E130 Oakdale, MN 55128 Phone: (651) 704-9970 Bolton-Menk.com November 12, 2024 STREET NAME CHANGE DESCRIPTION Of: 100TH STREET SOUTH, COTTAGE GROVE For: City of Cottage Grove BMI Project: 336: Hamlet Avenue The following description is for changing the name of a part of 100th Street South to Hamlet Avenue South in Cottage Grove: That part of 100th Street South, as dedicated in the plat of PINE GLEN 7TH ADDITION, according to said plat on file and of record in the office of the County Recorder, in and for, Washington County, Minnesota and that part of said 100th Street South, as dedicated in the plat of PRESERVE AT PRAIRIE DUNES, according to said plat on file and of record in said office of the County Recorder which lies westerly of and contiguous with the easterly line and its southerly extension of Hamlet Avenue South, as dedicated in the plat of PINE GLEN 5TH ADDITION, according to said plat on file and of record in said office of the County Recorder. Sincerely, Bolton & Menk, Inc. Ronald P. Alwin, PS Minnesota Licensed Land Surveyor No. 17765 CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-173 A RESOLUTION APPROVING THE CHANGE OF A STREET NAME FROM 100TH STREET SOUTH TO HAMLET AVENUE SOUTH IN THE PLATS KNOWN AS PRESERVE AT PRAIRIE DUNES AND PINE GLEN 7TH ADDITION WHEREAS, Preserve at Prairie Dunes and Pine Glen 7th Addition are plats of record and contain a publicly dedicated street which was named 100th Street South; and WHEREAS, 100th Street South has been realigned and this segment has been separated from the new alignment. NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Cottage Grove, Washington County, Minnesota, hereby approves the change of street name from 100th Street South to Hamlet Avenue South in the plats known as Preserve at Prairie Dunes and Pine Glen 7th Addition. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk 1 City Council Action Request 7.FF. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Joint Powers Agreement For Maintenance of Century/Geneva Ave. So. Staff Recommendation Approve of the Joint Powers Agreement between the City of Cottage Grove and the City of Newport for Joint Responsibilities of Century/Geneva Avenue South. Budget Implication N/A Attachments 1. JPA With Newport REV 2. Cottage Grove-Newport Road JPA TO:Honorable Mayor and Council FROM:Jennifer Levitt, City Administrator DATE:November 15, 2024 RE:Joint Powers Agreement for Maintenance of Century/Geneva Ave S Discussion The City of Cottage and the City of Newport have jointly maintained the border road known as Genevia/Century for many years. The maintenance activities have always been done based upon mutual agreement and understanding of each city’s roles. As modifications are being made to Century Avenue north of 65th Street as part of the Hawthrone development it was deemed an appropriate time to memorialize the maintenance activities, roles and responsibilities for each community. The roadway is broken down into four segments. Page 2 of 2 Segment 1: The City of Cottage Grove is responsible for snow plowing, tree trimming, pothole patching, crack filling and minor maintenance. Segment 2: This section of roadway has been removed and no maintenance is required for this section. Segment 3: This section is the sole responsibility of the City of Newport for all minor and major maintenance and plowing of the roadway. Segment 4: This section is the sole responsibility of the City of Cottage Grove for all minor and major maintenance and plowing of the roadway. This agreement has been reviewed by the City of Newport and they have agreed to the terms and conditions of the JPA which align our past practices and current discussions related to the changes of the roadway through the Hawthorn development. As part of this agreement there are no additional costs or financial burden to Cottage Grove from past practice. The terms and conditions align with the direction and intent of the plat changes and right-of-way as part of the Hawthrone development. Recommendation Approve of the Joint Powers Agreement between the City of Cottage Grove and the City of Newport for Joint Responsibilities of Century/Geneva Avenue South. 1 JOINT POWERS AGREEMENT BETWEEN THE CITY OF COTTAGE GROVE AND THE CITY OF NEWPORT FOR JOINT RESPONSIBILITIES OF CENTURY AVENUE/GENEVA AVENUE SOUTH This Agreement is made by and between the City of Cottage Grove (“Cottage Grove”), a Minnesota municipal corporation and the City of Newport (“Newport”), a Minnesota municipal corporation, referred to individually as a “Party” or collectively as the “Parties.” WHEREAS, under Minn. Stat. §471.59, the Parties are empowered to engage in such agreements as are necessary to exercise their powers; and WHEREAS, Newport and Cottage Grove are political subdivisions of the State of Minnesota with the authority to construct, improve, manage and pay for rights of way and other public improvements, as provided by law; and WHEREAS, Cottage Grove and Newport jointly own a road that is identified as Geneva Avenue South in Cottage Grove and Century Avenue in Newport, and which located beginning at the northern city limits of Cottage Grove to the southern city limits of Newport (the “Road”); and WHEREAS, the Parties desire to identify the roles, responsibilities and division of costs between the Parties regarding each segment of the Road. NOW THEREFORE, for mutual consideration, the receipt of which the Parties hereby acknowledge, the Parties agree as follows: 1. Purpose. The purpose of this Agreement is to set forth the terms and conditions between Cottage Grove and Newport regarding the responsibilities for each segment of the Road. 2. Term of Agreement A. Effective Date. The Effective Date of the Agreement is the last date the Agreement is signed by both Parties. B. Termination. This Agreement may be terminated by mutual written agreement of the Parties or upon 180 days’ written notice by one Party to the other Party. The Party proposing to terminate must include a proposed alternative shared road agreement with its notice to terminate. The Parties agree to work in good faith to negotiate the terms of a new agreement prior to the termination of this Agreement. 2 3. Right of Entry Each Party hereby grants the other and to its employees, agents and contractors access to the Road and adjacent rights of way for the purpose of fulfilling each Party’s obligations under this Agreement. 4. Road Responsibilities for Each Segment A.Segment 1 i. Segment 1 is the portion of the Road from 65th Street South southerly to the city limit of Newport, as depicted on Exhibit A. ii. Cottage Grove shall be responsible for snow plowing, tree trimming, pothole patching, crack sealing and other minor maintenance of Segment 1 (“Minor Maintenance”), at no cost to Newport. iii. The Parties shall equally share any major maintenance, widening, rebuilding, improvements, or rehabilitation, including a mill and overlay or replacement of Segment 1 (“Major Maintenance”). If either Party proposes to improve Segment 1 of the Road through Major Maintenance or any other activity not addressed in this Agreement with the expectation that the other Party will share in the costs of the Major Maintenance project, the Party proposing the project shall provide the other Party at least 12 months’ notice of the proposed project and obtain its written agreement to the cost share before undertaking the project. If the Parties do not agree to the need, scope, or other aspects of the proposed project, the advice of an engineer will be obtained with the costs of the engineer split equally between the Parties. Nothing in this Agreement shall limit or prohibit either Party from undertaking an improvement project on Segment 1, provided the work is done at its own costs, does not damage Segment 1, and does not interfere with the terms or purposes of this Agreement. iv. Cottage Grove will administer all Major Maintenance construction contracts related to Segment 1 and act as paying agent for all contracts, including indirect costs and easement acquisitions, if any. Cottage Grove shall present Newport with itemized invoices. Newport shall reimburse Cottage Grove for its share of the costs incurred within 30 days from the presentation of the invoices. If any portion of the invoices are questioned by Newport, the remainder of the invoice shall be promptly paid and accompanied by a written explanation of the amounts in question. Payment of any amounts in dispute will be made following good faith negotiations and documentation of the actual costs incurred in carrying out the work. Each Party shall be solely responsible for its share of the cost of the Major Maintenance. Each Party shall be responsible for levying of any special 3 assessments against properties within its respective municipal boundaries if it chooses to assess some or its entire share of the costs. B.Segment 2 i. Segment 2 is the portion of the Road from the cul-de-sac southerly to 65th Street South, as depicted on Exhibit B. ii. Newport, pursuant to its Resolution 2024-58, closed this portion of Century Avenue (Segment 2). iii. Cottage Grove abandoned this portion of Geneva Avenue South (Segment 2) and has no intentions of conducting roadway maintenance or improvements. Cottage Grove shall retain its right of way interest in Segment 2. iv. Neither Party shall have any responsibility for roadway maintenance or improvements to Segment 2. C.Segment 3 i. Segment 3 is the portion of the Road from Goodview Avenue southerly to the cul-de-sac, as depicted on Exhibit C. ii. Newport shall have sole responsibility for all Minor Maintenance, Major Maintenance and improvements to Segment 3 in any manner it deems appropriate. iii. Cottage Grove shall not be responsible for any maintenance or costs related to Segment 3, including costs related to Major Maintenance. D.Segment 4 i. Segment 4 is the portion of the Road from the Cottage Grove northern city limits southerly to Goodview Avenue South, as depicted on Exhibit D. ii. Cottage Grove shall have sole responsibility for all Minor Maintenance, Major Maintenance and improvements to Segment 4, in any manner it deems appropriate. iii. Newport shall not be responsible for any maintenance or costs related to Segment 4, including costs related to Major Maintenance. E.Failure to Adequately Maintain. Should either Party, after being notified in writing with at least 30-days’ notice, fail to adequately maintain any Segment of the Road which that Party has agreed to maintain pursuant to this Agreement, the 4 non-breaching Party may perform such work or cause it to be performed to properly and adequately maintain that portion of the Shared Road Segments and shall be reimbursed by the other Party. F. The Parties will coordinate any public meetings and public outreach that may be necessary to ensure residents are properly informed of any maintenance or improvements to any segments of the Road. 5. Authorized Representatives A. Cottage Grove’s authorized representative is: Jennifer Levitt, City Administrator 12800 Ravine Parkway South Cottage Grove, MN 55016 Email: jlevitt@cottagegrovemn.gov B. Newport’s authorized representative is: Joe Hatch, City Administrator 2060 – 1st Avenue Newport, MN 55055 Email: jhatch@newportmn.gov Any notice to be given under this Agreement shall be effective if delivered by certified or registered U.S. Mail, postage prepaid or hand delivered to the Party’s authorized representative. 6. Assignments, Amendments, Waiver and Complete Agreement A. Assignment. Neither Party shall assign or transfer any rights or obligations under this Agreement without the prior written consent of the other Party. B. Amendments. Any amendments to this Agreement must be in writing and will not be effective until it has been executed and approved by both Parties. C. Waiver. If either Party fails to enforce any provision of this Agreement, that failure does not waive the provision or that Party’s right to enforce it thereafter. D. Complete Agreement. This Agreement contains all negotiations and agreements between the Parties. No other understanding regarding this Agreement, whether in written or oral form may be used to bind the Parties. 5 7. Liability The undersigned Parties agree to defend, indemnify, and hold each other harmless from and against any and all claims, liability, loss, damage, or expense arising under the provisions of this Agreement and caused by or resulting from negligent acts or omissions of the other party’s employees or agents. The Minnesota Tort Claims Act, Minnesota Statutes, Chapter 466, governs the Parties’ liability. Nothing in this Agreement is intended to waive or limit the provisions of the Tort Claims Act. The total liability of all third-party claims arising out of a single occurrence shall not exceed the limit set forth for each Party. The limits of liability for the undersigned Parties may not be added together to determine the maximum amount of liability for any one party. The intent of this paragraph is to impose on each party a limited duty to defend and indemnify each other subject to the limits of liability under Minnesota Statutes, Chapter 466. 8. Insurance Each Party agrees to maintain insurance in an amount consistent with Minnesota Statutes, Chapter 466. Each party will maintain workers’ compensation insurance or self-insurance coverage, covering its own personnel while they are providing any services pursuant to this Agreement. Each party waives the right to sue any other party for any workers’ compensation benefits paid to its own employee or volunteer or their dependents, even if the injuries were caused wholly or partially by the negligence of any other party or its officers, employees, or volunteers. 9. Dispute Resolution The Parties agree to engage in good faith to attempt to resolve any disputes that may arise over the operation, maintenance, and costs of Major Maintenance related to the Road. 10. Government Data Practices The Parties agree to comply with the Minnesota Government Data Practices Act, Minnesota Statutes, Chapter 13. 11. Records—Availability and Retention Pursuant to Minn. Stat. § 16C.05, subd. 5, the Parties agree that any Party, the State Auditor, or any of their duly authorized representatives at any time during normal business hours and as often as they may reasonably deem necessary, shall have access to and the right to examine, audit, excerpt, and transcribe any books, documents, papers, records, etc., which are pertinent to the accounting practices and procedures of the District and involve transactions relating to this Agreement. 6 12. Severability The provisions of this Agreement shall be severable. If any part of this Agreement is rendered void, invalid or unenforceable, it shall not affect the validity and enforceability of the remainder of this Agreement. 10. Entire Agreement These terms and conditions constitute the entire Agreement between the Parties regarding the subject matter hereof. All discussions and negotiations are deemed merged in this Agreement. 11. Counterparts This Agreement may be executed in several counterparts, each of which shall be an original, and all of which shall constitute but one and the same instrument. [Remainder of Page Intentionally Blank] 7 CITY OF COTTAGE GROVE Myron Bailey, Mayor Tamara Anderson, City Clerk Date STATE OF MINNESOTA ) ) ss COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed in behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public 8 CITY OF NEWPORT Laurie Elliot Mayor Joe Hatch City Administrator Date STATE OF MINNESOTA ) ) ss COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Laurie Elliot and Joe Hatch to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Administrator of the City of Newport, the municipality named in the foregoing instrument, and that the said instrument was signed in behalf of said municipality by authority of its City Council and said Mayor and City Administrator acknowledged said instrument to be the free act and deed of said municipality. Notary Public A-1 EXHIBIT A B-1 EXHIBIT B C-1 EXHIBIT C D-1 EXHIBIT D 1 City Council Action Request 7.GG. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Cottage Grove Logistics Park (NorthPoint Development) – Master Site Plan Amendment, Zoning Amendment, Conditional Use Permit (Data Center) Staff Recommendation 1) Adopt Ordinance No. 1086 approving the Zoning Amendment to rezone 38.85 acres of land from AG-2, Agricultural, to I-1, General Industrial District, and amend an existing PUD to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC. 2) Adopt Resolution 2024-176 rescinding Resolution 2021-166 and approving an amendment to the Cottage Grove Logistics Park Master Site Plan to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC, and approving a Conditional Use Permit (CUP) for a Data Center use over the Cottage Grove Logistics Park Master Site Plan under NP BGO Cottage Grove Logistics Park, LLC ownership. Budget Implication N/A Attachments 1. NorthPoint CC Memo 2. NorthPoint Applicant Narrative 3. NorthPoint Ordinance No. 1086 4. NorthPoint Resolution TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Emily Schmitz, Community Development Director DATE: November 26, 2024 RE: Cottage Grove Logistics Park (NorthPoint Development) – Master Site Plan Amendment, Zoning Amendment, Conditional Use Permit (data center) Proposal NorthPoint Development (NP BGO Cottage Grove Logistics Park, LLC) submitted the following applications for the Cottage Grove Logistics Park: A. Zoning Amendment to rezone 38.85 acres of land from AG -2, Agricultural, to I-1, General Industrial District, and amend the existing PUD to include the additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC. B. Amend the Cottage Grove Logistics Park Master Site Plan to include the additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC. C. A Conditional Use Permit (CUP) for a data center use over the Cottage Grove Logistics Park Master Site Plan under NP BGO Cottage Grove Logistics Park, LLC ownership. Location Map Honorable Mayor, City Council, and Jennifer Levitt NorthPoint – Zoning Amendment, Master Site Plan Amendment, CUP November 26, 2024 Page 2 of 6 Review Schedule Application Received: October 30, 2024 Acceptance of Completed Application: October 30, 2024 Planning Commission Date: November 25, 2024 City Council Date: December 4, 2024 60-Day Review Deadline: December 29, 2024 Background NorthPoint Development, a Kansas City based development company, received approvals on December 15, 2021, for a Master Site Plan (Cottage Grove Logistics Park), a zoning amendment and PUD for approximately 252 acres of land, and a final plat. The plat consisted of the assem- blage of property owned by five separate property owners. NorthPoint purchased each parcel and assembled with a final plat creating the individual parcels for Phase 1 and an outlot of the remain- ing acres for future phases. Master Site Plan Area – Prior to Platting (2021) The Master Site Plan includes nine separate warehouse, manufacturing, distribution, and office space buildings as well as the ability to apply for additional planning approvals for uses as outlined in the zoning code within the I-1, General Industrial Zoning District. The development was ap- proved as a phased development requiring a site plan review for each proposed phase within the Master Site Plan area. Honorable Mayor, City Council, and Jennifer Levitt NorthPoint – Zoning Amendment, Master Site Plan Amendment, CUP November 26, 2024 Page 3 of 6 Master Site Plan – Cottage Grove Logistics Park The first phase of the devleopment (Phase 1) was reviewed and approved by the City Council on April 6, 2022, for construction of the first two buildings within the Master Site Plan in the northwest corner. As part of Phase 1, the developer completed the required public improvements including construction of 105th Street extending west from Ideal Avenue as well as improvements to Ideal Avenue and the addition of a trail. The two buildings in Phase 1 have been constructed, totalling approximately 700,000 square feet. The Applicant has since purchased additional parcels (38.85 acres) near the Master Site Plan area and is requesting the parcels be rezoned to align with the Compreh ensive Plan (Industrial) and included in the PUD. These parcels were not under the ownership of the applicant at the time of approval of the Master Site Plan; therefore, they were not rezoned. However they were contemplated to be included in the Master Site Plan area if the applicant took ownersh ip. In addition, the Applicant has applied for a Conditional Use Permit (CUP) for a data center use within the undeveloped areas of the Master Site Plan. While there is no specific end user at this time, securing the CUP would allow the project area to be positioned to adapt to current and potential market demand. Parcels Proposed to be Rezoned and added to the PUD Honorable Mayor, City Council, and Jennifer Levitt NorthPoint – Zoning Amendment, Master Site Plan Amendment, CUP November 26, 2024 Page 4 of 6 Planning Commission Meeting The City’s Planning Commission reviewed and held a public hearing for the request at their November 25, 2024, meeting. The Planning Commission unanimously recommended approval of the requests (7-to-0 vote). The following is a summary of the testimony and comments heard: • Were there major adjustments to the AUAR between the 2017 original and the updated AUAR in 2021? o Staff verified no large adjustments between the original 2017 Business Park AUAR and the updated AUAR in 2021. Impacts and mitigation for each of the uses evalu- ated remained the same. • Clarification of the operations of a data center. o Staff clarified data centers are predominately a use interior to a building. The major - ity of activity occurs within a building given it is largely ‘storage’ of servers and other data storage devices. • How to enforce noise if it is a nuisance? o Staff verified the conditions of the approval include any operations shall comply with the city’s noise ordinances and a noise study shall be completed by an applicant for a data center use. • How to regulate a use if approved prior to a site plan? o Staff described the difference between a CUP and a site plan. A CUP regulates the use or the activity on the site while a site plan reviews and evaluates proposed im - provements to a site, i.e., building construction, parking lot etc. Planning Considerations Zoning Amendment The additional 38.85 acres (two parcels) are proposed to be rezoned from AG-2, Agricultural, to I-1 General Industrial, which is consistent with the land use designation shown on the 2040 Comprehensive Plan Land Use Map. The proposed CUP (Data Center use) is permitted within the I-1, General Industry Zoning District with a CUP. 2040 Land Use Map Honorable Mayor, City Council, and Jennifer Levitt NorthPoint – Zoning Amendment, Master Site Plan Amendment, CUP November 26, 2024 Page 5 of 6 Master Site Plan Amendment The Master Site Plan Resolution must be amended to add the additional parcels. Amended Master Site Plan Area Conditional Use Permit The Applicant is proposing a conditional use permit (CUP) for a data center use to be permitted within the remainder of the Master Site Plan area consistent with permitted uses with a CUP in the I-1, General Industrial zoning district. A data center use can bring challenges such as high utility use and, given the large scale of development, environmental impacts. New technology allows for these uses with lesser impact to local utilities such as water usage. In addition, an AUAR has been completed covering the City’s Business Park , which is a tool used to better un- derstand how potential development may impact the environment of their community. This review includes an EAW (Environmental Assessment Worksheet), which analyzes potential environmen- tal impacts resulting from potential development scenarios. The AUAR was updated in 2021 and evaluated 1,767 acres within the study area recognizing the area has been the subject of large business searches through the Department of Employment and Economic Development (DEED) and Greater MSP. Understanding one major impediment of successfully becoming the recipient of a business of statewide significance is the time necessary to complete all required environmen - tal review on a case-by-case basis. The AUAR offers business/industrial sites within the Business Park AUAR to be better positioned for a timelier entitlement process for potential development users. The 2017 and updated 2021 AUAR evaluated two separate development scenarios: a Honorable Mayor, City Council, and Jennifer Levitt NorthPoint – Zoning Amendment, Master Site Plan Amendment, CUP November 26, 2024 Page 6 of 6 major technology center and major distribution use , both of which are consistent with the City’s 2040 Comprehensive Plan. The AUAR evaluated both specific uses that are contemplated for this project area and determined that no additional environmental review was required given the min - imal environmental impacts; however, the AUAR requires projects of a certain size to complete a habitat assessment and Phase 1 archeological study. A CUP also requires evaluation of potential impacts to traffic, noise, and screening. Comparative to a distribution use, a data center tends to create minimal impacts. These types of uses have limited truck traffic as they are not requiring consistent deliveries or transfer of goods , thus im- proving the level of service of traffic in the area. Much of the traffic will be passenger vehicles from employees, which has been accounted for as part of the AUAR review as well as traffic evaluation as part of the logistics park approvals and would maintain the level of service on adjacent road - ways. All data center activity is typically within the buildings, and any exterior equipment will be required to meet the city’s noise ordinances. As with all development adjacent to a major road, additional screening will be required as part of a site plan review to ensure minimal visual impact and remain consistent with the landscape and screening of the City’s existing Business Park. Site Plan The applicant will be required to submit a complete set of civil plans at such time a planning application for a site plan is submitted for review, including but not limited to a tree inventory, landscape plan, applicable parking, as well as site utility a nd public improvements as required by the City Engineer and Public Works Director. Platting At the time of submittal of a site plan review for a development phase within the Cottage Grove Logistics Park Master Site Plan area, the applicant will be required to submit a preliminary and final plat that includes the additional 38.85 acres of land into the development. Public Hearing Notices The public hearing notice was published in the St. Paul Pioneer Press and mailed to 23 property owners within 500 feet of the property as well as the River Acres Neighborhood on November 13, 2024. Recommendation That the City Council take the following actions: 1. Adopt Ordinance No. 1086 approving the Zoning Amendment to rezone 38.85 acres of land from AG-2, Agricultural, to I-1, General Industrial District, and amend an existing PUD to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC. 2. Adopt Resolution 2024-176 rescinding Resolution 2021-166 and approving an amendment to the Cottage Grove Logistics Park Master Site Plan to include an additional 38.85 acres of land owned by NP BGO Cottage Grove Logistics Park, LLC, and approving a Conditional Use Permit (CUP) for a Data Center use over the Cottage Grove Logistics Park Master Site Plan under NP BGO Cottage Grove Logistics Park, LLC ownership. Subject: Request for Rezoning of Remaining Parcels – Cottage Grove Logistics Park ǡ Ǥ ȋȌ Ǥ Ǥ Ǥ ǡ Ǥ Ǧ Ǥ Ǥ ǡ Ǥ Ǥ ǡ gLLLLLLLLLooooooogggggiiiiisssssssstttttttttticssssssss PPPPPPPPPaaaaaarrrrrrrkkkkkkkkLogistics Park SSSSSSSSSSSSSSSSSSSSSSSSSSSSuuuuuuuuuuuuuuuuuuuuuuuuuubbbbbbbbbbbbbbbbbbbbbbjjjjjjjjjjjjjjjjjjjjjjeeeeeeeeeeeeeeeeeeeeeeeccccccccccccccccccccctttttttt::::: RRRRRRRRRRRRRRRRRRRRRRRRRRRReeeeeeeeeeeeeeeeeeeeqqqqqqqqqqqqqqqqqqqqqquuuuuuuuuuuuuuuuuuuuuueeeeeeeeeeeeeeeeeeeeeeeessssssssssssssssssssssssstttttttttttttttttttttttttttt ffffffffffffffffffffffffffooooooooooooooooooooooooooorrrrrrrrrrrrrrrrrrrrr RRRRRRRRRRRRRRRRRRRRRRRRRRRReeeeeeeeeeeeeeeeeeeeeeeezzzzzzzzzzzzzzzzzzzzzzzzzzzoooooooooooooooooooooooooooonnnnnnnnnnnnnnnnnnnnnnniiiinnnnnnnnnnnnnnnnnnggggggggggggggggggggggggggggg ooooooooooooooooooooooooffffffffffffffffffffffffff RRRRRRRRRRRRRRRRRRReeeeeeeeeeeeeeeeeeeeeeeeeeeeemmmmmmmmmmmmaaaaaaaaaaaaaaaaaaaaaaaaaaaaiiiiiiiiiiiiiiiiinnnnnnnnnnnnnnnnnnnnnnnnnnnnniiiiiiiiiiiiiiinnnnnnnnnnnnnnnnnnnnngggggggggggggggggggggggggggggggggg PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPaaaaaaaaaaaaaaaaaaaaaaaaaaaaaarrrrrrrrrrrrrrrrrrccccccccccccccccccccccccceeeeeeeeeeeeeeeeeeeeeeelllllllllllllllllsssssssssssssssssssssssssssssssss –––––––––––––– CCCCCCCCCCCCCCCCCCCooooooooooooooootttttttttttttttttttttttttttttttttttttttttttttttttttaaaaaaaaaaaaaaaaaaaaaggggggggggggggggggggggggggggggeeeeeeeeeeeeeeeeeeeeee GGGGGGGGGGGGGGGGGGGGGGGGGGGGrrrrrrrrrrrrrrrrrrrrrrrrrrrooooovvvvvvvvvvvvvvvvvvvvvvvvvvveeeeeeeeeeeeeeeeeeeeeeeeee LitiPk Ǥ ȋȋȋȋȋȋȋȋȋȋȋȋȋȋȋȋȋȋ ȌȌȌȌȌȌȌȌȌȌ ǤǤǤ Ǥ ǤǤǤǤǤǤǤǤǤ ǡǡǡǡǡǡǡǡǡǡǡǡǡǡǡ Ǥ Ǧ ǤǤǤǤǤǤǤ Ǥ ǡ Ǥ Ǥ ǡ CITY OF COTTAGE GROVE, MINNESOTA ORDINANCE NO. 1086 AN ORDINANCE FOR THE CITY OF COTTAGE GROVE, MINNESOTA AMENDING CITY CODE TITLE 11-2-6, ZONING MAP, VIA REZONING CERTAIN PROPERTY IN SECTION 29 FROM AG-2, AGRICULTURAL, TO I-1, GENERAL INDUSTRIAL, AND INCLUDED IN THE PUD, PLANNED UNIT DEVELOPMENT APPROVED BY ORDINANCE 1050 The City Council of the City of Cottage Grove, Washington County, Minnesota, does ordain as follows: SECTION 1. AMENDMENT. The City of Cottage Grove’s Official Zoning Map as refer- enced in Section 11-2-6 of the “Code of the City of Cottage Grove,” County of Washington, State of Minnesota, shall be amended by rezoning approximately 38.85 acres of land legally described below from AG-2, Agricultural, to I-1, General Industrial, with a PUD, Planned Unit Development: Lot 2, Block 1, Smallidge Fields, Washington County, Minnesota. AND The South 330 feet of the East half of the East Half of the Northeast Quarter, of Section 29, Township 27 North, Range 21, West, City of Cottage Grove, in Washington County, Minnesota. SECTION 2. REZONING. The Official Zoning Map shall be amended by changing the zoning classification of the 38.85 acres of land legally described above from AG-2, Agricultural, to I-1, General Industrial, with a PUD, Planned Unit Development, based on the following findings: A. The proposed I-1, General Industrial District, and its development standards with the PUD, Planned Unit Development designation, is consistent with the industrial land use designation in the Future Land Use Map of the City’s Future Vision 2040 Comprehensive Plan (October 2020). B. The Land Use Map in the 2040 Comprehensive Plan identifies the future land use development of the applicant’s property for industrial land uses. The developer is proposing construction of approximately 3.4 million square feet of warehouse, manufacturing, distribution, and office building space, which is consistent with the City’s Future Vision 2040 Comprehensive Plan. C. The property is within the MUSA and can be properly served by public utilities. SECTION 3. 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: City of Cottage Grove, Minnesota Ordinance No. 1086 Page 2 of 2 “The City of Cottage Grove’s Official Zoning Map (City Code Title 11-2-6) shall be amended by rezoning approximately 38.85 acres of land generally located south of 100th Street from AG-2, Agricultural, to I-1, General Industrial, with a PUD, Planned Unit Development.” SECTION 4. EFFECTIVE DATE. This ordinance amendment shall be in full force and effective from and after adoption and publication according to law. Passed this 4th day of December, 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk Published in the Saint Paul Pioneer Press on DATE. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-176 A RESOLUTION RESCINDING RESOLUTION 2021-166 AND APPROVING A MASTER SITE PLAN FOR THE COTTAGE GROVE LOGISTICS PARK AND A CONDITIONAL USE PERMIT FOR A DATA CENTER USE OVER THE COTTAGE GROVE LOGISTICS PARK MASTER SITE PLAN AREA WHEREAS, NorthPoint Development (NP BGO Cottage Grove Logistics Park, LLC), was granted Master Site Plan approval on December 15, 2021 (Resolution 2021-166) for a master site plan review for a 3.4 million square foot warehouse, distribution, manufacturing, and office space development, on approximately 252 acres, located on property legally described as: The West Half of the Northeast Quarter of Section 29, Township 27, Range 21, Washington County, Minnesota And The West Half of the East Half of the Northeast Quarter of Section 29, Township 27 North, Range 21 West, Washington County, Minnesota. And The Northeast Quarter of the Northwest Quarter of Section 29, Township 27 North, Range 21 West, Washington County, Minnesota. And The East half of the East half of the Northeast Quarter of Section 29, Township 27 North, Range 21 West City of Cottage Grove, Washington County, Minnesota. EXCEPT the South 330 feet. And The West three-eights (3/8) of the Northwest Quarter of Section 28, Township 27 North, Range 21 West, Washington County, Minnesota. EXCEPT that land conveyed to the City of Cottage Grove in Warranty Deed dated April 14, 2000, recorded May 26, 2000, as Document No. 3105702, described as follows: That part of the West three-eights (3/8) of the Northwest Quarter of Section 28, Township 27 North, Range 21 West, Washington County, Minnesota, described as follows: Beginning at the southwest corner of the said Northwest Quarter; thence North 00° 53’ 28” East, assumed bearing along the West line of the said Northwest Quarter, a distance of 2646.81 feet to the northwest corner of the said Northwest Quarter; thence South 89° 53’ 43” East, along the north line of the said Northwest Quarter, a distance of 983.14 feet to the northeast corner of the said West 3/8ths of the Northwest Quarter; thence South 00° 19’ 37” West along the east line of the said West 3/8ths of the Northwest Quarter a distance of 24.55 feet; thence South 89° 51’ 33” West a distance City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 2 of 7 of 935.63 feet; thence South 01° 09’ 18” West a distance of 2618.39 feet to the south line of the said Northwest Quarter; thence North 89° 58’ 53” West, along said south line, a distance of 35.76 feet to the point of beginning. WHEREAS, NorthPoint Development has applied for an amendment to their Master Site Plan to add an additional 38.85 acres and a conditional use permit for a data center use over all property within the Cottage Grove Logistics Park Master Site Plan area (“Logistics Park”); and WHEREAS, many conditions in Resolution 2021-166 have been completed and therefore are no longer relevant, and the additional acreage and use provides an opportunity to replace the prior Master Site Plan approval with a new Resolution that contains updated and relevant conditions; and WHEREAS, public hearing notices were mailed to property owners within 500 feet of the property and a public hearing notice was published in the St Paul Pioneer Press; and WHEREAS, a planning staff report, which detailed specific information on the property and the application request was prepared and presented; and WHEREAS, the Planning Commission held the public hearing on November 25, 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, on a 7-to-0 vote, recommended that the City Coun- cil approve the amendment to the Cottage Grove Logistics Park Master Site Plan to include an additional 38.85 acres and a conditional use permit for a data center use. NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Cottage Grove, Washington County, Minnesota, hereby approves the rescission and replacement of the Cottage Grove Logistics Park Master Site Plan that includes the original property and uses and an additional 38.85 acres and a conditional use permit for a data center use on land legally described on the attached Exhibit A, subject to the following conditions of approval: 1. The Developer is permitted to construct 3.4 million square feet of warehouse, light manufacturing, distribution, data center, and office space within the approved Master Site Plan. A 10 percent increase in square footage may be approved upon administrative review and approval by the Community Development Director. 2. The Master Site Plan and conditional use approval shall expire three years from the date of City Council approval unless a building permit has been requested or a time extension has been granted by City Council. 3. Permitted, conditional, and accessory uses within the Planned Unit Development shall be consistent with the underlying zoning districts except that uses as reviewed and approved by the Community Development Director may be permitted. City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 3 of 7 4. All future buildings shall be reviewed and approved through the Site and Building Plan process and shall meet or exceed the requirements of the City’s architectural and parking ordinances. 5. All future site plans for the Master Site Plan area shall be designed in a manner consistent with the approved Site Plan including, interior lighting, signage, and architectural materials. 6. The Developer shall be responsible for dedication of or cash in lieu of 10 percent of the developable area of the proposed Master Site Plan. 7. The Developer and/or landowner shall be responsible for the maintenance and upkeep of the proposed sound wall. 8. All HVAC and other roof- or ground-mounted equipment shall be hidden from view with materials that match materials and colors used on the building. 9. Any future trash enclosures shall be constructed on three sides using the same materials and patterns used on the building. Locations shall be approved by the Planning Department. 10. No exterior storage shall be permitted unless in accordance with City Code Title 11- 9-2. 11. A right-of-way permit shall be required for work performed within the City or County right-of-way. 12. A maintenance agreement shall be required for all proposed private stormwater ponding, interior lighting, and private utilities within the site. 13. No storage of snow is permitted within stormwater basins. 14. Truck and/or truck and trailer parking and idling within the right-of-way of 100th Street, 105th Street, and Ideal Avenue is prohibited. 15. A cross access and parking agreement between proposed buildings and adjacent par- cels, if necessary, shall be required and recorded with each phase of development. 16. Final architectural plans, lighting, and exterior construction materials and colors must be reviewed and approved by the Planning Department prior to the issuance of a build- ing permit. 17. All applicable permits (i.e.; building, electrical, grading, mechanical, right-of-way) 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 or City Engineer. City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 4 of 7 18. Prior to submittal of the building permit application, all comments related to the civil site, utility, landscaping, grading, and building construction plans must be addressed and plans revised accordingly. 19. Prior to the issuance of a certificate of occupancy, the applicant shall submit as -built survey plans in electronic format (pdf and dwq) for the site grading and all public and private utilities. 20. Water main, sanitary sewer, and storm sewer improvements shall be constructed per Cottage Grove detail plates and construction specifications. 21. Prior to the release of any final plats for recording, public drainage and utility easements shall be dedicated over all surface water storage areas, cross site conveyance routes, and underground water utility infrastructure. 22. Upon completion of the 100th Street extension from Jamaica Avenue to Highway 61, including a bridge over the Canadian Pacific Railroad, all truck traffic from the Cottage Grove Logistics Park shall use this roadway to access Highway 61. 23. Upon completion of each phase of the development the Developer shall be required to review traffic generation and intersection level of service to ensure consistency with the project traffic study. 24. If a future use is proposed that has a greater traffic impact than contemplated in this study, the traffic study shall be updated to verify that all intersections in the project area will continue to operate at acceptable levels upon full build -out with the new use. If this is not the case, such a use will not be approved without approved miti - gation measures to address the increased traffic. 25. Truck dock doors on buildings are required to be closed at all times. 26. All access off 100th Street shall meet Washington County’s spacing guidelines and be reviewed and approved by Washington County. 27. The applicant shall ensure that each building located within the Cottage Grove Logistics Park has adequate radio coverage for the Minnesota Regional Radio Com- munications System, including but not limited to firefighters and police officers. The applicant shall have each building tested for 800 MHz radio coverage at the time the shell building is completed and before a Certificate of Occupancy is issued. Re-testing of the entire building for 800 MHz radio coverage at the time the building is 70 percent completed with tenant finishes. If radio coverage testing fails within a building, the in- stallation of the bi-directional 800 MHz signal enhancement system shall be completed within 180 days of the testing report. 28. The final grading and erosion plan shall be approved by the City Engineer. 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 recommended City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 5 of 7 practices of the "Minnesota Construction Site Erosion and Sediment Control Planning Handbook" and the conditions stipulated. 29. The grading plan and site grading of the property shall be consistent with the approved surface water management plan. 30. All concrete and bituminous surfaces on the site must always be maintained in good workmanship like condition. 31. All fencing and retaining wall materials shall be complementary to the building materi- als and shall be approved in writing by the Planning Department prior to issuance of a building permit. Retaining walls greater than four (4) feet in height shall be engineered and detailed calculations should be submitted to the City. All fencing shall be reviewed and approved by the Community Development Department prior to installation. 32. A noise study and/or noise mitigation shall be required as specified by the City at any time. 33. The Developer shall be required to mitigate 3,731 caliper tree inches prior to the Master Site Plan area build out. Each landscape plan per phase shall be calculated separately and mitigation inches outlined clearly on the landscape plan. Mitigation inches not replaced on site as part of development will be required to paid as cash in lieu of planting at time of Master Site Plan area build out. 34. A final landscape plan shall be submitted with a site plan review and final plat appli - cation for each phase of development of the Master Plan area. 35. Irrigation shall be provided for all sodded and landscaped areas including berms to back of curb of public right-of-way including back of curb of Ideal Avenue and 105th Street. 36. All areas of the site, where practical, shall be sodded and maintained. The develop - ment shall mow and maintain all site boulevards to the curb line of the public streets. 37. Prior to the release of the building permit for each phase, a bona fide cost estimate of the landscaping improvements for each phase and site plan approval must be submit- ted in conjunction with a letter of credit approved by the City in the amount of 150 percent of such estimate. 38. Landscaping on the site must always be maintained in good health and dead plantings shall be replaced in a timely manner. 39. A light matrix study shall be completed and submitted with the building permit applica- tion for each building. All outdoor lighting must meet City Code requirements. All light fixtures must be downward directed with cut-offs. The specifications of all light fixtures must be provided with the application for a building permit. City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 6 of 7 40. Fire hydrants and watermain valves shall be placed as per the approval of the City’s Fire Marshal, City Engineer, and Public Works Department. In addition to granting public drainage and utility easements over the water pipe infrastructure, the applicant shall guarantee the City’s ability to access the fire hydrants to flush the water system and valving in the event of an emergency. 41. The applicant has provided demonstrated parking for the Master Plan area. Parking will be required to be provided for each phase of the development and meet the City’s minimum parking standards (1 space per 2,000 square feet of warehouse, manufacturing, or office space). If cross parking between buildings is proposed, a cross parking agreement will be required to be recorded with future site plan ap- provals and recorded against all parcels. All other uses shall meet the parking ordi- nance requirements and shall be reviewed with a site plan review for each development phase. 42. The submitted exterior construction finish materials of the building shall be consistent with the intent of the City’s architectural control ordinance. Prior to the issuance of a building permit, the applicant shall submit a materials board. All proposed materials shall be approved by Planning staff. The PUD shall have architectural consistency throughout the entire project by using complementary architectural features and materials on all buildings. 43. As a component of each phase site plan review, a comprehensive sign package shall be submitted for review and approval by the City prior to the issuance of a building permit for sign installation. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk City of Cottage Grove, Minnesota City Council Resolution 2024-176 Page 7 of 7 EXHIBIT A Legal Description Lots 1 and 2, Block 1, Cottage Grove Logistics Park, Cottage Grove, Washington County, State of Minnesota. AND Outlots A, B, C, and D, Cottage Grove Logistics Park, Cottage Grove, Washington County, State of Minnesota. AND Lot 2, Block 1, Smallidge Fields, Washington County, Minnesota. AND The South 330 feet of the East half of the East Half of the Northeast Quarter, of Section 29, Township 27 North, Range 21, West, City of Cottage Grove, in Washington County, Minnesota. 1 City Council Action Request 7.HH. Meeting Date 12/4/2024 Department Convention and Visitors Bureau Agenda Category Action Item Title Cottage Grove Convention and Visitors Bureau Meeting Minutes (2024-02-26) Staff Recommendation Approve the February 26, 2024, Regular Meeting Minutes. Budget Implication N/A Attachments 1. 2-27-2024 CGCVB Minutes COTTAGE GROVE CONVENTION AND VISITORS BUREAU MINUTES CITY HALL - COUNCIL CHAMBERS February 27, 2024 A meeting of the Cottage Grove Convention and Visitors Bureau was held on the 27th day of February, 2024, at 7:30 a.m. 1. CALL TO ORDER The meeting was called to order at 7:30 a.m. by Chairman Justin Olsen. He asked everyone to stand and join him in the Pledge of Allegiance. 2. ROLL CALL Alexa Anderson, Administration Specialist, called the roll: Members Present: Justin Olsen, Chairman - Here Sarah Grecula, Director - Here Steve Hanson, Director - Here Gretchen Larson, Director - Here Laurie Levine, Director - Here Druscilla Nute, Director - Here Erik Olson, Director - Here Members Absent: Tony Khambata, Vice Chairman Staff Present: Jennifer Levitt, City Administrator Jaime Mann, Interim Communications Manager/Assistant to the City Administrator Alexa Anderson, Administration Specialist Liz Dillon, Communications Specialist Others Present: None. 3.ADOPTION OF AGENDA Director Levine made a motion to approve adoption of the agenda. The motion was seconded by Director Grecula. Motion passed unanimously (6-to-0 vote). APPROVAL OF MINUTES 4.1 Approval of November 28, 2023 CGCVB Meeting Minutes Approval of the November 28, 2023 Cottage Grove Convention and Visitors Bureau Meeting Minutes. Minutes were approved by unanimous consent (6-to-0 vote). BUSINESS ITEMS City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 2 of 11 5.1 2023 Quarter 4 Lodging Tax Jaime Mann, Interim Communications Manager/Assistant to the City Administrator, stated we had a great year in 2023. Quarter 4 Lodging Tax Revenue came in slightly over budget again at $16,707, our projected Lodging Tax was $16,587; so, we were .07 percent over our budgeted amount for revenue for Quarter 4. Overall, in 2023, we were 5.7% over our budgeted amount and came in at just under $100,000, at $99,744, to a budgeted amount of about $94,390. Jaime stated she’d be happy to stand for any questions. Chairman Olsen stated it’s always good to start with some good news. He asked what did we attribute that to, just a little bit busier season for us with different things going on, etc. Jaime replied if you recall, when we went back to our budgeting, we increased our Lodging Tax estimates for 2024 to 63% vs. 60%; so, I think we were a little bit under budget on the Lodging Tax side, but we came in higher on grants and the Food Truck Festival truck revenues. 5.2 Visitors Bureau Strategic Plan Gretchen Larson, Economic Development Director, stated we had been working on an RFP for Strategic Plan for the CVB, and we issued the RFP earlier in the month and we had it out for about three weeks. We had hoped, given the discussions prior to actually issuing it, that we’d probably get four-or-five proposals. Unfortunately, we only received one, and while they’re well qualified, they don’t necessarily have any experience in the tourism industry. So, we’ve decided to go ahead and tweak the RFP and put it back out for the next month. In your packet, we had originally said March 22 was the deadline, but we’ve decided to change it to March 28, just so you know the disconnect there. We might as well just give them a full month because we’re not in any particular rush for the RFP to come back in, since you don’t meet again until May. This time, though, we’re going to ask our partners in the Minnesota Chamber and Explore Minnesota to push it out a little harder for us, to select consultants that they may work with. We’re also going to place an ad in the League of Minnesota Cities, in the Pioneer Press, and in the Minnesota Business Journal because we know consultants generally look for RFPs in legal postings. So, we’re hoping with that, we’ll get some more submittals that you’ll be able to select from or we’ll make a recommendation for. Director Larson stated she’d be happy to answer any questions. Chairman Olsen stated I think it’s a smart decision, obviously, to extend the deadline a little bit considering that we want to make sure we do this right. Have we had any conversations with others that we work with as a City, with regard to Strategic Planning; for example, Ethical Leaders in Action, have we asked if they maybe have some contacts or know of anybody who does this sort of work in this particular niche? Director Larson replied we’ve actually talked to all of our partners, so hopefully this next round will be a little more strategic with what we do and ask them to help us with it. Chairman Olsen stated the second question I had has to do with how we’re advertising; I know we do RFPs regularly, so, I’m certainly talking to the subject matter experts here as it relates to the way in which we kind of go to market with this. But because we’re a Convention and Visitors Bureau, are there other avenues that we may want to explore that lean more towards sort of what we’re looking for versus your standardized municipal government RFP? I saw we’re advertising through the City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 3 of 11 League, we’re advertising in the various newspapers. I just don’t know if there are other publications or anything of that nature that we might want to take advantage of; frankly, it boils down to I don't know what I don't know. So, just curious if you’re hearing from others who kind of do this sort of work that there may be potentially other avenues to try to source somebody who’s going to fit our needs, and anybody who wants to answer that can answer that. Director Larson replied we have discussed that; Alexa and I just discussed that yesterday, as a matter of fact, like let’s look at everybody’s who is in this business and try to figure it out. Because there are so many people who do strategic planning and they do a great job. Even the submittal we received, they’re clearly qualified, but they don’t have any tourism expertise. So, I think that’s really the challenge is that we’ve got to figure out who makes the most sense to share it with, as our partners. Explore Minnesota and then the Minnesota Chamber and our Chamber of Commerce are certainly three that are very influential. But, yes, we are going to talk about who else would we send it to even though we’ll issue it this week. Chairman Olsen stated I’m just wondering, sometimes there are specialty websites and things of that nature and if those things do exist, it would be a shame if we didn’t take advantage of it, so good. Director Levine stated I’ll ask one question just to clarify, so, are you looking for companies with expertise in the tourism, obviously, are you also looking for companies that are based here in Minnesota? Director Larson replied well, yes, actually that was our original scope. We didn’t really send it out of state; so, we’re competing with a lot of folks, even Woodbury, who’s going to set up a DMO, which is a Direct Marketing Organization. So, we want someone who has expertise in our area, if we can, but then also has that expertise in the tourism industry because we’re going to just butt up right against our neighbors. We’d like to have a cooperative relationship, obviously, but they’re going to do things and have budgets that far exceed ours. So, we’re going to try as hard as we can. 5.3 2024 Visitors Bureau Events Plan Liz Dillon, Communications Specialist, stated I’m happy to share the 2024 Event Schedule for Discover Cottage Grove: • Cottage Grove Community Night at the St. Paul Saints: We have a tentative date of Saturday, June 8. This is an opportunity to get in front of a really large crowd that may not know of all the happenings in the City. Our biggest event, of course, is Strawberry Fest, which is our largest community event, and this is the one we will be promoting the most heavily. • Strawberry Fest, June 21-23: We are excited to be back. At the fest, in the Strawberry Fields Marketplace, this has an expected attendance of 20,000-25,000 people. • Food Truck Festival, September 14: We had a lot of success in our inaugural year. With the support of the Food Truck Committee, we are going to add more food trucks this year and are hoping to increase the perimeter of the event so folks can spread out a little bit more in the grass. Last year’s attendance was about 6,000 people, and we’re estimating between 8,000- 10,000 attendees this year. • Eric Dowdle Painting Unveiling: September 14, in conjunction with the Food Truck Festival, and the kickoff to the puzzle sale. • Hometown Holiday Celebration: In 2023, we enjoyed unseasonably warm weather, which helped increase attendance. This is a free event, there were carnival games for the kids and photos with Santa and Mrs. Claus, and of course, Sparkle the Elf. With Thanksgiving falling on City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 4 of 11 the last Thursday of November, this will either be held in late November or early December, so the date is to be determined. • CPKC Holiday Train: They release their train stops in the fall, so we will know later this year when the train will stop in Cottage Grove. Our stop is one of the most popular, expected attendance is 5,000-8,000. So, we’re looking forward to welcoming the train once again. Before we set our events for 2024, we need to replenish our giveaways. The backpacks were very popular and are showcased in this photo. We’re looking to ordering more of those and other items to be decided at a later date. Specialist Dillon stated before you is a recommendation, and I’d be happy to stand for any questions. Director Olson stated I have a question about, chronologically here, the St. Paul Saints game. It sounds fun, I believe we did it last year; I personally didn’t attend, but I heard it was a fun get together. How do we promote and advertise that within the community? Thinking CGAA baseball/softball, obviously there’s a connection. How do we promote that; educate me on that and how we can grow some attendance. Specialist Dillon said thank you for the question; I’m going to pivot to Jaime because I wasn’t here last year. Director Olson said coupled with that, do the Saints allow us so many tickets, or is it first come, first served, or how does that work? Jaime replied this is our third year of attendance. We’ve had great success in the past two years attending, it’s a fun event to work. I would happily invite all of you to join us at the event to work the booth that day. We are allotted some tickets with the package that we purchase; they have shifted their packages a little bit, I’m still working with them to figure out what’s included for this year so we can update you once we know. They do open a ticket portal for Cottage Grove residents to purchase the tickets right through the portal as well. I don’t know that they allocate a certain number to us through that portal, but as long as there are tickets available, I think our residents can purchase them. Chairman Olsen asked to chime in a little bit on that. He stated I want to try to add a little color to the purpose behind the Saints partnership for those of you who may not be privy to why we started it, etc. And Jaime, Jennifer, whomever, feel free to chime in and correct me when I’m wrong. Two years ago, the Saints approached us when we were brand new as a Convention and Visitors Bureau about a local partnership. Essentially, the theme was Cottage Grove Night at the Saints game. One of the reasons we chose to take advantage of that partnership and utilize the timeline that we utilized, which this year also, as you noted, includes tentatively a June date, is because we wanted to be there to feature Strawberry Fest. We made sure that we had a bunch of giveaways; in fact, I think we ran out the first year and last year, too. So, a bunch of us got together from the CVB and the City staff and dressed up in our CVB gear, and you saw the pictures. We had the CVB awning there, etc., and people were very interested. A lot of people stopped by, we had a few of us standing out in front, on the concourse, handing out gifts and talking to people about Cottage Grove. Again, the intent was this is a Convention and Visitors Bureau, we wanted visitors, and boy, did we ever get them. Because that Strawberry Fest two years ago was the largest Strawberry Fest that we, I think, had ever had. Now, the caveat to that is we’d been off for a few years because of the pandemic. So, there was probably some built-up demand, plus I think we had absolutely beautiful weather, we were very blessed that year. But we had just a massive turnout, and so we thought to ourselves, gosh, this is something we need to keep doing. City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 5 of 11 What the Saints did, Erik, is they opened up that portal for tickets, and I don't know if you remember this, but they picked a local charity, and the charity they chose was the Lions. Anybody who bought tickets through that portal got to contribute a portion of that revenue towards a charitable donation to the Lions Club; then, of course, the Lions passed that through to the CVB. Last year, that changed. The portal last year was still open and you could still purchase tickets, and they had sort of three sections of tickets right in front of our CVB booth that they designated for Cottage Grove folks; but they didn’t do the charitable donation last year, which was fine. It was a couple hundred bucks, no big deal. But they did make sure that they allocated a certain chunk of tickets, but there again, we set up, we made sure to hand out a bunch of things. We had some cool stuff last year, we had fishing lures last year that I think everybody really liked; we also used those at the Community Showcase. Again, we had just an amazing Strawberry Fest last year, it was huge. The weather again was good, but turnout was just magnificent. So, it feels like there’s some really good synergy there, it feels like it’s mutually beneficial, the Saints get a bunch of people at their games. It got a little cold that night, but we still had people who went down on the field and did some kind of field event; Jaime stated it was a horse race, where they were on inflatable horses. So, the Mayor participated in that, I had a sore knee or something so I couldn’t get down there at that time, but I know Commissioner Bigham also went out there. So, I think it’s a fun thing to do for the City; I think people enjoy it, it’s close, it’s in St. Paul, so, it’s not just a hideous drive. It seems to be working out well for our friends at the Strawberry Fest as well. So, I just wanted to add a little color to that and let people know why we’re doing this, and the Saints have been tremendous partners, they’ve been really, really good. It’s not a massive expense; I think the most expensive thing is the stuff we give away. Chairman Olsen asked if there were any other thoughts or questions since we’re still talking about it. Director Levine stated I had just one idea that came across my desk yesterday that I may use down the line, but as long as you were talking about looking at different giveaway items, something that was really cool is the reusable snack bags and they were logoed. And I thought how fabulous is that because every mother and parent is carrying those snack bags around for years and years and years. And, so, to have some, I have no idea on pricing or whatever, but I just thought it was a fantastic long-term giveaway to spread around our community. Liz said thank you for the comment, yes, having something sustainable. Chairman Olsen stated it’s a great idea, it really is, and now is the time to share those because they haven’t placed an order yet, so they’re just brainstorming in terms of what to do. He asked if there were any other thoughts or comments at all. Director Olson stated back to the Saints booth, of course promote Strawberry Fest, two, three weeks past the Saints game, but we might want to consider also having some literature or touting the September Food Truck Festival, as that’s roughly 90 days away. And that’s the same type of crowd, right, baseball, food truck, and fun. Jaime replied yes, thank you. Last year we had huge success with having a backpack with a giveaway, so we were able to stuff flyers and the Visitors Guide into all of the backpacks to give away. So, yes, we will absolutely promote the Food Truck Festival, along with Strawberry Fest and our Visitors Guide, which we would love to include as well. Chairman Olsen noted to Jaime that last year we gave away the backpacks, and we had different things in there. I think the comment by Director Olson was definitely relevant because I know you and I met about the Food Truck Festival here a couple weeks ago; Liz briefly mentioned we’re going to do the puzzle reveal at the Food Truck Festival this year instead of Strawberry Fest. Can you maybe walk us through a little bit of how that came to be, what the vision is, etc. City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 6 of 11 Jaime stated with the puzzle, we learned that it was going to be slightly delayed for the date that we wanted to reveal it. So, if we couldn’t capitalize on having it available for sale at Strawberry Fest, we wanted to go to our next biggest community event, which is our Food Truck Festival. As Liz said, we had an estimate of about 6,000 people last year at the event, so, this year, we’re hoping for higher attendance with more food trucks and kind of a larger event. We’re looking at other possibilities with the committee on things we can do as well; everything is to be determined right now, we just started meeting as a committee for that. So, we thought that was a great opportunity to reveal the painting and start puzzle sales. While we don’t have exact timing, we’ll probably start off early in the day; I know the Food Truck Festival starts at 11:00 a.m., so we’ll probably start off early in the day with the painting reveal so we can sell puzzles for the entirety of the Food Truck Festival. Chairman Olsen stated for those who aren’t aware, I think that date is September 14, is that right? Jaime replied yes, Liz mentioned it in her presentation. Chairman Olsen asked if there were any other questions about the Events Plan; it certainly looks like it’s going to be a lot of fun. With that, I’ll entertain a motion based on the recommendation on your screen. Recommendation: Approve budget spend of up to $15,000 for event giveaway items to be chosen at a later date. Director Levine made a motion to approve budget spend of up to $15,000 for event giveaway items to be chosen at a later date. The motion was seconded by Director Hanson. The motion passed unanimously (6-to-0 vote). 5.4 2024 Visitors Guide Chairman Olsen stated we’re moving on the 2024 Visitors Guide. Jaime just mentioned that we were stuffing backpacks with the 2023 guide, so Jaime will be speaking about the 2024 Visitors Guide. Jaime stated we have a new graphic designer on staff, Courtney, and she has created a fantastic updated 2024 Visitors Guide for you. For those of you who are fairly new to our Board, I will tell you our first Visitors Guide was in 2022; in 2023, we did a refresh, so the content remained basically the same, but we changed the cover, some of the photos, and obviously, dates of events and such inside the guide changed. For 2024, it’s a completely new, revamped Visitors Guide. Courtney was unable to be here today, but did a wonderful job, and before you is a printed copy of the draft Visitors Guide for your review. It was also sent in your packet. You can see a few of the layouts on the screen in front of you, too, so our cover features probably our most unique item in Cottage Grove, which is the treehouse, which is at Hope Glen Farm. That actually is a paid ad for us this year. We offered them the opportunity to advertise on our cover, which we haven’t done previously; so, they paid for their treehouse to be featured on the front cover of the Visitors Guide. We also had additional ads throughout the guide, as you can see when you look through it; I’m not going to talk through every single ad in there, but it turned out beautifully. We are open to feedback, it has not gone to print yet as obviously its before you for the first time today. We’ve kind of broken the features down into five categories: Explore, Eat, Play, Events, and Extras. I’m not going to walk through everything in each category, but I’m going to point out a few new things that are in the guide this year that we haven’t had previously: There is an article on Accessible Cottage Grove, which includes our accessible playground. We also partnered with Strawberry Fest to include some of the winning Top Chef contest recipes in the guide, so there are two recipes featured from the Top Chef Contest at the Strawberry Festival. We also have Top 12 Book Recommendations, which actually came from the Park Grove Library; they told us their top City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 7 of 11 checked-out books from 2023, so that’s a new feature as well. Our photo contest winners are now actually called out as the Photo Contest Winners in the guide; we’ve previously been able to use their photos, but this is actually featuring them, and there’s a call to action on that page that tells people to share their photos with us, tag us in their photos on Facebook, Instagram, any social media. So, that’s kind of a quick overview of a couple new things that are listed. We also have standard things, like our Strawberry Fest is featured, our Food Truck Festival is featured, our Events are listed. So, things to do, like the golf course and all of the great things to do in Cottage Grove, Oakwood Park, which is disk golf. There’s a ton of information in the guide that you can review. Now, onto the business side. So, in 2023, we purchased 5,000 guides. We ran out in about October; we had such great giveaways between the Saints game and Strawberry Fest that it depleted our stock of guides faster than the previous year. When I went back for a quote to reprint, it was almost as much as the initial printing of 5,000 copies, and I was only asking for about 2,000 copies. So, this year we want to increase the guides that we purchase; we are hoping for approval from you to purchase 7,000 guides for 2024. We think that amount should get us through the entire year of 2024, between Welcome Centers, the events that we go to, and people can also request these online. We have an online submission form where they can request them, and we mail them out to them as well. We also have them here at City Hall, so if people stop in, they can pick them up. I believe the Chamber has them at their office as well, so, they’re available throughout Cottage Grove, including at the Ice Arena. One thing to note, we can offset a little bit of that cost with the six ads that are in there. We had $4,450 in ad sales, including that cover ad that you see of the treehouse on the front cover. Jaime said with that, before you is a recommendation, and I’d be happy to stand for any questions. Chairman Olsen said thank you, Jaime, this is really neat, I really like the look of it. Before I share any comments, I’ll open it up to the Board here. Any questions, thoughts, comments that you want to share with Jaime and the team. Director Levine stated I’ll just make a quick comment, this is beautiful. It’s a beautiful guide, and on behalf of the Chamber, we’re really excited to be a part of it this year; we hadn’t in the past, and so, I was excited when Courtney reached out to ask if we wanted to be a part of it. On top of that, as much as we wanted to be a part of it, I didn’t have a marketing person that was able to create the ad, so she jumped in and helped with that as well. So, I’m so impressed with everything that she did and excited to be a part of this. Chairman Olsen stated thank you very much, and for those who aren’t aware, Director Levine is also the queen of all she surveys as it relates to the Cottage Grove Area Chamber. She’s changed titles several times, so I’m probably going to get it wrong, but I mean I think you’re basically Chairman, C.E.O., so, you’re everything, right? You do it all? Yeah, so it’s great to have the Chamber in lockstep with us on this partnership. Chairman Olsen stated before we get to the recommendation, Jaime, first of all, just my general impression: The layout of this is much better than what we’ve done in the past, and I know you mentioned that we have a staff person who has some expertise in here, and it really shows. Definitely a much easier to follow layout. The second thing is some of the little things that we’re doing in here in terms of just font changes and what have you, they really stand out. I mean, if you didn’t have a basis of comparison, you probably wouldn’t notice it; but because we’ve seen the last couple, it does stand out and it’s a nice document. I know you mentioned that we have it, I believe, out at the airport, and we have it at all of our various City facilities and lots of other places, but we also give a lot of these away, which is why you’re asking for the additional 7,000 copies. Can you just briefly touch on the City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 8 of 11 partnership we have with Explore Minnesota and how that all links together with our friends at Sievers regarding the guide, please. Jaime stated I will make one correction. We actually didn’t get our bid for the airport this year, but we will be at the Mall of America. So, the airport is a lottery, so, you have to submit your name every year, and that didn’t come through for us this year. We do partner with Explore Minnesota, especially on grants and advertising. So, they are a great partner with us; once to twice a year, they put out a grant opportunity for us, which helps fund some of our social media paid advertisements. We also work with them to be in six-or-seven Welcome Centers throughout the State where our guides are also distributed. So, they will contact us, asking can you send us one-or-two cases of your Visitor Guides, and we send them directly to the Welcome Centers throughout the State, which are a part of Explore Minnesota as well. Chairman Olsen stated fantastic, thank you, and I just received a text message from our former Board Chair, former Council Member Dennis, and he loves the guide as well and is all in favor. I’m supposed to tell you guys that, so perfect. Chairman Olsen asked if there were any other questions before we get to the recommendation. Director Nute stated I have a comment. I do like the book, it looks really nice, I like everything about it, the pictures and everything. I do think that we need a few more pictures of diversity to see what our community really, truly looks like. And, then, just a question; so, it is six ads that were sold, are all of the ads being sold at the same price, or are they at different prices depending upon where you are in the book? Jaime replied yes, there is different pricing. I don't know it off the top of my head, but the front inside cover is a different price than a quarter-page ad. So, we have different sizes of ads that you can choose, I think starting at a quarter page, up to a full page ad, and the inside front and back cover are different prices as well. So, while I don’t know the exact pricing off the top of my head, we do have a different breakdown, depending on what size they would prefer. She stated as far as the diverse photos, we are working on building a library, being that we are still a newer CVB. We go out to every event that we can to try to take photos. So, we have made a conscious effort to try to include diversity in a lot of our photos so we can include them in publications such as this as well. Director Nute asked is there only six ads available in each book, or that’s just who wanted it this time? Jaime replied we opened it up to everybody; we sent it out through an email database we have of businesses, so everybody is welcome to advertise. We only had six interested this year, I think last year we had eight. So, it’s kind of about average for our advertisements in the guide; being it is still newer, we don’t have a huge history of distribution. There are cities like Bloomington or some of the bigger tourism cities with the Mall of America and all of the things happening in Bloomington, they kind of have that history where we don’t have a long-term history of how many guides are distributed. Chairman Olsen thanked Director Nute for her comments. I talk every year about that, don’t I, how important it is that we have photographs in the guide that reflect our diverse community. As our diversity continues to ramp up every ten years in the census, we see that, it becomes more and more apparent that Cottage Grove is a great place to live, work, and play for people of all backgrounds, experiences, etc. One notable item that I did not see in the guide, and I may have missed it, so if I did, I apologize, is the One Family Festival that we do in town. Is it in there, did I miss it? Jaime replied yes, I believe it’s on our calendar where we have Spring, Summer, Fall, Winter. If it’s not, I will make sure it gets added on there. City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 9 of 11 Chairman Olsen stated the reason I bring it up is it kind of coincides with the comment about our diverse community, because that festival is geared towards the Hmong community, and it draws a ton of people to Kingston Park twice a year, as it happens twice a year. So, just a thought there. And I did notice in the photographs that we’re making a conscious effort at showing our diverse population base, but there’s always room for more, so thank you for the comment, and thank you for such a positive response to that comment. Recommendation: Approve quote for the printing of 7,000 copies of the 2024 Visitor Guide through GDI, Inc. for $10,566. Director Hanson made a motion to approve quote for the printing of 7,000 copies of the 2024 Visitor Guide through GDI, Inc. for $10,566. The motion was seconded by Director Nute. The motion passed unanimously (6-to-0 vote). 6.1 PUBLIC HEARINGS - None. OTHER BUSINESS 7.1 CGCVB Comments Director Levine stated I’ll just add real quick to our last conversation that the Chamber of Commerce as well is working with a new Chamber Member to collect video and photography throughout all of our events as well. I’m happy to share any of that, as that might be helpful for this guide for next year. So, between the two of us, hopefully we can get some nice library of photos. Chairman Olsen stated thank you very much. Director Olson stated I like the cadence of our events. If you look at a calendar, 12 months, the cadence to me feels right; there’s not too many, there’s not too few, so I think seasonality is good here. I’d like to make that comment, I think we’re on the right track. Chairman Olsen stated wonderful, thank you very much, I would agree with that wholeheartedly. Chairman Olsen said I am going to ask Jaime to step to the podium one more time because she and I had the opportunity to meet a couple weeks back about this year’s Food Truck Festival, and it was shortly before that that we learned that we would be doing the painting unveiling and the Dowdle Puzzle Project at our Food Truck Festival. But I know there are some big plans in the works for the Food Truck Festival, and in my view, it would be very helpful if the members of this body could participate in the planning process. I know that everybody’s busy, there’s a lot going on, but could you tell us a little bit about when your team is meeting to create some of the excitement and the plans, so that if folks do want to participate in that, that they can. Jaime stated absolutely, thank you Chairman, Members of the Board. We meet about every three weeks to plan; actually, Director Levine is on the committee for the Food Truck Festival already, but we would welcome anybody else who would like to volunteer. It’s Thursdays when we typically meet, usually from 3:00 to 4:00 p.m. I don’t have the exact date off the top of my head of when our next meeting is, but at that time we talk through all things, vendors, food trucks, music, timing, everything that’s included in the event. We are looking at potentially adding a marketplace, that’s not 100% confirmed yet, whether it’s this year or next year. So, we are just starting the process; if anybody would like to be a part of the planning committee, feel free to reach out to me, and I can add you to the meeting request for those meetings. City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 10 of 11 Chairman Olsen stated okay, perfect. If you don’t already know, at one time I was the president of the Strawberry Fest Committee, Mayor Bailey was president before me, and the current president is Laurie Olsen. One of the things that we learned, working together as a Strawberry Fest committee, is that more hands make for lighter work, and you can certainly get a lot more things done in a very timely fashion if you have more participants. Secondarily, this is going to be a big deal, arguably our second biggest event of the year, next to Strawberry Fest. If we want to make it really special, whether it’s a marketplace, whether it’s some different live music, different bands, etc., it’s going to take us a little bit of time to put those plans together. But we need people who are willing to take on certain jobs that are going to be part of the planning committee, just like we do at Strawberry Fest. Strawberry Fest has people in charge of fundraising, people in charge of the carnival, people in charge of the parade, people in charge of all the bands, and you can’t put people in charge if you don’t have people. So, we would very much like it if members of the Convention and Visitors Bureau would be willing to help out in whatever capacity they can to plan and execute this event. I certainly will do what I can within the scope of my other responsibilities, but I think this is our signature event, so to speak, and we should be part of making it happen. So, I wanted Jaime to just share a little bit, and maybe Jaime what you could do is at some point send an email out to the membership, just indicating this is our schedule of planning meetings, etc. That way, if people do have an interest, they can respond back. Chairman Olsen asked if there were any comments or questions on that at all; I see heads nodding so hopefully that means people want to help. And we’re not talking about a 40-hour workweek to help plan this thing, but trust me when I tell you, the Strawberry Fest is as successful as it is because volunteers step up to help. We mentioned the marketplace; way back in the day, we used to call that the Business Expo, and I ran the Business Expo when the Mayor was president of Strawberry Fest. Then when he stepped away and I became president of the Strawberry Fest, Council Member Thiede ran the Business Expo and changed it to the Strawberry Fields Marketplace. Now, we have one of our Park and Rec Commission Members, Samantha Crabtree, running that, and she’s just doing a magnificent job. So, this is one of those deals where a little sweat equity would be helpful. Chairman Olsen stated the last thing I want to touch on, before we move on to the rest of the agenda, is for those who may not be aware, our friends at SoWashCo CARES have their Leap into Legacy event on the 29th, which is Thursday, at River Oaks. It starts at 6:00 p.m. and runs until 9:00 p.m. As the title of the event states, it’s a Leap Year thing, so they only do it on Leap Years. And this is a way for them to raise funds for SoWashCo CARES, get members of the community to participate in learning more about what SoWashCo CARES is and does. They are their own entity, although they do work closely with the School District and the various cities, etc. I believe you can go onto the SoWashCo CARES website right now and still purchase event tickets. Our Cottage Grove Lions Club is an event sponsor, so, we’ll have some of our Lions folks there as well. I’ll certainly be there, along with Commissioner Bigham and some other folks. They also have a Silent Auction that is actually available to view and bid on right now. For more information, please reach out to SoWashCo CARES on their website, or if you want to reach out to me, I’ll certainly direct you where to go. I know Director Levine, you’re part of this event, too, and it’s going to be a big one, it's going to be fun. So, I’m looking forward to it, Thursday night at River Oaks, 6:00 p.m. 7.2 Response to Previous CGCVB Comments - None. 8.1 Workshop - None. 9.1 Presentation - None. City of Cottage Grove Convention and Visitors Bureau February 27, 2024 Page 11 of 11 10.0 ADJOURNMENT Director Levine made a motion to adjourn the meeting at 8:13 a.m. The motion was seconded by Director Grecula. The motion passed unanimously (6-to-0 vote). Chairman Olsen stated the meeting is adjourned, and our next meeting will be Tuesday, May 21, 2024, at 7:30 a.m., right here in the Cottage Grove City Council Chambers. Have a great day, everybody. Respectfully submitted, _______________________________________ Jaime Mann, Interim Communications Manager Assistant to the City Administrator /jag 1 City Council Action Request 7.II. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Cottage Grove Convention and Visitors Bureau Meeting Minutes (2024-06-04) Staff Recommendation Approve the June 4, 2024, Regular Meeting Minutes. Budget Implication N/A Attachments 1. 6-04-2024 CGCVB Minutes COTTAGE GROVE CONVENTION AND VISITORS BUREAU MINUTES CITY HALL - COUNCIL CHAMBERS June 4, 2024 A meeting of the Cottage Grove Convention and Visitors Bureau was held on the 4th day of June, 2024, at 7:30 a.m. 1. CALL TO ORDER The meeting was called to order at 7:30 a.m. by Chairman Justin Olsen; he stated unfortunately, we do not have a quorum present this morning for the meeting, so we will not be voting on any items that are on today’s agenda. Luckily, we don’t have a very heavy agenda in terms of voting, but we will still take information from staff. 2. PLEDGE OF ALLEGIANCE Chairman Olsen asked everyone to stand and join him in the Pledge of Allegiance. 3. ROLL CALL Chair Olsen stated he assumed Alexa Anderson, Administration Specialist, had done the roll; that was confirmed. Members Present: Justin Olsen, Chairman Sarah Grecula, Director Steve Hanson, Director Members Absent: Tony Khambata, Vice Chairman Laurie Levine, Director Druscilla Nute, Director Erik Olson, Director Staff Present: Jennifer Levitt, City Administrator Jaime Mann, Interim Communications Manager & Assistant to the City Administrator Alexa Anderson, Administration Specialist Zac Dockter, Parks & Recreation Director Gretchen Larson, Economic Development Director Others Present: None. APPROVAL OF MINUTES 4.1 Approval of February 27, 2024 CGCVB Meeting Minutes Chair Olsen stated because we don’t have a quorum, we will not be approving the minutes; those will be moved to our next agenda. 5. BUSINESS ITEMS City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 2 of 13 5.1 Local Option Sales Tax Presentation Zac Dockter, Parks & Recreation Director, stated the Preserve.Play.Prosper Plan is a program that’s developed to enhance our park system and give the opportunity to the residents to vote on making those enhancements to our Parks & Recreation system. The goals for me today are to explain the referendum, so that you are in the know, and then you can respond to residents or visitors that come in and ask questions of you. This is an opportunity for the community to vote on these recreational improvements and that we’re here to educate them on what those options are, but the choice is theirs when it’s time to vote. Survey after survey shows that Cottage Grove Parks & Recreation is a point of pride for community members. We do a lot, but we’re a growing community and we take care of what we have, but we find ourselves struggling to fund new growth opportunities and capital improvements to existing systems. Our forefathers had the intuition back in 1974, 1984 to do a couple of referendums that built things like Hamlet Park, Hearthside Park, Woodridge Park, the Ice Arena, and the taxpayers voted on that and got those in place. We haven’t had a referendum that has passed since 1984, so we’re asking again this year if the residents want to approve this measure to make improvements to three particular Parks & Recreation facilities. Importantly, I want to make sure that everyone knows that this wasn’t a knee-jerk reaction, that we’re not just throwing these questions out there, kind of off the cuff; in 2022, we did a Reimagine Recreation survey, which took a lot of information, anything from middle school 6th grade projects to online surveys, Facebook surveys, and we were out in the community, trying to get people to tell us what they wanted from our Parks & Recreation system. Out of that, we developed this long laundry list of things that we thought the community wanted; then we tried to take those and we tried to narrow them down into okay, well, we can do these things at Hamlet Park, we can do these things at Mississippi Dunes Park, we can do these things at River Oaks Park. As a matter of fact, there were originally five projects, but we narrowed it down to three. Some of those other improvements that didn’t make it in there, are in future planned parks where some of those facilities that people asked for will be built out at another date. What we found our residents wanted were new recreation opportunities for people of all ages, preservation of natural habitat, enhanced connections to parks and nature; so, that’s a high level view of what people wanted in our park system. Introducing the Preserve.Play.Prosper Plan: Based on the community feedback, we’re proposing to invest $36M to renovate and revitalize our Parks & Recreation offerings and outdoor spaces. As I said, the plan focuses on three projects, which I’ll review individually: 1) The upgrading and enhancement of Hamlet Park: Just a reminder, Hamlet Park is our oldest and largest park in Cottage Grove. Its received many updates over the years, we’ve been chipping away at things and trying to do little improvements, like adding the ballfields, adding a shelter, replacing the playground, but it hasn’t received a significant infusion of cash to really revitalize that park since 1984. So, this would be the largest project of the three, $17M, and that includes escalation and other things to make sure that we have the funds available when we need them to build out. So, things like upgrading the play equipment, expanding that footprint of the playground; building a new four-season building, so removing the existing building as its served its time, and it’s done great, but it’s time to replace that; install a small splash pad; create a new skateboard park. We got a lot of questions on the skateboard park, and we would actually get a group of skateboard park users together, and they would be our brains behind how we design and develop that because the trends in the skateboarding world are changing all the time. They’re now saying the concrete skateboard parks are boring City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 3 of 13 because everybody’s got a concrete skateboard park. So, we would get a peer group of folks to kind of help us design that skateboard park. Building and Amphitheater: Create an art sculpture garden with benches and informational kiosks. Add a synthetic turf sports field where the existing main football-soccer field is; finishing the south baseball complex by finishing those last two baseball fields. He displayed a rendering of what that might look like; the image on the right is actually the entrance off of Hadley and 80th. There are three entrances into the park: The north, which is a trail entry; the central area, which is probably what most people think of when they think of Hamlet Park, the main entry; a south entry, where the four field ball complex is called the Crockett Fields. 2) Mississippi Dunes Park: We have this unique opportunity for this 33.3 acre nature-themed public park along the Mississippi River; I’m sure you’ve seen some information on that. It’s definitely a unique opportunity, our first significant access to the Mississippi River, which we’ve all been waiting for, for a really long time, so we want to make sure we can get residents and visitors down there to use it. The $13M plan for this one would be: Restore and preserve natural habitat along the river; Build up the shoreline along the river; Provide recreational river access for canoes, kayaks, small boats, and fishing. He displayed a photo of what a launch might look like that can do all those things; it wouldn’t be a large launch, it would be a smaller launch for smaller vessels. Construct new and enhanced existing walks and hiking trails; Create a nature-based playground, he displayed an actual 3D image of the playground on the right. Provide space for outdoor classrooms. Build an interpretive learning center; we’re in the Concept Design phase for that right now to show what that might look like. Hopefully, we’ll have those to people soon. Adding facilities for nature activities and picnicking. Again, he displayed another layout of what that might look like. We are redoing the Master Plan, it’s going to be very similar to what you see here; we’ll have some new, updated renderings of those within the next couple of weeks. Council is actually reviewing the Concept Building Design and that Concept Master Plan at their workshop tomorrow, so we’re moving forward in that process, probably about 70-75% along the way for that. 3) River Oaks Golf Course & Event Center: Transform this into a multipurpose recreation destination for families and peoples of all ages and all year round. The first thing I’m going to say is this is not just about improving the golf course; as a matter of fact, golf is the smallest part of the project. The $6M plan for this is to install multi-sport simulators, there’s an image of that in the top-right corner. You can play golf, hockey, soccer, zombie shooting games or something like that; so, there’s all sorts of things that you can do with these simulators, which allows us to use that facility year round. It would be over on the Pro Shop side. Adding a pickleball event court setup, kind of where the wedding venue is now, so a multipurpose court area. Creating a new winter mountain biking course, those fat tire bikes, so the course can be used more in the winter; we currently do cross-country skiing, and we could also use that for 5K runs. Upgrading the building, connecting the two buildings; right now, we have the clubhouse and the Pro Shop, and we would connect those together to make that a more seamless approach. So, things like adding a similar on the Pro Shop side now can be served by the Eagles Bar & Grill as well. Obviously, the patio is definitely a selling point and a point of pride in the community, so, we want to enhance the patio area, grow that, and just make it more of a dynamic setting. Last, build a 9-hole Himalayan putting green course, designed for all skill levels; there’s a photo on the right that’s overselling it a little bit, but it’s just got all these undulations and it makes it a little more fun. A reminder that our putting course is free to the public, so it doesn’t come with a charge. There are a lot of things that you can do at River Oaks for free: Including bocce ball, the putting green, mountain biking, and cross-country City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 4 of 13 skiing. He again displayed images of what the building, the multipurpose court with the bocce ball courts next to it, the Himalayan green with the connection to the clubhouse might look like. You can see on the court, obviously connecting those courts would be kind of champion-style pickleball, but you could also hold a small concert, a party, a small wedding, or whatever it might be there. The Preserve.Play.Prosper Plan is designed to invest in the Parks & Recreation and deliver activities and offerings that our residents want while trying to be responsible with the tax dollars. The Cottage Grove residents are asked to consider a half-percent sales tax in the General Election, which will be November 5. If approved, that will generate the $36M over a 25-year period that will pay for these improvements that we talked about. Why the Local Option Sales Tax? If this was a standard referendum, that gets assessed to property owners only, so it’s based on your property taxes. The Local Option Sales Tax shares the cost of that across the community; so, people who are in apartments will help pay for the improvements, people who are visiting Cottage Grove, and that’s the important one. Over 31% of the taxes will be generated by non-residents, people who are visiting Cottage Grove will help pay for these improvements. Director Dockter stated the Local Option Sales Tax works the same way as any other sales tax, but the following items are NOT taxed: Groceries, clothing, prescription and over-the-counter medications, and baby products. Anyone who purchases qualifying items has to pay that 0.5% sales tax. It’s the equivalent of 1 penny for every $2 spent; so, on average, we figure it’s going to be about $24 per year for a resident, or $2 a month, based on a study the University of Minnesota did for us. They did a whole bunch of comparable data analysis to get that information for us; so, it should be pretty solid. The ballot questions is where it gets interesting; the State has to authorize Local Option Sales Taxes, so I want to make sure that this is clear. The key diagram is on the bottom right: There are going to be three questions, and there’s only one tax: • Residents will have to vote on Hamlet Park by itself, that has to stand alone; so, if they vote yes on Hamlet Park, there’s a 0.5% sales tax. • If they vote yes on Mississippi Dunes, it’s still just a 0.5% sales tax. • If they vote yes on all three, it’s a 0.5% sales tax. • If they vote on just one of those three projects, and the other two don’t go, it’s still a 0.5% sales tax. So, what would happen would be that obviously the cash infusion would be prioritized towards one project, which would allow us to develop that project probably a little bit faster and reprioritize. Right now, the way we have it planned is these park projects would be built over phases throughout those 20 years, depending on how the revenue comes in. As you can imagine, the town is growing, as you know, the Business District is growing, so we anticipate revenues to rise. Based on how those revenues come in is how we would prioritize how those projects get complete, and we have a phased approach plan in place. Director Dockter stated I should mention, too, that it’s important to know we’re working on a communication piece right now that talks about where you’re already paying that Local Option Sales Tax; this isn’t just a Cottage Grove thing. If you go to Woodbury, Bloomington, many other places around here, you’re already incurring Local Option Sales Tax; St. Paul and Minneapolis have much higher sales tax additions on their local taxes. It’s important to know, and we’re going to create a map that shows people that when they’re traveling, they’re already paying a lot of these taxes in other communities, so it’s not just Cottage Grove on its own little planet that’s coming up with this. I believe City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 5 of 13 there are 18 cities that got State approval last year, so all of their residents will be voting on a project, too. Director Dockter stated I shared a lot of information with you. We’ve been handing out postcards at shows and festivals; we’ll be handing those out at Strawberry Fest and everywhere were go. We’ll use these flyers as well, so we’re working really hard on our communications, again trying to make sure people have the information they need to make an educated vote. Obviously, how they vote is up to them, and we’ll respect that; but we want to make sure that people have all the information they need, and hopefully all of you can help share that information with us, too, and get them to the right direction. I will say it is a very well-done website, so, when in doubt, give people the website; there’s a ton of information on there. With that, I will stand for questions. Chair Olsen thanked Director Dockter, stated it was a nice presentation, very informative. He asked if Director Hanson or Director Grecula had any questions. Director Hanson stated I just have one question, and maybe it’s not an issue, but with the improvements of all the parks, including River Oaks, the plan is to draw more people into them. Has there been an issue with parking, or is that something that’s going to be addressed? I know I’ve been to River Oaks a few times, and it gets pretty heavy there in the parking lot. Director Dockter replied we don’t have a current plan to expand the parking. We have talked about it, but the hard part with parking is always 5% of the time is when the parking’s the worst, right? It’s the other 95% of the time it functions. But we have talked about that, we have talked about potentially creating an overflow area in the future, but right now, there’s no concrete plans to do that yet. We understand, and there are times when we wish we had access to another overflow lot. Director Grecula said I have some questions: On the topic of parking, do you know if the golf course has ever spoken to Pine Harbor about just paying them a fee for overflow parking? My children attend school there, and it’s right there. Director Dockter replied we did in the past, it’s a good comment, and I think we should probably have that conversation again. Director Grecula stated I might have missed this one, but why would we be separating out the three park locations for the voting instead of just lumping them all together? Director Dockter replied that is a good question, and that is a State law; each project needs to stand on its own merit. Director Grecula stated that makes sense. I liked your illustrations on the parks; if you did have those fat tire bike trails, would there be bike rentals to go with that? Director Dockter stated that is a good question, but we haven’t got that far yet; but I think it’s a great idea. Right now, we have snowshoe rentals that we’ve talked about putting out there, but I like the idea. Chair Olsen stated I like that idea, too, that would be in keeping with our practices around snowshoes, and then we also rent kayaks down at Hazen P. Mooer, so it’s something to definitely look into. Chair Olsen said there’s a couple things I’d like to add to this, and Director Dockter or Jennifer please feel free to chime in, if you’d like. You mentioned that the City has not passed a referendum of this nature since 1984, and I can vouch for that, I’ve been here so I’m fully aware. One of the things that we hear as City Council Members pretty consistently, at least in my tenure on the City Council, is we need more things for young people to do. One of the things that we take great pride in is our park and City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 6 of 13 trail system; I can’t give you the exact number, but since I started on the City Council to today, I believe we’ve added somewhere in the neighborhood of a dozen or more parks and many, many miles of trails for families and residents of the community to enjoy. The idea behind the Local Option Sales Tax, which is different, as you mentioned, than a straight referendum is that we share the burden with those who visit the community, as well as those who live in the community and shop in the community. It’s very popular across the country, frankly, but especially in the State of Minnesota, it works very well for many other communities. One of the things that we benefit from here is we already have a lot of visitation in the summertime for different tournaments and things for softball and baseball. We have hockey tournaments galore that come to our Ice Arena, and then of course we also have various tournaments and fundraisers and things at the golf course. Additionally, we have a very healthy Business Park, and it’s my understanding, and again, please correct me if I’m wrong, but those who purchase goods or services from the companies that are based in the Business Park will also be participating in this Local Option Sales Tax. So, for example, if I’m a homebuilder outside of the State of Minnesota, and I purchase a whole bunch of windows for my development from Renewal by Andersen, I pay the Local Option Sales Tax because Renewal by Andersen is based here in Cottage Grove. So, I think the mechanics behind this really work well, but again, as we’ve always said as a City Council, when we have wants, we go to the voters. When we have needs, then that’s a different conversation, and we have to accept the responsibility for funding those needs however we need to through our budget process. These things are wants, but they’re wants that we’ve heard about for a really long time; and when and if we improve Hamlet Park, all that’s going to do is provide us with additional opportunity to bring non-residents into the community for different tournaments that are bigger than what we can handle right now because we don’t have the field space. So, there again, they will be paying for that Local Option Sales Tax as non-residents if they stay in our hotels, if they eat in our restaurants, etc. With respect to the golf course, which is profitable, City owned and operated, just like the Ice Arena, City owned and operated and profitable, we get a lot of people who use the golf course for contracted purposes. For example, the School District contracts for some of their high school teams to practice and play at the golf course. We have weddings, we have all kinds of events, whether it’s a charity golf tournament or somebody that is having a fundraiser and they want to participate at the golf course. We have the various end of year sports teams who come in and they have their award ceremonies and things of that nature. All of that is a community benefit, and the golf course is a community asset, but we want to make that asset even better for people; we want residents to be able to enjoy the very best experience they can get at the golf course, which is why that was one of the projects chosen here. Then, of course, last but certainly not least, the new park down along the Mississippi. If I had a nickel for everybody who’s come up to me and talked to me about how excited they are about that park, I could probably retire. People who live in this town have been waiting for so many years, ever since we were kids, Zac, to get access to the river. We have the most river frontage of any community in the metro, but we don’t have access to it. So, you know, getting that park done and getting it done quickly and getting it done right and ensuring that all the various amenities exist, that is something that will not only benefit residents, but it will be of regional significance. At the end of the day, though, if the voters choose not to vote for this, we will still proceed forward with what we can do, when we can do it, on these projects and others, but it will take significantly longer to get where we would like to go. We certainly hope that we can educate residents as to the benefit of this sort of a plan versus your straight let’s just do a referendum and see if people will vote for that; it’s a very different animal with different mechanics, not the least of which is when the projects are done, the tax goes away, it sunsets, it expires. So, the faster we can get the project done, the faster the tax will sunset. I think at the end of the day everybody’s going to be very happy City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 7 of 13 with the outcome should we be able to pass this as a community. So, there’s going to be a lot of education to be done. Never forget there are people out there who seem to really enjoy putting out misinformation any opportunity they can find to bash the City and the way the City does things. So, you have to compete against that in the arena, but I’m very confident that Zac and his team and the rest of the staff and the communications team will put forth maximum effort to give as many residents as possible the information they’re looking for. Zac, if people have questions, you mentioned they can go to the website, right? Certainly, I want them to know they can reach out to any of our Council Members, whether it’s Mayor Bailey, myself, Council Member Khambata, Council Member Garza, Council Member Thiede, we would love to talk to you about it. I know City staff is very well versed on this, so please let your friends and neighbors know that if they have questions or they bring it up, that oh, I heard the City’s doing something, we would love to have that conversation. I had a text message just the other day from a resident who said is the City doing another referendum for something or another? I said yes. Well, is it for bonding, and I said no, it’s Local Option Sales Tax. So, that generated some really good dialogue, and that person it turned out was somebody who was in favor of it, but wanted to have the nuts and bolts so that he could speak to his friends if and when it should come up over the bonfire, or at a graduation party, or something. So, I think the team is prepared to get the word out, but it’s going to take more than the team. It’s going to take those of us sitting up here, it’s going to take the residents of the community, members of CGAA, who will clearly benefit from this. There’s a lot of different stakeholders; so, again, please make sure that the right information is being disseminated to the public. The last thing I want to ask on this, Zac, is you know you mentioned that we sort of have a communications plan, right? We are going to be at the Saints game this weekend; do you know if there will be any information available to those attending from Cottage Grove, who might need to learn more about this at the Saints game? Director Dockter replied I don’t think we were going to just because we’re trying to reach out to people from outside the community, rather than inside. Chair Olsen stated fair enough; so, we’re going to keep it to our festivals like Strawberry Fest, Food Truck Festival, those kinds of things. Perfect. Well, thanks again. Did you have anything you wanted to add, Jennifer or anyone else? Director Dockter stated just one more; don’t hesitate to send people to me because there’s no secrets, I’m happy to share information and get people to the right spot. So, if you get yourself into a spot where you think someone needs to talk to me, send them my way, I’m happy to respond. Chair Olsen said perfect, and I assume you’re doing the same presentation to all the various City commissions, etc. Director Dockter said yes; Chair Olsen said thanks again, good information. 6.1 PUBLIC HEARINGS - None. OTHER BUSINESS 7.1 2023 Annual Report Jaime Mann, Interim Communications Director, stated before you and included in your packet that was sent out Friday is an actual copy of the Annual Report that has a lot of detail. Basically, it’s a recap of what we did last year. I’m going to be touching on some of the highlights as we go through today’s presentation. We did our second publication of the Discover Cottage Grove Visitors Guide last year; we printed 5,000 copies that were distributed by mail, they’re at the Mall of America, and last year we had them at the Minneapolis-St. Paul Airport. We also had them at Explore Minnesota Welcome Centers throughout the State; they’ll email us and tell us when they need more guides, then we’ll email them out to them. If you stop as you’re coming into Minnesota, you should be able to see our Visitors Guide City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 8 of 13 throughout the Welcome Centers. We also had them here at City Hall, at the Ice Arena, the golf course had them for a while, the Chamber office had them, as well as having a digital version online, on our website; people could request a printed copy, so we would mail them out on demand. Last year, we had ten advertisers in the guide, which accounted for just under $5,100 in revenue for our budget. We also had our website, which is one of the biggest places where we drive visitors to; it has an events calendar on it, which we update with every event that we are aware of that’s happening in Cottage Grove. So, you can find information on our website, and we also have a monthly E- Newsletter, called The Insider, that we send out at the beginning of the month, which includes things happening during the month. We just sent out the June E-Newsletter that talked about Strawberry Fest and the Saints game and the events coming up; that also really drives them to our website. Photo and video production is a huge part, as we’re still building our library of photos and videos, we spent quite a bit of money last year on photography and SWCTC did seven videos for us. We’re looking to keep that going this year. While we have a great database of photos, there are always new events happening in Cottage Grove, so we continually look to build our photo library. Social media is probably our biggest avenue to reach people and tell people about all the great things happening in Cottage Grove; before you there are a bunch of statistics, I’m not going to read through them all, as they’re also included in your Annual Report. Facebook is probably our biggest touch point for people, it's where we have our largest audience, followed by Instagram, but then we also have people watching us on YouTube as well. Our top performing campaign last year was our Food Truck Festival, which obviously was the large event that we hosted for the first time last year; our most-watched video was the information on Cottage Grove Bike Park. We also always want to nurture our partnerships that we have in place, so again we have the Saints game this year, so we’ll be partnering with them for Cottage Grove Community Night. We love working with Strawberry Fest to help promote the largest event that we host here in Cottage Grove. The Cottage Grove Area Chamber is a great partner for us. Explore Minnesota is a fantastic partner, they’re a great resource for us; they also help us with some grant funding throughout the year. Last year we got a $14,000 grant through them, which we matched for another $14,000, so we could pay to promote Cottage Grove even more. Community engagement is another big piece of the CVB so we attended large and small events last year; these are highlights of outside events in which we participated: We were at the Saints game, we had a booth at the Strawberry Fest marketplace, and we were at both the Memorial Day and the Labor Day One Family Fest, which is a big Hmong sports tournament at Kingston Park that they do over Memorial Day weekend and Labor Day weekend. We also hosted our inaugural Food Truck Festival; we estimate between 6,000-7,000 attendees joined us at that event last year. We had 23 food trucks, four sponsors. We had live music, the Lions were there serving alcohol for us. We had a booth there, and we partnered with SoWashCo Cares, who sold wristbands for the beer tent. There was lots of great food, lots of people, happy faces, people dancing, and it was a great time last year. Budget: Here is an overview of the budget. I’ll note that these numbers do not include the salary and benefits of our two communication specialists because those have been previously covered by ARPA funds through our budget. One thing to note is for next year we will be showing those to you on the budget because the ARPA funds are done now, so those will fall under our CVB budget. Building the Strategic Plan: Looking ahead to 2024, I know it’s kind of interesting to talk about planning for 2024 in June, but a few things that we’ve talked about internally for our Strategic Plan for this year: City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 9 of 13 • Revamping our website (desktop, tablet, and mobile), maybe look at who is hosting our website, update that a little bit more. • Discover Cottage Grove welcome video with SWCTC. • Increased partnerships=Increased exposure. We always want to continue to nurture and grow our partnerships of Cottage Grove. • “Tour the Town” via a Discover Cottage Grove passport: A things to do and see in Cottage Grove; right now, we’re looking at kind of a free option for people to use for maybe our parks or small businesses. • Diversity, Equity, and Inclusion (DE&I): We always want to look at including DE&I in our imagery and our videos, anything we put out, including people of all ages, races, and abilities. • Billboard: We’re potentially looking at costs associated with a billboard. Jaime said with that, I would be happy to stand for any questions. Chair Olsen thanked Jaime, said that’s a lot of information in a pretty short, compact presentation, but it was really good stuff. Director Grecula stated I know that you mentioned that we’ve been beefing up the budget for photography; have we ever worked with any of the Park High School students to see if they could help us out for free, for class credit? Jaime replied we have actually not looked at that; I don't know if anybody’s ever thrown that idea out there before, but it’s absolutely something we could explore. Chair Olsen stated he liked the idea about working with our students. When I was part of the cable commission board, one of the things we recommended for SWCTC is a program through which some of the high school kids who were interested in audio and visual may work on some of the one-act plays, etc. to potentially do a summer internship and learn a little bit more about the nuts and bolts. Perhaps this is an opportunity for us as well, something really kind of fun to think about, so thanks for the recommendation. 7.2 2024 Quarter 1 Lodging Tax & Revenue Collection Jaime stated I will put this disclaimer on: We are missing one month, we are missing a January Lodging Tax payment from one of our facilities, so this number is slightly lower than it will be, probably next time when I present the budget to you. For Quarter 1, we had just over $14,000 in Lodging Tax collected. The other revenue listed there is from our Visitors Guide ad sales; we had almost $4,500 in ad sales for our Visitors Guide, which basically helps offset the cost of printing our guide. So, we came in at just about 19% under budget for our 2024 Quarter 1. I will tell you that Quarter 1 is typically our lowest Lodging Tax revenue received, but when we do our Lodging Tax budget, we just average the Lodging Tax out over the course of the year. One thing we had talked about as we’re looking at putting together our 2025 preliminary budget, which will be presented in August, is maybe fluctuating the Lodging Tax numbers so the quarters make sense to what we’re actually receiving. So, that’s why it looks a little skewed, but we typically come back in Quarter 2. When we’re looking at next year’s budget, we will look at fluctuating those numbers a little bit. With that, Jaime said I’ll be happy to stand for any questions. No questions were asked. Chair Olsen said okay, it’s good to know that we’re still chasing that payment from January; I’m eager to find out when we actually collect that. City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 10 of 13 7.3 Visitors Bureau Events Update Jaime said I get to talk about some of the upcoming events that we have throughout the summer that Discover Cottage Grove will be at, and we’d love to invite you to attend with us: 1) St. Paul Saints Game: This weekend, on Saturday, we will be at the Saints game for Cottage Grove Community Night. The game starts at 6:07 p.m., doors open at 4:30; I have a ticket for each of you if you’d like to attend with us. If you’d like additional tickets, they are general admission, so you can just go on the Saints’ website and buy additional tickets if you’d like to bring family members with you. We will be giving away information on Strawberry Fest, we’ll be giving away a Visitors Guide. We had partnered with the Chamber to kind of swap brochures, so we included a brochure in their Community Showcase bag, and they gave us a brochure to include in our bags as a giveaway at the Saints game. Also, in front of you, you have an example of the swag that we ordered for this year; so, we have a backpack that will include some glow in the dark Discover Cottage Grove cups, there’s a fun flexible pencil in there. We have looked at doing the snack bags, which were recommended at the last meeting, but those kind of don’t draw kids in, so we took those and they were used for the City Community Showcase event. While we had great excitement from the parents on those, the kids weren’t quite as excited. So, we wanted something colorful and kind of entertaining for kids for our giveaways here. We still have some luggage tags remaining, so we will be handing those out as well at the Community Night. 2) Strawberry Fest: This is our largest event of the year, at Kingston Park, from June 20-June 23. Discover Cottage Grove will be at a booth on Friday, 4:00 p.m. to 8:00, or 9:00; on Saturday, we’ll be there all day, from after the parade until about 7:00 p.m. Again, we’ll have the same giveaways for people. People tend to think of us as the information booth at Strawberry Fest, even though they have an information booth; in previous years, we’ve been kind of right on the end of an aisle, and people come to us and ask questions, so we usually get Strawberry Fest maps to hand out as well. We just kind of help the Strawberry Fest information booth by passing out the same information they are, but we’re also trying to get the word out about Discover Cottage Grove. That’s a great event because it’s not just residents that come, they bring in a lot of visitors as well. Most of the people that we talk to are not from Cottage Grove. 3) Second Annual Food Truck Festival: We’re hosting this at Kingston Park, on Saturday, September 14, from 11:00 a.m. to 7:00 p.m., so we added an hour on to the end of the event. Right now, we are at 33 food trucks that have said they want to participate; six have completed the paperwork process and have paid. We’re promoting them on social media. We are also putting together sponsorship and marketplace information, and that will be coming out probably in the next two-to-three weeks for us to start promoting our marketplace area and the sponsorships that we have available. We will have a booth there as well, with giveaways for kids or families that come up to us. 4) The Dowdle Painting Reveal: Also on September 14, the location has shifted from the Food Truck Festival to Cottage Grove Middle School. The painting reveal will start at 8:00 a.m., and we will have puzzles for sale at the Middle School during the reveal, but we’ll also be selling them at the Food Truck Festival. Jaime said there are some exciting things happening in Cottage Grove, and with that, I’d be happy to stand for any questions. Chair Olsen stated okay, more good information from Jaime. Are there any questions? Director Grecula stated I noticed that the Minnesota pen is something I found in my own house, and I think my kid picked it up at a Schooley event. Do you know if we’ll be representing that Schooley again this summer? City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 11 of 13 Jaime replied they have not reached out to us, but that is something where we can reach out to them. We work with SoWashCo Cares for the Food Truck Festival, I think our next committee meeting is next week, so we can touch base. I believe that one of the people that’s on our committee runs that program. Director Grecula stated that sounds great because it was very popular because of the pens. Chair Olsen stated we do a lot with Schooley through the Cottage Grove Lions as well, and they’re just tremendous people to work with, so that’s a really good callout. 7.4 CVB Strategic Plan Update and Recommendation Gretchen Larson, Economic Development Director, stated good morning, it’s good to be with you today. We’re going to review the RFP process. If you’ll recall, in February, we had issued an RFP, but we didn’t receive a lot of proposals. So, we recommended that we extend that, and you all agreed with that, and then we ended up receiving ten proposals. Out of those ten proposals, the top four firms were interviewed on Monday, May 13. Of those four firms, Chandler Thinks, the proposal that’s in your packet, was recommended by the evaluation team as the most experienced firm to complete the Strategic Plan; they had extensive tourism and destination branding experience, more so than any of the other firms, who kind of wandered over into the economic development side. As you know, they are very similar processes, but they’re not the exact same thing. So, that was the recommendation that we shared with the Chair and the Vice Chair, and they agreed to just bring it to the full Board. The total cost for that project is $35,750, with $1,500 earmarked for post-project consultation; that was the only group that also left some of the money in the budget so that when we have questions after the plan has been approved by all of you, that we could have that experience, ask questions and try to tweak it, to make sure that we’re implementing it the way it should be. One thing that hardly ever happens in the life of the RFP process, they were also the actual lowest proposal of the entire group, which is very unusual, so they are what we believe is the top firm and the lowest proposal. It made a lot of sense that they would by default be the highest recommended. The $35,750 is recommended to come from the Economic Development Trust Fund. Now, this actual item for the approval of the agreement, I know you cannot make a recommendation today, but it is also on the Council agenda for tomorrow because the Council has to approve the funding. They also have to approve the agreement should you have recommended it to move forward to them. With that, Director Larson stated I’ll be happy to answer any questions. Chair Olsen stated this is one of those items where we wish we had the quorum here today so that we could recommend moving forward, but I will ask if any of our Board Members have questions or anything they’d like to share with Gretchen regarding this. No questions were asked. Chair Olsen stated I will tell you that I had the opportunity to read through each and every one of these proposals, and Gretchen and the team were kind enough to ask for recommendations from the Vice Chair and myself. This group had a very strong proposal; one of the things that I look for when I look through these various proposals, whatever it might be for, is are they willing to spend time in the community, are they willing to connect with the community? Does it look like they’re invested, or are they trying to just get another opportunity to fill out a bunch of reports and get paid for doing so. This team seemed very roll up your sleeves, you know, let’s work together. So, I think it’s a great recommendation, I’ll look forward to voting for it tomorrow at our Cottage Grove City Council Meeting. One thing I also wanted to add, and Jennifer, I’m going to ask you if you wouldn’t mind to just take a brief minute, could you explain to people what the difference is between the ED Trust Fund and the ED Fund. City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 12 of 13 City Administrator Levitt replied I’d be happy to. In regards to the EDA Trust Fund, we have one business in town that makes a large financial contribution to the Fund and the efforts that we promote economic development within the community. So, there’s no taxpayer dollars associated with that, so there’s no tax levy, and there’s no taxes going into that fund; so, it’s purely by donation made from that one company within the community. So, there’s been a longstanding relationship with that company, and so that enables us to do unique projects like this for greater value within the community. Chair Olsen thanked Administrator Levitt for that explanation; I always want to clarify that because it’s easy to get it confused, but the reality is the ED Trust Fund does fund projects like this or the City’s recent trip to ICSC in Las Vegas, and that’s all paid for through money that is donated from a local business for the purpose of economic development and growth, here in the City of Cottage Grove. Of course, we’re very grateful that they continue to make that donation; this has been in place for a very long time. It’s one of those things that is kind of a nice gift from this organization back to the community, and we try to use those funds very wisely. Chair Olsen thanked Director Larson for that excellent information. 8.1 Workshop - None. 9.1 CVB Comments Director Grecula stated I loved seeing this plan, I think this is such a nice way to raise money to improve our parks, and I’m really excited to see these events and hopefully a yes vote on all of these coming forward. Director Hanson stated just to go off what Director Grecula said, I didn’t know this much about this plan until today. I think what you said, it’s going to be about education, so we’ve just got to talk to our people around us, go from there, and hopefully, it works. Chair Olsen stated I’ll tell you that is always the case. Misinformation tends to travel faster than accurate information does. So, you have to work twice as hard to get half as far sometimes, which is why the team is really working to communicate, whether it’s at the Chamber Business Expo that we recently attended or various other Chamber events, various other commissions and boards, to make sure that people have the right information. That’s really our job, our job is to inform. I appreciate your comments on that, but again, I would encourage you, I promise there’s a neighbor or two, who are going to ask you about it or talk about it. If they need help understanding how this is supposed to work, send them our way; we would be happy to answer any questions that are out there. Chair Olsen stated as far as my own comments are concerned, real briefly, I want to thank everybody who was able to attend this year’s Memorial Day event. Unfortunately, the weather wasn’t super cooperative, so we had to have the event inside, in our Training Room here at City Hall. It was very well attended. Kudos to Herb Reckinger, who is the Chair of our Advisory Commission on Historic Preservation here in the City of Cottage Grove. Herb does just a ton of work with the Vietnam Veterans Memorial Fund; as our guest speaker this year, he did a marvelous job of telling what I thought were very heartfelt stories. It was more of a conversation than a speech, and I think people appreciated that as our theme this year was a Salute to Vietnam Era Veterans. I also want to thank the staff down at River Oaks for providing the chairs, our Parks & Recreation Department for cleaning up the Veterans Memorial outside, fixing up all the plant beds, etc. to make it look really nice. Even though we weren’t able to be outside, we were able to do the laying of roses as we do every year on the various markers out at the Veterans Memorial that represent each branch of our Armed Forces. The SWCTC team did a really nice job of some drone footage, so it turned out well. If you weren’t City of Cottage Grove Convention and Visitors Bureau June 4, 2024 Page 13 of 13 able to attend the ceremony, you can find it online at SWCTC.org, as it is on their website. I’ve watched it a couple times, and I think it was a very appropriate and moving ceremony for Memorial Day. Chair Olsen stated the last thing I want to mention is we’re about to get into the nitty gritty as it relates to our budget conversation for 2025. What that means is the City Council will begin holding meetings with staff, essentially on a weekly basis in July. We’ve done a lot of preliminary work, and we’ll get more information as it comes forward, but we embrace the challenge of the budget each year; it is a very arduous process as we go through everything, line by line by line. The reason we do that is we want to provide the greatest value to our taxpayers. The City of Cottage Grove is the second to the lowest ranked city for tax rate of our Washington County communities; the lowest city is our neighbor, St. Paul Park. The difference is that St. Paul Park gets a lot of Local Government Aid from the State that helps support their budget, and the City of Cottage Grove gets very little, roughly $50K. We have to be very diligent about using taxpayer dollars wisely and we have a staff that definitely does that and guides us in that direction. So, if you have any questions about the budget, how the budget should tie into this proposed Local Option Sales Tax plan, or anything else that we’re doing in the community, again please reach out to your Council Members, Mayor Bailey, or the staff here at City Hall. 10. ADJOURNMENT Chair Olsen thanked those who attended the meeting. Though we weren’t able to vote on things as we don’t have a quorum, we still got some very good information. Chair Olsen stated I will adjourn the meeting, as we won’t be able to vote on an adjournment motion; he adjourned the meeting at 8:22 a.m. Respectfully submitted, _______________________________________ Jaime Mann, Interim Communications Manager /jag 1 City Council Action Request 7.JJ. Meeting Date 12/4/2024 Department Convention and Visitors Bureau Agenda Category Action Item Title 2025 Cottage Grove Convention and Visitors Bureau Budget Staff Recommendation Approve the Cottage Grove Convention and Visitors Bureau 2025 Budget. Budget Implication N/A Attachments 1. 11-26-24 CVB Agenda 2. 2025 CVB Final Budget 1 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Phil Jents, Communication Manager DATE: December 4, 2024 RE: 2025 Cottage Grove Convention and Visitors Bureau Budget Discussion Revenue Projections of 63% occupancy were used when forecasting 2024 lodging tax revenue, estimating the total to be $72,300 in revenue. In looking back at the past two years, on average, the CVB has averaged a revenue of almost 65% occupancy for the full year. For 2025, the recommendation is to continue the projected occupancy and use a 63% occupancy rate for budgeting total lodging tax revenue, which would give a projected revenue of $72,300. This falls more in line with what has historically been collected from our lodging facilities yearly. It is estimated that the advertising for the Visitors Guide in 2024 will be $4,500, which helps offset the cost of printing the Visitors Guide. Added for 2025 are estimates for the Food Truck Festival. Based on projections, it is estimated that the CVB will collect $15,500 in food truck and marketplace vendor payments and $8,000 from sponsorships of the event. Expense As in previous years, expenses are being broken out into three separate categories: marketing, operations, and other. Marketing expenses are core to the organization’s mission of, “promoting Cottage Grove as a premier destination for leisure travelers, weddings and outdoor enthusiasts, a recognized and successful host city for meetings and conventions, and a prominent and respected venue for sporting events.” A reliable history, for activities by the CVB is still being established so funding levels for each line item and initiative for the 2025 budget are based on actual and projected spending. 2 In total, marketing expenses for 2025 are at $56,135.00. Website hosting is budgeted at $1,680 for 2025. Printing of the Visitors Guide for 2025 is estimated to be $11,000. Expenses related to the Food Truck Festival are budgeted to be $20,000. Other types of advertising, including the brochure programs at the Mall of America and MSP airport, have been budgeted at $4,630. Professional services are budgeted at $400 and include transcription services. This leaves some areas that allow for flexibility in the budget in marketing at local events and other types of advertising, which are budgeted at $6,425. Social media will continue to be the focus of CVB’s marketing efforts, so $12,000 has been budgeted to maintain the presence of the CVB on social media. The second expense category is operations, and represents the funds needed to carry out the mission of the Visitors Bureau. Many of the operations expenditures are for day-to-day expenses like office supplies and postage that equal$1,100. For 2025, the Visitor Bureau will continue its membership with the Minnesota Association of Convention and Visitors (MACVB) for $410 and has $1,700 budgeted for continuing education, which includes attending the MACVB annual conference. $3,615.00 is budgeted as the 5% administrative fee that is paid back to the city for facilitating the CVB. Contractual services to the city of 25% covers services like accounting, audit, clerical and legal services and totals $17,171.25. Finally, the largest expense is for a portion of the salary and benefits of a Communications Specialist position for a total of $24,000. With a total revenue projection of $100,300.00 and total expenses projected at $104,131.25 in 2025, it equates to a net loss of $3,831.25. The CVB is still determining best practices and methods for marketing the city. Therefore, the 2025 budget is meant as a guide that allows for flexibility to adapt and change as we move forward. The 2025 CVB Budget was approved unanimously, with a motion from Vice Chair Khambata 3 and a second by Director Hanson. Recommendation Approve the Cottage Grove Convention and Visitors Bureau 2025 Budget. Attachments 1. 11-26-24 CVB Agenda 2. 2025 CVB Final Budget Cottage Grove Convention and Visitors Bureau 2025 Budget Worksheet Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2024 Budget Notes Lodging Tax at 3% 3840 Lodging Tax 5,000.00$ 5,000.00$ 5,000.00$ 5,600.00$ 7,000.00$ 8,000.00$ 8,000.00$ 8,000.00$ 5,700.00$ 5,000.00$ 5,000.00$ 5,000.00$ 72,300.00$ $72,276.00 Based on a 63% occupancy rate Total Lodging Tax Revenue 5,000.00$ 5,000.00$ 5,000.00$ 5,600.00$ 7,000.00$ 8,000.00$ 8,000.00$ 8,000.00$ 5,700.00$ 5,000.00$ 5,000.00$ 5,000.00$ 72,300.00$ -$ 3324 Grants -$ $10,000.00 3574 Visitors Guide Ad Sales 4,500.00$ 4,500.00$ $5,095.00 3575 Food Truck Fest Food Vendor Payments 3,000.00$ 5,000.00$ 5,000.00$ 2,500.00$ 15,500.00$ $8,750.00 3812 Food Truck Fest Donations and Sponsors 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 8,000.00$ $2,750.00 3816 Refunds & Reimbursements -$ Total Other Revenue 4,500.00$ -$ -$ -$ -$ 5,000.00$ 7,000.00$ 7,000.00$ 4,500.00$ -$ -$ -$ 28,000.00$ Total Revenue 9,500.00$ 5,000.00$ 5,000.00$ 5,600.00$ 7,000.00$ 13,000.00$ 15,000.00$ 15,000.00$ 10,200.00$ 5,000.00$ 5,000.00$ 5,000.00$ 100,300.00$ Personal Services 4100-4144 Salary, PERA, FICA, Health Insurance 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 24,000.00$ $87,790.00 10% of salary and benefits for 2 positions Total Personal Services 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 2,000.00$ 24,000.00$ Commodities 4200 Office Supplies / Equipment -$ $120.00 4210 OP Supply - Other 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 300.00$ $240.00 Total Commodities 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 25.00$ 300.00$ Contractual Services 4300 City of Cottage Grove (5% Administration Fee)250.00$ 250.00$ 250.00$ 280.00$ 350.00$ 400.00$ 400.00$ 400.00$ 285.00$ 250.00$ 250.00$ 250.00$ 3,615.00$ $3,613.80 automatically calculated based on lodging tax 4300 Contractual Services [City of Cottage Grove (25% )]1,187.50$ 1,187.50$ 1,187.50$ 1,330.00$ 1,662.50$ 1,900.00$ 1,900.00$ 1,900.00$ 1,353.75$ 1,187.50$ 1,187.50$ 1,187.50$ 17,171.25$ $17,165.55 automatically calculated based on lodging tax 4300 Contractual Services/Professional Services 100.00$ 100.00$ 100.00$ 100.00$ 400.00$ $240.00 transcription services 4305 Website Hosting/Domain 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 140.00$ 1,680.00$ $1,380.00 4311 Postage 67.00$ 67.00$ 67.00$ 67.00$ 66.00$ 66.00$ 66.00$ 66.00$ 67.00$ 67.00$ 67.00$ 67.00$ 800.00$ $720.00 4340 Collateral Development & Printing 11,000.00$ 11,000.00$ $8,000.00 updated based on 2024 cost 4341 Social Media Advertising/Marketing Online 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 12,000.00$ $15,504.00 4341 Other Types of Advertising (Magazines, Billboard, etc)2,050.00$ 2,580.00$ 4,630.00$ $300.00 brochure program $2150, Have Fun Biking $2580 4401 Dues / Subscriptions 410.00$ 410.00$ $325.00 MACVB membership 4403 Continuing Education/Classes/Seminars 500.00$ 500.00$ 500.00$ 200.00$ 1,700.00$ $1,750.00 4434 Marketing at Local Events 125.00$ 5,000.00$ 1,300.00$ 6,425.00$ $6,625.00 Strawberry Fest, Saints Game, swag 4434 Food Truck Festival 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 20,000.00$ $13,650.00 Total Contractual Services 16,194.50$ 5,449.50$ 7,644.50$ 2,817.00$ 5,118.50$ 8,916.00$ 8,506.00$ 8,606.00$ 8,345.75$ 2,644.50$ 2,944.50$ 2,644.50$ 79,831.25$ Total Expense 16,219.50$ 5,474.50$ 7,669.50$ 2,842.00$ 5,143.50$ 8,941.00$ 8,531.00$ 8,631.00$ 8,370.75$ 2,669.50$ 2,969.50$ 2,669.50$ 104,131.25$ Net Income (6,719.50)$ (474.50)$ (2,669.50)$ 2,758.00$ 1,856.50$ 4,059.00$ 6,469.00$ 6,369.00$ 1,829.25$ 2,330.50$ 2,030.50$ 2,330.50$ (3,831.25)$ EXPENSES FINAL BUDGET Revenue Other Revenue 1 City Council Action Request 7.KK. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Rassmussen University Tuition Reduction MOU Staff Recommendation Approve the Memorandum of Understanding between Rasmussen University and the City of Cottage Grove, providing a 20% tuition reduction (corporate grant) for city employees. Budget Implication N/A Attachments 1. Council Memo-Rasmussen MOU Final 2. COT-14442 Rasmussen - Cottage Grove PD - 20% CAG - signed by Ras To: Honorable Mayor and City Council Jennifer Levitt, City Administrator From: Peter J Koerner, Director of Public Safety Date: December 3, 2024 Subject: RASMUSSEN UNIVERSITY MEMORANDUM OF UNDERSTANDING INTRODUCTION The Cottage Grove Police Department (CGPD) has recently developed a Cadet Program to recruit, hire, and train police officer candidates. Several metro law enforcement agencies currently have or are developing cadet programs to recruit talent in this very competitive hiring environment. A common recruitment tool, tuition reduction, has proven successful especially when paired with financial assistance and/or tuition reimbursement. As you know, Rasmussen University’s Law Enforcement Program is located at the HERO Center. CGPD has developed an effective relationship with Rasmussen University, and we recognize Rasmussen as a preferred institution for law enforcement education and other studies. As we were developing our cadet program, Rasmussen University offered a corporate grant, which will provide a 20% tuition reduction to all city employees. Yesterday, Captain Petersen met with Rasmussen University staff to discuss the details of this offer, and a Memorandum of Understanding (MOU) was reviewed and approved by City Attorney Korine Land. Primarily, this grant is intended to recruit and incentivize candidates in CGPD’s Cadet Program through tuition reduction. This cost savings amounting to as much as $2,000.00 would be transferred to CGPD per semester if we elect to offer financial assistance and/or tuition reimbursement. As an added benefit, all city employees are eligible for tuition reduction, which achieves a second strategic goal by promoting advanced education. This MOU required no financial obligations for the City of Cottage Grove and requires only annual communication to city employees using Rasmussen’s marketing materials to make employees aware of this benefit. To make this grant available to current and future employees of the City of Cottage Grove in January of 2025, the MOU needs to be approved and submitted by December 13, 2024. RECOMMENDATION Approve the Memorandum of Understanding between Rasmussen University and the City of Cottage Grove, providing a 20% tuition reduction (corporate grant) for city employees. V20221013 Page 1 MEMORANDUM OF UNDERSTANDING This Memorandum of Understanding (“MOU”) is entered into by and between Rasmussen College, LLC, with an address at 303 West 3rd Avenue, Ranson, West Virginia 25438 (“College”), and City of Cottage Grove, with an address at 12800 Ravine Parkway, Cottage Grove, Minnesota 55016 (“Company”). This MOU will become effective upon the date last signed between College and Company (the “Effective Date”). 1.Benefits Provided by College. a.Corporate Grant. College will provide a grant in an amount equal to twenty percent (20%) of the charges for tuition in effect as of the date of enrollment (“Corporate Grant”) to each of Company’s employees (“Employee(s)”) who, subsequent to the Effective Date, are admitted to and enrolled at College in a degree, diploma, or certificate, program (collectively “Program”) excluding any doctorate-level Program, Individual Progress, and any other Programs which College may in its sole discretion from time to time deem excluded from the Corporate Grant (together, “College Services”). College will communicate to Company the College Services available under this MOU prior to the execution of any Company Contributions as detailed in Section 2 of this MOU. b.Timing of Services. Employees admitted and enrolled in any College Services prior to the Effective Date will begin receiving the Corporate Grant at the start of the Employee’s next academic term/session. The Corporate Grant will not be applied retroactively or to any current term. No Employee will receive any credit, refund or proration for the Corporate Grant for any academic term prior to or in progress as of the Effective Date. c.Application of Corporate Grant. The Corporate Grant may be applied only to tuition and will not apply to any general or programmatic fees. College may change its tuition rates at any time in its sole discretion. Each Corporate Grant will be calculated based on the most current tuition. d.Academic Control. College is solely responsible for, and maintains all discretion with respect to, the nature of the College Services, including the offering, substitution, or cancellation of any Program and its academic and administrative requirements, which College may change or modify at any time in its sole discretion. All Employees who are admitted to and enrolled in College Services must comply with all academic and administrative requirements of College as stipulated in the Course Catalog, program- specific handbook, student code of conduct, or elsewhere. e.Student Records. Company acknowledges and agrees that College is solely responsible for maintenance and management of “education records” as defined by, and pursuant to, the Family Education Rights and Privacy Act of 1974, and any other applicable federal and state laws and regulations relating to education records. V20221013 Page 2 2.Company Contributions. a. Updates. Company agrees to work cooperatively with College to update these Company Contributions from time to time as the College Services change. b.Communications to Employees. At a minimum, Company will send an annual communication to its Employees, in a manner and format determined by the Company, that explains the availability of the Corporate Grant, based on information provided by College. All communications to Company’s Employees will be subject to College’s prior review and written approval prior to dispatch, and must include the College’s name and logo. College will provide marketing collateral to Company for communications. c.Events. In an effort to build Employee awareness of the Corporate Grant, Company agrees to host an informational presentation by College to Company’s Employees twice per year, on a schedule and in a manner and format mutually agreed upon by the College and Company. The informational presentation(s) may include, but will not be limited to, reserved space for College at a benefit fair, tabling event at Company office(s) or event(s), informational webinars, or conference calls. d.Additional Contributions. Any Company Contributions in addition to the foregoing may be agreed to from time to time between the parties in writing. 3.Terms and Conditions. a.Grant of License - College. College grants to Company a limited, nonexclusive, revocable, royalty-free license to use College’s names, logos, service marks and trademarks in Company’s marketing and other promotional materials, solely for purpose of performing under this MOU and subject to College’s prior written approval of each use. The license granted by College to Company will terminate upon the termination of this MOU. Except as stated herein, no other rights or licenses with respect to any intellectual property are granted under this MOU. b.Grant of License – Company. Company grants to College a limited, non-exclusive, revocable, royalty-free license to use Company’s names, logos, service marks and trademarks in College’s marketing and other promotional materials, solely for purpose of performing under this MOU and subject to Company’s prior written approval of each use. The license granted by Company to College will terminate upon the termination of this MOU. Except as stated herein, no other rights or licenses with respect to any intellectual property are granted under this MOU. c.Limitation of Liability. In no event will either party be liable to the other for any indirect, incidental, exemplary, special or consequential damages whatsoever (including damages for loss of profits, income or saving, or interruption of business) even if advised of the possibility of such damage. d.Confidentiality. For the purposes of this MOU, “Confidential Information” will mean all information concerning either party or any of its businesses, assets, products, services, employees, or customers (including students), or of any third party that is in V20221013 Page 3 the possession of the receiving party, that is designated as confidential or proprietary or that is customarily or legally required to be protected from public disclosure, regardless of whether such information is provided orally, in writing or other tangible form, via email or in electronic form, or is obtained through visual observation. The parties acknowledge that all Confidential Information that it receives from the other party is confidential and proprietary. The receiving party will use Confidential Information only to the extent necessary to perform the services set forth herein and for no other purpose whatsoever. The receiving party will not disclose or permit access to Confidential Information to any third party without the written consent of the disclosing party, and subject to confidentiality obligations no less stringent than those set forth herein. All Confidential Information will be returned or destroyed promptly upon termination of the MOU or upon request. e.Term and Termination. This MOU will commence on the Effective Date and continue until terminated as provided for herein (the “Term”). Either party may terminate this MOU, with or without cause, at any time, upon at least thirty (30) days prior written notice to the other party. Either party may terminate this MOU immediately upon the other party’s material breach of the terms herein. Upon the termination effective date of this MOU, Employees who continue to meet satisfactory academic progress at College, and who otherwise meet all other programmatic requirements and College guidelines, may remain enrolled at College and finish their academic program at the then applicable tuition and fee rate as listed in the College Catalog. f.Disclaimer. Neither party makes any warranty of any kind, whether express, implied, statutory or otherwise, including without limitation warranties of merchantability or fitness for a particular purpose. g.Additional Terms. Nothing in this MOU will be construed as preventing either party from entering into an agreement with other third parties for similar purpose(s) or services as set forth herein. Neither party may assign this MOU without the prior written consent of the other Party, which will not be unreasonably withheld. This MOU will be governed by and construed in accordance with Illinois law, without regard to the conflicts of law provisions thereof to the extent such principles or rules would require or permit the application of the laws of another jurisdiction. This MOU is the entire agreement between the parties on the subject matter herein, superseding all prior oral or written, agreements and communications. This MOU may only be amended, supplemented or changed in writing, signed by each party. The termination of this MOU will not release either party from any liabilities or obligations herein which remain to be performed or by their nature would be intended to be applicable following any such termination. At no time will either party hold itself out to be the agent, employee, lessee, sublessee, partner, or joint venturer of the other party. Any external communications or representations of the relationship created hereunder will be referred to as an “alliance.” As such, the parties agree that they are dealing with each other as independent contractors and this MOU does not create an agency, partnership, joint venture, or employment relationship. This MOU and all conditions and provisions hereof are intended for the sole and exclusive benefit of the parties and their respective successors and permitted assigns, and for the benefit of no other person. This MOU may be executed in multiple counterparts, each of which will be deemed to be a duplicate of the original, but all of which together will constitute one V20221013 Page 4 and the same instrument. This MOU may be executed and delivered by facsimile or other electronic signature, and any such signature will have the same force and effect as the execution of an original. IN WITNESS WHEREOF, the Parties have caused their duly authorized representatives to execute this Memorandum of Understanding as of the Effective Date. Rasmussen College, LLC By: ______________________________ Name: Dwayne Bertotto Title: Senior Vice President and Chief Operating Officer Date: December 2, 2024 City of Cottage Grove By: _______________________________ Name: Title: Date: City of Cottage Grove By: _______________________________ Name: Title: Date: 1 City Council Action Request 7.LL. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Desotec GAC Vessel Rental Agreement Staff Recommendation Approve the Vessel Rental agreement with Desotec for GAC treatment vessels at Wells 3, 8 and 10 temporary treatment plants. Budget Implication included in the budget. Attachments 1. Desotec GAC Vessel Rental Agreement Approval_2024-12-3 2. Desotec Terms and Conditions_2024 Cottage Grove To:Honorable Mayor and City Council Jennifer Levitt, City Administrator From:Ryan Burfeind, PE, Public Works Director Date:December 3, 2024 Re:Desotec GAC Vessel Rental Agreement Background Three of Cottage Grove’s temporary PFAS treatment plants utilize GAC vessels that are rented and not owned. Two of the plants, at Wells 3 and 10, have rental vessels that were setup by the MPCA during the emergency declaration of 2017. The Well 8 treatment plant was built later, and since these vessels could not be moved to a permanent facility, the same rental process was utilized. Historically, the rental vessels were owned by a company called Evoqua Water Technologies. In late 2023, Desotec acquired the GAC services and vessel rental division of Evoqua. Discussion With the vessel rental being managed by a new company, a new rental agreement is required. The rental rate for the 22 GAS vessels will remain the same, at $104,000/month. This cost is fully reimbursed through the 3M Settlement Agreement. The new vessel rental agreement has been included for approval, which has been reviewed and approved by the City Attorney. Recommendation Approve the vessel rental agreement with Desotec for GAC treatment vessels at Wells 3, 8, and 10 temporary treatment plants. DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America GENERAL TERMS AND CONDITIONS These general terms and conditions (hereinafter "General Terms and Conditions") apply without restriction in their entirety to all Agreements (as defined below) entered into by DESOTEC NV (with registered office at Regenbeekstraat 44, 8800 Roeselare, and registered with the Crossroads Bank for Enterprises under company number 0441.856.180), or by any other company of the Desotec Group (as defined below) (the relevant company of the Desotec Group hereinafter "Desotec"). By entering into an Agreement with Desotec, the Customer (as defined below) declares to have read and to understand the General Terms and Conditions in their entirety, and the Customer irrevocably agrees with the content of the General Terms and Conditions and their application to all Agreements and legal relations with Desotec . Unless otherwise agreed between Desotec and the Customer, the Customer hereby expressly and irrevocably waives any applicability of any of its own general terms and conditions, including any clause therein excluding Desotec's General Terms and Conditions. Desotec shall at all times have the right to amend its General Terms and Conditions which amended version, as it may occur, shall then apply to any and all Agreements entered into afterwards with Desotec. SECTION 1: GENERAL The provisions contained in this Section 7 "General" of the General Terms and Conditions shall apply to all Agreements with and Offers sent by Desotec, regardless of their content 1. Definitions 1.1. "Adsorption products": all products for purification of liquids, air and gases, whether or not impregnated with chemicals, as offered by Desotec. 1.2. "Agreement(s)": (i) any written agreement concluded between, and signed by, Desotec and the Customer, including, but not limited to, agreements for the sale or lease of Goods and agreements for the execution of a Project or the provision of Services; (ii) any Offer accepted by the Customer in accordance with article 3 of these General Terms and Conditions during the validity period thereof; and (iii) any Order explicitly accepted (by means of an order confirmation) by Desotec 1.3. "Customer": any party to whom Desotec supplies Goods and/or Services or for whom Desotec executes a Project. 1.4. "Desotec Group": includes Desotec NV, with registered office at 8800 Roeselare, Regenbeekstraat 44, KBO 0441.856.180 and all present and future companies affiliated or associated with Desotec NV in the sense of articles 1:20 and 1:21 of the Belgian Code on Companies and Associations. 1.5. "Filter(s)": all Desotec filters, both mobile and non-mobile, which through the application of Adsorption products serve for the purification of, inter alia, air emissions, biogas, soil, groundwater, wastewater or chemicals. 1.6. "Force Majeure": any and all circumstances beyond Desotec's reasonable control, including but not limited to fire, explosions, power outages, seismic activity, strikes, stagnation or interruptions in the supply of materials, raw and/or auxiliary materials, floods, special weather conditions, natural disasters, war, (cyber)terror, riots, occupation, governmental measures and pandemics. 1.7. "Good(s)": all goods supplied by Desotec to the Customer, including but not limited to Filters, Adsorption products, peripheral equipment (pumps, pipes, switch boxes, etc.), and all related products. 1.8. "Intellectual Property Rights": all intellectual property rights, registered or unregistered, including but not limited to trademarks, copyrights, design rights and patents, including but not limited to prosecution, registration and enforcement rights. 1.9. "Large Filters": Filters with a usable volume of > 3 m3 1.10. "Offer": a written offer by Desotec to supply a Good or Service, or to execute a Project. 1.11. "Order(s)": a (written) order of the Customer to supply a Good or Service, or to execute a Project. DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America 1.12. "Project(s)": all projects whereby Desotec delivers customised work in the form of delivery of Goods and Services on behalf of the Customer. 1.13. "Service(s)": the various services Desotec, or parties appointed by Desotec, provides or provide to the Customer, including but not limited to installation services and customised work. 1.14. "Small Filters": Filters with a usable volume of ≤ 3 m3 1.15. "Working Days": all days other than Saturdays, Sundays and legal public holidays 2. Applicability 2.1. These General Terms and Conditions, together with the content of the Agreement, govern the legal relationship between Desotec and the Customer, with the express exclusion of any general terms and conditions of the Customer. 2.2. In case of inconsistency between these General Terms and Conditions and any Agreement between Desotec and the Customer, the provisions of the Agreement shall prevail. 2.3. Deviations from these General Terms and Conditions or from any Agreement between Desotec and the Customer are ineffective without the explicit prior written agreement between Desotec and the Customer. All prior communications, representations, understandings, or agreements, whether written or oral, within the scope of the subject matter of these General Terms and Conditions are hereby superseded. 3. Offer 3.1. The sending of catalogues, price lists, price estimates, brochures, advertising messages, newsletters and/or any information on the Desotec website shall not be regarded by the Customer as an offer to contract from Desotec. The conditions set out in and more general the contents of the aforementioned catalogues, price lists, etc. may at any time be adjusted by Desotec at its full discretion, without prior notice to the Customer. 3.2. Unless explicitly stated otherwise, all price indications and price estimates included or mentioned in any Offers, catalogues, price lists, price estimates, brochures, advertising messages, newsletters and/or on the Desotec website are always indicative on Desotec's part and do not bind Desotec in any way whatsoever and can be subject to change. 3.3. Furthermore, price indications and price estimates included in any Offer are merely based on information and data provided by the Customer assuming that these are correct. They are only binding on Desotec upon receipt by Desotec of a written acceptance of the relevant Offer by the Customer (pursuant to the signature thereof by the Customer or confirmation of acceptance by the Customer by letter, fax or email within the validity period of the Offer) (hereinafter the "Confirmation"), without prejudice however to what is set out below. Also any price indications and price estimates included in any Orders shall only bind Desotec upon receipt by the Customer of a written confirmation by Desotec of the Order concerned (by letter, fax or e -mail) (hereinafter also the "Confirmation"), without prejudice however to what is set out below. Nevertheless, Desotec reserves the right to, even after Confirmation, adjust the prices stated in any Agreement, Offer or Order (or Confirmation thereof by Desotec) (i) in the event of modification of the information or data provided by the Customer, or if such information or data would be incorrect or incomplete; (ii) if prices of the goods purchased by Desotec from third parties would increase or such goods would (temporarily) be unavailable; and/or (iii) in the event of an increase in labor costs, social security contributions, taxes, the price of raw materials, materials and/or transport costs, energy prices or, more generally, the prices of any goods or services purchased by Desotec, whereby the price increase by Desotec, as it may occur, shall be in reasonable proportion to and take into account the price increase concerned. In addition, Desotec reserves the right to correct material errors in any Agreement, Offer, Order or Confirmation. Prior to the adjustment of any price stated in any Agreement, Offer or Order, Desotec shall provide written notice to Customer of the anticipated price adjustment. Customer may immediately terminate any Agreement, Offer or Order upon written notice delivered to Desotec after notice is received of a price adjustment by Desotec. 3.4. Offers are at all times revocable by Desotec up to the moment of Confirmation by the Customer. Offers are valid (subject to modification or revocation) for one (1) month as from the Offer date, unless explicitly stated otherwise in the Offer. DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America 4. Execution and performance 4.1. The Customer acknowledges that the (end) result of the process the Goods and/or Services are used for by the Customer or of the Project, as well as their efficiency, running time and purification level of the Goods and the customized work under any Project, depend on multiple factors characteristic for and/or attributable to the Customer, third parties and/or external factors (including a.o. the environment where the Goods or customized work is installed or set up), or other factors, which are not attributable to or always foreseeable by and/or within the control of Desotec. 4.2. Any and all numerical values and indicative values (including, but not limited to, values relating to the running time or purification level of the Goods and/or the customized work under any Project or to the result or efficiency thereof) indicated in any Agreement or related documents (such as emails, calculations, tests, analyses or documents relating to the Goods/the Project or any pilot versions) are at all times merely indicative and non- binding values and estimates, based on the information and data provided by the Customer and on several assumptions and presumptions made by Desotec in the relationship with the Customer. They do not imply in any way whatsoever, either explicitly or implicitly, any warranty with regard to the Goods or the customized work under the Project, including, but not limited to, the result or the efficiency of the Goods or the customized work or with regard to the running time or purification level thereof and such warranty is never provided by Desotec. As a result, the Customer shall not hold Desotec liable in any way whatsoever for not achieving any particular result or efficiency. 5. Price 5.1. Any and all prices are always expressed in United States dollars and exclusive of taxes, duties and costs of any kind whatsoever, including import duties and any other costs or charges related to custom clearance, unless explicitly stated otherwise. 5.2. Any communicated prices for Goods, Services and/or Projects, are exclusive of transport costs, unless indicated otherwise. 5.3. Desotec reserves the right to, if an Agreement comprises several Goods, Services and/or Projects, to execute and invoice each part thereof separately. 6. Payment 6.1. Unless explicitly stated otherwise in the Agreement and without prejudice to what is stipulated in the second paragraph of this Article 6.1, all Desotec invoices are payable within a period of thirty (30) days of the invoice date. In the event however of a change, at any time, in the customer's solvency or creditworthiness (e.g. payment issues experienced by Desotec, cancellation of the Customer's credit limit by Desotec's credit insurance ...), as assessed and determined by Desotec based on its own discretionary judgement, Desotec shall have the right to impose other payment conditions (e.g. partial or full payment upfront, deposit contract, etc.) in deviation of the above and/or of what is stipulated in the Agreement. Prior to the adjustment or deviation of any payment condition stated in any Agreement, Offer or Order, Desotec shall provide written notice to Customer of the anticipated adjustment or deviation. Customer may immediately terminate any Agreement, Offer or Order upon written notice delivered to Desotec after notice is received of an adjustment or deviation of any payment conditions by Desotec. 6.2. Protest of any Desotec invoice must reach Desotec by registered mail within fifteen (15) calendar days from the invoice date. After the aforementioned period of fifteen (15) calendar days, the Customer is no longer entitled to protest the invoice concerned, and the Customer shall pay the relevant invoice in accordance with Articles 6.1 and 6.2. 6.3. In the event of non-payment by the Customer of the invoice on the due date, the Customer shall be charged default interest on the outstanding amount at the rate of eight (8) per cent on an annual basis, as from the day following the due date up and until full payment. If the period of non-payment is less than one (1) year, this interest shall be calculated on a pro rata temporis basis. In addition, in the aforementioned case, the Customer shall, with prior notice being required, have to pay to Desotec a fixed compensation of ten (10) percent of the outstanding amount with a minimum of one hundred twenty-five (125) USD per invoice, even if a grace period was granted and without prejudice to Desotec's right to claim higher compensation. 6.4. Furthermore, in the event of non-payment by the Customer of any invoice on the due date, Desotec reserves the right, with prior notice of default, to halt any and all further deliveries, leases and/or other Services to or DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America commitments regarding Goods and/or Projects with respect to this Customer until full payment by the Customer to Desotec of all amounts owed, and reserves the right to collect all Goods previously delivered to the Customer and charge all costs associated with the take-back of the Goods to the Customer. The Customer explicitly agrees not to obstruct Desotec's exercise of its right of retention, and to grant Desotec access to the site where the Goods are located. 7. Cancellation 7.1. Any Order may only be cancelled by the Customer in writing prior to the delivery of the Goods or Services to the Customer. In case of cancellation of any Agreement by the Customer, the Customer shall owe Desotec compensation for all internal and external costs incurred by Desotec, without prejudice to what is stipulated in article 30 of these General Terms and Conditions regarding cancellation of an Agreement with respect to the lease of Goods. 8. Delivery 8.1. Unless explicitly stated otherwise in the Agreement, any and all delivery and execution projections communicated are merely indicative and non-binding estimates. They do not imply any guarantee whatsoever on Desotec's part regarding effective delivery or performance times. The Customer acknowledges that the effective delivery/performance of the Goods/Services and/or Projects depends on, and is influenced by, a multitude of internal (e.g. the availability of the Goods, grouped deliveries, etc.) and external (e.g. the environment where the Goods are to be placed, accessibility factors, etc.) factors that cannot always be controlled by Desotec. 8.2. Unless explicitly agreed otherwise and except for any deviation in these General Terms and Conditions as it may occur, delivery of Large Filters shall be "DPU (Delivered at Place Unloaded)" (lncoterms 2020). The risk of loss, damage or destruction of the Large Filters shall pass to the Customer as from the moment the Large Filters are delivered to the Customer and unloaded, unless explicitly agreed otherwise. 8.3. Unless explicitly agreed otherwise and except for any deviation in these General Terms and Conditions as it may occur, delivery of all other Goods (other than Large Filters) shall be "OAP (Delivered at Place)" (lncoterms 2020). The risk of loss, damage or destruction of such Goods (other than Large Filters) shall pass to the Customer as from the moment the Goods are delivered to the Customer, without having already been unloaded, unless explicitly agreed otherwise. 8.4. Should Customer or its designee not be present at the agreed delivery address and time, making delivery of the Goods impossible, the costs of a second displacement shall be additionally invoiced. 8.5. Desotec sells and leases the Goods in the condition they are in. 9. Conformity and visible defects 9.1. Any visible defects and established non-conformity of the delivered Goods and/or the (customized work in any) Project must be communicated to Desotec in writing no later than ten (10) Working Days after delivery/commissioning including a detailed statement of the established non-conformity and/or visible defects. 9.2. If no non-conformity or visible defects of the delivered Goods and/or the (customized work under any) Project are communicated to Desotec within the aforementioned term, then the Customer shall be deemed to have accepted the delivered Goods and/or the (customized work under the) Project without reservation, and any claim in this respect on the account of the Customer shall be deemed waived. 9.3. If the Customer detects a non-conformity or visible defects, the Customer may under no circumstances start to use and/or put into operation the delivered Goods and/or the (customized work under any) Project. 9.4. In case of partial non-conformity or defective delivery, the Customer may only return the allegedly defective or non-conforming quantity/Goods and under no circumstances the entire delivery, unless the partial non - conformity or defective delivery effects the overall function of the Goods. 10. Hidden defects 10.1. Desotec's liability for any hidden defects in the Goods delivered by Desotec and/or the (customized work under any) Project is limited to hidden defects that appear within six (6) months from delivery of the Goods or DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America commissioning of the (customized work under any) Project (hereinafter the "Warranty Period"). In any case, any hidden defects must, under penalty of forfeiture of rights, at all times be notified in writing to Desotec immediately and at the latest within fifteen (15) days after the defect has been detected by the Customer or after the Customer should reasonably have detected the defect, and in any case within the aforementioned period of six (6) months following delivery of the Goods and/or commissioning of the (customized work under the) Project. The notification should contain a detailed description of the hidden defect. 10.2. The Customer bears the burden of proof for any complaint regarding hidden defects. 10.3. If the Customer's complaint is well-founded, determined in Desotec's sole discretion, Desotec's obligations shall be limited exclusively to what is stipulated in article 12 .3, without Desotec being liable to pay the Customer any additional (form of) compensation. If Desotec proceeds to replace or repair the Goods, this shall not imply any acknowledgement of a defect or any liability on the part of Desotec. 10.4. Under no circumstances shall Desotec be liable for hidden defects resulting from, or relating to, the occurrences, situations or damage cases specified in article 12.2. 10.5. Furthermore, the Customer cannot refuse other, non-substantial, alterations that do not affect the functionality and operation of the Goods and/or the (customized work under any) Project. Such alterations cannot be considered (visible or hidden) defects. 10.6. If the Customer discovers hidden defects, the Customer may under no circumstances start to use and/or put into operation the Goods and/or (customized work under the) Project nor continue any use and/or operation thereof. 10.7. Complaints regarding hidden defects suspend the Customer's payment obligation. 11. Obligations of the Customer 11.1. The Customer undertakes to fill the Filters only with Desotec's Adsorption products and acknowledges that the Filters are not suitable to be filled with any other third party products. 11.2. Without prejudice to article 22, immediately upon delivery of the Goods the Customer shall ascertain whether the correct Goods have been delivered. 11.3. Unless explicitly stated otherwise in the Agreement and except for the handling of Small Filters in order to unload respectively load such Small Filters and put them in place at their ab initio envisaged location upon delivery respectively move them from said location to the truck with a view to loading upon collection thereof, only (a carrier acting on behalf of) Desotec is entitled to move or transport Filters, including moving or transporting them after delivery, on or outside the Customer's premises. The Customer is not entitled to move the Filters itself or use delivered Filters at locations (or for purposes) other than those provided for in the Agreement, without the express and written prior consent of Desotec. If Desotec allows the Customer to move Filters, this shall be done by means of a trailer or other means of transport supplied or explicitly approved in writing by Desotec, and in accordance with the rules of good practice and the directions and instructions of Desotec. As it may occur, the Customer undertakes to obtain the instructions of Desotec before actually moving the Filters. 11.4. In the event of collection or exchange of a Filter or other Good by Desotec (or a carrier acting on behalf of Desotec) at the Customer's premises or at a location designated by the Customer, the Customer shall be responsible for identifying the specific Good(s) to be collected or exchanged to Desotec (and/or the carrier). In case of wrong indication or no indication by the Customer, Desotec shall not be liable for the collection or exchange of wrong Good(s). 11.5. Customer shall defend, indemnify, and hold harmless Desotec and its members, managers, officers, directors, employees, parent companies, subsidiaries, and affiliated companies or enterprises from and against any and all claims, actions, causes of action, rights, judgments, allegations, demands, obligations, suits, expenses, penalties, losses, costs, attorney's fees, damages, and liabilities arising out of or resulting from any third party claims relating to Customer's use of the Goods. 11.6. The Customer shall be solely responsible to obtain in a timely manner any and all permits necessary for the execution of the Agreement, including but not limited to environmental and urban development permits. The Customer is also solely responsible to verify whether the Goods can be delivered and used in their standard design, and, if this is not the case, to notify Desotec of any possible difficulties in this respect (e.g. due to the localization of the Customer in an area with increased risk of seismic activity). DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America 12. Liability 12.1. The Customer acknowledges and accepts that, in general, all obligations of Desotec vis-a-vis the Customer are obligations of means (i.e. supplying the Goods according to their respective technical datasheets), unless explicitly stated otherwise in the Agreement. 12.2. Except in the event of acts of gross negligence, fraud or willful misconduct of Desotec or a fault which affects the life or physical integrity of the person, Desotec shall under no circumstances be liable for: • Claims by third parties (including any governmental authority) against the Customer based on the Customer's non-compliance with any legal provisions, including but not limited to environmental, spatial planning and safety legislation, or due to the lack of permits; • The result or efficiency of the Goods, Services and/or the (customized work under any) Project, or of the process the Customer uses the Goods, Services and/or the (customized work under any) Project for, including but not limited to capacity deviations, deviations in the purification level, deviations in the running time or deviations in the level of security compared to the values referred to in any relevant Agreement(s) • Damage caused by Goods and/or the (customized work under any) Project put into operation by third parties, or which have been adjusted, treated, processed or manipulated by the Customer or third parties without the prior explicit handwritten consent of Desotec; • Damage caused by incorrect, improper, incomplete, untimely, negligent, abnormal and/or unauthorized use, repair or maintenance of the Goods, Services and/or (customized work under any) Project by the Customer, by the users at the Customer's premises, by persons for whom the Customer is responsible or by third parties; • Damage resulting from wear and tear of the Goods and/or the (customized work under the) Project or (internal or external) chemical influences; • Damage resulting from the environment, the area and/or the circumstances the Goods and/or the (customized work under the) Project are, according to Customer's choice, installed in (e.g. installation in earthquake prone areas or in areas with an increased risk of seismic activity); • Intangible, indirect or consequential damages including but not limited to loss of profits, loss of turnover, production limitations, administration costs, labor costs, increase of overhead or general costs, reputation damage, loss of clientele, loss of data or claims of third parties. 12.3. In the event of a defective Service, Good and/or (customized work under any) Project, Desotec shall only be obligated to: (1) credit the relevant (partial) invoices relating to (the relevant part of) the defective Service, Good and/or (customized work under any) Project; (2) redeliver (the relevant part of) the defective Service, Good and/or (customized work under any) Project at no additional cost; and/or (3) repair or replace (the relevant part of) the defective Service, Good and/or (customized work under any) Project at no additional cost. 12.4. Without prejudice to the foregoing provisions and limitations, Desotec's liability shall in any event at all times be limited to a maximum equal to Desotec's insurance coverage (Col available upon demand). 13. Force Majeure 13.1. Desotec shall under no circumstances be liable for damage caused by non-execution or the non-timely execution of any Agreements, if this is reasonably impossible for Desotec due to Force Majeure. 14. Intellectual Property Rights 14.1. Unless explicitly stated otherwise in the Agreement, all Intellectual Property Rights relating to the Goods and/or Services and/or created in execution of its commitments under any Projects, including designs, studies, models, drawings, plans, prototypes, samples, scale models, data, and/or any other preparatory documentation, remain at all times the exclusive property of Desotec, even if they were developed at the request of the Customer. The Customer shall only acquire a personal, non-exclusive, non-transferable and non-sublicensable right of use for the purposes of the Customer's own activity, on the Goods or the customized work delivered under the Project, including the plans, drawings and other preparatory documents, for the entire duration of the Intellectual Property Rights concerned. Under no circumstances may the Customer (re)use plans, drawings or other preparatory documents, for other projects (alone or with third parties), without the prior, express and written consent of Desotec. 14.2. The sale or lease of Goods or Services to the Customer (including sale or lease in the context of a Project) shall not in any way constitute a transfer of Desotec's Intellectual Property Rights with respect to the Goods and/or Services to the Customer. 14.3. The Customer is prohibited from reproducing, adapting, modifying, reverse engineering or copying the DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America Goods and/or Services, or parts thereof, in any way whatsoever, or from permitting or encouraging such actions, or in any other way infringing upon Desotec's Intellectual Property Rights or committing any other act as a result of which those Intellectual Property Rights or the value thereof could be affected or negatively influenced in any way . In connection therewith, the Customer is also not permitted to open any Desotec Filters without the express prior written consent of Desotec and/or to disassemble any Goods for the purpose of reverse engineering. 14.4. Upon Desotec's request, the Customer shall return to Desotec any and all designs, studies, models, drawings, plans, prototypes, samples, scale models, data, and/or any other documents provided to the Customer. 14.5. If the manufacturing, installation, adjustment or integration of Goods takes place on the basis of or pursuant to drawings, plans and/or data supplied by the Customer, the Customer guarantees that these drawings, plans and/or data do not infringe upon the Intellectual Property Rights of third parties. The Customer shall defend and indemnify Desotec for and against any and all claims based on any infringement of the Intellectual Property Rights of third parties relating to these drawings, plans and/or data. 14.6. The Customer shall immediately notify Desotec in writing if it becomes aware of any pending or threatened infringement of Desotec's Intellectual Property Rights. 15. Confidentiality 15.1. The Customer and Desotec respectively undertake to keep secret any and all data and information received from the other party, of which the Customer or Desotec respectively knows or should reasonably know that they are of a confidential nature (hereinafter "Confidential Information"), and to only use the same for the purposes of executing the Agreement, as long as the Confidential Information reasonably remains confidential. The party receiving the Confidential Information shall only use it for the purpose it has been provided for. Compliance with any applicable state confidentiality regulations shall be the sole responsibility of the respective party. 15.2. The Customer acknowledges that in some cases, certain information relating to the Goods, Services and Projects communicated by Desotec to the Customer may be deemed to be Confidential Information and trade secrets of Desotec under applicable Customer data practices and data privacy requirements. If Customer is required, or anticipates that it will be required, to disclosure any con fidential or trade secret information under any applicable data practices and data privacy regulations which Customer is subject to, Customer shall, at its earliest possible opportunity, provide written notice to Desotec so a s to give Desotec a reasonable opportunity to demonstrate how the requested information is confidential or trade secret data, to secure a protective order or to take other actions they deem appropriate. 16. Termination 16.1. Termination by the customer, Customer shall be entitled to terminate the Agreement, with immediate effect, if Desotec fails to cure a defective or non-conforming Good or Service in accordance with Section 12.3 within 60 days of receiving written notice of the defective or non-conforming Good or Service from Customer. In the event of such termination, Desotec shall not be liable for any costs, expenses, or charges incurred by Customer in procuring a replacement of the non-conforming Good or Service from a third party, nor shall Desotec be liable for any other costs, expenses, or charges incurred by Customer in connection with its termination of the Agreement. Such termination shall also be subject to the additional rights and obligations set forth in Section 30. 16.2. Termination by Desotec, Desotec shall be entitled to terminate with immediate effect, without prior notice of default and without judicial intervention, the Agreement with the Customer at Desotec's sole discretion, in the following cases: I. The Customer fails to materially comply with any other term or obligation set forth in the Agreement and/or these General Terms and Conditions. Ill. In the event of events or circumstances which make a normal commercial relationship with the Customer unworkable for Desotec and/or as a consequence of which Desotec can no longer be reasonably expected to maintain a normal commercial relationship with the Customer, taking into account, inter alia, the policies applicable within the Desotec Group (such as, for example, the discovery of fraudulent practices of the Customer or within the group the Customer belongs to, or other malpractices such as, for example, environmental infringements, the discrediting of (certain executive officers active within) the Customer or the group the Customer belongs to, etc.) In the event that Desotec determines that the customer has engaged in fraudulent or unethical business practices. IV. The Customer is in a state of bankruptcy, receivership, liquidation, judicial reorganization, dissolution or cessation of the activity to which the Agreement pertains, or the Customer is faced with a seizure, a request for judicial reorganization or any other fact indicating the imminent insolvency of the Customer. 17. lmprevision DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America 17.1. Should a fundamental change in the economic circumstances have as a consequence that the execution of any Agreement implies an unreasonable or disproportionate burden on Desotec, the Parties shall consult with each other to agree on a fair adjustment of the Agreement, without prejudice to Desotec's right to invoke the provisions of article 3.3, if relevant. 17.2. Furthermore, should economic or commercial circumstances make delivery of a certain Good reasonably impossible or unworkable (e.g. as a result of supply chain problems), Desotec shall always be entitled, but without obligation and without prejudice to the right to invoke the provisions of article 17.1 above or article 3.3, to deliver an alternative Good, if necessary, which essentially meets the same product conditions and is of the same general quality as the Good initially provided for in the Agreement, without requiring Customer's prior consent. 18. Languages 18.1. In case of any discrepancy between the English and any other language versions of these General Terms and Conditions, the English language version shall prevail. 19. Severability 19.1. If any provision (or part thereof) of the Agreement, including these General Terms and Conditions, is determined to be unenforceable or contrary to any provision of mandatory law, this shall not affect the validity and enforceability of the other provisions of the Agreement, including these General Terms and Conditions, or the validity and enforceability of that part of the provision in question that is enforceable or does not conflict with a provision of mandatory law. As it may occur, the parties shall negotiate in good faith to replace the unenforceable or conflicting provision (or part thereof) with an enforceable and legally valid provision that most closely matches the purpose and intent of the original provision. 20. No waiver of right 20.1. If, in the event of non-performance or improper performance of one or more obligations by the Customer, Desotec does not immediately react or does not immediately and explicitly claim proper performance or any other right arising from these General Terms and Conditions, the Agreement or the law, this does not imply any waiver or renouncement of Desotec's right to invoke the non-performance, improper performance and/or improperly performed obligation( s) on the part of the Customer later on. 21. [INTENTIONALLY BLANK] Section 2: SALES The provisions contained in this section 2 supplement the provisions of section 1 "General" of the General Terms and Conditions and apply to all sales of Goods by Desotec to the Customer. Should any provisions in this section 2 "Sales" deviate from the provisions in section 1 "General", the provisions in this section 2 "Sales" shall prevail. 22. Retention of title 22.1. Ownership of the sold Goods shall only pass to the Customer after full payment of the relevant invoices, including payment of the agreed price, costs, interests and any damages. 23. Destination of the Goods 23.1. The Customer is solely liable for the specific use by the Customer of the purchased Goods and/or the purposes for which the Customer uses these Goods, regardless of whether Desotec was (or should have been) aware thereof. Consequently, Desotec shall in no way whatsoever be liable for the specific use the Customer makes of the purchased Goods. Section 3: LEASE The provisions contained in this section 3 "Lease" supplement the provisions of section 1 "General" of the General Terms and Conditions and apply to all leases of the Goods by Desotec to the Customer. Should any provisions in this section 3 "Lease" deviate from the provisions in section 1 "General", the provisions in this section 3 "Lease" shall prevail. 24. Price and lease term 24.1. The lease prices and lease period are indicated in the Agreement with Desotec. The indicated lease prices do not include the consumption of Adsorption Products. 24.2. Unless explicitly stated otherwise in the Agreement, the lease period commences on the day the leased Goods are delivered in accordance with article 8. The lease of Goods is per calendar day, unless explicitly stated DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America otherwise in the Agreement. The lease term ends on the day the leased Goods are loaded undamaged on the truck of Desotec (or the carrier acting on behalf of Desotec) upon collection thereof, unless explicitly agreed otherwise in the Agreement. 24.3 If no lease term is indicated in the Agreement or in case of lease for an indefinite period of time, the lease may be terminated by Desotec or the Customer upon providing a one (1) month written notice to the other party. 25. Leased Goods 25.1. The leased Goods shall at all times remain the exclusive property of Desotec. The Customer shall not transfer, re-rent or sublet the leased Goods to a third party, or otherwise put the same at the disposal of any a third party in any other way whatsoever or to pledge them or grant any other form of security with regard to the leased Goods, whether free of charge or against payment, without the prior, express, written consent of Desotec. Even if Desotec consents to any re-rent or sub-letting or any other form of putting at the disposal of any third party by the Customer, the Customer shall at all times remain jointly and severally liable with such third party to Desotec for all obligations set forth in the Agreement. In this context, the Customer also undertakes to ensure that such third party shall always be bound by conditions that offer (at least) the same guarantees for Desotec as those provided for in the present General Terms and Conditions and in the Agreement between the Customer and Desotec. 25.2. In general, the Customer shall in all circumstances, by all means and at his own expense, respect and have respected Desotec's ownership rights with respect to the leased Goods. 25.3. All leased Goods are suitable for lease. Desotec provides the specifications of the Goods to be leased as accurately as possible. However, these specifications are not binding on Desotec and deviations can never be a ground for any compensation of the Customer, suspension by the Customer of its payment obligation or dissolution of the Agreement by the Customer. Article 4 shall apply in full to all leased Goods. 25.4. The Customer may not use the rented Goods at any time at any other locations or for any other purposes than provided for in the Agreement, except with the prior, express and written consent of Desotec. 25.5. Unless explicitly stated otherwise in the Agreement, operation and maintenance of the leased Goods on site are not included in the price. 26. Obligations of the Customer 26.1. During the lease period, the Customer shall use the leased Goods with due diligence in accordance with their nature and purpose, which includes , among other things, that the Customer shall read the manual and any instructions before using the leased Goods and shall at all times carefully observe all user instructions issued by Desotec. 26.2. The Customer is obligated to regularly check the quality of the leased Goods. Upon detecting any defects, damage or reduced functionality of the leased Goods, the Customer shall immediately cease all use of the Goods, unless explicitly agreed otherwise in writing by Desotec . 26.3. In case of defects, damage or reduced functionality of the leased Goods, the Customer shall immediately notify Desotec in writing. Only Desotec is entitled to repair the leased Goods or have them repaired. Repair of any leased Good by the Customer is only possible after prior, explicit and written consent of Desotec. As long as the leased Goods are not returned to Desotec in their original condition, the lease (price) shall continue to accrue, unless explicitly agreed otherwise in writing. 26.4. In the event of repair, the Customer cannot claim suspension, breach or dissolution of the Agreement, nor any form of compensation for the duration of the non-use or disuse of the leased Goods. 26.5. Desotec is entitled to inspect the leased Goods at any time, without the Customer being entitled to oppose to this. The Customer undertakes to grant Desotec, or its representative, all necessary access and assistance to carry out this inspection. 26.6. Each mobile Filter must be exchanged at least once a year, as to allow Desotec to regularly inspect its mobile Filter fleet inside and out, in order to fully comply with its own quality and safety standards, and in order to be able to carry out proper maintenance and, if necessary, proper repairs. 26.7. The Customer is solely responsible for integrating the leased Goods into its process, whereby the DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America Customer must take into account all operating limits of the leased Goods. 26.8. The Customer undertakes not to make any adjustments to the Goods, to respect the Intellectual Property Rights vested in the Goods and to use the leased Goods only for professional purposes and for the initially intended use as notified by the Customer to Desotec within the framework of the Agreement. 26.9. The Customer, as custodian-holder of the Goods, shall bear the entire risk with regard to the leased Goods, from the day of delivery, during the entire lease period up and until return thereof to Desotec, both towards any third party and towards Desotec, for any physical, material or nonmaterial damage caused directly or indirectly by (the use of) the leased Goods by the Customer, whatever the cause thereof may be. The Customer shall indemnify and hold Desotec harmless from any claims made by third parties with respect to the leased Goods. 26.10. From delivery of the leased Goods up and until return thereof to Desotec, the Customer is solely responsible for the risks of damage, theft, loss and partial or total destruction of the leased Goods, whatever the cause thereof may be, even in case of pure coincidence or Force Majeure. 27. Insurance 27.1. Desotec recommends the Customer to subscribe, prior to delivery and up and until return of the Goods, an appropriate insurance policy (including legal assistance) with a first rate insurance company, adapted to all risks, including breakage, material damage, bodily harm, fire, storm damage, vandalism, theft, explosion, implosion, etc., that (may) be associated with (the use of) the leased Goods and this, as far as the Filters are concerned, with a minimum insurance value of: i. for Mobicon 2000G5 Filters: 90 kUSD/filter and for other Small Filters: 35 kUSD/filter ii. for Mobicon GS Filters: 250 kUSD/filter and for other Large Filters: 130 kUSD/filter All premiums, miscellaneous costs, taxes, or exemptions relating to these insurances are at the expense of the Customer. 27.2. Any insurance taken out by the Customer in respect of the leased Goods shall in no way limit or exclude the Customer's liability towards Desotec. Conversely, the Customer bears the full risk, with regard to both third parties and Desotec, of not possessing adequate insurance. 28. Return of Goods 28.1. At the end of the lease period, the leased Goods shall be returned to Desotec undamaged and cleaned. "Cleaned" shall mean, as the case may be, either the cleaning of the exterior only in case Desotec takes back the Adsorption products, or the cleaning of the exterior and interior in case Desotec does not take back the Adsorption products. 28.2. In case of lack of cleaning or in case of damage, any and all costs (working hours and goods and materials used) for cleaning, repair or other work to be carried out by Desotec shall be fully borne by the Customer and will be invoiced to the Customer by Desotec. 29. Miscellaneous 29.1. Should a third party seek to attach or otherwise encumber the leased Goods for any reason, the Customer shall (i) notify Desotec thereof immediately, (ii) notify the party levying the attachment or encumbrance that the leased Goods belong to Desotec, and (iii) defend and safeguard the rights of Desotec. 29.2. In the event of an assignment, transfer, or pledge of any portion of the Customer's business, the Customer shall make all necessary arrangements to ensure that the leased Goods are not included in the assignment, transfer, or pledge, and that Desotec's ownership rights with respect to the leased Goods is notified timely to the assignee, transferee, or pledgee in due time. 29.3. In case the leased Goods are placed in a room, building or on a site not belonging to the Customer, the Customer shall inform the owner of the room, building or site by registered letter of Desotec's ownership rights with respect to the leased Goods, and this before delivery of the leased Goods. Desotec reserves the right to notify the owner itself. 29.4. Desotec may not assign this Agreement, in whole or in part, nor any rights or obligations hereunder without the prior written consent of the Customer provided , however, Desotec may assign its rights and obligations under these terms to its affiliates or in connection with the sale or transfer of the Desotec’s business without C u s t o m e r ’ s consen t. Desotec shall provide written notice to Customer prior to such assignment that occurs without consent. DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America 30. Cancellation or termination of the Agreement 30.1. In the event of termination of the Agreement by Desotec or the Customer, all outstanding amounts (including, but not limited to, the outstanding lease fees) shall become due and payable within thirty (30) days and the Customer shall, at its own expense, return the leased Goods to Desotec, with the exception of Filters, which Desotec shall (unless otherwise agreed in writing) take back or collect itself at the expense of the Customer. Should the Customer not return the leased Goods promptly and voluntarily Desotec shall be entitled to take back or collect the leased Goods and at the expense of the Customer. 30.2. If the Customer has entered into several lease Agreements with Desotec, there shall be indivisibility between all of these Agreements, so that the Customer's cancellation of or the termination or dissolution at the Customer's charge or due to Customer's shortcoming of one of these Agreements, may, up to the sole choice and discretion of Desotec, by operation of law entail the cancellation of all other Agreements (in which case the provisions of this article 30 shall apply). Section 4: PROJECTS The provisions contained in this section 4 "Projects" supplement the provisions of section 1 "General" of the General Terms and Conditions and apply to all Projects carried out by Desotec for the Customer. To the extent that Projects also include a purchase and/or lease agreement, the provisions of section 2 "Sales" and/or section 3 "Lease" shall apply to the respective Agreements together. If Should any provisions in this section 4 "Projects" deviate from the provisions in other sections, the provisions in this section 4 "Projects" shall prevail. 31. Obligations of the Customer 31.1. The Customer guarantees that all information made available and provided by it to Desotec in connection with the Project, including but not limited to drawings, plans, production data, dust type, dust concentration, air flow rates, etc., is correct and specific for the Project to be executed. Under no circumstances shall Desotec be held liable for any damage resulting from incorrect information made available to Desotec by the Customer. 31.2. The Customer undertakes to inform Desotec in writing prior to commencement of the Project of all applicable company-specific regulations that are or may in any way be relevant in the context of the Project. 31.3. The Customer is exclusively responsible for obtaining in a timely manner any and all permits necessary for the execution of the Project, including but not limited to environmental and urban development permits. 31.4. The intervention of any third parties, other than third parties appointed by Desotec, in the delivery or execution of the Project shall always be under the exclusive responsibility and liability of the Customer. 32. Obligations of Desotec 32.1. Desotec undertakes to carry out the performance of the Project to the best of its ability. The Customer acknowledges and accepts in accordance with Article 12.1 that Desotec's commitments are obligations of means (and not of result), unless explicitly stated otherwise in the Agreement 33. Additional works 33.1. Any additional works, i.e. all work not expressly mentioned in the Agreement, will be executed at stage prices, as stated in the Agreement or, by lack thereof, as communicated by Desotec to the Customer. 34. Subcontracting 34.1. Desotec shall be entitled to call upon subcontractors of its choice for the fulfilment of its obligations under the Projects. The Customer shall grant all subcontractors of Desotec access to its premises and buildings in accordance with the arrangements made with Desotec. DESOTEC0 Sustainable mobile filtration solutions us DtsotecUSLLC 118 Park Road, Darlington, Pennsylvania, 16115 United States of America CITY OF COTTAGE GROVE _________________________________ _________________________________ Myron Bailey, Mayor Purchase Order Number Tamara Anderson, City Clerk ______________________ _____________________ ______________________ _____________________ ____________________ ______________________ _____________________ ____________________ Billing Address Site Address Site Contact Name/Person DESOTEC ______________________ Mathias Meersseman, CEO Desotec US LLC The proposal, quoted price and terms & conditions herein are acknowledged and accepted by: 1 City Council Action Request 8.A. Meeting Date 12/4/2024 Department Finance Agenda Category Action Item Title Approve Disbursements Staff Recommendation Approve disbursements from 11-15-2024 through 11-28-2024 in the amount of $2,716,222.73. Budget Implication N/A Attachments 1. Expense Approval Report 12-04-2024 - Council Meeting 2. Payroll Check Register 12-04-24 Council Meeting 11/26/2024 9:43:38 AM Page 1 of 34 Expense Approval Report Cottage Grove By Vendor Name Payment Dates 11/15/2024 - 11/28/2024 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN00805 - 3M GBN8981 2,945.00943134109911/25/20242259253M GBN8981 ELECTRO CUT/BROWN,BLUE,BLACK,WHI TE/TAPE-SIGNS 212.63943134759811/25/20242259253M GBN8981 REFLECTIVE SHEETING/WHITE - SIGNS 447.13943136308011/25/20242259253M GBN8981 ELECTRO CUT FILM/GREEN- SIGNS Vendor VEN00805 - 3M GBN8981 Total:3,604.76 Vendor: VEN20033 - ACUSHNET COMPANY 69.8891919912811/20/2024225806ACUSHNET COMPANY PROSHOP MERCHANDISE Vendor VEN20033 - ACUSHNET COMPANY Total:69.88 Vendor: VEN37525 - ADAM SIMONDS 9.882024110111/20/2024225774ADAM SIMONDS REFUND UB ACCT# 105060862 8867 HALLMARK AVE S Vendor VEN37525 - ADAM SIMONDS Total:9.88 Vendor: VEN37552 - ALAIN SANCHEZ 56.862024110611/25/2024225876ALAIN SANCHEZ REFUND UB ACCT# 800043806 8886 GREYSTONE AVE S Vendor VEN37552 - ALAIN SANCHEZ Total:56.86 Vendor: VEN34983 - ALEX BILDEAUX 650.002024111111/20/2024225807ALEX BILDEAUX CHAINSAW SAFETY TRAINING - PW Vendor VEN34983 - ALEX BILDEAUX Total:650.00 Vendor: VEN37514 - ALEX PIPER 7.182024110111/20/2024225775ALEX PIPER REFUND UB ACCT# 800042744 8459 HINTON AVE S Vendor VEN37514 - ALEX PIPER Total:7.18 Vendor: VEN33229 - AMAZON FULFILLMENT SERVICES, INC. 72.9911YL-L66P-4JQC11/20/202419556AMAZON FULFILLMENT SERVI…EASEL FOR PUZZLE UNVEILING 112.601L94-TQ9K-W3X111/20/202419556AMAZON FULFILLMENT SERVI…BOXES FOR PUZZLES SHIPPING 206.981713-MH79-WJCW11/20/202419556AMAZON FULFILLMENT SERVI…HOMETOWN HOLIDAY LIGHTS 35.9613DH-CFF7-GJDK11/20/202419556AMAZON FULFILLMENT SERVI…SD CARD READER -76.991XWJ-TGC9-MCXT11/20/202419556AMAZON FULFILLMENT SERVI…RETURN CHRISTMAS DECOR 50.851CXJ-MCXJ-CHNH11/20/202419556AMAZON FULFILLMENT SERVI…WIRE CONDUIT/LIGHT BULBS/LIGHT RACKS 44.431NVW-HJ9J-D3MT11/20/202419556AMAZON FULFILLMENT SERVI…FIRE/EMS TRAINING BINDERS- FTO 605.461NVW-HJ9J-DDYT11/20/202419556AMAZON FULFILLMENT SERVI…REPLACE WATER/ICE RESCUE - ROPE THROW BAG 99.9814ND-YD6Q-MHHP11/20/202419556AMAZON FULFILLMENT SERVI…FRAMES FOR LEADERSHIP BOOK SERIES CERTIFICATES 44.911G9C-PK79-LN9G11/25/202419605AMAZON FULFILLMENT SERVI…STAINLESS STELL SALT & PEPPER SHAKER 59.901TRR-LJYW-1CYD11/20/202419556AMAZON FULFILLMENT SERVI…BATTERIES FOR SLBA 49.9814VR-FFX6-C4JY11/25/202419605AMAZON FULFILLMENT SERVI…TIRE MOUNTING PASTE-FLEET Vendor VEN33229 - AMAZON FULFILLMENT SERVICES, INC. Total:1,307.05 Vendor: VEN01045 - AMERICAN ENGINEERING TESTING INC 2,728.75INV-22743711/25/202419606AMERICAN ENGINEERING TES…JAMAICA AVE VIBRATION MONITORING & CMT Vendor VEN01045 - AMERICAN ENGINEERING TESTING INC Total:2,728.75 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 2 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN31224 - AMERICAN FAMILY LIFE ASSURANCE COMPANY OF COLUMBUS 70.73INV02585411/26/202419631AMERICAN FAMILY LIFE ASSU…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN31224 - AMERICAN FAMILY LIFE ASSURANCE COMPANY OF COLUMBUS Total:70.73 Vendor: VEN01777 - AMERICAN PUBLIC WORKS ASSOCIATION 297.5085839211/20/2024225808AMERICAN PUBLIC WORKS AS…ORLOFF MEMBERSHIP Vendor VEN01777 - AMERICAN PUBLIC WORKS ASSOCIATION Total:297.50 Vendor: VEN36038 - AMY SCHWEIGERT 900.00111211/20/2024225809AMY SCHWEIGERT CGPD THERAPY Vendor VEN36038 - AMY SCHWEIGERT Total:900.00 Vendor: VEN37721 - AMY WASSMUND 300.002024111311/25/2024225926AMY WASSMUND WATER EFFICIENCY REBATE - 9760 DUNES AVE S Vendor VEN37721 - AMY WASSMUND Total:300.00 Vendor: VEN37587 - ANDREA JOHNSON 20.502024110711/25/2024225877ANDREA JOHNSON REFUND UB ACCT# 100801777 7780 79TH ST S Vendor VEN37587 - ANDREA JOHNSON Total:20.50 Vendor: VEN37404 - ANNETTE LAURSEN 100.002024111311/25/2024225927ANNETTE LAURSEN WATER EFFICIENCY REBATE - 7301 HYDRAM AVE S Vendor VEN37404 - ANNETTE LAURSEN Total:100.00 Vendor: VEN37518 - AP MIDWEST LLC 2,007.092024110511/20/2024225810AP MIDWEST LLC GRADING PERMIT ESCROW REFUND Vendor VEN37518 - AP MIDWEST LLC Total:2,007.09 Vendor: VEN36312 - ARMOURER'S CHOICE LLC 6,427.32214211/20/2024225811ARMOURER'S CHOICE LLC BALLISTIC SHIELDS 575.44214211/20/2024225811ARMOURER'S CHOICE LLC SHIELD BAGS Vendor VEN36312 - ARMOURER'S CHOICE LLC Total:7,002.76 Vendor: VEN37579 - ASHTON MCGEE RESTORATION GROUP 115.002024111811/25/2024225928ASHTON MCGEE RESTORATIO…REFUND BUILDING PERMIT#2024-031236 Vendor VEN37579 - ASHTON MCGEE RESTORATION GROUP Total:115.00 Vendor: VEN36644 - AURILLA APARTMENTS / OPPIDAN 47,078.252024110411/20/2024225812AURILLA APARTMENTS / OPPI…RETURN ESCROW - OPPIDAN LANDSCAPING - HARDWOOD Vendor VEN36644 - AURILLA APARTMENTS / OPPIDAN Total:47,078.25 Vendor: VEN35831 - AURORA STRATEGIC ADVISORS INC 3,833.3324-CG-1011/20/2024225813AURORA STRATEGIC ADVISOR…FEDERAL LOBBY SERVICES - OCT 2024 Vendor VEN35831 - AURORA STRATEGIC ADVISORS INC Total:3,833.33 Vendor: VEN29278 - BAUER BUILT TIRE 4,086.5418030766611/20/2024225814BAUER BUILT TIRE PXDS2RECON TIRES - STOCK 483.5218030795411/25/2024225929BAUER BUILT TIRE P255/70R16 TIRES - 1008/38401 -40.0018030801411/25/2024225929BAUER BUILT TIRE CREDIT - INV# 180307666 -140.0051803012511/25/2024225929BAUER BUILT TIRE CREDIT - M-BRAND & X-BRAND CASING CREDIT -110.0051803013311/25/2024225929BAUER BUILT TIRE CREDIT - X BRAND CASING CREDIT Vendor VEN29278 - BAUER BUILT TIRE Total:4,280.06 Vendor: VEN36860 - BEAUDRY OIL & SERVICE INC 5,035.15111970011/25/2024225930BEAUDRY OIL & SERVICE INC 2,000 GAL UNLEADED GASOLINE 2,112.67111970111/25/2024225930BEAUDRY OIL & SERVICE INC 999 GAL UNLEADED GASOLINE 7,394.44111970211/25/2024225930BEAUDRY OIL & SERVICE INC 2,300 GAL DYED DIESEL Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 3 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 529.12111970411/25/2024225930BEAUDRY OIL & SERVICE INC 199 GAL DYED DIESEL Vendor VEN36860 - BEAUDRY OIL & SERVICE INC Total:15,071.38 Vendor: VEN34204 - BENEFIT EXTRAS, INC. 1,062.5512535711/20/202419557BENEFIT EXTRAS, INC. FEES - COBRA/RETIREE BILLING/HRA & FLEX ADMIN- NOV Vendor VEN34204 - BENEFIT EXTRAS, INC. Total:1,062.55 Vendor: VEN37559 - BENJAMIN ANDREWS 27.742024110411/25/2024225878BENJAMIN ANDREWS REFUND UB ACCT# 101999916 8241 INGBERG TRL S Vendor VEN37559 - BENJAMIN ANDREWS Total:27.74 Vendor: VEN37545 - BERNARD PEKAREK 59.972024110611/20/2024225776BERNARD PEKAREK REFUND UB ACCT# 110136763 7893 113TH ST S Vendor VEN37545 - BERNARD PEKAREK Total:59.97 Vendor: VEN35112 - BERNARD SENYONGA 14.792024110411/20/2024225777BERNARD SENYONGA REFUND UB ACCT# 102895767 6954 INSKIP AVE S Vendor VEN35112 - BERNARD SENYONGA Total:14.79 Vendor: VEN32557 - BG AUTOMOTIVE INC 262.00PI004925211/25/202419607BG AUTOMOTIVE INC DIESEL OIL CHG KIT, IN-FORCE SPRAY - STOCK Vendor VEN32557 - BG AUTOMOTIVE INC Total:262.00 Vendor: VEN31447 - BOLTON & MENK, INC 846.0034743811/20/202419558BOLTON & MENK, INC 2023 PAVEMENT MANAGEMENT 8/31/24- 9/27/24 90.0034743911/20/202419558BOLTON & MENK, INC 2024 MILL & OVERLAY 8/31/24-9/27/24 3,690.0034744011/20/202419558BOLTON & MENK, INC 2024 OFFICE HOURS 8/31/24- 9/27/24 5,380.5034744111/20/202419558BOLTON & MENK, INC 2024 PAVEMENT MANAGEMENT 8/31/24- 9/27/24 2,441.5034744211/20/202419558BOLTON & MENK, INC 2025 MILL & OVERLAY 8/31/24-9/27/24 31,811.0034744311/20/202419558BOLTON & MENK, INC 2025 PAVEMENT MANAGEMENT 8/31/24- 9/27/24 5,364.0034744411/20/202419558BOLTON & MENK, INC 2025 SEWER LINING 8/31/24- 9/27/24 353.0034744511/20/202419558BOLTON & MENK, INC 7781 HARDWOOD AVENUE 8/31/24-9/27/24 17,370.0034744611/20/202419558BOLTON & MENK, INC 80TH ST REHABILITATION 8/31/24-9/27/24 3,913.5034744711/20/202419558BOLTON & MENK, INC CCIP STORM FLOW MONITORING 8/31/24-9/27/24 337.5034745111/20/202419558BOLTON & MENK, INC CHASE BANK 8/31/24-9/27/24 90.0034745211/20/202419558BOLTON & MENK, INC EASTBROOKE 2ND ADDITION 8/31/24-9/27/24 810.0034745311/20/202419558BOLTON & MENK, INC FIBER PROJECT 8/31/24- 9/27/24 30.0034745611/20/202419558BOLTON & MENK, INC 2025 SPEC & DETAIL UPDATES 8/31/24-9/27/24 457.5034745611/20/202419558BOLTON & MENK, INC CENTURY & GENEVA JPA 8/31/24-9/27/24 504.0034745611/20/202419558BOLTON & MENK, INC HIGHLAND HILLS DRAINAGE 8/31/24-9/27/24 560.0034745611/20/202419558BOLTON & MENK, INC POND DESIGN STANDARDS 8/31/24-9/27/24 5,459.0034745611/20/202419558BOLTON & MENK, INC WEST DRAW STORM MODEL REVIEW 8/31/24-9/27/24 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 4 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 5,310.0034745811/20/202419558BOLTON & MENK, INC GLACIAL VALLEY ESTATES 8/31/24-9/27/24 94.0034746211/20/202419558BOLTON & MENK, INC GLACIAL VALLEY PARK PH I 8/31/24-9/27/24 8,222.5034746311/20/202419558BOLTON & MENK, INC HAWTHORNE 8/31/24-9/27/24 825.0034746411/20/202419558BOLTON & MENK, INC HAWTHORNE 2ND ADDITION 8/31/24-9/27/24 22,648.0034746511/20/202419558BOLTON & MENK, INC HAWTHORNE 3RD 8/31/24- 9/27/24 582.0034746611/20/202419558BOLTON & MENK, INC HEMINGWAY INDUSTRIAL 8/31/24-9/27/24 5,720.0034746711/20/202419558BOLTON & MENK, INC HIGHWAY 61 TRAIL PLANNING 8/31/24-9/27/24 33,758.0034746811/20/202419558BOLTON & MENK, INC JAMAICA AVENUE EAST POINT 8/31/24-9/27/24 9,673.0034746911/20/202419558BOLTON & MENK, INC KINGSTON PARK SHELTER 8/31/24-9/27/24 4,987.5034747111/20/202419558BOLTON & MENK, INC KWIK TRIP 95TH JAMAICA 8/31/24-9/27/24 90.0034747111/20/202419558BOLTON & MENK, INC KWIK TRIP 95TH JAMAICA 8/31/24-9/27/24 188.0034747211/20/202419558BOLTON & MENK, INC LANGDON HILLS 8/31/24- 9/27/24 478.0034747311/20/202419558BOLTON & MENK, INC L-P3 POND IMPROVEMENTS 8/31/24-9/27/24 40,606.0034747411/20/202419558BOLTON & MENK, INC MISSISSIPPI LANDING 2 8/31/24-9/27/24 94.0034747511/20/202419558BOLTON & MENK, INC NORTHWICK PARK 8/31/24- 9/27/24 1,661.5034747611/20/202419558BOLTON & MENK, INC OLTMAN MS EXPANSION 8/31/24-9/27/24 4,939.0034747711/20/202419558BOLTON & MENK, INC SHOPPES AT COTTAGE GROVE 4/27/24-5/24/24 920.5034747811/20/202419558BOLTON & MENK, INC RAVINE CROSSING 8/31/24- 9/27/24 5,667.5034748311/20/202419558BOLTON & MENK, INC REE HADLEY APARTMENTS 8/31/24-9/27/24 12,958.5034748511/20/202419558BOLTON & MENK, INC RIVER OAKS RCUT 8/31/24- 9/27/24 379.5034748611/20/202419558BOLTON & MENK, INC ROERS COMPANIES 6850 EPD 8/31/24-9/27/24 188.0034749311/20/202419558BOLTON & MENK, INC ROLLING MEADOWS 8/31/24- 9/27/24 282.0034749411/20/202419558BOLTON & MENK, INC SETTLERS BLUFF 8/31/24- 9/27/24 3,546.0034749511/20/202419558BOLTON & MENK, INC SETTLERS BLUFF 2ND ADDITION 8/31/24-9/27/24 1,007.5034749811/20/202419558BOLTON & MENK, INC SOUTHWEST ARTERIAL 8/31/24-9/27/24 271.5034749911/20/202419558BOLTON & MENK, INC SS4A 8/31/24-9/27/24 13,352.0034750011/20/202419558BOLTON & MENK, INC SUMMER VALLEY/SUMMERGATE 8/31/24-9/27/24 6,239.0034750111/20/202419558BOLTON & MENK, INC WOODWARD PONDS 2ND ADD 8/31/24-9/27/24 Vendor VEN31447 - BOLTON & MENK, INC Total:264,196.00 Vendor: VEN02288 - BOUND TREE MEDICAL, LLC 0.768555304111/20/202419562BOUND TREE MEDICAL, LLC EMS SUPPLIES 8.008555304211/20/202419562BOUND TREE MEDICAL, LLC EMS SUPPLIES Vendor VEN02288 - BOUND TREE MEDICAL, LLC Total:8.76 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 5 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37553 - BRADLEY VAN HOUTEN 46.702024110611/25/2024225879BRADLEY VAN HOUTEN REFUND UB ACCT# 800035336 7173 LAMAR AVE S Vendor VEN37553 - BRADLEY VAN HOUTEN Total:46.70 Vendor: VEN37571 - BRADY BEITO 16.512024110811/25/2024225880BRADY BEITO REFUND UB ACCT# 800045933 8678 IMPERIAL AVE S Vendor VEN37571 - BRADY BEITO Total:16.51 Vendor: VEN02306 - BRAUN INTERTEC CORPORATION 5,638.50B40853111/25/202419608BRAUN INTERTEC CORPORATI…SOUTH DISTRICT ST & UTILITY PHASE 2 Vendor VEN02306 - BRAUN INTERTEC CORPORATION Total:5,638.50 Vendor: VEN36813 - BRAVO COMPANY MFG INC 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2473 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2474 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2476 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2471 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2472 1,287.002491811/20/2024225815BRAVO COMPANY MFG INC BCM CQB11 SQUAD 2475 Vendor VEN36813 - BRAVO COMPANY MFG INC Total:7,722.00 Vendor: VEN32143 - BRIAN BLUHM 80.282024111311/25/2024225931BRIAN BLUHM WATER EFFICIENCY REBATE - 7131 HIDDEN VALLEY LN S Vendor VEN32143 - BRIAN BLUHM Total:80.28 Vendor: VEN37537 - BRIAN NEVIN 22.822024110611/20/2024225778BRIAN NEVIN REFUND UB ACCT# 800043521 8247 JENSEN AVE S Vendor VEN37537 - BRIAN NEVIN Total:22.82 Vendor: VEN02409 - BRKW APPRAISALS, INC. 5,500.00821111/25/202419609BRKW APPRAISALS, INC.SPECIAL BENEFIT APPRAISAL-3 SINGLE FAM RESIDENTIAL Vendor VEN02409 - BRKW APPRAISALS, INC. Total:5,500.00 Vendor: VEN33107 - BURGGRAF'S ACE HARDWARE OF COTTAGE GROVE CO. 23.94640411/20/2024225816BURGGRAF'S ACE HARDWARE…KEYS FOR IMPOUND Vendor VEN33107 - BURGGRAF'S ACE HARDWARE OF COTTAGE GROVE CO. Total:23.94 Vendor: VEN36317 - BURNET TITLE 42.592024110711/25/2024225881BURNET TITLE REFUND UB ACCT# 106115879 7726 IVERSON AVE S Vendor VEN36317 - BURNET TITLE Total:42.59 Vendor: VEN03436 - C & E AUTO UPHOLSTERY 425.002701311/25/202419610C & E AUTO UPHOLSTERY RPL SEAT COVER - 2066/38379 Vendor VEN03436 - C & E AUTO UPHOLSTERY Total:425.00 Vendor: VEN34968 - CALIBER HOLDINGS CORPORATION 1,756.22336400438311/25/202419611CALIBER HOLDINGS CORPORA…INSURANCE CLAIM#CA395798- FA#5163-2257/38354 Vendor VEN34968 - CALIBER HOLDINGS CORPORATION Total:1,756.22 Vendor: VEN37523 - CALLIE AND DUSTIN DEFRANCO 7.012024110811/20/2024225779CALLIE AND DUSTIN DEFRAN…REFUND UB ACCT# 800049672 7181 JENNER LANE SO Vendor VEN37523 - CALLIE AND DUSTIN DEFRANCO Total:7.01 Vendor: VEN32194 - CAPSTONE HOMES, INC 5,065.002024111811/25/202419612CAPSTONE HOMES, INC REFUND ESCROW - 10193 MISSISSIPPI DUNES BLVD S 5,065.002024111911/25/202419612CAPSTONE HOMES, INC REFUND ESCROW - 6791 102ND ST S Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 6 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 5,065.0020241119-A11/25/202419612CAPSTONE HOMES, INC REFUND ESCROW - 6796 101ST ST S Vendor VEN32194 - CAPSTONE HOMES, INC Total:15,195.00 Vendor: VEN35653 - CARDINAL HOME BUILDERS 5,495.002024111911/25/2024225932CARDINAL HOME BUILDERS REFUND ESCROW - 9032 62ND ST S Vendor VEN35653 - CARDINAL HOME BUILDERS Total:5,495.00 Vendor: VEN37530 - CASSANDRA ALVERSON 48.972024110611/20/2024225780CASSANDRA ALVERSON REFUND UB ACCT# 800033284 9797 HAMLET AVE S Vendor VEN37530 - CASSANDRA ALVERSON Total:48.97 Vendor: VEN03922 - CENTERPOINT ENERGY 98.048000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY FIRE #3 GAS USAGE - 9/25/24- 10/24/24 24.478000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY WARMING HOUSE GAS USAGE - 9/25/24-10/24/24 39.038000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY PW STORAGE BLDG GAS USAGE - 9/25/24-10/24/24 17.748000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY LAMAR PARK BLDG GAS USAGE - 9/25/24-10/24/24 50.318000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY RIVER OAKS PRO SHOP GAS USAGE - 9/25/24-10/24/24 41.088000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY RIVER OAKS MAINT BLDG GAS USAGE - 9/25/24-10/24/24 501.458000015730-7 NOV 2411/20/2024225817CENTERPOINT ENERGY CLUBHOUSE GAS USAGE - 9/25/24-10/24/24 Vendor VEN03922 - CENTERPOINT ENERGY Total:772.12 Vendor: VEN29526 - CENTURY LINK 179.12333616635 NOV 2411/20/2024225818CENTURY LINK NOV 2024 - 333616635 Vendor VEN29526 - CENTURY LINK Total:179.12 Vendor: VEN37531 - CHERYL KARNITZ 155.002024110611/20/2024225781CHERYL KARNITZ REFUND UB ACCT# 108754420 8789 IRONWOOD AVE S Vendor VEN37531 - CHERYL KARNITZ Total:155.00 Vendor: VEN37542 - CHEYENNE KELLY 500.002024111311/20/2024225819CHEYENNE KELLY WATER EFFICIENCY REBATE - 9786 74TH ST CIR S Vendor VEN37542 - CHEYENNE KELLY Total:500.00 Vendor: VEN37589 - CHRIS/AMBERLY WILLIAMS 33.312024110711/25/2024225882CHRIS/AMBERLY WILLIAMS REFUND UB ACCT# 800043392 9284 JARROD AVE S Vendor VEN37589 - CHRIS/AMBERLY WILLIAMS Total:33.31 Vendor: VEN37583 - CHRISTOPHER NELSON 59.782024110711/25/2024225883CHRISTOPHER NELSON REFUND UB ACCT# 109010669 7292 JEWEL AVE S Vendor VEN37583 - CHRISTOPHER NELSON Total:59.78 Vendor: VEN33565 - CINTAS CORPORATION NO. 2 77.00420710657011/20/202419563CINTAS CORPORATION NO. 2 RIVER OAKS UNIFORM SVC 6.93421079705411/20/202419563CINTAS CORPORATION NO. 2 PW UNIFORM SVC 15.98421079705411/20/202419563CINTAS CORPORATION NO. 2 PW UNIFORM SVC 117.87421079705411/20/202419563CINTAS CORPORATION NO. 2 PW UNIFORM SVC 14.97421079705411/20/202419563CINTAS CORPORATION NO. 2 PW UNIFORM SVC 78.77421079711211/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS UNIFORM SVC 371.35421108002411/20/202419563CINTAS CORPORATION NO. 2 MAT SERVICE - HERO CENTER 6.93421154280611/25/202419613CINTAS CORPORATION NO. 2 PW UNIFORM SVC 8.05421154280611/25/202419613CINTAS CORPORATION NO. 2 PW UNIFORM SVC 39.14421154280611/25/202419613CINTAS CORPORATION NO. 2 PW UNIFORM SVC 8.04421154280611/25/202419613CINTAS CORPORATION NO. 2 PW UNIFORM SVC 75.70421154280811/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS UNIFORM SVC Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 7 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 7.66524053630911/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS FIRST AID 18.11524053630911/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS FIRST AID 6.74524053630911/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS FIRST AID 8.07524053630911/25/202419613CINTAS CORPORATION NO. 2 RIVER OAKS FIRST AID Vendor VEN33565 - CINTAS CORPORATION NO. 2 Total:861.31 Vendor: VEN32389 - COMCAST 96.378772 10 576 0347241 NOV 2411/20/2024225820COMCAST CENTRAL FIRE # 8772105760347241-11/13/24- 12/12/24 251.358772 10 789 0002365 NOV 2411/20/2024225820COMCAST ICE ARENA CABLE SVC 1,017.288772 10 789 0002365 NOV 2411/20/2024225820COMCAST CLUBHOUSE CABLE SVC 53.958772 10 789 0002365 NOV 2411/20/2024225820COMCAST FIRE CABLE SVC Vendor VEN32389 - COMCAST Total:1,418.95 Vendor: VEN34844 - COMPUTER INTEGRATION TECHNOLOGIES INC 90,000.0038648011/25/202419614COMPUTER INTEGRATION TE…ANNUAL OFFICE365 BILLING- 10/1/24-9/30/25 Vendor VEN34844 - COMPUTER INTEGRATION TECHNOLOGIES INC Total:90,000.00 Vendor: VEN37560 - COREY/LAURIE HORVATH 17.392024110411/25/2024225884COREY/LAURIE HORVATH REFUND UB ACCT# 800040997 9621 HALLMARK AVE S Vendor VEN37560 - COREY/LAURIE HORVATH Total:17.39 Vendor: VEN03011 - CRYSTEEL TRUCK EQUIPMENT INC 10,853.00F5262411/25/202419615CRYSTEEL TRUCK EQUIPMENT …NEW FRONT VEE SNOW PLOW FOR 31-1003-23 Vendor VEN03011 - CRYSTEEL TRUCK EQUIPMENT INC Total:10,853.00 Vendor: VEN03012 - CUB FOODS 23.9416130508705911/25/2024225933CUB FOODS FOOD FOR CLUBHOUSE Vendor VEN03012 - CUB FOODS Total:23.94 Vendor: VEN37527 - CYNTHIA JUNGWIRTH 22.702024110611/20/2024225782CYNTHIA JUNGWIRTH REFUND UB ACCT# 114862120 9389 JAREAU AVE S Vendor VEN37527 - CYNTHIA JUNGWIRTH Total:22.70 Vendor: VEN32300 - D R HORTON 8,000.002024111811/25/2024225934D R HORTON REFUND ESCROW - 8877 JOLIET AVE S 5,495.002024111911/25/2024225934D R HORTON REFUND ESCROW - 6592 PINE ARBOR BLVD S Vendor VEN32300 - D R HORTON Total:13,495.00 Vendor: VEN32336 - DANIEL WIREN KOLAND 1,250.00100011/20/2024225821DANIEL WIREN KOLAND COMEDY 11/8/24 Vendor VEN32336 - DANIEL WIREN KOLAND Total:1,250.00 Vendor: VEN37720 - DARLENE M SCOTT 10.712024110811/20/2024225783DARLENE M SCOTT REFUND UB ACCT# 100891862 9959 82ND ST S Vendor VEN37720 - DARLENE M SCOTT Total:10.71 Vendor: VEN37551 - DAVID FRONCZAK 48.172024110611/25/2024225885DAVID FRONCZAK REFUND UB ACCT# 800033624 8485 HILO LN S Vendor VEN37551 - DAVID FRONCZAK Total:48.17 Vendor: VEN04249 - DELTA DENTAL PLAN OF MN 367.50CNS000170720311/25/2024225935DELTA DENTAL PLAN OF MN COBRA PREMIUM- DEC 2024 7,617.00CNS000170720311/25/2024225935DELTA DENTAL PLAN OF MN EMPLOYER PREMIUM- DEC 2024 4,227.68CNS000170720311/25/2024225935DELTA DENTAL PLAN OF MN EMPLOYEE PREMIUM- DEC 2024 Vendor VEN04249 - DELTA DENTAL PLAN OF MN Total:12,212.18 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 8 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37529 - DIANE L VIERLING 28.052024110611/20/2024225784DIANE L VIERLING REFUND UB ACCT# 108637309 7357 INWOOD AVE S Vendor VEN37529 - DIANE L VIERLING Total:28.05 Vendor: VEN37592 - DIVAL SAFETY EQUIPMENT INC 149.85358448311/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 149.85358448311/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 149.85358448311/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 149.85358448311/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 89.91359955111/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 89.91359955111/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 89.91359955111/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES 89.91359955111/25/2024225936DIVAL SAFETY EQUIPMENT INC ROUGH RIDER GLOVES Vendor VEN37592 - DIVAL SAFETY EQUIPMENT INC Total:959.04 Vendor: VEN37594 - DIVERSE CONSTRUCTION SERVICES LLC 241,330.402024100711/25/2024225924DIVERSE CONSTRUCTION SERV…PYMT 1 - HERO ROOF REPAIR Vendor VEN37594 - DIVERSE CONSTRUCTION SERVICES LLC Total:241,330.40 Vendor: VEN36468 - DMDK REINDEER LLC 1,760.002024120411/20/2024225822DMDK REINDEER LLC BALANCE DUE- HOMETOWN HOLIDAY EVENT Vendor VEN36468 - DMDK REINDEER LLC Total:1,760.00 Vendor: VEN37521 - DOUGLAS ELLE AND DAWN BERGMAN 6.492024110111/20/2024225785DOUGLAS ELLE AND DAWN B…REFUND UB ACCT# 111843268 8578 JANERO AVE S Vendor VEN37521 - DOUGLAS ELLE AND DAWN BERGMAN Total:6.49 Vendor: VEN37534 - DOUGLAS KERTTULA 108.312024110611/20/2024225786DOUGLAS KERTTULA REFUND UB ACCT# 800042316 7224 JORDON AVE S Vendor VEN37534 - DOUGLAS KERTTULA Total:108.31 Vendor: VEN37572 - EAGLE GROVE LLC 28.222024110811/25/2024225886EAGLE GROVE LLC REFUND UB ACCT# 110518144 11576 PT DOUGLAS RD S Vendor VEN37572 - EAGLE GROVE LLC Total:28.22 Vendor: VEN30018 - EDINA REALTY TITLE 90.802024110411/20/2024225787EDINA REALTY TITLE REFUND UB ACCT# 800045086 7670 INSKIP TRL S 37.802024110411/20/2024225787EDINA REALTY TITLE REFUND UB ACCT# 800040127 9779 HEATH AVE S 29.152024110511/20/2024225787EDINA REALTY TITLE REFUND UB ACCT# 100049047 8349 GRANGE BLVD S Vendor VEN30018 - EDINA REALTY TITLE Total:157.75 Vendor: VEN05028 - EMERGENCY APPARATUS MAINTENANCE, INC. 6,427.8013412611/25/202419616EMERGENCY APPARATUS MA…INSTL NEW PIN,,RPL PIVOTS,WNDW REGLTR- 3116/38423 3,067.4913432711/25/202419616EMERGENCY APPARATUS MA…LOOSE DEF HOSE CLAMPS,ADDED COOLANT- 3116/38403 Vendor VEN05028 - EMERGENCY APPARATUS MAINTENANCE, INC. Total:9,495.29 Vendor: VEN37558 - ERIC BRANDVOLD 73.522024110411/25/2024225887ERIC BRANDVOLD REFUND UB ACCT# 109016675 7335 JEWEL AVE S Vendor VEN37558 - ERIC BRANDVOLD Total:73.52 Vendor: VEN37522 - ERIC RUMPCA 6.502024110111/20/2024225788ERIC RUMPCA REFUND UB ACCT# 108254940 10370 KIMBERLY CT S Vendor VEN37522 - ERIC RUMPCA Total:6.50 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 9 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN32515 - ERICKA MOUDRY 213.122024110811/25/2024225888ERICKA MOUDRY REFUND UB ACCT# 800042136 10847 LEHIGH RD S Vendor VEN32515 - ERICKA MOUDRY Total:213.12 Vendor: VEN37526 - ERUE AND SANDRA RIVERA 6.712024110111/20/2024225789ERUE AND SANDRA RIVERA REFUND UB ACCT# 800050636 8224 HEMINGWAY AVE S Vendor VEN37526 - ERUE AND SANDRA RIVERA Total:6.71 Vendor: VEN37535 - EVA EVGEN 43.182024110611/25/2024225889EVA EVGEN REFUND UB ACCT# 800039725 8280 INDIAN BLVD S Vendor VEN37535 - EVA EVGEN Total:43.18 Vendor: VEN33346 - FERNO WASHINGTON INC 3,733.5094671311/20/2024225823FERNO WASHINGTON INC EMS MONITOR MOUNTS Vendor VEN33346 - FERNO WASHINGTON INC Total:3,733.50 Vendor: VEN37513 - FERRANDINO & SON INC 3,812.40FS0214372411/20/2024225824FERRANDINO & SON INC EPD & JAMAICA - IRRIGATION REPAIRS FOR TARGET Vendor VEN37513 - FERRANDINO & SON INC Total:3,812.40 Vendor: VEN31404 - FLEETPRIDE, INC 22.7612129525811/20/2024225825FLEETPRIDE, INC MUDFLAP, PIGTAILS - STOCK 2.0912129534611/20/2024225825FLEETPRIDE, INC PIGTAIL - STOCK 86.8812156947511/25/2024225937FLEETPRIDE, INC BRAKLEEN - SS100 Vendor VEN31404 - FLEETPRIDE, INC Total:111.73 Vendor: VEN37561 - FRANCOIS MUREKEZI 51.302024110511/25/2024225890FRANCOIS MUREKEZI REFUND UB ACCT# 800037309 9643 HAMLET AVE S Vendor VEN37561 - FRANCOIS MUREKEZI Total:51.30 Vendor: VEN32896 - FROST INC 651.971379511/25/202419617FROST INC FLOW METER FOR SPRAYER Vendor VEN32896 - FROST INC Total:651.97 Vendor: VEN37516 - FSP BOOKS INC 407.64581518A11/20/2024225826FSP BOOKS INC FIRE CERTIFICATION - PREP BOOKS Vendor VEN37516 - FSP BOOKS INC Total:407.64 Vendor: VEN06261 - FURY CHRYSLER JEEP 165.44518527311/25/2024225938FURY CHRYSLER JEEP LIFTGATE PULL CUP - 2471/38392 Vendor VEN06261 - FURY CHRYSLER JEEP Total:165.44 Vendor: VEN36999 - GCS TITLE 105.552024110711/25/2024225891GCS TITLE REFUND UB ACCT# 800042923 8891 80TH ST S 32.452024110811/25/2024225891GCS TITLE REFUND UB ACCT# 800037802 8660 JORGENSEN AVE S Vendor VEN36999 - GCS TITLE Total:138.00 Vendor: VEN14420 - GENUINE PARTS COMPANY 26.9113017411/20/202419564GENUINE PARTS COMPANY HYDRAULIC ELBOW - 4102/38376 14.9913121411/25/202419618GENUINE PARTS COMPANY ELECTRONIC CLEANER - SS100 47.4113180411/25/202419618GENUINE PARTS COMPANY BLOWER MOTOR RESISTOR - 1408/38425 Vendor VEN14420 - GENUINE PARTS COMPANY Total:89.31 Vendor: VEN07606 - GERLACH SERVICE INC. 80.606425211/25/202419619GERLACH SERVICE INC.FILTERS, CHAIN, SPROCKET - 31MISC/38424 29.986426411/25/202419619GERLACH SERVICE INC.CHAINSAW OIL/FUEL KIT… Vendor VEN07606 - GERLACH SERVICE INC. Total:110.58 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 10 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN07007 - GERTEN GREENHOUSES & GARDEN CENTER INC 2,772.50974874/611/25/2024225939GERTEN GREENHOUSES & GA…BULK PLAYGROUND SAND- PARKS 219.39476666/111/25/2024225939GERTEN GREENHOUSES & GA…BOUGHS BUNDLES/SPRUCE TIPS-PARKS 58.14477472/111/25/2024225939GERTEN GREENHOUSES & GA…SPRUCE & JUNIPER BUNDLES - PARKS Vendor VEN07007 - GERTEN GREENHOUSES & GARDEN CENTER INC Total:3,050.03 Vendor: VEN30477 - GIBRALTAR TITLE AGENCY LLC 23.082024110411/20/2024225790GIBRALTAR TITLE AGENCY LLC REFUND UB ACCT# 800041726 7428 TIMBER CREST DR S Vendor VEN30477 - GIBRALTAR TITLE AGENCY LLC Total:23.08 Vendor: VEN37590 - GLOBAL TECHNOLOGY SYSTEMS INC 313.80256604-IN11/25/2024225940GLOBAL TECHNOLOGY SYSTE…UNIVERSAL CHARGERS FOR MOTOROLA RADIOS 313.80256604-IN11/25/2024225940GLOBAL TECHNOLOGY SYSTE…UNIVERSAL CHARGERS FOR MOTOROLA RADIOS 313.80256604-IN11/25/2024225940GLOBAL TECHNOLOGY SYSTE…UNIVERSAL CHARGERS FOR MOTOROLA RADIOS 313.80256604-IN11/25/2024225940GLOBAL TECHNOLOGY SYSTE…UNIVERSAL CHARGERS FOR MOTOROLA RADIOS Vendor VEN37590 - GLOBAL TECHNOLOGY SYSTEMS INC Total:1,255.20 Vendor: VEN32232 - GOODYEAR COMMERCIAL TIRE & SERVICE CENTERS 2,697.56124-111302211/25/2024225941GOODYEAR COMMERCIAL TIR…GY245/55R18,GY255/60R18,G Y265/70R18 TIRES-STOCK Vendor VEN32232 - GOODYEAR COMMERCIAL TIRE & SERVICE CENTERS Total:2,697.56 Vendor: VEN35858 - GPS INDUSTRIES LLC 615.00REP001247211/25/2024225942GPS INDUSTRIES LLC REPAIR DAMAGED GPS UNIT Vendor VEN35858 - GPS INDUSTRIES LLC Total:615.00 Vendor: VEN07015 - GRAINGER 3.77930753422311/20/202419565GRAINGER FLTWSH PLAN NYLON SIGN 33.93930968737511/20/202419565GRAINGER PLN NYLON 05/16 - SIGN SHOP Vendor VEN07015 - GRAINGER Total:37.70 Vendor: VEN07023 - GRAPHIC DESIGN INC 2,986.06QB5697011/25/202419620GRAPHIC DESIGN INC NEWSLETTER POSTAGE 2,878.00QB5697011/25/202419620GRAPHIC DESIGN INC NEWSLETTER MAILING 120.00QB5697111/25/202419620GRAPHIC DESIGN INC TREE TRIMMING POSTCARD - FORESTRY Vendor VEN07023 - GRAPHIC DESIGN INC Total:5,984.06 Vendor: VEN33879 - GREATAMERICA FINANCIAL SERVICES CORPORATION 343.853791421311/25/2024225943GREATAMERICA FINANCIAL S…FOLDING MACHINE RENTAL - NOVEMBER 2024 Vendor VEN33879 - GREATAMERICA FINANCIAL SERVICES CORPORATION Total:343.85 Vendor: VEN37582 - GREGORY CRABTREE 15.392024110711/25/2024225892GREGORY CRABTREE REFUND UB ACCT# 800036954 9477 INDIAN BLVD S Vendor VEN37582 - GREGORY CRABTREE Total:15.39 Vendor: VEN33637 - GUARDIAN SUPPLY, LLC 10.001974411/20/202419566GUARDIAN SUPPLY, LLC UNIFORM - G. GROTEWOLD 1,787.001974611/20/202419566GUARDIAN SUPPLY, LLC BODY ARMOR - P. YOUNG Vendor VEN33637 - GUARDIAN SUPPLY, LLC Total:1,797.00 Vendor: VEN08001 - HAWKINS, INC 120.00691526111/25/2024225944HAWKINS, INC 150LB CHLORINE CYLINDERS Vendor VEN08001 - HAWKINS, INC Total:120.00 Vendor: VEN37547 - HEATHER SWENSON 300.002024111311/20/2024225827HEATHER SWENSON WATER EFFICIENCY REBATE - 8582 IMPERIAL AVE S Vendor VEN37547 - HEATHER SWENSON Total:300.00 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 11 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37555 - HENRY MATTAINI JR 20.002024110611/25/2024225893HENRY MATTAINI JR REFUND UB ACCT# 106172934 7459 IVYSTONE AVE S Vendor VEN37555 - HENRY MATTAINI JR Total:20.00 Vendor: VEN32661 - HOHENSTEINS, INC 335.0076963611/20/2024225828HOHENSTEINS, INC BEER FOR CLUBHOUSE Vendor VEN32661 - HOHENSTEINS, INC Total:335.00 Vendor: VEN35785 - HUMERATECH 1,097.0024110611/25/2024225945HUMERATECH BCM/ACM-O/S LABOR - CENTRAL FIRE Vendor VEN35785 - HUMERATECH Total:1,097.00 Vendor: VEN37519 - IIA LIFTING SERVICES INC 3,884.10INDI8832111/20/2024225829IIA LIFTING SERVICES INC ANNUAL SAFETY INSPECTION- LADDER 1-2/HEAT SENSOR Vendor VEN37519 - IIA LIFTING SERVICES INC Total:3,884.10 Vendor: VEN37595 - INSPEC INC 16,628.00215862-111/25/2024225946INSPEC INC HERO CENTER ROOF Vendor VEN37595 - INSPEC INC Total:16,628.00 Vendor: VEN30088 - INSTRUMENTAL RESEARCH, INC 501.45596911/20/2024225830INSTRUMENTAL RESEARCH, I… WATER TESTING Vendor VEN30088 - INSTRUMENTAL RESEARCH, INC Total:501.45 Vendor: VEN35953 - INTELICOM INCORPORATED 200.841949511/20/2024225831INTELICOM INCORPORATED KEYPAD REPAIR FOR SPEED TRAILER - 7041/38389 Vendor VEN35953 - INTELICOM INCORPORATED Total:200.84 Vendor: VEN09001 - INTERNATIONAL CITY MANAGEMENT ASSOCIATION RETIREMENT CORPORATION 2,714.22INV02584711/26/202419632INTERNATIONAL CITY MANAG…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 52.51INV02584811/26/202419632INTERNATIONAL CITY MANAG…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 7,480.00INV02584911/26/202419632INTERNATIONAL CITY MANAG…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 1,117.45INV02585011/26/202419632INTERNATIONAL CITY MANAG…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 2,389.35INV02585111/26/202419632INTERNATIONAL CITY MANAG…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN09001 - INTERNATIONAL CITY MANAGEMENT ASSOCIATION RETIREMENT CORPORATION Total:13,753.53 Vendor: VEN09240 - INTERSTATE POWER SYSTEMS, INC. 2,204.00R001213926-0111/20/2024225832INTERSTATE POWER SYSTEMS,…SEMI-ANNUAL INSPECTION - CITY HALL Vendor VEN09240 - INTERSTATE POWER SYSTEMS, INC. Total:2,204.00 Vendor: VEN09024 - INVER GROVE FORD 5,983.91642894011/20/202419567INVER GROVE FORD RPL BALL JTS,ALIGNMENT,BRAKES - 1404/38312 55.89535099111/25/202419621INVER GROVE FORD EXHAUST SENSOR - 2061/38381 264.47535112411/25/202419621INVER GROVE FORD ROTORS, BRK PAD - 1409/38409 Vendor VEN09024 - INVER GROVE FORD Total:6,304.27 Vendor: VEN09103 - IUOE CENTRAL PENSION FUND 8,064.00INV02585211/26/202419633IUOE CENTRAL PENSION FUND 11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN09103 - IUOE CENTRAL PENSION FUND Total:8,064.00 Vendor: VEN37580 - JAMES BUYTENDORP 22.342024110711/25/2024225894JAMES BUYTENDORP REFUND UB ACCT# 102282187 8271 IVYWOOD AVE S Vendor VEN37580 - JAMES BUYTENDORP Total:22.34 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 12 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN34937 - JAMES ROBERT SMITH 790.00608911/25/2024225947JAMES ROBERT SMITH TARGETS FOR RESALE Vendor VEN34937 - JAMES ROBERT SMITH Total:790.00 Vendor: VEN35609 - JEFF HUMBLE 185.752024111811/25/2024225948JEFF HUMBLE REIMBURSEMENT- 49ER TRNG - J. HUMBLE Vendor VEN35609 - JEFF HUMBLE Total:185.75 Vendor: VEN10080 - JEFFERSON FIRE & SAFETY INC 394.79IN32033211/20/202419568JEFFERSON FIRE & SAFETY INC REPLACE - FIRE NOZZLE 3,127.83IN32033611/20/202419568JEFFERSON FIRE & SAFETY INC FIRE PPE - TURN-OUT GEAR Vendor VEN10080 - JEFFERSON FIRE & SAFETY INC Total:3,522.62 Vendor: VEN36306 - JEFFREY A JOHNSON 540.882024110411/25/2024225949JEFFREY A JOHNSON PARCEL 14 SERVICES Vendor VEN36306 - JEFFREY A JOHNSON Total:540.88 Vendor: VEN11026 - JENNARI GROUP 364.569351811/20/202419569JENNARI GROUP PM SERVICE - 1101/38394 Vendor VEN11026 - JENNARI GROUP Total:364.56 Vendor: VEN37533 - JENNIFER FRIEMANN 58.712024110611/20/2024225791JENNIFER FRIEMANN REFUND UB ACCT# 111405904 7474 JORDON AVE S Vendor VEN37533 - JENNIFER FRIEMANN Total:58.71 Vendor: VEN37520 - JENNIFER HOLCK 5.862024110111/20/2024225792JENNIFER HOLCK REFUND UB ACCT# 800044625 8210 INDIAN BLVD S Vendor VEN37520 - JENNIFER HOLCK Total:5.86 Vendor: VEN37540 - JESSE WILSON 300.002024111311/20/2024225833JESSE WILSON WATER EFFICIENCY REBATE - 8583 JOHANSEN AVE S Vendor VEN37540 - JESSE WILSON Total:300.00 Vendor: VEN37538 - JESSE/LAURA JACOBSON 128.072024110611/20/2024225793JESSE/LAURA JACOBSON REFUND UB ACCT# 800042282 7490 GRANADA CIR S Vendor VEN37538 - JESSE/LAURA JACOBSON Total:128.07 Vendor: VEN36344 - JMW INVESTMENTS LLC 10.112024110711/25/2024225895JMW INVESTMENTS LLC REFUND UB ACCT# 800046535 9389 JAREAU AVE S Vendor VEN36344 - JMW INVESTMENTS LLC Total:10.11 Vendor: VEN31138 - JOEL A SELTZ 478.222024110411/25/2024225950JOEL A SELTZ PARCEL 14 SERVICES Vendor VEN31138 - JOEL A SELTZ Total:478.22 Vendor: VEN36259 - JOHN MCLOONE 243.001078511/20/2024225834JOHN MCLOONE DOWDLE PUZZLE SALES AD Vendor VEN36259 - JOHN MCLOONE Total:243.00 Vendor: VEN35290 - JOHNSON BROTHERS LIQUOR COMPANY 1,486.42266456811/25/2024225951JOHNSON BROTHERS LIQUOR …BEER FOR CLUBHOUSE Vendor VEN35290 - JOHNSON BROTHERS LIQUOR COMPANY Total:1,486.42 Vendor: VEN34969 - JON PRITCHARD 328.172024100911/25/2024225952JON PRITCHARD REIMBURSEMENT-BLUE CARD CONF- J. PRITCHARD 328.172024100911/25/2024225952JON PRITCHARD REIMBURSEMENT-BLUE CARD CONF- J. PRITCHARD Vendor VEN34969 - JON PRITCHARD Total:656.34 Vendor: VEN37586 - JOSEPH SHEAREN 38.642024110711/25/2024225896JOSEPH SHEAREN REFUND UB ACCT# 800045531 7760 HILLSIDE TRL Vendor VEN37586 - JOSEPH SHEAREN Total:38.64 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 13 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN31197 - JT SERVICES OF MINNESOTA 30,500.00JT24-313-0611/20/202419570JT SERVICES OF MINNESOTA SOUTH DISTRICT STREETLIGHTS 2,450.00JT24-313-0711/20/202419570JT SERVICES OF MINNESOTA MISSISSIPPI LANDING AREA STREETLIGHT Vendor VEN31197 - JT SERVICES OF MINNESOTA Total:32,950.00 Vendor: VEN37524 - JULIE NELSON 7.502024110111/20/2024225794JULIE NELSON REFUND UB ACCT# 800054667 8480 GREYSTONE AVE S Vendor VEN37524 - JULIE NELSON Total:7.50 Vendor: VEN37536 - JULIE PRAX 60.002024110611/20/2024225795JULIE PRAX REFUND UB ACCT# 100926896 6967 84TH ST S Vendor VEN37536 - JULIE PRAX Total:60.00 Vendor: VEN36407 - KAP EDUCATION INC 62.101816611/20/2024225835KAP EDUCATION INC PLAQUE - CAMERON REKSTAD 62.101816711/20/2024225835KAP EDUCATION INC PLAQUE - EAGLE SCOTT Vendor VEN36407 - KAP EDUCATION INC Total:124.20 Vendor: VEN33490 - KNOWBE4, INC 2,138.40INV35190711/20/202419571KNOWBE4, INC KNOWBE4 PHISHING SUBSCRIPTION - 10/25/24- 10/24/25 Vendor VEN33490 - KNOWBE4, INC Total:2,138.40 Vendor: VEN31717 - KRAFT CONTRACTING LLC 6,244.253704711/20/202419572KRAFT CONTRACTING LLC RPL COMPRESSOR CIRCUIT #1 - HERO CENTER Vendor VEN31717 - KRAFT CONTRACTING LLC Total:6,244.25 Vendor: VEN29232 - KRAUS-ANDERSON CONSTRUCTION COMPANY 7,400.006551711/25/2024225953KRAUS-ANDERSON CONSTRU…Facility Condition Assessment Vendor VEN29232 - KRAUS-ANDERSON CONSTRUCTION COMPANY Total:7,400.00 Vendor: VEN37550 - KRIS HILGERT 35.842024110611/25/2024225897KRIS HILGERT REFUND UB ACCT# 110973307 6346 HIGHLAND HILLS BLVD Vendor VEN37550 - KRIS HILGERT Total:35.84 Vendor: VEN31247 - LAND TITLE, INC 32.672024110411/20/2024225796LAND TITLE, INC REFUND UB ACCT# 800042540 8351 JOHANSEN AVE S 29.632024110811/25/2024225898LAND TITLE, INC REFUND UB ACCT# 800047826 8661 GRENADIER AVE S Vendor VEN31247 - LAND TITLE, INC Total:62.30 Vendor: VEN12341 - LAWSON PRODUCTS, INC 355.50931199397011/20/2024225836LAWSON PRODUCTS, INC SIGN SHOP SUPPLIES/CAP SCREWS/WASHERS/LOCK NUTS 150.13931199397111/20/2024225836LAWSON PRODUCTS, INC ELBOW ADAPTERS, FITTINGS - STOCK 116.24931201181911/25/2024225954LAWSON PRODUCTS, INC FLAT WASHERS-SIGNS 91.25931201182011/25/2024225954LAWSON PRODUCTS, INC HEX CAP SCREWS - SIGNS Vendor VEN12341 - LAWSON PRODUCTS, INC Total:713.12 Vendor: VEN12370 - LEAGUE OF MINNESOTA CITIES INS TRUST 240.002341511/20/2024225837LEAGUE OF MINNESOTA CITIE…CLAIM#492390 - ROBERT BRAY 1,499.832344211/20/2024225837LEAGUE OF MINNESOTA CITIE…CLAIM#502938 - ANNA WEISS 14.782346511/20/2024225837LEAGUE OF MINNESOTA CITIE…CLAIM#506942 - KASSIDY KALKA 214.932354411/20/2024225837LEAGUE OF MINNESOTA CITIE…CLAIM#509991 - SAMUEL RHODE 214.932355511/20/2024225837LEAGUE OF MINNESOTA CITIE…CLAIM#510370 - RILEY TESTA Vendor VEN12370 - LEAGUE OF MINNESOTA CITIES INS TRUST Total:2,184.47 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 14 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN31896 - LEVANDER, GILLEN & MILLER, P.A. 704.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …JPA-NEWPORT -CENTURY AVENUE 176.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MISCELLANEOUS PARKS & RECREATION 1,392.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MISC FIRE 2,536.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …CANNABIS ORDINANCE 2,750.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MAYOR & COUNCI… 3,088.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MISCELLANEOUS PERSONNEL 864.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MISCELLANEOUS POLICE 336.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …FIBER OPTIC CONTRACT 160.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …DATA PRACTICE 176.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …SCHOOL RESOURCE OFFICER 336.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …HERO CENTER 520.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …EAST PT DOUGLAS/JAMAICA AVE PROJECT 1,104.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …LOST 400.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …PARK DEDICATION 48.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …LOW ZONE WATER TOWER 240.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …JPA-NEWPORT WATER- CHERRYWOOD 48.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …MISCELLANEOUS PUBLIC WORKS 66.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …WOODWARD PONDS 2ND ADDITION 912.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …NEW OLTMAN MIDDLE SCHOOL REDEVELOPMENT 456.002024103111/20/202419573LEVANDER, GILLEN & MILLER, …PARK HIGH SCHOOL Vendor VEN31896 - LEVANDER, GILLEN & MILLER, P.A. Total:16,312.00 Vendor: VEN37570 - LUKE MCDONELL 45.092024110811/25/2024225899LUKE MCDONELL REFUND UB ACCT# 800043738 7310 INMAN AVE S Vendor VEN37570 - LUKE MCDONELL Total:45.09 Vendor: VEN35668 - M|P V ONION PARENT LLC 150.00MP26161011/25/2024225955M|P V ONION PARENT LLC STORAGE CONTAINER - HAMLET PARK - REC 60.00MP26385411/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - OAKWOOD PARK 100.00MP26385611/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - RIVER OAKS 305.00MP26385711/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - HAMLET PARK 53.58MP26385811/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - HIGHLANDS PARK 60.00MP26385911/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL KINGSTON PARK 113.58MP26386011/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - WOODRIDGE 60.00MP26386111/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - GREY CLOUD ISLAND 25.72MP26386211/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - PINE GLEN 30.00MP26386411/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - WEST DRAW 25.72MP26386511/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - PETER THOMPSON 60.00MP26386611/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - PINE TREE VALLEY 79.30MP26386711/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - CG MIDDLE SCHOOL 51.43MP26386811/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - LAMAR 60.00MP26386911/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - PW 60.00MP26387111/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - GRANADA PARK 170.00MP26387211/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - KINGSTON 15.00MP26387311/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - HIGHLANDS PARK Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 15 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 60.00MP26387411/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - GLACIAL VALLEY 30.00MP26387511/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - MEADOWGRASS 225.00MP26387611/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL -STORAGE CONTAINERS 60.00MP265385511/25/2024225955M|P V ONION PARENT LLC TOILET RENTAL - DOG PARK Vendor VEN35668 - M|P V ONION PARENT LLC Total:1,854.33 Vendor: VEN13422 - MACQUEEN EQUIPMENT INC 1,029.52P6030411/20/202419575MACQUEEN EQUIPMENT INC AIR, HYD,FUEL,PUMP FILTERS - 8402/38243 Vendor VEN13422 - MACQUEEN EQUIPMENT INC Total:1,029.52 Vendor: VEN32230 - MANSFIELD SERVICE PARTNERS LLC 996.50IN-0011944611/20/202419576MANSFIELD SERVICE PARTNE…362.70 GALLONS UNLEADED GASOLINE Vendor VEN32230 - MANSFIELD SERVICE PARTNERS LLC Total:996.50 Vendor: VEN13494 - MARCO HOLDINGS, LLC 63.447919611/20/202419577MARCO HOLDINGS, LLC WEB FAX SERVICES - 9/16/24- 10/15/24 60.888059611/20/202419577MARCO HOLDINGS, LLC WEB FAX SERVICES - 10/16/24- 11/15/24 Vendor VEN13494 - MARCO HOLDINGS, LLC Total:124.32 Vendor: VEN37546 - MARK WILLIAMS 61.832024110611/25/2024225900MARK WILLIAMS REFUND UB ACCT# 103825670 8624 JORGENSEN AVE S Vendor VEN37546 - MARK WILLIAMS Total:61.83 Vendor: VEN37443 - MASTER ELECTRIC CO INC 10,975.21SD5380411/20/2024225838MASTER ELECTRIC CO INC EMERGENCY BOOSTER STATION REPAIR Vendor VEN37443 - MASTER ELECTRIC CO INC Total:10,975.21 Vendor: VEN37549 - MATTHEW LOVELL 14.682024110611/25/2024225901MATTHEW LOVELL REFUND UB ACCT# 800041540 9864 HAYWARD AVE S Vendor VEN37549 - MATTHEW LOVELL Total:14.68 Vendor: VEN13662 - MEDICA 3,776.9656973450688511/25/2024225958MEDICA COBRA PREMIUM-DECEMBER 2024 5,463.4656973450688511/25/2024225958MEDICA MN STAT 299A.465 PREMIUM- DECEMBER 2024 21,818.7656973450688511/25/2024225958MEDICA EMPLOYEE PREMIUM- DECEMBER 2024 108,533.6156973450688511/25/2024225958MEDICA EMPLOYER PREMIUM- DECEMBER 2024 Vendor VEN13662 - MEDICA Total:139,592.79 Vendor: VEN13410 - MENARDS 39.779957611/20/202419578MENARDS DEGREASER/ ALUMINUM ROD 1.289960011/20/202419578MENARDS STOVE BOLT - FM 28.309960311/20/202419578MENARDS AA BATTERIES - F, 75.969961411/20/202419578MENARDS EXTNS CORDS/BAG-OIL DRI ABSORBENT-WATER 11.889963111/20/202419578MENARDS X-MAS LIGHT SET FUSE - PARKS 17.889966911/20/202419578MENARDS CORNER BRACE 12.749969211/20/202419578MENARDS PAINTSTIX 3.579972511/20/202419578MENARDS LOCKNUT/HEX NUT 539.879977611/20/202419578MENARDS PRE-LIT TREES/CHRISTMAS LIGHTS 212.949987711/20/202419578MENARDS ACRYLIC SHEET/ICE MELT 11.049987811/20/202419578MENARDS BOLT 11.979988111/20/202419578MENARDS CONCRETE MIX - PARKS 23.169988611/20/202419578MENARDS DRIVEWAY MARKERS Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 16 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 32.889988711/20/202419578MENARDS BOLTS -32.889989011/20/202419578MENARDS RETURN BOLTS 20.909989111/20/202419578MENARDS BOLT 62.359990111/20/202419578MENARDS WIPES/CLEANER/DISH SOAP/BATTERIES-FM 20.819993011/20/202419578MENARDS S-HOOKS,BAKING SODA,SUPER GLUE - SS100 8.989994911/20/202419578MENARDS FOAM FILTER SLEEVE/PAPER DISC FILTER - PW 20.919979011/20/202419578MENARDS FUEL PRE-MIX 38.8499974-202411/25/202419622MENARDS CORRUGATED ADAPTER/DUCT SIL-PARKS 375.159997811/25/202419622MENARDS BATTERIES - TOTE- TIDE 15.999999411/20/202419578MENARDS CABLE TIES -PARKS 10.772711/25/202419622MENARDS GLASS CLEANER/GAP FILLER - STREETS 6.695211/20/202419578MENARDS BATTERIES 16.9916211/25/202419622MENARDS CABLE TIES - PARKS 8.2816311/25/202419622MENARDS MAG POST LEVEL -SIGN SHOP 86.9319811/25/202419622MENARDS HYDROFLEX HOSE/CLEAN&PROTECT SOFTENER PELLETS-PARK 42.8720811/25/202419622MENARDS PEG HOOKS/PEGBRD PANEL- STREETS 2.9121411/25/202419622MENARDS ARM PEG HOOKS- STREETS 35.8824411/25/202419622MENARDS ANTIFREEZE - STREETS Vendor VEN13410 - MENARDS Total:1,765.61 Vendor: VEN13411 - METROPOLITAN COUNCIL 119,280.002024111411/20/202419580METROPOLITAN COUNCIL NOV 2024 SAC CHARGES -1,192.802024111411/20/202419580METROPOLITAN COUNCIL NOV 2024 SAC CHARGES DISCOUNT Vendor VEN13411 - METROPOLITAN COUNCIL Total:118,087.20 Vendor: VEN13429 - MEYER SEWER SERVICE 275.001277311/25/2024225959MEYER SEWER SERVICE MAINTENANCE SHOP PUMPED 725.001278311/25/2024225959MEYER SEWER SERVICE CLUBHOUSE PUMPED Vendor VEN13429 - MEYER SEWER SERVICE Total:1,000.00 Vendor: VEN37515 - MICHAEL JOHANSON 274.672024100111/20/2024225839MICHAEL JOHANSON REIMBURSEMENT- PURCHASE FOR MENARDS- M. JOHANSON Vendor VEN37515 - MICHAEL JOHANSON Total:274.67 Vendor: VEN37532 - MICHELLE CATTELL 13.182024110611/25/2024225902MICHELLE CATTELL REFUND UB ACCT# 800039954 7177 IMPERIAL AVE S Vendor VEN37532 - MICHELLE CATTELL Total:13.18 Vendor: VEN33362 - MILBANK WINWATER WORKS 470.99182290 0211/20/2024225840MILBANK WINWATER WORKS NODES FOR METER RADIOS- WATER Vendor VEN33362 - MILBANK WINWATER WORKS Total:470.99 Vendor: VEN35690 - MINNESOTA AG POWER INC 138.911025576111/20/202419581MINNESOTA AG POWER INC TIRE VALVE STEM/TIRE 41.901025576111/20/202419581MINNESOTA AG POWER INC TIRE VALVE STEM/TIRE 404.001026374011/20/202419581MINNESOTA AG POWER INC HAULING FEE-MOVE RENTAL FROM NORTHFIELD TO CG 1,242.611027314411/20/202419581MINNESOTA AG POWER INC SEASONAL SERVICE - 8406/38374 8,983.451027878311/20/202419581MINNESOTA AG POWER INC INSURANCE CLAIM#CA382788 - FA#4061- 8706/38393 Vendor VEN35690 - MINNESOTA AG POWER INC Total:10,810.87 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 17 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN30384 - MINNESOTA GLOVE INC 44.9034886311/20/2024225841MINNESOTA GLOVE INC OLSON UNIFORM -PARKS Vendor VEN30384 - MINNESOTA GLOVE INC Total:44.90 Vendor: VEN37585 - MINNESOTA HOUSING FINANCE AGENCY 36.922024110711/25/2024225903MINNESOTA HOUSING FINAN…REFUND UB ACCT# 800034144 8570 HINTON AVE S Vendor VEN37585 - MINNESOTA HOUSING FINANCE AGENCY Total:36.92 Vendor: VEN13473 - MN CHILD SUPPORT CENTER 36.91INV02585511/26/2024225990MN CHILD SUPPORT CENTER 11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN13473 - MN CHILD SUPPORT CENTER Total:36.91 Vendor: VEN13670 - MN DEPT OF LABOR & INDUSTRY 10,000.36OCTOBER163030202411/20/202419582MN DEPT OF LABOR & INDUS…NOV 2024 BLDG PERMIT SURCHARGE-COTTAGE GROVE -200.01OCTOBER163030202411/20/202419582MN DEPT OF LABOR & INDUS…NOV 2024 BLDG PERMIT SURCHARGE RETENTION- CG Vendor VEN13670 - MN DEPT OF LABOR & INDUSTRY Total:9,800.35 Vendor: VEN13457 - MOBILE HEALTH SERVICES, LLC 5,324.004648211/20/2024225842MOBILE HEALTH SERVICES, LLC ANNUAL HEARING TEST/SCBA MEDICAL EXAM Vendor VEN13457 - MOBILE HEALTH SERVICES, LLC Total:5,324.00 Vendor: VEN33184 - MOR GOLF AND UTILITY, INC 48.175086211/20/202419583MOR GOLF AND UTILITY, INC CLUB CAR PARTS Vendor VEN33184 - MOR GOLF AND UTILITY, INC Total:48.17 Vendor: VEN13463 - MTI DISTRIBUTING CO. 50.591455175-0011/20/202419584MTI DISTRIBUTING CO.PARTS FOR BIG BLOWER Vendor VEN13463 - MTI DISTRIBUTING CO. Total:50.59 Vendor: VEN37581 - MUDDY COW 500.002024111811/25/2024225960MUDDY COW REFUND OF INVESTIGATION FEE - LIQUOR LICENSE Vendor VEN37581 - MUDDY COW Total:500.00 Vendor: VEN37548 - NICOLE KITTELSON 25.002024110611/25/2024225904NICOLE KITTELSON REFUND UB ACCT# 800040929 9240 INDIAN BLVD S Vendor VEN37548 - NICOLE KITTELSON Total:25.00 Vendor: VEN14455 - NORTHERN SAFETY COMPANY INC 372.6090654082711/25/202419623NORTHERN SAFETY COMPANY…NITRILE GLOVES XL -STREETS Vendor VEN14455 - NORTHERN SAFETY COMPANY INC Total:372.60 Vendor: VEN14409 - NORTHERN SAFETY TECHNOLOGY, INC 64.415847811/20/202419585NORTHERN SAFETY TECHNOL…SNAP-IN NYLON BRACKET FOR LED - 4001/38369 Vendor VEN14409 - NORTHERN SAFETY TECHNOLOGY, INC Total:64.41 Vendor: VEN15402 - OFFICE OF MN IT SERVICES 53.55W2410063211/20/2024225843OFFICE OF MN IT SERVICES VOICE SERVICES - OCTOBER 2024 Vendor VEN15402 - OFFICE OF MN IT SERVICES Total:53.55 Vendor: VEN15362 - OPUS21 MANAGEMENT SOLUTIONS 314.9024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB CALL CENTER SUPPORT SERVICES- OCT 2024 538.4024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB POSTAGE SERVICES- OCT 2024 982.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB HOSTING SERVICES- OCT 2024 269.4024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB BILL PRINT SERVICES- OCT 2024 1,259.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB CALL CENTER SUPPORT SERVICES- OCT 2024 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 18 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 2,153.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB POSTAGE SERVICES- OCT 2024 3,927.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB HOSTING SERVICES - OCT 2024 1,079.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB BILL PRINT SERVICES- OCT 2024 1,259.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB CALL CENTER SUPPORT SERVICES- OCT 2024 2,153.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB POSTAGE SERVICES- OCT 2024 3,927.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB HOSTING SERVICES- OCT 2024 1,079.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB BILL PRINT SERVICES- OCT 2024 315.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB CALL CENTER SUPPORT SERVICES- OCT 2024 538.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB POSTAGE SERVICES- OCT 2024 982.7024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB HOSTING SERVICES- OCT 2024 270.0024102711/20/202419586OPUS21 MANAGEMENT SOLU…UB BILL PRINT SERVICES- OCT 2024 Vendor VEN15362 - OPUS21 MANAGEMENT SOLUTIONS Total:21,046.40 Vendor: VEN30439 - O'REILLY AUTO PARTS 15.833266-16240211/20/2024225844O'REILLY AUTO PARTS AIR FILTER - 832/38366 19.873266-16258711/20/2024225844O'REILLY AUTO PARTS SOLDER, TOGGLE SWITCH - STOCK & SS100 20.773266-16261311/20/2024225844O'REILLY AUTO PARTS FUEL/WATER SEP FILTER - STOCK 13.183266-16267911/20/2024225844O'REILLY AUTO PARTS MINI BULBS - SS100 221.591544-12368711/25/2024225961O'REILLY AUTO PARTS BATTERY - 1801/38396 42.213266-16357011/25/2024225961O'REILLY AUTO PARTS AIR FILTER, LIGHT BULB - STOCK -22.003266-16369511/25/2024225961O'REILLY AUTO PARTS CREDIT - INV# 1544-123687 CORE RETURN 5.293266-16416411/25/2024225961O'REILLY AUTO PARTS OIL FILTER - 1414/38413 5.293266-16433111/25/2024225961O'REILLY AUTO PARTS OIL FILTER - STOCK 40.603266-16437311/25/2024225961O'REILLY AUTO PARTS CABIN FILTER - STOCK Vendor VEN30439 - O'REILLY AUTO PARTS Total:362.63 Vendor: VEN09261 - PARIC HOLDINGS INC 318.6021361311/25/2024225962PARIC HOLDINGS INC ROUND TABLE REPLACEMENT TOP @ GV -PARKS Vendor VEN09261 - PARIC HOLDINGS INC Total:318.60 Vendor: VEN16140 - PARK GROVE ELECTRIC INC 353.005790211/20/2024225845PARK GROVE ELECTRIC INC ROLL CALL OUTLET Vendor VEN16140 - PARK GROVE ELECTRIC INC Total:353.00 Vendor: VEN33553 - PARTNERS TITLE 23.272024110411/20/2024225797PARTNERS TITLE REFUND UB ACCT# 800042052 7852 66TH ST S 56.662024110611/20/2024225797PARTNERS TITLE REFUND UB ACCT# 800045659 8425 HARKNESS RD S Vendor VEN33553 - PARTNERS TITLE Total:79.93 Vendor: VEN37528 - PATRICK BROMEN 11.862024110611/20/2024225798PATRICK BROMEN REFUND UB ACCT# 112527947 8950 HAMLET AVE S Vendor VEN37528 - PATRICK BROMEN Total:11.86 Vendor: VEN37569 - PATRICK KANE 18.712024110811/25/2024225905PATRICK KANE REFUND UB ACCT# 101876797 6705 IDEAL AVE S Vendor VEN37569 - PATRICK KANE Total:18.71 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 19 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37539 - PAUL LAMBERT 1,250.0010011/20/2024225846PAUL LAMBERT COMEDY 11/8/24 Vendor VEN37539 - PAUL LAMBERT Total:1,250.00 Vendor: VEN35773 - PERFORMANCE FOOD GROUP INC -22.9832427311/20/2024225847PERFORMANCE FOOD GROUP …PROSHOP MERCHANDISE 93.5733341011/20/2024225847PERFORMANCE FOOD GROUP …SUPPLIES FOR CLUBHOUSE 1,166.5733341011/20/2024225847PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE 143.9833762011/20/2024225847PERFORMANCE FOOD GROUP …SUPPLIES FOR CLUBHOUSE 1,545.7333762011/20/2024225847PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE 34.7634136411/25/2024225963PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE 1,025.6234136411/25/2024225963PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE -37.9834398711/25/2024225963PERFORMANCE FOOD GROUP …CREDIT FOR RETURN - TOMATOES 133.1834555711/25/2024225963PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE 885.8934555711/25/2024225963PERFORMANCE FOOD GROUP …FOOD FOR CLUBHOUSE 658.6234939711/25/2024225963PERFORMANCE FOOD GROUP …FOOD/SUPPLIES FOR CLUB HOUSE 334.9134939711/25/2024225963PERFORMANCE FOOD GROUP …FOOD/SUPPLIES FOR CLUB HOUSE Vendor VEN35773 - PERFORMANCE FOOD GROUP INC Total:5,961.87 Vendor: VEN16192 - PLUNKETT'S PEST CONTROL, INC 146.52889162211/25/2024225964PLUNKETT'S PEST CONTROL, I…RODENT CONTROL PROGRAM - FIRE# 3 Vendor VEN16192 - PLUNKETT'S PEST CONTROL, INC Total:146.52 Vendor: VEN37541 - PRADEEP BHAT 300.002024111311/20/2024225848PRADEEP BHAT WATER EFFICIENCY REBATE - 8761 67TH ST CT S Vendor VEN37541 - PRADEEP BHAT Total:300.00 Vendor: VEN37324 - PTG WISCONSIN LLC 48.0582510634511/20/2024225849PTG WISCONSIN LLC AIR SPRING - 6008/38380 26.7282510665511/25/2024225965PTG WISCONSIN LLC RADIATOR DRAIN PLUG - 4007/38426 Vendor VEN37324 - PTG WISCONSIN LLC Total:74.77 Vendor: VEN16138 - PUBLIC EMPLOYEES RETIREMENT ASSOCIATION 6.352024111811/20/202419603PUBLIC EMPLOYEES RETIREM…SHORTAGE 59,067.44INV02585611/26/202419634PUBLIC EMPLOYEES RETIREM…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 78,436.64INV02585711/26/202419634PUBLIC EMPLOYEES RETIREM…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN16138 - PUBLIC EMPLOYEES RETIREMENT ASSOCIATION Total:137,510.43 Vendor: VEN34889 - PULTE HOMES OF MN LLC 5,495.002024111911/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6287 GRAITON CT S 5,495.0020241119-A11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6275 63RD ST S 5,495.0020241119-B11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6251 63RD ST S 5,495.0020241119-C11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6236 63RD ST S 5,495.0020241119-D11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6237 64TH ST S 5,495.0020241119-E11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6263 63RD ST S 5,495.0020241119-F11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6260 GOODVIEW AVE S 5,495.0020241119-G11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6248 63RD ST S 5,495.0020241119-H11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6312 HIGHLAND HILLS LANE S 5,495.0020241119-I11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6289 GRAITON CT S Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 20 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 5,495.0020241119-J11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6292 64TH ST S 5,495.0020241119-K11/25/2024225966PULTE HOMES OF MN LLC REFUND ESCROW - 6255 64TH ST S Vendor VEN34889 - PULTE HOMES OF MN LLC Total:65,940.00 Vendor: VEN35706 - PURE TAP INC 114.00PT-4710411/25/2024225968PURE TAP INC DRAUGHT LINE CLEANING Vendor VEN35706 - PURE TAP INC Total:114.00 Vendor: VEN37565 - PYRAMID BRICK AND STONE LLC 15,767.77122111/25/2024225969PYRAMID BRICK AND STONE L…REPAIR RADIUS SIGNAGE WALL - HAMLET PARK Vendor VEN37565 - PYRAMID BRICK AND STONE LLC Total:15,767.77 Vendor: VEN17336 - QUALITY PROPANE, INC 134.66790000111/20/202419588QUALITY PROPANE, INC BULK CYL Vendor VEN17336 - QUALITY PROPANE, INC Total:134.66 Vendor: VEN32756 - RAMSEY/WASHINGTON RECYCLING & ENERGY 627.17RESFA-00768611/20/2024225850RAMSEY/WASHINGTON RECY…TRASH DISPOSAL - Vendor VEN32756 - RAMSEY/WASHINGTON RECYCLING & ENERGY Total:627.17 Vendor: VEN18059 - RDO EQUIPMENT INC 126.15P593230111/25/2024225970RDO EQUIPMENT INC OIL PRESSURE SENSOR - 8201/38293 298.54P593240111/25/2024225970RDO EQUIPMENT INC BATTERY CABLE,LAMP,CAP,HYD ENDS … 916.47P593880111/25/2024225970RDO EQUIPMENT INC ALTERNATOR, V-BELT - 8201/38293 -75.00P595480111/25/2024225970RDO EQUIPMENT INC CREDIT - INV# P5938801 CORE RETURN Vendor VEN18059 - RDO EQUIPMENT INC Total:1,266.16 Vendor: VEN34950 - REACH SPORTS MARKETING GROUP INC 350.0010102711/20/202419589REACH SPORTS MARKETING G…PLAYER LICENSE RENEWAL - 12/1/24-11/30/25 Vendor VEN34950 - REACH SPORTS MARKETING GROUP INC Total:350.00 Vendor: VEN37584 - REBECCA JOHANNSEN 18.682024110711/25/2024225906REBECCA JOHANNSEN REFUND UB ACCT# 800043605 6805 PINECREST TRL S Vendor VEN37584 - REBECCA JOHANNSEN Total:18.68 Vendor: VEN31949 - RED WING SHOE STORE 364.48728-1-14285611/20/202419590RED WING SHOE STORE JAWORKSI UNIFORM Vendor VEN31949 - RED WING SHOE STORE Total:364.48 Vendor: VEN34490 - REGUPOL ZEBRA ATHLETICS LLC 2,660.00INV1645911/20/2024225851REGUPOL ZEBRA ATHLETICS L…Mats Floor Scrubber Vendor VEN34490 - REGUPOL ZEBRA ATHLETICS LLC Total:2,660.00 Vendor: VEN37588 - RENTAL MGMT GUYS 11.482024110711/25/2024225907RENTAL MGMT GUYS REFUND UB ACCT# 800046195 8630 GREENE AVE S Vendor VEN37588 - RENTAL MGMT GUYS Total:11.48 Vendor: VEN36473 - RESULTS TITLE 13.482024110511/20/2024225799RESULTS TITLE REFUND UB ACCT# 800041535 8122 HOMESTEAD AVE S Vendor VEN36473 - RESULTS TITLE Total:13.48 Vendor: VEN18108 - RICE LAKE CONTRACTING CORP 944,459.002024112011/25/202419604RICE LAKE CONTRACTING CORP PYMT #12 - LOW ZONE WTP Vendor VEN18108 - RICE LAKE CONTRACTING CORP Total:944,459.00 Vendor: VEN37575 - RICHARD LAKSO 34.732024110711/25/2024225908RICHARD LAKSO REFUND UB ACCT# 108510185 7282 IMPERIAL AVE S Vendor VEN37575 - RICHARD LAKSO Total:34.73 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 21 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37517 - RILEIGHS OUTDOOR LLC 912.00INV1720711/20/2024225852RILEIGHS OUTDOOR LLC VINYL BANNERS FOR CITY STREETLIGHT POLES Vendor VEN37517 - RILEIGHS OUTDOOR LLC Total:912.00 Vendor: VEN37578 - ROBERT LUNA 31.492024110711/25/2024225909ROBERT LUNA REFUND UB ACCT# 800044277 9817 HEATH AVE S Vendor VEN37578 - ROBERT LUNA Total:31.49 Vendor: VEN37576 - ROBERT THENO 58.002024110711/25/2024225910ROBERT THENO REFUND UB ACCT# 102816690 8704 JEWEL AVE S Vendor VEN37576 - ROBERT THENO Total:58.00 Vendor: VEN37568 - ROBERT WOOD 18.772024110811/25/2024225911ROBERT WOOD REFUND UB ACCT# 800035781 7032 JOCELYN ALC S Vendor VEN37568 - ROBERT WOOD Total:18.77 Vendor: VEN18016 - RUMPCA COMPANIES, INC. 284.001376411/25/2024225971RUMPCA COMPANIES, INC.RIVER ROCK/MULCH/GARDEN MIX - PARKS Vendor VEN18016 - RUMPCA COMPANIES, INC. Total:284.00 Vendor: VEN18055 - RUMPCA EXCAVATING, INC 789.001942511/25/2024225972RUMPCA EXCAVATING, INC BLACK DIRT FOR STORM CLEAN-UP Vendor VEN18055 - RUMPCA EXCAVATING, INC Total:789.00 Vendor: VEN31969 - SAFE-FAST, INC 119.76INV29972011/20/202419591SAFE-FAST, INC SAFETY GLASSES STREETS 14.25INV29972111/20/202419591SAFE-FAST, INC LUBICH UNIFORM 45.09INV29972211/20/202419591SAFE-FAST, INC BURTON UNIFORM 35.00INV29972311/20/202419591SAFE-FAST, INC JAWORKSI UNIFORM 98.85INV29972411/20/202419591SAFE-FAST, INC THIESCHAFER UNIFORM 60.50INV29972511/20/202419591SAFE-FAST, INC ZAHNOW UNIFORM 71.70INV29972611/20/202419591SAFE-FAST, INC GORGUS UNIFORM Vendor VEN31969 - SAFE-FAST, INC Total:445.15 Vendor: VEN35608 - SAM RHODE 149.262024111811/25/2024225973SAM RHODE REIMBURSEMENT- 49ER TRNG - S.RHODE Vendor VEN35608 - SAM RHODE Total:149.26 Vendor: VEN29489 - SCHILLING SUPPLY COMPANY 525.18983966-0011/20/202419592SCHILLING SUPPLY COMPANY TOWELS/CAN LINERS/TISSUES/FOAM SOAP/LOTION SOAP Vendor VEN29489 - SCHILLING SUPPLY COMPANY Total:525.18 Vendor: VEN36404 - SCHLOMKA SERVICES LLC 597.623380311/25/2024225974SCHLOMKA SERVICES LLC PUMP & CLEAN WASH BAY DRAIN PIT - PUBLIC WORKS Vendor VEN36404 - SCHLOMKA SERVICES LLC Total:597.62 Vendor: VEN37574 - SELECT PORTFOLIO SERVICES, INC 18.302024110811/25/2024225912SELECT PORTFOLIO SERVICES, …REFUND UB ACCT# 800045529 9867 HEATH AVE S Vendor VEN37574 - SELECT PORTFOLIO SERVICES, INC Total:18.30 Vendor: VEN33975 - SENTINEL MN LLC 930.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS 930.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS 930.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS 930.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS 960.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS 930.002024111811/20/2024225853SENTINEL MN LLC RIFLE SUPPRESSORS Vendor VEN33975 - SENTINEL MN LLC Total:5,610.00 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 22 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN19318 - SHANNON GLASS COMPANY, INC. 70.00S004932411/20/2024225854SHANNON GLASS COMPANY, …RPR BULLSEYE CRACK IN WINDSHIELD - 2263/38378 Vendor VEN19318 - SHANNON GLASS COMPANY, INC. Total:70.00 Vendor: VEN19467 - SHORT ELLIOTT HENDRICKSON INC. 355.6847695411/20/202419593SHORT ELLIOTT HENDRICKSON…GOODVIEW AVE WATERMAIN CONTRUCTION 1,066.5647695511/20/202419593SHORT ELLIOTT HENDRICKSON…GRANGE TRUNK WATERMAIN CONSTRUCTION 1,883.7947695611/20/202419593SHORT ELLIOTT HENDRICKSON…GOODVIEW WATER SERVICE IMPROVEMENTS 55,552.1047695811/20/202419593SHORT ELLIOTT HENDRICKSON…HIGH ZONE WATER MAIN Vendor VEN19467 - SHORT ELLIOTT HENDRICKSON INC. Total:58,858.13 Vendor: VEN35036 - SIEVERS CREATIVE LLC 140.00INV-00492711/20/202419594SIEVERS CREATIVE LLC DEC WEBSITE HOSTING Vendor VEN35036 - SIEVERS CREATIVE LLC Total:140.00 Vendor: VEN35233 - SKYLINE RETAIL ACQUISTION I, LLC 364.55250017214611/25/202419624SKYLINE RETAIL ACQUISTION I,…PICTURE GLOW LED LIGHT 9 MODULE Vendor VEN35233 - SKYLINE RETAIL ACQUISTION I, LLC Total:364.55 Vendor: VEN35034 - SMOOT ENTERPRISES ADVANCED SPORTSWEAR LLC 672.002371211/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM EMBRIODERY/GORGUS/SCHW ERY/HEILMAN 144.002371211/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM EMBRIODERY/GORGUS/SCHW ERY/HEILMAN 128.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 16.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 128.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 16.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 128.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 16.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 16.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 64.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 32.002371511/20/202419595SMOOT ENTERPRISES ADVAN…UNIFORM HATS FOR PW 839.002436111/25/202419625SMOOT ENTERPRISES ADVAN…12 UNRL CROSSOVER HOODIES 55.002431911/25/202419625SMOOT ENTERPRISES ADVAN…ORLOFF UNIFORM Vendor VEN35034 - SMOOT ENTERPRISES ADVANCED SPORTSWEAR LLC Total:2,254.00 Vendor: VEN19285 - SOUTH EAST TOWING INC 400.0024-496211411/20/2024225855SOUTH EAST TOWING INC CGPD TOWING Vendor VEN19285 - SOUTH EAST TOWING INC Total:400.00 Vendor: VEN36224 - SQUEAKY CLEANERS AND PAINTERS 5,400.00132011/20/2024225856SQUEAKY CLEANERS AND PAI…CLEANING SERVICES - NOVEMBER 2024 1,690.00132011/20/2024225856SQUEAKY CLEANERS AND PAI…CLEANING SERVICES - NOVEMBER 2024 1,500.00132011/20/2024225856SQUEAKY CLEANERS AND PAI…CLEANING SERVICES - NOVEMBER 2024 2,500.00132011/20/2024225856SQUEAKY CLEANERS AND PAI…CLEANING SERVICES - NOVEMBER 2024 450.00134011/20/2024225856SQUEAKY CLEANERS AND PAI…STRIP/WAX FLR AT PW & TILE SCRUBBING AT CNTRL FIRE 1,650.00134011/20/2024225856SQUEAKY CLEANERS AND PAI…STRIP/WAX FLR AT PW & TILE SCRUBBING AT CNTRL FIRE Vendor VEN36224 - SQUEAKY CLEANERS AND PAINTERS Total:13,190.00 Vendor: VEN37417 - STATE OF MINNESOTA - FLEET SERVICES 799.98202504000411/25/2024225975STATE OF MINNESOTA - FLEET…31-1009-24 FORD LEASED VEHICLE Vendor VEN37417 - STATE OF MINNESOTA - FLEET SERVICES Total:799.98 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 23 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN37564 - STEPHEN S CHANDLER 8,937.50189711/20/2024225857STEPHEN S CHANDLER STRATEGIC PLANNING SERVICES- PHASE 1 Vendor VEN37564 - STEPHEN S CHANDLER Total:8,937.50 Vendor: VEN37543 - STEVE HENNING 96.502024110611/20/2024225800STEVE HENNING REFUND UB ACCT# 103828673 8651 JORGENSEN AVE S Vendor VEN37543 - STEVE HENNING Total:96.50 Vendor: VEN37723 - STEVEN HELLER 300.002024111311/25/2024225976STEVEN HELLER WATER EFFICIENCY REBATE - 9647 84TH ST S Vendor VEN37723 - STEVEN HELLER Total:300.00 Vendor: VEN33489 - STEVEN MICHAEL WICKELGREN 605.00154711/20/202419596STEVEN MICHAEL WICKELGREN COUNSELING SERVICES/MONTHLY RETAINER FEE Vendor VEN33489 - STEVEN MICHAEL WICKELGREN Total:605.00 Vendor: VEN36273 - STEWART TITLE COMPANY 38.462024110511/20/2024225801STEWART TITLE COMPANY REFUND UB ACCT# 103846691 9638 HARROW AVE S Vendor VEN36273 - STEWART TITLE COMPANY Total:38.46 Vendor: VEN36305 - STONEWOOD CORPORATION 439.952024111611/25/2024225977STONEWOOD CORPORATION PARCEL 14 SERVICES Vendor VEN36305 - STONEWOOD CORPORATION Total:439.95 Vendor: VEN19336 - SUN MOUNTAIN SPORTS INC 155.70125800811/25/202419626SUN MOUNTAIN SPORTS INC GOLF CART Vendor VEN19336 - SUN MOUNTAIN SPORTS INC Total:155.70 Vendor: VEN31202 - SUPERIOR TURF SERVICES, INC 4,033.825557-A11/20/2024225858SUPERIOR TURF SERVICES, INC FERTILIZERS / PESTICIDES Vendor VEN31202 - SUPERIOR TURF SERVICES, INC Total:4,033.82 Vendor: VEN20035 - T.A. SCHIFSKY & SONS INC 1,628.917075111/20/2024225859T.A. SCHIFSKY & SONS INC ASPHALT MIX 1,009.807076711/20/2024225859T.A. SCHIFSKY & SONS INC AGGREGATE MIXES FOR REPAIRS-WATER Vendor VEN20035 - T.A. SCHIFSKY & SONS INC Total:2,638.71 Vendor: VEN31193 - TAMMY ANDERSON 67.782024111411/20/2024225860TAMMY ANDERSON REIMBURSEMENT - SNACKS FOR COUNCIL Vendor VEN31193 - TAMMY ANDERSON Total:67.78 Vendor: VEN35979 - TEESNAP LLC 12,810.002023-3646611/20/2024225861TEESNAP LLC TEESNAP PLATFORM - 4/1/24- 4/30/25 Vendor VEN35979 - TEESNAP LLC Total:12,810.00 Vendor: VEN20049 - TENNIS ROLL OFF, L.L.C. 362.06412791511/20/2024225862TENNIS ROLL OFF, L.L.C.30 YARD DUMPSTER PICK UP - PW 362.06412791511/20/2024225862TENNIS ROLL OFF, L.L.C.30 YARD DUMPSTER PICK UP - PW 362.06412791511/20/2024225862TENNIS ROLL OFF, L.L.C.30 YARD DUMPSTER PICK UP - PW 362.06412791511/20/2024225862TENNIS ROLL OFF, L.L.C.30 YARD DUMPSTER PICK UP - PW Vendor VEN20049 - TENNIS ROLL OFF, L.L.C. Total:1,448.24 Vendor: VEN20038 - TENNIS SANITATION LLC 66.84409906211/20/2024225863TENNIS SANITATION LLC OCT TRASH SERVICE - HERO CENTER Vendor VEN20038 - TENNIS SANITATION LLC Total:66.84 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 24 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) Vendor: VEN32056 - THE COTTAGE GROVE PROFESSIONAL FIREFIGHTERS 650.00INV02585311/26/202419635THE COTTAGE GROVE PROFES…11-27-24 BIWEEKLY PAYROLL- 11/4/24-11/17/24 Vendor VEN32056 - THE COTTAGE GROVE PROFESSIONAL FIREFIGHTERS Total:650.00 Vendor: VEN37577 - THE ESTATE OF DOREEN WISDORF 10.412024110711/25/2024225913THE ESTATE OF DOREEN WIS…REFUND UB ACCT# 800046621 7486 HINTON PARK AVE S Vendor VEN37577 - THE ESTATE OF DOREEN WISDORF Total:10.41 Vendor: VEN34393 - THE HITCHING COMPANY 1,652.00120824CITYOFCOTTAGEGROVE11/20/2024225864THE HITCHING COMPANY HORSE DRAWN TROLLEY RIDES FOR SANTA LUNCH Vendor VEN34393 - THE HITCHING COMPANY Total:1,652.00 Vendor: VEN36446 - THE TITLE GROUP INC 44.752024110411/20/2024225802THE TITLE GROUP INC REFUND UB ACCT# 800034637 9730 84TH ST CIR S Vendor VEN36446 - THE TITLE GROUP INC Total:44.75 Vendor: VEN37567 - THOMAS WITZEL 27.772024110711/25/2024225914THOMAS WITZEL REFUND UB ACCT# 110381008 10651 GREY CLOUD TRL S Vendor VEN37567 - THOMAS WITZEL Total:27.77 Vendor: VEN37562 - THOMAS/YOLANDA KIBWANA 28.502024110411/25/2024225915THOMAS/YOLANDA KIBWANA REFUND UB ACCT# 112308060 8873 91ST ST S Vendor VEN37562 - THOMAS/YOLANDA KIBWANA Total:28.50 Vendor: VEN33351 - TIME COMMUNICATIONS, INC 346.902003-11082411/20/2024225865TIME COMMUNICATIONS, INC ANSWERING SVC Vendor VEN33351 - TIME COMMUNICATIONS, INC Total:346.90 Vendor: VEN36821 - TITLESMART INC TRUST 32.572024110411/20/2024225803TITLESMART INC TRUST REFUND UB ACCT# 800041519 8101 77TH ST S 51.282024110711/25/2024225916TITLESMART INC TRUST REFUND UB ACCT# 110732849 7696 E PT DOUGLAS RD S 37.032024110711/25/2024225916TITLESMART INC TRUST REFUND UB ACCT# 102086999 6880 INNSDALE AVE S 75.812024110811/25/2024225916TITLESMART INC TRUST REFUND UB ACCT# 100812787 9491 79TH ST S 21.262024110811/25/2024225916TITLESMART INC TRUST REFUND UB ACCT# 800034440 7440 HINTON PARK AVE S Vendor VEN36821 - TITLESMART INC TRUST Total:217.95 Vendor: VEN30420 - T-MOBILE USA, INC 128.22991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 54.52991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 31.15991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 936.31991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 157.56991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 256.44991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 21.37991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 109.04991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 21.37991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 130.60991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 25 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 114.82991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 15.57991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 15.58991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 155.36991230196 - OCT 202411/25/2024225978T-MOBILE USA, INC DATA CARDS - 9/21/24- 10/20/24 Vendor VEN30420 - T-MOBILE USA, INC Total:2,147.91 Vendor: VEN37566 - TODD BIRCH 22.692024110711/25/2024225917TODD BIRCH REFUND UB ACCT# 800040008 8024 IDEAL AVE S Vendor VEN37566 - TODD BIRCH Total:22.69 Vendor: VEN37557 - TOUCHSTONE PROPERTY MGMT 31.172024110511/25/2024225918TOUCHSTONE PROPERTY MG…REFUND UB ACCT# 800044193 7565 INSKIP TRL S Vendor VEN37557 - TOUCHSTONE PROPERTY MGMT Total:31.17 Vendor: VEN36693 - TRADEMARK TITLE SERVICES INC 24.882024110511/20/2024225804TRADEMARK TITLE SERVICES I…REFUND UB ACCT# 800035416 7652 79TH ST S 27.092024110511/20/2024225804TRADEMARK TITLE SERVICES I…REFUND UB ACCT# 105189985 9819 HAMLET LN S 57.592024110711/25/2024225919TRADEMARK TITLE SERVICES I…REFUND UB ACCT# 800046836 8349 66TH ST S Vendor VEN36693 - TRADEMARK TITLE SERVICES INC Total:109.56 Vendor: VEN20095 - TRI-STATE BOBCAT, INC. 2,978.50N1673511/20/202419597TRI-STATE BOBCAT, INC.BOBCAT EXCAVATOR & BUCKET RENTAL 144.66T5906911/25/202419627TRI-STATE BOBCAT, INC.ADAPTER, FITTING - 8202/38395 110.93P2855911/25/202419627TRI-STATE BOBCAT, INC.REAR CAB WINDOW - 8202/38427 Vendor VEN20095 - TRI-STATE BOBCAT, INC. Total:3,234.09 Vendor: VEN20141 - TYLER TECHNOLOGIES, INC 145.0025-47732811/25/2024225980TYLER TECHNOLOGIES, INC ERP PRO UTILITIES - PROJECT & PHASE PLANNING 3,480.0025-48574111/20/2024225866TYLER TECHNOLOGIES, INC ERP PRO UTILITIES - CONFIGURE UB Vendor VEN20141 - TYLER TECHNOLOGIES, INC Total:3,625.00 Vendor: VEN37544 - TYLER/AMANDA PERRY 30.052024110611/20/2024225805TYLER/AMANDA PERRY REFUND UB ACCT# 800036019 6301 HOMESTEAD LN S Vendor VEN37544 - TYLER/AMANDA PERRY Total:30.05 Vendor: VEN35692 - VAN METER INC 652.87S013558999.00111/20/2024225867VAN METER INC CUTTING REELS/BLACK-RED- GRN-STREETLIGHTS 806.34S013559328.00111/20/2024225867VAN METER INC FLUKE/POWER POLE/LIGHTING-FM Vendor VEN35692 - VAN METER INC Total:1,459.21 Vendor: VEN34861 - VERMILLION ELEVATOR INC 2,239.3226614711/25/2024225981VERMILLION ELEVATOR INC GRASS SEED - STREETS Vendor VEN34861 - VERMILLION ELEVATOR INC Total:2,239.32 Vendor: VEN34314 - VERUS CORPORATION 7,260.007386511/25/2024225982VERUS CORPORATION M590 Cluster Renewal (2) 900.007386511/25/2024225982VERUS CORPORATION T40 Booster Renewal Vendor VEN34314 - VERUS CORPORATION Total:8,160.00 Vendor: VEN34977 - VESTIS GROUP INC 102.3725001272311/20/202419598VESTIS GROUP INC RESTAURANT LINEN/SUPPLIES SVCS Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 26 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 200.27250055355311/20/202419598VESTIS GROUP INC RESTAURANT LINEN/SUPPLIES SVCS 189.68250055690211/25/202419628VESTIS GROUP INC RESTAURANT LINEN/SUPPLIES SVCS Vendor VEN34977 - VESTIS GROUP INC Total:492.32 Vendor: VEN37598 - VICKI DIAZ 67.322024112011/25/2024225920VICKI DIAZ REFUND UB ACCT#800039264- 8201 83RD ST S Vendor VEN37598 - VICKI DIAZ Total:67.32 Vendor: VEN37556 - VICTORIA RICE 33.342024110511/25/2024225921VICTORIA RICE REFUND UB ACCT# 108436115 7622 IDEAL AVE S Vendor VEN37556 - VICTORIA RICE Total:33.34 Vendor: VEN30818 - VISUAL COMPUTER SOLUTIONS, INC 1,571.752144411/20/202419599VISUAL COMPUTER SOLUTION…SAAS RENEWAL SERVICES - 12/1/24-11/1/25 Vendor VEN30818 - VISUAL COMPUTER SOLUTIONS, INC Total:1,571.75 Vendor: VEN23259 - WASHINGTON CONSERVATION DISTRICT 46.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-O2B KIDS 1,116.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-MISSISSIPP… 376.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-CALAROSA 6TH 260.80671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-ROLLING MEADOWS 46.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-SUMMER LANDIN… 244.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-SETTLERS BLUF… 244.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-GRAYMONT 1S… 227.80671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-SUMMER VALLEY 293.80671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-CALAROSA 5TH 293.80671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-HINTON WOODS 46.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-RJ SCHINNER 310.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-CARDINAL RESERVE 211.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-EASTBROOKE 3R… 211.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-WOODRIDGE PARK 211.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-EASTBROOKE 2N… 178.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-GRAYMONT 2N… 145.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL- HOHENSTEIN 132.00671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-WOODWARD PON… 132.00671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-GLACIAL VALLE… 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-LEAFLINE LABS 293.80671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-RAVINE CROSSING 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-GOEBEL Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 27 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-HAWTHORNE 1S… 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-HAWTHORNE 3R… 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-GLACIAL VALLE… 343.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-HAWTHORNE 2N… 112.30671411/25/2024225983WASHINGTON CONSERVATIO…EROSION/SEDIMENT CONTROL-3M NORTH 716.31673211/20/2024225868WASHINGTON CONSERVATIO…3RD QUARTER SHARED WATER RESOURCE EDUCATION PROGRA Vendor VEN23259 - WASHINGTON CONSERVATION DISTRICT Total:6,755.31 Vendor: VEN23139 - WASHINGTON COUNTY PUBLIC HEALTH & ENVIRONMENT DEPT 1,963.002024101011/25/202419629WASHINGTON COUNTY PUBLI…2025 WASH.CO FOOD LICENSE RENEWAL 219.512024111211/20/202419600WASHINGTON COUNTY PUBLI…OCTOBER 2024 ENVIRONMENTAL CHARGE Vendor VEN23139 - WASHINGTON COUNTY PUBLIC HEALTH & ENVIRONMENT DEPT Total:2,182.51 Vendor: VEN37455 - WATER TOWER CLEAN & COAT INC 11,800.00563111/20/2024225869WATER TOWER CLEAN & COAT…WATER TOWER CLEANING AT HIGHLANDS TANK Vendor VEN37455 - WATER TOWER CLEAN & COAT INC Total:11,800.00 Vendor: VEN37554 - WENDY BARTZ 17.022024110411/25/2024225922WENDY BARTZ REFUND UB ACCT# 800035216 8420 85TH ST S Vendor VEN37554 - WENDY BARTZ Total:17.02 Vendor: VEN23107 - WERNER IMPLEMENT CO, INC. 26.294013911/25/2024225986WERNER IMPLEMENT CO, INC.PRE-WET FILL SUPPLIES - 4009/38404 Vendor VEN23107 - WERNER IMPLEMENT CO, INC. Total:26.29 Vendor: VEN35349 - WIESE USA INC 622.907504653811/25/202419630WIESE USA INC BACKREST Vendor VEN35349 - WIESE USA INC Total:622.90 Vendor: VEN32141 - WINTER EQUIPMENT COMPANY INCORPORATED 4,962.12IV6049911/20/2024225870WINTER EQUIPMENT COMPA…SNOWPLOW BLADE SYSTEM Vendor VEN32141 - WINTER EQUIPMENT COMPANY INCORPORATED Total:4,962.12 Vendor: VEN31081 - WITMER PUBLIC SAFETY GROUP, INC 561.94INV57315611/20/2024225871WITMER PUBLIC SAFETY GRO…FIRE PPE - GLOVES Vendor VEN31081 - WITMER PUBLIC SAFETY GROUP, INC Total:561.94 Vendor: VEN30736 - WOLD ARCHITECTS AND ENGINEERS, INC 4,356.009688911/20/2024225872WOLD ARCHITECTS AND ENGI…UTILITY & ENGINEERING BUILDING 14,420.509689911/20/2024225872WOLD ARCHITECTS AND ENGI…NEW PW UTILITY FACILITY Vendor VEN30736 - WOLD ARCHITECTS AND ENGINEERS, INC Total:18,776.50 Vendor: VEN24065 - XCEL ENERGY 388.9089751156511/25/2024225987XCEL ENERGY 8490A E POINT DOUGLAS RD S UNIT-9/5/24-10/6/24 80.0289752110911/25/2024225987XCEL ENERGY 8490A E POINT DOUGLAS UNIT TRAFFIC-9/5/24-10/6/24 180.4290151027011/25/2024225987XCEL ENERGY RAVINE PKWY LIGHTS - 10/6/24-11/4/24 85.7090162913011/25/2024225987XCEL ENERGY 6459 JENSEN AVE S -10/6/24- 11/4/24 207.9490166966011/25/2024225987XCEL ENERGY 6786A PINE ARBOR BLVD UNIT LIGHT-10/6/24-11/4/24 394.6290167625011/25/2024225987XCEL ENERGY 8490A E POINT DOUGLAS RD S UNIT-10/6/24-11/4/24 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 28 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 606.6890167705911/25/2024225987XCEL ENERGY HERO CENTER GAS-10/6/24- 11/4/24 71.5590169642111/25/2024225987XCEL ENERGY 8490A E POINT DOUGLAS UNIT TRAFFIC-10/6/24-11/4/24 959.8090177451011/20/2024225873XCEL ENERGY 80TH/JAMAICA LIGHTS- 10/6/24-11/4/24 14.9490188321711/20/2024225873XCEL ENERGY 10920 E POINT DOUGLAS RD S - 10/29/24-11/3/24 24.4890214250111/20/2024225873XCEL ENERGY SEWER LIFT STATION - 10/14/24-10/8/24 35.6790221580911/25/2024225987XCEL ENERGY 9810A UPPER 89TH STREET - 10/09/24 - 11/07/24 28.8290223258811/25/2024225987XCEL ENERGY 7696A 106TH ST S - 10/09/24 - 11/07/24 167.5590231668511/20/2024225873XCEL ENERGY LIFT STATION -10/9/24… 423.2390234954811/20/2024225873XCEL ENERGY TRAFFIC SIGNALS -10/10/24- 11/10/24 34.4790236820311/20/2024225873XCEL ENERGY BOOSTER BYPASS-10/10/24- 11/10/24 93.2490238594411/20/2024225873XCEL ENERGY 9750 65TH ST S UNIT LIGHTS- 10/10/24-11/10/24 10.5990238869911/20/2024225873XCEL ENERGY 8193 GRANGE BLVD UNIT SIREN-10/10/24-11/10/24 65.2090239346711/20/2024225873XCEL ENERGY 7064 W PT DOUGLAS RD S FEEDPOINT-10/10/24… 84.4690239610211/20/2024225873XCEL ENERGY 8311 60TH ST S UNIT LIGHTS- 10/10/24-11/10/24 131.3590239844411/20/2024225873XCEL ENERGY 6490 IDSEN AVE S UNIT LIGHTS-10/10/24-11/10/24 45.7890239885811/20/2024225873XCEL ENERGY 6424 HARKNESS AVE S- 10/10/24-11/10/24 68.2290239957211/20/2024225873XCEL ENERGY 8500 95TH ST S UNIT TRAFFIC SIGN-10/10/24-11/10/24 39.5390240621811/20/2024225873XCEL ENERGY 9200 GRANADA AVE S UNIT LIGHTS-10/10/24-11/10/24 64.9290241452311/25/2024225987XCEL ENERGY 10500A IDEAL AVE S - 10/10/24 - 11/10/24 41.3090242473411/20/2024225873XCEL ENERGY 6497 INSPIRE CIR S -10/10/24- 11/10/24 53.3190242522611/25/2024225987XCEL ENERGY 9900 A JAMAICA AVE S - 10/10/24 - 11/10/24 143.3490242996111/20/2024225873XCEL ENERGY 8031 80TH ST S FEEDPOINT - 10/10/24-11/10/24 1,436.2290245070411/20/2024225873XCEL ENERGY 8540 81ST ST S UNIT WELL 7- 10/10/24-11/10/24 24.1790246198111/20/2024225873XCEL ENERGY 6527 GENEVIEVE TRL FEEDPOINT-10/10/24… 64.2690246946611/25/2024225987XCEL ENERGY 7901A 100TH ST S - 10/10/24 - 11/10/24 97.8990270241211/20/2024225873XCEL ENERGY PINE COULEE LIGHTS-10/3/24- 11/3/24 480.9290274323411/20/2024225873XCEL ENERGY PRO SHOP - 10/10/24- 11/10/24 158.6190274323411/20/2024225873XCEL ENERGY MAINT BLDG - 10/10/24- 11/10/24 1,836.5790274323411/20/2024225873XCEL ENERGY PUMPHOUSE - 10/10/24- 11/10/24 1,905.8790274323411/20/2024225873XCEL ENERGY CLUBHOUSE - 10/10/24- 11/10/24 35,835.1890275689711/20/2024225873XCEL ENERGY WATER - 10/9/24-11/9/24 8.1890283220011/20/2024225873XCEL ENERGY SETTLERS BLUFF LS/10294A GREYSTONE 20.5790293784511/20/2024225873XCEL ENERGY GLENDENNING -10/14/24- 11/13/24 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 29 of 34 AmountPayable NumberPayment DatePayment NumberVendor Name Description (Item) 183.0590305956011/20/2024225873XCEL ENERGY SOUTHPOINT - 10/10/24- 11/10/24 21,552.3690314987511/20/2024225873XCEL ENERGY ICE ARENA - 10/10/24- 11/10/24 2,279.2890333623611/25/2024225987XCEL ENERGY PARK BUILDINGS - 10/10/24 - 11/10/24 41.3490345811611/25/2024225987XCEL ENERGY C/D SIRENS -10/18/24- 11/17/24 5,342.1090349255911/25/2024225987XCEL ENERGY CITY STREET LIGHTS-10/6/24- 11/4/24 124.2490349300711/25/2024225987XCEL ENERGY CITY STREET LIGHTS -10/6/24- 11/4/24 34.7090349302511/25/2024225987XCEL ENERGY CITY STREET LIGHTS -10/6/24- 11/4/24 657.7390354343211/25/2024225987XCEL ENERGY FIRE DEPT - 10/03/24-11/03-24 3,344.5690354419811/25/2024225987XCEL ENERGY PUBLIC WORKS - 10/10/24- 11/10/24 2,777.0590358259511/25/2024225987XCEL ENERGY CENTRAL FIRE-10/10/24- 11/1024 Vendor VEN24065 - XCEL ENERGY Total:82,750.88 Vendor: VEN32213 - YOLEISY VALDES-GONZALES 695.003686911/20/202419601YOLEISY VALDES-GONZALES PERENNIAL REMOVAL-HERO CENTER 460.003687311/20/202419601YOLEISY VALDES-GONZALES PERENNIAL REMOVAL - FIRE STATION Vendor VEN32213 - YOLEISY VALDES-GONZALES Total:1,155.00 Vendor: VEN37573 - YVONNE CADALBERT 19.182024110811/25/2024225923YVONNE CADALBERT REFUND UB ACCT# 80003583 7030 JENNER CIR S Vendor VEN37573 - YVONNE CADALBERT Total:19.18 Vendor: VEN26201 - ZIEGLER INC. 1,305.84IN00170176911/20/202419602ZIEGLER INC.BREATHER,AIR FLTR,OIL,FILTERS - 8204/38335 401.68IN00170356511/20/202419602ZIEGLER INC.PULLEY, TENSIONER - 8204/38335 Vendor VEN26201 - ZIEGLER INC. Total:1,707.52 Grand Total:2,716,222.73 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 30 of 34 Report Summary Fund Summary Payment AmountFund 100 - GENERAL FUND 109,763.80 210 - EQUIPMENT REPLACEMENT 24,185.00 230 - SURFACE WATER MANAGEMENT 3,423.86 235 - ROADWAY & TRAIL MAINTENANCE 2,803.00 240 - FORFEITURE & SEIZURE 7,002.76 250 - ICE ARENA 21,552.36 255 - GOLF COURSE SPECIAL REVENUE FUND 29,629.81 265 - CG CONVENTION & VISITORS BUREAU 140.00 285 - ECONOMIC DEVELOPMENT AUTHORITY 9,730.64 286 - ECONOMIC DEVELOPMENT TRUST 5,638.50 290 - HERO CENTER OPERATIONS 22,411.81 455 - 3M SETTLEMENT - MPCA 1,004,883.95 510 - FUTURE PROJECTS 4,840.83 515 - PARK CAPITAL IMPROVEMENT FUND 9,673.00 520 - MSA CONSTRUCTION 70,813.04 560 - PAVEMENT MANAGEMENT 43,537.50 570 - PARK TRUST 7,318.00 575 - WATER CONNECT/AREA 48.00 585 - STORM CONNECTION/AREA 18,126.75 610 - WATER OPERATING 91,659.85 620 - SEWER OPERATING 135,514.87 630 - STREET LIGHTS 45,191.84 660 - COTTAGE GROVE EMS 4,720.32 700 - SELF INSURANCE 293,781.32 710 - FLEET MAINTENANCE 52,659.37 720 - INFORMATION TECHNOLOGY 120,921.86 810 - DEVELOPER LETTER OF CREDIT 273,968.04 990 - PAYROLL FUND 302,282.65 2,716,222.73Grand Total: Account Summary Payment AmountAccount Number Account Name 100-00-9100-2034 COBRA INSURANCE 4,144.46 100-01-0010-4210 OP SUPPLY-OTHER 67.78 100-03-0150-4302 LEGAL SERVICE 12,182.00 100-04-0200-3115 LIQUOR LICENSE 500.00 100-04-0200-4210 OP SUPPLY-OTHER 124.20 100-08-0395-4210 OP SUPPLY-OTHER 99.98 100-08-0395-4311 POSTAGE 2,986.06 100-08-0395-4340 PRINTING 2,878.00 100-08-0395-4434 SPECIAL EVENTS 1,760.00 100-09-2500-4272 OP SUP-BUILDINGS 90.65 100-09-2500-4372 MAINT-REPAIR/BLD 3,010.34 100-09-2500-4380 RENTAL/LEASE 343.85 100-09-2500-4405 CLEAN/WASTE REMV 5,400.00 100-13-1000-2041 SURCHARGE PAYABL 10,000.36 100-13-1000-3140 BUILDING PERMIT 115.00 100-13-1000-3519 OTHER CHARGE SVS -200.01 100-13-1000-4310 COMMUNICATION 128.22 100-14-2040-4301 ENGINEERING SVS 3,766.30 100-14-2040-4310 COMMUNICATION 54.52 100-15-0400-4310 COMMUNICATION 31.15 100-15-0400-4360 UTILITIES 51.93 100-15-0425-4210 OP SUPPLY-OTHER 789.00 100-21-0500-4210 OP SUPPLY-OTHER 75.31 100-21-0500-4217 CLOTHING/UNIFORM 1,797.00 100-21-0500-4300 PROF SERVICES 5,324.00 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 31 of 34 Account Summary Payment AmountAccount Number Account Name 100-21-0500-4305 FEES FOR SERVICE 53.55 100-21-0500-4310 COMMUNICATION 936.31 100-21-0500-4449 OTHER CONTRACT 400.00 100-26-0800-4217 CLOTHING/UNIFORM 3,689.77 100-26-0800-4270 OP SUP-VEH/EQ 20.91 100-26-0800-4300 PROF SERVICES 900.00 100-26-0800-4305 FEES FOR SERVICE 606.52 100-26-0800-4310 COMMUNICATION 157.56 100-26-0800-4360 UTILITIES 3,532.82 100-26-0800-4370 MAINT-REPAIR/EQ 4,338.79 100-26-0800-4372 MAINT-REPAIR/BLD 1,097.00 100-26-0800-4403 TRAVEL/TRAIN/CON 735.81 100-26-0800-4405 CLEAN/WASTE REMV 2,140.00 100-31-1200-4210 OP SUPPLY-OTHER 704.79 100-31-1200-4216 FERTILIZER/CHEM 2,239.32 100-31-1200-4217 CLOTHING/UNIFORM 1,459.80 100-31-1200-4271 OP SUP-OTHER IMP 1,628.91 100-31-1200-4301 ENGINEERING SVS 457.50 100-31-1200-4310 COMMUNICATION 570.24 100-31-1200-4371 MAINT-REPAIR/OTH 134.66 100-31-1200-4380 RENTAL/LEASE 1,203.98 100-31-1200-4401 DUES & SUBS 297.50 100-31-1200-4405 CLEAN/WASTE REMV 362.06 100-32-1260-4210 OP SUPPLY-OTHER 4,205.45 100-32-1260-4217 CLOTHING/UNIFORM 60.50 100-32-1260-4231 SMALL TOOLS 8.28 100-35-2005-4272 OP SUP-BUILDINGS 274.67 100-35-2005-4305 FEES FOR SERVICE 370.93 100-35-2005-4360 UTILITIES 3,344.56 100-35-2005-4372 MAINT-REPAIR/BLD 606.60 100-35-2005-4380 RENTAL/LEASE 60.00 100-35-2005-4405 CLEAN/WASTE REMV 3,150.00 100-35-2009-4360 UTILITIES 20.57 100-36-2200-4210 OP SUPPLY-OTHER 120.00 100-36-2200-4217 CLOTHING/UNIFORM 160.00 100-36-2200-4310 COMMUNICATION 21.37 100-41-1500-4210 OP SUPPLY-OTHER 707.64 100-41-1500-4212 LUB/ADD 29.98 100-41-1500-4216 FERTILIZER/CHEM 2,772.50 100-41-1500-4217 CLOTHING/UNIFORM 172.90 100-41-1500-4272 OP SUP-BUILDINGS 318.60 100-41-1500-4310 COMMUNICATION 422.84 100-41-1500-4360 UTILITIES 2,458.41 100-41-1500-4380 RENTAL/LEASE 4,297.83 100-41-1500-4403 TRAVEL/TRAIN/CON 985.01 100-41-1500-4405 CLEAN/WASTE REMV 1,208.74 100-41-1516-4210 OP SUPPLY-OTHER 277.53 100-41-1516-4217 CLOTHING/UNIFORM 16.00 100-51-2300-4305 FEES FOR SERVICE 375.00 100-51-2300-4434 SPECIAL EVENTS 129.99 210-00-9210-4530 MACH & EQUIPMENT 24,185.00 230-60-3200-4217 CLOTHING/UNIFORM 98.85 230-60-3200-4300 PROF SERVICES 716.31 230-60-3200-4301 ENGINEERING SVS 504.00 230-61-3260-4305 FEES FOR SERVICE 314.90 230-61-3260-4311 POSTAGE 538.40 230-61-3260-4321 DATA PROCESSING 982.00 230-61-3260-4340 PRINTING 269.40 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 32 of 34 Account Summary Payment AmountAccount Number Account Name 235-00-1217-4301 ENGINEERING SVS 2,803.00 240-21-0554-4280 CAPITAL OUTLAY <$5,000 7,002.76 250-77-3700-4360 UTILITIES 21,552.36 255-53-2100-4210 OP SUPPLY-OTHER 915.02 255-53-2100-4360 UTILITIES 531.23 255-53-2100-4371 MAINT-REPAIR/OTH 615.00 255-53-2100-4438 PRO/MISC RESALE 1,064.58 255-55-2105-4210 OP SUPPLY-OTHER 131.66 255-55-2105-4211 MOTOR FUELS 996.50 255-55-2105-4216 FERTILIZER/CHEM 4,033.82 255-55-2105-4270 OP SUP-VEH/EQ 750.73 255-55-2105-4305 FEES FOR SERVICE 272.05 255-55-2105-4370 MAINT-REPAIR/EQ 180.81 255-55-2105-4380 RENTAL/LEASE 100.00 255-55-2105-4405 CLEAN/WASTE REMV 1,000.00 255-55-2110-4310 COMMUNICATION 21.37 255-55-2110-4360 UTILITIES 2,036.26 255-56-2140-4210 OP SUPPLY-OTHER 1,109.02 255-56-2140-4305 FEES FOR SERVICE 606.32 255-56-2140-4360 UTILITIES 2,407.32 255-56-2140-4401 DUES & SUBS 1,963.00 255-56-2140-4434 SPECIAL EVENTS 4,152.00 255-56-2140-4436 CONCESSION RESAL 4,921.70 255-56-2140-4439 LIQUOR - RESALE 1,821.42 265-00-1150-4305 FEES FOR SERVICE 140.00 285-12-1135-4210 OP SUPPLY-OTHER 185.59 285-12-1135-4300 PROF SERVICES 8,937.50 285-12-1135-4341 ADVER/PUBLISH 243.00 285-12-1135-4434 SPECIAL EVENTS 364.55 286-00-6700-4551 PROJECT-ENGINEER 5,638.50 290-00-2900-4210 OP SUPPLY-OTHER 738.12 290-00-2900-4280 CAPITAL OUTLAY <$5,000 2,660.00 290-00-2900-4302 LEGAL SERVICE 336.00 290-00-2900-4305 FEES FOR SERVICE 8,466.35 290-00-2900-4360 UTILITIES 606.68 290-00-2900-4372 MAINT-REPAIR/BLD 6,247.82 290-00-2900-4405 CLEAN/WASTE REMV 2,566.84 290-00-2900-4438 PRO/MISC RESALE 790.00 455-00-7232-4551 PROJECT-ENGINEER 2,239.47 455-00-7245-4551 PROJECT-ENGINEER 55,552.10 455-00-7252-4559 PROJECT-OTHER 1,566.82 455-00-7255-4550 PROJECT-CONTRACT 944,459.00 455-00-7260-4551 PROJECT-ENGINEER 1,066.56 510-00-6574-4551 PROJECT-ENGINEER 4,840.83 515-00-9515-4301 ENGINEERING SVS 9,673.00 520-00-6552-4550 PROJECT-CONTRACT 3,812.40 520-00-6552-4551 PROJECT-ENGINEER 33,758.00 520-00-6552-4552 PROJECT-LEGAL 1,979.05 520-00-6552-4559 PROJECT-OTHER 935.09 520-00-6576-4551 PROJECT-ENGINEER 12,958.50 520-00-6577-4551 PROJECT-ENGINEER 17,370.00 560-00-6575-4551 PROJECT-ENGINEER 846.00 560-00-6578-4551 PROJECT-ENGINEER 5,380.50 560-00-6580-4551 PROJECT-ENGINEER 37,311.00 570-00-9570-4300 PROF SERVICES 5,720.00 570-00-9570-4301 ENGINEERING SVS 94.00 570-00-9570-4302 LEGAL SERVICE 1,504.00 575-00-7270-4552 PROJECT-LEGAL 48.00 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 33 of 34 Account Summary Payment AmountAccount Number Account Name 585-00-9585-4301 ENGINEERING SVS 18,126.75 610-00-7261-4551 PROJECT-ENGINEER 18,776.50 610-70-3000-4210 OP SUPPLY-OTHER 786.71 610-70-3000-4216 FERTILIZER/CHEM 120.00 610-70-3000-4217 CLOTHING/UNIFORM 128.00 610-70-3000-4271 OP SUP-OTHER IMP 1,009.80 610-70-3000-4302 LEGAL SERVICE 288.00 610-70-3000-4305 FEES FOR SERVICE 501.45 610-70-3000-4310 COMMUNICATION 444.19 610-70-3000-4360 UTILITIES 35,869.65 610-70-3000-4371 MAINT-REPAIR/OTH 22,775.21 610-70-3000-4405 CLEAN/WASTE REMV 362.06 610-70-3000-4449 OTHER CONTRACT 2,180.28 610-71-3060-4305 FEES FOR SERVICE 1,259.00 610-71-3060-4311 POSTAGE 2,153.00 610-71-3060-4321 DATA PROCESSING 3,927.00 610-71-3060-4340 PRINTING 1,079.00 620-00-7280-4551 PROJECT-ENGINEER 5,364.00 620-00-9620-1224 RESERVE-MWCC CRD 3,384.37 620-00-9620-2042 SAC 119,280.00 620-80-3100-3739 MISC UTIL -1,192.80 620-80-3100-4217 CLOTHING/UNIFORM 61.09 620-80-3100-4360 UTILITIES 200.21 620-81-3160-4305 FEES FOR SERVICE 1,259.00 620-81-3160-4311 POSTAGE 2,153.00 620-81-3160-4321 DATA PROCESSING 3,927.00 620-81-3160-4340 PRINTING 1,079.00 630-75-1400-4210 OP SUPPLY-OTHER 652.87 630-75-1400-4217 CLOTHING/UNIFORM 16.00 630-75-1400-4280 CAPITAL OUTLAY <$5,000 912.00 630-75-1400-4305 FEES FOR SERVICE 315.00 630-75-1400-4310 COMMUNICATION 15.58 630-75-1400-4311 POSTAGE 538.00 630-75-1400-4321 DATA PROCESSING 982.70 630-75-1400-4340 PRINTING 270.00 630-75-1400-4360 UTILITIES 6,517.03 630-75-1400-4438 PRO/MISC RESALE 32,950.00 630-75-1430-4360 UTILITIES 491.45 630-75-1440-4360 UTILITIES 959.80 630-75-1450-4360 UTILITIES 571.41 660-24-0600-4210 OP SUPPLY-OTHER 8.76 660-24-0600-4370 MAINT-REPAIR/EQ 4,338.96 660-24-0600-4403 TRAVEL/TRAIN/CON 372.60 700-00-9700-4146 DISABILITY 5,463.46 700-00-9700-4300 PROF SERVICES 1,667.55 700-00-9700-4305 FEES FOR SERVICE 15,767.77 700-00-9700-4540 OTHER CAP OUTLAY 241,330.40 700-00-9700-4734 AUTO CLAIMS 10,739.67 700-00-9700-4736 PROPERTY LOSS CLAIMS 16,628.00 700-00-9700-4737 MEDICAL DEDUCTIBLE 2,184.47 710-33-1700-4210 OP SUPPLY-OTHER 239.76 710-33-1700-4217 CLOTHING/UNIFORM 221.01 710-33-1700-4270 OP SUP-VEH/EQ 18,599.89 710-33-1700-4305 FEES FOR SERVICE 23.01 710-33-1700-4310 COMMUNICATION 313.80 710-33-1700-4370 MAINT-REPAIR/EQ 17,782.21 710-33-1700-4405 CLEAN/WASTE REMV 362.06 710-33-1710-4211 MOTOR FUELS 15,071.38 Expense Approval Report Payment Dates: 11/15/2024 - 11/28/2024 11/26/2024 9:43:38 AM Page 34 of 34 Account Summary Payment AmountAccount Number Account Name 710-33-1720-4217 CLOTHING/UNIFORM 46.25 720-07-0380-4210 OP SUPPLY-OTHER 35.96 720-07-0380-4310 COMMUNICATION 1,877.75 720-07-0380-4321 DATA PROCESSING 118,655.15 720-07-0380-4371 MAINT-REPAIR/OTH 353.00 810-00-8217-2310 DEPOSITS PAYABLE 100,125.00 810-00-9810-2310 DEPOSITS PAYABLE 173,843.04 990-05-9990-2010 PERA 137,510.43 990-05-9990-2032 GROUP INS-WTHHLD 130,352.37 990-05-9990-2033 DENTAL INS-WITH 11,844.68 990-05-9990-2035 LIFE INS-WITHHLD 70.73 990-05-9990-2037 CHILD SUPPORT 36.91 990-05-9990-2038 UNION DUES 650.00 990-05-9990-2043 DEFERRED COMP 19,428.18 990-05-9990-2044 ROTH 457 2,389.35 Grand Total:2,716,222.73 Project Account Summary Payment AmountProject Account Key **None**2,578,735.35 01-23-001-ESC 920.50 01-23-014-ESC 337.50 01-23-019-ESC 379.50 01-24-008-ESC 13,352.00 01-24-009-ESC 22,648.00 01-24-010-ESC 40,606.00 01-24-011-ESC 1,661.50 02-23-010-ENG 17,370.00 02-23-011-ENG 18,776.50 02-24-001-ENG 5,380.50 02-24-002-ENG 90.00 24-PD-2471S 2,247.00 24-PD-2472S 2,217.00 24-PD-2473S 2,217.00 24-PD-2474S 2,217.00 24-PD-2475S 2,217.00 24-PD-2476S 2,217.00 7252-04-OTH 1,566.82 7260-03-ENG 1,066.56 Grand Total:2,716,222.73 PAYROLL CHECK REGISTER BIWEEKLY – PE 11/17/2024 – CK 11/27/2024 - $467,167.42 1 City Council Action Request 9.A. Meeting Date 12/4/2024 Department Finance Agenda Category Action Item Title Property Tax Levy Payable in 2025 and Adoption of the 2025 Budget Staff Recommendation 1) Adopt Resolution 2024-170, Resolution adopting the 2024 Property Tax Levy Collectible in 2025. 2) Adopt Resolution 2024- 171, Resolution adopting the 2025 Budget. 3) Adopt Resolution 2024-179, Resolution adopting the Housing and Redevelopment Authority Property Tax Levy. Budget Implication Attachments 1. Council Memo Final Levy Adoption 12042024 2. 2024-170 Resolution Adopting Final Tax Levy 3. 2024-171 Resolution Adopting 2025 Budget 4. 2024-179 Resolution Authorizing HRA's Levy 5. 2025 Proposed Annual Budget To:Mayor and City Council Members Jennifer Levitt, City Administrator From:Brenda Malinowski, Finance Director Date:December 4, 2024 Subject:Property Tax Levy and Budget Introduction: The City is required to adopt a final 2025 Property Tax Levy and 2025 Budget by December 28th. The final levy may be lower but may not be higher than the preliminary property tax levy that was approved on September 4th. The preliminary levy was certified to Washington County and used to prepare proposed 2025 property tax notices for taxpayers. These notices, which were mailed in November, included the date of this meeting as a budget meeting where the budget will be discussed. At tonight’s meeting, 1. Staff will present information regarding the levy and budget. 2. Council will conduct a public hearing regarding the levy and budget. 3. Council will approve a 2025 Property Tax levy and 2025 Budget. The annual budget process is guided by policies, ordinances, and the Strategic Plan which have been adopted by the City Council. Four Strategic Initiatives have been used throughout the budget process. •Engaging residents where they are •Continuing sustainable growth •Making Cottage Grove a recreation destination •Remaining employer of choice A ten-year Financial Management Plan (FMP) was developed in 2023. The FMP included all current and future operating costs, the capital improvement plan, existing and future debt, and tax base growth. The FMP targets an average $100 property tax increase for the Median Home to avoid significant swings in property tax impacts from year to year. This budget achieves that target as the increase on the median home is $58. Departments prepared departmental budget requests in June and departmental budget meetings were held with the Budget Team in June. Based on the budget requests, the City Administrator submitted a budget for City Council review. Three workshops to review the budget and property tax levy were held throughout the summer. The preliminary budget and property tax levy that was approved on September 4th was based on the discussion and direction from City Council at those meetings. The preliminary levy was certified to Washington County and used to prepare proposed 2025 property tax notices that were mailed to all taxpayers in November. Taxable Values Washington County sets the taxable values for the City. Estimates from Washington County include a small increase in the Local Taxable Value for 2025 due to new construction in the community which will offset market value decreases in existing property values. Preliminary Values Final Pay 2024 Estimate Pay 2025 % Change Estimated Market Values $6,368,295,800 $6,383,697,400 .24% Taxable Market Values $6,193,083,500 $6,144,185,200 -.79% New Construction $258,602,700 $175,296,900 -32.21% Tax Capacity $68,904,450 $68,980,265 .11% Local Taxable Value-Note 1 $62,216,047 $62,706,488 .79% Note 1-3% of change is due to new construction and -2% of change is due to other. Homestead Market Value Exclusion The Homestead Market Value Exclusion (HMVE) reduces the taxable market value for property classified as homestead. The Legislature adopted changes to the market value exclusion that will become effective with property taxes paid in 2025, and these revisions are included in the 2025 Budget. The maximum exclusion amount changes from $30,400 to $38,000. In addition, the property value has increased from $413,800 to $517,200 for the properties that will not receive an exclusion. Due to these changes, there will be a slight shift of property taxes from residential homestead properties to other property classifications. Tax Increment Financing (TIF) District Decertification TIF District 1-12, which is a redevelopment district for Gateway North, was approved in 2001. The required decertification date is December 2028. However, the final bond payment for the district was paid in February 2024 and the final PAYGO payment was paid in August 2024, which made it possible to decertify this district early in July 2024. In addition, TIF District 1-15 and TIF District 1-18 will also be decertified in 2024. The decertification of these districts has been reflected in the Local Taxable Value for the 2025 budget. EDA and HRA Levy In the past, the City has utilized the EDA levy for both EDA and redevelopment activities. During the preparation of the FMP, there was consensus to start a property tax levy for redevelopment and housing activities. Since the HRA levy will be on a separate line on the property tax bill, this will provide better transparency to the taxpayer regarding redevelopment and housing activities. The EDA holds HRA authority and approved the preliminary HRA levy of $137,500. The EDA will meet on December 3rd to approve the final HRA property tax levy. Property Tax Levy The property tax levy for 2025 is proposed to increase by 12.98%. City of Cottage Grove Levy 2024 Final 2025 Proposed General Fund Levy $18,567,010 $21,667,200 Equipment Levy 319,100 321,000 Municipal Building Levy 300,000 300,000 EDA Levy 275,000 137,500 Debt Levies $3,664,490 $3,564,800 Total Property Tax Levy $23,125,600 $25,990,500 12.39% HRA Levy 2024 Final 2025 Proposed HRA Levy $$137,500 Combined Property Tax Levies 2024 Final 2025 Proposed Total $23,125,600 $26,128,000 % Increase 12.98% Property Tax Rate and City Property Taxes The City’s Property tax rate is calculated by dividing the Net Tax Levy (Gross Levy less Fiscal Disparities Distribution) by the Local Taxable Value. Based on the proposed property tax levy, the tax rate for 2025 is estimated to be 37.177%. The new HRA levy is included in the tax rate calculation. 43.812 41.591 43.139 43.012 40.583 38.958 39.182 37.351 37.251 33.898 32.909 37.177 0 10 20 30 40 50 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City Tax Rate History of City Tax Rate Based on the preliminary values from the County and the proposed property tax levy, the 2025 tax impacts for the median home and four sample properties are shown below: 2024 2025 * Property Market Value City Property Tax Market Value City Property Tax % Increase Market Value City Property Tax Change Median Home $369,500 $1,203 $354,000 $1,261 -4.2%$58 Property 1 371,400 1,210 362,900 1,297 -2.29%88 Property 2 417,900 1,375 414,900 1,508 -.72%133 Property 3 441,200 1,452 417,000 1,517 -5.49%65 Property 4 519,700 1,726 505,900 1,886 -2.66%160 Average $101 *2025 is based on the revised homestead market value exclusion changes. The property taxes for the new HRA levy are included in the 2025 City Property Tax Column. This accounts for $7.43 of the increase of the $58 increase to the median home. Based on the 2025 proposed property tax levy and the assumptions in the FMP, the impact to the median home is as follows through 2032. 2024 2025 2026 2027 2028 2029 2030 2031 2032 Median Home $78 $59 $130 $107 $101 $102 $95 $104 $77 The median home in Cottage Grove continues to compare favorably to other cities in Washington County, and other growing cities in the Metro area with a population over 40,000. There is only one city in Washington County and only two growing cities the Metro that will pay less in City property taxes for 2025 based on preliminary levies and the median home in each community. Cities in Washington County Median Value Home Tax Rate 2025 City Property Tax Stillwater $414,900 52.92%$2,147 Afton $607,400 26.60%$1,687 Oak Park Heights $333,800 52.81%$1,676 Lake Elmo $578,900 26.75%$1,602 Forest Lake $387,500 41.64%$1,565 Newport $305,100 53.64%$1,534 Hugo $397,000 39.19%$1,513 Mahtomedi $453,800 33.41%$1,497 Woodbury $449,700 31.14%$1,381 Oakdale $341,900 41.32%$1,347 Cottage Grove $354,000 37.18%$1,261 Saint Paul Park $281,400 42.40%$1,103 Growing Metro Cities over 40,000 in Population Median Value Home Tax Rate 2025 City Property Tax Edina $716,600 31.42%$2,421 Minnetonka $502,400 36.96%$1,853 Eden Prairie $543,750 30.47%$1,690 Lakeville $450,800 32.69%$1,454 Apple Valley $358,300 41.66%$1,433 Woodbury $449,700 31.14%$1,381 Plymouth $527,000 25.69%$1,371 Eagan $389,800 36.07%$1,364 Maple Grove $458,600 29.10%$1,319 Cottage Grove $354,000 37.18%$1,261 Blaine $339,900 38,36%$1,243 Shakopee $350,000 27.73%$931 Budget Accomplishments The 2025 proposed budget accomplishes several important objectives: •Continues to provide the same level of city services including but not limited to police, fire, street, snowplowing, parks, and recreation services. •Demonstrates stewardship of capital assets by including the replacement of capital equipment and city infrastructure that have been identified in the Financial Management Plan and Capital Improvement Plan. •Maintains the distinction to be an employer of choice. •Provides managed growth in staffing positions needed for a growing community, by including new positions in the 2025 budget. •Meets the debt service requirements for all existing debt by funding these requirements with the property tax levy. •Establishes a HRA Levy for the 1st time to provide funds for housing and redevelopment. •Maintains the fund balance target for the General Fund. Operating Budget Highlights Personnel •The 2025 Budget includes the following new positions: o Police Officer (funded with Traffic Safety grant) o Police Officer o Deputy Fire Chief (use of one-time Public Safety funds) o Firefighter/Paramedic (budget neutral due to shift from PT wages) o Communication Manager o Mechanic (funded through internal services fund) o Public Service Worker (funded with 3M settlement funds) o Secretary PT (funded in Water Enterprise Fund) o Seasonal Code Enforcement Officer (6-month position) o Investigative Aid (PT to FT) o Recreation Specialist (PT to FT-budget neutral due to higher program revenue) •Salaries for existing employees o Salaries have been included in the budget at the settled union contracts amounts for 2025. This is 6% market adjustment and a 3% COLA adjustment. Commodities and Contractual •Commodities and contractual services have been included at a 3% increase. Internal service fund allocations have been included in the amounts needed to fund current operating expenditures. Capital •Included in the Equipment Replacement Fund is $2.6 million of equipment purchases for 2025 with $1.9 million of this to be funded with equipment certificates. Action Requested: 1. Hold the public hearing. 2. Adopt Resolution 2024-170, Adopting the 2024 Property Tax Levy Collectible in 2025. 3. Adopt Resolution 2024-171, Adopting the 2025 Budget. CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-170 RESOLUTION ADOPTING THE 2024 PROPERTY TAX LEVY COLLECTIBLE IN 2025 NOW THEREFORE BE IT RESOLVED, the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the following amounts are the proposed to be levied for the current year, collectible in 2025, upon the taxable property in the City of Cottage Grove for the following purposes: Total General Levies General Fund $21,667,200 Public Safety/City Hall Interfund Loan & maintenance 300,000 Economic Development 137,500 Equipment Levy 321,000 Total General Levies 22,425,700 Debt Levies 2016A GO Refunding Bonds (Ice Arena)220,000 2017A GO Capital Improvement Plan Bonds (Fire Station)610,000 2019A GO Capital Improvement Plan Bonds (HERO)296,000 2019B GO Equipment Certificates (Ice Arena)348,800 2015A GO Improvement Bonds (Pavement Management) 324,000 2016B GO Improvement Bonds (Pavement Management) 200,000 2018A GO Improvement bonds (Ravine Parkway)100,000 2021B GO Improvement Refunding Bonds (PM & Hinton)537,500 2021A GO Improvement Bonds (Pavement Management)230,000 2023A GO Improvement & Abatement Bonds (PM & Glacial Valley)151,200 2024A GO Improvement Bonds (PM, SROP, & Equipment)547,300 Total Debt Levies 3,564,800 Total Property Tax Levy $25,990,500 BE IT FURTHER RESOLVED that there are sufficient sums of money in the Debt Service funds of the City which are irrevocably pledged, together with the above Debt levies to pay principal and interest in 2025 on all outstanding bond issues and internal loan obligations established by previous City Council resolutions and the deferred annual tax levies previously certified to the County Auditor are hereby cancelled and replaced by the above debt service levies. Passed this 4th day of December 2024. __________________________ Myron Bailey, Mayor Attest: ___________________________ Tamara Anderson, City Clerk CITY OF COTTAGE GROVE, MINNESOTA CITY COUNCIL RESOLUTION 2024-171 ADOPTING THE 2025 BUDGET FOR THE CITY OF COTTAGE GROVE WHEREAS the City of Cottage Grove is required to annually adopt a budget that includes projected revenues and sources and all proposed expenditures to be made and obligations to be incurred by the City in the forthcoming fiscal year; and WHEREAS the recommended 2025 budget has been reviewed by the City Council at various public workshops and City Council meetings: and NOW THEREFORE BE IT RESOLVED, the City Council of the City of Cottage Grove, County of Washington, State of Minnesota, that the 2025 operating budget shall be adopted as follows: 2025 Budget General Fund Revenue General Property Tax $21,667,200 Licenses & Permits 2,369,970 Intergovernmental 1,661,750 Charges for Services 1,705,700 Fines 150,000 Miscellaneous 207,200 Transfers In 684,490 Total $28,446,310 Expenditures General Government Mayor & Council $120,630 Budget contingency 275,000 Administration 1,147,600 Professional services 540,000 City Clerk & Elections 227,700 Finance 776,550 City Hall 586,335 Community & Employee Programs 180,100 Community Development Planning, Zoning & Historic Preservation 640,490 Building inspection & Code Enforcement 1,602,905 2025 Budget Expenditures (continued) Public Safety Police 11,025,750 Animal Control 29,330 Emergency Preparedness 86,680 Fire 2,498,600 Public Works Engineering 701,090 Street Maintenance 2,222,050 Signage 280,450 Snow Plowing 1,042,660 Forestry 504,330 Public Works Admin 677,140 Parks & Recreation Park Maintenance 2,506,070 Recreation 774,850 Total $28,446,310 Other Governmental Funds Revenue Equipment Replacement $2,266,000 Recycling 61,000 Surface Water Management 1,274,600 Roadway & Trailway Maintenance 2,019,400 Forfeiture & Seizure 24,000 Opioid Settlement 26,500 Ice Arena 1,710,000 River Oaks Golf Course 3,243,915 HERO Center 1,038,080 CVB 100,300 HRA 137,500 EDA 237,500 Total $12,138,795 Expenditures Equipment Replacement $2,712,900 Recycling 67,590 Surface Water Management 1,413,130 Roadway & Trailway Maintenance 1,884,000 Forfeiture & Seizure 22,340 Opioid Settlement 137,400 Ice Arena 1,690,250 River Oaks Golf Course 3,239,940 HERO Center 1,016,820 CVB 104,145 HRA 109,100 EDA 538,110 Total $12,935,725 Enterprise & Internal Service Funds 2025 Budget Revenue Water Utility $4,251,500 Sewer Utility 4,244,570 Streetlights 1,347,900 Cottage Grove EMS 2,955,100 Insurance 4,182,250 Fleet 2,333,600 Information Technology 2,042,900 Total $21,357,820 Expenditures Water Utility 3,617,390 Sewer Utility 4,612,220 Streetlights 1,383,230 Cottage Grove EMS 3,355,310 Insurance 3,966,910 Fleet 2,332,320 Information Technology 2,231,095 Total $21,498,475 Passed this 4th day of December 2024. __________________________ Myron Bailey, Mayor Attest: __________________________ Tamara Anderson, City Clerk CITY OF COTTAGE GROVE, MINNESOTA COTTAGE GROVE CITY COUNCIL RESOLUTION 2024-179 RESOLUTION ADOPTING HOUSING AND REDEVELOPMENT AUTHORITY PROPERTY TAX LEVY WHEREAS, pursuant to Minnesota Statutes, Chapter 469, as amended, the City Council of the City of Cottage Grove, Minnesota (“City”) created the City of Cottage Grove Economic Development Authority (“EDA”); and WHEREAS, the EDA is authorized to exercise all powers and duties of a Housing and Redevelopment Authority under the provisions of Minnesota Statutes, Sections 469.001 to 469.047; and WHEREAS, pursuant to Minnesota Statutes, Section 469.033, subdivision 6, the EDA may levy a tax upon the estimated market value of all taxable real property within the City, to finance the EDA’s housing and redevelopment activities, subject to a consent resolution of the governing body of the City for which the EDA was created; and WHEREAS, pursuant to City Council Resolution 2023-110, the City Council authorized the EDA to levy a special benefit tax to be collected in 2025 in the amount of up to 0.0185 percent of the taxable market value of all taxable property within the City; and WHEREAS, the EDA adopted the final special benefit tax levy for fiscal year 2025 in an amount of $137,500; and WHEREAS, the EDA held a public hearing on the HRA Property Tax Levy on December 3, 2024; and WHEREAS, upon adoption of the final levy, the City shall take all necessary actions to certify the levy in 2024 in order to receive the levy proceeds for fiscal year 2025. NOW, THEREFORE, be it resolved by the City of Cottage Grove City Council as follows: 1. The City Council hereby adopts the final special benefit tax levy for fiscal year 2025 in the amount of $137,500. Adopted this 4th day of December 2024. ________________________________ Myron Bailey, Mayor _________________________________ Tamara Anderson, City Clerk Annual Budget 2025 CITY OF COTTAGE GROVE, MN FINANCE DEPARTMENT 12800 Ravine Parkway S, Cottage Grove, MN 55016 651-458-2800 | CottageGroveMN.gov -This Page Intentionally left Blank - TABLE OF CONTENTS INTRODUCTION City Administrator's Budget Message 1-12 Organizational Chart 13 Principal City Officials 14 Community Profile 15-16 Property Tax Levy 17 Personnel Schedule by Department 18-21 SUMMARY INFORMATION Summary of All Government Funds 22-23 Summary of All Proprietary Funds 24-25 General Fund Revenue Summary 26-28 General Fund Expenditure Summary 29 OPERATING BUDGET Mayor-Council 30-31 Administration Department 32-34 Administration 35 Professional Services 36 City Clerk & Elections 37 Community & Employee Programs 38 City Hall 39 EDA 40-42 HRA 43-44 Convention & Visitors Bureau 45-47 Information Technology 48-51 Contingency/Transfers 52-53 Finance Department 54-55 Finance 56 Insurance 57-59 Community Development Department 60-62 Planning & Zoning 63 Building Inspection 64 TABLE OF CONTENTS Operating Budget (continued) Page Public Safety 65-68 Police Protection 69-70 Fire Protection 71 Animal Control 72 Emergency Management 73 Forfeitures 74-76 Opioid Settlement 77-79 EMS (Ambulance) 80-83 Public Works Department 85-88 Engineering 89 Streets 90 Signs/Street Striping 91 Snow/Ice Control (Snow Plowing) 92 Public Works Administration 93 Forestry 94 Recycling 95-97 Storm Water 98-101 Roadway & Trail Maintenance 102-104 Water Utility 105-110 Sewer Utility 111-115 Streetlight Utility 116-119 Fleet 120-122 Parks & Recreation Department 123-126 Park Maintenance 127-128 Recreation 129 Ice Arena 130-133 Golf Course 134-141 Equipment Replacement Fund 143-145 To: Honorable Mayor and City Council From: Jennifer Levitt, City Administrator Date: December 4, 2024 Subject: 2025 Budget Transmittal The following is the 2025 Budget for the City of Cottage Grove municipal operations during the 2025 fiscal year. The document includes all major operating funds of the City and concludes nearly a year’s worth of planning, evaluation, and discussion by the Council and staff. The budget, along with the Capital Improvement Plan (CIP), provides direction to staff to carry out community and Council initiatives throughout the year. This budget document outlines a two-year operating budget (2025 and 2026) in order to remain a fiscally strong and desirable community since the use of a two-year operating budget allows a better ability to forecast revenue and expenditure trends, especially when coupled with the five-year Capital Improvement Program. The City holds a AAA bond rating from S&P Global, which was reaffirmed in 2024. This rating validates the City’s strong financial practices, including the budget process. The annual budget process was guided by policies, ordinances, and the Strategic Plan which have been adopted by the City Council. Four Strategic Initiatives have been used throughout the budget process. •Engaging residents where they are •Continuing sustainable growth •Making Cottage Grove a recreation destination •Remaining employer of choice The ten-year Financial Management Plan (FMP) was used again throughout the budget process. When the FMP was prepared in 2023, it included all current and future operating costs, the capital improvement plan including pavement management and street projects, equipment replacement, existing and future debt, and tax base growth. The FMP targets an average $100 city property tax increase for the Median Home instead of large swings in the tax impacts from year to year. This budget achieves that target as the increase on the median home is $58. Budget Process and Timeline The budget process follows the timeline established by the State of Minnesota. Minnesota Statutes require that the preliminary budget and the proposed tax levy be approved by the City Council before September 30th each year. The proposed levy must be certified to Washington County by September 30th, as required by Statute. The preliminary levy may be decreased before final adoption in December, but it may not be increased. 1 State law also requires that the City must announce by September 30th the time and place of a future meeting at which the budget and levy will be discussed, and public input allowed, before the final budget adoption and levy determination. This is also known as the Truth in Taxation Hearing. The City is required to adopt the final property tax levy and certify the amount to Washington County on or before December 28th of each year. The 2025 budget process began in January during the strategic planning retreat. In May, a workshop was held to receive Council direction regarding the budget process and property tax levy. Based on the direction from the retreat and workshop, departments prepared and submitted budget requests. From these requests, a City Administrator recommended budget was presented to City Council. City Council reviewed the budget in three workshops during the summer and adopted a preliminary budget and property tax levy on September 4th. The proposed levy of $25,990,500 was certified to Washington County by September 30th. The Truth in Taxation Hearing will be held at 7:00 pm on December 4th, 2024. The preliminary property tax levy that was approved on September 4th is the same as the final property tax levy that will be considered on December 4th. In addition, a HRA levy will be certified for the first time. In the past, the EDA levy was utilized for both EDA and redevelopment activities. During the preparation of the FMP, there was consensus to start a property tax levy for redevelopment and housing activities. Since the HRA levy will be on a separate line on the property tax bill, this will provide better transparency to the taxpayer regarding redevelopment and housing activities. The EDA holds HRA authority and approved the preliminary HRA levy of $137,500 and will meet on December 3rd to approve the final HRA levy. The 2025 budget accomplishes several important objectives: •Continues to provide the same level of city services including but not limited to police, fire, street, snowplowing, parks, and recreation services. •Demonstrates stewardship of capital assets by including the replacement of capital equipment and city infrastructure that have been identified in the Financial Management Plan and Capital Improvement Plan. •Maintains the distinction to be an employer of choice. •Provides managed growth in staffing positions needed for a growing community, by including new positions in the 2025 budget. •Meets the debt service requirements for all existing debt by funding these requirements with the property tax levy. •Establishes a HRA Levy for the 1st time to provide funds for housing and redevelopment. •Maintains the fund balance target for the General Fund. 2 Property Tax Rate The City’s property tax rate is calculated by dividing the Net Tax Levy (Gross Levy less Fiscal Disparities Distribution) by the Net Tax Capacity Value. The 2025 property tax rate is estimated to increase to 37.177% which compares to 2021 and 2022 property tax rates. During 2023 and 2024, there were historically high appreciation of existing homes which caused large declines in the tax rate. The tax rate of 37.177% is a combined tax rate of the City property tax rate and HRA property tax rate. Property Tax Levy The various components of the 2025 Property Tax Levy are summarized below: City of Cottage Grove Levy 2024 Final 2025 Proposed General Levies $19,461,110 $22,425,700 Debt Levies $3,664,490 $3,564,800 Total Property Tax Levy $23,125,600 $25,990,500 12.39% HRA Levy 2024 Final 2025 Proposed HRA Levy $ $137,500 Combined Property Tax Levies 2024 Final 2025 Proposed Total $23,125,600 $26,128,000 % Increase 12.98% 43.812 41.591 43.139 43.012 40.583 38.958 39.182 37.351 37.251 33.898 32.909 37.177 0 5 10 15 20 25 30 35 40 45 50 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 History of City Tax Rate-Urban City Tax Rate 3 Property Values The net tax capacity value of property within the City as determined by the Washington County Assessor will increase slightly by .79%. Approximately 3% of this increase is due to new construction and was offset by declines in values of existing properties. The decline in existing values was not unique to the City as it occurred throughout the county, state, and country. Final Pay 2024 Estimate Pay 2025 % Change Real Estate $68,224,191 $68,200,478 Personal Property 680,259 779,787 Subtotal Tax Capacity Value 68,904,450 68,980,265 . 11% Less: Tax Increment (3,088,124) (1,378,023) Less: Fiscal Disparity Contribution (3,600,279) (4,895,754) Net Tax Capacity Value $62,216,047 $62,706,488 . 79% Impact on Taxpayers For an owner of a median valued home in Cottage Grove at $369,500 which decreased in taxable market value by 4.2%, the estimated annual property tax bill from the City, based on the 2025 budget and property tax levy, will be $1,261 per year – an increase of $58 from the 2024 amount. 2024 2025 Property Market Value City Property Tax Market Value City Property Tax % Increase Market Value City Property Tax Change Median Home $369,500 $1,203 $354,000 $1,261 -4.2%$58 Property 1 371,400 1,210 362,900 1,297 -2.29%88 Property 2 417,900 1,375 414,900 1,508 -.72%133 Property 3 441,200 1,452 417,000 1,517 -5.49%65 Property 4 519,700 1,726 505,900 1,886 -2.66%160 Average $101 4 Comparison of City Property Tax with Other Similar Communities The following tables reflect the 2025 city portion of property taxes on the median home in each city based on the preliminary tax rates in each community. The median home in each community means that 50% of the homes in the community are valued more and 50% are valued less. Cottage Grove compares favorably to other cities in Washington County and other growing cities in the Metro area with a population of over 40,000. There is only one city in Washington County that pays less in City Property Taxes and there are only two growing cities in the Metro area that pay less in City Property Taxes when comparing the median homes in each community. Cities in Washington County Median Value Home Tax Rate 2025 City Property Tax Stillwater $414,900 52.92% $2,147 Afton $607,400 26.60% $1,687 Oak Park Heights $333,800 52.81% $1,676 Lake Elmo $578,900 26.75% $1,602 Forest Lake $387,500 41.64% $1,565 Newport $305,100 53.64% $1,534 Hugo $397,000 39.19% $1,513 Mahtomedi $453,800 33.41% $1,497 Woodbury $449,700 31.14% $1,381 Oakdale $341,900 41.32% $1,347 Cottage Grove $354,000 37.18% $1,261 Saint Paul Park $281,400 42.40% $1,103 Source: Washington County Taxpayer Services Growing Metro Cities over 40,000 in Population Median Value Home Tax Rate 2025 City Property Tax Edina $716,600 31.42% $2,421 Minnetonka $502,400 36.96% $1,853 Eden Prairie $543,750 30.47% $1,690 Lakeville $450,800 32.69% $1,454 Apple Valley $358,300 41.66% $1,433 Woodbury $449,700 31.14% $1,381 Plymouth $527,000 25.69% $1,371 Eagan $389,800 36.07% $1,364 Maple Grove $458,600 29.10% $1,319 Cottage Grove $354,000 37.18% $1,261 Blaine $339,900 38,36% $1,243 Shakopee $350,000 27.73% $931 Sources: Washington, Dakota, Hennepin, Anoka, and Scott County Taxpayer Services 5 2025 Budget The City has over 50 individual funds in various categories such as general, special revenue, debt service, capital projects, and enterprise. A fund is a self-balancing set of accounts and resources which are dedicated to a specific purpose. The City establishes budgets for the General Fund, special revenue funds, enterprise funds, and internal service funds. The debt service fund activity is based on bond agreements, and the capital project funds are based on projects established in the Capital Improvement Plan. In the budget document, the budgets are organized by department. In addition, the special revenue, enterprise, and internal service funds are included within the department that oversees these functions. For example, the Recycling Fund is included in the Public Works Department. Budget Organization Governmental Funds General Fund Special Revenue Funds •Mayor & Council • Recycling (PW) •Administration Department (Admin)•Stormwater (PW) •Finance Department (Finance)•Roadway & Trailway Maintenance (PW) •Community Development Department (CD)• Forfeiture/Seizure (PS) •Public Safety Department (PS)• Ice Arena (Parks) • Public Works Department (PW)•Golf Course (Parks) • Parks & Recreation (Parks)• Economic Development Authority (Admin) •Housing and Redevelopment (Admin) •Convention & Visitors Bureau (Admin) • Equipment Replacement (PW) Proprietary Funds Enterprise Funds Internal Service Funds •Water Utility (PW)•Self Insurance (Finance) •Sewer Utility (PW)•Fleet (PW) • Street Light Utility (PW)•Information Technology (Admin) • Ambulance (PS) General Fund The General Fund is the chief operating fund for the City. The General Fund accounts for activities that are not required to be accounted for in any other fund. Included in this fund are general government, police, fire, streets, snow plowing, parks, and recreation activities. These activities are primarily funded by property taxes. Total General Fund revenues and expenditures are estimated at $28,446,310. This is an increase of 13.09%. 6 The largest source of revenue for the General Fund is property taxes. All Minnesota communities received one-time public safety funds based on a per capita basis in 2023 to be utilized for public safety expenditures. The City received $1,733,090 in one-time public safety aid and a portion of those funds were utilized in the 2024 Budget. The remaining funds will be utilized in 2025 and 2026 and have been included in the General Fund budget. Description 2024 Budget 2025 Budget 2026 Budget Police Officers (2 FTE’s) $205,600 116,000 $63,800 Firefighter/Paramedics (3 FTE’s) 222,750 156,750 86,200 Fire staffing plan 64,000 Paramedic school for PT firefighters 36,000 Deputy Fire Chief 177,000 188,300 Standards of coverage study-fire 50,000 Toughbook computers and watchguard 188,000 103,000 72,990 SCBA’s for fire 2,737 Total $680,350 $638,750 $414,027 76% 8% 6%6% 2% 1%1% General Fund Revenues Prop Tax Lic & Permits Intergvmt Charges Transfers Fines Interest Misc 7 2025 Expenditures are proposed to increase due to the following: •Personnel Costs – The budget includes a 6% market adjustment and a 3% cost of living increase for salaries based on bargaining unit contracts that have been settled for 2025. The market adjustment was expected since prior contracts were 3% per year in 2022, 2023, and 2024 when there were high increases to cost of living rates. •Staffing – The 2025 budget includes the addition of the following positions needed to maintain or enhance levels of service to the community. o Police Officer (funded with Traffic Safety grant) o Police Officer o Deputy Fire Chief (use of one-time Public Safety funds) o Firefighter/Paramedic (budget neutral due to shift from PT wages) o Communications Manager o Mechanic (funded through internal services fund) o Public Service Worker (funded with 3M settlement funds) o Secretary PT (funded through Water Enterprise Fund) o Seasonal Code Enforcement Officer (6-month position) o Investigative Aid (PT to FT) o Recreation Specialist (PT to FT-budget neutral due to higher program revenue) •Commodities and Contractual Services - Commodities and Contractual Services are included at 3% increase except for the Internal Service Fund allocation expenditures. Internal Service Fund expenditures have been increased to cover current operating costs that had not been recovered in recent budgets. 71% 5% 23% 1% General Fund Expenditures Personnel Supplies Contract Svc Contingency 8 Special Revenue Funds Special revenue funds are used to account for revenue derived from specific revenue sources that are legally restricted or committed to expenditures for specific purposes. Recycling The revenue in this fund is the recycling grant amount expected to be received from Washington County. The grant funds are sufficient for current year expenditures. Stormwater Rates are proposed to increase by 3% per the Stormwater Utility Rate Plan. Expenditures include stormwater maintenance activities. There is a transfer out to the Pavement Management fund for stormwater activities that will be completed as part of the 2025 Pavement Management project. Roadway and Trailway Maintenance The primary source of revenue in this fund are franchise fees from Xcel Energy and CenterPoint Energy. The 2025 budget includes mill and overlay projects, and there are sufficient funds for these projects. Forfeiture/Seizure Revenues in the fund are forfeiture and seizure funds and the associated costs related to forfeiture activities. The revenues for 2025 will fund the expenditures for 2025. Opioid Settlement This fund includes settlement revenue received from lawsuits against opioid manufacturers and distribution companies. The settlement revenues can only be used for eligible activities. Current year expenditures include an embedded social worker to work as a co-responder with the city’s case management unit. Ice Arena Revenues are budgeted at $19,750 over expenditures in the current year budget. As in the past, a transfer out of $180,000 is included in this fund to partially fund the debt service payment for the 2016A Bonds which were issued for ice arena capital. The final payment on these bonds occurs in 2027. Golf Course Revenues are budgeted at $3,975 over expenditures in the current year budget. Revenue is based on 40,000 rounds of golf. An internal fund loan was issued for the replacement of the irrigation system and a loan payment of approximately $150,000 is included in the budget. When bonds are issued for the project, the interfund loan will be paid in full. The bonds will also be repaid with revenues from the golf course. HERO Center The HERO Center is operated through a joint power’s agreement with the City of Woodbury and the operations are coordinated through a Facility Operations Committee (FOC). The FOC approves the budget. Cost participation for the City of Cottage Grove is $100,000 for the current year. The cost 9 participation is included in the HERO Center as a transfer in, and in the General Fund Police budget as a training expense. CG CVB (Cottage Grove Convention and Visitors Bureau) The purpose of the CG CVB is to promote the city as a premier destination. Revenues in this fund are lodging taxes. There are sufficient revenues in the current year to fund the current year expenditures. EDA Fund The property tax levy for this fund has decreased from $275,000 in the 2024 budget to $137,500 in the 2025 budget. The EDA fund can be used for economic or redevelopment activity. HRA Fund The HRA Fund has been established in the 2025 budget with a property tax levy of $137,500. The HRA fund can be used for housing or redevelopment activity. Equipment Replacement Fund (Capital Project Fund) Equipment and vehicles totaling $2,674,500 are included in the Equipment Replacement fund for the current year and will be funded with fund balance in the fund, the property tax levy, and equipment certificates. The purchases include: •Police Squad Cars $360,000 (replacement) •Fire Tender $650,000 (replacement •Parks 1 ton Truck $115,000 (replacement) •Parks Mower 16-foot $159,000 (new) •Parks Gator $32,500 (new) •Parks Plow for Pickup 1409 $13,000 (new) •Streets Dump Truck Single-Axle $325,000 (replacement) •Streets Dump Truck Single-Axle $325,000 (replacement) •Streets Brush Chipper $100,000 (replacement) •Streets Asphalt Patcher $305,000 (replacement) •Streets Stand-Up Mower $10,000 (replacement) •Plow for Pickup 1003 $13,000 (new) •Vehicle for Inspections $45,000 (replacement) •Vehicle for Building Maintenance $100,000 (new) •Vehicle for Recreation $50,000 (replacement) •Vehicle for Fire Marshal $72,000 (replacement) 10 Utility and Enterprise Funds Enterprise funds are used to finance and account for the acquisition, operation, and maintenance of services. These services are entirely or predominantly self-supported by user charges. Water and Sewer Funds A 5.5% increase in water rates and a 5% increase in sewer rates is included in the 2025 budget to fund current operations. Based on 6,000 gallons of water, the rate impact will be .54/month for water and $1.52/month for sewer. A meter replacement program will begin in 2025. Street Light Fund A rate increase of 8% is included in the street light budget to fund current of the street light system and traffic signals. The increase is necessary due to the higher operating costs and necessary replacement costs for the street light infrastructure. The rate impact will be .47/month for a single-family residential customer. Ambulance Fund A rate increase of 7.5% is included for the Ambulance fund to fund current operating costs including personnel costs. The outlook of the fund will need to be reevaluated in 2025 to identify additional revenue sources, since the user charges (ambulance payments from customers including Medicare, Medicaid and private insurance) are not keeping pace with the operating costs. Internal Service Funds Insurance The Insurance Fund accounts for the health insurance, worker’s compensation, and property insurance coverages throughout the city. In recent years, the charges to other funds did not cover current operating costs so the current budget includes an 18% charge to other funds to recover the current operating costs. Fleet The Fleet Fund accounts for the fuel purchases, fleet maintenance of the vehicles & equipment, and building maintenance activities for the municipal buildings. An additional mechanic is included in the current year budget. The mechanic is necessary to address an increased number of work orders due to aging equipment and an increase in the pieces of equipment. IT The IT Fund accounts for IT software, services, and computer equipment purchased throughout the city. Charges to other funds for IT services will be increasing 9% to cover current operating costs in the fund. In addition, $249,600 is included in capital outlay for the replacement of city data center equipment. The capital outlay cost will be recovered in the next two years in the charges to other funds. 11 Conclusion The City continues to be well positioned to respond to whatever economic growth and change will come. The City Council maintains a stated goal of ensuring the fiscal health of the organization while strategically planning for economic cycles. The City Council and staff consistently focus on fiscal opportunities, potential challenges, and fund balance growth. We continually evaluate systems and operations to discover efficiencies and improve the delivery of City services. The City continues to strive for fiscal stability. As in the past, the 2025 budget was created in concert with a draft 2026 budget to see the impact initiatives have on the long-term budget, assuring that current initiatives did not create future budget imbalances. This model provides the base for long-term financial planning necessary for a well-managed and fiscally stable municipality. Long-term planning and fiscal conservatism have situated the City of Cottage Grove with strong fund balances and cash reserves. This solid base provides the City with not only the ability to face economic challenges, but also the wherewithal to take advantage of economic development opportunities. All the planning and financial stability is nothing, however, without quality City services provided to residents and businesses in a timely, responsive manner. Cottage Grove City employees provide these services to the community in good times and bad. It is my honor to call these dedicated workers my colleagues. 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 PRINCIPAL CITY OFFICIALS Elected City Officials Mayor: Myron Bailey Term Expires December 31, 2024 City Council: Tony Khambata Term Expires December 31, 2024 Justin Olsen Term Expires December 31, 2024 Dave Thiede Term Expires December 31, 2026 Monique Garza Term Expires December 31, 2024 Appointed Officials City Administrator Jennifer Levitt Finance Director Brenda Malinowski Public Safety Director Pete Koerner Public Works Director Ryan Burfeind Parks & Recreation Director Zac Dockter Community Development Director Emily Schmitz City Clerk Tamara Anderson 14 COMMUNITY PROFILE Overview Cottage Grove was organized as a village on July 13, 1965 and was incorporated as a city on January 1, 1974. Cottage Grove is a suburban community located on the southern border of Washington County, sixteen miles southeast of Downtown St. Paul. The City currently occupies 34 square miles of land. With a population of 42,648 as of April 1, 2022, according to the Metropolitan Council, Cottage Grove is the second largest city in Washington County. Most of the population of the City concentrates in two age groups: 0-14 years at 28.8% and 25-54 years at 41.8%. According to the 2020 census, the average age is 36.5 years, and the median family income is $102,600. Bond Rating The City achieved a bond rating upgrade to AAA by Standard & Poor’s in 2023, and the rating was reaffirmed in 2024. This is the highest rating available from Standard & Poor’s. Tax Base Cottage Grove’s tax base is comprised of 82.3% residential properties and 17.7% commercial/industrial property. The total taxable market value of all City properties is $6.4 billion, an increase of 68% since 2020 due to new construction and market value appreciation. The current year reflects a decrease of just under 1% in taxable value due to new construction (3%) but a decrease in market value depreciation on existing properties (-4%). - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Taxable Market Value in 1,000's Taxable Market Value in 1,000's 15 COMMUNITY PROFILE Development and Redevelopment The City’s business park is home to more than 3,200,000 square feet of industrial and manufacturing businesses, including Renewal by Andersen, Van Meter, NorthPoint, American Logistics, North Star Sheets, and Up North Plastics. In 2023 and 2024, the city actively purchased and sold land within the City’s business park. Numerous deals were struck with companies eager to locate to the business park including Hohenstein’s, RJ Schinner, and Lumbermen’s. The City’s commercial areas include four community shopping centers which are home to many prominent retailers including Hy-Vee, PetSmart, Target, TJ-Maxx, Walgreens, Kohl’s, Chipotle, Aldi, Cub Foods, Menards, and Walmart. Parks Cottage Grove has over 2,760 acres of parkland which is developed into 37 parks, playgrounds, and fields. The City recently acquired 20 acres of a former golf course property adjacent to the Mississippi River at 10351 Grey Cloud Trail This property includes 1,900 feet of shoreline and 1.5 miles of paved and natural trails and will serve as a great resource for the future city park while also adding additional recreation and habitat protection adjacent to the 250-acre Grey Cloud Dunes Scientific and Natural Area. The City also operates an Ice Arena with three sheets of ice and an 18-hole golf course, River Oaks, which overlooks the Mississippi. Public Safety The City’s public safety services includes a police department with 48 sworn officers, a fire department with 16 part-time firefighters and 16 full-time firefighter/paramedics who also staff the Cottage Grove Emergency Medical Service (EMS) Ambulance. Public Utilities Cottage Grove’s water and sewer public utility provides water service to over 13,800 residential and commercial customers. The City operates 12 wells. Wastewater treatment and disposal (sanitary sewer) are provided by the Metropolitan Council Environmental Services (MCES). 16 PROPERTY TAX LEVY 2025 Property Tax Levy by Type General Levies General Fund $21,667,200 Public Safety/City Hall Interfund Loan 300,000 Economic Development 137,500 Equipment Levy 321,000 Total General Levies 22,425,700 Debt Levies 2016A GO Refunding Bonds (Ice Arena) 220,000 2017A GO Capital Improvement Plan Bonds (Fire Station) 610,000 2019A GO Capital Improvement Plan Bonds (HERO) 296,000 2019B GO Equipment Certificates (Ice Arena) 348,800 2015A GO Improvement Bonds (Pavement Management) 324,000 2016B GO Improvement Bonds (Pavement Management) 200,000 2018A GO Improvement Bonds (Ravine Parkway) 100,000 2021B GO Improvement Refunding Bonds (PM & Hinton) 537,500 2021A GO Improvement Bonds (Pavement Management) 230,000 2023A GO Improvement & Abatement Bonds (PM & Glacial Valley) 151,200 2024A GO Improvement Bonds (PM, SROP, & Equipment) 547,300 Total Debt Levies 3,564,800 Total Property Tax Levy $25,990,500 Property Tax History 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 2019 2020 2021 2022 2023 2024 2025 General Fund Equipment Levy City Hall Interfund Loan Economic Development Ice Arena Debt PM & Street Debt Glacial Valley Park Bldg GO CIP Debt 17 City of Cottage Grove-Annual Budget Personnel Schedule by Department 2023 Budget 2024 Budget 2025 Budget Administration Department City Administrator 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 Communications Manager 1.00 - 1.00 Assistant to City Administrator 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 Human Resources/Payroll Specialist 1.00 1.00 1.00 Marketing/Communications Specialist 1.00 2.00 2.00 Administration Specialist 1.00 1.00 1.00 EDA Director 1.00 1.00 1.00 IT Manager 1.00 1.00 1.00 IT System Administrator - 2.00 2.00 IT Specialist 2.00 1.00 1.00 12.00 13.00 14.00 Community Development Department Community Development Director 1.00 1.00 1.00 Senior Planner 2.00 1.00 1.00 Associate Planner 1.00 2.00 2.00 Community Development Assistant 1.00 1.00 1.00 Chief Building Official 1.00 1.00 1.00 Building Inspector 4.00 3.00 3.00 Seasonal Bldg Inspector & Code Enforcement 0.50 0.50 1.00 Code Enforcement Officer 1.00 1.00 1.00 Building Permit Technician Coordinator 1.00 1.00 1.00 Building Permit Technician 1.00 1.00 1.00 Office Assistant II 0.63 0.63 0.63 14.13 13.13 13.63 Finance Department Finance Director 1.00 1.00 1.00 Assistant Finance Director 1.00 1.00 1.00 Accountant 1.00 2.00 2.00 Accounting Specialist 1.00 1.00 1.00 Finance Assistant II 0.50 0.50 0.50 Utility Billing Specialist 1.00 1.00 1.00 Utility Billing Clerk 1.00 1.00 1.00 6.50 7.50 7.50 Public Safety Department Public Safety Director 1.00 1.00 1.00 Police Captain 3.00 3.00 3.00 Sergeant 7.00 9.00 9.00 Police Officer 33.00 33.00 35.00 18 City of Cottage Grove-Annual Budget Personnel Schedule by Department 2023 Budget 2024 Budget 2025 Budget Management Analyst 1.00 1.00 1.00 Records Manager 1.00 1.00 1.00 Records Coordinator 1.00 1.00 1.00 Records Specialist 2.00 2.00 2.00 Criminal Analyst 1.00 1.00 1.00 Investigative Aid 0.72 0.72 1.00 CSOs (FTE Equivalent) 3.05 4.25 4.25 Fire Chief 1.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 2.00 Fire Marshal 1.00 1.00 1.00 Fire Captain 3.00 3.00 3.00 Firefighter/Paramedic 9.00 12.00 13.00 Administrative Assistant 1.00 1.00 1.00 Volunteer Firefighters 23.00 - - PT Firefighters - 4.78 3.32 HERO Center Manager 1.00 1.00 1.00 Administrative Training Coordinator 1.00 1.00 1.00 HERO Maintenance Specialist 1.00 1.00 1.00 95.77 83.75 86.57 Public Works Department Public Works Director 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Working Foreman 1.00 1.00 1.00 Lead Worker 1.00 1.00 1.00 Public Service Worker 10.00 10.00 10.00 City Forester 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 Seasonals (FTE) 10-560 hr. & 2-1040 hr. 3.69 3.69 3.69 City Engineer 1.00 1.00 1.00 Assistant City Engineer 1.00 1.00 1.00 Project Engineer 1.00 1.00 1.00 Graduate Engineer 1.00 1.00 1.00 GIS Technician 1.00 1.00 1.00 Superintendent-Utilities 1.00 1.00 1.00 Working Foreman-Utilities 1.00 1.00 1.00 Lead Worker 2.00 2.00 2.00 Public Service Workers-Utilities 10.00 10.00 11.00 Secretary 1.00 1.00 1.00 Seasonals (FTE) 2-560 hr. & 2-1040 hr. 1.54 1.54 1.54 Fleet & Facilities Manager 1.00 1.00 1.00 Working Foreman-Fleet 1.00 1.00 1.00 Lead Worker-Fleet and Facilities 2.00 2.00 2.00 Mechanic 2.00 2.00 3.00 Public Service Worker 1.00 1.00 1.00 19 City of Cottage Grove-Annual Budget Personnel Schedule by Department 2023 Budget 2024 Budget 2025 Budget Secretary 0.72 Administrative Assistant 1.00 1.00 1.00 49.23 49.23 51.95 Parks and Recreation Department Parks Parks & Recreation Director 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Working Foreman 1.00 1.00 1.00 Lead Worker 1.00 1.00 1.00 Public Service Worker 7.50 8.00 8.00 Management Analyst - 1.00 1.00 Seasonals (FTE equivalent) 9,070 hours 4.50 4.50 4.50 Recreation Recreation Services Manager 1.00 1.00 1.00 Recreation/Arena Supervisor 1.00 1.00 1.00 Office Assistant II 0.25 0.25 0.25 Recreation Specialist 0.50 - Recreation Specialist 1.00 Seasonals (FTE equivalent) 4.50 5.50 5.50 Ice Arena Recreation Facilities Manager 1.00 1.00 1.00 Assistant Arena Manager 1.00 2.00 2.00 Public Service Worker 0.50 Office Assistant II 0.25 0.25 0.25 Seasonals (FTE equivalent) 3.50 3.50 3.50 Golf General Manager 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Assistant Superintendent 1.00 1.00 1.00 Executive Chef 1.00 1.00 1.00 Golf Professional 1.00 1.00 1.00 Events Manager 1.00 1.00 1.00 Food & Beverage Manager 1.00 1.00 1.00 Seasonals (FTE equivalent) 16.00 16.00 16.00 52.00 55.50 56.00 Total FTE's 229.63 222.11 229.65 FT Employees 167.00 175.00 184.00 Regular PT Employees (FTE's)2.35 7.63 5.67 Seasonal Employees (FTE's)60.28 39.48 39.98 20 City of Cottage Grove-Annual Budget Personnel Schedule by Department 2023 Budget 2024 Budget 2025 Budget Summary of Changes from 2024 Budget to 2025 Budget Police Officer 1.00 Police Officer-Traffic Safety 1.00 Deputy Fire Chief 1.00 Firefighter/Paramedic 1.00 PT Firefighter conversion to FT Firefighter/Paramedic (1.45) Communications Manager 1.00 Mechanic 1.00 Public Service Worker-Utilities 1.00 Secretary PT -Utility Building 0.72 Seasonal Code Enforcement Officer 0.50 Recreation Specialist to FT 0.50 Investigative Aid to FT 0.28 7.55 21 Storm-Roadway Forfeiture/Opioid General Recycling Water Maintenance Seizure Settlement Fund Fund Fund Fund Fund Fund Category: REVENUE 3010 - PROPERTY TAXES 21,667,200 0 0 0 0 0 3020 - FRANCHISE FEES 0 0 0 1,994,400 0 0 3030 - SPECIAL ASSESSMENTS 3,060 0 0 0 0 0 3110 - LICENSES AND PERMITS 2,369,970 0 0 0 0 0 3310 - INTERGOVERNMENTAL 1,661,750 57,000 0 0 0 0 3400 - CHARGES FOR SERVICES 1,705,700 0 0 0 24,000 0 3610 - FINES AND PENALTIES 150,000 0 0 0 0 0 3710 - ENTERPRISE CHARGES FOR SERVICES 0 0 1,251,100 0 0 0 3809 - INVESTMENT INTEREST 129,000 500 23,500 0 0 0 3812 - MISCELLANEOUS 75,140 3,500 0 0 0 26,500 3960 - OTHER FINANCING SOURCE 0 0 0 25,000 0 0 3999 - TRANSFERS IN 684,490 0 0 0 0 0 28,446,310 61,000 1,274,600 2,019,400 24,000 26,500 Category: EXPENDITURES 4100 - PERSONAL SERVICES 20,084,900 47,900 560,600 0 0 0 4200 - COMMODITIES 1,588,115 5,150 28,610 0 1,000 0 4300 - CONTRACTUAL SERVICES 6,498,295 14,540 426,070 435,650 19,340 137,400 4500 - CAPITAL OUTLAY 0 0 350,000 1,448,350 2,000 0 4600 - OTHER FINANCING USES 0 0 0 0 0 0 4730 - MISCELLANEOUS 275,000 0 0 0 0 0 4999 - TRANSFERS OUT 0 0 47,850 0 0 0 Total Category: EXPENDITURES 28,446,310 67,590 1,413,130 1,884,000 22,340 137,400 REVENUES OVER (UNDER) EXPENDITURES 0 (6,590)(138,530)135,400 1,660 (110,900) Total Category: REVENUE City of Cottage Grove Annual Budget Governmental Funds Summary of Revenues & Expenditures 22 Ice Golf Hero Equipment Total Budgeted Arena Course Center CVB HRA EDA Replacement Governmental Fund Fund Fund Fund Fund Fund Fund Funds 0 0 0 0 137,500 137,500 321,000 22,263,200 0 0 0 0 0 0 0 1,994,400 0 0 0 0 0 0 0 3,060 0 0 0 0 0 0 0 2,369,970 57,000 0 154,130 0 0 0 0 1,929,880 1,653,000 3,243,915 765,950 20,000 0 0 0 7,412,565 0 0 0 0 0 0 0 150,000 0 0 0 0 0 0 0 1,251,100 0 0 0 8,000 0 0 5,000 166,000 0 0 18,000 72,300 0 0 20,000 215,440 0 0 0 0 0 0 1,920,000 1,945,000 0 0 100,000 0 0 100,000 0 884,490 1,710,000 3,243,915 1,038,080 100,300 137,500 237,500 2,266,000 40,585,105 646,800 1,654,200 491,850 24,000 84,100 228,200 0 23,822,550 57,600 213,110 22,190 300 0 1,250 0 1,917,325 723,850 967,350 448,780 79,845 25,000 308,660 0 10,084,780 82,000 255,000 0 0 0 0 2,674,500 4,811,850 0 150,280 0 0 0 0 38,400 188,680 0 0 0 0 0 0 0 275,000 180,000 0 54,000 0 0 0 0 281,850 1,690,250 3,239,940 1,016,820 104,145 109,100 538,110 2,712,900 41,382,035 19,750 3,975 21,260 (3,845)28,400 (300,610)(446,900)(796,930) City of Cottage Grove Annual Budget Governmental Funds, Continued Summary of Revenues & Expenditures 23 Water Sewer Streetlight EMS Fund Fund Fund Fund Category: REVENUE 3010 - PROPERTY TAXES 0 0 0 0 3020 - FRANCHISE FEES 0 0 0 0 3030 - SPECIAL ASSESSMENTS 0 0 0 0 3110 - LICENSES AND PERMITS 0 0 0 0 3310 - INTERGOVERNMENTAL 98,000 0 0 0 3400 - CHARGES FOR SERVICES 4,095,752 4,188,370 1,322,900 2,955,100 3610 - FINES AND PENALTIES 0 0 0 0 3710 - ENTERPRISE CHARGES FOR SERVICES 0 0 0 0 3809 - INVESTMENT INTEREST 53,748 56,200 5,000 0 3812 - MISCELLANEOUS 4,000 0 20,000 0 3960 - OTHER FINANCING SOURCE 0 0 0 0 3999 - TRANSFERS IN 0 0 0 0 4,251,500 4,244,570 1,347,900 2,955,100 Category: EXPENDITURES 4100 - PERSONAL SERVICES 1,393,000 494,550 190,400 2,031,700 4200 - COMMODITIES 374,810 22,190 98,700 106,450 4300 - CONTRACTUAL SERVICES 1,639,730 3,535,630 808,130 533,420 4500 - CAPITAL OUTLAY 0 350,000 230,000 0 4600 - OTHER FINANCING USES 0 0 0 0 4730 - MISCELLANEOUS 0 0 0 576,800 4999 - TRANSFERS OUT 209,850 209,850 56,000 106,940 Total Category: EXPENDITURES 3,617,390 4,612,220 1,383,230 3,355,310 REVENUES OVER (UNDER) EXPENDITURES 634,110 (367,650)(35,330)(400,210) Total Category: REVENUE City of Cottage Grove Annual Budget Proprietary Funds Summary of Revenues & Expenditures 24 Information Total Budgeted Total Insurance Fleet Technology Proprietary All Fund Fund Fund Funds Funds 0 0 0 0 22,263,200 0 0 0 0 1,994,400 0 0 0 0 3,060 0 0 0 0 2,369,970 60,000 0 0 158,000 2,087,880 4,080,250 2,331,660 2,042,900 21,016,932 28,429,497 0 0 0 0 150,000 0 0 0 0 1,251,100 2,000 0 0 116,948 282,948 40,000 2,000 0 66,000 281,440 0 0 0 0 1,945,000 0 0 0 0 884,490 4,182,250 2,333,660 2,042,900 21,357,880 61,942,985 3,277,410 1,128,800 561,900 9,077,760 32,900,310 12,000 837,190 176,815 1,628,155 3,545,480 497,500 366,330 1,242,780 8,623,520 18,708,300 0 0 249,600 829,600 5,641,450 0 0 0 0 188,680 180,000 0 0 756,800 1,031,800 0 0 0 582,640 864,490 3,966,910 2,332,320 2,231,095 21,498,475 62,880,510 215,340 1,340 (188,195)(140,595)(937,525) Summary of Revenues & Expenditures City of Cottage Grove Annual Budget Proprietary Funds, Continued 25 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 100 - GENERAL FUND Category: PROPERTY TAXES 3011 - CURRENT PROP TAX 15,094,134 17,418,844 9,531,310 18,567,010 21,667,200 23,692,290 3012 - DEL PROP TAXES 48,898 62,330 28,334 0 0 0 3013 - NON LEVY PROPERTY TAX 67,613 65,513 53,577 0 0 0 15,210,645 17,546,687 9,613,221 18,567,010 21,667,200 23,692,290 Category: SPECIAL ASSESSMENTS 3030 - S.A. - CURRENT 4,056 2,092 449 3,060 3,060 3,060 3031 - S.A. - DELINQ 1,158 93 0 0 0 0 3041 - S.A. - NEW ROLL 0 323 0 0 0 0 3044 - MISC PEN & INT 407 75 0 0 0 0 5,622 2,584 449 3,060 3,060 3,060 Category: LICENSES & PERMITS 3110 - CONTRACT LICENSE 32,350 27,387 22,218 25,500 23,800 25,500 3112 - SOLID WASTE LIC 5,850 5,300 6,750 5,970 5,600 5,600 3113 - CIGARETTE LIC 5,000 15,596 15,200 7,000 12,700 12,700 3115 - LIQUOR LICENSE 48,400 47,317 41,750 50,000 46,020 41,250 3117 - ALARM LICENSE 2,179 2,075 3,050 1,000 1,000 1,000 3119 - GAMBLING ENFORCE 800 1,250 600 1,000 1,000 1,000 3125 - LAWN CARE LIC 3,638 0 0 0 0 0 3127 - PEDDLER TEMP 100 200 200 100 100 100 3129 - MISCELLANEOUS LICENSE 2,200 6,750 11,700 3,000 3,000 3,000 3130 - MASSAGE THERAPY 900 1,725 363 800 800 750 3138 - ENGINEERING PERMITS 95,276 36,736 5,776 13,000 13,300 13,500 3139 - ELECTRICAL PERMITS 229,042 170,690 149,274 150,000 150,000 150,000 3140 - BUILDING PERMIT 2,262,482 1,504,306 1,420,931 1,250,000 1,250,000 1,275,000 3141 - HTG/REFR PERMIT 362,538 131,268 176,974 125,000 125,000 127,500 3142 - PLBG PERMIT 246,889 94,097 86,282 138,000 138,000 140,500 3143 - REINSPECTION FEE 7,000 0 0 1,000 1,000 1,000 3144 - ANNL PLANT INSP 32,261 16,131 16,131 13,800 16,100 13,800 3145 - BUILDING PLAN REVIEW 1,015,768 540,937 473,627 500,000 500,000 510,000 3146 - RENTAL LICENSE 57,890 76,065 42,275 66,300 66,300 67,600 3147 - BUILDING PERMITS DENMARK TOWNSH (44,186)0 0 0 0 0 3150 - ANIMAL LICENSE 13,243 13,830 10,005 10,200 10,400 10,600 3159 - MISC NON-BUS LIC 7,200 7,147 3,962 10,000 5,850 5,950 4,386,820 2,698,807 2,487,067 2,371,670 2,369,970 2,406,350 Category: INTERGOVERNMENTAL 3310 - FEDERAL GRANTS 43,226 74,639 57,811 30,000 30,000 31,000 3321 - MVHC 4,440 4,148 0 0 0 0 3322 - LGA 0 0 27,032 54,060 50,000 50,000 3324 - STATE GRANTS 19,087 165,737 3,060 0 133,800 127,400 3325 - MN STREET MAINT 49,470 49,500 49,500 50,000 51,000 52,000 3327 - MN PUBLIC SAFETY AID 0 0 0 716,350 638,750 411,290 3328 - MN POLICE AID 432,376 2,210,447 0 410,000 430,000 438,600 3329 - MN FIRE AID 258,668 297,214 0 225,000 229,500 234,090 Total Category: PROPERTY TAXES Total Category: SPECIAL ASSESSMENTS Total Category: LICENSES & PERMITS City of Cottage Grove Annual Budget Fund 100 - General Fund Summary of Revenues & Expenditures 26 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 100 - GENERAL FUND City of Cottage Grove Annual Budget Fund 100 - General Fund Summary of Revenues & Expenditures 3339 - OTHER MN AID 64,422 132,798 103,978 137,800 83,500 83,600 3349 - COUNTY AID 17,378 54,241 112,822 14,600 15,200 15,200 3359 - OTHER GOV AID 0 1,255 0 0 0 0 889,067 2,989,980 354,202 1,637,810 1,661,750 1,443,180 Category: CHARGES FOR SERVICES 3510 - MAPS/DOC SALES 65 10 10 100 0 0 3511 - ASSESS SEARCH 20 0 0 0 0 0 3514 - PLANNING FEE 33,219 14,081 11,645 20,400 20,800 21,200 3517 - ADM CHARGE-CONST 4,022 4,501 0 0 4,000 4,000 3518 - ENGINEERING CHG-PRIVATE CONSTRUC 214,180 187,314 334,709 200,000 206,000 215,000 3519 - OTHER CHARGE SVS 61,364 3,471 1,335 19,380 19,380 19,380 3522 - LICENSE INVEST 0 0 0 1,000 0 0 3523 - D.A.R.E. REIMB 98,880 104,564 107,342 100,980 103,000 105,000 3524 - ENGINEERING CHARGE - PUBLIC PROJEC 872,688 408,719 513,491 730,000 750,000 750,000 3530 - TOWING & STORAGE 5,020 3,412 1,405 5,460 3,000 3,000 3532 - FALSE ALARM FEES 0 0 0 3,500 3,500 3,500 3533 - LOCK OUT FEE 5,444 5,252 3,860 5,250 5,350 5,460 3536 - ANIMAL POUND CHG 0 185 0 0 0 0 3537 - OUT POLICE EMPL 16,200 17,600 16,068 20,000 15,000 15,000 3539 - MISC PUB SAFETY 31,790 24,352 17,895 25,000 25,500 25,900 3547 - ST OPEN PERMIT 6,565 5,695 4,623 7,500 6,000 6,500 3548 - RIGHT OF WAY PERMITS 47,519 56,063 76,517 48,000 80,000 80,000 3549 - MISC PUBLIC WORK 15,443 27,832 228 15,000 15,300 15,600 3561 - ADMISSIONS 18,503 14,609 29,373 29,000 30,200 31,000 3563 - SUPERVISED PLAYGROUNDS 130,148 135,904 192,125 193,800 206,430 213,000 3567 - LESSONS 7,925 8,050 8,515 8,500 9,000 9,300 3568 - FEE FOR SERVICE 4,108 7,965 1,533 2,040 2,080 2,100 3569 - LEAGUE FEE 4,721 3,500 13,485 13,000 13,160 13,500 3571 - CONCESSION SALES (691)0 0 0 0 0 3575 - PROGRAMS-SPECIAL 22,223 26,546 25,309 23,000 39,000 39,800 3580 - FACILITY USE 60,532 78,891 106,211 97,000 149,000 152,600 1,659,888 1,138,514 1,465,676 1,567,910 1,705,700 1,730,840 Category: FINES & PENALTIES 3610 - COURT FINES 142,770 148,270 102,820 150,000 150,000 153,000 3612 - ADMIN OFFENSE 0 500 900 0 0 0 142,770 148,770 103,720 150,000 150,000 153,000 Category: INVESTMENT INTEREST 3810 - INVEST INTEREST (486,954)572,123 645,049 126,250 129,000 132,000 (486,954)572,123 645,049 126,250 129,000 132,000 Category: MISCELLANEOUS 3812 - DONATE & CONTRI 46,893 85,149 57,000 0 0 0 3813 - SALE OF GOODS 9,328 58,305 45,769 6,000 1,000 1,000 3814 - RENTAL INCOME 5,091 7,275 4,958 7,000 7,500 7,700 Total Category: INTERGOVERNMENTAL Total Category: CHARGES FOR SERVICES Total Category: FINES & PENALTIES Total Category: INVESTMENT INTEREST 27 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 100 - GENERAL FUND City of Cottage Grove Annual Budget Fund 100 - General Fund Summary of Revenues & Expenditures 3816 - REFUND & REIMBRS 52,883 78,075 60,404 59,465 60,000 60,000 3829 - MISC - OTHER 3,517 10,875 17,502 7,140 6,640 7,140 117,712 239,679 185,633 79,605 75,140 75,840 Category: TRANSFERS IN 3899 - TRANSFER IN 575,230 627,386 497,366 649,325 684,490 705,000 575,230 627,386 497,366 649,325 684,490 705,000 Category: OTHER FINANCING SOURCES 3965 - LEASE PROCEEDS 20,070 97,377 0 0 0 0 20,070 97,377 0 0 0 0 22,520,870 26,061,907 15,352,383 25,152,640 28,446,310 30,341,560 Category: EXPENDITURES 4100 - PERSONAL SERVICES 15,077,184 15,755,723 12,586,434 17,513,420 20,084,900 21,504,190 4200 - COMMODITIES 1,304,322 1,362,725 1,214,099 1,511,405 1,588,115 1,662,600 4300 - CONTRACTUAL SERVICES 5,198,701 5,653,176 4,433,689 5,748,315 6,498,295 6,654,770 4500 - CAPITAL OUTLAY 330,938 616,373 213,625 179,500 0 21,000 4600 - OTHER FINANCING USES 0 20,728 0 0 0 0 4999 - TRANSFERS OUT 400,000 550,716 0 200,000 275,000 499,000 Total Category: EXPENDITURES 22,311,145 23,959,441 18,447,847 25,152,640 28,446,310 30,341,560 FUND BALANCE, BEGINNING OF YEAR 12,275,376 12,485,101 14,587,566 14,587,566 14,587,566 NET INCREASE (DECREASE)209,725 2,102,466 (3,095,464)0 0 0 FUND BALANCE, END OF YEAR 12,485,101 14,587,566 14,587,566 14,587,566 14,587,566 Total Category: REVENUE: Total Category: MISCELLANEOUS Total Category: TRANSFERS IN Total Category: OTHER FINANCING SOURCES 28 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 09/30 Budget Budget Budget ADMINISTRATION MAYOR/COUNCIL 104,208 105,718 74,861 116,370 120,630 122,330 ADMINISTRATION 880,389 843,575 679,159 919,620 1,147,600 1,223,000 CITY CLERK/ELECTIONS 244,432 129,349 117,466 236,785 227,700 238,850 PROFESSIONAL SERVICES 463,872 512,570 454,384 492,600 540,000 555,000 COMMUNITY & EMPL PROG 137,913 142,385 156,968 181,335 180,100 156,420 CITY HALL BUILDINGS 551,732 546,211 388,405 574,260 586,335 614,920 BUDGET CONTINGENCY/TRANSFERS 400,000 550,716 0 200,000 275,000 499,000 2,782,547 2,830,524 1,871,243 2,720,970 3,077,365 3,409,520 FINANCE FINANCE 602,514 595,774 515,229 676,130 776,550 824,100 602,514 595,774 515,229 676,130 776,550 824,100 COMMUNITY DEVELOPMENT PLANNING & ZONING 669,343 504,752 404,704 590,600 640,490 703,100 PROTECTIVE INSPECTION 1,435,966 1,392,136 1,124,756 1,372,805 1,602,905 1,699,550 2,105,309 1,896,888 1,529,459 1,963,405 2,243,395 2,402,650 PUBLIC SAFETY POLICE PROTECTION 8,600,416 9,435,156 7,356,991 9,893,825 11,025,750 11,777,320 ANIMAL CONTROL 25,790 27,679 4,884 30,710 29,330 29,690 FIRE PROTECTION 1,719,684 1,752,122 1,248,646 1,931,190 2,498,600 2,559,040 EMERGENCY PREPAREDNESS 115,658 294,642 237,609 114,560 86,680 112,170 10,461,548 11,509,600 8,848,130 11,970,285 13,640,360 14,478,220 PUBLIC WORKS ENGINEERING 476,618 547,846 451,429 628,570 701,090 742,110 STREET MAINTENANCE 1,617,746 1,973,780 1,546,312 2,048,280 2,222,050 2,348,510 TRAFFIC SIGNS 212,586 217,002 166,403 259,840 280,450 293,530 SNOWPLOWING 892,650 912,863 489,020 1,019,000 1,042,660 1,082,430 PUBLIC WORKS ADMINISTRATION 469,020 523,374 345,356 485,530 677,140 710,230 FORESTRY 341,444 318,023 367,384 416,340 504,330 546,540 4,010,064 4,492,888 3,365,905 4,857,560 5,427,720 5,723,350 PARKS & RECREATION PARKS MAINTENANCE 1,841,219 2,095,853 1,756,127 2,305,300 2,506,070 2,713,450 RECREATIONAL PROGRAMS 507,944 537,915 558,569 658,990 774,850 790,270 2,349,162 2,633,767 2,314,696 2,964,290 3,280,920 3,503,720 GENERAL FUND TOTAL 22,311,145 23,959,442 18,444,662 25,152,640 28,446,310 30,341,560 FINANCE TOTAL PUBLIC SAFETY TOTAL PUBLIC WORKS TOTAL PARKS & RECREATION TOTAL City of Cottage Grove Annual Budget Fund 100 - General Fund Summary of Expenditures by Department ADMINISTRATION TOTAL COMMUNITY DEVELOPMENT TOTAL 29 MAYOR & COUNCIL Department Overview Composed of five elected officials, the City Council meets the first and third Wednesday each month to consider adoption of policies and administration measures providing services to residents. They also meet periodically in workshops for in-depth discussion of other potential actions to be taken. Mission Statement Provide excellence in the delivery of public services to community residents, businesses and owners of property. Service Areas • Adopt local ordinances and policies • Provide strategic direction 2023-2024 Department Accomplishments • Diversified Cottage Grove’s housing stock. • Acquired park land along the Mississippi River. • Completed Glacial Valley Park development. 2025 Department Goals • Develop the Shoppes at Cottage View. • Maintain a AAA bond rating. • Secure funding to build 100th Street from TH61 to Jamaica Avenue. • Be an employer of choice. • Implement results of small area study for Langdon/3M land. Budget Commentary Salaries for the Mayor and Council are included in the budget at 3 percent increase per City Code 1-4-2. Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2020 2021 2022 2023 2024 Regular Council Meetings 23 23 23 23 23 Special Council Meetings 13 10 20 20 20 30 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 01 - MAYOR/COUNCIL Category: PERSONAL SERVICES 4120 - SAL-P.T./TEMP 43,536 49,715 37,879 50,510 52,025 52,025 4141 - PERA 1,360 1,498 827 1,580 1,625 1,625 4142 - FICA 1,644 1,946 1,872 1,910 2,000 2,000 4148 - WORKERS COMP 150 160 128 170 180 180 46,690 53,319 40,706 54,170 55,830 55,830 Category: COMMODITIES 4200 - OFFICE SUPPLIES 44 0 0 0 0 0 4210 - OP SUPPLY-OTHER 481 958 1,264 1,800 1,000 1,000 Total Category: COMMODITIES 525 958 1,264 1,800 1,000 1,000 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 13,500 7,500 7,500 7,000 7,500 7,500 4305 - FEES FOR SERVICE 0 0 0 700 500 500 4321- DATA PROCESSING 0 0 1,700 1,800 4340 - PRINTING 55 0 0 0 0 0 4350 - INSURANCE CHARGE 1,510 1,600 1,800 2,400 2,600 2,800 4401 - DUES & SUBS 38,435 40,523 21,855 42,000 43,300 44,500 4403 - TRAVEL/TRAIN/CON 2,016 805 40 5,200 5,200 5,200 4434 - SPECIAL EVENTS 1,477 1,013 1,696 3,100 3,000 3,200 Total Category: CONTRACTUAL SERVICES 56,993 51,441 32,891 60,400 63,800 65,500 Total Department: 01 - MAYOR/COUNCIL 104,208 105,718 74,861 116,370 120,630 122,330 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0010 Total Category: PERSONAL SERVICES 31 ADMINISTRATION DEPARTMENT Department Overview The City Administrator and department staff provide general administrative services for management of the City to ensure that all Council policies and directives are implemented. The City Administrator consults with the Mayor and City Council in their responsibilities as the community’s elected decision makers. Department support includes managing Council agendas and directing information flow and action requests to the Council. The department provides general oversight and supervision of all City operating departments and consultants who provide the direct delivery of services to the community. Mission Statement The Administration Department facilitates the connection of Cottage Grove residents, elected Mayor and City Council, Economic Development, and the City’s operating departments with a goal of delivering superior municipal services through employee empowered community decision-making. Service Areas • Strategic Plan Management • City Clerk • Human Resources • Agenda Management • Community Programs • Convention and Visitors Bureau (CVB) • Community Engagement Facilitation • Marketing and Communications • Implement and Administer Policies • Professional Services • Record Keeping • Provide City Direction and Guidelines 2023-2024 Department Accomplishments • Successfully hosted the 2nd annual Cottage Grove Food Truck Festival under the direction of the Convention and Visitor’s Bureau. • Finalize and implement brand guidelines to retain consistency in city communications. • Substantially completed the Strategic Plan for the Convention and Visitor’s Bureau. • Completed the Dowdle Art Unveiling Event. • Completed the Phase I ESA for the Majestic Ballroom and surround EDA owned properties. • Completed numerous employee retention interviews. • Supported local businesses by issuing or renewing 137 licenses. • Partnered with Washington County to facilitate the 2024 Primary and General Elections. • Provided administrative assistance to Council and Commission leaders to promote clear and transparent communication that led to informed decision making. 2025 Department Goals and Strategic Initiatives • Collaborate with the Minnesota government to implement regulations for CBD products, including licensing and zoning requirements. This will involve working with the State to determine appropriate operational standards. 32 ADMINISTRATION DEPARTMENT • Maintain the Strategic Plan and assist departments as needed to achieve the objectives for each direction. • Increase diversity, equity and inclusion efforts throughout the organization and community. • Continue to market the City of Cottage Grove as a tourist destination and complete our fourth Visitor Guide for distribution. • Improve licensing accessibility and allow residents to submit applications online. • Create a strategic communications plan and calendar and a crisis communications action plan. • Complete a compensation study and negotiate union contracts. • Determine the best strategy to address development of The Shoppes at Cottage View property, the property along Hwy 61 including Langdon Village, the 3M land, and the commercial node proposed at Keats Ave. at 70th Street, and the redevelopment of 80th Street. • Finalize the requirements of the approved 2023 Washington County Brownfield Grant for the Phase I and II site assessments for the EDA owned property and Majestic Ballroom site. Budget Commentary The Administration budget includes the addition of a Communication Manager due to a reorganization of the department. The professional services budget includes increase of 9.62% to account for the assessing and legal service that have been paid in recent years. Employee recognition programs and employee wellness programs are included in the Community & Employee programs budget and total $30,725 and $4,000 respectively. These programs are outlined in the City’s Public Purpose Expenditure Policy. 33 ADMINISTRATION DEPARTMENT Personnel Schedule 2024 Budget 2025 Budget 2026 Budget General Fund: City Administrator 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 Communications Manager 0.00 1.00 1.00 Assistant to City Administrator .75 .75 .75 City Clerk 1.00 1.00 1.00 Human Resources/Payroll Specialist 1.00 1.00 1.00 Communications Specialist 1.00 1.00 1.00 Administration Specialist 1.00 1.00 1.00 Special Revenue Funds (EDA HRA & CVB): EDA Director 1.00 1.00 1.00 Assistant to City Administrator .25 .25 .25 Communications Specialist 1.00 1.00 1.00 Internal Service Fund: IT Manager 1.00 1.00 1.00 IT System Administrator 2.00 2.00 2.00 IT Specialist 1.00 1.00 1.00 13.00 14.00 14.00 Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Regular Council Meetings 23 23 23 23 23 Special Council Meetings 10 20 19 20 20 Total Full Time Employees 155 160 164 167 170 Total Employee Retention 98% 98% 98% 98% 98% 34 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 02 - ADMINISTRATION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 637,634 591,807 456,016 648,500 821,300 874,400 4110 - OVERTIME F. T.0 135 570 0 0 0 4120 - SAL-P.T./TEMP 0 0 13,225 0 0 0 4141 - PERA 45,418 41,820 34,006 48,600 61,600 65,600 4142 - FICA 44,428 39,940 33,892 49,700 62,900 66,900 4144 - HEALTH INSURANCE 73,915 72,900 51,750 69,000 85,800 94,400 4148 - WORKERS COMP 4,980 4,000 3,450 4,600 5,400 5,900 806,375 750,601 592,909 820,400 1,037,000 1,107,200 Category: COMMODITIES 4200 - OFFICE SUPPLIES 308 0 171 400 0 0 4210 - OP SUPPLY-OTHER 1,986 1,125 511 900 900 900 Total Category: COMMODITIES 2,293 1,125 682 1,300 900 900 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 6,677 9,455 6,100 10,800 10,800 11,000 4301 - ENGINEERING SERVICES 0 0 0 0 1,400 0 4302 - LEGAL SERVICE 1,139 844 12,504 0 0 1,400 4305 - FEES FOR SERVICE 2,560 0 1,034 2,200 0 0 4310 - COMMUNICATION 3,676 2,844 2,835 3,120 3,200 3,300 4321 - DATA PROCESSING 20,500 42,500 34,200 45,600 58,200 61,100 4340 - PRINTING 138 55 50 800 500 500 4341 - ADVER/PUBLISH 160 467 0 500 500 500 4350 - INSURANCE CHARGE 11,300 12,300 13,875 18,500 20,400 22,000 4401 - DUES & SUBS 4,837 3,583 1,181 2,625 2,700 2,800 4403 - TRAVEL/TRAIN/CON 13,991 19,496 10,010 11,575 12,000 12,300 4434 - SPECIAL EVENTS 6,743 305 3,779 2,200 0 0 Total Category: CONTRACTUAL SERVICES 71,720 91,849 85,568 97,920 109,700 114,900 Total Department: 02 - ADMINISTRATION 880,389 843,575 679,159 919,620 1,147,600 1,223,000 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0110 Total Category: PERSONAL SERVICES 35 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 03 - PROFESSIONAL SERVICES Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 218,239 235,847 242,440 248,500 256,000 263,000 4302 - LEGAL SERVICE 245,633 276,723 211,944 244,100 284,000 292,000 Total Category: CONTRACTUAL SERVICES 463,872 512,570 454,384 492,600 540,000 555,000 Total Department: 03 - PROFESSIONAL SERVICES 463,872 512,570 454,384 492,600 540,000 555,000 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0150 36 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 04 - CITY CLERK/ELECTIONS Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 56,146 89,365 69,577 94,700 106,600 114,300 4120 - SAL-P.T./TEMP 49,717 460 0 0 0 0 4141 - PERA 4,211 6,677 6,004 7,100 8,000 8,600 4142 - FICA 4,611 5,917 5,446 7,200 8,200 8,700 4144 - HEALTH INSURANCE 0 0 9,000 12,000 13,200 14,500 4148 - WORKERS COMP 0 0 450 600 700 800 114,685 102,419 90,478 121,600 136,700 146,900 Category: COMMODITIES 4200 - OFFICE SUPPLIES 25 26 0 0 0 0 4210 - OP SUPPLY-OTHER 0 239 91 0 0 0 Total Category: COMMODITIES 25 265 91 0 0 0 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 4,199 3,948 10,993 61,300 64,400 65,200 4302 - LEGAL SERVICE 114,828 10,036 192 39,800 10,000 10,000 4305 - FEES FOR SERVICE 79 715 320 0 600 600 4341 - ADVER/PUBLISH 242 70 0 520 500 550 4370 - MAINT-REPAIR/EQ 10,110 10,935 13,716 11,800 14,000 14,000 4401 - DUES & SUBS 21 120 0 275 0 0 4403 - TRAVEL/TRAIN/CON 244 842 1,677 1,490 1,500 1,600 Total Category: CONTRACTUAL SERVICES 129,723 26,665 26,898 115,185 91,000 91,950 Total Department: 04 - CITY CLERK/ELECTIONS 244,432 129,349 117,466 236,785 227,700 238,850 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0200 Total Category: PERSONAL SERVICES 37 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 08 - COMMUNITY & EMPL PROG Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 1,075 2,600 2,550 10,300 8,850 10,750 4120 - SAL-P.T./TEMP 275 2,200 1,250 0 0 0 4142 - FICA 0 8 0 0 0 0 1,350 4,808 3,800 10,300 8,850 10,750 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 3,410 6,950 4,092 6,350 5,100 6,700 Total Category: COMMODITIES 3,410 6,950 4,092 6,350 5,100 6,700 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 14,000 10,775 51,512 50,000 30,000 0 4311 - POSTAGE 265 32,702 26,072 36,050 37,200 38,200 4340 - PRINTING 79,824 35,316 27,387 44,800 46,200 47,500 4375 - CHARGE-FLEET MNT 0 0 0 1,400 1,400 1,470 4401 - DUES & SUBS 0 4,053 4,558 3,955 6,050 6,100 4403 - TRAVEL/TRAIN/CON 14 1,500 4,526 605 17,200 18,000 4434 - SPECIAL EVENTS 39,050 46,282 35,022 27,875 28,100 27,700 Total Category: CONTRACTUAL SERVICES 133,153 130,628 149,076 164,685 166,150 138,970 Total Department: 08 - COMMUNITY & EMPL PR 137,913 142,385 156,968 181,335 180,100 156,420 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0395 Total Category: PERSONAL SERVICES 38 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 09 - CITY HALL BUILDINGS Category: COMMODITIES 4200 - OFFICE SUPPLIES 7,974 5,605 4,329 9,200 9,400 9,600 4210 - OP SUPPLY-OTHER 2,362 3,714 1,832 3,600 2,600 2,700 4211 - MOTOR FUELS 0 0 4,209 3,000 0 4,000 4270 - OP SUP-VEH/EQ 669 719 452 0 900 500 4272 - OP SUP-BUILDINGS 6,136 9,175 5,258 7,500 8,500 8,000 Total Category: COMMODITIES 17,141 19,213 16,080 23,300 21,400 24,800 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 0 0 500 0 0 4305 - FEES FOR SERVICE 26,832 28,378 23,404 32,000 32,960 33,950 4311 - POSTAGE 14,656 10,000 10,500 12,000 12,000 12,730 4321 - DATA PROCESSING 15,000 25,300 22,950 30,600 28,200 29,600 4340 - PRINTING 0 1,079 0 500 500 500 4350 - INSURANCE CHARGE 41,520 45,300 51,000 68,000 74,800 80,800 4360 - UTILITIES 134,475 121,284 69,726 135,000 135,960 141,400 4370 - MAINT-REPAIR/EQ 5,055 3,268 3,674 6,000 5,000 5,100 4371 - MAINT-REPAIR/OTH 41 0 0 0 0 0 4372 - MAINT-REPAIR/BLD 203,022 207,619 30,842 180,000 48,100 49,500 4373 - BUILDING MAINT LABOR ALLOC 0 0 90,000 0 133,100 139,800 4375 - CHARGE-FLEET MNT 4 84 22 560 100 110 4380 - RENTAL/LEASE 16,920 18,169 13,021 12,000 18,200 18,300 4405 - CLEAN/WASTE REMV 56,996 66,515 57,186 73,800 76,015 78,330 Total Category: CONTRACTUAL SERVICES 514,521 526,998 372,326 550,960 564,935 590,120 Total Department: 09 - CITY HALL BUILDINGS 551,732 546,211 388,405 574,260 586,335 614,920 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 2500 39 ECONOMIC DEVELOPMENT AUTHORITY Department: Administration (Fund #: 285 and 280) Program: Economic Development (Program #: 1135) and HRA (Program #9280) Program Description The Economic Development Authority is led by a seven-member board that provides public support of various activities promoting economic growth in the City. It is the business development entity of the City. Activities include strategic planning, program implementation, financial program management, and business park development. In addition, the board has HRA powers. Budget Commentary The property tax levy for the EDA Fund was increased from $125,000 in the 2023 Budget to $275,000 in the 2024 Budget. This was the first increase in the property tax levy for the EDA Fund since 2018. The Ten-Year Financial Management Plan identified the need to fund economic and redevelopment activities in the community. Therefore, the levy of $275,000 has been split between the EDA levy and HRA levy for 2025. The property tax levy funds in the EDA will be used for: • Promote and facilitate commercial and industrial development that enhances the tax base and creates higher paying jobs within the city. • Maintain financial incentives to enhance economic development, including a facade improvement program and DARTS bus loop circulator to serve Cottage Grove’s senior population. • Continue to market Cottage Grove as a community that is positioned for business growth. • Represent the community in county and regional economic development initiatives. The property tax levy funds in the HRA will be used for: • To provide a sufficient supply of adequate, safe, and sanitary dwellings to protect the heath, safety, morals, and welfare of the citizens. • To clear and redevelop blighted areas. • To perform those duties according to the comprehensive plans. • To remedy the shortage of housing for low and moderate residents, and to redevelop blighted areas, in situations in which private enterprise would not act without government participation or subsidies. 40 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 285 - ECONOMIC DEVELOPMENT AUTHORITY Category: REVENUE 3011 - CURRENT PROP TAX 124,439 124,525 141,170 275,000 137,500 187,500 3012 - DEL PROP TAXES 384 474 181 0 0 0 3310 - FEDERAL GRANTS 68,590 0 0 0 0 0 3324 - STATE GRANTS 10,000 0 0 0 0 0 3574 - ADVERTISING SALES 6,290 0 0 0 0 0 3809 - INTERFUND INTRST 307 43 0 0 0 0 3810 - INVEST INTEREST 0 35 0 0 0 0 3812 - DONATE & CONTRI 250 0 0 0 0 0 3813 - SALE OF GOODS 0 0 21,123 0 0 0 3816 - REFUND & REIMBRS 27,234 12,024 50,000 0 0 0 3840 - LODGING TAX 74,447 0 0 0 0 0 3899 - TRANSFER IN 100,000 312,500 0 0 100,000 100,000 411,941 449,601 212,474 275,000 237,500 287,500 Category: EXPENDITURES 4100 - PERSONAL SERVICES 215,887 205,511 168,609 212,875 228,200 243,200 4200 - COMMODITIES 4,457 3,727 1,030 1,510 1,250 1,600 4300 - CONTRACTUAL SERVICES 274,185 354,593 282,604 351,940 308,660 367,200 4700 - MISCELLANEOUS 0 0 0 0 0 0 4999 - TRANSFERS 0 40,144 0 0 0 0 Total Category: EXPENDITURES 494,530 603,976 452,243 566,325 538,110 612,000 FUND BALANCE, BEGINNING YEAR (363,712)(446,300)(600,675)(892,000)(1,192,610) NET INCREASE (DECREASE)(82,588)(154,375)(239,769)(291,325)(300,610)(324,500) FUND BALANCE, END OF YEAR (446,300)(600,675)(892,000)(1,192,610)(1,517,110) City of Cottage Grove Annual Budget Fund 285 - Economic Development Authority Summary of Revenues & Expenditures Total Category: REVENUE 41 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 12 - EDA Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 172,823 164,039 135,083 168,200 176,600 187,300 4141 - PERA 13,729 12,193 9,723 12,600 13,200 14,100 4142 - FICA 12,395 11,779 9,440 12,925 13,600 14,200 4144 - HEALTH INSURANCE 15,700 16,200 13,163 17,550 23,800 26,200 4148 - WORKERS COMP 1,240 1,300 1,200 1,600 1,000 1,400 215,887 205,511 168,609 212,875 228,200 243,200 Category: COMMODITIES 4200 - OFFICE SUPPLIES 167 0 11 210 250 220 4210 - OP SUPPLY-OTHER 4,290 3,658 1,019 1,300 1,000 1,380 4217 - CLOTHING/UNIFORM 0 70 0 0 0 0 Total Category: COMMODITIES 4,457 3,727 1,030 1,510 1,250 1,600 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 47,670 68,546 67,078 95,000 42,500 100,785 4301 - ENGINEERING SVS 34,753 113,762 44,870 40,000 40,000 42,435 4302 - LEGAL SERVICE 16,168 30,691 3,804 20,000 25,000 21,220 4305 - FEES FOR SERVICE 43,087 47,851 81,702 68,750 75,200 72,940 4310 - COMMUNICATION 1,103 833 405 975 500 1,035 4311 - POSTAGE 982 0 0 0 0 0 4321 - DATA PROCESSING 17,000 30,100 24,000 32,000 26,300 27,600 4340 - PRINTING 11,025 390 3,513 0 300 0 4341 - ADVER/PUBLISH 21,850 3,357 90 5,000 3,900 5,305 4350 - INSURANCE CHARGE 1,040 1,070 1,275 1,700 1,900 2,100 4401 - DUES & SUBS 7,135 7,848 9,554 6,775 8,310 7,190 4403 - TRAVEL/TRAIN/CON 10,009 4,541 3,277 6,400 5,000 6,790 4407 - PROPERTY TAXES 7,866 5,952 14,611 9,740 7,000 10,300 4434 - SPECIAL EVENTS 54,496 39,653 28,425 65,600 72,750 69,500 Total Category: CONTRACTUAL SERVICES 274,185 354,593 282,604 351,940 308,660 367,200 Category: MISCELLANEOUS 4732 - LOSS-FIXED ASSET 0 0 0 0 0 0 Total Category: MISCELLANEOUS 0 0 0 0 0 0 Category: TRANSFERS 4700 - TRANSFERS OUT 0 40,144 0 0 0 0 Total Category: TRANSFERS 0 40,144 0 0 0 0 Total Department: 12 - EDA 494,530 603,976 452,243 566,325 538,110 612,000 City of Cottage Grove Annual Budget Fund 285 - Economic Development Authority Detail of Expenditures-Program 1135 Total Category: PERSONAL SERVICES 42 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 280 - HOUSING AND REDEVELOPMENT AUTHORITY Category: REVENUE 3011 - CURRENT PROP TAX 0 0 0 0 137,500 137,500 0 0 0 0 137,500 137,500 Category: EXPENDITURES 4100 - PERSONAL SERVICES 0 0 0 0 84,100 89,500 4300 - CONTRACTUAL SERVICES 0 0 0 0 25,000 25,000 Total Category: EXPENDITURES 0 0 0 0 109,100 114,500 FUND BALANCE, BEGINNING YEAR 0 0 0 0 0 28,400 NET INCREASE (DECREASE)0 0 0 0 28,400 23,000 FUND BALANCE, END OF YEAR 0 0 0 0 28,400 51,400 City of Cottage Grove Annual Budget Fund 280 - Housing and Redevelopment Authority Summary of Revenues & Expenditures Total Category: REVENUE 43 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 12 - HRA Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 0 0 0 0 67,000 71,000 4141 - PERA 0 0 0 0 5,000 5,300 4142 - FICA 0 0 0 0 5,100 5,400 4144 - HEALTH INSURANCE 0 0 0 0 6,600 7,300 4148 - WORKERS COMP 0 0 0 0 400 500 0 0 0 0 84,100 89,500 Category: COMMODITIES Total Category: COMMODITIES 0 0 0 0 0 0 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 0 0 0 25,000 25,000 Total Category: CONTRACTUAL SERVICES 0 0 0 0 25,000 25,000 Category: MISCELLANEOUS 4732 - LOSS-FIXED ASSET 0 0 0 0 0 0 Total Category: MISCELLANEOUS 0 0 0 0 0 0 Category: TRANSFERS 4700 - TRANSFERS OUT 0 0 0 0 0 Total Category: TRANSFERS 0 0 0 0 0 0 Total Department: 12 - EDA 0 0 0 0 109,100 114,500 City of Cottage Grove Annual Budget Fund 280 - Housing and Redevelopment Authority Detail of Expenditures - Program 1160 Total Category: PERSONAL SERVICES 44 CONVENTION & VISITORS BUREAU Department: Economic Development (Fund #: 265) Program: Visitors Bureau (Program #: 1150) Program Description The vision of the Cottage Grove Convention and Visitors Bureau is to promote Cottage Grove as a premier destination for leisure travelers, weddings, and outdoor enthusiasts, and be a recognized and successful host city for meetings and conventions, and a prominent and respected venue for sporting events. Budget Commentary Prior to 2023, the Convention and Visitors Bureau (CVB) was included in the EDA Fund. A new fund for the CVB was created in 2023 to provide a more robust accounting of the expenditures and revenues related to CVB activities. Those activites include the following: • Continue to position the Cottage Grove area as a “must visit” through marketing and promotion of the community. • Develop strategies designed to feature and enhance tourism opportunities for Cottage Grove businesses. • Strengthen the integration and cooperative efforts of the CGCVB in association with individual businesses, regional tourism and state tourism activities. 45 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 265 - CONVENTION & VISITORS BUREAU Category: REVENUE 3310 - FEDERAL GRANTS 0 68,590 0 54,695 0 0 3324 - STATE GRANTS 0 14,000 10,000 10,000 0 0 3574 - ADVERTISING SALES 0 5,095 4,450 5,095 4,500 4,500 3575 - SPECIAL EVENTS 0 8,050 17,850 8,750 15,500 15,500 3810 - INVEST INTEREST 0 71 3,555 0 0 0 3812 - DONATE & CONTRI 0 41,144 10,000 2,750 8,000 8,000 3840 - LODGING TAX 0 71,647 35,067 72,275 72,300 72,300 3899 - TRANSFER IN 0 66,481 0 0 0 0 0 275,079 80,922 153,565 100,300 100,300 Category: EXPENDITURES 4100 - PERSONAL SERVICES 0 78,881 62,552 83,325 24,000 25,800 4200 - COMMODITIES 0 0 703 360 300 700 4300 - CONTRACTUAL SERVICES 0 84,839 47,936 64,775 79,845 80,925 Total Category: EXPENDITURES 0 163,720 111,191 148,460 104,145 107,425 FUND BALANCE, BEGINNING YEAR 0 0 111,358 116,463 112,618 NET INCREASE (DECREASE)0 111,358 (30,269)5,105 (3,845)(7,125) FUND BALANCE, END OF YEAR 0 111,358 116,463 112,618 105,493 City of Cottage Grove Annual Budget Fund 265 - Convention & Visitors Bureau Summary of Revenues & Expenditures Total Category: REVENUE 46 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 00 - CVB Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 0 61,935 48,241 64,200 18,600 19,800 4141 - PERA 0 4,341 3,597 4,800 1,400 1,400 4142 - FICA 0 4,506 3,626 4,875 1,400 1,600 4144 - HEALTH INSURANCE 0 8,100 7,088 9,450 2,600 3,000 0 78,881 62,552 83,325 24,000 25,800 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 0 0 120 0 400 4210 - OP SUPPLY-OTHER 0 0 703 240 300 300 Total Category: COMMODITIES 0 0 703 360 300 700 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 29,886 410 21,020 21,200 22,280 4302 - LEGAL SERVICE 0 956 960 0 0 0 4305 - FEES FOR SERVICE 0 1,380 930 1,380 1,680 1,680 4310 - COMMUNICATION 0 202 0 0 0 0 4311 - POSTAGE 0 576 372 720 800 800 4340 - PRINTING 0 7,162 13,260 8,000 11,000 11,000 4341 - ADVER/PUBLISH 0 25,447 7,998 16,905 16,630 16,630 4401 - DUES & SUBS 0 390 410 325 410 410 4403 - TRAVEL/TRAIN/CON 0 456 0 1,750 1,700 1,700 4434 - SPECIAL EVENTS 0 18,383 23,596 14,675 26,425 26,425 Total Category: CONTRACTUAL SERVICES 0 84,839 47,936 64,775 79,845 80,925 Total Department: 00 - CVB 0 163,720 111,191 148,460 104,145 107,425 City of Cottage Grove Annual Budget Fund 265 - Convention & Visitors Bureau Detail of Expenditures-Program 1150 Total Category: PERSONAL SERVICES 47 INFORMATION TECHNOLOGY Department: Administration (Fund #: 720) Program: Information Technology (Program #: 0380) Program Description This division develops and coordinates information technology solutions that provide easy, secure access to information and operating/processing software and resources. Division staff support all city departments in implementing technology systems including phone, data center, cloud management, surveillance and networks/internet. IT staff are responsible for information and building access security, as well as continuing training for city staff for all things related to information technology. Service Areas • Cyber and Physical Security • Information Technology Training o Security Education and Training Awareness (SETA) • Information Technology Support • Data Center Infrastructure • End-point Management • Regulatory Audit including o Criminal Justice Information Technology (CJIS) o National Institute of Standards and Technology (NIST) Framework o Payment Card Industry (PCI) Compliance 2023-2024 Department Accomplishments • Redesigned and the water utility SCADA network to ensure security and efficiency of city information systems and operational technologies. • Updated policy and procedures to enhance the cyber security initiatives for protecting city data and systems through better training and compliance reporting. • Responded and closed over 1400 requests for assistance from end-users. 2025 Department Goals and Strategic Initiatives • Work to create an open workplace environment committed to excellence in all aspects of operations where excellent service is provided. • Maintain the Strategic Plan and assist departments as needed to achieve the objectives for each direction. • Enhance Cybersecurity policies, monitoring, and configurations to further work towards a zero- trust model. 48 INFORMATION TECHNOLOGY Budget Commentary Included in the 2025 Budget is the replacement of the city data center equipment which has reached end of life. Additions include security and maintenance replacements. The 2025 Budget also includes security initiatives to further enhance identity and access controls. 49 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 720 - INFORMATION TECHNOLOGY Category: REVENUE 3519 - OTHER CHARGE SVS 1,167,226 1,480,336 1,400,280 1,812,600 2,042,900 2,111,940 3810 - INVEST INTEREST 0 2,783 13,326 0 0 0 3816 - REFUND & REIMBRS 222 0 0 0 0 0 3829 - MISC - OTHER 198,450 201,855 0 0 0 0 1,365,898 1,684,974 1,413,606 1,812,600 2,042,900 2,111,940 Category: EXPENDITURES 4100 - PERSONAL SERVICES 369,728 384,864 322,371 491,300 561,900 599,300 4200 - COMMODITIES 144,205 110,058 86,187 238,795 176,815 176,885 4300 - CONTRACTUAL SERVICES 815,299 886,286 914,298 1,064,470 1,242,780 1,250,000 4500 - CAPITAL OUTLAY 0 0 0 0 249,600 0 4720 - DEPRECIATION 3,410 1,227 0 0 0 0 4730 - MISCELLANEOUS 0 0 0 0 0 0 Total Category: EXPENDITURES 1,332,642 1,382,435 1,322,856 1,794,565 2,231,095 2,026,185 FUND BALANCE, BEGINNING OF YEAR (374,571)(341,315)(38,776)(20,741)(208,936) NET INCREASE (DECREASE)33,256 302,539 90,750 18,035 (188,195)85,755 FUND BALANCE, END OF YEAR (341,315)(38,776)(20,741)(208,936)(123,181) City of Cottage Grove Annual Budget Fund 720 - Information Technology Summary of Revenues & Expenditures Total Category: REVENUE 50 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 07 - IT Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 280,959 301,200 255,131 406,900 439,900 467,400 4116 - O/T -P/T REG. STATUS 876 1,416 4140 - PENSIONS 24,366 3,121 4141 - PERA 20,713 21,852 19,135 23,000 32,800 35,000 4142 - FICA 19,994 21,273 18,189 23,400 33,500 35,700 4144 - HEALTH INSURANCE 20,560 35,718 27,000 36,000 52,800 58,000 4148 - WORKERS COMP 2,260 1,700 1,500 2,000 2,900 3,200 369,728 384,864 322,371 491,300 561,900 599,300 Category: COMMODITIES 4200 - OFFICE SUPPLIES 26 252 448 110 115 115 4210 - OP SUPPLY-OTHER 7,152 3,041 6,114 6,180 6,560 6,560 4211 - MOTOR FUELS 136 152 147 200 140 210 4280 - CAPITAL OUTLAY <$5,000 136,891 106,613 79,478 232,305 170,000 170,000 Total Category: COMMODITIES 144,205 110,058 86,187 238,795 176,815 176,885 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 84,185 86,370 1,065 122,700 129,600 129,600 4301 - ENGINEERING SVS 37,200 19,570 4305 - FEES FOR SERVICE 24 4310 - COMMUNICATION 110,893 92,571 87,108 125,900 152,200 155,500 4311 - POSTAGE 151 40 4321 - DATA PROCESSING 541,919 623,518 809,923 676,400 836,700 840,470 4350 - INSURANCE CHARGE 1,600 1,200 1,600 1,600 1,700 4370 - MAINT-REPAIR/EQ 24,529 29,061 7,652 100,200 105,200 105,200 4371 - MAINT-REPAIR/OTH 9,184 37,259 1,064 0 0 0 4375 - CHARGE-FLEET MNT 0 266 0 2,100 1,000 1,050 4403 - TRAVEL/TRAIN/CON 7,370 15,490 6,202 16,000 16,480 16,480 4449 - OTHER CONTRACT 19 0 20 0 0 0 Total Category: CONTRACTUAL SERVICES 815,299 886,286 914,298 1,064,470 1,242,780 1,250,000 Category: CAPITAL OUTLAY 4520 - FURN & OFF EQUIP 0 0 0 0 249,600 0 Total Category: CAPITAL OUTLAY 0 0 0 0 249,600 0 Category: DEPRECIATION 4721 - DEPRECIATION-PURCHASED 3,410 1,227 0 0 0 0 Total Category: DEPRECIATION 3,410 1,227 0 0 0 0 Total Department: 07 - IT 1,332,642 1,382,435 1,322,856 1,794,565 2,231,095 2,026,185 City of Cottage Grove Annual Budget Fund 720 - Information Technology Detail of Expenditures-Program 0380 Total Category: PERSONAL SERVICES 51 BUDGET CONTINGENCY/ TRANSFERS OUT Department: Administration (Fund #: 100) Program: Budget Contingency/Transfers Out (Program #: 9100) Program Description This budget line item accounts for budget contingency and transfers out of the General Fund to the Equipment Replacement fund and other Special Revenue, Debt service and Capital project funds at year end in accordance with the City's Fund Balance policy. Budget Commentary A budget contingency is included in the 2025 budget in the amount of $275,000. This is the second year for the contingency in recent budgets. The contingency is per a recommendation in the Ten-Year Financial Management Plan that identified the need to include a budget contingency for unforeseen events that can occur in the city. Prior to the 2024 Budget, the General Fund included a transfer out for equipment replacement purchases. Starting with the 2024 Budget, the amount of the equipment replacement property tax levy is included in the Equipment Replacement Fund for transparency purposes. 52 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 00 - TRANSFERS Category: TRANSFERS 4700 - TRANSFERS OUT 400,000 550,716 0 0 0 0 4701 - CONTINGENCY 0 0 0 200,000 275,000 499,000 Total Category: TRANSFERS 400,000 550,716 0 200,000 275,000 499,000 Total Department: 00 - TRANSFERS 400,000 550,716 0 200,000 275,000 499,000 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures 53 FINANCE DEPARTMENT Department Overview The Finance Department oversees the daily financial operations of the City and prepares the City's budget, Annual Comprehensive Financial Report (ACFR) and five-year capital improvement plan for the benefit of residents and all interested parties, including the State Auditor's Office and bond rating agencies. The department is also responsible for debt management and investments. Mission Statement The Finance Department supports all City departments by providing financial management, accounting, and treasury services. Service Areas • Debt management • Treasury operations • Fixed Assets • Payroll • Accounts Payable • Revenue Collection • Audit of Financial Records • Financial Reporting • Budget and CIP Compilation 2023-2024 Department Accomplishments • Received and maintained an AAA stable bond rating upgrade from S&P Global Markets • Completed ten-year Financial Management Plan • Successful hiring and on-boarding of five positions within the department • Received GFOA Certificate of Achievement award for the 34th consecutive year • Implemented electronic processing of journal entries and other accounting processes to maximize accuracy, internal controls, and efficiencies 2025 Department Goals and Strategic Initiatives • Complete implementation of a new utility billing software. • Identify and implement accounts payable electronic processing while strengthening internal controls. • Explore and provide necessary financial information to City departments and stakeholders. • Further strengthen Cybersecurity & training. • Explore the implementation of performance measurements. Budgetary Commentary 89 percent of the Finance budget is comprised of personnel costs for finance staff. These benefit and wages are based on settled bargaining union contracts. An additional accountant was added in the utility billing process. This position is necessary due to the conversion of the new utility billing 54 FINANCE DEPARTMENT software. The previous software company provided utility billing support services. These services will now be provided by the City in order to enhance the customer service experience. Full-time Equivalent Positions 2024 Budget 2025 Budget 2026 Budget General Fund: Finance Director 1.00 1.00 1.00 Assistant Finance Director 1.00 1.00 1.00 Accountant 1.00 1.00 1.00 Accounting Specialist 1.00 1.00 1.00 Finance Assistant II .50 .50 .50 Enterprise Fund: Utility Billing Specialist 1.00 1.00 1.00 Utility Billing Clerk 1.00 1.00 1.00 Accountant-Utility Billing 1.00 1.00 1.00 7.50 7.50 7.50 Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Accounts payable checks 2,904 2,952 3,600 3,500 3,400 Payments by EFT (A/P) 2,570 2,455 2,234 2,300 2,350 Payroll ACH notices 7,689 7,752 8,468 8,500 8,600 W-2’s issued 537 580 464 500 525 Outcome Measures Personnel costs per accounts payable check transaction $12.42 $13.31 $14.22 $15.15 $16.81 Personnel cost per payroll transactions $9.84 $9.57 $8.58 $10.33 $11.53 Number of reportable findings by independent auditor 1 None 1 None None 55 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 05 - FINANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 428,179 397,471 328,782 436,400 506,300 536,400 4110 - OVERTIME F. T.328 0 0 0 0 0 4115 - REGULAR-P/T REG STATUS 0 0 0 28,400 32,300 34,400 4120 - SAL-P.T./TEMP 13,880 22,397 14,102 0 0 0 4141 - PERA 29,031 30,978 24,496 34,800 40,300 42,800 4142 - FICA 32,519 30,777 24,253 35,600 41,100 43,600 4144 - HEALTH INSURANCE 37,905 45,900 45,000 60,000 66,000 72,500 4148 - WORKERS COMP 3,575 2,700 2,325 3,100 3,500 3,800 545,417 530,223 438,957 598,300 689,500 733,500 Category: COMMODITIES 4200 - OFFICE SUPPLIES 188 0 0 0 0 0 4210 - OP SUPPLY-OTHER 630 345 17 900 900 900 4280 - CAPITAL OUTLAY <$5,000 0 0 0 0 600 700 Total Category: COMMODITIES 818 345 17 900 1,500 1,600 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 31,844 25,584 44,824 31,050 32,000 33,000 4305 - FEES FOR SERVICE 109 467 511 0 0 0 4310 - COMMUNICATION 1,035 563 518 585 1,050 1,050 4311 - POSTAGE 27 0 0 0 0 0 4321 - DATA PROCESSING 20,500 34,400 27,000 36,000 42,800 44,900 4340 - PRINTING 1,237 946 1,092 1,300 1,300 1,350 4341 - ADVER/PUBLISH 0 726 1,431 0 300 300 4401 - DUES & SUBS 610 460 530 725 800 900 4403 - TRAVEL/TRAIN/CON 918 2,060 350 7,270 7,300 7,500 Total Category: CONTRACTUAL SERVICES 56,279 65,206 76,256 76,930 85,550 89,000 Total Department: 05 - FINANCE 602,514 595,774 515,229 676,130 776,550 824,100 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0300 Total Category: PERSONAL SERVICES 56 INSURANCE FINANCE Department: Finance (Fund #: 700) Program: Insurance (Program #: 9700) Program Description The Insurance activity accounts for property, liability and Workers Compensation insurance premiums paid by the City, along with claims, losses and deductibles incurred. This activity also provides funding for safety and wellness activities. Budget Commentary Insurance fund revenues charged to other funds in the City are increasing 18.61% to recover increased current operating expenses that have occurred in the fund related to workers compensation and property insurance in recent years. Due to other budgetary constraints in other funds, a full cost recovery of recent premiums was not possible in the Self-Insurance Fund for the past several years. The 2025 budget includes a full cost recovery of the 2025 premiums. The City receives workers compensation and property insurance through the League of Minnesota Cities Insurance Trust which is a self-insured member cooperative that provides cost-effective coverage designed for the unique needs of cities. Like many communities in Minnesota, workers compensation premiums for the City increased by 155% from 2020 to 2024 due to Post Traumatic Stress Disorder (PTSD) claims and other worker’s compensation claims. For the first time in several years, workers’ compensation rates are estimated to decrease for the first time in several years, which is good news. This is due to an improved trend in these claims. 57 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 700 - SELF-INSURANCE Category: REVENUE 3339 - OTHER MN AID 8,773 52,229 76,577 66,000 60,000 60,000 3519 - OTHER CHARGE SVS 2,520,820 2,891,925 2,647,118 3,440,090 4,080,250 4,472,650 3810 - INVEST INTEREST (49,169)19,508 11,482 10,000 2,000 3,000 3815 - INSURANCE RECOVERY 57,835 104,383 89,172 20,000 30,000 30,000 3816 - REFUND & REIMBRS 48,185 7,631 38,086 20,000 10,000 10,000 3899 - TRANSFER IN 0 1,767 0 0 0 0 2,586,444 3,077,443 2,862,435 3,556,090 4,182,250 4,575,650 Category: EXPENDITURES 4100 - PERSONAL SERVICES 2,593,070 2,848,554 2,515,449 2,956,700 3,277,410 3,490,860 4200 - COMMODITIES 5,430 2,577 0 12,900 12,000 12,000 4300 - CONTRACTUAL SERVICES 406,611 432,548 465,871 441,500 497,500 521,720 4730 - MISCELLANEOUS 186,169 208,094 206,716 130,000 180,000 189,000 Total Category: EXPENDITURES 3,191,280 3,491,773 3,188,036 3,541,100 3,966,910 4,213,580 FUND BALANCE, BEGINNING OF YEAR 1,203,322 598,486 184,156 199,146 414,486 NET INCREASE (DECREASE)(604,836)(414,330)(325,601)14,990 215,340 362,070 FUND BALANCE, END OF YEAR 598,486 184,156 199,146 414,486 776,556 City of Cottage Grove Annual Budget Fund 700 - Self-Insurance Summary of Revenues & Expenditures Total Category: REVENUE 58 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 00 - SELF-INSURANCE Category: PERSONAL SERVICES 4139 - DENTAL 0 20,718 67,435 0 91,200 97,600 4143 - HSA 0 10,657 318,220 0 349,650 367,000 4144 - HEALTH INSURANCE 1,737,446 1,713,303 999,973 1,875,200 1,539,600 1,645,000 4145 - HRA 0 53,918 135,631 0 200,000 210,000 4146 - DISABILITY 0 61,034 54,635 66,000 72,000 75,600 4148 - WORKERS COMP 855,624 985,473 929,304 1,015,500 1,010,200 1,080,900 4149 - LTD/LIFE INSURANCE 0 3,451 10,251 0 14,760 14,760 2,593,070 2,848,554 2,515,449 2,956,700 3,277,410 3,490,860 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 5,430 2,577 0 12,900 12,000 12,000 Total Category: COMMODITIES 5,430 2,577 0 12,900 12,000 12,000 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 98,090 59,830 48,743 42,600 62,500 64,220 4302 - LEGAL SERVICE 0 2,176 9,424 0 0 0 4305 - FEES FOR SERVICE 0 0 297 0 0 0 4341 - ADVER/PUBLISH 0 0 354 0 0 0 4352 - GENERAL LIABILIT 307,531 369,537 407,053 398,900 435,000 457,500 4434 - SPECIAL EVENTS 990 1,005 0 0 0 0 Total Category: CONTRACTUAL SERVICES 406,611 432,548 465,871 441,500 497,500 521,720 Category: MISCELLANEOUS 4733 - CLAIM-NONCITY PR 17,128 17,678 2,069 20,000 20,000 21,000 4734 - AUTO CLAIMS 86,845 78,791 39,771 40,000 40,000 42,000 4735 - WORKERS COMP MED DEDUCTIBLE 200 0 300 50,000 0 0 4736 - PROPERTY LOSS CLAIMS (35,290)22,792 98,116 20,000 20,000 21,000 4737 - MEDICAL DEDUCTIBLE 117,286 88,833 66,460 0 100,000 105,000 Total Category: MISCELLANEOUS 186,169 208,094 206,716 130,000 180,000 189,000 Total Department: 00 - SELF-INSURANCE 3,191,280 3,491,773 3,188,036 3,541,100 3,966,910 4,213,580 City of Cottage Grove Annual Budget Fund 700 - Self-Insurance Detail of Expenditures-Program 9700 Total Category: PERSONAL SERVICES 59 COMMUNITY DEVELOPMENT DEPARTMENT Department Overview The Community Development Department is responsible for Planning, Building Inspections, and Code Enforcement. The Department assists and supports the Planning Commission, Committee on Historic Preservation, and the City Council. Mission Statement The Community Development Department provides quality municipal planning, inspections, and property services to residents and businesses seeking to build or redevelop in Cottage Grove. Service Areas • Building permits • Building inspections and maintenance • Zoning and land use • Historic preservation • Code enforcement • Rental licensing 2023-2024 Department Accomplishments • Approval of the updated Sign code • Secured a $30,000 CLG Grant through the State Historic Preservation Office to complete a historic context study for suburban expansion between 1945-1990 • Completed the first proactive code enforcement sweep of the Thompson Grove Estates neighborhood • Residential Development: o Four final plats approved in 2024 – 295 total number of lots platted o 4,160 building permits issued in 2024 through October 31st and approximately 13,849 building inspections conducted in 2024 through October 31st. • Commercial and Industrial Development: o Gerber Collission Construction o Discount Tire remodel o ISD 833 School Bus garage improvements 2025 Department Goals and Strategic Initiatives • Continue long range planning for growth and development: o Update the East Ravine AUAR • Continue to find ways to provide a high level and efficient level of customer service to residents and contractors. • Explore home improvement programs for existing housing stock. • Promote development opportunities and identify areas for redevelopment. 60 COMMUNITY DEVELOPMENT DEPARTMENT • Continue to educate residents regarding ordinances to help maintain the health, safety, and welfare of the community. Budget Commentary One building inspector position was kept vacant in 2024. With the anticipation of continued growth in the community, the School District work planned, and focus on proactive code enforcement, the added full time Building/Code Enforcement inspection position added in 2023 is proposed to be split into one seasonal Building Inspector position and one seasonal Code Enforcement inspector position. Personnel Schedule 2024 Budget 2025 Budget 2026 Budget Community Development Director 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 Planner 1.00 1.00 1.00 Associate Planner 1.00 1.00 1.00 Community Development Assistant 1.00 1.00 1.00 Chief Building Official 1.00 1.00 1.00 Building Inspector 3.00 3.00 3.00 Seasonal Building Inspector .50 .50 .50 Code Enforcement Officer 1.00 1.00 1.00 Seasonal Code Enforcement Officer 0.00 .50 .50 Building Permit Technician Coordinator 1.00 1.00 1.00 Building Permit Technician 1.00 1.00 1.00 Office Assistant .63 .63 .63 Total 13.13 13.63 13.63 61 COMMUNITY DEVELOPMENT DEPARTMENT Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Zoning Applications 79 73 34 55 60 Residential Rental Licenses 270 325 287 350 290 Planning Commission Meetings 12 12 7 11 12 Historic Preservation Meetings 5 4 4 4 4 Council Action Items (Res, Ord, Approvals) 165 78 78 100 100 Construction Inspections 15,362 21,886 14,822 14,000 14,200 Property Maintenance Inspections 771 597 489 800 800 Rental Property Inspections 391 423 548 650 650 Contract Inspections1 2,833 1,834 555 8 0 Plan Reviews 1,858 1,500 1152 1200 1300 Permits 5,655 5,559 4681 4,600 4,700 New Dwelling Units 574 550 290 380 350 Building Valuation – New Residential (mil $) 155,998,356 130,682,867 100,157,771 114,000,000 115,500,000 Building Valuation – Other Residential (mil $) 32,380,012 37,677,259 30,118,875 15,000,000 15,000,000 Building Valuation – Commercial/Industrial (mil $) 36,444,802 192,744,505 50,850,915 50,000,000 25,000,000 Building Valuation – Other Projects (mil $) 7,046,786 12,334,903 8,353,781 20,682,049 23,500,000 Total Building Valuation (mil $) 231,869,956 373,439,534 189,481,402 199,682,049 179,000,000 1 Newport, St. Paul Park, & Denmark Township 62 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 10 - PLANNING & ZONING Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 341,696 344,015 271,661 398,600 443,400 473,300 4110 - OVERTIME F. T.5,786 0 3,159 7,500 7,500 7,500 4120 - SAL-P.T./TEMP 69,757 17,093 2,934 8,400 0 0 4141 - PERA 26,951 26,981 20,260 30,500 33,900 36,100 4142 - FICA 30,122 26,568 20,001 31,700 34,500 36,800 4144 - HEALTH INSURANCE 55,280 48,600 40,500 54,000 59,400 65,300 4148 - WORKERS COMP 2,600 2,400 2,325 3,100 3,200 3,500 532,192 465,656 360,840 533,800 581,900 622,500 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 138 0 0 0 0 4210 - OP SUPPLY-OTHER 6 35 0 0 0 0 4217 - CLOTHING/UNIFORM 0 87 0 250 250 250 4280 - CAPITAL OUTLAY <$5,000 0 0 586 0 0 0 Total Category: COMMODITIES 6 260 586 250 250 250 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 95,768 832 4,183 4,078 4,000 4,000 4301 - ENGINEERING SVS 15,413 0 730 2,122 2,100 22,100 4305 - FEES FOR SERVICE 1,582 833 151 2,865 2,800 2,800 4310 - COMMUNICATION 1,148 1,373 1,170 1,755 1,500 1,500 4321 - DATA PROCESSING 18,000 32,400 26,550 35,400 36,400 38,200 4340 - PRINTING 110 55 407 100 100 100 4341 - ADVER/PUBLISH 1,767 471 525 1,900 1,900 1,900 4350 - INSURANCE CHARGE 1,040 1,100 1,275 1,700 1,900 2,100 4401 - DUES & SUBS 370 250 1,476 1,325 1,400 1,400 4403 - TRAVEL/TRAIN/CON 1,114 1,427 6,165 4,775 5,000 5,000 4434 - SPECIAL EVENTS 834 96 647 530 1,240 1,250 Total Category: CONTRACTUAL SERVICES 137,145 38,836 43,278 56,550 58,340 80,350 Total Department: 10 - PLANNING & ZONING 669,343 504,752 404,704 590,600 640,490 703,100 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1100 Total Category: PERSONAL SERVICES 63 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 13 - PROTECTIVE INSPECTION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 720,754 689,956 514,667 694,800 761,900 813,100 4110 - OVERTIME F. T.20,495 562 0 10,000 5,000 5,000 4115 - REGULAR-P/T REG STATUS 0 0 0 35,500 43,700 46,300 4120 - SAL-P.T./TEMP 42,002 41,010 48,653 31,200 65,500 69,500 4141 - PERA 55,954 53,868 39,872 55,600 60,800 65,100 4142 - FICA 55,381 50,811 39,852 58,900 67,000 71,400 4144 - HEALTH INSURANCE 91,770 91,800 67,500 90,000 99,000 108,800 4148 - WORKERS COMP 5,840 5,400 4,500 6,000 6,400 7,300 992,197 933,407 715,043 982,000 1,109,300 1,186,500 Category: COMMODITIES 4200 - OFFICE SUPPLIES 453 665 37 500 500 535 4210 - OP SUPPLY-OTHER 353 571 387 400 400 1,000 4211 - MOTOR FUELS 9,348 6,713 5,089 8,700 9,520 9,590 4217 - CLOTHING/UNIFORM 135 502 167 700 1,225 740 4231 - SMALL TOOLS 0 0 595 75 0 80 Total Category: COMMODITIES 10,289 8,450 6,276 10,375 11,645 11,945 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 219,147 182,697 114,952 125,000 176,900 182,200 4302 - LEGAL SERVICE 0 856 0 0 0 800 4305 - FEES FOR SERVICE 174 72 273 100 100 100 4309 - CREDIT CARD FEES 131,283 153,043 194,902 130,000 157,000 162,370 4310 - COMMUNICATION 6,983 5,352 3,474 7,460 7,460 7,915 4321 - DATA PROCESSING 47,000 87,300 72,375 96,500 115,100 120,900 4340 - PRINTING 1,199 1,337 50 1,060 1,100 1,125 4341 - ADVER/PUBLISH 0 76 0 0 0 0 4350 - INSURANCE CHARGE 730 800 900 1,200 1,300 1,400 4375 - CHARGE-FLEET MNT 22,765 14,844 10,296 13,720 17,600 18,480 4401 - DUES & SUBS 1,211 430 827 390 600 600 4403 - TRAVEL/TRAIN/CON 2,835 3,471 5,246 4,800 4,800 4,850 4434 - SPECIAL EVENTS 18 0 0 200 0 215 4449 - OTHER CONTRACT 135 0 142 0 0 150 Total Category: CONTRACTUAL SERVICES 433,480 450,279 403,437 380,430 481,960 501,105 Total Department: 13 - PROTECTIVE INSPECTION 1,435,966 1,392,136 1,124,756 1,372,805 1,602,905 1,699,550 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1000 Total Category: PERSONAL SERVICES 64 PUBLIC SAFETY DEPARTMENT Department Overview The Cottage Grove Public Safety (CGPS) Department strives to provide the highest-quality police, fire, EMS and emergency management services. Public Safety is committed to creating safe and secure environments where everyone can thrive. Public Safety is a progressive, evolving, and growing organization. Over the past year, the Police and Fire/EMS Divisions have restructured, transformed our response models, and adopted new 5-Year Strategic Plans. The recent changes address the increasing and changing demands for service, engage the community in holistic problem-solving approaches, and promote resilience while positioning the organization for continued growth. Mission Statement Cottage Grove Public Safety proudly serves our community compassionately, providing protection of life and property. We do this with honor, professionalism, empathy and community partnerships. Service Areas • Patrol • Investigations • Records • Animal Control • Property and Evidence • Community Affairs • School Resource Officer • Narcotics Task Force • Crime Prevention • Emergency Management • Fire Suppression • Life Safety Inspections • Fire Prevention Education • Community Outreach • Pre-hospital Emergency Medical Care • Hazardous Material Response • Emergency Management Planning • Rescue Services • Community Risk Reduction 2023-2024 Departmental Accomplishments • Developed 5-year Strategic Plan • K9 Odin • AEDs in every marked and unmarked squad car • Open houses and many community engagement events • Structural reorganization and creation of Community Impact Team • Police and EMS satisfaction survey • Implemented Police Peer Support Team • Wellness, Safety, & Recruiting/Retention Committee (Positive Impact Team) • Developed performance measures and implemented quarterly/annual reports to track progress of Strategic Plan • Equipment upgrades (BWC and squad cameras, camera trailer, drone, throwbot, firearms, RMR, launchers, helmets, and shield) 65 PUBLIC SAFETY DEPARTMENT • Included CSOs into in-service training program • Vector Solutions (FTO Solutions and Check-It Inventory Management System) • Implemented background investigation software • Emergency management exercises and new warning siren • Traffic Safety utilizing TZD, speed signs, enforcement, and education • Added 3 full time Firefighter/Paramedics • Introduced Fire/EMS staffing plan • Achieved Heart Safe Community Designation • Received FEMA Grant for Home Safety Program ($130,550) • Expanded Blue Card Incident Command Training and best practice procedures • Implemented East Metro Fire Training Facility partnership • Awards for EMS excellence 2025 Departmental Goals and Strategic Initiatives • Continue to revisit 5-year Strategic Plan for Police and Fire • Recruitment and retention of police officers, emphasizing additional CSO hours • Develop and maintain a crime scene response team • Develop and maintain an Emergency Medical Responder certification program for patrol officers • Organize a Community Emergency Response Team • Maintain a wellness committee and a well-funded, comprehensive wellness program - seek grant funding for wellness programs • Maintain the HERO Center to support CGPD’s training plan • Develop and maintain retention programs and incentives • Consider an overstrength staffing (+3) model • Equip our officers with the best protective equipment, tools, control devices, and vehicles to promote effectiveness and safety • Develop and maintain an assigned squad program • Evaluate and consider stationary LPR (FLOCK) • Offer programs and incentives for officers to learn a second language • Maintain or increase staffing levels to meet the demands for service • Add additional personnel, resources, and facilities to meet the growing demands for service • Consider organizational and response models, technologies, and initiatives to meet emerging or evolving demands • Utilize grant funding to support traffic enforcement and safety initiatives • Firefighter wellness checks/Peer Support Group • Update fleet replacement plan for ambulances and fire apparatus based upon best practice, NFPA, and industry standards • Expand Community Paramedic Program • Develop special rescue operations capacity (water, low-angle) • Develop accelerated recruitment for Firefighter/EMTs to Firefighter/Paramedics (training) 66 PUBLIC SAFETY DEPARTMENT • Consistent staffing level of dedicated ALS fire engine and two ALS ambulances Budget Commentary Police – Additional Police Officer to the patrol division to meet the demands for service and implement shift relief factor. In addition, a traffic Police Officer was added in the fall of 2024 due to the receipt of grant funds for the position. Fire – Additional Deputy Fire Chief (hired October 2024) and more competitive pay/benefits for full time and part time staff. Other changes in the budget are inflationary and increased operating expenses realized in recent years for utilities and building maintenance services. In addition, staff will actively pursue grant opportunities for replacement of SCBA’s. Personnel Schedule 2024 Budget 2025 Budget 2026 Budget Public Safety Director 1.00 1.00 1.00 Police Captains 3.00 3.00 3.00 Sergeants 9.00 9.00 9.00 Police Officers 33.00 35.00 35.00 Sworn Personnel 46.00 48.00 48.00 Management Analyst 1.00 1.00 1.00 Records Manager 1.00 1.00 1.00 Records Coordinator 1.00 1.00 1.00 Records Specialist 2.00 2.00 2.00 Criminal Analyst 1.00 1.00 1.00 Investigative Aid .72 1.00 1.00 CSOs (FTE Equivalent) 4.25 4.25 4.25 56.97 59.25 59.25 Fire Chief 1.00 1.00 1.00 Deputy Fire Chief 1.00 2.00 2.00 Fire Marshal 1.00 1.00 1.00 Fire Captains1 3.00 3.00 3.00 Firefighter/Paramedics1 12.00 13.00 13.00 Administrative Assistant 1.00 1.00 1.00 PT Firefighters2 23.00 16.00 16.00 42.00 37.00 37.00 1 Total FTE’s between Fire and EMS. 2 PT based on 36 per month minimum qualification. This the number and not the FTE. 67 PUBLIC SAFETY DEPARTMENT Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Police Total Calls for Service 28,933 28,077 43,100 41,388 42,630 Fire/EMS Total Incidents 4,135 4,518 4,603 4,861 5,133 Outcome Measures Police Sworn Personnel 44 44 45 47 48 Officers per 1000 Citizens 1.12 1.11 Calls per Officer* 658 638 958 880 888 Part 1 & 2 Crimes 1,201 908 1,051 753 775 Citations 2,092 1,295 1,195 1,388 1,430 Medicals 2,159 2,219 2,244 2,400 2,473 Proactive Checks & Extra Patrols 12,561 26,145 18,070 18,610 Community Engagement/Special Events 970 Total Training Hours 7,138 10,912 8,957 9,756 Total Overtime Hours 7,635 3,600 3,710 4,513 CSO Hours 6,075 6,037 7,647 8,125 Reimbursements $1,201,085 $850,615 $981,950 $1,040,655 Fire/EMS Average Fire Response Times to Calls 6:58 9:43 7:34 7:50 8:30 Total Fire Loss 1,245,500 1,700,670 $1,584,527 2,200,000 2,800,000 Fire Incidents (NFIRS 100) 66 58 50 60 65 FIRE INSPECTIONS # of Fire Inspections 600 622 380 200 200 # of Safety/First Aid/CPR Presentations 33 44 80 45 40 EMS Population2 49,788 51,142 53,051 54,691 55,857 Avg EMS Response Times (CG Only) 5:07 6:29 6:54 7:15 7:30 EMS Incidents 3,324 3,502 3,3643 3,552 3,751 1 Fire incidents include incidents that were dispatched but canceled enroute 2 EMS population includes Newport, St. Paul Park, and Grey Cloud Township (10,115) in addition to Cottage Grove 3 Changed EMS incidents to calls with patient contact/assessment only 68 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 21 - POLICE PROTECTION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 5,112,272 5,328,821 4,067,010 5,650,200 6,500,700 6,952,390 4110 - OVERTIME F. T.205,679 223,258 256,646 200,000 215,000 215,000 4115 - REGULAR-P/T REG STATUS 69,761 46,914 35,524 48,300 0 0 4116 - O/T -P/T REG. STATUS 272 0 0 0 0 0 4120 - SAL-P.T./TEMP 117,056 150,966 152,591 181,300 195,500 250,500 4121 - O.T. - P.T./TEMP 632 431 837 0 0 0 4141 - PERA 958,252 920,211 730,508 980,380 1,136,000 1,211,000 4142 - FICA 115,977 121,634 95,600 129,600 152,300 160,900 4144 - HEALTH INSURANCE 475,470 477,960 476,100 634,800 717,000 794,900 4148 - WORKERS COMP 300,000 453,400 355,050 473,400 543,800 593,000 7,355,371 7,723,593 6,169,864 8,297,980 9,460,300 10,177,690 Category: COMMODITIES 4200 - OFFICE SUPPLIES 3,753 2,137 2,111 4,780 4,920 5,070 4210 - OP SUPPLY-OTHER 46,710 58,779 57,315 78,920 81,290 83,730 4211 - MOTOR FUELS 101,708 113,089 80,456 117,730 127,680 128,610 4217 - CLOTHING/UNIFORM 73,062 118,593 82,713 83,500 91,900 88,600 4272 - OP SUP-BUILDINGS 918 2,302 2,303 3,000 3,090 3,180 4280 - CAPITAL OUTLAY <$5,000 43,420 47,483 27,224 25,460 26,220 70,270 Total Category: COMMODITIES 269,573 342,383 252,121 313,390 335,100 379,460 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 31,376 46,769 13,880 22,560 23,240 23,930 4305 - FEES FOR SERVICE 23,382 24,065 23,185 27,370 28,190 29,040 4309 - CREDIT CARD FEES 2,554 12,926 2,873 2,000 2,060 2,120 4310 - COMMUNICATION 76,117 78,952 61,033 75,980 78,260 80,610 4311 - POSTAGE 508 479 209 420 430 450 4321 - DATA PROCESSING 315,940 388,154 448,364 595,200 610,500 607,400 4340 - PRINTING 2,281 999 842 1,270 1,310 1,350 4341 - ADVER/PUBLISH 0 0 0 110 0 0 4350 - INSURANCE CHARGE 46,710 50,900 57,500 76,400 84,000 90,700 4370 - MAINT-REPAIR/EQ 22,362 26,030 8,517 29,390 30,270 31,180 4372 - MAINT-REPAIR/BLD 505 9,046 8,017 8,900 9,170 9,440 4375 - CHARGE-FLEET MNT 123,658 133,132 101,803 147,700 154,100 161,810 4380 - RENTAL/LEASE 8,160 8,966 5,408 13,000 13,390 13,790 4401 - DUES & SUBS 3,161 3,679 2,387 4,030 4,150 4,270 4403 - TRAVEL/TRAIN/CON 46,681 54,688 54,560 110,095 162,420 134,330 4405 - CLEAN/WASTE REMV 677 582 1,704 1,800 1,850 1,910 4434 - SPECIAL EVENTS 10,025 11,574 12,928 17,000 17,510 18,040 4449 - OTHER CONTRACT 3,676 3,840 1,914 9,230 9,500 9,800 Total Category: CONTRACTUAL SERVICES 717,773 854,779 805,122 1,142,455 1,230,350 1,220,170 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 257,699 396,296 745 0 0 0 4540 - OTHER CAP OUTLAY 0 97,377 129,139 140,000 0 Total Category: CAPITAL OUTLAY 257,699 493,673 129,884 140,000 0 0 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0500 Total Category: PERSONAL SERVICES 69 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 21 - POLICE PROTECTION City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0500 Category: OTHER FINANCING USES 4630 - OTHER PAYMENTS 0 20,728 0 0 0 0 Total Category: OTHER FINANCING USES 0 20,728 0 0 0 0 Total Department: 21 - POLICE PROTECTION 8,600,416 9,435,156 7,356,991 9,893,825 11,025,750 11,777,320 70 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 26 - FIRE PROTECTION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 447,996 536,461 399,424 732,600 1,030,000 1,096,500 4110 - OVERTIME F. T.63,823 42,407 54,425 31,000 35,000 35,000 4120 - SAL-P.T./TEMP 139,421 106,252 53,913 265,000 186,000 201,900 4121 - O.T. - P.T./TEMP 16,474 16,735 7,163 0 0 0 4141 - PERA 76,743 80,213 69,918 120,875 199,000 211,800 4142 - FICA 22,929 23,055 16,122 24,950 31,300 33,600 4144 - HEALTH INSURANCE 46,080 57,800 63,338 84,450 126,100 134,400 4147 - UNEMPLOYMENT 2,372 0 1,329 0 0 0 4148 - WORKERS COMP 51,755 49,200 55,106 73,475 100,800 109,600 867,594 912,123 720,737 1,332,350 1,708,200 1,822,800 Category: COMMODITIES 4200 - OFFICE SUPPLIES 249 140 51 1,480 830 855 4210 - OP SUPPLY-OTHER 5,881 5,419 18,829 10,400 10,710 11,030 4211 - MOTOR FUELS 14,257 15,501 10,012 14,200 16,210 16,320 4217 - CLOTHING/UNIFORM 30,776 30,357 36,156 48,700 50,160 51,670 4270 - OP SUP-VEH/EQ 3,478 2,784 1,111 5,520 5,690 5,860 4272 - OP SUP-BUILDINGS 3,478 2,867 3,246 3,820 3,940 4,050 4280 - CAPITAL OUTLAY <$5,000 6,026 4,299 16,811 10,600 10,920 11,250 Total Category: COMMODITIES 64,146 61,367 86,215 94,720 98,460 101,035 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 9,809 15,317 11,810 24,710 75,450 26,210 4305 - FEES FOR SERVICE 20,212 22,212 19,388 24,900 25,560 26,420 4310 - COMMUNICATION 27,908 26,781 10,848 29,700 30,590 31,510 4311 - POSTAGE 72 0 35 100 110 110 4321 - DATA PROCESSING 46,000 59,200 65,550 87,400 127,300 133,700 4340 - PRINTING 62 55 105 200 200 200 4350 - INSURANCE CHARGE 15,830 17,300 19,500 26,000 28,600 30,900 4360 - UTILITIES 84,476 73,849 38,905 70,000 85,000 88,400 4370 - MAINT-REPAIR/EQ 35,990 47,195 52,897 68,320 70,370 72,480 4372 - MAINT-REPAIR/BLD 170,700 68,502 22,427 73,650 37,000 42,600 4373 - BUILDING MAINT LABOR ALLOC 0 0 25,500 0 36,600 38,400 4375 - CHARGE-FLEET MNT 68,265 65,284 120,045 43,400 80,100 84,110 4380 - RENTAL/LEASE 2,811 2,660 1,845 4,240 4,370 4,500 4401 - DUES & SUBS 870 1,385 1,617 1,060 1,800 1,855 4403 - TRAVEL/TRAIN/CON 29,503 41,847 31,588 22,500 59,170 23,870 4405 - CLEAN/WASTE REMV 15,392 23,135 19,567 25,200 26,900 27,030 4434 - SPECIAL EVENTS 1,100 1,273 40 2,740 2,820 2,910 4449 - OTHER CONTRACT 258,946 297,405 25 0 0 0 Total Category: CONTRACTUAL SERVICES 787,944 763,400 441,694 504,120 691,940 635,205 4540 - OTHER CAP OUTLAY 15,233 Total Department: 26 - FIRE PROTECTION 1,719,684 1,752,122 1,248,646 1,931,190 2,498,600 2,559,040 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0800 Total Category: PERSONAL SERVICES 71 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 23 - ANIMAL CONTROL Category: PERSONAL SERVICES 4120 - SAL-P.T./TEMP 15,000 15,000 0 15,450 15,900 15,900 4142 - FICA 1,100 1,100 0 1,140 1,200 1,200 4148 - WORKERS COMP 100 110 90 120 120 120 16,200 16,210 90 16,710 17,220 17,220 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 0 0 200 200 210 4210 - OP SUPPLY-OTHER 370 16 40 1,060 1,090 1,120 4211 - MOTOR FUELS 0 0 0 420 0 0 4217 - CLOTHING/UNIFORM 3,188 3,497 1,034 3,400 3,500 3,610 Total Category: COMMODITIES 3,558 3,513 1,074 5,080 4,790 4,940 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 0 0 320 330 340 4305 - FEES FOR SERVICE 6,032 7,843 3,720 6,580 6,780 6,980 4340 - PRINTING 0 113 0 200 210 210 4375 - CHARGE-FLEET MNT 0 0 0 1,820 0 0 Total Category: CONTRACTUAL SERVICES 6,032 7,956 3,720 8,920 7,320 7,530 Total Department: 23 - ANIMAL CONTROL 25,790 27,679 4,884 30,710 29,330 29,690 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0450 Total Category: PERSONAL SERVICES 72 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 15 - EMERGENCY PREPAREDNESS Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 35,865 87,466 83,086 37,300 39,000 41,200 4110 - OVERTIME F. T.654 30,097 38,500 0 0 0 4141 - PERA 6,338 12,208 10,144 6,000 6,900 7,200 4142 - FICA 497 5,789 7,693 500 500 500 4144 - HEALTH INSURANCE 2,580 2,700 2,250 3,000 3,300 3,700 4148 - WORKERS COMP 2,600 2,700 2,475 3,300 3,400 3,700 48,533 140,959 144,148 50,100 53,100 56,300 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 550 3,290 9,883 100 100 110 4211 - MOTOR FUELS 357 393 230 1,760 460 460 Total Category: COMMODITIES 907 3,683 10,113 1,860 560 570 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 800 800 900 1,100 1,200 1,300 4301 - ENGINEERING SVS 0 3,672 886 0 0 0 4305 - FEES FOR SERVICE 2,719 4,039 3,483 3,500 3,500 3,600 4310 - COMMUNICATION 3,944 3,377 1,296 3,710 3,820 3,940 4311 - POSTAGE 408 0 0 0 0 0 4360 - UTILITIES 785 761 331 1,030 1,060 1,100 4370 - MAINT-REPAIR/EQ 190 7,529 350 9,970 9,670 9,960 4371 - MAINT-REPAIR/OTH 0 5,850 0 0 0 0 4375 - CHARGE-FLEET MNT 5,517 13,348 2,293 1,960 11,300 11,870 4380 - RENTAL/LEASE 0 1,768 0 0 0 0 4401 - DUES & SUBS 300 449 199 450 450 450 4403 - TRAVEL/TRAIN/CON 1,816 941 1,613 1,380 2,020 2,080 4449 - OTHER CONTRACT 0 0 6,084 0 0 0 Total Category: CONTRACTUAL SERVICES 16,479 42,533 17,435 23,100 33,020 34,300 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 49,739 107,467 65,912 39,500 0 21,000 Total Category: CAPITAL OUTLAY 49,739 107,467 65,912 39,500 0 21,000 Total Department: 15 - EMERGENCY PREPAREDN 115,658 294,642 237,609 114,560 86,680 112,170 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 0400 Total Category: PERSONAL SERVICES 73 FORFEITURES/SEIZURE PUBLIC SAFETY Department: Public Safety (Fund #: 240) Program: Forfeitures/Seizure (Program #: 0552, 0554) Program Description Under the authority of Federal and State statutes, the police department initiates asset forfeiture actions against those who commit designated felony offenses, controlled substance violations, and designated DUI violations. Forfeiture activities are classified as DUI or Criminal: each has specific regulated uses. Budget Commentary • Fund equipment for Crime Scene Team. • Use available funds to upgrade/replace equipment and technology. 74 2022 2023 2024 2024 2025 2026 Actual Actual Estimate Budget Budget Budget Fund: 240 - FORFEITURE/SEIZURE Category: REVENUE 3349 - COUNTY AID 26,000 0 0 0 0 0 3538 - CRIMINAL FORFEITURE 18,135 9,736 3,555 8,000 8,000 8,000 3540 - DUI FORFEITURE REVENUE 12,675 1,203 719 8,000 8,000 8,000 3541 - CRIMINAL STIPULATION 4,869 3,775 0 8,000 8,000 8,000 3810 - INVEST INTEREST (3,241)3,041 302 0 0 0 3816 - REFUND & REIMBRS 806 104 0 0 0 0 3965 - LEASE ISSUANCE PROCEEDS 0 238,406 0 0 0 0 59,245 256,264 4,576 24,000 24,000 24,000 Category: EXPENDITURES 4200 - COMMODITIES 9,350 28,640 0 4,880 1,000 2,000 4300 - CONTRACTUAL SERVICES 19,669 3,779 1,167 21,990 19,340 19,930 4500 - CAPITAL OUTLAY 31,906 288,406 0 5,030 2,000 2,000 Total Category: EXPENDITURES 60,925 320,824 1,167 31,900 22,340 23,930 FUND BALANCE, BEGINNING YEAR 72,711 71,031 6,470 6,470 9,879 11,539 NET INCREASE (DECREASE)(1,680)(64,561)3,409 (7,900)1,660 70 FUND BALANCE, END OF YEAR 71,031 6,470 9,879 (1,430)11,539 11,609 City of Cottage Grove Annual Budget Fund 240 - Forfeiture/Seizure Summary of Revenues & Expenditures Total Category: REVENUE 75 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 21 - FORFEITURE/SEIZURE Category: COMMODITIES 4280 - CAPITAL OUTLAY <$5,000 9,350 28,640 0 4,880 1,000 2,000 Total Category: COMMODITIES 9,350 28,640 0 4,880 1,000 2,000 Category: CONTRACTUAL SERVICES 4302 - LEGAL SERVICE 1,851 579 523 6,010 6,190 6,380 4305 - FEES FOR SERVICE 50 0 0 100 100 100 4310 - COMMUNICATION 0 0 0 420 430 450 4341 - ADVER/PUBLISH 0 0 0 640 660 680 4370 - MAINT-REPAIR/EQ 0 0 0 0 0 3,180 4390 - VICTIM/WITNESS 1,914 959 180 3,000 3,090 4,500 4391 - COUNTY DEFENDENT 6,636 2,116 360 4,240 4,370 1,120 4403 - TRAVEL/TRAIN/CON 0 0 0 1,060 1,080 3,520 4449 - OTHER CONTRACT 9,217 125 104 6,520 3,420 0 Total Category: CONTRACTUAL SERVICES 19,669 3,779 1,167 21,990 19,340 19,930 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 31,906 0 0 0 0 0 4540 - OTHER CAP OUTLAY 0 238,406 0 5,030 2,000 2,000 4630 - OTHER PAYMENTS 50,000 Total Category: CAPITAL OUTLAY 31,906 288,406 0 5,030 2,000 2,000 Total Department: 21 - FORFEITURE/SEIZURE 60,925 320,824 1,167 31,900 22,340 23,930 City of Cottage Grove Annual Budget Fund 240 - Forfeiture/Seizure Detail of Expenditures-Program 0552 & 0554 76 O PIOID SETTLEMENT PUBLIC SAFETY Department: Public Safety (Fund #: 245) Program: Opioid Settlement (Program #: 0572) Program Description The State of Minnesota and numerous Minnesota cities and counties joined with thousands of local governments across the country to file lawsuits against opioid manufacturer and pharmaceutical distribution companies for their misconduct. The State of Minnesota received a share of funds that have been distributed to individual governments, including the City of Cottage Grove, from settlements in the national opioid litigation. Budget Commentary • Partner with Washington County to identify and hire an embedded social worker to work as a co-responder with our Case Management Unit. • Work with community groups to provide classes for awareness and Naloxone administration to save lives. • Continue Naloxone training to our Public Works and Parks and Recreation staff in addition to equipping them with Naloxone kits. • Cottage Grove Fire/EMS recently created a Community Paramedic Program. Cottage Grove has the primary service area (PSA) for Cottage Grove, St. Paul Park, Newport, and Grey Cloud Island. With the recent addition of the Community Paramedic Program, we are looking at ways of providing services without always needing to bring people to the hospital. 77 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 245 - OPIOID SETTLMENT Category: REVENUE 3615 - SETTLEMENTS 0 152,352 175,418 0 26,500 26,500 3810 - INVEST INTEREST 76 6,293 8,244 0 0 0 76 158,644 183,662 0 26,500 26,500 Category: EXPENDITURES 4300 - CONTRACTUAL SERVICES 0 0 0 0 137,400 137,400 Total Category: EXPENDITURES 0 0 0 0 137,400 137,400 FUND BALANCE, BEGINNING YEAR 0 76 158,720 158,720 342,382 231,482 NET INCREASE (DECREASE)76 158,644 183,662 0 (110,900)(110,900) FUND BALANCE, END OF YEAR 76 158,720 342,382 158,720 231,482 120,582 City of Cottage Grove Annual Budget Fund 245 - Opioid Settlment Summary of Revenues & Expenditures Total Category: REVENUE 78 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 00 - OPIOID SETTLEMENT Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 0 0 0 137,400 137,400 Total Department: 00 - OPIOID SETTLEMENT 0 0 0 0 137,400 137,400 City of Cottage Grove Annual Budget Fund 245 - Opioid Settlment Detail of Expenditures-Program 0572 79 EMS/AMBULANCE PUBLIC SAFETY Department: Public Safety (Fund #: 660) Program: EMS/Ambulance (Program #: 0600) Program Description To provide Emergency Medical Services, including emergency medical treatment and transport, participate in public education and community awareness efforts to promote first aid skills, healthy living, and accident reduction. Budget Commentary An ambulance was ordered in 2022 and it is ancipated that it will arrive in 2025. It has been included in the 2025 EMS Budget. Also included in the 2025 budget is $36,000 for an accelerated recruitment program for medic training and will be funded through the General Fund Fire budget. 80 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 660 - EMS/AMBULANCE Category: REVENUE 3310 - FEDERAL GRANTS 0 551 0 0 0 0 3349 - COUNTY AID 6,750 0 0 0 0 0 3534 - SOWASHCO SERVICE 5,546,504 6,625,656 4,741,949 6,213,500 6,807,200 7,220,160 3550 - NON-DISCRETIONARY WRITE OFFS (3,758,492)(3,647,977)(2,524,365)(3,231,020)(3,852,100)(3,967,600) 3810 - INVEST INTEREST (72)0 0 0 0 0 3812 - DONATE & CONTRI 500 500 0 0 0 0 3813 - SALE OF GOODS 0 0 0 0 0 0 3816 - REFUND & REIMBRS 70,142 6,804 9,654 0 0 0 1,865,331 2,985,534 2,227,238 2,982,480 2,955,100 3,252,560 Category: EXPENDITURES 4100 - PERSONAL SERVICES 1,790,345 1,899,148 1,176,067 1,810,725 2,031,700 2,175,200 4200 - COMMODITIES 93,778 80,965 71,865 99,260 106,450 108,880 4300 - CONTRACTUAL SERVICES 260,588 363,071 276,103 532,540 533,420 553,810 4500 - CAPITAL OUTLAY 0 0 0 305,000 0 0 4720 - DEPRECIATION 91,071 83,168 0 0 0 0 4730 - MISCELLANEOUS 480,000 793,398 82,267 434,945 576,800 594,100 4999 - TRANSFERS 97,850 100,800 77,869 103,825 106,940 110,100 Total Category: EXPENDITURES 2,813,632 3,320,550 1,684,171 3,286,295 3,355,310 3,542,090 FUND BALANCE, BEGINNING OF YEAR 1,781,270 832,969 497,953 194,138 (206,072) NET INCREASE (DECREASE)(948,301)(335,016)543,067 (303,815)(400,210)(289,530) FUND BALANCE, END OF YEAR 832,969 497,953 194,138 (206,072)(495,602) City of Cottage Grove Annual Budget Fund 660 - EMS/Ambulance Summary of Revenues & Expenditures Total Category: REVENUE 81 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 24 - EMS/AMBULANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 860,047 921,188 573,115 1,103,800 1,179,500 1,259,400 4110 - OVERTIME F. T.184,425 121,070 147,375 37,500 81,800 86,700 4120 - SAL-P.T./TEMP 239,431 235,722 119,724 214,500 244,000 260,200 4121 - O.T. - P.T./TEMP 12,946 10,367 17,165 0 0 0 4140 - PENSIONS 97,341 198,362 0 0 0 0 4141 - PERA 175,744 182,880 134,598 198,650 237,300 253,600 4142 - FICA 33,832 33,731 21,133 39,000 39,000 41,500 4144 - HEALTH INSURANCE 109,578 124,128 99,563 132,750 151,800 166,700 4148 - WORKERS COMP 77,000 71,700 63,394 84,525 98,300 107,100 1,790,345 1,899,148 1,176,067 1,810,725 2,031,700 2,175,200 Category: COMMODITIES 4200 - OFFICE SUPPLIES 191 0 0 0 0 0 4210 - OP SUPPLY-OTHER 56,734 43,152 40,401 56,010 57,690 59,420 4211 - MOTOR FUELS 30,713 29,742 20,604 28,500 33,570 33,810 4217 - CLOTHING/UNIFORM 5,641 8,071 10,860 14,750 15,190 15,650 4280 - CAPITAL OUTLAY <$5,000 500 0 0 0 0 0 Total Category: COMMODITIES 93,778 80,965 71,865 99,260 106,450 108,880 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 17,568 20,232 17,323 28,760 29,620 30,510 4302 - LEGAL SERVICE 2,632 1,095 2,536 0 0 0 4305 - FEES FOR SERVICE 83,735 99,769 66,316 149,990 154,410 159,130 4309 - CREDIT CARD FEES 4,632 1,740 268 6,000 6,180 6,365 4310 - COMMUNICATION 15,586 15,199 5,739 16,870 17,380 17,900 4311 - POSTAGE 380 80 0 0 0 0 4321 - DATA PROCESSING 45,000 108,400 75,075 100,100 88,500 92,900 4340 - PRINTING 28 0 0 0 0 0 4350 - INSURANCE CHARGE 8,300 9,000 10,125 13,500 14,900 16,100 4370 - MAINT-REPAIR/EQ 20,097 21,013 7,454 37,870 39,010 40,175 4372 - MAINT-REPAIR/BLD 0 23,996 0 38,730 7,400 7,600 4373-BLDG MAINT LABOR ALLOC 0 0 25,500 0 36,600 38,400 4375 - CHARGE-FLEET MNT 41,623 52,066 52,607 59,920 56,200 59,010 4380 - RENTAL/LEASE 0 0 0 53,000 54,590 56,230 4401 - DUES & SUBS 2,902 1,796 1,268 5,300 3,500 5,620 4403 - TRAVEL/TRAIN/CON 18,106 8,685 11,529 22,500 25,130 23,870 4449 - OTHER CONTRACT 0 0 363 0 0 0 Total Category: CONTRACTUAL SERVICES 260,588 363,071 276,103 532,540 533,420 553,810 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 0 0 0 305,000 0 0 Total Category: CAPITAL OUTLAY 0 0 0 305,000 0 0 Category: MISCELLANEOUS 4738 - BAD DEBTS 480,000 793,398 82,267 434,945 576,800 594,100 Total Category: MISCELLANEOUS 480,000 793,398 82,267 434,945 576,800 594,100 City of Cottage Grove Annual Budget Fund 660 - EMS/Ambulance Detail of Expenditures-Program 0600 Total Category: PERSONAL SERVICES 82 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 24 - EMS/AMBULANCE City of Cottage Grove Annual Budget Fund 660 - EMS/Ambulance Detail of Expenditures-Program 0600 Category: DEPRECIATION 4721 - DEPRECIATION-PURCHASED 91,071 83,168 0 0 0 0 Total Category: DEPRECIATION 91,071 83,168 0 0 0 0 Category: TRANSFERS 4700 - TRANSFERS OUT 97,850 100,800 77,869 103,825 106,940 110,100 Total Category: TRANSFERS 97,850 100,800 77,869 103,825 106,940 110,100 Total Department: 24 - EMS/AMBULANCE 2,722,561 3,237,382 1,684,171 3,286,295 3,355,310 3,542,090 83 -This Page Intentionally left Blank - 84 PUBLIC WORKS DEPARTMENT Department Overview The Public Works Department is responsible for operating and maintaining City infrastructure. The department is made up of fifteen divisions, including Engineering, Streets, Signs, Snow Removal, Public Works Administration, Forestry, Stormwater, Sewer, Water, Streetlights, Building Maintenance, Sealcoating, Recycling, Equipment Replacement, and Fleet. Mission Statement To provide necessary services to residents, businesses, and visitors by delivering well-planned, cost- effective support that promotes public health, personal safety, and economic vitality in a manner that preserves the City’s infrastructure for future generations. Service Areas • Streets • Signs • Snow removal • Public works administration • Forestry • Building maintenance • Recycling program • Equipment replacement • Stormwater • Sewer • Water • Streetlights • Engineering • Fleet • Sealcoating 2023-2024 Department Accomplishments • Continued to deliver quality drinking water to all customers. • Brought online two additional temporary water treatment plants at Well # 9 and Well # 11. • Continued to replace aging water meters, both residential and commercial, throughout the city. • Maintained the city sanitary sewer system, along with two lift stations. This practice has resulted in no insurance claims for sewer backup. • Implemented the 14th snowplow route. • Repaired potholes before June 1. • Continued work on storm water GIS. • Tree Trimming below 9” before snow and replaced 108 Blvd Tree in the spring. • Hired a new employee in the Building Maintenance Division in early 2024. • Added two new dump trucks to the fleet after waiting almost two years for them to be built. • Completed 1,610 work order in the fleet division and 502 in the building maintenance division through 2023, both are the most for any given year. • Completed the East Point Douglas and Jamaica Ave project. • Initiated and working to complete an updated 10-year plan for pavement management, mill and overlay, and thin overlay projects. • Achieved GreenSteps Level 4 and 5 for a second year. 85 PUBLIC WORKS DEPARTMENT 2025 Department Goals and Strategic Initiatives • Begin construction of the Low Zone Water Tower. • Continue implementing the sanitary sewer maintenance program throughout the city. This 5– 7-year plan will be carried out with a combination of in house, contracted cleaning, and root foaming. • Continue working on the Low Zone and Intermediate Zone permanent water treatment plants. • Move the Utility division into the New Utilities & Engineering Division Building. • Utilize sprayer patcher for minor repairs of gate valves, manhole cover and potholes. • Clean all stormwater sumps out before Oct 1. • Inspection/Monitoring of stormwater system is following MS4 permit. • Inspect and tuckpoint 20% of catch basins to prevent costly failures. • Pave over 2,000 tons of asphalt by end of August and repair potholes before June 1. • Training more backup plow truck operators. • Transition some of the new equipment installation that was previously outsourced to our in- house mechanics. • Train and develop a new mechanic and manage a successful shop remodel if approved by council. • Continue updating the capital improvement plan for each City owned facility. • Successfully finish out the construction and start-up of the Low Zone Water Treatment Plant. • Kick-off a Safe Streets and Roads for All (SS4A) plan development. • Continue to support the County’s design work for the future 100th Street Extension. • Continue to pursue funding sources for 100th Street Extension, Shoppes at Cottage View, and 80th Street. Budget Commentary Streets – Continue the thin overlay program with 2,000 tons of asphalt paving planned for 2025. Maintaining safe roads for the city. Snow – Monitor the use of treated salt on one truck with a 20% reduction of pounds per lane mile. Training more backup plow truck operators. Signs – Make and install new street name signs in new developments in a timely manner. Forestry – Need $50,000.00 per year to treat 500 Ash trees to stay on a 3-year rotation. Increase of the cost of trimming Blvd trees and the number of trees to trim. $50,000.00 increase for a total of $168,080.00 to trim trees and switch to a six-year trimming cycle, instead of a five-year cycle. It would take an additional budget increase of $81,000.00 to maintain the five-year cycle. 86 PUBLIC WORKS DEPARTMENT Engineering – Engineering will fund a portion of the requested part-time administrative position at the Utilities & Engineering Division Building. Personnel Schedule 2024 Budget 2025 Budget 2026 Budget General Fund: Public Works Director 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Working Foreman 1.00 1.00 1.00 Lead Worker 1.00 1.00 1.00 Public Service Worker 10.00 10.00 10.00 City Forester 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 Assistant City Engineer 1.00 1.00 1.00 Project Engineer 1.00 1.00 1.00 Graduate Engineer 1.00 1.00 1.00 GIS Technician 1.00 1.00 1.00 Seasonals (FTE) 10-560 hr & 2-1040 hr 3.69 3.69 3.69 Utility Funds: Superintendent 1.00 1.00 1.00 Working Foreman 1.00 1.00 1.00 Lead Worker 2.00 2.00 2.00 Public Service Workers 10.00 11.00 11.00 Secretary 1.00 1.72 1.72 Seasonals (FTE) 2-560 hr & 2-1040 hr 1.54 1.54 1.54 Fleet and Facilities Fund: Fleet & Facilities Manager 1.00 1.00 1.00 Working Foreman-Fleet 1.00 1.00 1.00 Lead Worker-Fleet and Facilities 2.00 2.00 2.00 Mechanic 2.00 3.00 3.00 Public Service Worker 1.00 1.00 1.00 Admin Tech-Fleet 1.00 1.00 1.00 49.23 51.95 51.95 87 PUBLIC WORKS DEPARTMENT Impact/Outcome Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Streets Right-of Way Permits 127 143 175 180 175 Street PASER Rating n/a 7.1 7.1 7.1 7.2 Miles-Sidewalks/Trails 89.00 91.24 96.00 100 100 Number of cul-de-sacs 364 395 400 402 405 Miles-Plowed Roads 176.0 181.46 182.85 184 186 Miles-Painted Roads 10.75 11.15 58 58 59 Miles- Curb &Gutter 274.45 281.89 286.20 290.20 290.20 Road Salt/tons 2,817 3,450 873 3500 3500 Tons of Treated Salt 680 600 200 600 600 Tons of Sand 0 180 0 100 100 Average Salt per Call- Out/tons 92 72 69.5 80 80 Miles of Storm Sewer 122.53 128.06 132.49 134.50 134.50 Streets Work Orders 489 526 887 600 625 Forestry Tree Related Work Orders 612 480 588 610 625 Utilities Miles of Sanitary Sewer 153.29 157.69 160.50 162 164 Miles of Watermains 182.34 191.84 196.14 200 202 Utilities Work Orders 1,052 1,247 979 1,000 1,025 New Construction 452 590 311 350 350 OPUS Service Orders 1,840 1,874 1,389 1,400 1,425 CBI/PF/SF Inspections 1,175 1,498 1,015 1,030 1,076 Number of Streetlights 3,071 3,153 3,234 3,315 3,396 Streetlight Work Orders 496 502 536 570 604 Fleet & Facilities Maintenance Fleet Work Orders 1,041 1,102 1,187 1,300 1,400 Direct Hours Charged to Fleet 4,476 4,669 5,936 6,000 7,500 Facility Maintenance Service Requests 261 480 502 600 650 Facility Maintenance Hours Charged 3,617 4,795 4,251 4,300 4,400 88 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 14 - ENGINEERING Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 250,808 342,304 308,308 418,600 468,600 496,500 4120 - SAL-P.T./TEMP 0 0 0 8,400 8,400 8,400 4141 - PERA 18,476 24,944 22,973 31,400 35,000 37,200 4142 - FICA 18,194 24,068 21,650 32,600 36,400 38,500 4144 - HEALTH INSURANCE 30,800 39,400 32,850 43,800 48,200 52,900 4148 - WORKERS COMP 1,800 2,400 2,175 2,900 3,200 3,400 320,078 433,115 387,956 537,700 599,800 636,900 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 0 55 0 0 0 4210 - OP SUPPLY-OTHER 56 60 194 0 0 0 4211 - MOTOR FUELS 2,542 1,654 880 2,800 2,840 2,860 4217 - CLOTHING/UNIFORM 0 193 38 250 260 270 Total Category: COMMODITIES 2,598 1,907 1,167 3,050 3,100 3,130 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 0 50 50 0 0 0 4301 - ENGINEERING SVS 129,113 75,957 28,710 39,070 40,240 41,450 4305 - FEES FOR SERVICE 0 62 99 0 0 0 4310 - COMMUNICATION 1,553 1,824 1,875 2,280 2,350 2,420 4321 - DATA PROCESSING 18,000 27,800 24,525 32,700 41,900 44,000 4340 - PRINTING 0 55 0 0 0 0 4375 - CHARGE-FLEET MNT 1,787 2,272 1,419 5,320 5,000 5,250 4401 - DUES & SUBS 897 931 468 2,270 2,340 2,410 4403 - TRAVEL/TRAIN/CON 2,534 3,873 5,100 6,180 6,360 6,550 4449 - OTHER CONTRACT 58 0 61 0 0 0 Total Category: CONTRACTUAL SERVICES 153,942 112,824 62,306 87,820 98,190 102,080 Total Department: 14 - ENGINEERING 476,618 547,846 451,429 628,570 701,090 742,110 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 2040 Total Category: PERSONAL SERVICES 89 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 31 - STREETS MAINTENANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 663,401 721,115 569,671 763,900 856,500 913,100 4110 - OVERTIME F. T.24,008 33,321 15,434 31,400 31,400 33,300 4120 - SAL-P.T./TEMP 77,845 73,156 85,263 85,700 90,000 95,400 4141 - PERA 51,324 55,864 43,831 59,700 66,700 70,800 4142 - FICA 52,744 57,404 46,234 67,500 74,900 79,500 4144 - HEALTH INSURANCE 75,330 119,800 102,150 136,200 149,900 164,900 4147 - UNEMPLOYMENT 9,902 2,349 571 0 0 0 4148 - WORKERS COMP 65,000 59,200 56,100 74,800 83,100 90,600 1,019,555 1,122,208 919,254 1,219,200 1,352,500 1,447,600 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 10,952 13,445 13,269 11,300 11,640 11,990 4211 - MOTOR FUELS 73,365 71,870 52,003 66,100 76,760 77,320 4212 - LUB/ADD 0 580 205 200 210 210 4216 - FERTILIZER/CHEM 7,313 9,060 2,861 9,800 10,100 10,400 4217 - CLOTHING/UNIFORM 8,446 5,945 3,835 9,400 11,880 9,970 4231 - SMALL TOOLS 2,766 1,582 33 2,800 2,880 2,970 4270 - OP SUP-VEH/EQ 153 151 212 0 0 0 4271 - OP SUP-OTHER IMP 164,400 193,566 175,697 206,600 200,730 207,120 Total Category: COMMODITIES 267,395 296,199 248,114 306,200 314,200 319,980 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 4,798 1,601 2,942 4,300 4,430 4,560 4301 - ENGINEERING SVS 7,305 3,369 458 9,200 9,480 9,760 4305 - FEES FOR SERVICE 23,076 1,496 16,140 24,300 25,030 25,780 4310 - COMMUNICATION 9,537 8,580 5,414 9,600 9,890 10,180 4341 - ADVER/PUBLISH 0 0 0 400 410 420 4350 - INSURANCE CHARGE 12,460 13,600 15,300 20,400 22,400 24,200 4370 - MAINT-REPAIR/EQ 0 0 0 0 0 0 4371 - MAINT-REPAIR/OTH 1,741 4,507 1,348 9,600 9,890 10,180 4375 - CHARGE-FLEET MNT 217,903 462,197 285,341 392,980 408,100 428,510 4380 - RENTAL/LEASE 22,397 17,588 16,544 27,400 40,280 41,130 4401 - DUES & SUBS 172 1,119 258 800 820 850 4403 - TRAVEL/TRAIN/CON 7,936 13,649 9,208 20,100 20,700 21,320 4405 - CLEAN/WASTE REMV 22,855 27,667 25,303 3,200 3,300 3,400 4449 - OTHER CONTRACT 616 0 689 600 620 640 Total Category: CONTRACTUAL SERVICES 330,796 555,373 378,944 522,880 555,350 580,930 Total Department: 31 - STREETS MAINTENANCE 1,617,746 1,973,780 1,546,312 2,048,280 2,222,050 2,348,510 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1200 Total Category: PERSONAL SERVICES 90 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 32 - TRAFFIC SIGNS Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 66,455 64,160 47,011 86,900 95,700 101,400 4110 - OVERTIME F. T.1,056 2,729 883 1,400 1,400 1,400 4120 - SAL-P.T./TEMP 18,514 14,284 0 17,900 17,900 17,900 4141 - PERA 4,453 4,997 3,592 6,500 7,300 7,700 4142 - FICA 5,355 5,778 3,356 8,200 8,800 9,200 4144 - HEALTH INSURANCE 17,850 13,000 10,800 14,400 15,800 17,600 4148 - WORKERS COMP 9,000 7,200 6,675 8,900 9,800 10,600 122,683 112,148 72,318 144,200 156,700 165,800 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 29,153 23,227 16,852 30,100 31,000 31,930 4211 - MOTOR FUELS 2,572 2,287 1,924 3,400 3,120 3,140 4217 - CLOTHING/UNIFORM 458 252 22 640 860 680 4231 - SMALL TOOLS 240 835 9 1,300 1,340 1,380 Total Category: COMMODITIES 32,423 26,601 18,807 35,440 36,320 37,130 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 516 0 37 0 0 0 4305 - FEES FOR SERVICE 44,059 53,045 61,452 61,000 62,830 64,710 4310 - COMMUNICATION 180 24 0 540 550 570 4350 - INSURANCE CHARGE 1,040 1,100 1,275 1,700 1,900 2,100 4371 - MAINT-REPAIR/OTH 0 0 0 0 0 0 4375 - CHARGE-FLEET MNT 10,892 23,110 10,976 15,260 20,400 21,420 4403 - TRAVEL/TRAIN/CON 736 975 1,478 1,700 1,750 1,800 4449 - OTHER CONTRACT 58 0 61 0 0 0 Total Category: CONTRACTUAL SERVICES 57,481 78,254 75,278 80,200 87,430 90,600 Total Department: 32 - TRAFFIC SIGNS 212,586 217,002 166,403 259,840 280,450 293,530 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1260 Total Category: PERSONAL SERVICES 91 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 34 - SNOWPLOWING Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 104,172 120,038 19,062 144,720 152,000 155,100 4110 - OVERTIME F. T.101,461 81,396 25,687 91,980 92,000 97,500 4141 - PERA 15,402 15,081 3,356 17,800 18,200 18,900 4142 - FICA 14,199 13,920 3,069 18,000 18,600 19,400 4144 - HEALTH INSURANCE 18,500 0 0 0 0 0 4148 - WORKERS COMP 23,000 13,800 12,000 16,000 16,600 17,600 276,734 244,235 63,173 288,500 297,400 308,500 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 307,985 260,976 268,723 304,280 313,400 322,810 4211 - MOTOR FUELS 53,248 60,411 27,953 64,900 62,970 63,430 4271 - OP SUP-OTHER IMP 0 0 0 0 0 0 Total Category: COMMODITIES 361,233 321,387 296,676 369,180 376,370 386,240 Category: CONTRACTUAL SERVICES 4305 - FEES FOR SERVICE 0 0 0 600 620 640 4350 - INSURANCE CHARGE 7,940 8,700 9,825 13,100 14,400 15,600 4375 - CHARGE-FLEET MNT 246,708 333,506 119,346 342,020 348,100 365,510 4380 - RENTAL/LEASE 0 0 0 2,700 2,780 2,860 4403 - TRAVEL/TRAIN/CON 34 5,035 0 2,900 2,990 3,080 Total Category: CONTRACTUAL SERVICES 254,682 347,241 129,171 361,320 368,890 387,690 Total Department: 34 - SNOWPLOWING 892,650 912,863 489,020 1,019,000 1,042,660 1,082,430 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1290 Total Category: PERSONAL SERVICES 92 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 35 - PUBLIC WORKS ADMIN Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 178,729 191,492 146,833 212,520 242,200 260,000 4110 - OVERTIME F. T.9,014 9,629 5,563 10,000 10,000 10,600 4120 - SAL-P.T./TEMP 5,509 2,616 4,429 0 0 0 4141 - PERA 13,858 14,831 11,732 16,800 19,100 20,400 4142 - FICA 13,086 14,007 10,676 17,440 19,300 20,700 4144 - HEALTH INSURANCE 34,180 20,600 18,900 25,200 27,600 30,500 4148 - WORKERS COMP 1,470 1,100 1,050 1,400 2,800 3,100 255,845 254,275 199,183 283,360 321,000 345,300 Category: COMMODITIES 4200 - OFFICE SUPPLIES 4,114 3,760 2,936 4,600 4,740 4,880 4210 - OP SUPPLY-OTHER 4,712 7,892 4,186 7,200 7,410 7,640 4211 - MOTOR FUELS 0 20 0 0 0 0 4217 - CLOTHING/UNIFORM 0 155 0 150 150 160 4270 - OP SUP-VEH/EQ 41 562 1,195 0 0 0 4272 - OP SUP-BUILDINGS 1,944 4,652 3,767 4,600 4,740 4,880 4280 - CAPITAL OUTLAY <$5,000 611 0 0 0 0 0 Total Category: COMMODITIES 11,421 17,041 12,083 16,550 17,040 17,560 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 180 110 50 210 220 220 4301 - ENGINEERING SVS 0 0 0 1,060 1,090 1,120 4305 - FEES FOR SERVICE 20,903 17,657 13,096 15,000 15,450 15,920 4310 - COMMUNICATION 1,298 1,545 1,418 1,030 1,060 1,090 4311 - POSTAGE 740 1,033 350 1,000 1,030 1,060 4321 - DATA PROCESSING 20,000 38,100 29,850 39,800 81,200 85,300 4340 - PRINTING 80 55 50 210 220 220 4341 - ADVER/PUBLISH 0 0 0 110 110 120 4350 - INSURANCE CHARGE 7,940 8,700 9,825 13,100 14,400 15,600 4360 - UTILITIES 64,761 61,536 10,062 22,000 66,000 68,600 4370 - MAINT-REPAIR/EQ 0 1,928 1,462 5,300 5,460 5,620 4372 - MAINT-REPAIR/BLD 60,606 86,452 26,018 61,500 42,300 39,000 4373 - BUILDING MAINT LABOR ALLOC 0 0 25,155 0 74,200 77,900 4375 - CHARGE-FLEET MNT 0 0 0 6,860 0 0 4380 - RENTAL/LEASE 11,111 9,710 6,611 6,300 6,500 6,680 4401 - DUES & SUBS 269 378 918 740 760 790 4403 - TRAVEL/TRAIN/CON 407 3,224 2,825 3,800 3,900 4,030 4405 - CLEAN/WASTE REMV 13,460 21,631 6,291 7,600 25,200 24,100 4449 - OTHER CONTRACT 0 0 109 0 0 0 Total Category: CONTRACTUAL SERVICES 201,754 252,059 134,090 185,620 339,100 347,370 Total Department: 35 - PUBLIC WORKS ADMIN 469,020 523,374 345,356 485,530 677,140 710,230 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 2005 Total Category: PERSONAL SERVICES 93 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 36 - FORESTRY Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 62,962 69,494 39,551 91,900 103,300 110,200 4110 - OVERTIME F. T.22 653 0 3,000 3,000 3,100 4120 - SAL-P.T./TEMP 16,955 18,320 18,313 15,700 16,500 17,500 4141 - PERA 4,717 5,250 3,015 8,200 9,200 9,700 4142 - FICA 5,642 6,294 3,869 8,500 9,400 9,900 4144 - HEALTH INSURANCE 9,750 13,000 10,800 14,400 15,800 17,500 4148 - WORKERS COMP 5,600 6,200 5,775 7,700 8,400 9,300 105,647 119,211 81,323 149,400 165,600 177,200 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 31,043 25,608 8,184 30,600 31,520 32,460 4211 - MOTOR FUELS 1,104 3,704 3,564 1,860 2,560 2,570 4216 - FERTILIZER/CHEM 0 0 35,294 30,000 49,070 50,000 4217 - CLOTHING/UNIFORM 560 491 787 640 860 680 4231 - SMALL TOOLS 1,546 1,592 954 1,800 1,850 1,910 Total Category: COMMODITIES 34,253 31,394 48,783 64,900 85,860 87,620 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 125 137 374 200 210 210 4305 - FEES FOR SERVICE 70,825 101,422 207,968 182,600 218,080 245,220 4310 - COMMUNICATION 938 735 572 1,000 1,030 1,060 4350 - INSURANCE CHARGE 1,040 1,100 1,275 1,700 1,900 2,100 4375 - CHARGE-FLEET MNT 8,636 35,254 25,542 11,340 26,300 27,620 4380 - RENTAL/LEASE 0 0 0 2,800 2,880 2,970 4401 - DUES & SUBS 0 0 0 400 410 420 4403 - TRAVEL/TRAIN/CON 698 1,200 1,486 2,000 2,060 2,120 4449 - OTHER CONTRACT 119,282 27,570 61 0 0 0 Total Category: CONTRACTUAL SERVICES 201,543 167,418 237,278 202,040 252,870 281,720 Total Department: 36 - FORESTRY 341,444 318,023 367,384 416,340 504,330 546,540 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 2200 Total Category: PERSONAL SERVICES 94 RECYCLING PUBLIC WORKS Department: Public Works (Fund #: 215) Program: Recycling (Program #: 1900) Program Description This function seeks to create an environmentally focused and sustainable organization that maintains an active presence in the community to educate about alternatives for disposing of household items that could be recycled, reduced, or reused. The program expenditures are fully funded through an annual grant from Washington County. Budget Commentary The 2025 recycling budget is based on the anticapted annual recycling grant from Washington County. Through these grant funds, the City will continue to promote recycling throughout the community through educational and incentive programs. The City foods scraps program will continue to be operated as the County fully implements food scraps recycling through residential waste service. 95 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 215 - RECYCLING Category: REVENUE 3349 - COUNTY AID 56,210 56,734 57,930 57,000 57,000 59,000 3810 - INVEST INTEREST (2,244)5,131 5,432 500 500 500 3816 - REFUND & REIMBRS 21,000 3,880 3,500 0 3,500 3,500 74,966 65,745 66,862 57,500 61,000 63,000 Category: EXPENDITURES 4100 - PERSONAL SERVICES 34,439 35,456 21,283 43,600 47,900 50,900 4200 - COMMODITIES 2,629 1,120 857 5,000 5,150 5,300 4300 - CONTRACTUAL SERVICES 16,196 25,349 9,068 14,120 14,540 14,980 Total Category: EXPENDITURES 53,264 61,926 31,208 62,720 67,590 71,180 FUND BALANCE, BEGINNING YEAR 73,224 94,926 98,745 93,525 86,935 NET INCREASE (DECREASE)21,702 3,819 35,654 (5,220)(6,590)(8,180) FUND BALANCE, END OF YEAR 94,926 98,745 93,525 86,935 78,755 City of Cottage Grove Annual Budget Fund 215 - Recycling Summary of Revenues & Expenditures Total Category: REVENUE 96 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 54 - RECYCLING Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 29,782 30,755 15,665 34,000 37,300 39,500 4141 - PERA 2,234 2,218 1,169 2,600 2,800 2,900 4142 - FICA 2,214 2,283 1,149 2,600 2,900 3,100 4144 - HEALTH INSURANCE 0 0 3,150 4,200 4,600 5,100 4148 - WORKERS COMP 210 200 150 200 300 300 34,439 35,456 21,283 43,600 47,900 50,900 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 2,629 1,120 857 5,000 5,150 5,300 Total Category: COMMODITIES 2,629 1,120 857 5,000 5,150 5,300 Category: CONTRACTUAL SERVICES 4302 - LEGAL SERVICE 1,088 448 0 0 0 0 4305 - FEES FOR SERVICE 48 0 0 2,600 2,680 2,760 4311 - POSTAGE 0 1,121 208 1,640 1,690 1,740 4340 - PRINTING 0 4,471 5,048 0 0 0 4341 - ADVER/PUBLISH 1,551 0 0 1,030 1,060 1,090 4380 - RENTAL/LEASE 7,000 11,060 0 7,000 7,210 7,430 4405 - CLEAN/WASTE REMV 6,508 8,250 3,812 0 0 0 4434 - SPECIAL EVENTS 0 0 0 1,850 1,900 1,960 Total Category: CONTRACTUAL SERVICES 16,196 25,349 9,068 14,120 14,540 14,980 Total Department: 54 - RECYCLING 53,264 61,926 31,208 62,720 67,590 71,180 City of Cottage Grove Annual Budget Fund 215 - Recycling Detail of Expenditures-Program 1900 Total Category: PERSONAL SERVICES 97 STORMWATER PUBLIC WORKS Department: Public Works (Fund #: 230) Program: Stormwater (Program #: 3200 & 3260) Program Description The Stormwater Utility manages the planning, maintenance, and infrastructure of the storm/surface water system. Maintenance activities preserve existing infrastructure including but not limited to ponds, drainage ditches, pipes, and outlets. Expenditures are also made for infrastructure requirements of the existing system including the replacement of existing pipe and expansion of existing ponds. Revenues are generated from charges to properties based on their portion/contribution to the storm/surface water run-off. These fees are determined by an evaluation of the operational costs of supporting the stormwater system, planned infrastructure repair and reconstruction, and response to catastrophic storm handling events. Budget Commentary The stormwater budget includes funds used in general maintenance of the storm sewer system. Public Works inspects numerous structures, outfall, ponds each year and performs routine maintenance as required. 2025 Budget includes $350,000.00 for a Vac Truck split half with Utilities. 98 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 230 - STORM WATER Category: REVENUE 3349 - COUNTY AID 27,130 0 0 0 0 0 3359 - OTHER GOV AID 159,714 165,084 0 0 0 0 3615 - SETTLEMENTS 0 17,414 0 0 0 0 3727 - PENALTIES-UTIL 6,019 7,637 5,555 5,000 5,000 5,000 3735 - STORMWATER UTILITY 1,077,670 1,124,915 829,120 1,193,360 1,246,100 1,301,000 3810 - INVEST INTEREST (98,612)107,709 100,756 10,000 23,500 46,900 3816 - REFUND & REIMBRS 0 0 0 0 0 0 1,171,921 1,422,760 935,431 1,208,360 1,274,600 1,352,900 Category: EXPENDITURES 4100 - PERSONAL SERVICES 400,896 475,159 386,987 518,960 560,600 593,600 4200 - COMMODITIES 26,063 19,882 22,131 25,425 28,610 28,670 4300 - CONTRACTUAL SERVICES 393,997 306,226 189,327 429,530 426,070 440,180 4500 - CAPITAL OUTLAY 244,426 1,187 303,983 0 350,000 0 4999 - TRANSFERS 394,046 168,129 202,844 46,450 47,850 49,300 Total Category: EXPENDITURES 1,459,428 970,583 1,105,272 1,020,365 1,413,130 1,111,750 FUND BALANCE, BEGINNING YEAR 2,347,753 2,060,246 2,512,423 2,700,418 2,561,888 NET INCREASE (DECREASE)(287,507)452,177 (169,841)187,995 (138,530)241,150 FUND BALANCE, END OF YEAR 2,060,246 2,512,423 2,700,418 2,561,888 2,803,038 City of Cottage Grove Annual Budget Fund 230 - Storm Water Summary of Revenues & Expenditures Total Category: REVENUE 99 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 60 - SW MAINTENANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 303,344 329,189 265,844 360,400 380,200 410,000 4110 - OVERTIME F. T.6,928 18,641 10,157 9,000 18,000 9,500 4120 - SAL-P.T./TEMP 0 14,128 14,829 17,920 18,800 19,900 4141 - PERA 22,255 25,931 20,520 27,800 29,800 31,400 4142 - FICA 21,779 25,270 19,987 29,640 31,800 33,600 4144 - HEALTH INSURANCE 26,590 38,400 33,750 45,000 49,400 54,400 4148 - WORKERS COMP 20,000 23,600 21,900 29,200 32,600 34,800 400,896 475,159 386,987 518,960 560,600 593,600 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 9,592 6,316 7,801 10,000 10,300 10,610 4211 - MOTOR FUELS 4,031 4,095 5,190 4,200 4,870 4,900 4217 - CLOTHING/UNIFORM 1,015 661 928 1,925 2,580 2,040 4231 - SMALL TOOLS 181 656 8,212 700 2,000 2,000 4271 - OP SUP-OTHER IMP 2,884 8,154 0 8,600 8,860 9,120 4280 - CAPITAL OUTLAY <$5,000 8,361 0 0 0 0 0 Total Category: COMMODITIES 26,063 19,882 22,131 25,425 28,610 28,670 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 2,936 36,801 (8,018)7,000 7,210 7,430 4301 - ENGINEERING SVS 108,718 35,202 23,303 56,200 57,890 59,620 4302 - LEGAL SERVICE 0 1,058 1,064 0 0 0 4305 - FEES FOR SERVICE 19,421 6,970 8,412 20,800 21,420 22,070 4310 - COMMUNICATION 728 925 373 600 620 640 4321 - DATA PROCESSING 0 0 0 0 0 0 4341 - ADVER/PUBLISH 214 0 0 300 310 320 4371 - MAINT-REPAIR/OTH 149,737 89,842 64,502 209,000 215,260 221,730 4372 - MAINT-REPAIR/BLD 0 0 0 0 0 0 4375 - CHARGE-FLEET MNT 12,302 26,548 18,403 14,280 23,300 24,470 4380 - RENTAL/LEASE 0 1,834 0 5,000 5,150 5,300 4401 - DUES & SUBS 1,740 4403 - TRAVEL/TRAIN/CON 991 2,737 3,660 5,400 5,560 5,730 4449 - OTHER CONTRACT 39 0 41 1,100 1,130 1,170 Total Category: CONTRACTUAL SERVICES 295,085 201,917 113,480 319,680 337,850 348,480 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 0 0 301,539 0 350,000 0 4550 - PROJECT-CONTRACT 244,426 0 2,444 0 0 0 4554 -PROJECT-ROW/EASE 0 1,187 0 0 0 0 Total Category: CAPITAL OUTLAY 244,426 1,187 303,983 0 350,000 0 Category: TRANSFERS 4700 - TRANSFERS OUT 394,046 168,129 202,844 46,450 47,850 49,300 Total Category: TRANSFERS 394,046 168,129 202,844 46,450 47,850 49,300 Total Department: 60 - SW MAINTENANCE 1,360,516 866,274 1,029,425 910,515 1,324,910 1,020,050 City of Cottage Grove Annual Budget Fund 230 - Storm Water Detail of Expenditures-Program 3200 Total Category: PERSONAL SERVICES 100 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 61 SW ADMINISTRATION Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 921 925 310 1,000 1,030 1,060 4305 - FEES FOR SERVICE 3,534 3,563 2,385 3,600 3,710 3,820 4309 - CREDIT CARD FEES 29,205 34,166 18,924 30,000 15,800 16,000 4311 - POSTAGE 5,815 6,224 4,298 6,250 6,440 6,630 4321 - DATA PROCESSING 56,003 56,274 47,920 64,300 56,400 59,200 4340 - PRINTING 3,433 3,157 2,010 4,700 4,840 4,990 Total Category: CONTRACTUAL SERVICES 98,912 104,309 75,847 109,850 88,220 91,700 Total Department: 61 SW ADMINISTRATION 98,912 104,309 75,847 109,850 88,220 91,700 City of Cottage Grove Annual Budget Fund 230 - Storm Water Detail of Expenditures-Program 3260 101 ROADWAY MAINTENANCE PUBLIC WORKS Department: Public Works (Fund #: 235) Program: Roadway and Trailway Maintenance (Program #: 1217) Program Description This program accounts for the activities related to mill & overlaying and crack sealing City streets, replacement and seal coating of trails, as well as replacing damaged concrete curb & gutter and sidewalk. These funds partially support the City’s ongoing ADA transition plan. Funding for these activities comes from franchise fees charged to property owners on their electric and natural gas utility bills. Expenditures from this program include the commodities, professional services, and contractual services related to the maintenance program only. Wages for City staff time are not included. Budget Commentary Mill & overlay of residential streets in 2025 will follow the new mill & overlay plan, along with Hardwood Avenue from 80th Street to 70th Street. Trail replacement will include the trails along Hardwood Avenue from 80th Street to 70th Street. Revenues in the fund are from franchise fee agreements with Xcel Energy and CenterPoint Energy. 102 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 235 - ROADWAY MAINTENANCE Category: REVENUE 3017 - AGGREGATE TAX 33,044 38,775 8,722 22,000 25,000 25,000 3020 - FRANCHISE FEES 642,584 860,203 1,123,385 1,905,000 1,994,400 2,086,000 3549 - MISC PUBLIC WORK 27,829 54,121 0 0 0 0 3810 - INVEST INTEREST (31,816)9,928 25,118 10,000 0 0 3962 - DEPOSIT 26,081 34,624 1,720 0 0 0 697,723 997,650 1,158,945 1,937,000 2,019,400 2,111,000 Category: EXPENDITURES 4200 - COMMODITIES 34,585 45,675 18,313 0 0 0 4300 - CONTRACTUAL SERVICES 269,770 202,069 369,635 390,640 435,650 453,680 4500 - CAPITAL OUTLAY 1,159,043 496,681 1,005,708 1,404,000 1,448,350 1,525,320 Total Category: EXPENDITURES 1,463,398 744,425 1,393,656 1,794,640 1,884,000 1,979,000 FUND BALANCE, BEGINNING YEAR 996,394 230,720 483,944 626,304 761,704 NET INCREASE (DECREASE)(765,674)253,225 (234,711)142,360 135,400 132,000 FUND BALANCE, END OF YEAR 230,720 483,944 626,304 761,704 893,704 City of Cottage Grove Annual Budget Fund 235 - Roadway Maintenance Summary of Revenues & Expenditures Total Category: REVENUE 103 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 00 - ROADWAY MAINTENANCE Category: COMMODITIES 4271 - OP SUP-OTHER IMP 34,585 45,675 18,313 0 0 0 Total Category: COMMODITIES 34,585 45,675 18,313 0 0 0 Category: CONTRACTUAL SERVICES 4301 - ENGINEERING SVS 127,725 49,934 138,664 150,000 158,000 166,000 4302 - LEGAL SERVICE 0 3,662 0 0 0 0 4311 - POSTAGE 0 20 0 0 0 0 4341 - ADVER/PUBLISH 436 461 510 640 650 680 4371 - MAINT-REPAIR/OTH 141,608 147,993 230,461 240,000 277,000 287,000 4374 - SEALCOATING 0 0 0 0 0 0 Total Category: CONTRACTUAL SERVICES 269,770 202,069 369,635 390,640 435,650 453,680 Category: CAPITAL OUTLAY 4540 - OTHER CAP OUTLAY 0 0 0 480,000 478,350 506,320 4550 - PROJECT-CONTRACT 1,159,043 496,681 1,005,708 924,000 970,000 1,019,000 Total Category: CAPITAL OUTLAY 1,159,043 496,681 1,005,708 1,404,000 1,448,350 1,525,320 Total Department: 00 - ROADWAY MAINTENANC 1,463,398 744,425 1,393,656 1,794,640 1,884,000 1,979,000 City of Cottage Grove Annual Budget Fund 235 - Roadway Maintenance Detail of Expenditures-Program 1217 104 WATER PUBLIC WORKS Department: Public Works (Fund #: 610) Program: Water (Program #: 3000, 3060, & 3035) Program Description The Water Division provides a safe potable supply of drinking water for our customers and ensures the water distribution system and related facilities are managed and maintained in the most efficient and cost-effective way. This includes the general maintenance/repair of the City's water distribution system and all related equipment including 12 municipal wells, 8 pump houses, 6 water storage facilities with a storage capacity of 7.15 million gallons, 1 booster station control center with a pumping capacity of 12,000 GPM and 5 granular activated carbon (GAC) treatment plants. All operational and maintenance costs associated with the treatment of PFAS are reimbursed to the City by the MPCA. Budget Commentary Water utility funds will be used to continue a full upgrade to the existing SCADA system in 2025. A new Utility & Engineering Division building is included in the Capital Improvement Plan in 2024, which will be funded in part through the water utility fund. Plan is to have this facility built and moved into by early 2025. This budget will also be used to fund a part-time administrative position at the Utilities & Engineering Division Building. 105 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 610 - WATER OPERATIONS Category: REVENUE 3324 - STATE GRANTS 0 0 0 0 0 0 3339 - OTHER MN AID 10,239 42,755 43,650 0 98,000 103,900 3359 - OTHER GOV AID 24,299 24,299 0 0 0 0 3519 - OTHER CHARGE SVS 40,975 31,600 21,725 30,000 30,000 30,000 3549 - MISC PUBLIC WORK 338 10,774 303 0 0 0 3720 - WATER SALES 3,364,771 3,910,510 2,123,317 3,474,910 3,874,152 4,158,139 3723 - WATER METER SALE 157,003 139,133 117,641 100,000 148,600 148,600 3727 - PENALTIES-UTIL 41,728 31,250 19,602 30,000 33,000 34,600 3739 - MISC UTIL 16,508 46,713 19,563 2,000 10,000 10,000 3809 - INTERFUND INTRST 0 0 134,578 0 0 0 3810 - INVEST INTEREST (346,706)440,954 343,739 50,000 53,748 92,961 3813 - SALE OF GOODS 0 0 0 0 0 0 3814 - RENTAL INCOME 2,710 2,700 0 0 0 0 3816 - REFUND & REIMBRS 445 1,380 8,963 2,000 2,000 2,000 3829 - MISC - OTHER 0 0 0 2,000 2,000 2,000 3900 - CAPITAL CONTRIBUTIONS 9,024,667 1,702,761 0 0 0 0 12,336,977 6,384,829 2,833,081 3,690,910 4,251,500 4,582,200 Category: EXPENDITURES 4100 - PERSONAL SERVICES 932,941 1,201,796 906,081 1,139,500 1,393,000 1,495,100 4200 - COMMODITIES 164,464 170,700 130,144 249,720 374,810 380,050 4300 - CONTRACTUAL SERVICES 1,338,785 1,479,397 1,057,425 1,660,365 1,639,730 1,689,550 4500 - CAPITAL OUTLAY 0 1,188 199,249 150,000 0 67,000 4999 - TRANSFERS 467,138 953,492 166,019 203,740 209,850 216,150 Total Category: EXPENDITURES 2,903,328 3,806,573 2,458,918 3,403,325 3,617,390 3,847,850 FUND BALANCE, BEGINNING OF YEAR 60,708,173 70,141,822 72,720,078 73,007,663 73,641,773 NET INCREASE (DECREASE)9,433,649 2,578,256 374,163 287,585 634,110 734,350 FUND BALANCE, END OF YEAR 70,141,822 72,720,078 73,007,663 73,641,773 74,376,123 City of Cottage Grove Annual Budget Fund 610 - Water Operations Summary of Revenues & Expenditures Total Category: REVENUE 106 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 70 - WATER DISTRIBUTION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 526,529 666,441 530,299 619,020 763,900 813,900 4101 - ENGINEERING SALARIES & BENEFITS 0 0 0 0 0 0 4110 - OVERTIME F. T.76,742 83,006 53,516 72,100 72,100 76,400 4115 - REGULAR-P/T REG STATUS 0 0 0 0 30,400 32,300 4120 - SAL-P.T./TEMP 21,349 20,634 21,760 32,640 34,300 36,400 4140 - PENSIONS 62,808 109,745 0 0 0 0 4141 - PERA 44,405 54,090 43,503 54,300 67,600 71,800 4142 - FICA 42,439 51,809 42,048 55,340 68,700 73,300 4144 - HEALTH INSURANCE 55,504 96,290 73,725 98,300 126,200 144,400 4147 - UNEMPLOYMENT 403 0 0 0 0 0 4148 - WORKERS COMP 24,000 20,700 18,300 24,400 31,400 33,900 854,179 1,102,715 783,151 956,100 1,194,600 1,282,400 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 140 0 0 0 0 4210 - OP SUPPLY-OTHER 70,167 72,395 55,615 123,500 127,200 131,000 4211 - MOTOR FUELS 27,559 26,756 19,427 25,200 29,790 30,000 4212 - LUB/ADD 0 580 205 0 0 0 4216 - FERTILIZER/CHEM 24,364 31,929 16,754 22,300 22,950 23,700 4217 - CLOTHING/UNIFORM 4,007 4,420 2,523 4,160 6,300 4,500 4231 - SMALL TOOLS 1,497 460 1,907 2,060 3,000 2,200 4270 - OP SUP-VEH/EQ 153 151 212 0 0 0 4271 - OP SUP-OTHER IMP 36,663 28,584 19,257 51,500 53,000 55,000 4272 - OP SUP-BUILDINGS 0 0 14,206 12,000 12,300 12,700 4280 - CAPITAL OUTLAY <$5,000 0 5,285 0 9,000 109,270 109,550 Total Category: COMMODITIES 164,410 170,700 130,106 249,720 363,810 368,650 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 58,679 112,781 169,122 37,700 38,800 40,000 4301 - ENGINEERING SVS 48,114 119,668 29,312 70,000 72,100 74,300 4302 - LEGAL SERVICE 496 192 2,675 1,800 1,850 2,000 4305 - FEES FOR SERVICE 71,100 58,638 15,750 50,160 51,650 53,200 4310 - COMMUNICATION 11,680 10,480 6,201 10,155 10,450 10,800 4311 - POSTAGE 0 7,764 2,883 0 0 0 4340 - PRINTING 0 0 6,147 320 330 340 4341 - ADVER/PUBLISH 603 0 0 530 540 0 4350 - INSURANCE CHARGE 10,380 11,300 12,750 17,000 18,700 20,200 4360 - UTILITIES 427,263 454,273 244,666 443,260 456,550 470,300 4370 - MAINT-REPAIR/EQ 735 0 0 4,880 5,000 5,200 4371 - MAINT-REPAIR/OTH 189,880 95,827 222,258 174,400 180,000 185,000 4372 - MAINT-REPAIR/BLD 42,303 46,802 3,240 54,100 18,900 19,500 4373 - BUILDING MAINT 0 0 31,444 0 0 0 4375 - CHARGE-FLEET MNT 42,129 76,316 52,924 54,180 71,100 74,660 4380 - RENTAL/LEASE 7,590 17,264 7,590 8,240 8,500 8,700 4401 - DUES & SUBS 2,615 2,747 3,273 2,780 2,860 3,000 4403 - TRAVEL/TRAIN/CON 9,561 12,775 6,718 18,840 19,400 20,000 4405 - CLEAN/WASTE REMV 2,067 4,834 7,768 8,770 9,000 9,300 City of Cottage Grove Annual Budget Fund 610 - Water Operations Detail of Expenditures-Program 3000 Total Category: PERSONAL SERVICES 107 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 70 - WATER DISTRIBUTION City of Cottage Grove Annual Budget Fund 610 - Water Operations Detail of Expenditures-Program 3000 4434 - SPECIAL EVENTS 0 0 0 305,200 0 0 4438 - PRO/MISC RESALE 111,283 181,451 13,328 0 148,000 148,000 4449 - OTHER CONTRACT 34,530 53,092 15,961 106,090 109,300 112,550 Total Category: CONTRACTUAL SERVICES 1,071,008 1,266,204 854,010 1,368,405 1,223,030 1,257,050 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 0 1,188 199,249 150,000 0 67,000 Total Category: CAPITAL OUTLAY 0 1,188 199,249 150,000 0 67,000 Category: TRANSFERS 4700 - TRANSFERS OUT 467,138 953,492 166,019 203,740 209,850 216,150 Total Category: TRANSFERS 467,138 953,492 166,019 203,740 209,850 216,150 Total Department: 70 - WATER DISTRIBUTION 2,556,735 3,494,299 2,132,535 2,927,965 2,991,290 3,191,250 108 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 71 - WATER BILLING Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 51,472 70,506 90,709 137,800 148,600 158,400 4110 - OVERTIME F. T.0 0 0 0 0 0 4120 - SAL-P.T./TEMP 4,600 1,037 0 0 0 0 4141 - PERA 4,235 5,365 6,804 10,400 11,100 11,900 4142 - FICA 4,125 5,373 6,817 10,400 11,300 12,000 4144 - HEALTH INSURANCE 13,830 16,200 18,000 24,000 26,400 29,200 4148 - WORKERS COMP 500 600 600 800 1,000 1,200 78,762 99,081 122,930 183,400 198,400 212,700 Category: COMMODITIES 4200 - OFFICE SUPPLIES 54 0 38 0 0 0 Total Category: COMMODITIES 54 0 38 0 0 0 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 921 925 32,746 1,600 1,000 0 4305 - FEES FOR SERVICE 15,853 15,975 11,254 20,260 0 0 4309 - CREDIT CARD FEES 29,205 34,166 33,371 30,000 48,900 50,300 4311 - POSTAGE 23,267 24,900 16,402 24,000 25,000 27,000 4321 - DATA PROCESSING 184,816 124,594 101,603 197,100 140,200 147,500 4340 - PRINTING 13,715 12,633 8,039 19,000 20,000 21,000 Total Category: CONTRACTUAL SERVICES 267,777 213,193 203,415 291,960 235,100 245,800 Category: CAPITAL OUTLAY 4554 - PROJECT-ROW/EASE 0 0 0 0 0 0 Total Category: CAPITAL OUTLAY 0 0 0 0 0 0 Total Department: 71 - WATER BILLING 346,593 312,274 326,383 475,360 433,500 458,500 City of Cottage Grove Annual Budget Fund 610 - Water Operations Detail of Expenditures-Program 3060 Total Category: PERSONAL SERVICES 109 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 70 - UTILITY BUILDING Category: COMMODITIES 4210 - OP SUPPLY-OTHER 0 0 0 0 8,000 8,300 4272 - OP SUP-BUILDINGS 0 0 0 0 3,000 3,100 Total Category: COMMODITIES 0 0 0 0 11,000 11,400 Category: CONTRACTUAL SERVICES 4305 - FEES FOR SERVICE 0 0 0 0 12,000 12,400 4350 - INSURANCE CHARGE 0 0 0 0 20,300 21,000 4360 - UTILITIES 0 0 0 0 56,300 57,900 4370 - MAINT-REPAIR/EQ 0 0 0 0 15,000 15,000 4372 - MAINT-REPAIR/BLD 0 0 0 0 22,500 26,000 4373 - BUILDING MAINT LABOR ALLOC 0 0 0 0 37,500 35,800 4380 - RENTAL/LEASE 0 0 0 0 3,000 3,100 4405 - CLEAN/WASTE REMV 0 0 0 0 15,000 15,500 Total Category: CONTRACTUAL SERVICES 0 0 0 0 181,600 186,700 Total Department: 70 - UTILITY BUILDING 0 0 0 0 192,600 198,100 City of Cottage Grove Annual Budget Fund 610 - Water Operations Detail of Expenditures-Program 3035 110 SEWER PUBLIC WORKS Department: Public Works (Fund #: 620) Program: Sewer Maintenance (Program #: 3100, 3160, & 3135) Program Description The Sewer Division ensures a trouble-free, well maintained wastewater collection system for our customers. This includes cutting tree roots and maintaining invasive growth, jetting and vacuuming for grease and debris buildup, televising sewer lines to identify problems, monitoring sewer line flows to identify possible inflow and infiltration, maintaining and repairing all related sanitary sewer mains & structures, maintaining lift station facilities, and manhole rehabilitation. Budget Commentary The City will continue to root foam sewer lines in 2025 to prevent tree root growth that can cause back-ups internally and externally. The cost to maintain operations of a new temporary lift station and increased wastewater charges from MCES impact the 2025 sewer budget. Additionally, in 2025 purchase of a new vac truck is included in the budget. Cost will be split from Sewer and Stormwater funds, each contributing approximately $350,000. 111 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 620 - SEWER OPERATIONS Category: REVENUE 3030 - S.A. - CURRENT 0 0 0 0 0 0 3031 - S.A. - DELINQ 0 0 0 0 0 0 3044 - MISC PEN & INT 3,038 2,500 0 2,500 2,500 2,500 3724 - SEWER SERVICE 3,522,807 3,753,550 0 4,133,700 4,140,870 4,411,450 3727 - PENALTIES-UTIL 41,252 30,000 0 30,000 30,000 30,000 3739 - MISC UTIL 96,757 1,000 0 1,000 15,000 1,000 3809 - INTERFUND INTRST 25,450 26,000 0 26,000 19,200 17,100 3810 - INVEST INTEREST (140,961)30,000 0 30,000 37,000 38,000 3900 - CAPITAL CONTRIBUTIONS 9,881,103 0 0 0 0 0 13,429,447 3,843,050 0 4,223,200 4,244,570 4,500,050 Category: EXPENDITURES 4100 - PERSONAL SERVICES 307,816 253,327 236,349 440,160 494,550 532,500 4200 - COMMODITIES 21,920 13,165 16,268 17,020 22,190 22,560 4300 - CONTRACTUAL SERVICES 3,001,320 3,119,058 2,524,058 3,385,850 3,535,630 3,678,530 4500 - CAPITAL OUTLAY 0 1,852 450 0 350,000 0 4999 - TRANSFERS 418,313 446,740 171,293 203,740 209,850 216,150 Total Category: EXPENDITURES 3,749,369 3,834,142 2,948,418 4,046,770 4,612,220 4,449,740 FUND BALANCE, BEGINNING OF YEAR 35,273,365 44,953,443 44,962,351 45,138,781 44,771,131 NET INCREASE (DECREASE)9,680,078 8,908 (2,948,418)176,430 (367,650)50,310 FUND BALANCE, END OF YEAR 44,953,443 44,962,351 45,138,781 44,771,131 44,821,441 City of Cottage Grove Annual Budget Fund 620 - Sewer Operations Summary of Revenues & Expenditures Total Category: REVENUE 112 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 80 - SEWER DISTRIBUTION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 172,155 111,182 108,708 189,920 208,600 223,200 4110 - OVERTIME F. T.17,515 2,725 1,660 3,500 3,500 3,700 4115 - REGULAR-P/T REG STATUS 0 0 0 0 10,100 10,800 4140 - PENSIONS (4,896)(6,690)0 0 0 0 4141 - PERA 13,976 9,507 8,050 14,600 16,700 17,800 4142 - FICA 13,130 8,997 7,806 14,940 16,900 18,200 4144 - HEALTH INSURANCE 10,577 25,221 21,450 28,600 32,950 38,300 4148 - WORKERS COMP 6,600 4,500 4,125 5,500 7,400 7,800 229,056 155,442 151,799 257,060 296,150 319,800 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 9,037 5,455 10,219 3,820 4,000 4,100 4211 - MOTOR FUELS 6,303 6,019 3,888 5,100 6,860 6,910 4216 - FERTILIZER/CHEM 1,137 625 1,435 3,500 3,600 3,700 4217 - CLOTHING/UNIFORM 165 355 270 1,300 1,350 1,400 4231 - SMALL TOOLS 349 711 0 800 1,000 900 4271 - OP SUP-OTHER IMP 4,874 0 418 2,500 2,580 2,650 Total Category: COMMODITIES 21,866 13,165 16,230 17,020 19,390 19,660 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 12,212 11,269 14,254 12,050 12,420 12,800 4301 - ENGINEERING SVS 15,905 6,455 6,758 27,590 28,420 29,300 4302 - LEGAL SERVICE 0 988 0 0 0 0 4305 - FEES FOR SERVICE 525 100 100 110 110 120 4310 - COMMUNICATION 667 682 234 660 680 700 4350 - INSURANCE CHARGE 15,570 17,000 19,125 25,500 28,100 30,300 4360 - UTILITIES 2,703 3,009 11,439 23,980 24,700 25,440 4363 - MWCC SERVICE 2,403,451 2,647,617 2,064,425 2,752,570 2,890,000 3,005,600 4370 - MAINT-REPAIR/EQ 0 0 0 0 0 0 4371 - MAINT-REPAIR/OTH 231,724 143,100 154,145 202,900 209,000 215,300 4372 - MAINT-REPAIR/BLD 22,452 32,240 6,239 29,250 18,900 19,500 4373 - BlDG MAINT LABOR ALLOC 0 0 31,444 0 0 0 4375 - CHARGE-FLEET MNT 30,370 16,458 7,160 15,540 28,300 29,720 4403 - TRAVEL/TRAIN/CON 422 1,063 2,363 2,000 2,100 2,150 4405 - CLEAN/WASTE REMV 0 0 6,288 0 0 0 4449 - OTHER CONTRACT 58 0 61 0 0 0 Total Category: CONTRACTUAL SERVICES 2,736,058 2,879,981 2,324,035 3,092,150 3,242,730 3,370,930 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 0 1,852 450 0 350,000 0 Total Category: CAPITAL OUTLAY 0 1,852 450 0 350,000 0 Category: TRANSFERS 4700 - TRANSFERS OUT 418,313 446,740 171,293 203,740 209,850 216,150 Total Category: TRANSFERS 418,313 446,740 171,293 203,740 209,850 216,150 Total Department: 80 - SEWER DISTRIBUTION 3,405,292 3,497,180 2,663,807 3,569,970 4,118,120 3,926,540 City of Cottage Grove Annual Budget Fund 620 - Sewer Operations Detail of Expenditures-Program 3100 Total Category: PERSONAL SERVICES 113 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 81 - SEWER ADMINISTRATION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 51,472 70,506 57,340 137,500 148,600 158,400 4120 - SAL-P.T./TEMP 4,600 0 0 0 0 0 4141 - PERA 4,234 5,286 4,300 10,400 11,100 11,900 4142 - FICA 4,124 5,293 4,310 10,400 11,300 12,000 4144 - HEALTH INSURANCE 13,830 16,200 18,000 24,000 26,400 29,200 4148 - WORKERS COMP 500 600 600 800 1,000 1,200 78,760 97,885 84,550 183,100 198,400 212,700 Category: COMMODITIES 4200 - OFFICE SUPPLIES 54 0 38 0 0 0 Total Category: COMMODITIES 54 0 38 0 0 0 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 921 925 7,698 1,000 0 1,000 4305 - FEES FOR SERVICE 14,137 14,259 9,538 17,000 0 0 4309 - CREDIT CARD FEES 29,205 34,166 37,543 30,000 52,500 54,200 4311 - POSTAGE 23,267 24,900 16,402 24,000 25,000 27,000 4321 - DATA PROCESSING 184,017 152,194 120,803 202,700 149,800 157,500 4340 - PRINTING 13,715 12,633 8,039 19,000 20,000 21,000 Total Category: CONTRACTUAL SERVICES 265,263 239,077 200,023 293,700 247,300 260,700 Category: CAPITAL OUTLAY Total Category: CAPITAL OUTLAY 0 0 0 0 0 0 Category: OTHER FINANCING USES Total Category: OTHER FINANCING USES 0 0 0 0 0 0 Category: MISCELLANEOUS Total Category: MISCELLANEOUS 0 0 0 0 0 0 Category: DEPRECIATION Total Category: DEPRECIATION 0 0 0 0 0 0 Category: TRANSFERS Total Category: TRANSFERS 0 0 0 0 0 0 Total Department: 81 - SEWER ADMINISTRATION 344,077 336,962 284,611 476,800 445,700 473,400 City of Cottage Grove Annual Budget Fund 620 - Sewer Operations Detail of Expenditures-Program 3160 Total Category: PERSONAL SERVICES 114 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 80 - UTILITY BUILDING Category: COMMODITIES 4210 - OP SUPPLY-OTHER 0 0 0 0 2,000 2,100 4272 - OP SUP-BUILDINGS 0 0 0 0 800 800 Total Category: COMMODITIES 0 0 0 0 2,800 2,900 Category: CONTRACTUAL SERVICES 4305 - FEES FOR SERVICE 0 0 0 0 3,000 3,100 4350 - INSURANCE CHARGE 0 0 0 0 5,100 5,300 4360 - UTILITIES 0 0 0 0 14,100 14,500 4370 - MAINT-REPAIR/EQ 0 0 0 0 3,800 3,800 4372 - MAINT-REPAIR/BLD 0 0 0 0 5,600 5,800 4373 - BUILDING MAINT LABOR ALLOC 0 0 0 0 9,400 9,700 4380 - RENTAL/LEASE 0 0 0 0 800 800 4405 - CLEAN/WASTE REMV 0 0 0 0 3,800 3,900 Total Category: CONTRACTUAL SERVICES 0 0 0 0 45,600 46,900 Total Department: 80 - UTILITY BUILDING 0 0 0 0 48,400 49,800 City of Cottage Grove Annual Budget Fund 610 - Water Operations Detail of Expenditures-Program 3135 115 STREETLIGHTS PUBLIC WORKS Department: Public Works (Fund #: 630) Program: Streetlights (Program #: 1400) Program Description The Streetlights Division maintains all city-owned streetlights, provides underground location services as required, supervises streetlight installation including maintenance and operation, repairs traffic signals, and performs monthly inspections of all traffic signals and crossing signals. This includes repair of inoperable streetlights resulting from accidents, vandalism, equipment failure and normal aging, locating streetlight wires for utility companies as required, repairing wires damaged by construction or natural causes, and providing regular inspection and maintenance of traffic signals. Budget Commentary The city will be conducting a streetlighting audit to see if there are feed areas that might benefit to change out the High-Pressure Sodium (HPS) fixture to LED. The current supply of the (HPS) light bulbs is very low and will be phased out at some time. The city will need to consider all options of HPS light to LED in the most cost-effective manner. The department will be looking to purchase a new bucket truck in 2025. 116 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 630 - STREETLIGHT OPERATIONS Category: REVENUE 3549 - MISC PUBLIC WORK 116,144 69,567 220,918 167,000 170,500 175,600 3727 - PENALTIES-UTIL 5,252 6,473 4,979 3,000 5,000 5,000 3729 - STREET LIGHT 866,338 965,931 715,473 1,038,850 1,147,400 1,239,000 3730 - ST LIGHT MAINTENANCE FEE 12 0 0 0 0 0 3810 - INVEST INTEREST (22,309)20,782 20,317 0 5,000 5,000 3816 - REFUND & REIMBRS 23,437 6,624 3,495 0 0 0 3829 - MISC - OTHER 27,027 9,441 41,418 20,000 20,000 21,000 3900 - CAPITAL CONTRIBUTIONS 637,390 1,036,781 0 0 0 0 1,653,292 2,115,599 1,006,600 1,228,850 1,347,900 1,445,600 Category: EXPENDITURES 4100 - PERSONAL SERVICES 134,620 163,382 112,282 174,600 190,400 203,200 4200 - COMMODITIES 114,367 100,744 54,669 95,230 98,700 101,340 4300 - CONTRACTUAL SERVICES 626,979 665,294 665,825 784,590 808,130 835,550 4500 - CAPITAL OUTLAY 0 0 0 0 230,000 0 4999 - TRANSFERS 217,960 134,027 39,750 53,000 56,000 57,680 Total Category: EXPENDITURES 1,093,927 1,063,447 872,526 1,107,420 1,383,230 1,197,770 FUND BALANCE, BEGINNING OF YEAR 6,955,032 7,514,398 8,566,550 8,687,980 8,652,650 NET INCREASE (DECREASE)559,366 1,052,152 134,074 121,430 (35,330)247,830 FUND BALANCE, END OF YEAR 7,514,398 8,566,550 8,687,980 8,652,650 8,900,480 City of Cottage Grove Annual Budget Fund 630 - Streetlight Operations Summary of Revenues & Expenditures Total Category: REVENUE 117 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 75 - STREETLIGHTS Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 113,849 120,067 79,921 127,900 139,700 148,500 4110 - OVERTIME F. T.5,493 3,969 2,599 3,000 3,000 3,200 4140 - PENSIONS (14,146)(340)0 0 0 0 4141 - PERA 8,993 8,996 6,119 9,700 10,700 11,300 4142 - FICA 8,037 8,118 5,643 10,000 10,900 11,600 4144 - HEALTH INSURANCE 8,244 18,972 14,700 19,600 21,500 23,700 4148 - WORKERS COMP 4,150 3,600 3,300 4,400 4,600 4,900 134,620 163,382 112,282 174,600 190,400 203,200 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 82,435 46,170 12,388 27,100 28,000 28,750 4211 - MOTOR FUELS 4,961 4,588 3,445 5,500 5,850 5,890 4217 - CLOTHING/UNIFORM 0 900 215 965 1,200 1,100 4231 - SMALL TOOLS 1,398 322 262 875 1,000 1,100 4270 - OP SUP-VEH/EQ 0 0 0 0 0 0 4271 - OP SUP-OTHER IMP 25,572 44,744 38,359 56,650 58,350 60,100 4280 - CAPITAL OUTLAY <$5,000 0 4,020 0 4,140 4,300 4,400 Total Category: COMMODITIES 114,367 100,744 54,669 95,230 98,700 101,340 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 921 962 347 1,700 1,750 1,800 4301 - ENGINEERING SVS 20,354 35,569 13,212 5,600 5,770 6,000 4305 - FEES FOR SERVICE 22,229 29,507 10,664 19,570 20,160 20,800 4309 - CREDIT CARD FEES 29,205 34,166 17,946 30,000 14,600 15,160 4310 - COMMUNICATION 0 33 156 0 0 0 4311 - POSTAGE 5,816 6,225 4,100 6,000 6,180 6,370 4321 - DATA PROCESSING 35,407 59,377 47,242 51,900 47,200 49,600 4340 - PRINTING 3,428 3,160 2,011 4,770 4,910 5,060 4350 - INSURANCE CHARGE 8,300 9,000 10,125 13,500 14,900 16,100 4360 - UTILITIES 189,630 189,640 106,732 191,000 196,700 202,450 4361 - NSP STREET LIGHT 90,943 89,094 50,020 87,550 90,180 92,900 4371 - MAINT-REPAIR/OTH 74,697 49,621 207,488 177,160 182,200 188,000 4372 - MAINT-REPAIR/BLD 21,122 27,504 0 13,300 5,000 5,200 4373- BLDG MAINT ALLOC 0 0 31,444 0 33,600 35,300 4375 - CHARGE-FLEET MNT 7,071 14,735 9,552 15,680 13,100 13,760 4401 - DUES & SUBS 0 0 0 0 0 0 4403 - TRAVEL/TRAIN/CON 416 1,196 846 1,340 1,380 1,450 4438 - PRO/MISC RESALE 117,421 115,505 153,920 165,520 170,500 175,600 4449 - OTHER CONTRACT 19 0 20 0 0 0 Total Category: CONTRACTUAL SERVICES 626,979 665,294 665,825 784,590 808,130 835,550 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 0 0 0 0 230,000 0 Total Category: CAPITAL OUTLAY 0 0 0 0 230,000 0 Category: TRANSFERS 4700 - TRANSFERS OUT 217,960 134,027 39,750 53,000 56,000 57,680 City of Cottage Grove Annual Budget Fund 630 - Streetlight Operations Detail of Expenditures-Program 1400 Total Category: PERSONAL SERVICES 118 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 75 - STREETLIGHTS City of Cottage Grove Annual Budget Fund 630 - Streetlight Operations Detail of Expenditures-Program 1400 Total Category: TRANSFERS 217,960 134,027 39,750 53,000 56,000 57,680 Total Department: 75 - STREETLIGHTS 1,093,927 1,063,447 872,526 1,107,420 1,383,230 1,197,770 119 FLEET & FACILITIES PUBLIC WORKS Department: Public Works (Fund #: 710) Program: Fleet & Facilities Maintenance (Program #: 1700, 1710 & 1720) Program Description The Fleet Division provides maintenance and repair to all City vehicles and equipment in an organized, timely, and cost-effective way. The division also maintains the City fueling system and prepares specifications for all Public Works vehicles and equipment for purchase and re-sale. The Facility Maintenance Division maintains the City’s buildings, so they function as designed and constructed. This includes planned, preventative, and emergency maintenance. The goals of the Facility Maintenance Division are to reduce repairs, prevent unscheduled shutdowns, extend equipment life, realize life-cycle cost savings, and provide safe, functional systems and facilities that meet the design intent. The Facility Maintenance Division is responsible for managing contracts and working with contractors regarding janitorial services, pest control, uniform and mat service, generator maintenance, HVAC and building automation. Budget Commentary The average age of the City fleet stayed stable at 10.4 years in 2024 but this continues to lead to more break-downs and repairs. This requires additional outsourcing of repairs to ensure all equipment and vehicles are operational for their intended use. An additional mechanic for the shop is included in the 2025 budget to help keep up with these repairs and breakdowns. A shop remodel to better suit the addition of a mechanic will begin in 2025. The remodel has been included in the Capital Improvemet Plan and will be funded by the Municipal Building Fund. 120 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 710 - FLEET MAINTENANCE Category: REVENUE 3549 - MISC PUBLIC WORK 142 0 0 0 0 0 3568 - FEE FOR SERVICE 1,702,302 2,243,130 1,553,916 2,110,640 2,331,660 2,440,940 3813 - SALE OF GOODS 531 0 1,023 0 0 0 3816 - REFUND & REIMBRS 1,457 1,992 21,043 0 2,000 2,000 1,704,432 2,245,122 1,575,982 2,110,640 2,333,660 2,442,940 Category: EXPENDITURES 4100 - PERSONAL SERVICES 878,116 895,274 653,327 921,000 1,128,800 1,207,350 4200 - COMMODITIES 790,758 750,184 528,599 808,200 837,190 865,430 4300 - CONTRACTUAL SERVICES 356,007 636,380 366,877 433,100 366,330 369,590 4720 - DEPRECIATION 37,757 37,095 0 0 0 0 Total Category: EXPENDITURES 2,062,638 2,318,933 1,548,803 2,162,300 2,332,320 2,442,370 FUND BALANCE, BEGINNING OF YEAR 255,250 (102,956)(176,767)(228,427)(227,087) NET INCREASE (DECREASE)(358,206)(73,811)27,179 (51,660)1,340 570 FUND BALANCE, END OF YEAR (102,956)(176,767)(228,427)(227,087)(226,517) City of Cottage Grove Annual Budget Fund 710 - Fleet Maintenance Summary of Revenues & Expenditures Total Category: REVENUE 121 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 33 - FLEET MAINTENANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 628,246 636,374 480,609 678,200 834,000 888,300 4110 - OVERTIME F. T.13,465 20,081 9,660 14,000 14,000 14,900 4120 - SAL-P.T./TEMP 11,554 7,521 0 0 0 0 4140 - PENSIONS 51,538 18,945 0 0 0 0 4141 - PERA 47,030 49,732 36,756 52,200 63,400 67,800 4142 - FICA 44,975 45,571 33,602 53,000 64,800 68,900 4144 - HEALTH INSURANCE 55,308 93,350 72,000 96,000 118,800 130,550 4148 - WORKERS COMP 26,000 23,700 20,700 27,600 33,800 36,900 878,116 895,274 653,327 921,000 1,128,800 1,207,350 Category: COMMODITIES 4210 - OP SUPPLY-OTHER 17,084 14,233 5,723 22,300 20,760 21,430 4211 - MOTOR FUELS 378,368 383,881 265,080 402,600 426,500 443,550 4212 - LUB/ADD 8,209 15,500 8,514 21,000 17,600 18,200 4217 - CLOTHING/UNIFORM 4,349 4,074 2,995 7,300 8,680 7,750 4231 - SMALL TOOLS 23,959 18,232 5,754 15,000 13,450 14,000 4270 - OP SUP-VEH/EQ 358,774 314,264 240,533 340,000 350,200 360,500 4272 - OP SUP-BUILDINGS 15 0 0 0 0 0 Total Category: COMMODITIES 790,758 750,184 528,599 808,200 837,190 865,430 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 707 209 4,471 600 600 600 4305 - FEES FOR SERVICE 6,813 2,953 3,400 8,200 6,090 6,300 4310 - COMMUNICATION 6,078 6,185 4,369 6,300 5,050 5,200 4311 - POSTAGE 0 60 18 0 0 0 4321 - DATA PROCESSING 52,571 62,300 51,375 68,500 66,200 69,540 4350 - INSURANCE CHARGE 1,450 1,600 1,800 2,400 2,600 2,800 4370 - MAINT-REPAIR/EQ 270,394 534,707 274,975 313,000 249,270 249,540 4371 - MAINT-REPAIR/OTH 500 1,069 500 600 620 620 4372 - MAINT-REPAIR/BLD 40 33 0 200 0 0 4380 - RENTAL/LEASE 0 0 0 1,700 1,700 1,800 4401 - DUES & SUBS 1,667 3,205 10,670 4,000 4,120 4,150 4403 - TRAVEL/TRAIN/CON 5,277 11,570 8,410 16,500 17,480 15,940 4405 - CLEAN/WASTE REMV 4,302 5,865 3,545 4,300 5,800 5,900 4445 - SALES TAX 6,099 6,624 3,222 6,600 6,800 7,000 4449 - OTHER CONTRACT 109 0 122 200 0 200 Total Category: CONTRACTUAL SERVICES 356,007 636,380 366,877 433,100 366,330 369,590 Category: DEPRECIATION 4721 - DEPRECIATION-PURCHASED 37,757 37,095 0 0 0 0 Total Category: DEPRECIATION 37,757 37,095 0 0 0 0 Total Department: 33 - FLEET MAINTENANCE 2,062,638 2,318,933 1,548,803 2,162,300 2,332,320 2,442,370 City of Cottage Grove Annual Budget Fund 710 - Fleet Maintenance Detail of Expenditures-Program 1700, 1710 & 1720 Total Category: PERSONAL SERVICES 122 PARKS AND RECREATION DEPARTMENT Department Overview The Parks and Recreation Department provides leisure services and facilities to the community of Cottage Grove. Areas of focus include park/open space management, forestry, horticulture, natural resource/habitat management, recreational services, and facility management. Mission Statement To create and promote policies, programs, and places that enable active living to improve the health, well-being, education, and vitality of our community. Service Areas • Parks • Open space • Trails • Horticulture • Natural Resource/Habitat • Ice Arena • River Oaks Golf Course • Eagles/Event Center • Recreation Services 2023-2024 Department Accomplishments • Glacial Valley Park construction, program management, facility rental administration • Managed natural resource and habitat restoration efforts at seven park sites • Playground replacements at four parks • Managed a 25% increase of park facility rentals and the expansion of Event Permits • Increased recreational program participation by 30% • Managed a 14% increase of Ice Arena facility revenue with net operating income of $223,500 • Achieved net operating income of over $200,000 at River Oaks while completing irrigation replacement project • Received legislature Special Law for a local option sales tax initiative • Installed seven AED stations across the park system 2025 Department Goals and Strategic Initiatives • Restore 21 acres of Cottage Grove Trailway Corridor to native prairie, wetland, and woodland • Manage River Oaks and Ice Arena facilities and Recreation services to be adaptable and sustainable by following the guiding principles of the 2021-2025 business plans • Identify funding strategy for buildout of Mississippi Dunes Park. • Achieve 45% cost recovery of recreation programming/events while seeking to implement new trends in programming and capitalizing on staple programs • Work with existing and future developments to build out park, trail, and open space areas such as Still Ponds Park, Denzer Park, Oltman Park Michael’s Point, and McHattie’s Landing • Develop building concepts and plans for Kingston and Mississippi Dunes Parks • Continue conversion of aged sports lighting to LED for increased energy and lighting efficiencies 123 PARKS AND RECREATION DEPARTMENT Budget Commentary Parks maintenance does not propose any major new spending in 2025. However, service costs are anticipated to rise past the already inflated fees from the past couple years. Fertilizers, herbicides, portable restroom service, seeds/plants, fuel, tools, maintenance equipment, recreation equipment and more are all impacts the team needs to address. Staff has been successful in finding operational efficiencies to minimize the financial impacts the past couple years but are facing growing challenges to maintaining costs versus reducing service levels. Recreation continues to strive to maintain services that have been a staple in the community for years, as well as expand to add new services, engage new citizens, and incorporate new trends in recreation and leisure services. New in 2025 is the acquirement and growth of pickleball programming, a community garden, new youth programs/events and more. River Oaks looks to stabilize operations across the entity after lots of improvements in 2024 including the irrigation replacement project, trail improvements and décor updating in the event center. River Oaks utilizes its’ five-year business plan as a guide and continues to meet or exceed those goals. The Ice Arena continues to grow its business and looks forward to another successful year. Addition of new party lighting, increased concession stand options, a dynamic advertising program, paid event attendance increases and expanded tournament operations all contribute to the operational profit. Equipment replacement is becoming a higher priority as the 2008 expansion project is over 15 years past. HVAC, cooling towers, dehumidifiers, pumps, space heaters, Zambonis and more are all nearing their life expectancy. However, a good preventative maintenance program has kept equipment performing in optimal condition and the naming rights agreement revenue allows for dedicated funding for these necessary capital replacements. Like River Oaks, the Ice Arena operation is guided by its’ five-year business plan and is meeting those goals. Personnel Schedule 2024 Budget 2025 Budget 2026 Budget Parks Maintenance Parks & Recreation Director 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Working Foreman 1.00 1.00 1.00 Lead Worker 1.00 1.00 1.00 Public Service Worker 8.00 8.00 8.00 Management Analyst 1.00 1.00 1.00 Seasonals (FTE equivalent) 9,070 hours 4.50 4.50 4.50 Recreation Recreation Services Manager 1.00 1.00 1.00 Recreation/Arena Supervisor 1.00 1.00 1.00 Recreation Specialist .50 1.00 1.00 124 PARKS AND RECREATION DEPARTMENT Office Assistant II (shared with ice arena) .50 .50 .50 Seasonals (FTE equivalent) 5.50 5.50 5.50 Ice Arena Recreation Facilities Manager 1.00 1.00 1.00 Assistant Arena Manager 2.00 2.00 2.00 Seasonals (FTE equivalent) 3.50 3.50 3.50 Golf General Manager 1.00 1.00 1.00 Superintendent 1.00 1.00 1.00 Assistant Superintendent 1.00 1.00 1.00 Executive Chef 1.00 1.00 1.00 Golf Professional 1.00 1.00 1.00 Events Manager 1.00 1.00 1.00 Grill Manager/Line Cook 1.00 1.00 1.00 Seasonals (FTE equivalent) 16.00 16.00 16.00 55.50 56.00 56.00 Impact/Outcome Measures Impact Measures Actual Actual Actual Estimated Projected Item 2021 2022 2023 2024 2025 Parks 35 36 38 39 40 Athletic Fields 87 88 94 94 97 Winter Skating Rinks 12 12 13 13 13 Courts (tennis, pickleball, basketball, sand volleyball) 35 36 39 39 39 Park Buildings 10 12 13 13 13 Park Shelters 27 28 33 33 34 Irrigation Zones 586 610 627 635 650 Trail/Sidewalk Miles 90 91 96 100 105 Landscape Beds 302 310 313 320 330 Supervised Playground Registrations 5,922 7,300 7,400 9500 9500 Program Registered Participants 1,644 2,200 2,100 2300 2500 Community Events 24 24 31 33 34 Facility Rental Permits 290 355 358 425 440 Facility Rental Revenue 16,310 60,800 78,900 97,000 118,000 Recreation Program Cost Recovery 44% 49% 52% 50% 50% Ice Rental Hours 4,800 5,500 6,200 6,200 6,200 Indoor Turf/Dry Floor Rental Hours 109 173 235 250 250 Skating School Registrations 500 650 484 550 600 Ice Arena Net Operating Income $236,700 $142,500 $223,500 $250,000 $250,000 125 PARKS AND RECREATION DEPARTMENT Net Golf Rounds 41,000 41,000 42,600 40,000 40,000 Golf Lesson Programs 200 200 210 210 210 Golf Leagues 12 13 13 13 13 Golf Tournaments 54 57 61 60 60 Banquet/Event Rentals 135 170 176 180 185 Special Events/Programs Offered 16 22 20 24 24 River Oaks Net Operating Income $78,000 $86,300 $245,100 $250,000 $250,000 126 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 41 - PARK MAINTENANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 771,045 872,045 669,459 946,420 1,054,200 1,121,800 4110 - OVERTIME F. T.40,007 43,601 36,336 22,400 22,400 22,400 4115 - REGULAR-P/T REG STATUS 2,289 1,152 0 0 0 0 4120 - SAL-P.T./TEMP 153,065 149,371 137,459 164,920 173,100 183,500 4121 - O.T. - P.T./TEMP 0 51 435 0 0 0 4141 - PERA 62,453 67,326 54,312 79,100 87,500 92,900 4142 - FICA 67,138 73,363 58,267 86,540 95,500 101,700 4144 - HEALTH INSURANCE 75,250 118,300 107,100 142,800 157,000 172,600 4148 - WORKERS COMP 50,800 63,125 62,625 83,500 87,000 94,300 1,222,046 1,388,333 1,125,993 1,525,680 1,676,700 1,789,200 Category: COMMODITIES 4209 - OP SUPPLIES-CLEN 884 163 1,015 1,900 1,960 2,020 4210 - OP SUPPLY-OTHER 74,629 83,321 83,117 103,500 106,610 109,800 4211 - MOTOR FUELS 50,754 49,086 40,428 47,000 54,640 55,030 4212 - LUB/ADD 97 600 729 200 210 210 4216 - FERTILIZER/CHEM 45,677 38,362 44,033 48,800 52,000 53,560 4217 - CLOTHING/UNIFORM 6,980 4,292 4,124 6,500 8,500 6,900 4231 - SMALL TOOLS 2,485 826 2,060 1,100 1,130 1,170 4270 - OP SUP-VEH/EQ 729 2,525 212 8,700 8,960 9,230 4271 - OP SUP-OTHER IMP 12,848 16,574 9,875 18,700 19,260 19,840 4272 - OP SUP-BUILDINGS 7,190 5,287 8,172 5,500 5,670 5,830 4280 - CAPITAL OUTLAY <$5,000 8,143 6,886 4,660 3,100 3,190 3,290 Total Category: COMMODITIES 210,417 207,923 198,425 245,000 262,130 266,880 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 1,361 7,491 1,801 2,500 2,570 2,650 4301 - ENGINEERING SVS 0 0 0 2,200 2,260 2,330 4305 - FEES FOR SERVICE 22,053 26,443 22,699 32,000 32,960 63,590 4310 - COMMUNICATION 10,476 11,182 8,619 8,200 8,450 8,700 4311 - POSTAGE 13 30 15 0 0 0 4321 - DATA PROCESSING 50,000 55,100 48,975 65,300 58,500 61,400 4340 - PRINTING 141 0 0 0 0 0 4350 - INSURANCE CHARGE 34,770 37,900 42,675 56,900 62,600 67,600 4360 - UTILITIES 42,594 45,364 25,387 45,900 56,000 58,200 4370 - MAINT-REPAIR/EQ 3,073 7,075 2,230 12,000 12,360 12,730 4371 - MAINT-REPAIR/OTH 9,440 17,557 905 25,700 26,470 27,270 4372 - MAINT-REPAIR/BLD 29,837 19,809 12,758 19,400 11,000 11,300 4373 - BUILDING MAINT LABOR ALLOC 0 0 6,289 0 9,700 10,200 4375 - CHARGE-FLEET MNT 124,786 185,824 173,539 167,720 186,400 195,720 4380 - RENTAL/LEASE 47,703 54,812 42,852 52,400 53,970 84,970 4401 - DUES & SUBS 1,443 376 338 700 510 5,500 4403 - TRAVEL/TRAIN/CON 11,147 10,424 6,839 21,600 20,730 21,770 4405 - CLEAN/WASTE REMV 15,911 20,211 17,374 20,600 21,220 21,850 4449 - OTHER CONTRACT 578 0 587 1,500 1,540 1,590 Total Category: CONTRACTUAL SERVICES 405,325 499,598 413,880 534,620 567,240 657,370 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1500 Total Category: PERSONAL SERVICES 127 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 41 - PARK MAINTENANCE City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 1500 Category: CAPITAL OUTLAY 4540 - OTHER CAP OUTLAY 3,430 0 17,829 0 0 0 Total Category: CAPITAL OUTLAY 3,430 0 17,829 0 0 0 Total Department: 41 - PARK MAINTENANCE 1,841,219 2,095,853 1,756,127 2,305,300 2,506,070 2,713,450 128 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 51 - RECREATIONAL PROGRAMS Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 181,765 189,937 145,848 199,000 255,800 269,000 4115 - REGULAR-P/T REG STATUS 10,302 11,501 17,516 54,200 53,900 58,000 4116 - O/T -P/T REG. STATUS 121 149 887 0 0 0 4120 - SAL-P.T./TEMP 144,796 152,308 198,994 194,670 209,100 221,600 4121 - O.T. - P.T./TEMP 7,407 7,567 12,790 0 0 0 4141 - PERA 14,092 15,700 14,344 16,100 23,300 24,600 4142 - FICA 25,357 26,601 28,033 28,700 39,800 42,200 4144 - HEALTH INSURANCE 24,150 25,900 21,600 28,800 44,900 48,100 4147 - UNEMPLOYMENT 0 617 0 0 0 0 4148 - WORKERS COMP 20,000 18,600 19,650 26,200 30,500 33,000 427,990 448,881 459,663 547,670 657,300 696,500 Category: COMMODITIES 4200 - OFFICE SUPPLIES 194 656 234 900 930 960 4210 - OP SUPPLY-OTHER 6,444 7,086 6,189 5,900 6,100 6,300 4211 - MOTOR FUELS 1,786 1,118 783 1,760 2,000 0 4217 - CLOTHING/UNIFORM 1,148 926 893 1,200 1,300 1,500 4280 - CAPITAL OUTLAY <$5,000 2,318 1,977 3,335 2,000 2,060 2,100 Total Category: COMMODITIES 11,890 11,762 11,433 11,760 12,390 10,860 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 1,139 1,463 1,300 3,000 3,100 3,200 4305 - FEES FOR SERVICE 16 466 664 0 0 0 4309 - CREDIT CARD FEES 12,212 14,773 22,803 12,000 4,400 5,000 4310 - COMMUNICATION 2,328 1,633 1,080 2,300 2,400 2,500 4311 - POSTAGE 60 12 0 0 0 0 4321 - DATA PROCESSING 19,695 29,100 26,175 34,900 42,500 44,600 4340 - PRINTING 0 0 0 0 2,060 0 4341 - ADVER/PUBLISH 0 77 445 500 500 530 4350 - INSURANCE CHARGE 1,040 1,100 1,275 1,700 1,900 2,100 4375 - CHARGE-FLEET MNT 3,712 1,734 2,668 3,360 3,600 3,780 4380 - RENTAL/LEASE 1,130 1,211 835 2,700 2,800 2,900 4401 - DUES & SUBS 1,019 1,320 620 1,400 1,400 1,500 4403 - TRAVEL/TRAIN/CON 5,143 2,328 1,464 3,000 4,900 5,000 4434 - SPECIAL EVENTS 14,664 17,992 27,402 26,000 26,800 2,800 4435 - LEAGUE PROGRAMS 3,976 2,954 702 3,700 3,800 4,000 4436 - CONCESSION RESAL 1,891 1,109 0 0 0 0 4449 - OTHER CONTRACT 39 0 41 5,000 5,000 5,000 Total Category: CONTRACTUAL SERVICES 68,063 77,272 87,473 99,560 105,160 82,910 Total Dept: 51 - RECREATIONAL PROGRAMS 507,944 537,915 558,569 658,990 774,850 790,270 City of Cottage Grove Annual Budget Fund 100 - General Fund Detail of Expenditures-Program 2300 Total Category: PERSONAL SERVICES 129 ICE ARENA P ARKS AND RECREATION Department: Parks and Recreation (Fund #: 250) Program: Ice Arena (Program #: 3700) Program Description Cottage Grove Ice Arena is a clean, safe, well-maintained recreation facility that serves the hockey, figure skating, recreational skating, and indoor turf needs of the community and surrounding areas. Revenue-generating services for the business include ice/turf rental, skating school programming, public sessions, tournaments/events, concession stand, vending, skate sharpening, and advertising. Key independent partners to the operation include the Cottage Grove Hockey Association, Park/East Ridge High School Hockey, and the Cottage Grove Figure Skating Booster Club. The Ice Arena operates under the direction of a 5-year business plan. That plan is Council approved and available to the public to provide guidance on all aspects of the operation. Budget Commentary The Ice Arena continues to grow its business and offerings and looks forward to another successful year ahead. The Ice Arena’s 2025 budgeted projected income, covers all operational expenses and bond obligation payments. The following capital expenditures are scheduled for 2025: • $40,000 for space needs and interior remodeling of office, concession and public areas. • $33,000 included for the Cottage Grove Logistics Dehumidifiers desiccant wheel. • $50,000 included for the West Rink bleacher heat. • $100,000 for water treatment system to improve ice quality. As the Arena ages, equipment will need to be repaired and replaced. If revenues are insufficient to cover the capital outlay requests, the capital will be moved into a future year. 130 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 250 - ICE ARENA Category: REVENUE 3359 - OTHER GOV AID 57,000 57,500 57,500 57,000 57,000 57,000 3561 - ADMISSIONS 93,612 118,479 72,401 90,000 105,000 106,000 3563 - PUNCH CARDS 13,372 16,802 12,711 15,000 16,000 16,000 3564 - H.S. GAME ADMISSIONS 0 0 0 0 0 0 3567 - LESSONS 75,620 134,296 112,696 140,000 140,000 140,000 3567 - SKATING LESSONS 49,574 0 0 0 0 3569 - 3v3 HOCKEY LEAGUE 150 0 0 0 0 0 3569 - LEAGUE FEE 50 75,630 43,051 75,000 87,000 89,500 3570 - SKATE SHARPENING 16,203 18,053 10,472 15,000 18,000 18,500 3571 - CONCESSION SALES 140,144 168,440 91,518 140,000 170,000 175,000 3572 - VENDING SALE 22,050 23,147 14,452 25,000 25,000 25,000 3573 - PRO SHOP SALE 5,533 5,050 3,325 5,000 5,000 5,000 3574 - ADVERTISING SALES 43,080 40,281 21,086 40,000 42,000 42,000 3575 - SPECIAL EVENTS 0 1,074 0 0 0 0 3576 - TURF RENTALS 12,696 18,975 10,958 20,000 20,000 20,000 3812 - DONATE & CONTRI 1,281 0 8,750 0 0 0 3813 - SALE OF GOODS 0 500 0 0 0 0 3814 - NORTH RINK ICE RENTAL 353,309 0 0 0 0 0 3814 - RENTAL INCOME 1,579 919,357 570,018 950,000 1,025,000 1,060,000 3814 - SOUTH RINK ICE RENTAL 192,956 0 0 0 0 0 3814 - WEST RINK ICE RENTAL 304,010 0 0 0 0 0 3816 - REFUND & REIMBRS 20,981 20,000 8,500 0 0 0 3829 - MISC - OTHER 1,189 499 414 0 0 0 3830 - CASH OVER (123)(140)97 0 0 0 3965 - LEASE ISSUANCE PROCEEDS 0 39,278 1,404,264 1,657,220 1,037,949 1,572,000 1,710,000 1,754,000 Category: EXPENDITURES 4100 - PERSONAL SERVICES 494,053 547,986 439,606 570,960 646,800 687,800 4200 - COMMODITIES 73,236 54,025 48,417 53,530 57,600 54,700 4300 - CONTRACTUAL SERVICES 649,634 721,684 451,344 645,430 723,850 743,860 4500 - CAPITAL OUTLAY 0 74,386 34,554 0 82,000 13,000 4999 - TRANSFERS 200,000 200,000 150,000 200,000 180,000 180,000 Total Category: EXPENDITURES 1,416,924 1,598,080 1,123,921 1,469,920 1,690,250 1,679,360 FUND BALANCE, BEGINNING YEAR (577,292)(589,952)(530,812)(428,732)(408,982) NET INCREASE (DECREASE)(12,660)59,140 (85,972)102,080 19,750 74,640 FUND BALANCE, END OF YEAR (589,952)(530,812)(428,732)(408,982)(334,342) City of Cottage Grove Annual Budget Fund 250 - Ice Arena Summary of Revenues & Expenditures Total Category: REVENUE 131 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 77 - ICE ARENA Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 226,941 241,588 228,071 304,900 347,900 370,600 4110 - OVERTIME F. T.704 0 277 0 0 0 4115 - REGULAR-P/T REG STATUS 10,302 11,501 0 14,200 17,000 18,000 4120 - SAL-P.T./TEMP 157,076 186,836 115,696 130,800 141,400 148,000 4121 - O.T. - P.T./TEMP 7,603 6,235 4,981 2,060 0 0 4141 - PERA 21,695 25,017 22,105 27,100 37,800 40,300 4142 - FICA 29,107 32,368 25,158 34,300 38,800 41,100 4144 - HEALTH INSURANCE 28,225 31,300 30,600 40,800 44,900 49,300 4147 - UNEMPLOYMENT 0 339 118 0 0 0 4148 - WORKERS COMP 12,400 12,800 12,600 16,800 19,000 20,500 494,053 547,986 439,606 570,960 646,800 687,800 Category: COMMODITIES 4200 - OFFICE SUPPLIES 408 1,509 544 640 1,000 1,000 4209 - OP SUPPLIES-CLEN 4,821 7,524 4,958 5,000 6,000 6,500 4210 - OP SUPPLY-OTHER 9,835 14,871 8,899 12,000 12,000 12,500 4211 - MOTOR FUELS 8,343 7,041 4,905 8,500 8,500 8,500 4212 - LUB/ADD 194 250 1,347 530 700 700 4217 - CLOTHING/UNIFORM 1,579 1,453 341 1,490 1,700 1,800 4231 - SMALL TOOLS 0 70 510 320 500 500 4270 - OP SUP-VEH/EQ 18,804 10,992 6,410 7,850 10,000 11,000 4272 - OP SUP-BUILDINGS 13,275 10,315 12,600 12,200 12,200 12,200 4280 - CAPITAL OUTLAY <$5,000 15,978 0 7,903 5,000 5,000 0 Total Category: COMMODITIES 73,236 54,025 48,417 53,530 57,600 54,700 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 15,637 13,740 10,404 7,530 10,000 11,000 4301 - ENGINEERING SVS 330 0 0 0 0 0 4302 - LEGAL SERVICE 7,618 756 608 0 0 0 4303 - INSTRUCTORS 44,796 52,856 53,873 48,590 50,000 50,000 4305 - FEES FOR SERVICE 8,980 9,748 18,653 15,000 15,000 15,000 4309 - CREDIT CARD FEES 18,637 32,223 31,502 18,000 18,000 18,000 4310 - COMMUNICATION 3,462 2,484 1,329 3,925 3,925 3,930 4311 - POSTAGE 0 377 0 318 100 100 4312 - 3v3 HOCKEY LEAGUE 43 13,405 9,700 22,000 22,000 22,000 4321 - DATA PROCESSING 41,560 47,800 40,275 53,700 72,500 76,100 4340 - PRINTING 28 0 0 200 200 200 4341 - ADVER/PUBLISH 11,864 3,532 1,000 3,395 3,395 3,400 4350 - INSURANCE CHARGE 11,420 12,400 13,950 18,600 20,500 22,100 4360 - UTILITIES 277,598 280,612 137,169 275,000 275,000 275,000 4370 - MAINT-REPAIR/EQ 53,155 66,116 44,085 35,750 55,000 60,000 4372 - MAINT-REPAIR/BLD 54,531 79,528 19,385 39,850 55,000 60,000 4373 - BUILDING MAINT LABOR ALLOCAT 11,025 9,000 9,500 4374 - SEALCOATING 0 0 0 0 0 0 4375 - CHARGE-FLEET MNT 9,783 161 0 6,020 6,000 6,300 4380 - RENTAL/LEASE 2,611 2,701 2,376 4,245 6,000 6,500 4401 - DUES & SUBS 4,470 5,044 4,051 6,180 6,180 6,180 City of Cottage Grove Annual Budget Fund 250 - Ice Arena Detail of Expenditures-Program 3700 Total Category: PERSONAL SERVICES 132 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 77 - ICE ARENA City of Cottage Grove Annual Budget Fund 250 - Ice Arena Detail of Expenditures-Program 3700 4403 - TRAVEL/TRAIN/CON 1,698 1,781 2,651 3,900 6,000 6,000 4405 - CLEAN/WASTE REMV 791 608 349 850 850 850 4434 - SPECIAL EVENTS 1,072 5,300 1,224 1,200 1,200 1,200 4435 - LEAGUE PROGRAMS 0 0 0 0 5,000 5,000 4436 - PROSHOP RESALE 5,013 4,705 2,968 5,000 5,000 5,500 4438 - CONCESSIONS RESALE 74,437 85,808 44,767 75,965 78,000 80,000 4449 - OTHER CONTRACT 100 0 0 212 0 0 Total Category: CONTRACTUAL SERVICES 649,634 721,684 451,344 645,430 723,850 743,860 Category: CAPITAL OUTLAY 4540 - OTHER CAP OUTLAY 0 74,386 34,554 0 82,000 13,000 Total Category: CAPITAL OUTLAY 0 74,386 34,554 0 82,000 13,000 Category: TRANSFERS 4700 - TRANSFERS OUT 200,000 200,000 150,000 200,000 180,000 180,000 Total Category: TRANSFERS 200,000 200,000 150,000 200,000 180,000 180,000 Total Department: 77 - ICE ARENA 1,416,924 1,598,080 1,123,921 1,469,920 1,690,250 1,679,360 133 GOLF COURSE P ARKS AND RECREATION Department: Parks and Recreation (Fund #: 255) Program: Golf Course (Program #: 2100, 2105 & 2140) Program Description River Oaks is a municipal golf course that appeals to golfers of all skill levels, with outstanding turf conditions, great customer service, and food and beverage options. It is an 18-hole course with Toptracer practice range and golf shop. Leagues, lessons, and events are programmed regularly to market to all demographics. Cross Country ski and snowshoe trails are groomed for free use to the public in winter months. The River Oaks Event Center is a multi-purpose banquet facility that is designed to host programs and events of all sizes. The Eagles Bar and Grill is full-service and caters to both golfers and casual diners. With the upgrade of the event center, grill, and outdoor wedding area and the addition of four bocce ball courts and an outdoor bar, River Oaks is growing toward becoming an outdoor recreation destination for the citizens of Cottage Grove and surrounding communities. River Oaks operates under the direction of a 5-year business plan. That plan is Council approved and available to the public to provide guidance on all aspects of the operation. Budget Commentary Opearational expenses and bond obligation at River Oaks are all budgeted to be covered by revenue. The following capital expenditures are scheduled for 2025: •$15,000 is included for a range machine to offer golfers an easy option to purchase range balls. •$150,000 is included for greens mowers that have no hydraulic fluid that will protect our greens from damage. •$20,000 is included for repair of cart paths •$70,000 is included for patio furniture •$30,000 is included for a tilt skillet to improve catering options •$151,000 is included to payback our irrigation system As in the past, if revenues are insufficient to cover the capital outlay requests, the capital will be moved into a future year. 2025 will be the final year of the 7-year golf cart program. The 2026 budget will reflect the first of the 5-year lease payment schedule for a new golf cart fleet. 134 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Fund: 255 - RIVER OAKS GOLF COURSE Category: REVENUE 3324 - STATE GRANTS 0 4,519 0 0 0 0 3400 - GREEN FEES 797,696 848,987 873,531 917,351 916,906 953,580 3402 - PCC MEMBERSHIPS 76,797 93,706 56,739 88,316 101,203 105,251 3418 - HANDICAPS 10,670 9,960 9,297 12,270 10,757 11,187 3420 - RENTAL CLUBS 4,932 5,677 5,893 5,672 6,131 6,376 3421 - GOLF CARTS 348,906 430,897 409,863 401,242 465,368 483,982 3428 - LESSONS 16,399 16,735 15,038 18,860 18,074 18,796 3429 - RANGE 145,523 166,552 175,111 167,352 179,876 187,071 3431 - GOLF CLUB MEMBERSHIP 126,136 127,974 129,993 145,056 138,212 143,740 3434 - CIGARS 1,089 1,965 642 1,252 2,122 2,206 3435 - NON-ALCOHOLIC BEVERAGE 48,659 49,483 44,145 55,957 53,411 55,547 3436 - ALCOHOLIC BEVERAGE 326,653 355,142 335,267 375,651 383,553 398,895 3441 - FOOD 189,500 211,870 157,995 217,924 228,820 237,972 3442 - POLICE SECURITY 0 0 0 1,000 0 0 3443 - CLUBHOUSE RENTALS 52,302 52,792 56,175 60,147 57,015 59,295 3444 - MANDATORY GRATUITY 106,710 142,973 111,002 122,717 154,410 160,586 3445 - BANQUET FOOD 239,769 341,086 246,853 275,735 368,372 383,106 3446 - BANQUET NA BEVERAGES 15,919 9,437 7,191 18,306 10,192 10,599 3447 - BANQUET ALCOHOLIC BEVERAGES 9,924 39,360 24,861 11,412 42,509 44,209 3451 - GOLF ACCESSORIES 30,809 40,153 41,227 35,430 43,364 45,100 3453 - CLOTHING - TAX 16,569 16,246 10,559 19,054 17,546 18,247 3454 - CLOTHING-NONTAX 36,336 39,720 32,085 41,786 42,897 44,612 3455 - GIFT CERTIFICATE (1,470)2,376 0 1,690 2,566 2,668 3465 - GOLF CLUB REPAIR 0 566 1,304 5,000 611 635 3575 - SPECIAL EVENTS 0 2,019 3,141 0 0 0 3810 - INVEST INTEREST (4,277)14,112 6,737 0 0 0 3813 - SALE OF GOODS 956 791 5,629 0 0 0 3816 - REFUND & REIMBRS 1,399 1,537 1,251 0 0 0 3829 - MISC - OTHER 5,336 1,503 224 0 0 0 3830 - CASH OVER (336)(29)512 0 0 0 3999 - TRANSFER IN 0 650,000 0 0 0 0 2,602,908 3,678,108 2,762,265 2,999,180 3,243,915 3,373,660 Category: EXPENDITURES 4100 - PERSONAL SERVICES 1,321,081 1,497,894 1,329,335 1,362,900 1,654,200 1,806,400 4200 - COMMODITIES 269,125 261,754 221,322 212,361 213,110 219,040 4300 - CONTRACTUAL SERVICES 827,055 1,005,999 815,443 914,830 967,350 859,250 4500 - CAPITAL OUTLAY 377,568 2,264,998 240,847 220,609 255,000 155,000 4600 - OTHER FINANCING USES 0 5,480 0 183,000 150,280 147,920 Total Category: EXPENDITURES 2,794,829 5,036,126 2,606,947 2,893,700 3,239,940 3,187,610 FUND BALANCE, BEGINNING YEAR 136,137 (55,784)(1,413,802)(1,308,322)(1,304,347) NET INCREASE (DECREASE)(191,921)(1,358,018)155,318 105,480 3,975 186,050 FUND BALANCE, END OF YEAR (55,784)(1,413,802)(1,308,322)(1,304,347)(1,118,297) City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Summary of Revenues & Expenditures Total Category: REVENUE 135 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 53 - ADMINISTRATION Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 90,584 140,500 118,906 178,400 197,900 210,300 4120 - SAL-P.T./TEMP 247,002 201,088 183,035 138,300 198,000 209,900 4121 - O.T. - P.T./TEMP 9,213 3,552 4,282 2,000 2,000 2,100 4141 - PERA 6,709 10,556 19,016 18,000 30,000 31,600 4142 - FICA 26,061 26,016 23,115 24,500 30,500 32,400 4144 - HEALTH INSURANCE 7,550 10,800 18,000 24,000 26,400 29,000 4147 - UNEMPLOYMENT 16,027 13,504 395 0 0 0 4148 - WORKERS COMP 2,300 3,800 5,025 6,700 8,200 8,900 405,446 409,816 371,774 391,900 493,000 524,200 Category: COMMODITIES 4200 - OFFICE SUPPLIES 35 368 0 1,060 1,090 1,125 4210 - OP SUPPLY-OTHER 20,129 16,063 22,149 9,805 10,100 10,400 4217 - CLOTHING/UNIFORM 5,749 5,524 8,780 1,800 5,000 5,000 4280 - CAPITAL OUTLAY <$5,000 2,049 3,460 11,825 5,305 2,000 2,000 Total Category: COMMODITIES 27,962 25,417 42,754 17,970 18,190 18,525 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 11,310 2,437 1,694 1,800 1,850 1,910 4302 - LEGAL SERVICE 896 1,656 0 0 0 0 4305 - FEES FOR SERVICE 78,102 75,241 78,409 55,620 75,000 75,000 4309 - CREDIT CARD FEES 49,423 58,139 53,628 60,000 65,000 67,000 4310 - COMMUNICATION 11,895 11,382 8,360 12,290 12,650 13,040 4311 - POSTAGE 94 65 17 110 110 120 4321 - DATA PROCESSING 33,700 88,700 72,300 96,400 99,000 104,000 4340 - PRINTING 0 3,202 3,627 2,860 2,940 3,340 4341 - ADVER/PUBLISH 9,456 6,361 4,988 13,790 9,000 9,000 4350 - INSURANCE CHARGE 5,200 5,700 6,450 8,600 9,500 10,300 4360 - UTILITIES 11,588 10,338 6,089 9,550 9,830 10,130 4370 - MAINT-REPAIR/EQ 1,491 3,922 849 1,600 1,640 1,700 4371 - MAINT-REPAIR/OTH 415 0 0 0 0 0 4372 - MAINT-REPAIR/BLD 6,448 6,599 4,086 6,500 6,700 6,900 4373 - BUILDING MAINT LABOR ALLOC 0 0 2,625 0 3,100 3,300 4380 - RENTAL/LEASE 44,411 47,402 3,080 14,000 14,420 60,000 4401 - DUES & SUBS 2,150 835 1,580 2,120 2,180 2,250 4403 - TRAVEL/TRAIN/CON 96 1,462 3,111 3,000 3,750 3,750 4405 - CLEAN/WASTE REMV 1,190 1,582 1,093 1,700 1,750 1,800 4407 - PROPERTY TAXES 1,091 1,091 1,091 1,060 1,090 1,135 4436 - CONCESSION RESAL 0 0 0 0 0 0 4438 - PRO/MISC RESALE 65,462 90,127 86,218 61,800 75,000 75,000 4449 - OTHER CONTRACT 0 0 10 0 0 0 Total Category: CONTRACTUAL SERVICES 334,417 416,239 339,305 352,800 394,510 449,675 Category: CAPITAL OUTLAY 4510 - BUILD & STRUC 0 0 672 0 0 0 4530 - MACH & EQUIPMENT 0 0 1,594 0 0 0 4540 - OTHER CAP OUTLAY 0 0 0 10,609 15,000 10,000 City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2100 Total Category: PERSONAL SERVICES 136 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 53 - ADMINISTRATION City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2100 Total Category: CAPITAL OUTLAY 0 0 2,266 10,609 15,000 10,000 Category: OTHER FINANCING USES 4600 - PRINCIPAL 0 0 0 183,000 118,000 118,000 4609 - INTERFUND INTEREST 0 5,480 0 0 32,280 29,920 Total Category: OTHER FINANCING USES 0 5,480 0 183,000 150,280 147,920 Total Department: 53 - ADMINISTRATION 767,825 856,952 756,099 956,279 1,070,980 1,150,320 137 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 55 - MAINTENANCE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 168,200 181,256 141,102 192,000 213,600 229,200 4120 - SAL-P.T./TEMP 170,693 203,196 199,530 168,000 198,000 209,900 4121 - O.T. - P.T./TEMP 2,263 3,157 6,534 3,100 2,400 2,500 4141 - PERA 16,393 16,809 15,281 19,100 31,100 33,100 4142 - FICA 24,675 28,214 25,445 27,800 31,700 33,800 4144 - HEALTH INSURANCE 22,600 21,600 18,000 24,000 26,400 29,000 4147 - UNEMPLOYMENT 0 617 445 0 0 0 4148 - WORKERS COMP 4,000 4,800 4,200 5,600 6,500 7,100 408,823 459,649 410,537 439,600 509,700 544,600 Category: COMMODITIES 4200 - OFFICE SUPPLIES 638 429 163 530 550 560 4210 - OP SUPPLY-OTHER 31,213 28,739 41,733 29,815 30,710 31,630 4211 - MOTOR FUELS 43,340 36,018 27,517 29,561 30,450 31,360 4212 - LUB/ADD 2,732 3,654 5,025 3,290 3,390 3,500 4216 - FERTILIZER/CHEM 34,261 46,913 41,706 42,435 43,700 44,920 4217 - CLOTHING/UNIFORM 1,852 1,472 1,515 1,700 1,750 1,800 4231 - SMALL TOOLS 1,822 1,767 0 2,020 2,080 2,140 4270 - OP SUP-VEH/EQ 42,636 36,206 30,585 30,900 31,830 32,780 4271 - OP SUP-OTHER IMP 8,877 14,431 (7,455)8,700 8,960 9,230 4272 - OP SUP-BUILDINGS 590 871 683 2,020 2,080 2,140 4280 - CAPITAL OUTLAY <$5,000 0 9,660 0 5,305 5,460 5,630 Total Category: COMMODITIES 167,960 180,159 141,472 156,276 160,960 165,690 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 990 1,100 984 530 550 560 4301 - ENGINEERING SVS 3,251 0 0 0 0 0 4305 - FEES FOR SERVICE 6,980 46,733 18,510 20,000 20,000 20,000 4310 - COMMUNICATION 4,080 3,960 1,981 4,450 4,580 4,720 4350 - INSURANCE CHARGE 1,040 1,726 1,275 1,700 1,900 2,100 4360 - UTILITIES 23,214 22,651 12,491 22,915 23,600 24,310 4370 - MAINT-REPAIR/EQ 1,220 4,222 18,345 6,690 6,890 7,100 4371 - MAINT-REPAIR/OTH 5,073 2,598 400 5,305 5,460 5,630 4372 - MAINT-REPAIR/BLD 6,059 7,398 2,725 5,356 5,520 5,680 4373 - BUILDING MAINT LABOR ALLOC 0 0 2,625 0 3,100 3,300 4375 - CHARGE-FLEET MNT 0 1,997 0 1,820 1,200 1,260 4380 - RENTAL/LEASE 3,753 5,214 11,793 28,120 16,000 16,000 4401 - DUES & SUBS 1,200 1,466 1,061 955 980 1,010 4403 - TRAVEL/TRAIN/CON 1,258 3,339 1,452 3,450 9,050 9,050 4405 - CLEAN/WASTE REMV 5,661 6,215 3,850 7,108 7,320 7,540 4449 - OTHER CONTRACT 6,412 7,694 2,198 6,000 6,180 6,365 Total Category: CONTRACTUAL SERVICES 70,193 116,314 79,690 114,399 112,330 114,625 Category: CAPITAL OUTLAY 4510 - BUILD & STRUC 0 0 15,044 0 0 0 4530 - MACH & EQUIPMENT 90,158 0 133,220 120,000 170,000 135,000 4550 - PROJECT-CONTRACT 0 2,139,272 13,065 0 0 0 City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2105 Total Category: PERSONAL SERVICES 138 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 55 - MAINTENANCE City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2105 4557 - PROJECT-PROF SVS 274,410 113,023 0 0 0 0 Total Category: CAPITAL OUTLAY 364,568 2,252,295 161,329 120,000 170,000 135,000 Total Department: 55 - MAINTENANCE 1,011,544 3,008,417 793,028 830,275 952,990 959,915 139 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 56 - CLUBHOUSE Category: PERSONAL SERVICES 4100 - SALARY-FULL TIME 145,609 223,882 185,888 221,200 217,700 275,700 4120 - SAL-P.T./TEMP 269,243 307,703 254,846 207,500 297,000 314,800 4121 - O.T. - P.T./TEMP 7,801 2,634 3,727 3,700 3,700 3,900 4141 - PERA 16,030 26,176 37,415 22,900 41,900 44,600 4142 - FICA 31,401 39,773 32,973 33,200 42,700 45,500 4144 - HEALTH INSURANCE 15,100 21,600 27,000 36,000 39,600 43,500 4147 - UNEMPLOYMENT 16,497 962 0 0 0 0 4148 - WORKERS COMP 5,130 5,700 5,175 6,900 8,900 9,600 506,812 628,429 547,024 531,400 651,500 737,600 Category: COMMODITIES 4200 - OFFICE SUPPLIES 0 117 93 530 550 560 4210 - OP SUPPLY-OTHER 37,787 50,241 31,574 24,295 25,020 25,775 4217 - CLOTHING/UNIFORM 1,451 0 2,074 3,290 3,390 3,490 4280 - CAPITAL OUTLAY <$5,000 33,965 5,820 3,355 10,000 5,000 5,000 Total Category: COMMODITIES 73,203 56,178 37,096 38,115 33,960 34,825 Category: CONTRACTUAL SERVICES 4300 - PROF SERVICES 2,010 2,361 1,250 1,910 1,970 2,030 4305 - FEES FOR SERVICE 42,901 28,335 24,907 27,050 27,860 28,700 4310 - COMMUNICATION 1,035 2,003 1,575 1,720 1,770 1,825 4311 - POSTAGE 0 0 0 110 110 120 4340 - PRINTING 0 0 625 1,600 1,650 1,700 4341 - ADVER/PUBLISH 7,145 6,568 7,600 10,000 6,000 6,000 4350 - INSURANCE CHARGE 4,360 4,800 5,400 7,200 7,900 8,500 4352 - GENERAL LIABILIT 2,824 3,172 0 4,030 4,150 4,375 4360 - UTILITIES 42,607 38,140 24,761 36,070 37,150 38,260 4370 - MAINT-REPAIR/EQ 1,923 14,084 7,511 11,035 11,370 11,710 4371 - MAINT-REPAIR/OTH 2,515 0 208 0 0 0 4372 - MAINT-REPAIR/BLD 19,444 30,792 21,349 22,660 23,340 24,040 4373 - BUILDING MAINT LABOR ALLOC 0 0 3,075 0 3,500 3,700 4380 - RENTAL/LEASE 7,053 6,815 14,154 5,970 6,150 6,330 4401 - DUES & SUBS 1,955 2,310 2,247 2,760 2,840 2,930 4403 - TRAVEL/TRAIN/CON 0 94 2,188 7,500 7,500 7,950 4405 - CLEAN/WASTE REMV 2,105 2,410 2,914 2,758 2,840 2,930 4434 - SPECIAL EVENTS 7,802 16,878 7,800 10,000 10,300 10,610 4436 - CONCESSION RESAL 167,583 194,811 149,418 180,000 185,400 10,960 4438 - PRO/MISC RESALE 23,701 31,454 29,989 25,750 26,520 27,320 4439 - LIQUOR - RESALE 79,030 88,401 86,789 82,400 84,870 87,420 4449 - OTHER CONTRACT 6,450 20 2,688 7,108 7,320 7,540 Total Category: CONTRACTUAL SERVICES 422,445 473,446 396,448 447,631 460,510 294,950 Category: CAPITAL OUTLAY 4510 - BUILD & STRUC 0 0 35,278 0 0 0 4530 - MACH & EQUIPMENT 13,000 12,703 41,975 90,000 70,000 10,000 Total Category: CAPITAL OUTLAY 13,000 12,703 77,252 90,000 70,000 10,000 City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2140 Total Category: PERSONAL SERVICES 140 2022 2023 2024 YTD 2024 2025 2026 Actual Actual as of 9/30 Budget Budget Budget Department: 56 - CLUBHOUSE City of Cottage Grove Annual Budget Fund 255 - River Oaks Golf Course Detail of Expenditures-Program 2140 Total Department: 56 - CLUBHOUSE 1,015,460 1,170,757 1,057,820 1,107,146 1,215,970 1,077,375 141 -This Page Intentionally left Blank - 142 EQUIPMENT REPLACEMENT Department Overview Equipment Replacement funds the purchase of City equipment and vehicles which cost more than $5,000 and have an estimated life greater than 5 years. Financing is provided through General Fund revenue and the Property Tax Levy. Mission Statement To provide for a systematic method of replacing equipment and vehicles by setting aside reserve funds in anticipation of future expenses. 2023-2024 Department Accomplishments • Prepared ten-year equipment replacement schedule to be included in the ten-year Financial Management Plan • Evaluated the effectiveness of leasing certain city vehicles 2025 Department Goals • Continue to review the effectiveness of leasing certain City vehicles. 2025 Capital Outlay Description Unit to Replace Budgeted Price Squad Cars Various 360,000 Engine 26-3135-96 650,000 1 ton truck 41-4204-08 115,000 Mower 16-foot New-parks 159,000 Gator New-parks 32,500 Plow for pickup 1409 New-parks 13,000 Dump Truck Single Axle 31-4002-10 325,000 Dump Truck Single Axle 31-4008-09 325,000 Brush Chipper 31-6001-09 100,000 Asphalt patcher 31-6008-05 305,000 Stand up mower 31-8501-15 10,000 Plow for pickup 1003 New-streets 13,000 Vehicle for inspections 13-5011-11 45,000 Vehicle for building maintenance New-fleet 100,000 Vehicle for recreation 51-5003-13 50,000 $2,674,500 143 2022 2023 2024 2024 2025 2026 Actual Actual Estimated Budget Budget Budget Fund: 210 - EQUIPMENT REPLACEMENT Category: REVENUE 3011 - CURRENT PROP TAX 0 0 319,100 319,100 321,000 584,000 3808 - BOND INVESTMENT INTEREST 6,759 0 3809 - INTERFUND INTRST 0 0 0 0 0 0 3810 - INVEST INTEREST (60,787)81,801 36,626 7,990 5,000 400 3813 - SALE OF GOODS 9,687 9,025 17,812 0 20,000 20,000 3899 - TRANSFER IN 400,000 418,837 0 0 0 0 3960 - BOND ISSUANCE 0 0 434,841 240,000 1,920,000 1,080,000 3963 - OTHER FIN SOURCE-BOND PREMIUM 0 0 67,942 0 0 0 348,899 509,663 883,080 567,090 2,266,000 1,684,400 Category: EXPENDITURES 4200 - COMMODITIES 1,548 9,307 0 0 0 0 4300 - CONTRACTUAL SERVICES 0 0 0 0 0 0 4500 - CAPITAL OUTLAY 55,026 513,662 1,969,610 983,890 2,674,500 2,975,200 4600 - OTHER FINANCING USES 0 0 19,583 16,800 38,400 21,600 Total Category: EXPENDITURES 56,574 522,969 1,989,193 1,000,690 2,712,900 2,996,800 FUND BALANCE, BEGINNING YEAR 1,317,210 1,609,535 1,596,229 1,596,229 490,116 43,216 NET INCREASE (DECREASE)292,325 (13,306)(1,106,113)(433,600)(446,900)(1,312,400) FUND BALANCE, END OF YEAR 1,609,535 1,596,229 490,116 1,162,629 43,216 (1,269,184) City of Cottage Grove Annual Budget Fund 210 - Equipment Replacement Summary of Revenues & Expenditures Total Category: REVENUE 144 2022 2023 2024 2024 2025 2026 Actual Actual Estimated Budget Budget Budget Department: 00 - EQUIPMENT REPLACEMENT Category: COMMODITIES 4280 - CAPITAL OUTLAY <$5,000 1,548 9,307 0 0 0 0 Total Category: COMMODITIES 1,548 9,307 0 0 0 0 Category: CONTRACTUAL SERVICES Total Category: CONTRACTUAL SERVICES 0 0 0 0 0 0 Category: CAPITAL OUTLAY 4530 - MACH & EQUIPMENT 55,026 513,662 1,969,610 983,890 2,674,500 2,975,200 Total Category: CAPITAL OUTLAY 55,026 513,662 1,969,610 983,890 2,674,500 2,975,200 Category: OTHER FINANCING USES 4621 - BOND ISSUANCE COSTS 2,783 4630 - OTHER PAYMENTS 0 0 16,800 16,800 38,400 21,600 Total Category: OTHER FINANCING USES 0 0 19,583 16,800 38,400 21,600 Total Department: 00 - EQUIPMENT REPLACEME 56,574 522,969 1,989,193 1,000,690 2,712,900 2,996,800 City of Cottage Grove Annual Budget Fund 210 - Equipment Replacement Detail of Expenditures-Program 9210 145 1 City Council Action Request 11.A. Meeting Date 12/4/2024 Department Community Development Agenda Category Action Item Title Park High School – Site Plan Review Staff Recommendation 1) Adopt Resolution 2024-177 approving the site plan review for two additions to Park High School located at 8040 80th Street South totaling approximately 35,000 square feet and additional site improvements to property located at 8040 80th Street South and 7830 80th Street South. 2) Approve drainage and utility easements, right-of-way easement, encroachment agreement, and a stormwater maintenance agreement on property located at 8040 and 7830 80th Street South. Budget Implication N/A Attachments 1. Park High School CC Memo 2. Park High School Civil Plans 3. Park High School Plan Engineering Review Memo dated 2024-11-18 4. Park High School Traffic Summary Memo 5. Park High School Narrative 6. Park High School Resolution 7. Driveway Encroachment Agreement 11-26-2024 8. First Amendment to Easement 11-26-2024 9. Permanent Drainage and Utility Easement (80th) 11-26-2024 10. Permanent Drainage and Utility Easement (Hinton) 11-26-2024 11. Permanent Drainage and Utility Easement (Ideal) 11-26-2024 12. ROW Easement 11-26-2024 13. Stormwater Management Facilities Agreement - 11-26-24 TO: Honorable Mayor and City Council Jennifer Levitt, City Administrator FROM: Emily Schmitz, Community Development Director DATE: November 26, 2024 RE: Park High School – Site Plan Review Proposal Koma Architects (Applicant), on behalf of South Washington School District ISD 833 (Property Owner), has submitted a site plan review application for two additions to Park High School and additional site improvements on the Park High School (8040 80th Street) and Crestview Elemen- tary School (7830 80th Street) sites. The additions include approximately 32,000 square feet for a new cafeteria and kitchen and approximately 2,500 square feet of expanded Career and Tech - nical Education (CTE) area. Additional site improvements proposed include additional driveway and access routes throughout the site (Park High School and Crestview Elementary). Site Location Review Schedule Application Received: October 30, 2024 Application Accepted: October 30, 2024 Planning Commission Meeting: November 25, 2024 City Council Meeting: December 4, 2024 60-Day Review Deadline: December 29, 2024 Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 2 of 9 Background South Washington County School District had a successful referendum in 2023 for a total of 15 project across the district including improvements at Cottage Grove buildings at Cottage Grove Middle School, Oltman Middle School, Grey Cloud Elementary, Pine Hi ll Elementary, and Park High School. 2023 Aerial Planning Commission Meeting The City’s Planning Commission reviewed and held a public hearing for the request at their November 25, 2024, meeting and the Planning Commission recommended approval of the requests (7-to-0 vote). The following is a summary of the testimony and comments heard: • The Commission requested verification if the parking stalls that exist today in the bus drop off lane will remain? o The Applicant verified the stalls will remain; however, they will be blocked during bus drop off and pick up to avoid cross traffic. • The Commission inquired about the safety of the ponding on each side of the new drive lane as well as the stability of the road base when being routed between two ponds. o The Applicant verified there are no steep slopes adjacent to the drive lane and ex - plained there is a 6 to 8-foot bench or flat area directly adjacent to the ponds and 3:1 slope throughout the remainder of the pond. The road base is elevated higher than ponding water, and the ponds are designed to drain down within 48 hours after a rain event. • The Commission inquired if there were concerns with traffic backing up on Ideal with the rerouted drop off parking. Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 3 of 9 o Staff explained traffic would be generally split given student parking will have a ded - icated access in and out onto 80th Street while drop off traffic will exit onto Ideal; therefore, staff does not have concern with back up onto Ideal Avenue. The student parking lot will not have access to exit onto Ideal during school hours. • The Commission inquired about opportunities for additional parking stalls near the Ice Arena. o The Applicant verified they did look at the option for additional stalls directly to the north of the Ice Arena; however, the cost for moving the existing structure was not reasonable. Therefore, additional stalls are proposed north of the High School, which will be available for afterhours activities at both the High School and Ice Arena. Planning Considerations Zoning and Comprehensive Plan The Park High School and Crestview Elementary parcels are zoned R-3, Single-Family Residen- tial and is guided as Public/Semi-Public on the 2040 Comprehensive Plan Land Use Map. Edu - cational facilities are permitted within the R-3 zoning district with a CUP. Current Zoning and Future Land Use Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 4 of 9 Site Plan The Applicant is proposing two separate additions to the Park High School building. A 32,000 square foot addition at the rear of the building for a new cafeteria and kitchen and an additional 2,500 square foot addition at the rear of the building for addit ional CTE space. Site Access The site (Crestview and Park High) currently has five existing curb cuts off 80th Street. The Ap - plicant is proposing to add an additional access east of the existing Crestview parking lot and west of the tennis courts adjacent to 80th Street. The additional access will capture the majority of student drop off traffic to both Crestview and Park High School. Park High School currently supports student drop off at the front of the building ; however, the proposal moves student drop off to the rear of the building. This adjustment will circulate traffic from 80th Street through the site and exiting on the east side to Ideal Avenue. Current and Proposed Access off 80th Street Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 5 of 9 Traffic Traffic was documented to regularly back up on to 80th Street South during peak hours, drop off and pick up, at the schools. All existing access will remain, and an additional access will be cre - ated on 80th Street. The Applicant has submitted a plan that shows a new access that is proposed to only be accessible to west bound traffic on 80th Street South, making a right turn into the school. This access would be served by a new turn lane. The new access will lead to a new one- way drive aisle that can be use d to access either Crestview Elementary or Park High. The new drive aisles internal to the site create a large amount of stacking that will be utilized during peak hours at the schools and should address the existing traffic that backs on to 80th Street. The Applicant is proposing additional changes internal to the site that will relocate the drop -off and pick-up areas to the north side of Park High School. This new location will require that all traffic leaving the site for drop off and pick up at the high school exits the site to Ideal Avenue on the east side of the site. Concerns were identified that new traf fic issues could exist for Ideal Avenue. The Applicant is proposing a gate from the student parking area to the new drive aisle out to Ideal Avenue. A signalized intersection on 80th Street will serve as the entrance and exit for student parking to the high school. No additional traffic control is proposed at Ideal Avenue and 80th Street. No additional pedestrian striping is required at the exit from the school property to Ideal Avenue at this time given there is no sidewalk existing on the east side of Ideal Avenue. Parking • Minimum Parking Requirements: o Elementary Schools (Crestview Elementary): 1 space for each classroom plus 1 space for each 100-student capacity o Secondary Schools (Park High School): 1 space for each 10 students based on capacity design plus 1 space for each 2 classrooms. • Current parking spaces: o Crestview Elementary: 97 parking spaces o Park High School: 677 parking spaces • Required parking spaces: o Crestview Elementary: 39 Parking Spaces o Park High School: 248 Parking Spaces • Proposed parking spaces: o Crestview Elementary: Parking Spaces 105 o Park High School: Parking Spaces 748 The Applicant is proposing to install a gate on the northwest corner of the existing parking lot to ensure that all student traffic is isolated to the signalized intersection at 80th Street and Hyde Avenue. This will also reduce internal circulation leading towards the access on Ideal Avenue. The southern most existing parking lot is nonconforming as a 30 -foot setback is required from property lines (11-3-4E). No changes are proposed to this parking lot; therefore, it will remain legal nonconforming. Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 6 of 9 Proposed Parking Adjustments Tree Preservation City Code Title 11-3-13 requires completion of a tree inventory (all qualifying trees) for the project area of a proposed development. For projects in residential districts, 40 percent of the qualifying caliper inches on a site are permitted to be removed without required mitigation. The Applicant is proposing removal of 107 qualifying inches, under the permitted 40 percent removal; therefore, no mitigation is required. Landscaping The Applicant has submitted a detailed landscape plan including proposed additional landscap ing throughout the site. The majority of the proposed landscaping will be focused near the proposed addition at the rear of the building given this will be the new building entrance. Nonresidential uses operating within a residential district are required to preserve 30 percent of the site area as green/open space. The Applicant has proposed 58 percent of the Park High and Crestview site to be maintained as green/open space. Fencing The Applicant is proposing fencing throughout the site including adjacent to newly proposed drive - ways through the site and as a part of improvements to sport fields. The proposed fencing includes both black vinyl-coated chain link as well as black ornamental fencing. Both proposed fencing types are permitted in residential districts at a height no greater than 6 feet with the exception of proposed fencing at back stops and ball fields. Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 7 of 9 Signage A monument sign is currently located adjacent to 80th Street. No modifications are proposed at this time to the sign; however, if modifications are proposed, a building permit is required to be secured. Photometric Plan City code standard requires less than 0.5-foot candles to be measured at property lines for uses within residential zoning districts. The Applicant has provided a photometric plan indicating zero- foot candles measured at each property line. Architectural Materials City code requires nonresidential buildings within residential districts to use a mix of no less than 65 percent Class I and 2 materials including brick, stone, and glazing. The proposed additions include a total of 78 percent of Class 1 materials including: • 56% Brick • 16% Glazing • 6% Stone Exterior Material Easements In anticipation of the proposed improvements to 80th Street, the city is working with the Applicant to allocate additional easement area adjacent to 80th Street to the City. The current right -of-way does not encompass the city trail adjacent to 80th Street , existing utilities, and streetlight infra- structure. An additional right-of-way and drainage and utility easement is proposed to ensure ac- cess to this infrastructure for any potential maintenance needs. Exact descriptions for the ease - ment have not been provided; the City Engineer has noted that the easement should extend two to three feet from the north side of the existing trail, but final descriptions should be based on the section line that is south of the parcel. This has been estimated in the graphic below. The addi - tional easement requirement will increase the nonconformity of the southernmost parking lot and will create a nonconformity for the parking lot in the east of the existing nonconforming parking lot on the property as well. Additional standard 10-foot perimeter drainage and utility easements are also proposed on the east side of the site adjacent to Ideal Avenue, on the west side adjacent to Hinton Avenue, and Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 8 of 9 north of the required easement along 80th Street to provide essential space for maintenance of existing watermain and sanitary sewer. Given the location of existing infrastructure, the additional standard perimeter drainage and utility easement area would allow for sufficient area for mainte - nance purposes. With the required easement from 80th Street, the monument sign will be within the required drainage and utility easement. The documents to record the easement will acknowledge the sign and establish conditions and standards around it. Current drainage and utility easements exist in the northwest and northeast of the parcel. A cur - rent 20-foot easement exists along the northeast part of the property for sanitary sewer and storm - water sewer. This easement is undersized currently, and the City Engineer has advised that an additional 10 feet of easement should be required, for a total of 30 feet. A current 30-foot ease- ment exists through the northwestern area of the parcel for the City’s watermain. The new drive aisle will be constructed partially on top of the easemen t, and an encroachment agreement will be needed. If the City were to need to access the utility, constructed surfaces on the site could be damaged. Proposed Easement Areas Grading and Surface Water Management The Applicant is proposing grading in multiple areas of the site to account for the addition of the new building, drive aisles, and parking lots. Stormwater management on the site is through filtra - tion basins, curb and gutter, and stormwater sewer that outlets to Ideal Avenue and 80th Street where existing City infrastructure exists. Infiltration basins are not a viable option for storm water management as the site is largely within a groundwater protection area. The proposed grading and associated drainage are proposed to meet the surface water management requirements es- tablished by the State, Watershed District, and the City’s Surface Water Management Plan. Utilities The Applicant is proposing to reconfigure utilities on site. No changes are proposed for connection to City infrastructure. Public Hearing Notices Honorable Mayor, City Council, and Jennifer Levitt Park High School – Site Plan Review December 4, 2024 Page 9 of 9 The public hearing notice for the November 25, 2024, Planning Commission meeting was pub - lished in the Saint Paul Pioneer Press and mailed to 330 property owners within 500 feet of the proposed project on November 13, 2024. Staff has not received any comments at the time of writing the report. Recommendation The City Council is recommended to take the following actions: 1. Adopt Resolution 2024-177 approving the site plan review for two additions to Park High School located at 8040 80th Street South totaling approximately 35,000 square feet and additional site improvements to property located at 8040 80th Street South and 7830 80th Street South. 2. Approve drainage and utility easements, right-of-way easement, encroachment agreement, and a stormwater maintenance agreement on property located at 8040 and 7830 80th Street South. IDEAL AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)HINTON AVENUE SOUTH (PUBLIC STREET) HINTON AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)IDEAL AVENUE SOUTH (PUBLIC STREET)79TH ST. SOUTH (PUBILIC STREET)C000PARK HIGH SCHOOLADDITIONS & RENOVATIONSCOTTAGE GROVE, MINNESOTADRAWING INDEXPROJECT LOCATIONC000CIVIL TITLE SHEET1 OF 6ALTA/NSPS LAND TITLE SURVEY2 OF 6ALTA/NSPS LAND TITLE SURVEY3 OF 6ALTA/NSPS LAND TITLE SURVEY4 OF 6ALTA/NSPS LAND TITLE SURVEY5 OF 6ALTA/NSPS LAND TITLE SURVEY6 OF 6ALTA/NSPS LAND TITLE SURVEYC100SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC101SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC102SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC103SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC104SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC105SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC106SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC200GRADING, DRAINAGE, AND EROSION CONTROL PLANC201GRADING, DRAINAGE, AND EROSION CONTROL PLANC202GRADING, DRAINAGE, AND EROSION CONTROL PLANC203GRADING, DRAINAGE, AND EROSION CONTROL PLANC204GRADING, DRAINAGE, AND EROSION CONTROL PLANC205GRADING, DRAINAGE, AND EROSION CONTROL PLANC206GRADING, DRAINAGE, AND EROSION CONTROL PLANC300UTILITY PLANC301UTILITY PLANC302UTILITY PLANC303UTILITY PLANC304UTILITY PLANC305UTILITY PLANC306UTILITY PLANC307FIRE HYDRANT EXHIBITC400PAVING AND GEOMETRIC PLANC401 PAVING AND GEOMETRIC PLANC402PAVING AND GEOMETRIC PLANC403PAVING AND GEOMETRIC PLANC404PAVING AND GEOMETRIC PLANC405PAVING AND GEOMETRIC PLANC406PAVING AND GEOMETRIC PLANC500CIVIL DETAILSC501CIVIL DETAILSC502CIVIL DETAILSC503MN/DOT PEDESTRIAN CURB RAMPSC600 STORM WATER POLLUTION PREVENTION PLAN - EXISTING CONDITIONSC601STORM WATER POLLUTION PREVENTION PLAN - PROPOSED CONDITIONSCHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MNGEOTECHNICALBRAUN INTERTEC11001 HAMPSHIRE AVENUE SMINNEAPOLIS, MNCONTACT: STEVE MOENPHONE: 651-666-9355PROJECT DIRECTORYSURVEYORWESTWOOD PROFESSIONAL SERVICES12701 WHITEWATER DRIVE SUITE #300MINNETONKA, MN 554343CONTACT: CHRIS AMBOURN, R.L.S.PHONE: 952-937-5150FAX: 952-937-5822ELECTRICAL ENGINEERISG7900 INTERNATION DRIVE, SUITE 500BLOOMINGTON, MN 55425CONTACT: SCOTT HUTCHINS, P.E.PHONE: 651-451-4605WATERSHED DISTRICTSOUTH WASHINGTONWATERSHED DISTRICT2302 TOWER DR.WOODBURY, MN 55447CONTACT: JOHN LOOMISPHONE: 651-714-3714SCHOOL DISTRICTSOUTH WASHINGTON COUNTY SCHOOLS7362 E POINT DOUGLAS RD.COTTAGE GROVE, MN 55016DISTRICT CONTACT: KYLE UECKERPHONE: 651-425-6299COTTAGE GROVE ENGINEERING12800 RAVINE PARKWAY SOUTHCOTTAGE GROVE, MN 55016CONTACT: AMANDA MEYER, P.E.PHONE: 651-458-2848CIVIL ENGINEERBKBM ENGINEERS6120 EARLE BROWN DRIVE, SUITE 700MINNEAPOLIS, MN 55430CONTACT: KEVIN BOHL, P.E.PHONE: 763-843-0420FAX: 763-843-0421ARCHITECTKOMA2051 KILLEBREW DRIVE, SUITE 680BLOOMINGTON, MN 55425CONTACT: MARC R. DUBOISPHONE: 651-788-9018NATURAL GAS UTILITYCENTERPOINT ENERGYPHONE: 612-372-4727TELEPHONE ANDCABLE UTILITIESCENTURYLINK800-526-3557COMCAST651-222-3333HUGHESNET651-458-0315ELECTRIC UTILITYXCEL ENERGYPHONE: 612-330-5500CONSTRUCTION COMPANYKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET,MINNEAPOLIS, MN 55404CONTACT:PHONE: 612-332-7281LANDSCAPECALYX DESIGN GROUP475 CLEVELAND AVENUE NORTH, SUITE 101ASAINT PAUL, MN 55104CONTACT: BEN HARTBERG, PLA/ASLA/LEED APPHONE: 651-788-9018CIVIL TITLE SHEET RIM=867.35INV(E,W)858.70RIM=865.32INV(N)=857.82INV(E,W)=857.09RIM=864.66INV(E,W)=857.3818" RCPRIM=868.00INV(E,W)=864.3021" RCPINV=864.54RIM=875.69INV(W)=868.59INV(E)=868.69INV(S)=868.8912"RCPRIM=864.83INV(N,W)=858.38INV(SE)=858.4324"RCP24"RCP18"RCP RIM=846.28INV(SW)=840.78INV(E)=840.8318"RCPRIM=863.91INV(E)=858.91INV(W)=858.9615"RCPRIM=867.55INV(SW)=863.90INV(NE)=863.9512"RCP12"RCPRIM=868.53INV(S)=865.58INV(E,SE)=866.486 INCH PVCTERMINUSUNKNOWN880TH STREET SOUTH (PUBLIC STREET)SIGNBITUMINOUS PATHCONCRETE SIDEWALKRIM=868.64INV(N)=864.99INV(S)=865.90RIM=870.67INV(N,S)=861.57INV(NW)=863.3210" PVC10" PVC 6" METALTERMINUS UNKNOWNRIM=866.32INV(N,S)=862.8212" RCP RIM=864.17INV(NE)=860.77INV(E)=859.17INV(858.97BOX CULVERTMH LID TOP=866.03INV(W)=864.06CRESTVIEW ELEMENTARYNO STRUCTURES FOUNDDRAWN PER CITY GISCONCRETEAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UP875865 870 875870871869868867 SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC100CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING BUILDINGRIM=886.98INV(E,W)=873.93INV(N)=874.08RIM=881.24INV(E,W)=971.89INV(N)=872.22RIM=882.38INV(E,W)=873.16RIM=890.07INV(E,N)=885.07RIM=891.16INV(W)=883.91INV(N)=883.06INV(S)=883.016" PVC12" PVCRIM=877.90INV(NE)=873.401 2 " R C P RIM=880.76INV(NW,SW)=873.36INV(SE)=876.31 18"RCPRIM=879.08INV(SE)=872.58INV(W)=870.43INV(N)=874.2818" RCPSTORM GRATERIM=875.56INV(E)=868.56INV(W)=867.16RIM=879.26INV(N,S)=873.166"PVC INTO BLD.6" PVC RIM=886.75INV(N,S)=879.50RIM=886.08INV(W)=879.13INV(S)=879.1812"RCP12"RCPWM PER CITY GIS MAPSSIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)SIGNCONCRETE SIDEWALKRIM=886.18INV(NW)=864.58RIM=885.65INV(NW)=880.90INV(SE)=881.7512" RCP12" RCPLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HEREN89°56'13"E 2597.57890875SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC101CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=883.32INV(N)=876.82INV(W)=876.57RIM=885.02INV(E,W)=875.22RIM=884.14INV(W)=880.8918" RCPRIM=888.28INV(NE)=883.53INV(NW)=883.03INV(W)=882.93INV(SW)=882.78INV(E)=882.5818" RCP1 5 " RC P 18" RCPRIM=886.18INV(E,SE)=880.08INV(W,N)=878.78RIM=881.84INV(W)=876.39INV(E)=876.29INV(SW X 2)=876.1915" RCP12" PVC X 2 RIM=881.80INV(W)=876.8515"RCPRIM=882.63INV(NE X 2)=876.08INV(S)=875.98RIM=881.93INV(E)=876.88RIM=889.51INV(NW,N,NE)=878.56INV(S)=878.26RIM=887.07INV(SW)=882.92INV(NE)=882.77 1 2 " R C P RIM=888.71INV(W)=883.59INV(E)=883.5112" RCPRIM=886.97INV(NE)=883.57INV(W)=883.876" PVCTERMINUS UNKNOWNRIM=889.98INV(E)=885.08INV(NW)=885.1312" RCPINTO BUILDINGOCS RIM HIGH=886.28OCS RIM LOW=885.35INV(NW)=882.62INV(SE)=880.40SUMP=879.96 24"RCPINV=880.39RIM=885.23INV(NW,S)=876.3810" PVC10" PVCRIM=884.83INV(N,SE)=875.8310" PVC24" RC P RIM=888.52INV(NE)=873.67WM PER CITY GIS MAPS8IDEAL AVENUE SOUTH (PUBLIC STREET)BITUMINOUS PATHCONCRETE SIDEWALK80TH STREET SOUTH (PUBLIC STREET)120PARK HIGH SCHOOL70CONCRETE SIDEWALKCONCRETE SIDEWALK PONDCONCRETE SIDEWALKSTRUCTURENOT FIELDLOCATEDLIMITS OF FIELD MARKINGUNKNOWN PATHOF WATERMAINAPPROXIMATE WATERCONNECTION88589 0890 885885 8858868 8 7 888 88 9 890 88 5 SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC102CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN WM PER CITYGIS MAPSPOINT APOINT B203020CONCRETE SIDEWALK BITUMINOUS PATHCONCRETE SIDEWALKBITUMINOUS870875880885890895 89773017302730373047305737773787379738073817382738373847401740274037404740574377438743974407441744274437444744574467447744874497450745174527453745474557456745774967499750075017759SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC103CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=886.77INV(E,W)=880.1712"RCP12"RCPRIM=889.47INV(SW,W)=880.17UNCERTAIN IFCONNECTS EASTRIM=886.41INV(E)=880.99UTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)30 LEASE AREA PER DOC.NO. 3667026 (ITEM 12)RIM=881.99INV(W)=879.49INV=878.21BITUMINOUS PATHLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERENO STRUCTURES FOUNDDRAWN PER CITY GISSELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC104CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN BASEBALL FIELDEXISTING GRANDSTANDRIM=889.56INV(W)=875.61INV(E)=875.56RIM=883.47INV(N)=876.37INV(E)=876.4715" RCP 12" RCP10" PVCRIM=883.69INV(N,S)=874.39INV(E)=874.59INV(W)=UNKNOWN10" PVCRIM=883.04INV(NW)=878.54RIM=882.91INV(N,S)=868.78INV(E,W)=UNKOWNRIM=883.09INV(W)=878.19INV(SW)=878.49INV(E)=878.69RIM=882.23INV(E)=878.2812" RCPRIM=882.32INV(W)=877.02INV(SW)=874.82BOTH 12" RCPRIM=883.02INV(N)=861.67INV(S)=862.07INV(E)=861.57RIM=886.18INV(N,S)=870.98UNKNOWN SIZERIM=886.68INV(W)=875.78INV(N,SE)=881.13INV(E)=877.68RIM=881.94INV(NE)=875.19INV(NW)=876.89INV(W)=875.2936" RCP36" RCP12" PVCSTORM GRATERIM=882.64INV(NW,SE)=879.14INV(SW)=879.24INV(NE)=879.29STORM GRATE24" RC PRIM=884.37INV(NE)=876.17INV(SW)=876.22RIM=882.42INV(SE)=877.42RIM=891.01INV(NE,NW)=876.36INV(W)=881.06INV(SW)=879.2130" RCP12" PVC12" PVC15" RCPRIM=890.02INV(N)=876.72INV(SW)=876.77 30"RCPRIM=888.52INV(NE)=873.67RIM=889.21INV(S,E)=875.7136" RCPRIM=889.47INV(SW,W)=880.17UNCERTAIN IFCONNECTS EAST24" RCP RIM=889.52INV(SE)=878.52INV(W)=878.67INV(SSW)=878.82INV(WSW)=883.27RIM=887.82INV(W)=875.82INV(NE)=875.7736" RCPRIM=888.40INV(N)=873.30INV(E)=873.05CONNECTS T OSTADIUM RESTROOM6" PVC 10" PVCRIM=880.60INV(SW)=874.85INV(S)=874.45INV(N)=875.20INV(E)=874.30PER CITY GIS THESESTRUCTURES CONNECT 36"RCPTERMINUS UNKNOWNIDEAL AVENUE SOUTH (PUBLIC STREET) ACCESS CONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T HBATTING CAGELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERETRENCHDRAINSTRUCTURENOT FIELDLOCATEDWATERMAIN SERVICESSTADIUM, UNDERGROUNDPATH IS UNKNOWNLIMITS OF FIELD MARKINGUNKNOWN PATHOF WATERMAINN00°23'18"E 1261.08 890890885885885 890 8 9 0 4" IRRIGATION PER PLAN SELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC105CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING GRANDSTANDRIM=880.05INV(E,W)=863.72RIM=886.77RIM=880.57INV(SW)=877.22INV(N)=877.12SUMP=873.32FULL WATERTERMINUS UNKNOWN8" PVC 18 " R C P RIM=881.25INV(NW)=878.5512" PVCRIM=882.36INV(SE)=877.86INV(NE)=877.61SUMP=873.66FULL WATERRIM=882.68INV(NW)=879.93INV(SE)=879.88STORM GRATERIM=877.54INV(N,E)=869.2448" RCP15" PVCRIM=878.70INV(E,N)=864.25WM PER CITY GIS MAPSPOINT CUTILITY EASEMENT PERDOC. NO. 3725666 (ITEM 14)3020 INV=875.25RIM=881.99INV(W)=879.49INV=878.21BLEACHERSBITUMINOUS PATHBITUMINOUS PATH8908898888908854" IRRIGATION PER PLAN 3" IRRIGATION PER PLANSELECTIVE SITE DEMOLITION AND EROSION CONTROL PLANC106CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=867.35INV(E,W)858.70RIM=865.32INV(N)=857.82INV(E,W)=857.09RIM=864.66INV(E,W)=857.3818" RCPRIM=875.69INV(W)=868.59INV(E)=868.69INV(S)=868.8912"RCPRIM=864.83INV(N,W)=858.38INV(SE)=858.4324"RCP24"RCP18"RCP RIM=846.28INV(SW)=840.78INV(E)=840.8318"RCPRIM=863.91INV(E)=858.91INV(W)=858.9615"RCPRIM=868.53INV(S)=865.58INV(E,SE)=866.486 INCH PVCTERMINUSUNKNOWN880TH STREET SOUTH (PUBLIC STREET)SIGNBITUMINOUS PATHCONCRETE SIDEWALKRIM=870.67INV(N,S)=861.57INV(NW)=863.3210" PVC10" PVC 6" METALTERMINUS UNKNOWNRIM=864.17INV(NE)=860.77INV(E)=859.17INV(858.97CRESTVIEW ELEMENTARYNO STRUCTURES FOUNDDRAWN PER CITY GISCONCRETEAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UP875865 870 875870871869868867 GRADING, DRAINAGE, AND EROSION CONTROL PLANC200CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN···· EXISTING BUILDINGRIM=886.98INV(E,W)=873.93INV(N)=874.08RIM=881.24INV(E,W)=971.89INV(N)=872.22RIM=882.38INV(E,W)=873.16RIM=890.07INV(E,N)=885.07RIM=891.16INV(W)=883.91INV(N)=883.06INV(S)=883.016" PVC12" PVCRIM=877.90INV(NE)=873.401 2 " R C P RIM=880.76INV(NW,SW)=873.36INV(SE)=876.31 18"RCPRIM=879.08INV(SE)=872.58INV(W)=870.43INV(N)=874.2818" RCPSTORM GRATERIM=875.56INV(E)=868.56INV(W)=867.16RIM=879.26INV(N,S)=873.166"PVC INTO BLD.6" PVC RIM=886.75INV(N,S)=879.50RIM=886.08INV(W)=879.13INV(S)=879.1812"RCP12"RCPWM PER CITY GIS MAPSSIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)SIGNCONCRETE SIDEWALKRIM=886.18INV(NW)=864.58RIM=885.65INV(NW)=880.90INV(SE)=881.7512" RCP12" RCPLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HEREN89°56'13"E 2597.57890875GRADING, DRAINAGE, AND EROSION CONTROL PLANC201CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=883.32INV(N)=876.82INV(W)=876.57RIM=885.02INV(E,W)=875.22RIM=884.14INV(W)=880.8918" RCPRIM=888.28INV(NE)=883.53INV(NW)=883.03INV(W)=882.93INV(SW)=882.78INV(E)=882.5818" RCP1 5 " RC P 18" RCPRIM=886.18INV(E,SE)=880.08INV(W,N)=878.78RIM=881.84INV(W)=876.39INV(E)=876.29INV(SW X 2)=876.1915" RCP12" PVC X 2 RIM=881.80INV(W)=876.8515"RCPRIM=882.63INV(NE X 2)=876.08INV(S)=875.98RIM=881.93INV(E)=876.88RIM=889.51INV(NW,N,NE)=878.56INV(S)=878.26RIM=887.07INV(SW)=882.92INV(NE)=882.77 1 2 " R C P RIM=888.71INV(W)=883.59INV(E)=883.5112" RCPRIM=886.97INV(NE)=883.57INV(W)=883.876" PVCTERMINUS UNKNOWNRIM=889.98INV(E)=885.08INV(NW)=885.1312" RCPINTO BUILDINGOCS RIM HIGH=886.28OCS RIM LOW=885.35INV(NW)=882.62INV(SE)=880.40SUMP=879.96 24"RCPINV=880.39RIM=885.23INV(NW,S)=876.3810" PVC10" PVCRIM=884.83INV(N,SE)=875.8310" PVC24" RC PWM PER CITY GIS MAPS8IDEAL AVENUE SOUTH (PUBLIC STREET)BITUMINOUS PATHCONCRETE SIDEWALK80TH STREET SOUTH (PUBLIC STREET)120PARK HIGH SCHOOL70CONCRETE SIDEWALKCONCRETE SIDEWALK PONDCONCRETE SIDEWALKSTRUCTURENOT FIELDLOCATEDAPPROXIMATE WATERCONNECTION88589 0890 885885 8858868 8 7 888 88 9 890 88 5 GRADING, DRAINAGE, AND EROSION CONTROL PLANC202CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN WM PER CITYGIS MAPSPOINT APOINT B203020CONCRETE SIDEWALK BITUMINOUS PATHCONCRETE SIDEWALKBITUMINOUS870875880885890895 89773017302730373047305737773787379738073817382738373847401740274037404740574377438743974407441744274437444744574467447744874497450745174527453745474557456745774967499750075017759GRADING, DRAINAGE, AND EROSION CONTROL PLANC203CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN UTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)30 LEASE AREA PER DOC.NO. 3667026 (ITEM 12)RIM=881.99INV(W)=879.49LIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERENO STRUCTURES FOUNDDRAWN PER CITY GISGRADING, DRAINAGE, AND EROSION CONTROL PLANC204CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING GRANDSTANDRIM=889.56INV(W)=875.61INV(E)=875.56RIM=883.47INV(N)=876.37INV(E)=876.4715" RCP 12" RCP10" PVCRIM=883.69INV(N,S)=874.39INV(E)=874.59INV(W)=UNKNOWN10" PVCRIM=883.04INV(NW)=878.54RIM=882.91INV(N,S)=868.78INV(E,W)=UNKOWNRIM=883.09INV(W)=878.19INV(SW)=878.49INV(E)=878.69RIM=882.23INV(E)=878.2812" RCPRIM=882.32INV(W)=877.02INV(SW)=874.82BOTH 12" RCPRIM=883.02INV(N)=861.67INV(S)=862.07INV(E)=861.57RIM=886.18INV(N,S)=870.98UNKNOWN SIZERIM=886.68INV(W)=875.78INV(N,SE)=881.13INV(E)=877.68RIM=881.94INV(NE)=875.19INV(NW)=876.89INV(W)=875.2936" RCP36" RCP12" PVCSTORM GRATERIM=882.64INV(NW,SE)=879.14INV(SW)=879.24INV(NE)=879.29STORM GRATE24" RC PRIM=884.37INV(NE)=876.17INV(SW)=876.22RIM=882.42INV(SE)=877.42RIM=888.40INV(N)=873.30INV(E)=873.05CONNECTS T OSTADIUM RESTROOM6" PVC 10" PVCRIM=880.60INV(SW)=874.85INV(S)=874.45INV(N)=875.20INV(E)=874.30PER CITY GIS THESESTRUCTURES CONNECT 36"RCPTERMINUS UNKNOWNIDEAL AVENUE SOUTH (PUBLIC STREET) CONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H LIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERETRENCHDRAINSTRUCTURENOT FIELDLOCATEDN00°23'18"E 1261.08 890890885885885 890 8 9 0 4" IRRIGATION PER PLAN GRADING, DRAINAGE, AND EROSION CONTROL PLANC205CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING GRANDSTANDRIM=880.05INV(E,W)=863.72RIM=880.57INV(SW)=877.22INV(N)=877.12SUMP=873.32FULL WATERTERMINUS UNKNOWN8" PVC 18 " R C P RIM=881.25INV(NW)=878.5512" PVCRIM=882.36INV(SE)=877.86INV(NE)=877.61SUMP=873.66FULL WATERRIM=882.68INV(NW)=879.93INV(SE)=879.88STORM GRATERIM=877.54INV(N,E)=869.2448" RCP15" PVCRIM=878.70INV(E,N)=864.25WM PER CITY GIS MAPSPOINT CUTILITY EASEMENT PERDOC. NO. 3725666 (ITEM 14)3020 INV=875.25RIM=881.99INV(W)=879.49BLEACHERSBITUMINOUS PATH8908898888908854" IRRIGATION PER PLAN 3" IRRIGATION PER PLANGRADING, DRAINAGE, AND EROSION CONTROL PLANC206CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=867.35INV(E,W)858.70RIM=865.32INV(N)=857.82INV(E,W)=857.09RIM=864.66INV(E,W)=857.3818" RCPRIM=875.69INV(W)=868.59INV(E)=868.69INV(S)=868.8912"RCPRIM=864.83INV(N,W)=858.38INV(SE)=858.4324"RCP24"RCP18"RCP RIM=846.28INV(SW)=840.78INV(E)=840.8318"RCPRIM=863.91INV(E)=858.91INV(W)=858.9615"RCPRIM=868.53INV(S)=865.58INV(E,SE)=866.486 INCH PVCTERMINUSUNKNOWN880TH STREET SOUTH (PUBLIC STREET)SIGNBITUMINOUS PATHCONCRETE SIDEWALKRIM=870.67INV(N,S)=861.57INV(NW)=863.3210" PVC10" PVC 6" METALTERMINUS UNKNOWNRIM=864.17INV(NE)=860.77INV(E)=859.17INV(858.97CRESTVIEW ELEMENTARYNO STRUCTURES FOUNDDRAWN PER CITY GISCONCRETEAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UPUTILITY PLAN C300CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING BUILDINGRIM=886.98INV(E,W)=873.93INV(N)=874.08RIM=881.24INV(E,W)=971.89INV(N)=872.22RIM=882.38INV(E,W)=873.16RIM=890.07INV(E,N)=885.07RIM=891.16INV(W)=883.91INV(N)=883.06INV(S)=883.016" PVC12" PVCRIM=877.90INV(NE)=873.401 2 " R C P RIM=880.76INV(NW,SW)=873.36INV(SE)=876.31 18"RCPRIM=879.08INV(SE)=872.58INV(W)=870.43INV(N)=874.2818" RCPSTORM GRATERIM=875.56INV(E)=868.56INV(W)=867.16RIM=879.26INV(N,S)=873.166"PVC INTO BLD.6" PVC RIM=886.75INV(N,S)=879.50RIM=886.08INV(W)=879.13INV(S)=879.1812"RCP12"RCPWM PER CITY GIS MAPSSIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)SIGNCONCRETE SIDEWALKRIM=886.18INV(NW)=864.58RIM=885.65INV(NW)=880.90INV(SE)=881.7512" RCP12" RCPLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HEREN89°56'13"E 2597.57UTILTY PLAN C301CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN RIM=883.32INV(N)=876.82INV(W)=876.57RIM=885.02INV(E,W)=875.22RIM=884.14INV(W)=880.8918" RCPRIM=888.28INV(NE)=883.53INV(NW)=883.03INV(W)=882.93INV(SW)=882.78INV(E)=882.5818" RCP1 5 " RC P 18" RCPRIM=886.18INV(E,SE)=880.08INV(W,N)=878.78RIM=881.84INV(W)=876.39INV(E)=876.29INV(SW X 2)=876.1915" RCP12" PVC X 2 RIM=881.80INV(W)=876.8515"RCPRIM=882.63INV(NE X 2)=876.08INV(S)=875.98RIM=881.93INV(E)=876.88RIM=889.51INV(NW,N,NE)=878.56INV(S)=878.26RIM=887.07INV(SW)=882.92INV(NE)=882.77 1 2 " R C P RIM=888.71INV(W)=883.59INV(E)=883.5112" RCPRIM=886.97INV(NE)=883.57INV(W)=883.876" PVCTERMINUS UNKNOWNRIM=889.98INV(E)=885.08INV(NW)=885.1312" RCPINTO BUILDINGOCS RIM HIGH=886.28OCS RIM LOW=885.35INV(NW)=882.62INV(SE)=880.40SUMP=879.96 24"RCPINV=880.39RIM=885.23INV(NW,S)=876.3810" PVC10" PVCRIM=884.83INV(N,SE)=875.8310" PVC24" RC PWM PER CITY GIS MAPS8IDEAL AVENUE SOUTH (PUBLIC STREET)BITUMINOUS PATHCONCRETE SIDEWALK80TH STREET SOUTH (PUBLIC STREET)120PARK HIGH SCHOOL70CONCRETE SIDEWALKCONCRETE SIDEWALK PONDCONCRETE SIDEWALKSTRUCTURENOT FIELDLOCATEDAPPROXIMATE WATERCONNECTIONUTILITY PLAN C302CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN WM PER CITYGIS MAPSPOINT APOINT B203020CONCRETE SIDEWALK BITUMINOUS PATHCONCRETE SIDEWALKBITUMINOUSUTILITY PLAN C303CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN UTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)30 LEASE AREA PER DOC.NO. 3667026 (ITEM 12)RIM=881.99INV(W)=879.49LIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERENO STRUCTURES FOUNDDRAWN PER CITY GISUTILITY PLAN C304CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING GRANDSTANDRIM=889.56INV(W)=875.61INV(E)=875.56RIM=883.47INV(N)=876.37INV(E)=876.4715" RCP 12" RCP10" PVCRIM=883.69INV(N,S)=874.39INV(E)=874.59INV(W)=UNKNOWN10" PVCRIM=883.04INV(NW)=878.54RIM=882.91INV(N,S)=868.78INV(E,W)=UNKOWNRIM=883.09INV(W)=878.19INV(SW)=878.49INV(E)=878.69RIM=882.23INV(E)=878.2812" RCPRIM=882.32INV(W)=877.02INV(SW)=874.82BOTH 12" RCPRIM=883.02INV(N)=861.67INV(S)=862.07INV(E)=861.57RIM=886.18INV(N,S)=870.98UNKNOWN SIZERIM=886.68INV(W)=875.78INV(N,SE)=881.13INV(E)=877.68RIM=881.94INV(NE)=875.19INV(NW)=876.89INV(W)=875.2936" RCP36" RCP12" PVCSTORM GRATERIM=882.64INV(NW,SE)=879.14INV(SW)=879.24INV(NE)=879.29STORM GRATE24" RC PRIM=884.37INV(NE)=876.17INV(SW)=876.22RIM=882.42INV(SE)=877.42RIM=888.40INV(N)=873.30INV(E)=873.05CONNECTS T OSTADIUM RESTROOM6" PVC 10" PVCRIM=880.60INV(SW)=874.85INV(S)=874.45INV(N)=875.20INV(E)=874.30PER CITY GIS THESESTRUCTURES CONNECT 36"RCPTERMINUS UNKNOWNIDEAL AVENUE SOUTH (PUBLIC STREET) CONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H LIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERETRENCHDRAINSTRUCTURENOT FIELDLOCATEDN00°23'18"E 1261.08 4" IRRIGATION PER PLAN UTILTY PLAN C305CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING GRANDSTANDRIM=880.05INV(E,W)=863.72RIM=880.57INV(SW)=877.22INV(N)=877.12SUMP=873.32FULL WATERTERMINUS UNKNOWN8" PVC 18 " R C P RIM=881.25INV(NW)=878.5512" PVCRIM=882.36INV(SE)=877.86INV(NE)=877.61SUMP=873.66FULL WATERRIM=882.68INV(NW)=879.93INV(SE)=879.88STORM GRATERIM=877.54INV(N,E)=869.2448" RCP15" PVCRIM=878.70INV(E,N)=864.25WM PER CITY GIS MAPSPOINT CUTILITY EASEMENT PERDOC. NO. 3725666 (ITEM 14)3020 INV=875.25RIM=881.99INV(W)=879.49BLEACHERSBITUMINOUS PATH4" IRRIGATION PER PLAN 3" IRRIGATION PER PLANUTILTY PLAN C306CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN EXISTING BUILDINGEXISTING GRANDSTANDWM PER CITYGIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSPOINT APOINT BPOINT CIDEAL AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET) (PUBLIC STREET)SIGNSIGNCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHBITUMINOUS PATHBITUMINOUS PATHCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHEXISTING GRANDSTANDCONCRETE SIDEWALKHINTON AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)IDEAL AVENUE SOUTH (PUBLIC STREET)CENTERLINEGRAVEL PATHSE CORNERSEC. 8-27-21FOUND CIM120120PARK HIGH SCHOOLCRESTVIEW ELEMENTARYBLEACHERSBITUMINOUS PATH60606060607070CONCRETE SIDEWALKCONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H PONDCONCRETE SIDEWALKLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERECONCRETE SIDEWALKBITUMINOUSCONCRETEAPPROXIMATE WATERCONNECTIONAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UPN89°56'13"E 2597.57N00°23'18"E 1261.08 S89°56'04"W 2593.52S00°34'19"W 202.94S89°58'21"W70.58S89°58'21"W70.66S00°20'44"W20.00S00°34'19"W 780.04S89°58'21"W18.74S00°20'44"W20.00N89°58'21"E18.82S00°34'19"W 238.01 4" IRRIGATION PER PLAN 3" IRRIGATION PER PLANFIRE HYDRANT EXHIBIT C307CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN 80TH STREET SOUTH (PUBLIC STREET)SIGNBITUMINOUS PATHCONCRETE SIDEWALKCRESTVIEW ELEMENTARYCONCRETEPAVING AND GEOMETRIC PLAN C400CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ ” ’ EXISTING BUILDINGSIGNCONCRETE SIDEWALKN89°56'13"E 2597.57PAVING AND GEOMETRIC PLAN C401CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ IDEAL AVENUE SOUTH (PUBLIC STREET)BITUMINOUS PATHCONCRETE SIDEWALK80TH STREET SOUTH (PUBLIC STREET)120PARK HIGH SCHOOL70CONCRETE SIDEWALKCONCRETE SIDEWALK PONDCONCRETE SIDEWALKPAVING AND GEOMETRIC PLAN C402CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ CONCRETE SIDEWALK BITUMINOUS PATHCONCRETE SIDEWALKBITUMINOUSPAVING AND GEOMETRIC PLAN C403CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ PAVING AND GEOMETRIC PLAN C404CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ EXISTING GRANDSTANDIDEAL AVENUE SOUTH (PUBLIC STREET) CONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H N00°23'18"E 1261.08 PAVING AND GEOMETRIC PLAN C405CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ ” ’ EXISTING GRANDSTANDBLEACHERSBITUMINOUS PATHPAVING AND GEOMETRIC PLAN C406CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN” ’ C500CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MNCIVIL DETAILS CIVIL DETAILS C501CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN···· CIVIL DETAILS C502CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN MN/DOT PEDESTRIAN CURB RAMPSC503CHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MN TENNIS COURTSFOOTBALL FIELDBASEBALL FIELDSOFTBALL FIELDBASEBALL FIELDBASEBALL FIELDBASEBALL FIELDSHOTPUT AREALONG JUMP AREAEXISTING BUILDINGEXISTING GRANDSTANDRIM=880.05INV(E,W)=863.72RIM=883.32INV(N)=876.82INV(W)=876.57RIM=886.98INV(E,W)=873.93INV(N)=874.08RIM=885.02INV(E,W)=875.22RIM=881.24INV(E,W)=971.89INV(N)=872.22RIM=882.38INV(E,W)=873.16RIM=867.35INV(E,W)858.70RIM=865.32INV(N)=857.82INV(E,W)=857.09RIM=864.66INV(E,W)=857.38RIM=866.83INV(N)=856.01INV(E,W)=855.93RIM=867.02INV(N)=850.17INV(E,W)=850.03RIM=867.33INV(E,W,N)=859.18INV(SW)=852.58RIM=884.14INV(W)=880.8918" RCPRIM=888.28INV(NE)=883.53INV(NW)=883.03INV(W)=882.93INV(SW)=882.78INV(E)=882.5818" RCP1 5 " RC P 18" RCPRIM=886.18INV(E,SE)=880.08INV(W,N)=878.78RIM=889.56INV(W)=875.61INV(E)=875.56RIM=881.84INV(W)=876.39INV(E)=876.29INV(SW X 2)=876.1915" RCP12" PVC X 2 RIM=881.80INV(W)=876.8515"RCPRIM=882.63INV(NE X 2)=876.08INV(S)=875.98RIM=881.93INV(E)=876.88RIM=889.51INV(NW,N,NE)=878.56INV(S)=878.26RIM=887.07INV(SW)=882.92INV(NE)=882.77 1 2 " R C P RIM=888.71INV(W)=883.59INV(E)=883.5112" RCPRIM=886.97INV(NE)=883.57INV(W)=883.876" PVCTERMINUS UNKNOWNRIM=889.98INV(E)=885.08INV(NW)=885.1312" RCPINTO BUILDINGRIM=890.07INV(E,N)=885.07RIM=891.16INV(W)=883.91INV(N)=883.06INV(S)=883.016" PVC12" PVC RIM=886.77INV(E,W)=880.1712"RCP12"RCPRIM=877.90INV(NE)=873.4012 " R C P RIM=880.76INV(NW,SW)=873.36INV(SE)=876.31 18"RCPRIM=879.08INV(SE)=872.58INV(W)=870.43INV(N)=874.2818" RCPSTORM GRATERIM=875.56INV(E)=868.56INV(W)=867.1618" RCPRIM=879.26INV(N,S)=873.166"PVC INTO BLD.6" PVC RIM=868.00INV(E,W)=864.3021" RCPINV=864.54OCS RIM HIGH=886.28OCS RIM LOW=885.35INV(NW)=882.62INV(SE)=880.40SUMP=879.96 24"RCPINV=880.39RIM=886.75INV(N,S)=879.50RIM=886.08INV(W)=879.13INV(S)=879.1812"RCP12"RCPRIM=875.69INV(W)=868.59INV(E)=868.69INV(S)=868.8912"RCPRIM=864.83INV(N,W)=858.38INV(SE)=858.4324"RCP24"RCP18"RCP RIM=846.28INV(SW)=840.78INV(E)=840.8318"RCPRIM=863.91INV(E)=858.91INV(W)=858.9615"RCPRIM=867.55INV(SW)=863.90INV(NE)=863.9512"RCP12"RCPRIM=868.53INV(S)=865.58INV(E,SE)=866.486 INCH PVCTERMINUSUNKNOWNRIM=871.55INV(NW)=859.63INV(S)=865.2015"RCP10" PVCRIM=864.12INV(N,S)=856.7710" PVC 10" PVCRIM=863.64INV(W)=859.7912" RCPRIM=864.22INV(W,S,E)852.42INV(E)=858.4218"RCP18"RCP18"RCPRIM=866.33INV(W,S)=857.73RIM=866.44INV(S)=860.19INV(N)=860.4415"RCP 12"RCP RIM=878.02INV(W)=871.12INV(N)=869.57INV(E)=869.2715"RCP12"RCPRIM=866.30INV(N)=860.30INV(S)=866.20 12"RCP RIM=877.26INV(E)=871.26INV(W)=873.41RIM=885.23INV(NW,S)=876.3810" PVC10" PVCRIM=883.47INV(N)=876.37INV(E)=876.4715" RCP 12" RCPRIM=884.83INV(N,SE)=875.8310" PVCRIM=883.69INV(N,S)=874.39INV(E)=874.59INV(W)=UNKNOWN10" PVCRIM=883.04INV(NW)=878.54RIM=882.91INV(N,S)=868.78INV(E,W)=UNKOWNRIM=883.09INV(W)=878.19INV(SW)=878.49INV(E)=878.69RIM=882.23INV(E)=878.2812" RCPRIM=882.32INV(W)=877.02INV(SW)=874.82BOTH 12" RCPRIM=883.02INV(N)=861.67INV(S)=862.07INV(E)=861.57RIM=886.18INV(N,S)=870.98UNKNOWN SIZERIM=866.99INV(W,S)=842.19INV(N)=842.89INV(E)=843.2912" PVC15" PVC8" PVCRIM=886.68INV(W)=875.78INV(N,SE)=881.13INV(E)=877.6836" RCP36" RCP 12" RC P RIM=886.90INV(NW)=882.10INV(SW)=881.95RIM=886.62INV(NW)=882.02RIM=887.15INV(SE)=882.2012"RCPRIM=887.20INV(SE)=882.5512" RCPRIM=891.76INV(NE)=882.46INV(S)=882.4112" PV CRIM=886.95INV(NW)=862.35INV(E)=862.32RIM=889.09INV(SW)=879.59INV(NE)=879.64RIM=881.94INV(NE)=875.19INV(NW)=876.89INV(W)=875.2936 " RCP36" RCP12" PVCRIM=885.15INV(NW,SE)=862.6515" PVC15" PVCRIM=881.66INV(S)=879.6112" PVCRIM=880.98INV(SW)=877.98SUMP=7.05NO OTHER INVLOCATED, FULL WATERTERMINUS UNKNOWNRIM=882.77INV(N)=879.02INV(SE)=880.32 12" PVCRIM=882.69INV(NW)=877.99SUMP=874.04NO OTHER INVLOCATED, FULL WATERRIM=880.57INV(SW)=877.22INV(N)=877.12SUMP=873.32FULL WATERTERMINUS UNKNOWN8" PVC 18" R C P RIM=881.25INV(NW)=878.5512" PVCRIM=882.36INV(SE)=877.86INV(NE)=877.61SUMP=873.66FULL WATERRIM=882.68INV(NW)=879.93INV(SE)=879.88STORM GRATESTORM GRATERIM=882.64INV(NW,SE)=879.14INV(SW)=879.24INV(NE)=879.29STORM GRATE24" RCPRIM=884.37INV(NE)=876.17INV(SW)=876.2224" RCP RIM=882.42INV(SE)=877.42RIM=891.01INV(NE,NW)=876.36INV(W)=881.06INV(SW)=879.2130" RCP12" PVC12" PVC15" RCPRIM=890.02INV(N)=876.72INV(SW)=876.77 30"RCPRIM=888.52INV(NE)=873.67RIM=889.21INV(S,E)=875.7136" RCPRIM=889.47INV(SW,W)=880.17UNCERTAIN IFCONNECTS EAST2 4 " R C P RIM=889.52INV(SE)=878.52INV(W)=878.67INV(SSW)=878.82INV(WSW)=883.27RIM=886.41INV(E)=880.99RIM=887.82INV(W)=875.82INV(NE)=875.7736" RCPRIM=888.40INV(N)=873.30INV(E)=873.05CONNECTS T OSTADIUM RESTROOM6" PVC 10" PVCRIM=877.54INV(N,E)=869.2448" RCPRIM=891.78INV(W)=869.08INV(SE)=869.03RIM=891.94INV(W,SE)=863.0415" PVC15" PVCRIM=878.70INV(E,N)=864.25RIM=880.60INV(SW)=874.85INV(S)=874.45INV(N)=875.20INV(E)=874.30PER CITY GIS THESESTRUCTURES CONNECT 36"RCPTERMINUS UNKNOWNWM PER CITYGIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSSTORM AND SANITARYEASEMENT PER DOC.NO. 307111 (ITEM 7)2020SIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)SIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)888POINT APOINT BUTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)UTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)3020302030 POINT CUTILITY EASEMENT PERDOC. NO. 3725666 (ITEM 14)3020LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)IDEAL AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)HINTON AVENUE SOUTH (PUBLIC STREET)INV=862.06INV=859.95INV=859.69INV=859.65INV=863.99INV=875.25INV=874.80SIGNRIM=858.90INV(W)=854.30RIM=881.99INV(W)=879.49INV=878.21SIGNCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHBITUMINOUS PATHBITUMINOUS PATHPLAYGROUNDCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHEXISTING GRANDSTANDCONCRETE SIDEWALKOWNER: AFFOLTER JACOB& ALLISON EPSTEINPID: 0802721410111OWNER: COLE ANTHONY L& JESSICA LPID: 0802721410110OWNER: ROCK ANTHONY F& LINDA MPID: 0802721410109OWNER: SIMMONS MARQUES P& DONIELLE APID: 0802721410108OWNER: POMMERENINGTODD ARTHURPID: 0802721410107OWNER: PALQUIST CHAD M& CHRISTINEPID: 0802721410107OWNER: BAUER MITCHELL & TAMIPID: 0802721410105OWNER: GIEBNER SANDRA JPID: 0802721410104OWNER: MOSER MARLENE KPID: 0802721410101OWNER: MHIGO AGISHA & ACHIZAPID: 0802721410100OWNER: EL-SAID SHADI B& KATHRYN A TOIVONENPID: 0802721410099OWNER: RYDER WAYNE T & ANGELA CPID: 0802721410090OWNER: ATWELL DAVID G& JOANNE EPID: 0802721410089OWNER: SMITH SCOTT APID: 0802721410088OWNER: CITY OF COTTAGE GROVEPID: 0902721320001OWNER: CITY OF COTTAGE GROVEPID: 0902721320001OWNER: CITY OFCOTTAGE GROVEPID: 0902721310001OWNER: CITY OFCOTTAGE GROVEPID: 0902721340001ACCESSACCESSACCESSACCESSACCESSACCESSACCESSRIM=886.18INV(NW)=864.58RIM=885.65INV(NW)=880.90INV(SE)=881.7512" RCP12" RCPRIM=868.64INV(N)=864.99INV(S)=865.90RIM=870.67INV(N,S)=861.57INV(NW)=863.3210" PVC10" PVC 6" METALTERMINUS UNKNOWNRIM=866.32INV(N,S)=862.8212" RCP RIM=864.17INV(NE)=860.77INV(E)=859.17INV(858.97BOX CULVERTMH LID TOP=866.03INV(W)=864.06HINTON AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)IDEAL AVENUE SOUTH (PUBLIC STREET)CENTERLINEGRAVEL PATHSE CORNERSEC. 8-27-21FOUND CIMSTORM RIP RAPSOUTH 1/4 CORNERSEC. 8-27-21S89°58'21"W 2637.27120120PARK HIGH SCHOOLCRESTVIEW ELEMENTARY90.009090BLEACHERSBITUMINOUS PATHBITUMINOUS PATH606060 6060607070TRACK AREAMISCELLANEOUSPOLES (BATTERS EYE)PER CITY GIS MAPS,NOT FIELD LOCATEDCONCRETE SIDEWALKCONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H PONDCONCRETE SIDEWALKBATTING CAGELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERETRENCHDRAINSTRUCTURENOT FIELDLOCATEDNO STRUCTURES FOUNDDRAWN PER CITY GISNO STRUCTURES FOUNDDRAWN PER CITY GISCONCRETE SIDEWALKBITUMINOUSBLEACHERSCONCRETEBASEBALL STORAGEPER SO. WASHINGTONSCHOOLS ENGINEERINGINV=865.3624"CMPWATERMAIN SERVICESSTADIUM, UNDERGROUNDPATH IS UNKNOWNLIMITS OF FIELD MARKINGUNKNOWN PATHOF WATERMAINAPPROXIMATE WATERCONNECTIONAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UPN89°56'13"E 2597.57N00°23'18"E 1261.08 S89°56'04"W 2593.52S00°34'19"W 202.94S89°58'21"W70.58S89°58'21"W70.66S00°20'44"W20.00S00°34'19"W 780.04S89°58'21"W18.74S00°20'44"W20.00N89°58'21"E18.82S00°34'19"W 238.01 885890890 890875865 870 875 865 860870871869868867 875870865860856860865870875880885890 895 897890885 885 890 895 890 885 880 880875870865 865 870875860859 87887989088988889 0 885890885885890895897898899900895885885885 8858868 8 7 888 88 9 890 88 5 8 9 0 7301730273037304730573067307730873097310731173127313731473157316731773187319732073217322732373247325732673277328732973307331733273337334733573367337733873397340734173427343734473457346734773487349735073517352735373547355735673577358735973607361736273637364736573667367736873697370737173727373737473757376737773787379738073817382738373847385738673877388738973907391739273937394739573967397739873997400740174027403740474057406740774087409741074117412741374147415741674177418741974207421742274237424742574267427742874297430743174327433743474357436743774387439744074417442744374447445744674477448744974507451745274537454745574567457745874597460746174627463746474657466746774687469747074717472747374747475747674777478747974807481748274837484748574867487748874897490749174927493749474957496749774987499750075017502750375047505750675077508750975107511751275137514751575167517751875197520752175227523752475257526752775287529753075317532753375347535753675377538753975407541754275437544754575467547754875497550755175527553755475557556755775587559756075617562756375647565756675677568756975707571757275737574757575767577757875797580758175827583758475857586758775887589759075917592759375947595759675977598759976007601760276037604760576067607760876097610761176127613761476157616761776187619762076217622762376247625762676277628762976307631763276337634763576367637763876397640764176427643764476457646764776487649765076517652765376547655765676577658765976607661766276637664766576667667766876697670767176727673767476757676767776787679768076817682768376847685768676877688768976907691769276937694769576967697769876997700770177027703770477057706770777087709771077117712771377147715771677177718771977207721772277237724772577267727772877297730773177327733773477357736773777387739774077417742774377447745774677477748774977507751775277537754775577567757775877594" IRRIGATION PER PLAN 3" IRRIGATION PER PLAN123456789109A2ACHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MNSTORM WATER POLLUTION PREVENTION PLAN - EXISTING CONDITIONSC600 TENNIS COURTSFOOTBALL FIELDBASEBALL FIELDSOFTBALL FIELDBASEBALL FIELDBASEBALL FIELDSHOTPUT AREALONG JUMP AREAEXISTING BUILDINGEXISTING GRANDSTANDRIM=880.05INV(E,W)=863.72RIM=883.32INV(N)=876.82INV(W)=876.57RIM=886.98INV(E,W)=873.93INV(N)=874.08RIM=885.02INV(E,W)=875.22RIM=881.24INV(E,W)=971.89INV(N)=872.22RIM=882.38INV(E,W)=873.16RIM=867.35INV(E,W)858.70RIM=865.32INV(N)=857.82INV(E,W)=857.09RIM=864.66INV(E,W)=857.38RIM=866.83INV(N)=856.01INV(E,W)=855.93RIM=867.02INV(N)=850.17INV(E,W)=850.03RIM=867.33INV(E,W,N)=859.18INV(SW)=852.58RIM=884.14INV(W)=880.8918" RCPRIM=888.28INV(NE)=883.53INV(NW)=883.03INV(W)=882.93INV(SW)=882.78INV(E)=882.5818" RCP1 5 " RC P 18" RCPRIM=886.18INV(E,SE)=880.08INV(W,N)=878.78RIM=889.56INV(W)=875.61INV(E)=875.56RIM=881.84INV(W)=876.39INV(E)=876.29INV(SW X 2)=876.1915" RCP12" PVC X 2 RIM=881.80INV(W)=876.8515"RCPRIM=882.63INV(NE X 2)=876.08INV(S)=875.98RIM=881.93INV(E)=876.88RIM=889.51INV(NW,N,NE)=878.56INV(S)=878.26RIM=887.07INV(SW)=882.92INV(NE)=882.77 1 2 " R C P RIM=888.71INV(W)=883.59INV(E)=883.5112" RCPRIM=886.97INV(NE)=883.57INV(W)=883.876" PVCTERMINUS UNKNOWNRIM=889.98INV(E)=885.08INV(NW)=885.1312" RCPINTO BUILDINGRIM=890.07INV(E,N)=885.07RIM=891.16INV(W)=883.91INV(N)=883.06INV(S)=883.016" PVC12" PVCRIM=877.90INV(NE)=873.4012 " R C P RIM=880.76INV(NW,SW)=873.36INV(SE)=876.31 18"RCPRIM=879.08INV(SE)=872.58INV(W)=870.43INV(N)=874.2818" RCPSTORM GRATERIM=875.56INV(E)=868.56INV(W)=867.1618" RCPRIM=879.26INV(N,S)=873.166"PVC INTO BLD.6" PVC OCS RIM HIGH=886.28OCS RIM LOW=885.35INV(NW)=882.62INV(SE)=880.40SUMP=879.96 24"RCPINV=880.39RIM=886.75INV(N,S)=879.50RIM=886.08INV(W)=879.13INV(S)=879.1812"RCP12"RCPRIM=875.69INV(W)=868.59INV(E)=868.69INV(S)=868.8912"RCPRIM=864.83INV(N,W)=858.38INV(SE)=858.4324"RCP24"RCP18"RCP RIM=846.28INV(SW)=840.78INV(E)=840.8318"RCPRIM=863.91INV(E)=858.91INV(W)=858.9615"RCPRIM=868.53INV(S)=865.58INV(E,SE)=866.486 INCH PVCTERMINUSUNKNOWNRIM=871.55INV(NW)=859.63INV(S)=865.2015"RCP10" PVCRIM=864.12INV(N,S)=856.7710" PVC 10" PVCRIM=863.64INV(W)=859.7912" RCPRIM=864.22INV(W,S,E)852.42INV(E)=858.4218"RCP18"RCP18"RCPRIM=866.33INV(W,S)=857.73RIM=866.44INV(S)=860.19INV(N)=860.4415"RCP 12"RCP RIM=878.02INV(W)=871.12INV(N)=869.57INV(E)=869.2715"RCP12"RCPRIM=866.30INV(N)=860.30INV(S)=866.20 12"RCP RIM=877.26INV(E)=871.26INV(W)=873.41RIM=885.23INV(NW,S)=876.3810" PVC10" PVCRIM=883.47INV(N)=876.37INV(E)=876.4715" RCP 12" RCPRIM=884.83INV(N,SE)=875.8310" PVCRIM=883.69INV(N,S)=874.39INV(E)=874.59INV(W)=UNKNOWN10" PVCRIM=883.04INV(NW)=878.54RIM=882.91INV(N,S)=868.78INV(E,W)=UNKOWNRIM=883.09INV(W)=878.19INV(SW)=878.49INV(E)=878.69RIM=882.23INV(E)=878.2812" RCPRIM=882.32INV(W)=877.02INV(SW)=874.82BOTH 12" RCPRIM=883.02INV(N)=861.67INV(S)=862.07INV(E)=861.57RIM=886.18INV(N,S)=870.98UNKNOWN SIZERIM=866.99INV(W,S)=842.19INV(N)=842.89INV(E)=843.2912" PVC15" PVC8" PVCRIM=886.68INV(W)=875.78INV(N,SE)=881.13INV(E)=877.6836" RCP36" RCP 12" RC P RIM=886.90INV(NW)=882.10INV(SW)=881.95RIM=886.62INV(NW)=882.02RIM=887.15INV(SE)=882.2012"RCPRIM=887.20INV(SE)=882.5512" RCPRIM=891.76INV(NE)=882.46INV(S)=882.4112" PV CRIM=886.95INV(NW)=862.35INV(E)=862.32RIM=889.09INV(SW)=879.59INV(NE)=879.64RIM=881.94INV(NE)=875.19INV(NW)=876.89INV(W)=875.2936 " RCP36" RCP12" PVCRIM=885.15INV(NW,SE)=862.6515" PVC15" PVCRIM=881.66INV(S)=879.6112" PVCRIM=880.98INV(SW)=877.98SUMP=7.05NO OTHER INVLOCATED, FULL WATERTERMINUS UNKNOWNRIM=882.77INV(N)=879.02INV(SE)=880.32 12" PVCRIM=882.69INV(NW)=877.99SUMP=874.04NO OTHER INVLOCATED, FULL WATERRIM=880.57INV(SW)=877.22INV(N)=877.12SUMP=873.32FULL WATERTERMINUS UNKNOWN8" PVC 18" R C P RIM=881.25INV(NW)=878.5512" PVCRIM=882.36INV(SE)=877.86INV(NE)=877.61SUMP=873.66FULL WATERRIM=882.68INV(NW)=879.93INV(SE)=879.88STORM GRATESTORM GRATERIM=882.64INV(NW,SE)=879.14INV(SW)=879.24INV(NE)=879.29STORM GRATE24" RCPRIM=884.37INV(NE)=876.17INV(SW)=876.2224" RCP RIM=882.42INV(SE)=877.42RIM=888.40INV(N)=873.30INV(E)=873.05CONNECTS T OSTADIUM RESTROOM6" PVC 10" PVCRIM=877.54INV(N,E)=869.2448" RCPRIM=891.78INV(W)=869.08INV(SE)=869.03RIM=891.94INV(W,SE)=863.0415" PVC15" PVCRIM=878.70INV(E,N)=864.25RIM=880.60INV(SW)=874.85INV(S)=874.45INV(N)=875.20INV(E)=874.30PER CITY GIS THESESTRUCTURES CONNECT 36"RCPTERMINUS UNKNOWNWM PER CITYGIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSWM PER CITY GIS MAPSSTORM AND SANITARYEASEMENT PER DOC.NO. 307111 (ITEM 7)2020SIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)SIDEWALK EASEMENTPER DOC. NO. 324870(ITEM 8)888POINT APOINT BUTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)UTILITY EASEMENT PER DOC. NO. 3721571(ITEM13)3020302030 POINT CUTILITY EASEMENT PERDOC. NO. 3725666 (ITEM 14)3020LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)LEASE AREA PER DOC.NO. 3667026 (ITEM 12)IDEAL AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)HINTON AVENUE SOUTH (PUBLIC STREET)INV=862.06INV=859.95INV=859.69INV=859.65INV=863.99INV=875.25INV=874.80SIGNRIM=858.90INV(W)=854.30RIM=881.99INV(W)=879.49SIGNCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHBITUMINOUS PATHBITUMINOUS PATHPLAYGROUNDCONCRETE SIDEWALKCONCRETE SIDEWALKBITUMINOUS PATHEXISTING GRANDSTANDCONCRETE SIDEWALKOWNER: AFFOLTER JACOB& ALLISON EPSTEINPID: 0802721410111OWNER: COLE ANTHONY L& JESSICA LPID: 0802721410110OWNER: ROCK ANTHONY F& LINDA MPID: 0802721410109OWNER: SIMMONS MARQUES P& DONIELLE APID: 0802721410108OWNER: POMMERENINGTODD ARTHURPID: 0802721410107OWNER: PALQUIST CHAD M& CHRISTINEPID: 0802721410107OWNER: BAUER MITCHELL & TAMIPID: 0802721410105OWNER: GIEBNER SANDRA JPID: 0802721410104OWNER: MOSER MARLENE KPID: 0802721410101OWNER: MHIGO AGISHA & ACHIZAPID: 0802721410100OWNER: EL-SAID SHADI B& KATHRYN A TOIVONENPID: 0802721410099OWNER: RYDER WAYNE T & ANGELA CPID: 0802721410090OWNER: ATWELL DAVID G& JOANNE EPID: 0802721410089OWNER: SMITH SCOTT APID: 0802721410088OWNER: CITY OF COTTAGE GROVEPID: 0902721320001OWNER: CITY OF COTTAGE GROVEPID: 0902721320001OWNER: CITY OFCOTTAGE GROVEPID: 0902721310001OWNER: CITY OFCOTTAGE GROVEPID: 0902721340001ACCESSACCESSACCESSACCESSACCESSACCESS RIM=886.18INV(NW)=864.58RIM=885.65INV(NW)=880.90INV(SE)=881.7512" RCP12" RCPRIM=870.67INV(N,S)=861.57INV(NW)=863.3210" PVC10" PVC 6" METALTERMINUS UNKNOWNRIM=864.17INV(NE)=860.77INV(E)=859.17INV(858.97HINTON AVENUE SOUTH (PUBLIC STREET)80TH STREET SOUTH (PUBLIC STREET)IDEAL AVENUE SOUTH (PUBLIC STREET)CENTERLINEGRAVEL PATHSE CORNERSEC. 8-27-21FOUND CIMSTORM RIP RAPSOUTH 1/4 CORNERSEC. 8-27-21S89°58'21"W 2637.27120120PARK HIGH SCHOOLCRESTVIEW ELEMENTARY90.009090BLEACHERSBITUMINOUS PATH606060 6060607070TRACK AREAMISCELLANEOUSPOLES (BATTERS EYE)PER CITY GIS MAPS,NOT FIELD LOCATEDCONCRETE SIDEWALKCONCRETE SIDEWALK CONCRETE SIDEWALKBITUMINOUS PATHBI T U M I N O U S P A T H PONDCONCRETE SIDEWALKLIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATH FROM HERELIMITS OF FIELDLOCATED WATERMAINUNKNOWN PATHFROM HERETRENCHDRAINSTRUCTURENOT FIELDLOCATEDNO STRUCTURES FOUNDDRAWN PER CITY GISNO STRUCTURES FOUNDDRAWN PER CITY GISCONCRETE SIDEWALKBITUMINOUSBLEACHERSCONCRETEBASEBALL STORAGEPER SO. WASHINGTONSCHOOLS ENGINEERINGINV=865.3624"CMPAPPROXIMATE WATERCONNECTIONAPPROXIMATE WATERLINE LOCATIONAPPROXIMATEBOILER ROOMHOOK UPN89°56'13"E 2597.57N00°23'18"E 1261.08 S89°56'04"W 2593.52S00°34'19"W 202.94S89°58'21"W70.58S89°58'21"W70.66S00°20'44"W20.00S00°34'19"W 780.04S89°58'21"W18.74S00°20'44"W20.00N89°58'21"E18.82S00°34'19"W 238.01 885890890 890875865 870 875 865 860870871869868867 875870865860856860865870875880885890 895 897890885 885 890 895 890 885 880 880875870865 865 870875860859 87887989088988889 0 885890885885890895897898899900895885885885 8858868 8 7 888 88 9 890 88 5 8 9 0 7301730273037304730573067307730873097310731173127313731473157316731773187319732073217322732373247325732673277328732973307331733273337334733573367337733873397340734173427343734473457346734773487349735073517352735373547355735673577358735973607361736273637364736573667367736873697370737173727373737473757376737773787379738073817382738373847385738673877388738973907391739273937394739573967397739873997400740174027403740474057406740774087409741074117412741374147415741674177418741974207421742274237424742574267427742874297430743174327433743474357436743774387439744074417442744374447445744674477448744974507451745274537454745574567457745874597460746174627463746474657466746774687469747074717472747374747475747674777478747974807481748274837484748574867487748874897490749174927493749474957496749774987499750075017502750375047505750675077508750975107511751275137514751575167517751875197520752175227523752475257526752775287529753075317532753375347535753675377538753975407541754275437544754575467547754875497550755175527553755475557556755775587559756075617562756375647565756675677568756975707571757275737574757575767577757875797580758175827583758475857586758775887589759075917592759375947595759675977598759976007601760276037604760576067607760876097610761176127613761476157616761776187619762076217622762376247625762676277628762976307631763276337634763576367637763876397640764176427643764476457646764776487649765076517652765376547655765676577658765976607661766276637664766576667667766876697670767176727673767476757676767776787679768076817682768376847685768676877688768976907691769276937694769576967697769876997700770177027703770477057706770777087709771077117712771377147715771677177718771977207721772277237724772577267727772877297730773177327733773477357736773777387739774077417742774377447745774677477748774977507751775277537754775577567757775877594" IRRIGATION PER PLAN 3" IRRIGATION PER PLAN891021354672A9ACHECKED BY:DATE:DRAWN BY:PROJECT:REVISIONS:2051 KILLEBREW DRIVE, SUITE 680, BLOOMINGTON, MN 55425P. 651.451.4605KOMAINC.COMKRAUS-ANDERSON CONSTRUCTION COMPANY501 SOUTH EIGHTH STREET, MINNEAPOLIS, MN 55404P. 612.332.7281ADDITIONS & RENOVATIONS 232708040 80TH STREET SOUTH COTTAGE GROVE, MN 55016 PARK HIGH SCHOOL A-11 OVERALL FIRST FLOOR PLANWHKAB11.1.2024BID PACKAGE#1: PRICINGSET© 2024 BKBM EngineersBakke Kopp Ballou & McFarlin, Inc.All rights reserved. This document is an instrumentof service and is the property of BKBM Engineersand may not be used or copied without prior writtenconsent.BKBM Project No. 24222.506120 Earle Brown DriveSuite 700 Minneapolis,MN 55430 Phone:763.843.0420bkbm.comLicense Number:Date 11-1-2024Kevin A. Bohl52209I hereby certify that this plan, specification or report wasprepared by me or under my direct supervision and that I ama duly Licensed PROFESSIONAL ENGINEER under the lawsof the State of MNSTORM WATER POLLUTION PREVENTION PLAN - PROPOSED CONDITIONSC601 H:\COTT\24X136020000\1_Corres\C_To Others\School District\2024-11-18\136020 Plan Review 2024-11-18.docx MEMORANDUM Date: 11/18/2024 To: Amanda Meyer, PE From: Mike Boex, PE Subject: Park High School Expansion City of Cottage Grove, MN Project No.: 24X136020000 This memo summarizes the review of site plan documents submitted by BKBM Engineers, dated 11/01/24 (received 11/08/24). Easements: 1. We understand the following easement descriptions and exhibits are in progress. a. The city would prefer a 30-ft easement over the existing sewer and water in the northeast corner of the site (a 20-ft easement exists today). Please provide an additional 5-ft on each side of the existing easement. b. A 10-ft perimeter drainage and utility easement should be provided along Ideal Avenue South and Hinton Avenue. c. 80th Street: i. Provide a Permanent Right of Way Easement along 80th Street, the northern line being 83’ north of the south line of Section 8 and 9. ii. In the previous review memo, a separate 20’ (west-east) x 10’ (north-south) Permanent Right of Way Easement at the northeast corner of 80th Street and Hyde Avenue was requested for the existing traffic signal cabinet. Rather than create a separate easement, the signal use could be described into the drainage and utility easement. The City Attorney will proceed along those lines unless the school district objects. iii. A 10-ft perimeter drainage and utility easement should be provided behind the new right-of-way easement. 2. Once complete, right-of-way and drainage and utility easements shall be shown and labeled on the final approved plans, for clarity. Sheet C104: 3. Keynote 11: The city will not allow the contractor to shut down the 16” city trunk watermain. Therefore, the hydrant valve should likely remain during the removal of the hydrant. Park High School Plan Review Page: 2 Sheet C200: 4. The submitted plans and spot elevations have not been reviewed for detailed ADA compliance. Pedestrian ramps along public roadways will need to comply with the MnDOT standard plans and be constructed per ADA standards. The city encourages the school district’s engineer to carefully review their design. 5. Please submit a proposed phasing plan and schedule for the school improvements such that work on 80th Street in 2026 can be coordinated. For example, the new right-in entrance near Crestview Elementary should be coordinated with turn lane work planned by the City. Depending on schedule, additional comments may be provided related to elevations near the apron. a. On Sheet C400 the right-in does not depict the existing curb line. Depending on when this is intended to be constructed, additional detail should be provided as to how it fits into the existing roadway in an interim condition. Sheet C203: 6. According to city records (attached to this memo), there is a 16” butterfly valve on the trunk main just west of the hydrant near the ballfield (near the location labeled as “Point A”). The valve is not shown on the plans, so it may be buried. The grading in this area appears to result in a slight rise in the finish grade; please expose and adjust the valve to grade as necessary. 7. Existing easement over the existing trunk water main: the city will provide an encroachment agreement for review. Sheet C205: 8. The new apron on Ideal Avenue should depict a mill-overlay per city detail STR-21. An exception to the mill overlay was provided on 80th Street since it’s planned to be rehabilitated in 2026, but that does not apply to Ideal Avenue. Sheet C307: 9. The Fire Marshall has reviewed the hydrant locations and found them to be acceptable. Sheet C401: 10. The pavement message arrow configuration appears confusing (left turn arrow to the right of a thru arrow). It would seem people wanting to go through the north-south aisle should be in the northern left turn lane, turn left, then turn right into the lot. Sheet C500: 11. Please incorporate city standard detail STO-5 and STR-23 for STRM-400 in the public roadway. Other: 12. Please clarify if there is any new parking lot lighting proposed. Stormwater: 13. Rate Control: a. Rate control is not met at all subbasins, but is met when peak flows from every basin are summed. Proposed Drainage Area No. 2 shows an increase in peak flows in the 2-yr, 10- Park High School Plan Review Page: 3 yr and 100-yr storms. Area No. 10 and Filtration Basin 1 both show an increase in the 2- yr and 10-yr storms. b. Flows in the 2-year and 10-year increase moderately to 80th Street and increase slightly offsite to the north. Please work to reduce the 2-year and 10-year outflows to 80th Street. c. Peak flow rates might be lower if hydrographs are summed by the HydroCAD model rather than arithmetically in the rate control tables. d. The HydroCAD model is mostly comprised of unconnected drainage areas and does not include catch basins, storm drains, channels or weirs. Inclusion of temporary storage areas and conveyance features would likely reduce the simulated outflow rates. 14. P8 Water Quality Model a. The P8 models use default filtration efficiencies that would be appropriate for infiltration basins, but since filter basins are proposed, dissolved phosphorus will not be removed so please adjust the filtration efficiencies as MPCA recommends for filter basins: “The default filtration efficiency values for the dissolved (P0%) and particulate (P10% through P80%) particles are 90% and 100%, respectively. Based on information and sources presented in the Minnesota Stormwater Manual, it is recommended that the filtration efficiency values shown in the table below be used. The same filtration efficiency values would generally be applicable for modeling other filtration practices (e.g., permeable pavement, tree trench with underdrain, etc.). Since the values shown below are constants that are applied to all modeled BMPs, the Particle Removal Scale Factor can be changed in P8 for individual practices to account for pollutant removals that are expected to differ from the constants.”1 15. The P8 Model input data for proposed conditions TP, includes a typo in the unswept impervious runoff coefficient for watershed Pro. 1: a value of “0.09 is entered but should be corrected to “0.90”. 16. Pretreatment: On Sheet C300 please provide pretreatment measures, such as sumps, at inlets to the new filtration basin at STRM #605 and STRM #603. 17. Seeding: A note on the Filtration Basin Detail of Sheet C200 states: Refer to Landscape Plans for Seeding. Please plan to use a native seed mix for the filtration basins such as MNDOT Mix 33- 261 Stormwater South & West. 18. Rational Storm Sewer Design: On-site storm sewer should be sized to a 5-year rational method design. Submit design calculations for the storm sewer system and a drainage area map showing each catchment with manholes and catch basins labeled. Include individual pipe segment 1 Recommendations and guidance for utilizing P8 to meet TMDL permit requirements - Minnesota Stormwater Manual accessed 11-12-2024. Park High School Plan Review Page: 4 velocities with calculations for review. Trunk facilities should be analyzed and designed to accommodate the 100-year ponded discharges plus 5-year rational flows from areas that enter the trunk to be carried to the next storage area downstream. a. Pipe sizes and slopes should be selected to provide a minimum open channel velocity of 3 feet per second. b. Maximum storm sewer velocities should be kept at 10 feet per second or less. c. When changing pipe sizes in structure, match crown of pipe elevations instead of inverts. d. Please show storm catch basin IDs, pipe sizes, grades, elevations, and drainage areas on the plans consistent with the rational design tables. e. Pipe outlets to wet ponds should be placed at the NWL and have design velocities of 6 fps or less. Pipe outlets into filtration basins or other overland discharge should have design velocities of 4 fps or less. 19. 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. a. Sheet C205 lists the HWL of Filtration Basin 2 as 888.28 feet. Please revise the HWL elevation to match the HydroCAD model (887.16 feet). b. It appears freeboard requirements are met on the site. For clarity, please label the location and elevation of the emergency overflows (EOFs) for each stormwater basin. 20. SWPPP: a. Sheet C200 states that: “Approximate disturbed area is 19.00 acres.” Please include a tabulation of disturbed area, existing and proposed impervious surfaces, fully reconstructed impervious surfaces and milled/overlaid surfaces. b. Sheet C601 states that soil borings are provided in a geotechnical report by Braun. Please provide the borings. c. Identify the person knowledgeable and experienced in erosion prevention who will oversee the implementation of the SWPPP. d. Documentation for all trained individuals. e. Reference the stormwater report for information on precipitation and stormwater runoff. 21. 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. 22. A stormwater maintenance agreement will be required for stormwater BMPs within the site; the city will prepare the agreement. 15+00 16+00 17+00 18+00 19+00 20+00 21+00 22+00 23+00 24+00 25+007830 12" 14" 8"10" 10" 8 8 0 HH 22 DATEBYNO.REVISIONS FILE NO. Date: 0 feetscale 30 30 60 15 DESIGNED: DRAWN: CHECKED: I HEREBY CERTIFY THAT THIS PLAN WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER THE LAWS OF THE STATE OF MINNESOTA.1:33:48 PM1/14/2009abonaS:\AE\C\Cottg\080100\5-dsgn\51-cadd\Civil\plansheets\asbuilts\dgns\RCP03055.DGNPHONE: 651.490.2000 3535 VADNAIS CENTER DR. ST. PAUL, MN 55110 COTTAGE GROVE, MINNESOTACHAD E. SETTERHOLM, PE 40913Lic. No. CS DY AB CLIENT PROJ.NO. 08-001 ACOTTAG0801.00 1351/16/2008DATEBYNO.REVISIONS FILE NO. Date: DESIGNED: DRAWN: CHECKED: I HEREBY CERTIFY THAT THIS PLAN WAS PREPARED BY ME OR UNDER MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER THE LAWS OF THE STATE OF MINNESOTA.PHONE: 651.490.2000 3535 VADNAIS CENTER DR. ST. PAUL, MN 55110 COTTAGE GROVE, MINNESOTACHAD E. SETTERHOLM, PE 40913Lic. No. CS DY AB CLIENT PROJ.NO. 08-001 ACOTTAG0801.00 1/16/2008 LEGEND MANHOLE RECONSTRUCTION STREET REHABILITATION MANHOLE CASTING ADJUSTMENT GATE VALVE ADJUSTMENT CATCH BASIN CASTING ADJUSTMENT CATCH BASIN RECONSTRUCTION/REPLACEMENT SSS STORM SEWER IMPROVEMENTSWATER MAIN IMPROVEMENTS SANITARY SEWER SPOT REPAIRS NOTES: 1. CONTRACTOR TO VERIFY ALL UTILITY ELEVATIONS AND PIPE SIZES WHEN CONNECTING TO EXISTING FACILITIES. 2. PROTECT ALL FACILITIES NOT SPECIFIED FOR REMOVAL. 3. SPOT REMOVAL & REPLACEMENT OF C&G SHALL BE AS DIRECTED BY THE ENGINEER IN THE FIELD. 4. SEE PROJECT SPECIFICATIONS FOR SOIL BORING LOGS AND LOCATION MAP. MEASURED BY RECORD DRAWING DRAWN BYJRS PROJECT RPR JRS RRH 0 feetscale 30 30 60 15 TRUNK WATER MAIN PLAN & PROFILE TRUNK WATER MAIN 2008 PAVEMENT MANAGEMENT PROJECTSEE SHEET 21SEE SHEET 23 PROPOSED 16" DIP WATER MAIN, CL. 50 EXISTING GROUND PROFILE OVER PROPOSED WATER MAIN 7.5’ MIN. COVER OVER WATER MIN 16"-45^ BEND 16"-45^ BEND 16"-45^ BEND 16"-45^ BEND 16"-45^ BEND SALVAGE & INSTALL 30 LF 12" RCP STORM SEWER & FES W/ TRASH GUARD REMOVE & REPLACE 155 LF B612 CONCRETE C&G SAWCUT BIT. PAVEMENT SAWCUT & REMOVE BITUMINOUS TRAIL 22 16"-45^ BEND 16"x6" TEE 16 LF 6" DIP 6" GV & BOX HYDRANT 874.23875.00874.31873.74873.88874.82874.95874.72874.56876.19876.55876.63876.71876.79876.87876.95877.38881.50850 855 860 865 870 875 880 885 890 850 855 860 865 870 875 880 885 890 15+00 16+00 17+00 18+00 19+00 20+00 21+00 22+00 23+00 24+00 "LOW AREA" 880 875 STA 23+64.36 OFF 5.17 R TC 881.79 878.29878.10 STA 23+43.14 OFF 16.49 L 30 LF 12" RCP @ 0.63% 120 FES 120 FES REMOVE & REPLACE CB - 3.50 LF SALVAGE & INSTALL EX. CASTING SALVAGE AND INSTALL SIGN REMOVE 240 SY BIT. PAVEMENT NOTE: CONTRACTOR TO INSTALL & MAINTAIN ORANGE SAFETY FENCE ALONG CONSTRUCTION LIMITS WITHIN SCHOOL DISTRICT PROPERTIES.(INSTALL PRIOR TO START OF CONSTRUCTION ACTIVITIES.) 16" BFV & BOX CONSTRUCTION LIMITS (TYP.) NOTE: CONTRACTOR TO COORDINATE MARKING OF PRIVATE UTILITES & IRRIGATION SYSTEMS ON SCHOOL DISTRICT PROPERTIES WITH DISTRICT PERSONNEL PRIOR TO THE START OF CONSTRUCTION ACTIVITIES.NOTE: CONTRACTOR TO FILL & GRADE "LOW AREA" W/ TOPSOIL TO PROVIDE GENERAL DRAINAGE TO THE SOUTH. RESTORE BY HYDROSEEDING. H:\COTT\24X136020000\2_Preliminary\C_Reports\2024-11-20_School Traffic Summary Memo.docx MEMORANDUM Date: November 20, 2024 To: Ryan Burfeind, P.E. Public Works Director City of Cottage Grove From: Bryan T. Nemeth, P.E., PTOE Subject: Park High School Renovations: Traffic Outcome Summary City of Cottage Grove, MN Project No.: 24X.136020 Introduction This memorandum provides a summary of the traffic review outcomes and updates to the Park High School Additions and Renovations project as submitted November 8, 2024. The traffic review was completed on October 4, 2024 in response to the site plan submitted September 4, 2024. Subsequent discussions on the review and discussions for incorporation of traffic improvement elements were completed on October 7, 2024 and October 22, 2024 between the developer, schools, and school district with the City of Cottage Grove. Plan Updates and Safety or Operational Impacts A figure of the site and improvements is shown at the end of this memo. The callouts match the items below (i.e. Bullet A below corresponds with the A callout on the figure). Crestview Elementary School Accesses • The school currently has two access points on 80th Street. o There is also one access point on Hinton Avenue for buses. • The proposed configuration has three access points on 80th Street. A. The west-most access point is exit only to westbound 80th Street – access to remain as-is B. The middle access point is inbound and outbound – access to remain but be reconfigured 1. The current access point serves traffic entering from both eastbound and westbound 80th Street and traffic backups currently extend west to Hinton Avenue and east to the high school at times. 2. The intention is to have this access be the primary access for traffic entering into the site from eastbound 80th Street, providing access to the parking lots and the school drop-off. Name: Park High School Renovations: Traffic Summary Date: November 20, 2024 Page: 2 H:\COTT\24X136020000\2_Preliminary\C_Reports\2024-11-20_School Traffic Summary Memo.docx a. This inbound access also provides a connection to parking within the site for traffic from westbound 80th Street. b. The inbound access is one lane to reduce the total conflict points that pedestrians have to navigate when crossing the access and also reduces vehicles coming in from two directions at once, improving pedestrian safety. 3. The exiting lane allows all for all movements as currently provided today. a. The exiting lane is realigned to provide more stacking and be a direct connection from the school drop-off. 4. A median is provided between the inbound and outbound lanes to allow pedestrians and bicyclists to cross the entering traffic and exiting traffic one approach at a time – improving safety. a. The median is built to be traversable to allow larger vehicles including trucks to make maneuvers during non-peak times. C. The east-most access point is a new access into the site from westbound 80th Street only. 1. The intention is to have this access be the primary access for traffic entering into the site from westbound 80th Street to access the school drop-off/pick-up. 2. This access serves the drop-off/pick-up for both the elementary school and high school traffic. The start and dismissal times are staggered which should reduce concurrent traffic use, but access is designed to accommodate some concurrent traffic. 3. The access includes a right turn lane of approximately 465 feet on westbound 80th Street. This provides extra stacking distance out of the way of through traffic on 80th Street, improving safety. This also allows for traffic to slow down and move out of the way of through traffic entirely within the turn lane when not being used for stacking. 4. North of the access from 80th Street, there is an expansion of lanes. a. The lane from the west comes from the middle access and allows traffic entering from eastbound 80th Street to access the school drop-off/pick- up. The comes in as a merging lane with stacking around the south side of the drainage pond to provide improved traffic flow and reduce the possibility of backups onto 80th Street. b. The inbound lane widens out to two lanes northbound so that traffic going to the elementary school and the high school is separated. The left lane serves the elementary school drop-off/pick-up while the right lane serves the high school drop-off/pick-up and access to the ice arena/football stadium. o The left lane to the elementary school drop-off/pick-up is designated a through/left lane to also allow for vehicles from Name: Park High School Renovations: Traffic Summary Date: November 20, 2024 Page: 3 H:\COTT\24X136020000\2_Preliminary\C_Reports\2024-11-20_School Traffic Summary Memo.docx eastbound 80th Street to merge north of the elementary school if unable to change lanes earlier, improving safety. D. Elementary School drop-off/pick-up zone is designated at the north side of the parking lot for improved stacking and avoids the inbound pick-up/drop-off traffic mixing with the parking lot traffic. Park High School Accesses • The school currently has three access points on 80th Street. o The school currently has one access point on Ideal Avenue. • The proposed configuration maintains all four access points. E. The west access on 80th Street is for exiting traffic from the site. No changes proposed. 1. The site plan proposes to have less traffic exiting the site at this access, being primarily buses and teachers during school start and dismissal times. F. The middle access on 80th Street is for entering traffic into the site. 1. The access currently serves bus traffic, teacher parking, and as student drop- off/pick-up. a. Buses currently stack along the front of the school and along the west side of the school. b. Student drop-off/pick-up is in the outer lanes and in the parking lot. o This results in students running between buses and other vehicles to access the school. o This also results in vehicles stacking up on 80th Street east past Ideal Avenue, blocking the Hyde Avenue/school access at times. 2. The site plan revises the front of the school for buses only. Student drop- off/pick-up is now located on the north side of the school, improving safety. a. The parking space along the front of the school adjacent to the bus lanes has been eliminated to reduce bus conflicts and improve safety. b. The site plan provides for stacking distance along the drive between the elementary school and the high school, reducing the backup potential onto 80th Street and improving safety along 80th Street. G. The east access on 80th Street is the primary access to the student parking lot on the east side of the school. The intersection is signalized. No changes proposed beyond an improved pedestrian crossing across the access. H. The access on Ideal Avenue is currently used to get around the north side of the building and provides access to the student parking lot on the east side of the school. 1. Due to the signal and traffic on 80th Street many students use the back access that connects to the Ideal Avenue access to enter and exit the parking lot. Name: Park High School Renovations: Traffic Summary Date: November 20, 2024 Page: 4 H:\COTT\24X136020000\2_Preliminary\C_Reports\2024-11-20_School Traffic Summary Memo.docx a. The back access will be closed and student traffic will be directed to use the east access on 80th Street. b. A new connection will be provided on the north side of the parking lot next to school that will be gated. 2. The access will be revised to include signing and striping for inbound and outbound lanes, and dedicated lanes for left and right turns will be provided (through a left/through lane and a dedicated right turn lane), proving for improved vehicle stacking and improved safety. I. Continuous sidewalks are added on the north side of the site to connect from Ideal Avenue to the Elementary School for improved pedestrian safety. Name: Park High School Renovations: Traffic Summary Date: November 20, 2024 Page: 5 H:\COTT\24X136020000\2_Preliminary\C_Reports\2024-11-20_School Traffic Summary Memo.docx PARK HIGH SCHOOL EXPANSION AND RENOVATIONS NARRATIVE November 20, 2024 In November of 2023, voters in the South Washington County School district, ISD 833, approved a plan to fund expansions and renovations at several of the district buildings and sites, including Park High School at 8040 South 80th Street in Cottage Grove. The core needs at Park High School enumerated in the referendum plan were: - A new kitchen and cafeteria - Renovation of CTE/STEM/Robotics spaces, including an additional CTE space The existing kitchen, cafeteria, and CTE (Career and Technical Education) spaces were constructed between 1965 and 1970 and have received minimal if any renovation since that time. The facilities no longer meet the needs of the approximately 2000 students nor the Minnesota Department of Education (MDE) guidelines for modern use. The school currently serves three lunches per day and the existing square footage of 3,900 is well below the MDE guidelines of approximately 7,200 sf. The cafeteria space – approximately 6,400 square feet – is also well below the MDE guidelines (15sf/student x 650 (current students at lunch) = 9,750). The new kitchen (7,500sf) and cafeteria (16,500sf) addition achieves multiple benefits: meeting the MDE guidelines, allowing for future school growth (potential of 2,500 students), and serving as the new code required storm shelter for the entire, future school population (students and staff = 2,800). The growing investment in CTE programming within the district also needed additional and reconfigured spaces. The current plan adds 1500sf to create an enhanced construction lab, additional and renovated Earth/Space, Biology, and Chemistry classroom labs, new business labs, and renovated Art spaces. All of which will enhance the STEM offerings at Park HS. In the process of design and through many meetings with city staff and engineers, another challenge to solve with the renovations on the site was traffic flow – buses, visitors, staff, and before/after school drop off and pick up. Currently the parent drop off/pick up is mixed with the bus traffic on the south side of the building. This not only creates a significant amount of congestion in this area, but also creates an unsafe condition where students need to pass between buses to be picked up by their parents. In addition, over the past 5-6 years, most schools in Minnesota have seen a drop in bus use and an increase in parent drop off and pick up. Park High School (and similar schools) were not designed with to accommodate this much parent traffic, and as such, the queueing is backing up onto 80th Street. In addition to the Park High School traffic, there is significant traffic along 80th street in front of the adjacent elementary school, Crestview. Because Crestview’s and Park’s property is contiguous, a renovated entry sequence at the current Crestview entrance was designed to serve both Crestview’s and Park’s drop off and pickup (these do not occur simultaneously). The design team and school district felt we could take advantage of the new cafeteria addition planned for the north side of the existing building and add a new entrance to the building that could be utilized for parent drop off and pick up. With the proposed addition of a new drive along the north side of the addition, the before and after school vehicle traffic will be separated from the bus traffic on the south side of the building and provide an adequate amount of queueing on site to prevent backups on to the public roadways. This should provide a safer condition for students and significantly alleviate congestion along 80th street in front of the school. Another benefit to the north drive lane being added, is additional parking can be provided north of the drive lane. This parking is anticipated to be used by staff during the day and will also provide parking for after school activities such as use of the north practice fields and stadium. As part of this project, 57 stalls will be added along the north side of the proposed drive lane. In addition to the proposed new road/drive north of the school, the student parking lot on the east side of the site will be modified slightly such that the existing northeast exit will be blocked, funneling all student traffic to the signal at 80th and Hyde Avenue – with the similar goal of separating student drivers from pick up and drop off vehicles and buses. We appreciate continued feedback on the proposed design and look forward to a solution that can work for all. Thank you for working with us as we look to improve the Park High School site and building to meet its current and future needs. Sincerely, Marc DuBois, Managing Principal Architect, KOMA, on behalf of South Washington County Schools, ISD 833, and the entire design team. CITY OF COTTAGE GROVE CITY COUNCIL RESOLUTION NO. 2024-177 RESOLUTION APPROVING THE SITE PLAN REVIEW FOR TWO ADDITIONS TOTALING APPROXIMATELY 35,000 SQUARE FEET TO PARK HIGH SCHOOL LOCATED AT 8040 80TH STREET SOUTH AND ADDITIONAL SITE IMPROVEMENTS TO PROPERTY LOCATED AT 8040 80TH STREET SOUTH AND 7830 80TH STREET SOUTH WHEREAS, Koma Architects on behalf of South Washington School District ISD 833, has applied for a site plan review for two additions to Park High School and additional site improvements to be located on property legally described as: The following information was provided in Old Republic National Title Insurance Company File Number 67792 which has an effective date of December 7, 2023: The Southeast Quarter of the Southeast Quarter (SE 1/4 of SE 1/4) of Section Eight (8), Township Twenty-seven (27), Range Twenty-one (21), Washington County, Minnesota. AND The Southwest Quarter of the Southwest Quarter (SW 1/4 of SW 1/4) of Section (9), Township Twenty-seven (27), Range Twenty-one (21), Washington County, Minnesota, except that part thereof described as follows: Beginning at the Southwest corner of the Southwest 1/4 of Section 9, Township 27 North, Range 21 West; thence North on the West line of said Section 300 feet; thence East and parallel with the South line of said Section 300 feet; thence South and parallel with the West line of said Section 300 feet to the South line of said Section; thence West along the South line of said Section 300 feet to the point of beginning, subject to public roads and highways. AND That part of the Southwest Quarter of the Southwest Quarter (SW 1/4 of SW 1/4) of Section Nine (9), Township Twenty-seven (27), Range Twenty-one (21), Washington County, Minnesota, described as follows: Beginning at the Southwest corner of the Southwest 1/4 of Section 9, Township 2 North, Range 21 West; thence North on the West line of said Section 300 feet; thence East and parallel with the South line of said Section 300 feet; thence South and parallel with the West line of said Section 300 feet to the South line of said Section; thence West along the South line of said Section 300 feet to the point of beginning, subject to public roads and highways. EXCEPT THE FOLLOWING PARCELS: That part of the Southeast Quarter of the Southeast Quarter of Section 8, Township 27, Range 21, Washington County, Minnesota, lying west of a line drawn 40.00 feet East of and parallel with the following described line: City of Cottage Grove City Council Resolution No. 2024-177 Page 2 of 4 Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating. AND The West 60.00 feet of the North 20.00 feet of the South 318.00 feet of the Southeast Quarter of Section 8, Township 27, Range 21, Washington County, Minnesota. AND The West 115.00 feet of the North 20.00 feet of the South 1118.00 feet of the Southeast Quarter of the Southeast Quarter of Section 8, Township 27, Range 21, Washington County, Minnesota. AND The South 60 feet of the Southwest Quarter of the Southwest Quarter of Section 9, Township 27, Range 21, Washington County, Minnesota; and the South 60 feet of that part of the Southeast Quarter of the Southeast Quarter of Section 8, Township 27, Range 21, Washington County, Minnesota, lying east of the line parallel with and distant 40 feet east from the following described line: Beginning at the southwest corner of said Southeast Quarter of the Southeast Quarter; thence northerly 2641.75 feet to a point on the north line of the Northeast Quarter of Southeast Quarter of said Section 8, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and said line there terminating. (Abstract Property) Commonly known as 8040 80th Street South and 7830 80th Street South, Cottage Grove, Washington County, State of Minnesota. WHEREAS, public hearing notices were mailed to surrounding property owners within 500 feet of the proposed development site 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 November 25, 2024; and WHEREAS, the public hearing was open for public testimony and testimony from the applicant and the public was received and entered into the public record; and WHEREAS, the Planning Commission unanimously (7-to-0 vote) recommended approval of the site plan review for two additions totaling approximately 35,000 square feet to Park High School and additional site improvements, 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 site plan review for two additions totaling approximately 35,000 square feet to Park High School and additional site improvements City of Cottage Grove City Council Resolution No. 2024-177 Page 3 of 4 to property legally described above. The approval of the site plan review is subject to the following conditions: 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 grading permit, drainage and utility easements, right -of- way easement and required encroachment agreement shall be recorded with the Washington County Recorder’s Office and the final grading plan shall be approved by the City Engineer. 3. Prior to the issuance of a building permit, the Developer shall incorporate the recommendations, requirements, and evaluations noted in the comment letter dated November 18, 2024, and subject to modifications that are agreed to by the Applicant and City Engineer. All comments shall be adopted herein by reference. 4. All applicable permits (i.e., building, demo, electrical, grading, right-of-way and mechanical) and a commercial 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. 5. Installation of landscaping shall occur in a timely fashion and be consistent with an approved 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 installation, the Planning Department shall conduct an inspection to verify compliance 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. 6. 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 recommended practices of the “Minnesota Construction Site Erosion and Sediment Control Planning Handbook” and the conditions stipulated 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. 7. The Applicant must provide the City with an as-built survey of all utilities and grading plan. 8. Proposed trash enclosures shall be constructed using materials and patterns that complement those used on the building. Rubbish, waste, and recycling containers City of Cottage Grove City Council Resolution No. 2024-177 Page 4 of 4 shall be stored within an appropriately sized enclosed structure compliant with City ordinance screening requirements and shall always be maintained so as not cause odors or other public nuisances. 9. 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. 10. All areas of the site, where practical, shall be established and maintained per the approved final landscaping plan. 11. Irrigation shall be provided for all landscaped areas. The irrigation system shall consist of an underground sprinkling system that is designed by a professional irrigation installer to meet the water requirements of the site’s specific vegetation. The system shall be detailed on the final landscape plan. 12. Signage is not approved as part of this application. Any proposed signage shall meet the requirements of the sign ordinance and require a separate building permit. Passed this 4th day of December 2024. Myron Bailey, Mayor Attest: Tamara Anderson, City Clerk 1 AGREEMENT RELATING TO LANDOWNER IMPROVEMENTS FOR DRIVEWAY/PRIVATE DRIVE FOR PARK HIGH SCHOOL IN THE CITY OF COTTAGE GROVE, WASHINGTON COUNTY, MINNESOTA THIS AGREEMENT (“Agreement”) is made, entered into and effective this _____ day of ________________________, 2024, by and between the City of Cottage Grove, a Minnesota municipal corporation (“City”), and Independent School District 833, a Minnesota public corporation, (“Landowner”). Subject to the terms and conditions hereafter stated and based on the representations, warranties, covenants, agreements and recitals of the parties herein contained, the parties do hereby agree as follows: ARTICLE 1 DEFINITIONS 1.1. Terms. The following terms, unless elsewhere specifically defined herein, shall have the following meanings as set forth below. 1.2. City. “City” means the City of Cottage Grove, a Minnesota municipal corporation. 1.3. City Easements. “City Easements” means the Utility Easements recorded in the Washington County Recorder’s Office as Document Nos. 3721571 and 3725666. 1.4. Encroachment Area. “Encroachment Area” means that portion of real property that lies within the City Easements that contains Landowner Improvements. The Encroachment Area is depicted on Exhibit A, attached hereto and incorporated herein. 1.5. Landowner. “Landowner” means Independent School District 833, a Minnesota public corporation and their successors and assigns in interest. 1.6. Landowner Improvements. “Landowner Improvements” means Landowner’s private driveway and other private roadway improvements that are located within the Encroachment Area on City Easements. It is understood that Landowner Improvements shall be used by Landowner’s employees, guests, visitors and members of the public. 2 1.7. Landowner Property. “Landowner Property” means the real property located in the City of Cottage Grove, Washington County, Minnesota legally described on Exhibit B, attached hereto and incorporated herein. 1.8. Maintain. As used in this Agreement with respect to the Landowner Improvements, “maintain” and derivations thereof means to upkeep and repair in accordance with relevant City ordinances and regulations applicable to such improvements. ARTICLE 2 RECITALS 2.1. Landowner owns Landowner Property. 2.2. Landowner Property requires an encroachment on City Easements for Landowner Improvements so that the Landowner Property can have reasonable access and circulation within Landowner Property. 2.3. Subject to the terms of this Agreement, the City is willing to allow the Landowner Improvements to be placed within the Encroachment Area, on the condition the Landowner maintains Landowner Improvements and subject to other terms and conditions herein. ARTICLE 3 AGREEMENTS 3.1. Construction and Maintenance of Landowner Improvements. Under the terms and conditions stated herein, Landowner, at its own cost, is hereby authorized by the City to construct and maintain the Landowner Improvements in the Encroachment Area. The Landowner Improvements shall only be placed in the Encroachment Area. Landowner shall not place any other structures, retaining walls, irrigation systems, buildings, fences, landscaping, trees or shrubs in the Encroachment Area, except for the Landowner Improvements, without the City’s written consent. Landowner, at its own expense, shall maintain and repair the Landowner Improvements. Landowner shall obtain proper permits from the City prior to making any modifications to Landowner Improvements. 3.2. City Not Responsible for Landowner Improvements. Nothing contained herein shall be deemed an assumption by the City of any responsibility for construction, maintenance, replacement or repair of the Landowner Improvements. 3.3. Continuing Right to Encroachment Area. Nothing contained herein shall be deemed a waiver or abandonment or transfer of the right, title and interest that the City holds to the Encroachment Area. Landowner understands that City may be improving, maintaining, replacing or repairing the portion of City Easements upon which Encroachment Area is located. 3.4. Subordinate Position of Landowner Improvements. The Landowner Improvements are subordinate to the rights of the City in the Encroachment Area. Landowner 3 understands that utilities are located in the Encroachment Area and Landowner will not disturb, alter, damage or otherwise interfere with the utilities. The City’s rights supersede and are superior to Landowner Improvements. 3.5. Risk of Loss. Landowner understands and agrees that the Landowner Improvements within the Encroachment Area may be adversely affected by damage caused to Landowner Improvements arising out of the City’s use or the use of utilities in the Encroachment Area. The parties agree that the City is not responsible for such events; the City shall have no liability to Landowner for such events. Landowner assumes the risk of using the Landowner Improvements in the Encroachment Area. 3.6. Emergency. The City shall not be required to give such notice if the City’s engineer determines that an emergency exists in the Encroachment Area. In such instance, the City, without giving notice to Landowner, may perform the work. If such work is related to Landowner’s use of Landowner Improvements, the Landowner shall reimburse the City for the costs and expenses relating to the work. Once the City’s costs and expenses have been determined by the City, the City shall send an invoice for such costs and expenses to the Landowner. The Landowner must pay the invoice within thirty (30) days after the date of the invoice. Such costs and expenses include, but are not limited to, costs charged to the City by third parties such as contractors as well as the costs for City personnel that may have performed the work. Bills not paid shall incur the standard penalty and interest established by the City for utility bills within the City. 3.7. Remedies. If the Landowner fails to perform its obligations under this Agreement, then the City may avail itself of any remedy afforded by law or in equity and any of the following non-exclusive remedies: (a) The City may specifically enforce this Agreement. (b) If Landowner fails to make payments under Section 3.6, then the City may certify to Washington County the amounts due as payable with the real estate taxes for Landowner Property in the next calendar year; such certifications may be made under Minnesota Statutes, Chapter 444 in a manner similar to certifications for unpaid utility bills. The Landowner waives any and all procedural and substantive objections to the imposition of such usual and customary charges on the Landowner Property. Further, as an alternate means of collection, if the written billing is not paid by the Landowner, the City, without notice and without hearing, may specially assess the Landowner Property for the costs and expenses incurred by the City. The Landowner hereby waives any and all procedural and substantive objections to special assessments for the costs including, but not limited to, notice and hearing requirements and any claims that the charges or special assessments exceed the benefit to the Landowner Property. The Landowner waives any appeal rights otherwise available pursuant to Minnesota Statute §429.081. The Landowner acknowledges that the benefit from the performance of tasks by the City equals or exceeds the amount of the charges and assessments for the costs that are being imposed hereunder upon the Landowner Property. 4 No remedy herein conferred upon or reserved to the City shall be exclusive of any other available remedy or remedies, but each and every such remedy shall be cumulative and shall be in addition to every other remedy given under this Agreement or now or hereafter existing at law or in equity or by statute. No delay or omission to exercise any right or power accruing upon any default shall impair any such right or power or shall be construed to be a waiver thereof, but any such right and power may be exercised from time to time and as often as may be deemed expedient. 3.8. Indemnification. The Landowner shall indemnify, defend and hold the City, its council, agents, consultants, attorneys, employees and representatives harmless against and in respect of any and all claims, demands, actions, suits, proceedings, losses, costs, expenses, obligations, liabilities, damages, recoveries, and deficiencies including interest, penalties and attorneys’ fees, that the City incurs or suffers, or that the private utilities incur or suffer, which arise out of, result from or relate to any of the following: (a) The Landowner Improvements; (b) Maintenance of the Landowner Improvements; (c) Failure by the Landowner to observe or perform any covenant, condition, obligation or agreement on their part to be observed or performed under this Agreement; and (d) Use of the Encroachment Area for Landowner Improvements by Landowner, its agents, consultants, employees, representatives, guests, invitees or members of the public. 3.9. City Duties. Nothing contained in this Agreement shall be considered an affirmative duty upon the City to perform the Landowner’s obligations contained in Article 3 if the Landowner does not perform such obligations. 3.10. No Third Party Recourse. Third parties shall have no recourse against the City under this Agreement. Landowner shall defend and indemnify City for any actions brought by third parties arising out of any of the terms, conditions or obligations, of Landowner related to Landowner Improvements. 3.11. Recording. This Agreement shall be recorded with the Washington County Recorder against the Landowner Property. 3.12. Binding Agreement. The parties mutually recognize and agree that all terms and conditions of this recordable Agreement shall run with the Landowner Property and shall be binding upon the heirs, successors, administrators and assigns of the parties, for so long as the Landowner Improvements remain on the City Easements. 5 3.13. Amendment and Waiver. The parties hereto may by mutual written agreement amend this Agreement in any respect. Any party hereto may extend the time for the performance of any of the obligations of another, waive any inaccuracies in representations by another contained in this Agreement or in any document delivered pursuant hereto which inaccuracies would otherwise constitute a breach of this Agreement, waive compliance by another with any of the covenants contained in this Agreement and performance of any obligations by the other or waive the fulfillment of any condition that is precedent to the performance by the party so waiving of any of its obligations under this Agreement. Any agreement on the part of any party for any such amendment, extension or waiver must be in writing. No waiver of any of the provisions of this Agreement shall be deemed, or shall constitute, a waiver of any other provisions, whether or not similar, nor shall any waiver constitute a continuing waiver. 3.14. Governing Law. This Agreement shall be governed by and construed in accord with the laws of the State of Minnesota, and any action venued in Washington County District Court. 3.15. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same instrument. 3.16. Headings. The subject headings of the sections this Agreement are included for purposes of convenience only and shall not affect the construction of interpretation of any of its provisions. 3.17 Notice. Notice shall mean notices given by one party to the other if in writing and if and when delivered or tendered: (i) in person; (ii) by depositing it in the United States mail in a sealed envelope, by certified mail, return receipt requested, with postage and postal charges prepaid, or (iii) by proper and timely delivery to an overnight courier service addressed by name and address to the party or person intended addressed as follows: If to City: City of Cottage Grove Attention: City Administrator 12800 Ravine Parkway South Cottage Grove, MN 55016 If to Landowner: Independent School District 833 Attention: Superintendent 7362 E. Point Douglas Road South Cottage Grove, MN 55016 or to such other address as the party addressed shall have previously designated by notice given in accordance with this Section. Notices shall be deemed to have been duly given on the date of service if served personally on the party to whom notice is to be given, on the third day after mailing if mailed by United States postal service as provided above, or within twenty-four (24) hours if sent via overnight courier service provided, that a notice not given as above shall, if it is in writing, be deemed given if and when actually received by a party. 6 IN WITNESS WHEREOF, the parties have executed this Agreement the year and day first set forth above. CITY: CITY OF COTTAGE GROVE Myron Bailey Its Mayor ____________________________________ Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this ___ day of ______________________, 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson, to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and Clerk acknowledged said instrument to be the free act and deed of said municipality. ________________________________________ Notary Public A-1 EXHIBIT A DEPICTION OF ENCROACHMENT AREA B-1 EXHIBIT B LEGAL DESCRIPTION OF LANDOWNER PROPERTY PARCEL 1: That tract or parcel of land lying and being in the County of Washington, State of Minnesota, described as follows, to-wit: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 09.027.21.33.0003 PARCEL 2: That tract or parcel of land lying and being in the County of Washington, State of Minnesota, described as follows, to-wit: Southeast Quarter of Southeast Quarter of Section 8, Township 27, Section 21, Washington County, Minnesota, except therefrom that part lying west of line drawn 40 feet East of and parallel with following described line: Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating; also except that part of the West 60 feet of the North 20 feet of the South 318 feet of said Southeast Quarter of Southeast Quarter; also except South 60 feet of said Southeast Quarter of Southeast Quarter lying east of line parallel with and 40 feet East from following described line: Beginning at southwest corner of said Southeast Quarter of Southeast Quarter thence northerly distant 2641.75 feet to point on north line of said Northeast Quarter of Southeast Quarter said section distant 10.45 feet East from northwest corner of said Northeast Quarter of Southeast Quarter and said line there terminating. Subject to easements. Abstract Property PID: 08.027.21.44.0004 1 FIRST AMENDMENT TO CERTIFICATE RECORDED AS DOCUMENT NUMBER 307111 THIS FIRST AMENDMENT TO CERTIFICATE (this “First Amendment”) is entered into as of , 2024 (the “Effective Date”), by and Independent School District No. 833, a Minnesota public corporation (“Landowner”), and the City of Cottage Grove, a Minnesota municipal corporation (“City”). RECITALS Recital No. 1. City was issued a Certificate dated January 5, 1973, and recorded in the Washington County Recorders Office on January 16, 1973 as Document No. 307111. Recital No. 2. The Certificate was recorded against that certain real property legally described on Exhibit A, and was part of a condemnation action related to Court File No. 41589 that awarded the City a perpetual easement over a portion of real property identified in the Certificate as Tract I for storm and sanitary sewer purposes (“Easement”). Recital No. 3. City has requested the Easement be amended to expand the perpetual easement defined as Tract I the Easement. Recital No. 4. Landowner does not object to the expansion, subject to the terms and conditions herein. NOW, THEREFORE, in consideration of the mutual promises and covenants of each to the other contained in this First Amendment and other good and valuable consideration, receipt of which is hereby acknowledged, the parties hereto do covenant and agree as follows: 1. Tract I of the Easement shall be removed and replaced in its entirety with the following: 2 A 30.00 foot strip of land lying over, under and across that part of the Southwest Quarter of the Southwest Quarter of Section 9, Township 27, Range 21, the centerline of which is described as follows: Commencing at the southeast corner of said Southwest Quarter of the Southwest Quarter; thence North 00 degrees 23 minutes 25 seconds East, assumed bearing along the east line of said Southwest Quarter of the Southwest Quarter, a distance of 982.00 feet to the point of beginning of the centerline to be described; thence North 44 degrees 47 minutes 28 seconds West, a distance of 25.00 feet; thence North 20 degrees 02 minutes 28 seconds West, a distance of 98.00 feet; thence North 44 degrees 47 minutes 28 seconds West, a distance of 322.77 feet to the north line of said Southwest Quarter of the Southwest Quarter and said centerline there terminating. The sidelines of said easement are to be prolonged or shortened to terminate as said east line of the Southwest Quarter of the Southwest Quarter and said north line of the Southwest Quarter of the Southwest Quarter. EXCEPTING THEREFROM An Existing 20 foot Storm & Sanitary Easement per Document Number 307111. As described and depicted on Exhibit B. 2. The City acknowledges that the Landowner has a light pole (“Light Pole”) located in Tract I that will remain in its location. If the City damages the Light Pole during of the exercise of its easement rights granted in the Easement, the City shall repair or replace the Light Pole to the satisfaction of the Landowner, or reimburse the Landowner for the costs, based on written documentation of such costs. 3. Except as provided for above, the terms and provisions of the Easement shall remain in full force and effect. 4. This First Amendment and all disputes or controversies arising out of or relating to this First Amendment or the transactions contemplated hereby shall be governed by, and construed in accordance with, the internal laws of the State of Minnesota, without regard to the laws of any other jurisdiction that might be applied because of the conflicts of laws principles of the State of Minnesota. 5. Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or its successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statutes, Chapter 466. 3 6. This First Amendment may be executed in two or more counterparts, all of which shall be considered one and the same instrument and shall become effective when one or more counterparts have been signed by the parties and delivered to the other parties. 7. This First Amendment shall not be amended, modified or supplemented, except by a written instrument signed by an authorized representative of each party. [Remainder of this page has been intentionally left blank] 4 IN TESTIMONY WHEREOF, the parties have caused this First Amendment to be executed as of the day and year first above written. CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public A-1 EXHIBIT A LEGAL DESCRIPTION OF PROPERTY Real property in Washington County, Minnesota, described as follows: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 08.027.21.44.0004 B-1 EXHIBIT B LEGAL DESCRIPTION AND DEPICTION OF TRACT I 1 PERMANENT DRAINAGE AND UTILITY EASEMENT The undersigned Landowner for and in consideration of One and no/100 Dollars ($1.00) and other good and valuable consideration, the receipt whereof is hereby acknowledged, does hereby grant and convey to the City of Cottage Grove (“City”) a permanent non-exclusive easement (“Permanent Easement”) under, over, across, through and upon the following described land situated in the County of Washington, State of Minnesota, to wit: PROPERTY DESCRIPTION: Real property in Washington County, Minnesota, described as follows: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 09.027.21.33.0003 AND Southeast Quarter of Southeast Quarter of Section 8, Township 27, Section 21, Washington County, Minnesota, except therefrom that part lying west of line drawn 40 feet East of and parallel with following described line: Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating; also except that part of the West 60 feet of the North 20 feet of the South 318 feet of said Southeast Quarter of Southeast Quarter; also except South 60 feet of said Southeast Quarter of Southeast Quarter lying east of line parallel with and 40 feet East from following described line: 2 Beginning at southwest corner of said Southeast Quarter of Southeast Quarter thence northerly distant 2641.75 feet to point on north line of said Northeast Quarter of Southeast Quarter said section distant 10.45 feet from Northeast Quarter of Southeast Quarter and said line there terminating. Subject to easements. Abstract Property PID: 08.027.21.44.0004 (“Landowner’s Property”). PERMANENT EASEMENT DESCRIPTION The Landowner does hereby grant and convey unto the City, its successors and assigns, the following: A permanent non-exclusive easement for utility and drainage purposes and all such purposes ancillary, incident or related thereto (hereinafter “Permanent Easement”) under, over, across, through and upon that real property legally described and depicted on Exhibit A (hereinafter the “Permanent Easement Area”) attached hereto and incorporated herein by reference. The Permanent Easement rights granted herein are forever and shall include, but not be limited to, the construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, signal cabinets, above ground and below ground drainage facilities, any related utilities, underground pipes, conduits, culverts, telecommunication and other utilities and mains, and all facilities and improvements ancillary, incident or related thereto, under, over, across, through and upon the Permanent Easement Area. The Permanent Non-Exclusive Easement rights further include, but are not limited to, the right of ingress and egress over the Permanent Easement Area to access the Permanent Easement for the purposes of construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, above ground and below ground drainage facilities any related utilities, underground pipes, conduits, culverts, other utilities, mains and all facilities and improvements ancillary, incident or related thereto. EXEMPT FROM STATE DEED TAX The rights of the City also include the right of the City, its contractors, agents and servants: (a) To enter upon the Permanent Easement Area at all reasonable times for the purposes of construction, reconstruction, inspection, repair, replacement, grading, sloping, and restoration relating to the purposes of the Permanent Easement; and (b) To maintain the Permanent Easement Area, any City improvements and any underground pipes, conduits, or mains, together with the right to excavate and refill ditches or trenches for the location of such pipes, conduits or mains; and (c) To remove from the Permanent Easement Area trees, brush, herbage, aggregate, undergrowth 3 and other obstructions interfering with the location, construction and maintenance of the utility pipes, conduits, mains and above ground and below ground drainage facilities and to deposit earthen material in and upon the Permanent Easement Area; and (d) To remove or otherwise dispose of all earth or other material excavated from the Permanent Easement Area as the City may deem appropriate. The City shall not be responsible for any costs, expenses, damages, demands, obligations, penalties, attorneys’ fees and losses resulting from any claims, actions, suits, or proceedings based upon a release or threat of release of any hazardous substances, petroleum, pollutants, and contaminants which may have existed on, or which relate to, the Permanent Easement Area or the Landowner’s Property prior to the date hereof. The City acknowledges that the Landowner has a monument sign (“the Sign”) and parking lot (“Parking Lot”) located in the Permanent Easement Area that will remain. If the City damages the Sign or Parking Lot during of the exercise of its Easement rights, the City shall repair or replace the Sign or portion of the Parking Lot to the satisfaction of the Landowner, or reimburse the Landowner for the costs, based on written documentation of such costs. Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or their successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statute, Chapter 466. The Landowner, for itself and its successors and assigns, does hereby warrant to and covenant with the City, its successors and assigns, that they are well seized in fee of the Landowner’s Property described above, the Permanent Easement Area described and depicted on Exhibit A and has good right to grant and convey the Permanent Easement herein to the City. City agrees to defend, indemnify, and hold Landowner and its elected and appointed officials, officers, and employees harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way resulting from the City’s activities under the easement granted herein. This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto. [remainder of page intentionally blank] 4 IN WITNESS WHEREOF, the parties hereto have caused this document to be executed as of the day and year first above written. CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public A-1 EXHIBIT A LEGAL DESCRIPTION AND DEPICTION OF PERMANENT EASEMENT AREA 1 PERMANENT DRAINAGE AND UTILITY EASEMENT The undersigned Landowner for and in consideration of One and no/100 Dollars ($1.00) and other good and valuable consideration, the receipt whereof is hereby acknowledged, does hereby grant and convey to the City of Cottage Grove (“City”) a permanent non-exclusive easement (“Permanent Easement”) under, over, across, through and upon the following described land situated in the County of Washington, State of Minnesota, to wit: PROPERTY DESCRIPTION: Real property in Washington County, Minnesota, described as follows: Southeast Quarter of Southeast Quarter of Section 8, Township 27, Section 21, Washington County, Minnesota, except therefrom that part lying west of line drawn 40 feet East of and parallel with following described line: Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating; also except that part of the West 60 feet of the North 20 feet of the South 318 feet of said Southeast Quarter of Southeast Quarter; also except South 60 feet of said Southeast Quarter of Southeast Quarter lying east of line parallel with and 40 feet East from following described line: Beginning at southwest corner of said Southeast Quarter of Southeast Quarter thence northerly distant 2641.75 feet to point on north line of said Northeast Quarter of Southeast Quarter said section distant 10.45 feet from Northeast Quarter of Southeast Quarter and said line there terminating. Subject to easements. Abstract Property PID: 08.027.21.44.0004 (“Landowner’s Property”). 2 PERMANENT EASEMENT DESCRIPTION The Landowner does hereby grant and convey unto the City, its successors and assigns, the following: A permanent non-exclusive easement for utility and drainage purposes and all such purposes ancillary, incident or related thereto (hereinafter “Permanent Easement”) under, over, across, through and upon that real property legally described and depicted on Exhibit A (hereinafter the “Permanent Easement Area”) attached hereto and incorporated herein by reference. The Permanent Easement rights granted herein are forever and shall include, but not be limited to, the construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, above ground and below ground drainage facilities, any related utilities, underground pipes, conduits, culverts, other utilities and mains, and all facilities and improvements ancillary, incident or related thereto, under, over, across, through and upon the Permanent Easement Area. The Permanent Easement rights further include, but are not limited to, the right of ingress and egress over the Permanent Easement Area to access the Permanent Easement for the purposes of construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, above ground and below ground drainage facilities any related utilities, underground pipes, conduits, culverts, other utilities, mains and all facilities and improvements ancillary, incident or related thereto. EXEMPT FROM STATE DEED TAX The rights of the City also include the right of the City, its contractors, agents and servants: (a) To enter upon the Permanent Easement Area at all reasonable times for the purposes of construction, reconstruction, inspection, repair, replacement, grading, sloping, and restoration relating to the purposes of the Permanent Easement; and (b) To maintain the Permanent Easement Area, any City improvements and any underground pipes, conduits, or mains, together with the right to excavate and refill ditches or trenches for the location of such pipes, conduits or mains; and (c) To remove from the Permanent Easement Area trees, brush, herbage, aggregate, undergrowth and other obstructions interfering with the location, construction and maintenance of the utility pipes, conduits, mains and above ground and below ground drainage facilities and to deposit earthen material in and upon the Permanent Easement Area; and (d) To remove or otherwise dispose of all earth or other material excavated from the Permanent Easement Area as the City may deem appropriate. The City shall not be responsible for any costs, expenses, damages, demands, obligations, penalties, attorneys’ fees and losses resulting from any claims, actions, suits, or proceedings based upon a 3 release or threat of release of any hazardous substances, petroleum, pollutants, and contaminants which may have existed on, or which relate to, the Permanent Easement Area or the Landowner’s Property prior to the date hereof. Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or their successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statute, Chapter 466. The Landowner, for itself and its successors and assigns, does hereby warrant to and covenant with the City, its successors and assigns, that they are well seized in fee of the Landowner’s Property described above, the Permanent Easement Area described and depicted on Exhibit A and has good right to grant and convey the Permanent Easement herein to the City. City agrees to defend, indemnify, and hold Landowner and its elected and appointed officials, officers, and employees harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way resulting from the City’s activities under the Permanent Easement granted herein. This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto. [remainder of page intentionally left blank] 4 IN WITNESS WHEREOF, the parties hereto have caused this document to be executed as of the day and year first above written. CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public A-1 EXHIBIT A LEGAL DESCRIPTION AND DEPICTION OF PERMANENT EASEMENT AREA 1 PERMANENT DRAINAGE AND UTILITY EASEMENT The undersigned Landowner for and in consideration of One and no/100 Dollars ($1.00) and other good and valuable consideration, the receipt whereof is hereby acknowledged, does hereby grant and convey to the City of Cottage Grove (“City”) a permanent non-exclusive easement (“Permanent Easement”) under, over, across, through and upon the following described land situated in the County of Washington, State of Minnesota, to wit: PROPERTY DESCRIPTION: Real property in Washington County, Minnesota, described as follows: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 09.027.21.33.0003 (“Landowner’s Property”). PERMANENT EASEMENT DESCRIPTION The Landowner does hereby grant and convey unto the City, its successors and assigns, the following: A permanent easement for utility and drainage purposes and all such purposes ancillary, incident or related thereto (hereinafter “Permanent Easement”) under, over, across, through and upon that real property legally described and depicted on Exhibit A (hereinafter the “Permanent Easement Area”) attached hereto and incorporated herein by reference. 2 The Permanent Easement rights granted herein are forever and shall include, but not be limited to, the construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, above ground and below ground drainage facilities, any related utilities, underground pipes, conduits, culverts, other utilities and mains, and all facilities and improvements ancillary, incident or related thereto, under, over, across, through and upon the Permanent Easement Area. The Permanent Non-Exclusive Easement rights further include, but are not limited to, the right of ingress and egress over the Permanent Easement Area to access the Permanent Easement for the purposes of construction, maintenance, repair and replacement of any sanitary sewer, storm sewer, storm water facilities, above ground and below ground drainage facilities any related utilities, underground pipes, conduits, culverts, other utilities, mains and all facilities and improvements ancillary, incident or related thereto. EXEMPT FROM STATE DEED TAX The rights of the City also include the right of the City, its contractors, agents and servants: (a) To enter upon the Permanent Easement Area at all reasonable times for the purposes of construction, reconstruction, inspection, repair, replacement, grading, sloping, and restoration relating to the purposes of the Permanent Easement; and (b) To maintain the Permanent Easement Area, any City improvements and any underground pipes, conduits, or mains, together with the right to excavate and refill ditches or trenches for the location of such pipes, conduits or mains; and (c) To remove from the Permanent Easement Area trees, brush, herbage, aggregate, undergrowth and other obstructions interfering with the location, construction and maintenance of the utility pipes, conduits, mains and above ground and below ground drainage facilities and to deposit earthen material in and upon the Permanent Easement Area; and (d) To remove or otherwise dispose of all earth or other material excavated from the Permanent Easement Area as the City may deem appropriate. The City shall not be responsible for any costs, expenses, damages, demands, obligations, penalties, attorneys’ fees and losses resulting from any claims, actions, suits, or proceedings based upon a release or threat of release of any hazardous substances, petroleum, pollutants, and contaminants which may have existed on, or which relate to, the Permanent Easement Area or the Landowner’s Property prior to the date hereof. Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or their successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statute, Chapter 466. The Landowner, for itself and its successors and assigns, does hereby warrant to and covenant with the City, its successors and assigns, that they are well seized in fee of the Landowner’s Property 3 described above, the Permanent Easement Area described and depicted on Exhibit A and has good right to grant and convey the Permanent Easement herein to the City. City agrees to defend, indemnify, and hold Landowner and its elected and appointed officials, officers, and employees harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way resulting from the City’s activities under the easement granted herein. This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto. [remainder of page intentionally left blank] 4 IN WITNESS WHEREOF, the parties hereto have caused this document to be executed as of the day and year first above written. CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public A-1 EXHIBIT A LEGAL DESCRIPTION AND DEPICTION OF PERMANENT EASEMENT AREA 1 PERMANENT RIGHT-OF-WAY EASEMENT THIS EASEMENT AGREEMENT (“Easement”) is made, granted and conveyed this _____ day of _____________, 2024, by and between Independent School District No. 833 (“Landowner”) and the City of Cottage Grove, a Minnesota municipal corporation (“City”). PROPERTY DESCRIPTION Landowner owns real property in Washington County, Minnesota, legally described as follows: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 09.027.21.33.0003 AND Southeast Quarter of Southeast Quarter of Section 8, Township 27, Section 21, Washington County, Minnesota, except therefrom that part lying west of line drawn 40 feet East of and parallel with following described line: Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating; also except that part of the West 60 feet of the North 20 feet of the South 318 feet of said Southeast Quarter of Southeast Quarter; also except South 60 feet of said Southeast Quarter of Southeast Quarter lying east of line parallel with and 40 feet East from following described line: Beginning at southwest corner of said Southeast Quarter of Southeast Quarter thence northerly distant 2641.75 feet to point on north line of said Northeast Quarter of Southeast Quarter said 2 section distant 10.45 feet from Northeast Quarter of Southeast Quarter and said line there terminating. Subject to easements. Abstract Property PID: 08.027.21.44.0004 (“Property”) EXEMPT FROM STATE DEED TAX PERMANENT EASEMENT DESCRIPTION The Landowner in consideration of the sum of One Dollar and other good and valuable consideration to it in hand paid by the City, the receipt and sufficiency of which is hereby acknowledged, does hereby grant and convey to the City, its successors and assigns, forever the following: A permanent easement for public right-of-way, including roadway, trail, lights, street lights, signal lights, utility boxes, signs, drainage and utility purposes, and all such purposes ancillary, incident or related thereto (“Permanent Easement”), under, over, across, through and upon the Property. The Permanent Easement Area is legally described and depicted on Exhibit A, attached hereto and incorporated herein by reference. The Permanent Easement rights granted herein are forever and shall include, but not be limited to, the construction, maintenance, repair and replacement of any public right-of-way, sanitary sewer, storm sewer, water mains, storm water facilities, above ground and below ground drainage facilities, any utilities, telecommunication facilities, underground pipes, conduits, culverts, signals, lights, signs, other utilities and mains, and all facilities and improvements ancillary, incident or related thereto, under, over, across, through and upon the Permanent Easement Area (“Easement Rights”). The Permanent Easement Rights further include, but are not limited to, the right of ingress and egress over the Permanent Easement Area to access the Permanent Easement for the purposes of performing the Easement Rights. The access and Easement Rights of the City also include the right of the City, its contractors, agents and servants: (a) To enter upon the Permanent Easement Area at all reasonable times for the purposes of construction, reconstruction, inspection, repair, replacement, grading, sloping, and restoration relating to the purposes of the Permanent Easement; and (b) To maintain the Permanent Easement Area, any City improvements and any public right-of- way, underground pipes, conduits, or mains, together with the right to excavate and refill ditches or trenches for the location of such pipes, conduits or mains; and (c) To remove from the Permanent Easement Area trees, brush, herbage, aggregate, undergrowth 3 and other obstructions interfering with the location, construction and maintenance of the public right-of-way, utility pipes, conduits, mains and above ground and below ground drainage facilities and to deposit earthen material in and upon the Permanent Easement Area; and (d) To remove or otherwise dispose of all earth or other material excavated from the Permanent Easement Area as the City may deem appropriate. The City shall not be responsible for any costs, expenses, damages, demands, obligations, penalties, attorneys’ fees and/or losses resulting from any claims, actions, suits, or proceedings based upon a release or threat of release of any hazardous substances, petroleum, pollutants, and/or contaminants which may have existed on, or which relate to, the Permanent Easement Area or the Landowner’s Property, prior to the date hereof. The City acknowledges that the Landowner has a monument sign (“the Sign”) located in the Permanent Easement Area that will remain in its location. If the City damages the Sign during of the exercise of its Easement Rights, the City shall repair or replace the Sign to the satisfaction of the Landowner, or reimburse the Landowner for the costs, based on written documentation of such costs. Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or its successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statutes, Chapter 466. The Landowner, for itself and its successors and assigns, does hereby warrant to and covenant with the City, its successors and assigns, that it is well seized in fee of the Landowner’s Property and the Permanent Easement Area described on Exhibit A and has good right to grant and convey the Permanent Easement herein to the City. This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto. City agrees to defend, indemnify, and hold Landowner and its elected and appointed officials, officers, and employees harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way resulting from the City’s activities under the easement granted herein. This agreement may be executed in any number of counterparts, each of which shall be deemed an original but all of which shall constitute one and the same instrument. [remainder of page intentionally blank] 5 CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public This instrument drafted by and after recording, please return to: Korine L. Land (#262432) LeVander, Gillen & Miller, P.A. 1305 Corporate Center Dr Suite 300 Eagan, MN 55121 651-451-1831 A-1 EXHIBIT A LEGAL DESCRIPTION AND DEPICTION OF PERMANENT EASEMENT AREA 1 (Reserved for Recording Data) STORMWATER MANAGEMENT FACILITIES AGREEMENT This Stormwater Management Facilities Agreement (“Agreement”) is made, entered into and effective this ____ day of _________________, 2024, by and between the City of Cottage Grove, a Minnesota municipal corporation (“City”) and Independent School District 833, a Minnesota public corporation (“School District”). WHEREAS, the School District owns the following real property situated within Washington County, Minnesota described as follows: Southwest Quarter of Southwest Quarter of Section 9, Township 27, Range 21 except south 60 feet thereof subject to utility easement. Abstract Property PID: 09.027.21.33.0003 (“Park High School”). WHEREAS, the School District owns the following real property situated within Washington County, Minnesota described as follows: Southeast Quarter of Southeast Quarter of Section 8, Township 27, Section 21, Washington County, Minnesota, except therefrom that part lying west of line drawn 40 feet East of and parallel with following described line: Beginning at the southwest corner of the Southeast Quarter of the Southeast Quarter of said Section 8; thence Northerly 2641.75 feet to a point on the north line of said Northeast Quarter of Southeast Quarter, distant 10.45 feet east from the northwest corner of said Northeast Quarter of Southeast Quarter and there terminating; also except that part of the West 60 feet of the North 20 feet of the South 318 feet of said Southeast Quarter of Southeast Quarter; also except South 60 feet of said Southeast Quarter of Southeast Quarter lying east of line parallel with and 40 feet East from following described line: Beginning at southwest corner of said Southeast Quarter of Southeast Quarter thence northerly distant 2641.75 feet to point on north line of said 2 Northeast Quarter of Southeast Quarter said section distant 10.45 feet from Northeast Quarter of Southeast Quarter and said line there terminating. Subject to easements. Abstract Property PID: 08.027.21.44.0004 (“Crestview Elementary School”; together the “Properties”). WHEREAS, School District has obtained the approval from the City to use a portion of the Properties for a Stormwater Management Facilities; and WHEREAS, as used herein, the term “Stormwater Management Facilities” may refer to water quality and/or water quantity facilities (i.e. detention basins, retention basins, swales, pipes, oil/water separators, sand filtering devices, infiltration facilities, sump structures, etc.) which are located on the Properties; and WHEREAS, the City has required that the School District make provision for the construction, maintenance and repair of the Stormwater Management Facilities located within the boundaries of the Properties as the same is described and depicted in the construction plans approved by the City Engineer and on file with the City (“Plans”); and WHEREAS, the City and School District desire to set forth their understanding with respect to the construction, repair and maintenance of the Stormwater Management Facilities and the responsibility relating to the costs of the repair and maintenance of the Stormwater Management Facilities. NOW THEREFORE, in consideration of the foregoing facts and circumstances, and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties hereto hereby agree as follows: 1. Construction and Maintenance of Stormwater Management Facilities. The School District agrees to construct the Stormwater Management Facilities according to the Plans and repair and maintain the Stormwater Management Facilities at its sole cost and expense. Maintenance of the Stormwater Management Facilities shall mean an annual inspection , and certification, by a qualified individual or company acceptable to the City that the stormwater system is functioning in accordance with the approved Plans. If, as a result of an inspection by a qualified individual or company acceptable to the City or City staff, it is determined that the Stormwater Management Facilities (1) has not been maintained; or (2) is not functioning as originally designed and intended; or (3) is in need of repair, the School District agrees to restore the Irrigation System so that it functions as it was designed and intended. Subject to Section 5 below, School District shall be solely responsible for the repair and maintenance of the Stormwater Management System and shall provide a copy of the required annual inspection report to the City. If the required annual inspection report is not submitted to the City by September 30th of each year, the School District shall provide the City with the right to enter onto the property to conduct the annual inspection. 3 2. School District’s Default. In the event of default by the School District as to any of the work to be performed by it hereunder, following at least thirty (30) days prior written notice and School District’s failure to cure such default within such time-frame, except in an emergency as determined by the City, the City may, at its option, perform the work and the School District shall promptly, following receipt of an invoice and reasonable substantiation of such costs, reimburse the City for any reasonable out-of-pocket expense incurred by the City. This Agreement is a license for the City to act when so authorized under this Agreement, and it shall not be necessary for the City to seek a Court order for permission to enter the Properties. When the City does any such work, the City may, in addition to its other remedies, assess the reasonable out-of- pocket cost in whole or in part. 3. Future City Policy. Notwithstanding anything contained in this Agreement to the contrary, in the event the City shall in the future establish a policy for repair and maintenance by the City of Stormwater Management Facilities owned by private parties located elsewhere in the City under which policy the costs of such repair and maintenance are to be paid either out of general City revenues or by collection of utility or service fees or charges, then any owner of any portion of the Properties shall be entitled to petition the City for the inclusion of the Stormwater Management Facilities under such repair and maintenance program. The recording of a certified copy of the Resolution of the City Council of the City which sets forth the consent and authorization described in the foregoing sentence shall serve to terminate this Agreement, without further action on the part of any party hereto. 4. Changes to Site Configuration or Stormwater Management Facilities. If site configurations or Stormwater Management Facilities change, causing decreased effectiveness of Stormwater Management Facilities, new or improved Stormwater Management Facilities must be implemented to ensure the conditions for post-construction stormwater management continue to be met. 5. Exempt from Watering Restrictions. Because this Agreement is necessary in order for School District to comply with stormwater management requirements, School District shall not be required to comply with the City’s watering restrictions in City Code Section 8-1-10.B. 6. Terms and Conditions. The terms and conditions of this Agreement shall be binding upon and shall insure to the benefit of the parties hereto and their respective successors and assigns. 7. School District Warranty. School District warrants and represents the following to the City and acknowledges that this Agreement has been duly executed and delivered and constitutes the legal, valid and binding obligation of School District enforceable in accordance with its terms. The party signing on behalf of the School District has been duly authorized by the entity to sign the Agreement and bind the entity. School District has been duly formed under the laws of the State of Minnesota and is in good standing under the laws of the jurisdiction in which the Properties are located, is duly qualified to transact business in the jurisdiction in which the Properties are located, and has the requisite power and authority to enter into and perform this Agreement and the documents and instruments required to be executed and delivered by School District pursuant hereto. This Agreement and the documents and instruments required to be executed and delivered by School District pursuant hereto have each been duly authorized by all 4 necessary action on the part of School District and such execution, delivery and performance does and will not conflict with or result in a violation of School District’s organizational agreement or any judgment or order. The execution, delivery and performance by School District of this Agreement will not (a) violate any provision of any law, statute, rule or regulation or any order, writ, judgment, injunction, decree, determination or award of any court, governmental agency or arbitrator presently in effect having applicability to School District, or (b) result in a breach of or constitute a default under any indenture, loan or credit agreement or any other agreement, lease or instrument to which School District is a party or by which it or any of its properties may be bound. 8. Amendment and Waiver. The parties hereto may by mutual written agreement amend this Agreement in any respect. Any party hereto may extend the time for the performance of any of the obligations of another, waive any inaccuracies in representations by another contained in this Agreement or in any document delivered pursuant hereto which inaccuracies would otherwise constitute a breach of this Agreement, waive compliance by another with any of the covenants contained in this Agreement, waive performance of any obligations by the other or waive the fulfillment of any condition that is precedent to the performance by the party so waiving of any of its obligations under this Agreement. Any agreement on the part of any party for any such amendment, extension or waiver must be in writing. No waiver of any of the provisions of this Agreement shall be deemed, or shall constitute, a waiver of any other provisions, wh ether or not similar, nor shall any waiver constitute a continuing waiver. 9. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of Minnesota. 10. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original but all of which shall constitute one and the same instrument. 11. Consent. School District consents to the recording of this Agreement. 12. Indemnification and Limitation of Liability. a. District Obligations. School District agrees to defend, indemnify and hold City, its elected and appointed officials, officers, and employees harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way connected with the School District’s performance of this Agreement. b. City’s Obligations. City agrees to defend, indemnify and hold School District, its officer, agents, employees and volunteers harmless against and from any and all losses, claims, actions, damages, expenses or liabilities, including reasonable attorney’s fees, arising out of or in any way connected with City’s negligent performance of this Agreement. c. Limit of Liability. Nothing contained herein shall be deemed a waiver by the City or School District of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by a third party shall be subject 5 to any governmental immunity defenses of the City and School District and the maximum liability limits provided by Minnesota Statute, Chapter 466. 13. Notice. Notice shall mean notices given by one party to the other if in writing and if and when delivered or tendered: (i) in person; (ii) by depositing it in the United States mail in a sealed envelope, by certified mail, return receipt requested, with postage and postal charges prepaid, or (iii) by proper and timely delivery to an overnight courier service addressed by name and address to the party or person intended addressed as follows: If to City: City of Cottage Grove Attention: City Administrator 12800 Ravine Parkway South Cottage Grove, MN 55016 If to School District: Independent School District 833 Attention: Superintendent 7362 E. Point Douglas Road South Cottage Grove, MN 55016 or to such other address as the party addressed shall have previously designated by notice given in accordance with this Section. Notices shall be deemed to have been duly given on the date of service if served personally on the party to whom notice is to be given, on the third day after mailing if mailed by United States postal service as provided above, or within twenty-four (24) hours if sent via overnight courier service provided, that a notice not given as above shall, if it is in writing, be deemed given if and when actually received by a party. [The remainder of this page was intentionally left blank.] 6 IN WITNESS WHEREOF, the parties hereto have caused this document to be executed as of the day and year first above written. CITY: CITY OF COTTAGE GROVE By: Myron Bailey Its Mayor By: Tamara Anderson Its City Clerk STATE OF MINNESOTA ) ) ss. COUNTY OF WASHINGTON ) On this day of , 2024, before me a Notary Public within and for said County, personally appeared Myron Bailey and Tamara Anderson to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and City Clerk of the City of Cottage Grove, the municipality named in the foregoing instrument, and that the said instrument was signed on behalf of said municipality by authority of its City Council and said Mayor and City Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public 1 City Council Action Request 14.A. Meeting Date 12/4/2024 Department Administration Agenda Category Action Item Title Performance Evaluation - Jennifer Levitt, City Administrator Staff Recommendation Close the meeting pursuant to MN Statute 13D.05 subd.(3)a to conduct a performance evaluation of City Administrator, Jennifer Levitt. Budget Implication N/A Attachments None