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HomeMy WebLinkAbout2020-04-13 Council Agenda Packet*Includes Materials - Materials relating to these agenda items can be found in the House Agenda Packet by Door. The complete Council Agenda Packet is available electronically on the website at www.ci.corcoran.mn.us. Corcoran City Council Agenda April 13, 2020 - 7:00 pm 1.Call to Order / Roll Call 2.Pledge of Allegiance 3.Agenda Approval4.Commission Representatives – Discontinued Until Further Notice 5.Open Forum (Public Comment Opportunity) 6.Presentations/Recognitions 7.Consent Agenda a.Draft Minutes of March 20, 2020 Special Council Meeting* b.Draft Minutes of March 26, 2020 Council Meeting* c.Financial Claims* d.Southeast Corcoran 2020 Trunk Watermain Improvements – Accept Plans and Authorize Bids* e.2020 Road Materials Bid Awards – Asphalt Maintenance, Gravel, Seal Coat/Fog Seal, Dust Control, & Gravel Hauling Services* f.Equipment Purchase – Bobcat Loaders* g.Resignation – Emma Remillard* h.Charter Commission Appointment* 8.Planning Business 9.Unfinished Business (Public Comment Opportunity) a.Strategic Planning Recap; Core Strategies, Short-Term Goals, and 2020 Action Steps* b.2020 Financial Management Plan* 10.New Business (Public Comment Opportunity) a.Appaloosa Woods Neighborhood Meeting Recap* b.2020 Dust Control Program* c.Employee Mental Wellness Program* 11.Staff Reports a.Pandemic Response Update 12.2020 Council Schedule* 13.Adjournment Due to the COVID-19 health pandemic, the City Council’s regular meeting place is not available and is not open to the public. Pursuant to Minnesota Statute 13D.021 the one or more members of the City Council may participate by telephone or other electronic means. Telephone Meeting Call-in Instructions Call: +1 312 626 6799 US Enter Meeting ID: 708 970 398 Press *9 to Comment during the Public Comment Sections in the Meeting For more information on options to provide public comment visit: www.ci.corcoran.mn.us The City of Corcoran will provide high quality public services in a cost effective, responsible, and professional manner in order to create a preferred environment to live, work, play, and conduct business. MISSION STATEMENT The City of Corcoran will become a vibrant community focused around a thriving Town Center while preserving its natural character and agricultural roots. In order to achieve this vision, the City will seek to work with partners to accomplish the following outcomes:  A variety of housing options for all ages and stages of life existing in cohesion with the natural environment.  A well connected parks and trails system with options for year-round recreation and opportunities for residents to connect with nature.  A safe and clean community where residents can be proud to live, work, and play.  A variety of high quality schools are available to residents and work in cohesion with the City’s vision.  A variety of commercial and industrial businesses exist to provide for most services and jobs for the community. VISION STATEMENT The following values are fundamental to the City of Corcoran’s success and the fulfillment of our mission: Honesty, Ethics, Integrity We believe that honesty, ethics, and integrity are the foundation blocks of public trust and confidence. Community Pride and Partnership We believe in creating a strong sense of community through partnerships with civic organizations, school districts, and local businesses. Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. ADOPTED MARCH 8, 2018 VALUES STATEMENT ADOPTED JANUARY 24, 2019 ACTION STEPS The City of Corcoran has identified the following action steps for 2019:  Develop a master plan, finance plan, and select amenities for City Park.  Develop a needs assessment, action plan, and finance plan for fire service.  Complete the update to the southeast district and town center plan; complete a stormwater management plan for the town center.  Decide on request for contribution to the Dayton Parkway Interchange project.  Develop a low cost option to pave gravel roads; establish criteria to select roads for paving; push legislative priorities which includes street funding options.  Identify all existing easements/right-of-way the City has obtained for trails, etc.  Complete a feasibility study for trails along selected County Roads.  Identify preferred snowmobile routes.  Evaluate staffing and space needs for public safety.  Evaluate the need for a City Planner.  Complete studies needed for water system options.  Investigate options to reduce the use of salt/chloride; apply for funding to complete an additional sub watershed assessment.  Provide an update on the existing crime/drug action plan; create a new plan for next steps.  Execute code enforcement plan.  Consider updates to the Open Space and Preservation ordinance and other ordinances to establish incentives for protecting/preserving the natural environment through development.  Review compost site options. CITY OF CORCORAN City Council Special Meeting Minutes March 20, 2020 – 3:00 pm The Corcoran City Council met on March 20, 2020, at City Hall in Corcoran, Minnesota. Present were Mayor Thomas at City Hall and present via telephonic or other electronic means were Councilor Anderson, Councilor Dejewski, and Councilor Schultz. Councilor Bottema arrived via telephonic or other electronic means at approximately 3:10pm. Also present were City Administrator Martens and Director of Public Safety Gottschalk. 1.Call to Order / Roll Call Mayor Thomas called the meeting to order at 3:05 pm. 2.COVID-19 Response Update City Administrator Martens updated Council on the decision to close City Hall offices to the public at noon, on March 20, 2020, after staff actions to adapt services and processes through electronic options at City Hall. City Administrator Martens noted the challenges with some payment processing, and receiving goods in a timely manner, as well as working through new ways to hold public meetings with the community. City Administrator Martens updated Council on Rockford Area Schools lunch project at Mobile Hope Center. Council discussed difficulties with social distancing through distribution of meals. City Administrator Martens reviewed the actions and functioning of staff at City Hall, and communications through the emergency. Director of Public Safety Gottschalk reviewed the goal with current emergency is to mitigate the spread of COVID-19 and discussed how the City is working through contingencies with other agencies in the Lakes Area Emergency Management to prepare for a long-term emergency regarding COVID-19. Director of Public Safety Gottschalk noted the role of the City is to support operating functions, as other organizations become involved with the emergency plan, and help coordinate incidents in an organized system, including alignment of resources, and continued future planning for staff needs and resource needs. Council discussed concern regarding outreach programs such as the school lunch project and suggested facilitating such projects through outside organizations. Council discussed medical protocols and personal protection equipment for our first responders, and dangers of emergency calls regarding our first responders. Council reflected on staff adjustments to the pandemic; noted needs of senior citizens and vulnerable adults, who may not self-identify or promote what their needs may be; and how to minimize teenage groups from congregating together. Council consensus agreed with decision to close the City Hall to public access temporarily, placing a stay on any code enforcement actions to eliminate economic hardships, and deferring fees and civil penalties temporarily because of community pandemic impacts. Council discussed COVID-19 related cases and the impact on staff. 3.Consideration of Extending City Hall Closure to the Public City Administrator Martens requested City Hall closure extension remain in force through March 27, 2020. MOTION: made by Schultz, seconded by Bottema to extend City Hall public access closure through March 27, 2020. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) 4.Consideration of Declaring an Emergency City Administrator Martens reviewed the proclamation declaring an emergency in Corcoran and stated on March 18, 2020, Mayor Thomas signed a Proclamation Declaring an Emergency in the City of Corcoran, per Minnesota State Statute 12.29, Corcoran City Code Section 32.14. City Administrator Martens further noted the Declaration of Emergency directs the City Administrator to enact emergency regulations as determined appropriate to support residents, to implement emergency regulations reported to Council as soon as applicable, to direct emergency Agenda Item 7a. 2 management director to implement applicable sections of disaster response plan, to request and coordinate aid and resources from surrounding communities, Hennepin County and State of Minnesota as needed, to determine in-person meetings of Council and Commissions, regarding future meetings, in accordance with Minnesota State Statue 13.D.021 and amend as necessary. City Administrator Martens read the 2020-17 Resolution Extending Period of Emergency. Director of Public Safety Gottschalk reviewed relevant information pertaining to the emergency declaration, including review of funding and purchasing processes, impacts to staffing and resources, and grant flexibility in human resource practices, policies, and functions throughout the emergency. MOTION: made by Dejewski, seconded by Bottema to approve Resolution 2020-17 Extending the Period of Emergency. Council discussed City alignment with the State guidelines and efforts. Council discussed being cognizant of inappropriate actions by individuals regarding monetary and legal possibilities. Council asked for an accounting identification code of any purchases and items pertaining to COVID-19 throughout the period of emergency. City Administrator Martens outlined expense accounting and recording for the remainder of the emergency. Council inquired about the proclamation of emergency processes allowed by the City Administrator. City Administrator Martens referenced examples include changing code enforcement processes, closing parks in Corcoran, and changes in other service functions within the City. City Administrator Martens indicated emergency decisions would be communicated to the Council. Council and staff discussed commercial business operations, mandates from the State of Minnesota regarding commercial business closings, and City enforcement action if applicable. Council and staff reviewed the process of removing the Declaration of Emergency and the process. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) 5. Consideration of Temporary Leave for Impacted Employees City Administrator Martens reviewed mandatory sick leave within federal and state policies regarding potential COVID-19 pay. Council inquired if sick time accrual is allowed within the City, and if the COVID-19 sick pay would impact accrual balances. City Administrator Martens indicated COVID-19 pay is separate from accrued sick time. Council asked if staff would be required to take Paid Time Off (PTO) time or sick time before COVID-19 pay would commence. City Administrator Martens indicated PTO time would be utilized until a COVID-19 diagnosis was confirmed, PTO time would be issued back to the employees PTO bank, and COVID-19 pay would be utilized. City Administrator Martens also noted COVID-19 pay would be based on scheduled hours worked within each City position. Council noted COVID-19 pay accruals should not accrue into a future year within the regular PTO or sick bank of the employee. 6. Unscheduled Items City Administrator Martens outlined the upcoming Council meetings and public hearings, and the navigation and processes of future meetings. 7. Adjournment MOTION: made by Schultz, seconded by Dejewski to adjourn. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Meeting adjourned at 3:51 pm. ________________________________ Michelle Friedrich – Deputy Clerk CITY OF CORCORAN City Council Meeting Minutes March 26, 2020 - 7:00 pm The Corcoran City Council met on March 26, 2020, at City Hall in Corcoran, Minnesota. Present were Mayor Thomas at City Hall and present via telephonic or other electronic means were Councilor Anderson, Councilor Dejewski, and Councilor Schultz. Also present were City Administrator Martens and Director of Public Safety Gottschalk. 1.Call to Order / Roll Call Mayor Thomas called the meeting to order at 7:00 pm. 2.Pledge of Allegiance 3.Agenda Approval City Administrator Martens requested removal of item 10a. Corridor Planning Grant Application as the grant period has been postponed, and addition of item 11b. Pandemic Response Update. MOTION: made by Anderson, seconded by Dejewski to approve the agenda as modified. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Mayor Thomas stated for the record, Council recognizes the difficulty with the alternate meeting location for Council meetings, and indicated public comments are encouraged through this difficult process. Council requests continued communication by residents through email. 4.Commission Representatives Mayor Thomas noted no commissioners were present. 5.Open Forum Mayor Thomas invited residents to speak at Open Forum. No residents came forward. 6.Presentations/Recognitions No presentations or recognitions. 7.Consent Agenda a.Draft Minutes of March 12, 2020 Council Meeting b.Financial Claims c.Preliminary Plat, Final Plat, and Variance to Subdivide St. Jane Chantel Parcel d.City-initiated Update to the Zoning Ordinance e.Topographic Survey and Wetland Delineation Exemption for 10005 County Road 19 f.Draft City of Dayton Comprehensive Plan g.Hennepin County Equipment Grant h.Ordinance Amendment – Alcoholic Beverages i.Accepting Donation – Jaycees Tree Giveaway j.Request for Metropolitan Agriculture Preserve Initiation and Expiration k.2020 Fee Schedule Amendment l.Approving Cropland Bids Council asked that items 7c., 7d., and 7j be considered separately for further discussion. MOTION: made by Schultz, seconded by Anderson to approve the Consent Agenda items 7a., 7b., 7e., 7f., 7g., 7h., 7i., 7k., and 7l. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Council requested Item 7c. Preliminary Plat, Final Plat, and Variance to Subdivide St. Jane Agenda Item 7b. 2 Chantel Parcel PowerPoint be presented for public record. City Administrator Martens presented Item 7c. City Administrator Martens indicated the two variances include creation of an outlot which would not meet the required lot area for the Rural Residential zoning district, and creation of an outlot on the southern portion of the property without a development right. City Administrator Martens relayed the applicant wishes to keep the outlot separate to keep options open for future sale or redevelopment. City Administrator Martens noted the new outlot would merge with one of the existing lots in the future, resulting in a conforming lot. City Administrator Martens and Council discussed Council considerations regarding approval of the two variances, and referenced building rights and current zoning. Council noted the applicant worked with City Planner Lindahl to arrive at the variance requests. MOTION: made by Dejewski, seconded by Schultz approving Resolution 2020-18 Preliminary Plat and Variance for Property Located at 22105 County Road 50 (PID 21-119-23-33-0004). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) MOTION: made by Dejewski, seconded by Schultz approving Resolution 2020-19 Final Plat for Property Located at 22105 County Road 50 (PID 21-119-23-33-0004) (City File 20-001). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Council requested Item 7d. City-initiated Update to the Zoning Ordinance PowerPoint be presented for public record. City Administrator Martens presented 7d. and noted the draft zoning map brings the 2040 Comprehensive Plan into compliance as required by state law. MOTION: made by Anderson, seconded by Schultz approving Ordinance 2020-400 An Ordinance Amending Title X (Zoning Ordinance) of the City Code to Classify Certain Land Identified on the Draft Zoning Map (City File 20-003). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) MOTION: made by Dejewski, seconded by Schultz approving Resolution 2020-20 Findings of Fact for Rezoning Property Identified on the Draft Zoning Map (City File 20-003). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Regarding Item 7j., Council addressed questions regarding assessments made on property in Preserve. City Administrator Martens noted the 2040 Corcoran Comp Plan states the City will approve agricultural preserve requests outside of the MUSA. MOTION: made by Anderson, seconded by Schultz approving Resolution 2020-23 Approving a Request for Metropolitan Agricultural Preserve Designation and Initiation of Expiration for 49 Acres of Land Owned by Jeff and Kari Vollrath (PID 29-119-23-24-0001) (City File 20-010). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Council addressed a question regarding assessments made on property in Preserve. City Administrator Martens noted the 2040 Corcoran Comp Plan indicates the City will approve ag preserve requests outside of the MUSA, and the City needs to be consistent with the statement. City Administrator Martens confirmed property in Ag Preserve cannot be assessed for transportation improvements by the City. 8. Planning Business a. Final PUD Development Plan and Final Plat for Bellwether 4th Addition City Administrator Martens presented the report noting Park dedication has already been calculated for the entire development. City Administrator Martens outlined the applicant is requesting approval for grading on the parcel’s south side and adjacent to the future neighborhood park. Council and staff discussed park land and land transition from the development to the future neighborhood park. 3 MOTION: made by Anderson, seconded by Dejewski approving Resolution 2020-24 Approving Final Plat and Development Contract for “Bellwether 4nd Addition” for Pulte Homes of Minnesota LLC (Outlot D, Bellwether 2nd Addition) (City File 20-002). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) MOTION: made by Schultz, seconded by Dejewski approving Resolution 2020-25 Approving Final Planned Unit Development (PUD) Plan for “Bellwether 4nd Addition” for Pulte Homes of Minnesota LLC (Outlot D, Bellwether 2nd Addition) (City File 20-002). Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) b. Vacation of Drainage and Utility Easements – Bellwether 2nd Addition City Administrator Martens presented applicant request for vacation of the drainage and utility easements for the 4th Addition; the standard easements over Outlot B; and the release of 2nd Addition easements no longer necessary. Thomas called the Public Hearing to order and invited residents to speak. Mayor Thomas noted with the current Declaration of Emergency, Council may decide to extend some public hearing over two Council meeting dates to allow residents to speak who may have missed the original public hearing meeting, and Council will be addressing this subject at a future date. MOTION: made by Dejewski, seconded by Anderson to close the public hearing. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) MOTION: made by Schultz, seconded by Anderson to approve Resolution 2020-26 Approving Vacation of Drainage and Utility Easements within the “Bellwether 4th Addition” Subdivision (City File 20-002) Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) 9. Unfinished Business a. Consideration of Temporary Leave for COVID-19 Impacted Employees City Administrator Martens reviewed the City’s policy for temporary leave in relation to the new federal legislation requiring the City to allow leave to employees impacted by COVID -19. City Administrator Martens noted this policy is not a city-initiated policy, but a City response to incorporating the federal legislation into current policy for the City. City Administrator Martens presented different scenarios with temporary leave by employees regarding COVID-19, and the City policy response for each scenario. City Administrator Martens reviewed employee eligibility, worker’s compensation coverage implications, and Family Medical Leave Act leave policies through federal legislation currently available to employees. City Administrator Martens stated per legislation, COVID-19 pay is not carried over into the next year. The City as an employer has the option to send a sick employee home. City Administrator Martens also stated the City may cap the amount of pay per day and noted the City Administrator position would be the only position impacted by the cap on wages. Council requested any changes made be brought forth at a future Council meeting. City Administrator Martens confirmed any amendments would be brought forth to Council at future meetings. Council and staff discussed seasonal staff positions in Public Works. Council asked if there are any currently furloughed employees. City Administrator indicated all employees are working and will address staffing updates in Item 11b. MOTION: made by Dejewski, seconded by Anderson to approve the COVID-19 Pay Guidelines and authorize City Administrator to amend as necessary to comply with federal law. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) 10. New Business a. Corridor Planning Grant Application – Rescheduled to a future Council Agenda. 11. Staff Reports a. Active Corcoran Planning Applications; Council received report. 4 b. Pandemic Report Update City Administrator Martens reviewed the shelter in place order effective from March 20 through April 10, clarified essential employees within the order, clarified the order does not restrict virtual or telework, and noted the order indicated all workers who can work from home must do so. City Administrator Martens stated local government is a considered a critical sector. City Administrator Martens noted staff is adhering to workplace social distancing, implementing work from home practices, and addressing work completion electronically. City Administrator Martens reported Recreation Coordinator Jessica Christensen Buck has transitioned to a police department assignment to assist with emergency operations. City Administrator Martens implemented a temporary halt to any code enforcement that is non-immediate, life safety issues, closing of City playgrounds, and requested Council extend closure of City Hall through Friday, April 24. City Administrator Martens reported development construction and over the counter permits continue to progress, along with existing feasibility studies. Director of Public Safety Gottschalk updated Council on public safety processes pertaining to the current COVID-19 emergency, department changes, and impacts to current staffing needs . Director of Public Safety Gottschalk outlined the utilization of the community room for public meetings allows for social distancing guidelines and explained the conversion of the Council Chambers into an Emergency Operations Center (EOC). Director of Public Safety Gottschalk reviewed the activities and functions of the EOC and noted the City’s continued goal is to be prepared for COVID-19, and to continue to provide services in a safe and effective manner. Council and staff discussed the possibilities of decreased staff and police officers and how the City was prepared to handle such a situation. Council and staff discussed data privacy, COVID-19 reporting within the City, and the possibilities of employees showing symptoms and the challenges of a diagnosis with limited testing for only advanced COVID-19 patients. Council and staff discussed the cancellation of upcoming City events. Council and staff discussed the safety protocols for officers on duty in suspected COVID -19 emergency situations. Council inquired if the City is corresponding with neighboring cities to help mitigate future staffing needs and resources. Director of Public Safety Gottschalk responded how the City is working with surrounding agencies to secure staffing needs and resources. MOTION: made by Anderson, seconded by Schultz extend the closure of City Hall to the public through April 24. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) 12. 2020 City Council Schedule City Administrator Martens reviewed upcoming meetings and postponing the April 6 Council meeting to April 13. MOTION: made by Schultz, seconded by Anderson to move the April 6 Council meeting to April 13, 2020. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Council reflected on the internet access in Corcoran and a previous Open Forum statement by a resident regarding the limited internet access in Corcoran. City Administrator Martens noted an action this year by staff is to review gaps in access in internet within Corcoran. 13. Adjournment MOTION: made by Dejewski, seconded by Anderson to adjourn. Voting Aye by Roll Call Vote: Thomas, Anderson, Bottema, Dejewski, and Schultz (Motion carried 5:0) Meeting adjourned at 8:12 pm. ________________________________ Michelle Friedrich – Deputy Clerk Agenda Item 7c. Council Meeting Date: 4/13/2020 FINANCIAL CLAIMS Prepared By: jrotz CHECK RANGE FUND #500 ESCROW CLAIMSAgendaItem: 7c. Paid toAmountProject name 500-20332$6,470.00HAUGO GEOTECHNICAL SERVICES LLC - WESSEL SOIL TESTING 500-20392$139.00LANDFORM - MN SOLAR IUP 16-032 500-20469$34.75LANDFORM - Ravinia 11th FP and Final PUD 19-005 500-20454$173.75LANDFORM - Applewood Pointe Sketch Plan 19-007 500-20469$133.25LANDFORM - Ravinia 13th FP, PUD 19-012 500-20332$69.50LANDFORM - Lennar Wessel Feasibility 19-018 500-20469$255.00LANDFORM - Ravinia 14th FP and FPUD 19-022 500-20478$12,874.39LITHGOW AUTOMOTIVE - ESCROW REFUND Total 20,149.64 Total Fund #500 = 20,149.64 See attached Payments Detail) ALL OTHER FINANCIAL CLAIMSAgendaItem:7c.$ 245,692.94$ 265,842.58Total Checks See attached Check Detail Register) Total of Auto Deductions 104,412.00 TOTAL EXPENDITURES FOR APPROVAL$ 370,254.58 Auto Deductions / Electronic Fund Transfer / Other Disbursements DatePaid toAmount 3/23/2020Professional Law Enforcement - St. Paul, MN$ 40.00 PD training 3/23/2020Humanity.com$ 49.00 PD Shift Scheduling Software fee 3/25/2020Paypal MNCPA 402-935-7733$ 60.00 PD training Class 3/25/2020Post Board Licensing$ 90.00 PD training 3/26/2020IACP 800-843-4227$ 425.00City Administrator training 3/27/2020Dana Safety Supply Inc 336-854-5536$ 501.20COVID-19 Supplies 3/27/2020Micro Center #045 - St. Louis Park, MN$ 510.70COVID-19 Supplies 3/30/2020Elearning American Heart Association$ 28.50 PD training 3/30/2020Allied Medical training$ 225.00PD training 3/30/2020Auto Value Buffalo, MN$ 687.79PW Supplies 3/30/2020Minnesota Society of CPAS$ 715.00Admin training 3/30/2020Minnesota Society of CPAS$ 910.00Admin training 4/3/2020BCA training Education$ 75.00 PD training 4/6/2020Target - Medina, MN$ 41.87 COVID-19Supplies 4/6/2020Auto Value Buffalo, MN$ 61.90 PW Supplies 4/6/2020Emist Disinfection Solvent - Fort Worth, TX$ 3,039.99COVID-19 Supplies 4/7/2020Target.com 800-591-3869$ 18.67 COVID-19Supplies 3/20/2020SUN LIFE $ 889.16SunLife Life Insurance 3/20/2020SUN LIFE $ 2,022.80SunLife Life Insurance 3/24/2020MN DEPT OFREVEN, MN Rev pay$ 117.42Monthly fuel tax 3/27/2020ADP Wage Garnishment$ 542.77Garnishment 3/27/2020MN PERA, PERA$ 13,767.98Pension plan 3/27/2020Payroll Taxes$ 17,632.16payroll taxes 3/27/2020Net Payroll PP07$ 48,406.84Net payroll PP07 3/30/2020POSTALIA, TDCPOSTAGE$ 350.00postage meter 3/30/2020State ofMN - MSRS$ 2,020.83State of MN healthcare savings plan 3/30/2020State of MN - Roth$ 2,292.32Deferred compensation payment toState ofMN 3/30/2020Optum - HS A$ 3,189.07Health savings account 4/3/2020ACH FILE FEE$ 15.00 Automatic sewer/water payment ACH fee 4/7/2020REVTRAK SV9T$ 4,495.00Credit card returns 4/7/2020REVTRAK SV9T$ 551.44Credit card returns 4/7/2020REVTRAK SV9T$ 146.59Credit card returns 4/7/2020REVTRAK SV9T$ 493.00Credit Card Fees for March Total 104,412.00 H:\\CityHallInformation\\CITYGOVERNMENT\\Council, Commissions & Committees\\CouncilInformation\\CouncilClaims\\2020ClaimsWorkbook.xls 10100FarmersStateBankUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-41540-300ProfessionalSrvs (GENERAL)E100-43100-219Covid-19CoronavirusE100-43100-226SignRepairMaterialsE100-42100-209PoliceReservesE100-42100-417UniformsE100-41941-210OperatingSupplies (GENERAL)E100-42100-219Covid-19CoronavirusE100-41410-210OperatingSuppliesGENERAL)E100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-42100-223BuildingRepairSuppliesE100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-45200-210OperatingSupplies (GENERAL)E100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-42100-219Covid-19CoronavirusE100-41951-219Covid-19CoronavirusE100-41941-300ProfessionalSrvs (GENERAL)E100-43100-219 Covid-19CoronavirusE100-42100-219 Covid-19CoronavirusE100-43100-210 OperatingSupplies (GENERAL)Total AMAZONCAPITALSERVICESTotal ABDO,EICK & MEYERS, LLPTotal BACKESWOODPRODUCTS Total AGCNETWORKS INCTotal ASPENMILLSTotal ACMETOOLSABDO, EICK & MEYERS, LLPBACKESWOODPRODUCTSASPENMILLSAMAZONCAPITALSERVICESAGCNETWORKS INCADP, LLCACMETOOLSTotal ADP, LLC$14,500.00$140.00$936.00$936.00$372.45$215.05$313.20$183.99$396.88$472.18$114.98$114.98$934.53$599.96$341.94$938.94$226.25$459.40$41.64$69.84$27.01$31.20$55.95$99.99$63.94$69.95$0.0042774730295302952548871WWX-3G7R-1WWX-3G7R-1WCF-DDXJ-31QTL-MDN4-C1KKC-VJ77-P71K74-6XNM-X1GV1-RRPP-C1FYX-3NQD-P1FGC-GPF1-11F7W-LFWC-71DD6-1CW9-M1DD6-1CW9-J1CYM JF44-D1C1R-X1L3-3G19MQ-QKR3-C17TQ-3H1Q-V16JD-VVMN-J91000095945545925397421739AUDIT PREP ASSISTANCEREPAIR SUPPLIESREPAIR SUPPLIESPOLICE RESERVES UNIFORMSUNIFORM SUPPLIESSUPPLIESSUPPLIESELECTION SUPPLIESCOVID-19SUPPLIESSUPPLIESSUPPLIESSUPPLIESCOVID-19SUPPLIESSUPPLIESSUPPLIESSUPPLIESSUPPLIESSUPPLIESSUPPLIESSUPPLIESIT EQUIPMENTWORKFORCE NOW PAYROLL SOLUTIONS BUNDLECOVID-19 RESPIRATORSSUPPLIESSUPPLIES04/09/2011:15 AM CITYOFCORCORAN14,500.00$4,408.18$1,872.00$641.04$938.94$226.25$ 69.84 Page 1 Check Detail Register© April 2020 UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-42100-212MotorFuelsE100-43100-417UniformsE100-43100-210OperatingSupplies (GENERAL)E100-41941-210OperatingSuppliesGENERAL)E100-42100-223BuildingRepairSuppliesE100-43100-417UniformsE100-42100-223BuildingRepairSuppliesE100-43100-210OperatingSupplies (GENERAL)E100-41941-210OperatingSupplies (GENERAL)E100-43100-417UniformsE100-43100-210OperatingSupplies (GENERAL)E100-43100-210OperatingSupplies (GENERAL)E100-41941-210OperatingSuppliesGENERAL)E100-42100-223BuildingRepairSuppliesE100-45200-321TelephoneE100-43100-321TelephoneE100-43100-380Utility & Services (GENERAL)E100-42100-304LegalFeesE100-41600-300ProfessionalSrvs (GENERAL)E100-41600-219Covid-19CoronavirusE427-43100-530ImprovementsOtherThanBldgsE100-41600-300ProfessionalSrvs (GENERAL)E100-41951-210OperatingSupplies (GENERAL)E100-42100-220Repair/MaintSupply (GENERAL)E100-42100-220Repair/MaintSupply (GENERAL)E100-42100-220Repair/MaintSupply (GENERAL)E100-42100-220Repair/MaintSupply (GENERAL)E100-42100-220Repair/MaintSupply (GENERAL)E100-43100-212 Motor FuelsTotal CARSON, CLELLAND & SCHREDERTotal CENTERPOINT ENERGY HOUSTONTotal CANVAS SOLUTIONS INCTotal BEAUDRY OILCOMPANY Total BOYERTRUCKSTotal CENTURYLINKBEAUDRYOILCOMPANYCINTAS - 470CENTURYLINKCENTERPOINTENERGYHOUSTONCARSON, CLELLAND SCHREDERCANVASSOLUTIONSINCBOYERTRUCKS$2,908.88$2,567.08$1,591.05$1,572.63$640.80$116.94$121.33$116.94$121.33$116.94$121.33$132.04$546.34$308.75$688.15$379.18$650.52$30.40$87.40$35.76$24.10$42.73$72.28$87.40$24.10$64.27$56.59$26.88$72.611570368404695314640469531224046953075404569615140456961064045696079040320040320040520032620032620032620032620032620INV0001792675991R75777R2529102528552527231570368SQUADFUELUNIFORMSCITY HALLFLOORMATS - POLICEUNIFORMSFLOORMATS - POLICEPUBLICWORKSCITYHALLUNIFORMSTOWELSCITY HALLFLOORMATS - POLICELANDLINE763-420-4061LANDLINE/FIREMONITORING-9100763-498-7515NATURALGAS-9100CRIMINALWELLSITEACQUISITIONCORONAVIRUSPANDEMIC (COVID-19)66th AVENUE CORRIDOR EASEMENT ACQUISITIONCanvas Subscription AnnualPOLICE WATER PUMPPOLICE WATER PUMPPOLICE WATER PUMPPARTSPOLICE WATER PUMPGASOLINE04/09/20 11:15 AM CITYOFCORCORAN3,715.48$5,534.21$1,572.63$671.20$196.31$ 546.34 Page 2 Check Detail Register© April 2020 UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-43100-210OperatingSupplies (GENERAL)E100-41941-210OperatingSupplies (GENERAL)G100-20205ReimbursementsE100-45200-131EmployerPaidHealthE100-43100-131EmployerPaidHealthE100-42102-131EmployerPaidHealthE100-42100-131EmployerPaidHealthE100-41400-131EmployerPaidHealthE100-41300-131EmployerPaidHealthE100-43100-223BuildingRepairSuppliesE100-41941-400Repairs & MaintCont (GENERAL)E100-41941-210OperatingSupplies (GENERAL)E100-41900-210OperatingSupplies (GENERAL)E100-41951-219Covid-19CoronavirusE100-41951-300ProfessionalSrvs (GENERAL)E100-41951-300ProfessionalSrvs (GENERAL)E100-41951-300ProfessionalSrvsGENERAL)E100-41951-300ProfessionalSrvs (GENERAL)E100-41951-219 Covid-19CoronavirusE 100-41951-219 Covid-19CoronavirusE 100-43100-321 TelephoneE 100-42100-321 TelephoneE 100-41941-321 TelephoneE 100-43100-417 UniformsE100-42100-223 BuildingRepairSuppliesE100-41941-210 OperatingSupplies (GENERAL)Total COMPUTERINTEGRATIONTECHTotal CULLIGANBOTTLEDWATERTotal CORPORATECONNECTIONTotal CUMMINSNPOWERLLC Total COMCAST- 902943336Total DELTADENTALTotal CINTAS - 470COMCAST- 902943336ECM PUBLISHERS INCDELTADENTALCUMMINS NPOWER LLCCULLIGAN BOTTLEDWATERCOMPUTER INTEGRATION TECH$1,515.00$1,023.49$3,875.00$2,713.00$121.33$111.73$751.04$820.33$533.01$119.84$130.00$292.25$595.00$776.00$110.53$110.52$110.52 116.94$42.73$27.71$63.00$18.30$60.43$54.91$78.73$18.30$69.00$24.104047568041765591CNS00004361CNS00004361CNS00004361CNS00004361CNS00004361CNS00004361CNS00004361E4-55477E4-55143E4-54674E4-54550114X7503590354003291418290801290645290306290242117457117405978136369781363697813636404756815640475681534047568152PUBLICWORKSVACEASEMENTBELLWETHER-PHDENTAL INSURANCE - HAMILTONDENTALINSURANCEDENTALINSURANCEDENTALINSURANCEDENTALINSURANCEDENTALINSURANCEDENTALINSURANCESERVICEONGENERATORSERVICEONGENERATORSERVICEONGENERATORSERVICEONGENERATOROFFICEWATERJACKETSITMANAGED SERVICE - MTHITMANAGED SERVICE - MTHITMANAGED SERVICE - MTHITMANAGED SERVICE - MTHITMANAGED SERVICE - MTHLENOVOTHINKPADLAPTOPSLENOVOTHINKPADLAPTOPSLANDLINELANDLINELANDLINEUNIFORMSFLOOR MATS - POLICECITYHALL04/09/2011:15AMCITYOFCORCORAN1,393.68$3,127.87$9,835.25$331.57$405.40$119.84$130. 00 Page 3 Check Detail Register© April 2020 Check UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-41941-210OperatingSupplies (GENERAL)G100-20205ReimbursementsG100-20205ReimbursementsE100-45200-131EmployerPaidHealthE100-43100-131EmployerPaidHealthE100-42102-131EmployerPaidHealthE100-42100-131EmployerPaidHealthE100-41400-131EmployerPaidHealthE100-41300-131EmployerPaidHealthG500-20332LennarWesselFeasibilityG100-21709DependentCareFSAWithholdE602-49450-380Utility & Services (GENERAL)E601-49400-380Utility & ServicesGENERAL)E100-41941-201Postage/ShippingE601-49400-215WaterMetersE601-49400-215WaterMetersE100-45200-261RecreationProgrammingE416-42100-331VehicleExpenseE100-42100-300ProfessionalSrvs (GENERAL)Total HAUGOGEOTECHNICALSERVICESLLTotal ENFORCEMENTLIGHTING, LLCTotal FAHEYSALESAUCTIONEERSTotal FERGUSONWATERWORKSTotal GOPHERSTATEONECALLTotal FPMAILINGSOLUTIONS Total EMPLOYEERELATIONSTotal ECMPUBLISHERSINCTotal GOTTSCHALK, MATTTotal HEALTHPARTNERSEMPLOYEERELATIONSHENNCOSHERIFF-MC131HEALTHPARTNERSHAUGO GEOTECHNICALSERVICESLLGOTTSCHALK, MATTGOPHERSTATEONECALLFERGUSONWATERWORKSFAHEY SALESAUCTIONEERSENFORCEMENT LIGHTING, LLC$11,480.00$7,752.00$1,058.82$1,767.53$6,922.87$8,891.60$6,266.43$6,470.00$1,500.00$1,585.80$114.85$383.02$747.66$751.06$119.47$119.48$128.85$935.00$31.667679449657697896576978965769789657697896576978854504082000303090030309RI104397790045181904518183477-131447-103272087579APRIL29OPENBOOKMEETINGHEALTHPARTNERS4/20 INVOICE - SCHUTTEHEALTHPARTNERS4/20 INVOICE - HAMILTONHEALTHPARTNERS4/20INVOICEHEALTHPARTNERS4/20INVOICEHEALTHPARTNERS4/20INVOICEWESSELSOILTESTINGDEPENDENTCAREFSASERVICESERVICEQTRLYMAILMETERMETERSMETERSGROOMER/PAINTER2020FORDPIUBACKGROUNDCHECK04/09/2011:15AMCITYOFCORCORAN11,480.00$26,788.99$9,337.80$6,470.00$1,500.00$114.85$238.95$128.85$935.00$59. 37 Page 4 Check Detail Register© April 2020 Check UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-42100-301PrisonerE100-41941-219Covid-19CoronavirusE100-45200-219Covid-19CoronavirusE100-43100-219Covid-19CoronavirusE100-43100-210OperatingSupplies (GENERAL)E100-43100-321TelephoneE100-41300-219Covid-19CoronavirusE100-41300-210OperatingSupplies (GENERAL)E100-41300-210OperatingSupplies (GENERAL)E100-41300-219Covid-19CoronavirusG500-20478LithgowAutomotiveSIPA19-013G500-20469Rav11-1318-040, 19-002 & 012G500-20332LennarWesselFeasibilityG500-20469Rav11-1318-040, 19-002 & 012G500-20454EdgewaterCorcoranSkch18-018G500-20469Rav11-1318-040, 19-002 & 012G500-20392PotentiaSolarIncE100-41400-208TrainingandInstructionE100-42100-220Repair/MaintSupply (GENERAL)E100-42100-810Refunds/ReimbursementsE100-43100-210OperatingSupplies (GENERAL)E100-42100-323 RadioUnitsE100-42100-301 PrisonerTotal HOLIDAYSTATIONSTORESTotal HENNCOSHERIFF-MC131Total MENARDSMAPLEGROVETotal LITHGOWAUTOMOTIVETotal MCTOOL & SAFETYTotal MATTSON, KEVINTotal MARTENS, BRADTotal LANDFORMHOLIDAY STATIONSTORESMENARDS MAPLEGROVEMCTOOL & SAFETYMATTSON, KEVINMARTENS, BRADLITHGOWAUTOMOTIVELANDFORMJOE ROTZTotal JOEROTZ$12,874.39$1,331.49$2,016.00$472.80$205.71$451.27$262.32$255.00$133.25$173.75$139.00$258.80$183.92$228.60$55.00$50.91$42.55$50.00$50.00$17.83$43.00$69.50$34.7510001486146142961107007135032320032320040620040620040620040620ESCROWREF3035630356303563035630356303220331201000149247100014902410001489571000148831Prisoner Fees - Booking / HousingSUPPLIESCOVID-19COVID-19SUPPLIESMILEAGETELEPHONEREIMBURSEMENTCOVID-19SUPPLIESCELLPHONEMILEAGECOVID-19SUPPLIESESCROWREFUNDRavinia14thFPandFPUD19-022LennarWesselFeasibility19-018Ravinia13thFP, PUD19-012ApplewoodPointeSketchPlan19-007Ravinia11thFPandFinalPUD19-005MNSOLARIUP16-0322020SpringTermTuitionReimbursementPREPAIDCARWASHPrisoner Fees - Booking / HousingRadio Fees - PublicWorksRadio Fees / MDC - (Inv. )Prisoner Fees - Booking / Housing04/09/20 11:15AMCITYOFCORCORAN12,874.39$2,475.61$2,016.00$805.25$256.62$451.27$373.15$55.00$92. 55 Page 5 Check Detail Register© April 2020 Check UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-42400-300ProfessionalSrvs (GENERAL)E100-43232-300ProfessionalSrvs (GENERAL)E100-41941-380UtilityServices (GENERAL)E100-43100-380Utility & Services (GENERAL)E100-45200-380Utility & Services (GENERAL)E309-47000-610InterestE309-47000-600DebtSrvPrincipal (GENERAL)E100-43100-220Repair/MaintSupply (GENERAL)E100-43100-220Repair/MaintSupply (GENERAL)E100-43100-220Repair/MaintSupply (GENERAL)E100-43100-220Repair/MaintSupply (GENERAL)E601-49400-303EngineeringFeesE416-42100-210OperatingSupplies (GENERAL)E100-43100-220Repair/MaintSupply (GENERAL)E602-49450-310 OtherProfessionalServicesE602-49450-312 MCESSewageTreatmentTotal METROWESTINSPECTIONSERVICESTotal RANDYSENVIRONMENTALSERVICESTotal NAGELLAPPRAISAL & CONSULTINGTotal METROPOLITANCOUNCILENVIROTotal NAPAAUTOPARTS - CORCORANTotal METROPOLITANCOUNCILMCESTotal NORTHLANDTRUSTSERVICESTotal MOTOROLASOLUTIONSINC Total MILLERCHEVROLETTotal RIGIDHITCHMETROWESTINSPECTIONSERVICESRIGIDHITCHRANDYSENVIRONMENTAL SERVICESNORTHLAND TRUSTSERVICESNAPAAUTOPARTS - CORCORANNAGELLAPPRAISAL & CONSULTINGMOTOROLA SOLUTIONSINCMILLERCHEVROLETMETROPOLITAN COUNCILMCESMETROPOLITAN COUNCILENVIRO$26,494.23$44,000.00$29,521.80$3,882.84$3,510.00$3,600.00$4,783.50$3,356.11($288.90)$205.63$335.00$577.99$283.62$581.54$252.38($57.93)$10.55$92.04$9.992358192827559419 281119931-28035-1 MA1-28035-1 MA1-211214-9MA1-103-9 MAR2CORCO14ACORCO14A284762284619283800283795277758280939965CVCS6407200001108351FINALIZED INSPECTIONSSUPPLIESSUPPLIESMONTHLY RECYCLINGCITY HALL GARBAGE 1280351PUBLIC WORKS GARBAGE (9100) 12PARKS GARBAGE 11039CORCO14ACORCO14ASUPPLIESSUPPLIESSUPPLIESSUPPLIESSUPPLIESSE WATER LOOP EASEMENTSRADIO UNITSREPAIR PARTSSAC ACTIVITYMATERIAL TREATMENT04/09/2011:15AMCITYOFCORCORAN26,494.23$47,510.00$29,521.80$3,882.84$1,695.53$3,600.00$4,783.50$3,356.11$277.07$29. 31 Page 6 Check Detail Register© April 2020 Check UnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaidUnpaid E100-41550-300ProfessionalSrvs (GENERAL)E100-41951-210OperatingSupplies (GENERAL)E100-42100-321TelephoneE100-42100-323RadioUnitsE100-41951-210OperatingSupplies (GENERAL)E416-42100-210OperatingSupplies (GENERAL)E100-43100-219Covid-19CoronavirusG100-21707UnionDuesE100-42100-810Refunds/ReimbursementsE100-42100-210OperatingSupplies (GENERAL)E100-45200-221MaintenanceProjectsE100-42100-210OperatingSupplies (GENERAL)E100-43100-321TelephoneE100-41951-300ProfessionalSrvs (GENERAL)E100-41550-300 Professional Srvs (GENERAL)Total USBANKCORPEQUIPMENTFINANCETotal ROLFERICKSONENTERPRISESINCTotal SECUREDCOMMUNICATIONS, LLCTotal STREICHERSPOLICEEQUIPMENTTotal TPICUSTOMSOLUTIONS Total STERLINGSUPPLYINC.Total TERMINALSUPPLYCOTotalTEAMSTERLOCAL320Total VERIZONWIRELESSTotalSTARTRIBUNEROLFERICKSONENTERPRISESINCWOLDARCHITECTSANDENGINEERSVERIZONWIRELESSUSBANKCORPEQUIPMENTFINANCETPICUSTOMSOLUTIONSTERMINALSUPPLYCOTEAMSTERLOCAL320STREICHERSPOLICEEQUIPMENTSTERLINGSUPPLYINC.STARTRIBUNESPRINTSECURED COMMUNICATIONS, LLCTotal SPRINT$6,003.00$150.00$462.59$320.09$317.00$479.98$138.10$400.68$429.99$352.71$374.00$361.71$15.93$40.01$49.270324209851316580985131658098513165804110987345000APR2012326212696390-202391283315-221294032420MONTHLY ASSESSING FEECode Enforcement IpadCELL SERVICERADIO UNITSCOPIER LEASERESPONDER AIRWAY BAGSUPPLIESUNION DUES/TLDFUNIFORMSSUPPLIES80# BAG BLACK DIAMOND #28-50STAR TRIBUNE 13 WEEK SUBSCRIPTIONCELL SERVICEENCRYPTION SERVICECOUNTY DATA FEE04/09/20 11:15AMCITYOFCORCORAN6,018.93$150.00$822.69$317.00$479.98$138.10$400.68$782.70$374.00$361.71$49. 27 Page 7 Check Detail Register© April 2020 Check FundSummaryUnpaidUnpaidUnpaid 10100FarmersStateBank100GENERALFUND602SEWER601WATER500ESCROWHOLDINGFUND427GLEASON/66THPARKWAYEXTENSION416CAPITAL-EQUIPMENTCERTS309D/S-EQUIPMENTCERTS101LONG-TERMPLANNINGFUNDE101-41941-300ProfessionalSrvs (GENERAL)E100-41941-219Covid-19CoronavirusE100-43100-219Covid-19CoronavirusE100-45200-210OperatingSupplies (GENERAL)E100-43100-380 Utility & Services (GENERAL)Total WOLD ARCHITECTS ANDENGINEERSTotal ZARNOTH BRUSH WORKS INC Total ZEPSALES & SERVICETotal XCEL ENERGYXCEL ENERGYZEP SALES & SERVICEZARNOTH BRUSH WORKS INC$126,319.53$47,510.00$35,080.61$13,057.28$20,149.64$16,743.48$6,602.86$379.18$6,602.86$959.41$103.73$387.50$53.9565956900503137290049909860179336-IN67 8096646ARCHITECT FEESHAND SANITIZERSUPPLIESWATER BROOM REFILLUTILITIES - 910004/09/20 11:15AMCITYOFCORCORAN6,602.86$959.41$157.68$387.50 10100 Farmers State Bank$265,842. 58 265,842. 58 Page 8 Check Detail Register© April 2020 Check CityofCorcoran ConsultantSummary 4/13/2020 NameInvoice DateAmount Due Carson, Clelland & Schreder03/26/20 5,534.21 Landform04/05/20 805.25 Metro West Inspection03/19/20 26,494.23 Rolf Erickson Enterprises03/24/20 6,018.93 Wenck Associates Total$ 38,852.62 H:\\CityHallInformation\\CITYGOVERNMENT\\Council, Commissions & Committees\\CouncilInformation\\Council Claims\\2020ClaimsWorkbook.xls Engineer’s Memo Wenck | Colorado | Georgia | Minnesota | North Dakota | Wyoming Toll Free 800-472-2232 Web wenck.com To: Brad Martens, City Administrator Kevin Mattson, P.E., Public Works Director From: Kent Torve, P.E., City Engineer Date: April 10, 2020 Subject: SE Corcoran 2020 Trunk Watermain Improvements Council Action Requested •Motion to accept the plans and authorize bidding of the SE Corcoran 2020 Trunk Watermain Improvements. Background As a city builds out a water supply system, it is necessary at some point to “loop” a system for redundancy to maintain supply in case of breaks, maintenance, or constructing additional connections that require system shut down. •Day to day benefits of “looping” include improved water pressure (for the end of the line) and improved fire flows. •A trunk water main was planned along the CR 116 corridor to provide the western “loop” for the existing system (Ravinia, Crossings, and Downtown). •The process of providing growth areas water supply is to construct the system (including trunk and laterals) as developments take place within the City. Improvements and Methods Improvements include construction of 16-inch and 12-inch watermain from the Downtown Corcoran Business park at 75th Avenue to 66th Avenue and connect to Ravinia. The majority of the watermain will be installed using directional drilling. Permits include wetlands, County, and Department of Health which will be submitted a parallel process with bidding. Cost, Funding and Schedule The project will be financed by the City Water Fund and estimated at approximately $1,400,000. This improvements project has been planned for several years and is included in the City’s financial management plan. The City will bond for the funds cover all project costs including construction, engineering, administration, utilities, easements, etc. A cost summary is attached. The bid plan set is available for review at City Hall or upon request. April •April 13th – Council Accepts Plans and Authorize to Bid May •May 8th – Bid Open •May 14th – Council Award contingent upon bonding status Construction Schedule •Anticipated start July 1 •Substantial completion October 31st 7d, CITY OF CORCORAN SE CORCORAN 2020 TRUNK WATERMAIN IMPROVEMENTS COST ESTIMATE APRIL 2020 BASE BID: 1 MOBILIZATION & DEMOBILIZATION LUMP SUM 1 55,000.00$ 55,000.00$ 2 TRAFFIC CONTROL LUMP SUM 1 15,000.00$ 15,000.00$ 3 SALVAGE AND REINSTALL FENCE LF 100 10.00$ 1,000.00$ 4 POTHOLING PRIVATE UTILITIES LUMP SUM 1 5,000.00$ 5,000.00$ 5 SALVAGE & RESPREAD EXISTING TOPSOIL (MIN. 1 FT)LUMP SUM 1 5,000.00$ 5,000.00$ 6 SALVAGE & RESPREAD EXISTING AGGREGATE LUMP SUM 1 1,000.00$ 1,000.00$ 7 PROVIDE DRVEWAY ACCESS & MAINTENANCE (PARK TRAIL ROAD)LUMP SUM 1 1,500.00$ 1,500.00$ 8 STREET SWEEPER WITH PICKUP BROOM HOUR 10 130.00$ 1,300.00$ 9 AGGREGATE BASE CLASS 5, 100% CRUSHED TON 50 25.00$ 1,250.00$ 10 CONNECT TO EXISTING WATERMAIN EACH 2 1,500.00$ 3,000.00$ 11 INSTALL HYDRANT EACH 8 4,500.00$ 36,000.00$ 12 6" GATE VALVE AND BOX EACH 6 2,000.00$ 12,000.00$ 13 HYDRANT EXTENSION EACH 8 500.00$ 4,000.00$ 14 IMPROVED PIPE FOUNDATION - 24" THICK LIN FT 50 30.00$ 1,500.00$ 15 16" BUTTERFLY VALVE & BOX EACH 1 4,800.00$ 4,800.00$ 16 12" BUTTERFLY VALVE & BOX EACH 4 3,800.00$ 15,200.00$ 17 8" GATE VALVE & BOX EACH 2 2,500.00$ 5,000.00$ 18 6" DIP CL 52 WATERMAIN LIN FT 105 50.00$ 5,250.00$ 19 16" PVC C-905 DR 18 WATERMAIN (TRENCHLESS INSTALLATION)LIN FT 1230 130.00$ 159,900.00$ 20 16" PVC C-905 DR 18 WATERMAIN (OPEN CUT)LIN FT 20 100.00$ 2,000.00$ 21 12" PVC C900 DR 18 WATERMAIN (TRENCHLESS INSTALLATION)LIN FT 6580 110.00$ 723,800.00$ 22 12" PVC C900 DR 18 WATERMAIN (OPEN CUT)LIN FT 140 60.00$ 8,400.00$ 23 8" PVC C900 DR 18 WATERMAIN LIN FT 150 50.00$ 7,500.00$ 24 DUCTILE IRON FITTINGS LB 2315 15.00$ 34,725.00$ 25 STRUCTURE SIGN POST AND MARKER EACH 20 200.00$ 4,000.00$ 26 TEMPORARY CONSTRUCTION ENTRANCE LUMP SUM 1 2,500.00$ 2,500.00$ 27 HYDROMULCH SEED MIXTURE 21-111 ACRE 0.7 2,500.00$ 1,750.00$ 28 HYDROMULCH SEED MIXTURE 25-141 ACRE 3.1 4,000.00$ 12,400.00$ 29 HYDROMULCH SEED MIXTURE 34-171 ACRE 0.2 5,000.00$ 1,000.00$ 30 SEDIMENT CONTROL LOG TYPE STRAW (OR BIOROLL) - MAINTAINED LIN FT 1680 5.00$ 8,400.00$ 31 CULVERT PROTECTION - MAINTAINED EACH 4 150.00$ 600.00$ 32 BALE BARRIERS - MAINTAINED LIN FT 420 5.00$ 2,100.00$ 33 SILT FENCE, MACHINE SLICED - MAINTAINED LIN FT 3630 3.00$ 10,890.00$ SUBTOTAL BASE BID:1,152,765.00$ 5% CONTINGENCY 57,638.25$ SUBTOTAL:1,210,403.25$ 10% ENGINEERING 120,000.00$ ESTIMATED TOTAL 1,330,403.25$ ITEM NO.DESCRIPTION UNITS QUANTITY UNIT PRICE SUBTOTAL STAFF REPORT Agenda Item 7e. Council Meeting: April 13, 2020 Prepared By: Kevin Mattson Topic: 2020 Road Materials Bid Awards – Asphalt Maintenance, Gravel, Seal Coat/Fog Seal, Dust Control, & Gravel Hauling Services Action Required: Approval Summary: Annually the City contracts for various road materials. At the January 23, 2020 Council meeting, Council authorized staff to obtain quotes and bids for asphalt maintenance, gravel, seal coat/fog seal, dust control, and gravel hauling services. Advertisements were published in the Crow River News and sent out to firms who had previously bid projects for the City of Corcoran. Bids for asphalt maintenance, gravel, seal coat/fog seal, and dust control were opened on March 23, 2020. Quotes for gravel hauling services were also received. Financial/Budget: Costs for these services are included in the 2020 budget. Additional information is available in Agenda Item 10b. related to the 2020 Dust Control Program. Council Action: Approve Resolution 2020-29 Awarding Gravel Hauling Contract, Resolution 2020-30 Gravel Contract, Resolution 2020-31 Awarding Asphalt Maintenance Contract, Resolution 2020-32 Awarding Dust Control Materials Contract, and Resolution 2020-33 Awarding Seal Coat/Fog Seal Contract Attachments: 1. Resolution 2020-29 Awarding Gravel Hauling Contract 2. Resolution 2020-30 Awarding Gravel Contract 3. Resolution 2020-31 Awarding Asphalt Maintenance Contract 4. Resolution 2020-32 Awarding Dust Control Materials Contract 5. Resolution 2020-33 Awarding Seal Coat-Fog Seal Contract City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-29 Page 1 of 1 Motion By: Seconded By: A RESOLUTION AWARDING 2020 GRAVEL HAULING CONTRACT WHEREAS, pursuant to quotes sought for 2020 street maintenance materials hauling for various streets within the City, quotes were received; and Gravel Hauling Equipment Transport Sand & Gravel Inc. $3.82 per ton Hjort Excavating $5.32 per ton BE IT RESOLVED, that Equipment Transport Sand & Gravel Inc. has been identified as the lowest responsible quoting party; THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF CORCORAN, MN: That the Mayor and Clerk are hereby authorized and directed to enter into contract with above identified responsible quoting party in the name of the City of Corcoran for the 2020 street maintenance materials hauling. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Schultz, Alan Schultz, Alan Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. ___________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ Jessica Beise – Administrative Services Director City Seal City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-30 Page 1 of 1 Motion By: Seconded By: A RESOLUTION AWARDING 2020 & 2021 GRAVEL CONTRACT WHEREAS, on January 23, 2020 Council authorized staff to seek bids for gravel (Class 5) for 2020; WHEREAS, staff placed the advertisement in the Crow River News and provided bid advertisement to companies who have participated in the bidding process in previous years; WHEREAS, bids were opened March 23, 2020 and the following bid was received; 2020 2021 Fehn Companies $7.02/ton $7.37/ton BE IT RESOLVED, that Fehn Companies has been identified as the lowest responsible bidder; THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF CORCORAN, MN: That the Mayor and City Clerk are hereby authorized and directed to enter into contract with above identified responsible bidder in the name of the City of Corcoran for gravel for 2020 and 2021. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Schultz, Alan Schultz, Alan Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. ___________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ Jessica Beise – Administrative Services Director City Seal City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-31 Page 1 of 2 Motion By: Seconded By: A RESOLUTION AWARDING ASPHALT MAINTENANCE CONTRACT S WHEREAS, pursuant to bids and quotes sought for 2020 street maintenance materials for various streets within the City, bids and quotes were received, opened, and tabulated according to law; and WHEREAS, the picked or delivered asphalt will be quoted prior to use and the lowest responsible provider will be selected; and Bids Received for Asphalt Picked Up at the Plant Commercial Asphalt $46.10 Omann Brothers Inc $54.50 BE IT RESOLVED, that Commercial Asphalt has been identified as the lowest responsible bidder for asphalt picked up at the plant; in the event Commercial Asphalt is unable to provide asphalt at the plant on the dates required by Corcoran Public Works, the next lowest bidder will be used. Bids Received for Asphalt Placed on City Streets GMH Asphalt $66.95 Omann Brothers Inc $69.00 BE IT RESOLVED, that GMH Asphalt has been identified as the lowest responsible bidder for product placed on city streets; in the event GMH Asphalt is unable to provide placement on city streets on the dates required by Corcoran Public Works, the next lowest bidder will be used. THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF CORCORAN, MN: That the Mayor and Clerk are hereby authorized and directed to enter into contracts with above identified responsible bidders in the name of the City of Corcoran for the 2020 street maintenance materials. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brain Schultz, Alan Schultz, Alan Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-31 Page 2 of 2 ___________________________________ Ron Thomas – Mayor ATTEST: ____________________________________ City Seal Jessica Beise– Administrative Services Director City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-32 Page 1 of 2 Motion By: Seconded By: A RESOLUTION AWARDING DUST CONTROL MATERIALS CONTRACT WHEREAS, pursuant to bids and quote sought for 2020/2021 Dust Control maintenance materials for various streets within the City, bids and quotes were received, opened, and tabulated according to law; and WHEREAS, the following bids was received: Company Calcium Chloride Bid Magnesium Chloride Bid NSI (Northern Salt Incorporated) For 2020 & 2021 $ 1.09 No Bid Envirotech For 2020 & 2021 $1.14 No Bid WHEREAS, less product is required for street maintenance, it is recommended that Calcium Chloride be the preferred street maintenance material for 2020/2021; BE IT RESOLVED, that NSI (Northern Salt Incorporated) has been identified as the lowest responsible bidder; THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF CORCORAN, MN: 1. That the Mayor and Clerk are hereby authorized and directed to enter into contract with above identified responsible bidder in the name of the City of Corcoran for the 2020/2021 street maintenance materials. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Schultz, Alan Schultz, Alan City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-32 Page 2 of 2 Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. ___________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ City Seal Jessica Beise– Administrative Services Director City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-33 Page 1 of 1 Motion By: Seconded By: A RESOLUTION AWARDING SEAL COAT-FOG SEAL CONTRACT WHEREAS, pursuant to quotes and bids sought for 2020 Seal Coat-Fog Seal street maintenance materials for various streets within the City, bids and quotes were received, opened, and tabulated according to law; and WHEREAS, the following quotes were received: CONTRACTOR TRAP ROCK (sq yard) GRANITE (sq yard) BITUMINOUS (per gallon) FOG Seal (per gallon) PAVEMENT STRIPING (lump sum) Estimated Total Project Cost Pearson Brothers Inc. $0.30 $0.31 $3.05 $2.25 $11,900.00 $95,875 Allied Blacktop $0.50 $0.40 $2.50 $2.10 $11,900.00 $99,470 BE IT RESOLVED, that Pearson Brothers Inc. has been identified as the lowest responsible bidder; THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF CORCORAN, MN: That the Mayor and Clerk are hereby authorized and directed to enter into contract with above identified responsible bidder in the name of the City of Corcoran for the 2020 Seal Coat-Fog Seal materials. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Schultz, Alan Schultz, Alan Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. ___________________________________ Ron Thomas – Mayor ATTEST: ____________________________________ Jessica Beise – Administrative Services Director City Seal STAFF REPORT Agenda Item 7f. Council Meeting: April 13, 2020 Prepared By: Kevin Mattson, Pat Meister Topic: Equipment Purchase – Bobcat Loaders Action Required: Approval Summary: The Public Works Department fleet includes two skid loaders: • Skid loader with tracks: This is known as the “work horse” skid loader used for heavy duty items such as loading trucks, heavy lifting, and ditching, etc.; a slow moving, heavy piece of equipment for non-delicate work. • Skid loader without tracks: This is a more nimble, smaller piece of equipment used for various smaller tasks such as asphalt patching, intersection sweeping, moving things around as needed; a fast moving, lighter piece of equipment for quick or delicate work. Prior to 2013, the Public Works Department had two front-end loaders and one skid loader. A change was made to eliminate one of the more expensive front-end loaders and add a less expensive skid loader with tracks, capable of doing the work needed for the department the additional front-end loader provided. In 2014, the City Council approved a plan to update the skid loaders annually, which is less expensive than replacing them later in the life cycle. The City budgets to replace the skid loaders annually from the Landscape/Ditching and Park Maintenance funds. It is requested that the Council approves the purchase of the Bobcat Loaders. Financial/Budget: The cost for the equipment is $3,000.00 and $3,500.00 ($6,500 total); pricing did not increase for 2020. Quotes attached to this report are based upon state contract pricing. A cost breakdown comparing annual replacement versus retaining the equipment for 5 years is detailed below. Assistance with the estimation of maintenance and replacement costs were provided by the staff at Bobcat. 1. Replace annually: Average annual cost is $3,250 annually a. Annual cost of $3,250 for upgrading b. No maintenance cost other than oil change due to warranty 2. Retain for five years: $24,000 or $4,800 annually a. Upgrade cost after five years estimated at $18,750 i. Average annual depreciation value is $500 more than purchase price ($3,750) ii. This estimate is very conservative, cost could reach $25,000 b. Requires replacement tires/cutting edge at year two/three estimated at $2,000 c. Annual maintenance after year one estimated at $650 a year i. Filters alone cost $500 annually Page 2 Options: 1. Approve the purchase and trade of the Bobcat Loaders as recommended. 2. Decline to approve the purchase and trade of the Bobcat Loaders. Recommendation: Approve the purchase and trade of the Bobcat Loaders as recommended. Council Action: Consider a motion to approve the purchase and trade of the Bobcat Loaders as recommended. Attachments: 1. Quote – S595 T4 Bobcat Skid-Steer Loader 2. Quote – T770 T4 Bobcat Compact Track Loader Product Quotation Quotation Number: 32739D032756 Date: 2020-01-13 09:51:12 Customer Name/Address: Bobcat Delivering Dealer CITY OF CORCORAN Attn: PAT MEISTER 9100 COUNT RD 19 CORCORAN, MN 55340 Phone: (763) 420-2288 Lano Equipment, Inc., Dave Underwood Corcoran,MN 23580 HIGHWAY 55 CORCORAN MN 55357 Phone: (763) 479-8200 Fax: (763) 479-8201 Description Part No Qty Price Ea. Total S595 T4 Bobcat Skid-Steer Loader M0247 1 $32,376.40 $32,376.40 74.0 HP Tier 4 Turbo Diesel Engine 2-Speed Travel Auxiliary Hydraulics: Variable Flow Backup Alarm Bob-Tach Bobcat Interlock Control System (BICS) Controls: Bobcat Standard Cylinder Cushioning - Lift, Tilt Engine/Hydraulic Systems Shutdown Glow Plugs (Automatically Activated) Horn Instrumentation: Engine Temperature & Fuel Gauges, Hourmeter, RPM and Warning Lights Lift Arm Support Lift Path: Vertical Lights, Front & Rear Operator Cab • Includes: Adjustable Suspension Seat, Top & Rear Windows, Parking Brake, Seat Bar & 3- Point Seat Belt • Roll Over Protective Structure (ROPS) meets SAE-J1040 & ISO 3471 • Falling Object Protective Structure (FOPS) meets SAE-J1043 & ISO 3449, Level I; (Level II is available through Bobcat Parts) Spark Arrestor Exhaust System Tires: 31 x 12-16.5, 10 PR, Bobcat Heavy Duty Warranty: 2 years, or 2000 hours whichever occurs first P68 Performance Package M0247-P06-P68 1 $2,995.30 $2,995.30 Power Bob-Tach 7-Pin Attachment Control Kit High Flow 2-Speed Hydraulic Bucket Positioning Automatic Ride Control C37 Comfort Package M0247-P07-C37 1 $4,504.50 $4,504.50 Enclosed Cab with AC/Heat Sound Reduction Cab Accessories Package Deluxe Instrument Panel with Keyless Start Radio Heated Cloth Air Ride Suspension Seat Telematics US M0247-R51-C02 1 $0.00 $0.00 Engine Block Heater M0247-A01-C02 1 $114.10 $114.10 Strobe Light Kit, Amber 7129301 1 $220.05 $220.05 74" Heavy Duty Bucket 7272680 1 $855.00 $855.00 --- Bolt-On Cutting Edge, 74" 6718007 1 $230.00 $230.00 Description Part No Qty Price Ea. Total REAR VIEW MIRROR INSTALLED 1 $100.00 $100.00 Total of Items Quoted $41,395.35 Dealer Assembly Charges $187.50 Trade-in 2019 BOBCAT S595 SNB3NL19349 WITH BUCKET ($38,582.85) Quote Total - US dollars $3,000.00 Notes: ORDER ACCEPTED BY: ________________________________________ _______________________________ SIGNATURE DATED ________________________________________ _______________________________ PRINT NAME AND TITLE PURCHASE ORDER # SHIP TO ADDRESS:___________________________________________________________ BILL TO ADDRESS (if different than Ship To):___________________________________________ *Prices per the Minnesota Contract# 149595, T-631(5). 11/1/18-10/31/19 *Must be a Coop Member to purchase off contract *Terms Net 30 Days. Credit cards accepted. *FOB Destination within the 48 Contiguous States. *Delivery: 60 to 90 days from ARO. *State Sales Taxes apply. IF Tax Exempt, please include Tax Exempt Certificate with placed order. *TID# 38-0425350 Prices & Specifications are subject to change. Please call before placing an order. Applies to factory ordered units only. Product Quotation Quotation Number: 32739D032755 Date: 2020-01-13 09:46:22 Customer Name/Address: Bobcat Delivering Dealer CITY OF CORCORAN Attn: PAT MEISTER 9100 COUNT RD 19 CORCORAN, MN 55340 Phone: (763) 420-2288 Lano Equipment, Inc., Dave Underwood Corcoran,MN 23580 HIGHWAY 55 CORCORAN MN 55357 Phone: (763) 479-8200 Fax: (763) 479-8201 Description Part No Qty Price Ea. Total T770 T4 Bobcat Compact Track Loader M0285 1 $51,170.70 $51,170.70 92 HP Turbo Tier 4 Diesel Engine Air Intake Heater (Automatically Activated) Auxiliary Hydraulics: Variable Flow Backup Alarm Bob-Tach Bobcat Interlock Control System (BICS) Controls: Bobcat Standard Engine/Hydraulic Systems Shutdown Horn Instrumentation: Engine Temp & Fuel Gauges, Hourmeter, RPM and Warning Lights Lift Arm Support Lift Path: Vertical Lights, Front & Rear Operator Cab • Includes: Adjustable Suspension Seat, Top & Rear Windows, Seat Bar, Seat Belt • Roll Over Protective Structure (ROPS) meets SAE-J1040 & ISO 3471 • Falling Object Protective Structure (FOPS) meets SAE-J1043 & ISO 3449, Level I; (Level II is available through Bobcat Parts) Parking Brake: Spring Applied, Pressure Released (SAPR) Tracks: Rubber, 17.7" wide Warranty: 2 years, or 2000 hours whichever occurs first P67 Performance Package M0285-P06-P67 1 $4,269.30 $4,269.30 Power Bob-Tach 7-Pin Attachment Control Kit High Flow 2-Speed Hydraulic Bucket Positioning C37 Comfort Package M0285-P07-C37 1 $4,504.50 $4,504.50 Enclosed Cab with AC/Heat Sound Reduction Cab Accessories Package Deluxe Instrument Panel with Keyless Start Radio Heated Cloth Air Ride Suspension Seat Roller Suspension Undercarriage M0285-R21-C13 1 $1,204.00 $1,204.00 Telematics US M0285-R51-C02 1 $0.00 $0.00 Engine Block Heater M0285-A01-C02 1 $114.10 $114.10 Strobe Light Kit, Amber 7129301 1 $220.05 $220.05 86" Severe Duty Bucket 7326128 1 $1,292.76 $1,292.76 --- Bolt-On Cutting Edge, 86" 7296449 1 $267.00 $267.00 Description Part No Qty Price Ea. Total SWITCH OEM TRACKS TO 7305724EF ZIGZAG TRACKS 1 $800.00 $800.00 REAR VIEW MIRROR INSTALLED 1 $100.00 $100.00 Total of Items Quoted $63,942.41 Dealer Assembly Charges $187.50 Trade-in 2019 BOBCAT T770 CTL WITH BUCKET ($60,629.91) Quote Total - US dollars $3,500.00 Notes: ORDER ACCEPTED BY: ________________________________________ _______________________________ SIGNATURE DATED ________________________________________ _______________________________ PRINT NAME AND TITLE PURCHASE ORDER # SHIP TO ADDRESS:___________________________________________________________ BILL TO ADDRESS (if different than Ship To):___________________________________________ *Prices per the Minnesota Contract# 149595, T-631(5). 11/1/18-10/31/19 *Must be a Coop Member to purchase off contract *Terms Net 30 Days. Credit cards accepted. *FOB Destination within the 48 Contiguous States. *Delivery: 60 to 90 days from ARO. *State Sales Taxes apply. IF Tax Exempt, please include Tax Exempt Certificate with placed order. *TID# 38-0425350 Prices & Specifications are subject to change. Please call before placing an order. Applies to factory ordered units only. STAFF REPORT Agenda Item 7g. Council Meeting: April 13, 2020 Prepared By: Brad Martens, City Administrator Topic: Resignation – Emma Remillard Action Required: Approval Summary: Part-time Police Technician Emma Remillard has provided a resignation letter with her last day of work Thursday, April 9th. Council should accept the resignation. I have directed staff to begin a recruitment process to fill the vacancy as soon as possible. This position is important for the day to day operations of the Police Department which are more taxed than ever due to the pandemic. Financial/Budget: This is a year-round part-time position. The City will likely incur budget savings while the position remains vacant. Council Action: Accept the resignation of Emma Remillard Attachments: 1. Resignation Letter STAFF REPORT Agenda Item 7h. Council Meeting: April 13, 2020 Prepared By: Jessica Beise Topic: Charter Commission Appointment Action Required: Appointment Summary: Charter Commissioners are appointed to four-year terms. On March 22, 2020, Commissioner Theis term had expired. Staff has received an application from Commissioner Theis requesting reappointment. It is requested that the City Council review the applications and consider reappointment. Following Council approval, reappointment requests will be submitted to Chief Judge Cahill of the Fourth Judicial District for formal appointment. Financial/Budget: Commission members serve without compensation. Council Action: Consider a motion to reappoint Dorothy Theis to the Charter Commission for a four-year term. Attachments: 1. Charter Commission Application – Doroth Theis STAFF REPORT Agenda Item 9a. Council Meeting: April 13, 2020 Prepared By: Brad Martens Topic: Strategic Planning Recap; Core Strategies, Short-Term Goals, and 2020 Action Steps Action Required: Direction Summary: The City Council held a work session on February 10, 2020 for the purpose of strategic planning. The session was facilitated by Phil Kern and resulted in selecting core strategies and strategic objectives for the City. Attached to this report are the following: • Final report • Addendum to the final report • Draft Core Strategies, Short-Term Goals, and 2020 Action Steps It is requested that the City Council provide staff direction on the third attachment. This is an enhanced version of the final report including 2020 action steps. It is requested that the Council provide further direction on the short-term goals in red as well as the drafted action steps for each core strategy. Financial/Budget: The Core Strategies, Short-Term Goals and 2020 Action Steps when approved will guide the City in funding each priority. Several items will need to be included in the 2021 budget. Options: 1. Provide staff direction on the draft Core Strategies, Short-Term Goals, and 2020 Action Steps. Recommendation Provide staff direction on the draft Core Strategies, Short-Term Goals, and 2020 Action Steps. Council Action: Provide staff direction on the draft Core Strategies, Short-Term Goals, and 2020 Action Steps. Attachments: 1. Final Report 2. Addendum to Final Report 3. Draft Core Strategies, Short-Term Go0als, and 2020 Action Steps City of Corcoran 2020 Strategic Planning and Goal Setting Session ____________________________________________________ PROCESS On February 10, 2020, the Corcoran City Council and members of its staff leadership team convened a special session to establish a strategic plan and short-term goals that will guide the organization over the coming years. The session involved a series of discussions around key topics, including a look at the City’s past, a multi-faceted look at its present status, and brainstorming important components of its future vision. The working group synthesized the outcomes of these discussions into six core strategies, each supported by a series of strategic objectives. The attendees also worked together to identify potential short-term goals that would support the core strategies. The City Council will now consider the results of the session through the process of adopting its 2020 Strategic Plan. This report contains a summary of the session and outlines the outcomes in the form of a work plan to guide the City moving forward in 2020. CORE STRATEGIES AND STRATEGIC OBJECTIVES The core strategies are action statements that identify the organization and City’s long-term key areas of focus. The strategies provide consistent and stable organizational priorities for the years to come, and serve as organizational guideposts for day-to-day action, policy formation, and program decision-making. It is anticipated that the core strategies may be modified over the long-term, but generally all agreed as to the key priorities of the leadership team. The core strategies are supported in this plan by strategic objectives. These objectives provide more specific action areas that the City’s leadership team believes are integral to achieving success with the core strategies. Each objective addresses an internal or external area of action or improvement. The strategic objectives, combined with the core strategies, provide direction for all areas of leadership. The process of developing the core strategies and strategic objectives involved a review of past actions, future goals, and a community assessment. Participants brainstormed a wide variety of objectives and worked through a collaborative process to find consensus around the priority items. The core strategies and strategic objectives are listed on the following page. Core Strategy Enhancing Corcoran’s sense of place and identity. Strategic Objectives 1. Develop a Town Center with town square park. 2. Establish school presence within the community, most likely a school in the Rockford School District 3. Provide high quality community events and recreational opportunities for community gathering. 4. Engage residents through outreach and communication. Short-Term Goals 1. Develop a City “brand” - Logo, tagline, look. 2. Invest in the Town Center by moving forward with the construction of the Parkway and Park. 3. Re-engage and develop relationships with the leadership of the Rockford School District. 4. Enhance existing and develop additional community events. Core Strategy Maintain fiscal stability and affordability. Strategic Objectives 1. Maintain a balanced budget that is not burdensome to taxpayers. 2. Provide services in a manner to help keep the cost of living in town affordable. 3. Practice sound financial planning. 4. Examine existing policies and take into consideration efficient provision of services while reducing burdens on residents. Short-Term Goals 1. Evaluate the 5-year Financial Plan within the budget process. 2. Revisit cash reserve policies. 3. Review ordinances/policies related to utility connections. 4. Discuss housing options to keep affordability for residents. Core Strategy Incorporate existing natural resources into a variety of community amenities to provide diverse recreational opportunities. [Recommendation: Core Strategy might just be “Provide diverse community amenities and recreational opportunities” as that’s really the outcome with impact on the community. Incorporating existing natural resources to deliver that outcome would be a good strategic objective.] Strategic Objectives 1. Provide high quality parks that are unique, innovative, and accessible. 2. Plan for and connect multi-seasonal and multi-use trail systems. 3. Practice land and natural resource stewardship. 4. Develop an aesthetically-pleasing, visually attractive community. 5. [Recommendation: Incorporate existing natural resources into park development Short-Term Goals 1. Participate in Three Rivers Trail Planning. 2. Conduct feasibility report for county trail planning in SE Corcoran. 3. Complete phasing plan for City central parks. 4. Work with outside groups to identify innovative recreational opportunities. 5. Complete detailed planning of Bellwether Park. 6. Accommodate future multi-seasonal and multi- use trail corridors in project and new development planning. and recreation programs.] Core Strategy Maintain excellence in safety and security for our community. Strategic Objectives 1. Staying in front of public safety demands. 2. Increase awareness and preparedness of business operations. 3. Enforcement of high standards for code enforcement. 4. Evolution of effective and efficient fire service. 5. Promote public safety engagement opportunities with the community. Short-Term Goals 1. Discuss medical response team. 2. Begin pre-plans and communication teams for fire services. 3. Maintain focus and a high priority on code enforcement. 4. Encourage home and business security surveys. 5. Develop a workplan to meet fire services. Core Strategy Ensure high quality growth that meets the needs of a balanced and vibrant community. Strategic Objectives 1. Support the Comprehensive Plan. 2. Invest time and resources to promote business activity. 3. Guide a market-driven, balanced variety housing. 4. Proactive dialogue with the business community. 5. Support and maintain code enforcement program. Short-Term Goals 1. Develop marketing plans for each growth area (NE, SW, SE, Town Center, existing downtown) 2. Evaluate City’s role in providing non-market based housing options (lower cost housing, does the City want to impact and if so, how?) 3. Encourage market-based solutions to provide high-speed internet to all areas of the community. Core Strategy Provide high quality, innovative municipal services. Strategic Objectives 1. Provide high functioning municipal infrastructure. 2. Attract and retain a professional, well- trained, and responsive staff. 3. Thoughtfully plan for infrastructure and facility needs. 4. Leverage and adapt technology to meet changing community needs. 5. Practice strategic leadership at all levels of the organization. 6. Develop and implement an asset management plan. Short-Term Goals 1. Continue and complete planning of water infrastructure project. 2. Develop a long-term facility and infrastructure plan. 3. Evaluate organizational structure and compensation/retention plan. 4. Develop a technology capital improvement plan. 5. Complete plan and implement paved roads initiative. 2020 Work Plan One of the purposes of defining core strategies and strategic objectives is to develop a long-term focus that narrows into short-term organizational goals. By following this method, the short-term goals can accomplish immediate needs, as identified by the organizational assessment, and lead the City and organization towards the accomplishment of longer-term strategies. The following pages contain a listing of 27 potential short-term goals. The quantity of goals developed is an expected product of this session and leads directly to a phase of refinement in order to be effective for the organization. The focus of the short-term goal activity is to develop goals that are manageable, measurable, and achievable. More specifically, these three guiding principles are intended to frame the following: ● The goal is manageable. The City Council and staff have the ability to control the accomplishment of the goal. It may be influenced by external forces, but over the term of the work plan, the organization must have the ability to manage. ● The goal is measurable. The goal must have a metric, or metrics, in which the organization can gauge progress. A goal that can’t be measured is more likely an objective or strategy than a goal. ● The goal is achievable. Work plans have an expected time period in which action is expected. To set the organization up for success, the goals it develops should be achievable in the work plan’s time period. “Push” goals are good, but significant accomplishment should be expected in the timeframe. The session on February 10 provided the Council and staff the opportunity to brainstorm potential goals. The next step for the organization is to refine these goals and prioritize their importance before adoption of the final Work Plan. Short-Term Goals Core Strategy Support 1. Develop a City “brand” - Logo, tagline, look. 1 2. Invest in the Town Center by moving forward with the construction of the Parkway and Park. 1 3. Re-engage and develop relationships with the leadership of the Rockford School District. 1 4. Enhance existing and develop additional community events. 1 5. Evaluate the 5-year Financial Plan within the budget process. 2 6. Revisit cash reserve policies. 2 7. Review ordinances/policies related to utility connections. 2 8. Discuss housing options to keep affordability for residents. 2 9. Participate in Three Rivers Trail Planning. 3 10. Conduct feasibility report for county trail planning in SE Corcoran. 3 11. Complete phasing plan for City central parks. 3 12. Work with outside groups to identify innovative recreational opportunities. 3 13. Complete detailed planning of Bellwether Park. 3 14. Accommodate future multi-seasonal and multi-use trail corridors in project and new development planning. 3 15. Discuss medical response team. 4 16. Begin pre-plans and communication teams for fire services. 4 17. Maintain focus and a high priority on code enforcement. 4 18. Encourage home and business security surveys. 4 19. Develop a workplan to meet fire services. 4 20. Develop marketing plans for each growth area (NE, SW, SE, Town Center, existing downtown) 5 Short-Term Goal Core Strategy Support 21. Evaluate City’s role in providing non-market based housing options (lower cost housing, does the City want to impact and if so, how?) 5 22. Encourage market-based solutions to provide high-speed internet to all areas of the community. 5 23. Continue and complete planning of water infrastructure project. 6 24. Develop a long-term facility and infrastructure plan. 6 25. Evaluate organizational structure and compensation/retention plan. 6 26. Develop a technology capital improvement plan. 6 27. Complete plan and implement paved roads initiative. 6 NEXT STEPS The City has invested quality time and effort into the development of this Work Plan. Following the final review, the City should formally accept and adopt this plan, establishing it as its organizational guide. The City can then move forward using the core strategies and strategic objectives in a variety of ways, including but not limited to the implementation of the 2020 Work Plan, budgeting processes, and communications. This plan is an organizational statement of the priorities of the current leadership team. As the leadership team evolves and/or changes in the future, periodic review of this plan is recommended. In conclusion, it was a pleasure to work with the City of Corcoran on this project. The City has an impressive leadership team that is unified in its commitment to the betterment of the community. This shared mission demonstrated itself through this process by the positive ways in which all the participants referred to the City, its residents, and each other. It was an honor to assist your team in this process. Respectfully submitted, Phil Kern Facilitator City of Corcoran 2020 Strategic Planning and Goal Setting Session Addendum to Final Report - Inventory Results ___________________________________________________ This document contains the results of activities conducted through the Strategic Planning and Goal Setting Session, as well as advance work completed by the team. This information was used in the development of the City’s 2020 Work Plan, including the development of core strategies and strategic objectives. This document should be used as an addendum to the final report of the session. The following pages include results for the following exercises: 1. What’s going well - an organization examination of its current strengths. 2. What opportunities are available - looking at the near future, participants brainstormed opportunities the City might have in the short-term based on existing conditions, trends, and potential external forces. 3. What challenges does the City face in the coming years - similarly, looking forward the participants considered what challenges the City might have to deal with, either known or unknown. 4. Thinking about the City today, can you identify a decision, policy, or strategy of the City in its past that has made the City a better place? - before the workshop, participants were asked to identify a decision, policy, or strategy that was implemented by the City in the past that has provided a strength for the City today. Many responses were cited by multiple members. The list contains each unique response. 5. Imagine for a moment that the City of Corcoran wins a prestigious award as the best City in Minnesota in 2050. As you envision the City in that context, what would be a few reasons why you think the City would be recognized? - also before the workshop, participants provided insight as to the future vision of the City and what areas the each wanted to see the City excel. Again, many responses were city by multiple participants and the listing contains the unique responses. All responses included below are brief summaries of the responses provided and summarized by the Facilitator. The responses are not necessarily direct statements from a participant unless noted with quotation marks. WHAT’S GOING WELL Passionate and prideful community Communication and trust internally Residential growth Community functions well Civic Organizations People pay attention Have low-crime rate, smaller issues Hard-working, dedicated team Have a blueprint for downtown area Budget and 5-year financial plan Plan for adding a water system Park space Committed staff Strong public safety and public works departments Active children in the community No hidden agendas amongst leadership team Comprehensive and Parks Plans, consistent actions with plans Learning lessons from the development process, developers Respectful public services Stable politics and leadership Great community reputation Code enforcement/cleaning it up Maintaining and/or decreasing the tax rate City/Civic events Smart development - steering growth how we want it Engaging with the community Good relationships with other governments and jurisdictions Have accomplished a lot of its size Safe community Poised and prepared Financially in good shape Transparent Small, on-edge of development Space - a canvas ready for creating Commercial interest - Dayton interchange Working towards better roads Have avoided the hand grenade WHAT OPPORTUNITIES ARE AVAILABLE? Town Center Project Booming senior housing market Housing more inclusive Can develop how we want, we’re the architect of government Dayton interchange/610 extension Opportunity for a retail presence Get a school in town Not held hostage by other layers of government Development of amenities - Parks, Trails, City-wide trail system Natural resource planning Industrial development Large park spaces ready for planning/development Plan for its road systems Plan for its public safety Water in NE, expand to developable acreage Don’t have to create beauty Highway 55 Corridor Crow River Plant - Met Council Involve/Engage new residents into the City/Community Create a brand Plan for government facilities WHAT CHALLENGES DOES THE CITY FACE IN THE COMING YEARS? Transportation - funding for improvements Getting dependent on growth (residential), seeking balance on growth Getting over-extended, sticking to needs Developable space in Rockford District, but creates a reverse community Keeping up with growth Attracting talent to the organization, keeping talent Old view of the community Five school districts Brockton Interchange Culture clash Watershed issues Thinking about the City today, can you identify a decision, policy, or strategy of the City in its past that has made the City a better place? 1. Financial Management Plan, fiscal stability, development of adequate reserve funds x3 2. Southeast District design guidelines 3. Well-maintained and cared for streets and parks 4. Development of a Parks and Trails Plan 5. Comprehensive Planning 6. Communications / openness of local government 7. Investments in Public Safety (K9 unit, detective/investigator, code enforcement, etc.) 8. Planning with respect to sewer and water infrastructure 9. Development of a vision and organizational strategies guiding actions 10. Investments in public services and staffing 11. Independent decision-making, not beholden to others Imagine for a moment that the City of Corcoran wins a prestigious award as the best City in Minnesota in 2050. As you envision the City in that context, what would be a few reasons why you think the City would be recognized? 1. Vibrant town center 2. “The best quality of life in the state” 3. Aesthetically-pleasing, visually attractive community 4. Well-defined and connected parks/trails system, community amenities 5. Thoughtful development, focus on Comp Plan and smart-growth practices/principles 6. Balanced housing options available to all ages and most income brackets 7. Land and natural resource stewardship 8. Wise investment in municipal resources - infrastructure, facilities, personnel 9. Prudent financial stewardship - sensible municipal budget, cost of services (fiscally responsible) 10. Balanced Business growth - attracting new business and growing existing businesses to provide services, employment, and a robust tax base 11. Safe community 12. Small-town, approachable feel 13. Recreation programs 14. Active community groups and volunteerism, many community activities (such as farmers market) 15. Innovative organization, capitalizing on technology to create efficiencies 16. Planned, strategic organization lead by elected officials and professional staff 17. Not interested in any award, already the best town 18. Government isn’t intrusive City of Corcoran Core Strategies, Short-Term Goals, and 2020 Action Steps Page 1 of 3 Core Strategy Enhancing Corcoran’s sense of place and identity. Strategic Objectives 1. Develop a Town Center with town square park. 2. Establish school presence within the community, most likely a school in the Rockford School District 3. Provide high quality community events and recreational opportunities for community gathering. 4. Engage residents through outreach and communication. Short-Term Goals 1. Develop a City “brand” - Logo, tagline, look. 2. Invest in the Town Center by moving forward with the construction of the Parkway and Park. 3. Re-engage and develop relationships with the leadership of the Rockford School District. 4. Enhance existing and develop additional community events. Action Steps 1. Include funds in the 2021 budget to assist in the creation of an updated logo and tagline. 2. Include funds in the 2021 budget to hire a consultant to assist in the design of the Town Square Park. 3. Mayor and City Administrator to schedule twice-annual meetings with the Rockford School Board Chair and Superintendent. 4. Parks and Trails Commission to review existing recreation opportunities provided and consider potential expansion in offerings. 5. Roll out new website platform; increase opportunities for residents to sign up for regular updates; enhance social media presence. Core Strategy Maintain fiscal stability and affordability. Strategic Objectives 1. Maintain a balanced budget that is not burdensome to taxpayers. 2. Provide services in a manner to help keep the cost of living in town affordable. 3. Practice sound financial planning. 4. Examine existing policies and take into consideration efficient provision of services while reducing burdens on residents. Short-Term Goals 1. Evaluate the 5-year Financial Plan within the budget process. 2. Revisit cash reserve policies. 3. Review ordinances/policies related to utility connections. 4. Discuss housing options to keep affordability for residents. (recommend eliminating this goal as it is redundant with short-term goals and action steps in the Core Strategy of “Ensure high quality growth that meets the needs of a balanced and vibrant community” below) Action Steps 1. Annually review and update the Financial Management Plan. 2. Establish a cash reserve goal in coordination with adopting the 2021 budget. City of Corcoran Core Strategies, Short-Term Goals, and 2020 Action Steps Page 2 of 3 Core Strategy Incorporate existing natural resources into a variety of community amenities to provide diverse recreational opportunities. [Recommendation: Core Strategy might just be “Provide diverse community amenities and recreational opportunities” as that’s really the outcome with impact on the community. Incorporating existing natural resources to deliver that outcome would be a good strategic objective.] Strategic Objectives 1. Provide high quality parks that are unique, innovative, and accessible. 2. Plan for and connect multi-seasonal and multi-use trail systems. 3. Practice land and natural resource stewardship. 4. Develop an aesthetically pleasing, visually attractive community. 5. [Recommendation: Incorporate existing natural resources into park development and recreation programs.] Short-Term Goals 1. Participate in Three Rivers Trail Planning. 2. Conduct feasibility report for county trail planning in SE Corcoran. 3. Complete phasing plan for City central parks. 4. Work with outside groups to identify innovative recreational opportunities. 5. Complete detailed planning of Bellwether Park. 6. Accommodate future multi-seasonal and multi-use trail corridors in project and new development planning. Action Steps 1. Select preferred route for the Diamond Lake Regional Trail Corridor through Corcoran. 2. Obtain quotes to complete a feasibility study for trails along County Roads in southeast Corcoran. 3. Present a phase 1 plan to the Parks and Trails Commission and City Council. 4. Parks and Trails Commission to recommend the timeline for the installation of the boardwalk and consider further improvements prior to additional land acquisition. 5. Parks and Trails Commission to recommend the types of uses allowed in City Trails; Council to establish policy. 6. Consider establishing incentives in policies to promote retention of existing natural resources in development. Core Strategy Maintain excellence in safety and security for our community. Strategic Objectives 1. Staying in front of public safety demands. 2. Increase awareness and preparedness of business operations. 3. Enforcement of high standards for code enforcement. 4. Evolution of effective and efficient fire service. 5. Promote public safety engagement opportunities with the community. Short-Term Goals 1. Discuss medical response team. 2. Begin pre-plans and communication teams for fire services. 3. Maintain focus and a high priority on code enforcement. 4. Encourage home and business security surveys. 5. Develop a workplan to meet fire services. Action Steps 1. Director of Public Safety to present Fire Service Work Plan to Council 2. Detective to develop and implement home and business security and survey plan. 3. Continue contract code enforcement; City Council to establish annual priorities; staff to provide quarterly updates to the Council. City of Corcoran Core Strategies, Short-Term Goals, and 2020 Action Steps Page 3 of 3 Core Strategy Ensure high quality growth that meets the needs of a balanced and vibrant community. Strategic Objectives 1. Support the Comprehensive Plan. 2. Invest time and resources to promote business activity. 3. Guide a market-driven, balanced variety housing. 4. Proactive dialogue with the business community. 5. Support and maintain code enforcement program. Short-Term Goals 1. Develop marketing plans for each growth area (NE, SW, SE, Town Center, existing downtown) 2. Evaluate City’s role in providing non-market-based housing options (lower cost housing, does the City want to impact and if so, how?) 3. Encourage market-based solutions to provide high- speed internet to all areas of the community. Action Steps 1. Develop policy to allow the creative use of site planning or PUDs that provide flexibility for development containing affordable housing, such as a reduction in lot size, setbacks, street width, floor area, and parking requirements. 2. Explore the suitability of various housing finance options and the housing needs they are meant to address. 3. Staff to work with internet providers to understand actual internet availability throughout the City; staff to present options to the Council to increase internet capacity. Core Strategy Provide high quality, innovative municipal services. Strategic Objectives 1. Provide high functioning municipal infrastructure. 2. Attract and retain a professional, well-trained, and responsive staff. 3. Thoughtfully plan for infrastructure and facility needs. 4. Leverage and adapt technology to meet changing community needs. 5. Practice strategic leadership at all levels of the organization. 6. Develop and implement an asset management plan. Short-Term Goals 1. Continue and complete planning of water infrastructure project. 2. Develop a long-term facility and infrastructure plan. 3. Evaluate organizational structure and compensation/retention plan. 4. Develop a technology capital improvement plan. 5. Complete plan and implement paved roads initiative. Action Steps 1. Complete test well and purchase site for well and treatment facility if test results are favorable; locate site for water tower; City Council to consider proceeding with the well and treatment facility project. 2. Participate in the northwest metro surface water supply study. 3. Develop enhanced capital improvement plan for fleet, facilities, and technology. 4. Initiate a compensation study; develop a compensation philosophy. 5. Review future staffing plan in coordination of 2021 budget process. 6. Staff to present recommendation for a low-cost paving project. STAFF REPORT Agenda Item 9b. Council Meeting: April 13, 2020 Prepared By: Brad Martens Topic: 2020 Financial Management Plan Action Required: Accept plan Summary: The City Council reviewed the draft 2020 Financial Management Plan at a work session on February 13, 2020. Staff has worked with Tammy Omdal, Northland Securities to update the plan per the direction received at that meeting. It is requested that the City Council accept the plan as presented. No other action is needed. Financial/Budget: The 2020 Financial Management Plan is a guiding document for the Council to use when making financial decisions. The 2021 budget will provide actual financial impacts for the community. Options: 1.Accept the 2020 Financial Management Plan as presented. 2.Send back to staff for further review. Recommendation Accept the 2020 Financial Management Plan as presented. Council Action: Consider a motion to accept the 2020 Financial Management Plan as presented. Attachments: 1.2020 Financial Management Plan Northland Securities, Inc. 150 South Fifth Street, Suite 3300 Minneapolis, MN 55402 (800) 851-2920 Member FINRA and SIPC Registered with SEC and MSRB Letter of Transmittal Introduction and Summary 1 Introduction and Summary............................................................................................................1 Study Approach ..................................................................................................................................1 Revenue Suffi ciency...........................................................................................................................2 Rate Calculations................................................................................................................................3 City Tax Rate.................................................................................................................................3 Utility Rates ..................................................................................................................................4 Organization of the Plan .................................................................................................................6 TABLE 1 - Property Tax Levy and Tax Rate................................................................................7 CHART 1 - Annual Change in Property Tax Levy and Rate.................................................8 CHART 2 - City Tax Capacity (Tax Base)......................................................................................8 CHART 3 - Fund Balance..................................................................................................................9 CHART 4 - Cash Balances................................................................................................................9 CHART 5 - Water Fund Cash Balances....................................................................................10 CHART 6 - Sewer Fund Cash Balances....................................................................................10 CHART 7 - CIP Use of Funds.......................................................................................................11 CHART 8 - CIP Source of Funds.................................................................................................11 Background 12 Summary.............................................................................................................................................12 TABLE 2 - Customer Units and Water Volume Sold...........................................................13 CHART 9 - New Construction and Connection to Municipal Utilities.........................15 CHART 10 - Acres of Land Platted............................................................................................15 Capital Improvement Plan and Debt 16 Overview of Plan..............................................................................................................................16 Equipment and Vehicles.......................................................................................................16 Water Improvements.............................................................................................................16 Sewer Improvements.............................................................................................................16 Street Improvements.............................................................................................................16 Facility and Parks.....................................................................................................................17 Bond Issuance...................................................................................................................................17 TABLE 3 -Capital Improvement Plan........................................................................................19 TABLE 4 - Debt Service..................................................................................................................21 TABLE 5 - Bonds Outstanding....................................................................................................22 CHART 11 - CIP Use of Funds.....................................................................................................23 CHART 12 - CIP Source of Funds...............................................................................................23 CHART 13 - Annual Debt Service..............................................................................................24 CHART 14 - Bonds Outstanding................................................................................................24 CHART 15 - Debt Outstanding by Type..................................................................................25 CHART 16 - Bonds Outstanding Existing and New............................................................25 Financial Plans 26 Background........................................................................................................................................26 Summary of Key Factors and Assumptions...........................................................................26 Total Governmental Funds Combined ....................................................................................28 CHART 17 - Total Sources and Uses of Funds................................................................29 CHART 18 - Cash Balance and Fund Balance.................................................................29 TABLE 6 - Finance Plan............................................................................................................30 General Fund Financial Plan........................................................................................................31 Figure 2 - Tax Levy Revenue..................................................................................................31 CHART 19 - Cash Balance and Fund Balance.................................................................33 CHART 20 - Source and Use of Funds...............................................................................33 CHART 21 - % Change in Source and Use of Funds....................................................33 CHART 22 - Use of Funds by purpose ..............................................................................33 TABLE 7 - Finance Plan............................................................................................................34 Debt Service Funds Financial Plan............................................................................................35 CHART 23 - Cash Balance and Fund Balance.................................................................37 CHART 24 - Source and Use of Funds...............................................................................37 CHART 25 - % Change in Source and Use of Funds....................................................37 CHART 26 - Use of Funds by purpose ..............................................................................37 TABLE 8 - Finance Plan............................................................................................................38 Special Revenue Funds Financial Plan.....................................................................................39 TABLE 9 - Finance Plan............................................................................................................40 Capital Projects Funds Financial Plan......................................................................................41 TABLE 10 - Finance Plan .........................................................................................................42 Capital Equipment Fund Financial Plan..................................................................................43 TABLE 11 - Finance Plan .........................................................................................................44 Facilities Fund....................................................................................................................................45 TABLE 12 - Finance Plan .........................................................................................................46 Water Fund Financial Plan............................................................................................................47 CHART 27 - Cash Balance by Purpose..............................................................................49 CHART 28 - Ending Unrestricted Net Assets..................................................................49 CHART 29 - Revenue and Expense.....................................................................................49 CHART 30 - Customers and Volume..................................................................................49 TABLE 13 - Finance Plan .........................................................................................................50 TABLE 14 - Projected Water Revenues..............................................................................54 TABLE 15 - Cash Balances......................................................................................................57 Sewer Fund Financial Plan...........................................................................................................59 CHART 31 - Cash Balance by Purpose..............................................................................61 CHART 32 - Ending Unrestricted Net Assets..................................................................61 CHART 33 - Revenue and Expense.....................................................................................61 CHART 34 - Customers and Volume..................................................................................61 TABLE 16 - Finance Plan .........................................................................................................62 TABLE 17 - Projected Water Revenues..............................................................................66 TABLE 18 - Cash Balances......................................................................................................69 Appendix 71 TABLE A - Utility Fee Schedule...................................................................................................71 TABLE B - Property Tax Levy for Debt Service......................................................................73 TABLE C - Special Assessments..................................................................................................74 TABLE D - Planned Staff Additions ...........................................................................................75 TABLE E - City Taxes Payable by Example Properties.........................................................76 The Financial Management Plan (the “Plan”) is intend- ed to serve as a guide for the on-going fi nancial man- agement of the City of Corcoran (the “City”). The Plan was fi rst prepared in year 2012 and has been updated annually. The Plan contains proposed strategies and identifi ca- tion of key factors and objectives to monitor with re- spect to future fi nancial performance. The Plan includes information on projected property tax levies and fees and charges to fund city services, capital improvement plans, and debt service. The objectives of the study for the Plan are as follows: •Revenue Suffi ciency - develop and populate a forecasting model that will determine the level of revenue needed to satisfy general government and utility enterprises operations, capitalimprove- ments, and debt service while maintaining ade- quate reserves for future service and capital needs of the City. • Rate Calculations - Model projected future tax ca- pacity tax rates for the City and prepare proposed rate structures for water and sanitary sewer ser- vices (the “Utilities”). Develop proposed modifi ca- tions to the rates for the Utilities, as appropriate, to ensure that rates will meet revenue suffi ciency objectives. The Plan includes anticipated capital improvement for years 2020-2025 (the “CIP”). Estimates were made by the City as to cost and timing of projects. The actual timing for future capital improvements will depend in part on the population growth rate of the City. While the specifi c timing of future improvements is uncertain, awareness of the needed funding for proj- ects is important when considering tax levies, rates for fees and charges, and level of reserves for future capi- tal. Future development will provide increased revenue to the City from charges for services and tax revenue. This will include increased revenue to the Utilities, with revenue from both development fees and usage fees. It will also provide additional property value to the City and potential for collecting additional prop- erty tax revenue to pay for services. The rate of future development and addition of cus- tomers is a signifi cant variable for the Plan and the pro- jections within. The City should continue to monitor actual development that occurs against the anticipated rate of development assumed in the Plan. The rate of development will impact the projected revenues in- cluded in the Plan. Detailed information on projected housing units is included later in the Plan. Study Approach The following steps were taken as part of the Study: • City provided information on customer activity, including a spreadsheet of historical customer bill- ings. •City provided historical fi nancial data along with current budget plans and capital improvement plans. • City provided the assumptions for future residen- tial units to be constructed in the City and connect- ed to the City’s Utilities. • Information provided by the City was organized, analyzed, and used to support the development of the Plan. • The prior year data included in the Plan is recon- ciled with the City’s annual audited fi nancial state- ments. •City staff off ered input and feedback on the as- sumptions, diff erent options for levies and rates and desired outcomes for the Plan. • The study did not include a review and compari- son of the City’s tax rate and fees and charges to other cities. Revenue Suffi ciency The Study evaluated the suffi ciency of revenues to meet current and projected fi nancial requirements for the City Funds, including the Utilities over the next eight years (with a longer planning period for the Util- ities). The Plan determines the tax levies and rates nec- essary in each year of the projection period to provide revenue suffi ciency. Moody’s Investor Service recently upgraded (May 2018) the City’s bond rating to ‘Aa3’ from ‘A1’. In do- ing so the rating agency recognized the City’s credit strength and strong fi nancial operations resulting in growing reserves. The maintenance and continued rel- ative growth of reserves through revenue suffi ciency is an important credit factor for the City. The City should continue to actively manage its funds to achieve its policy goals and to maintain suffi cient balances within the funds to meet City needs includ- ing the need for reserves. The City has an adopted policy to maintain a mini- mum balance in the General Fund equivalent to 35% of annual expenditures. The goal of the Plan is to iden- tify revenue suffi cient to meet closer to 50% of annual expenditures, recognizing the need for the City to cash fl ow its expenditures between the semi-annual tax dis- bursements it receives from the County, among other needsforcash balance.TheCityevaluatesending fund at year-end and makes decisions on the level of funds that is needed and appropriate. While the Plan pro- vides for the General Fund to be at the 50% level, the City should continue to consider its needs annually. For purposes of the Plan, the revenue objective for the Water Fund and the Sewer Fund focused on providing revenue suffi cient to achieve projected year-end cash balance to cover the following purposes: • Three-months of operating expense • Following-year debt service payments • Following year capital acquisition (planned to be paid from cash) • Reserves for future capital improvements and oth- er reserve purposes The graphics and tables that follow in the Introduction and Summary section of the Plan provide a summary of key fi nancial information for the City Funds, includ- ing for the Water Fund and the Sewer Fund. ‘Žȱž—’—ȱ˜ȱŽ™›ŽŒ’Š’˜—ǰȱ˜›ȱœŽĴȱ’—ȱŠœ’Žȱ˜ȱž—œȱ to replace depreciated infrastructure, is an important element for establishment of suffi cient rates for the Utilities. The Study focused on the City’s asset man- agement practices to maintain and expand infrastruc- ture at future estimated costs. Š‘Ž›ȱ‘Š—ȱ˜Œžœȱ˜—ȱȃž—’—ȱŽ™›ŽŒ’Š’˜—Ȅȱ’ȱ’œȱ‹ŽĴȱŽ›ȱ to gain a strong understanding of the expected future costs and, maybe more importantly, their timing, and plan for replacement of infrastructure and facilities. Using a planned schedule for capital improvements and the incorporation of those plans into the Study does that. Capital improvement plans combined with fi nancial management targets are critical element that Š••˜ œȱ˜›ȱ‘ŽȱœŽĴȱ’—ȱ˜ȱ›ŠŽœȱ‘Šȱ–ŽŽȱ’¢ȱ˜Š•œǯ Financial management targets begin with criteria for evaluating overall fi nancial condition. For instance, do projections show suffi cient revenues to cover planned operating and capital improvement expenses? The ’•’’Žœȱ–žœȱ˜ȱ‹ŽĴȱŽ›ȱ‘Š—ȱ‹›ŽŠ”ȱŽŸŽ—ǰȱ‹žȱ‹¢ȱ‘˜ ȱ much? The Plan helps to answer these question by allocating projected year-end cash balance to defi ned purposes. One of the purposes is for planned capital acquisition and reserves for future capital. The Plan provides a second criteria to evaluate reve- nue suffi ciency for the Utilities. The Plan sets a target (a fl oor ) to maintain an unrestricted net position in the Water Fund and the Sewer Fund no lower than 50% of the subsequent year’s estimated expenditures. The majority of revenue in the Utilities comes from user charges, maintaining an unrestricted net position that is equal to at least 50% of expenditures will help to ensure that suffi cient resources are available to fund basic functions between receipts of user charges. The target (or fl oor ) for ending unrestricted net posi- tion is meant to be an equivalent of the target for an unrestricted fund balance for the City’s General Fund. Equity is reported as a fund balance in the General Fund and as a net asset within the Water Fund and the Sewer Fund. Fund balance and net assets are the dif- ference between fund assets and liabilities refl ected on the balance sheet or statement of net assets. Rate Calculations The Study focused on preparing projections for future annual tax capacity rates for the City, and reviewing the rates for the fees and charges of the Utilities. The Study did not include a review and analysis of other City fees and charges, only the fees of the Utilities was included. City Tax Rate Future tax levies increases are projected to be neces- saryto fund plannedexpendituresandto maintain ad- equate cash balances across all City funds.A summary of the projected City tax levy amounts is shown in the Figure that follows on the next page, along with the corresponding estimated City tax rate. The tax rates are estimated based on assumptions in the Plan for changes to the City’s tax capacity from growth in the market value of property within the City. The key assumptions used for the Study that impact future City tax rates includes the following: • Taxable market value will increase by 1.0% annu- ally for property within the City. • Fiscal disparities contribution and corresponding distribution of tax revenue are estimated to remain constant (at current amounts) over the planning period. The actual impact of the metro-wide fi scal disparities program varies from year to year. • City will increase the tax levy to support addition- alplanned spending in the General Fund related to growth of the community. Details on the specifi c items, which includes staff positions, is included in the Finance Plan section for the General Fund and in the Appendix. • General fund non-tax revenue is estimated to in- creaseby1.5%andcurrentexpensesby2.0%.There are no assumed major changes to non-tax revenue. • City estimates it will average 137 new housing units (constructed) annually over the next decade between 2020 and 2029. The Plan assumes more rapid growth over the near term. For purposes of estimating market value of property in the City, the average home price is estimated at $480,000, infl ated 1.0% annually. • The Plan assumes new taxable market value from the construction of new commercial property in the City. New commercial value of $1.0 million per year is assumed, beginning with taxes payable in 2022 (fi rst project to be constructed in 2020). The construction of new multi-family housing units in southeast Corcoran is anticipated but not yet in- cluded in the Plan. • For planning purposes, it is assumed the City will issue bonds to fi nance a new municipal building in 2025 with an estimated $10 million project cost. The Plan anticipates that debt service will be paid from taxes (80%), water revenues (10%) and sewer revenues (10%). The fi nal allocation of costs will require further review. The increase to the City’s tax levy in year 2025 is approximately $605,000 for payment of debt service for the project. The table and graphics that follow provide historical and projected City property tax levies and tax rates along with tax capacity (tax base). A detailed break down of the debt service levy by bond series is pro- vided in the Appendix. Utility Rates The City currently has a two-part rate structure for charging fees for water and sewer services, comprised of both a fi xed and variable charges. This two-part structure is recommended by generally accepted prac- tices and is a practice followed by most cities within the Twin Cities metropolitan area. This structure re- covers a portion of system costs in a fi xed charge, rec- ognizing that the Utilities have certain fi xed costs and customer service costs that are incurred year-round. A provider of municipal utilities incurs these fi xed costs regardless of the level of water usage by customers. It is estimated, based on the City’s 2019 budget, that approximately 34% of the Water Fund expenses, in- cluding depreciation, are fi xed and for the Sewer Fund it is approximately 54%. The percentages are projected to vary somewhat from year to year. Fixed expenses as a percent of total expenses is projected to decrease over time for the Utilities as the number of customers increase and volume of water usage grows. For usage or metered volume-based rates, based on the results of the Study there are no recommended changes in the structure for the volume-based rates. As the number ofcustomers increases potentialchang- es to the structure may be needed. Potential future proposed changes may include the following, for ex- ample: • Establish an inclining block sanitary sewer rate structure, to match the total of four tiers for Wa- ter, and set the volume for each tier to refl ect sewer customers’ usage profi les and local data. The Plan anticipates the City adopts planned increases to rates for water and sanitary sewer services as pro- posed in the 2020 budget. This includes increasing the base fee for water services from $15.00 to $16.00 and increasing all other water fees by 3.0% annually. For the trunk line availability charges (TLAC) the fol- lowing is planned: • For northeast Corcoran, the plan is to increase the fee from an estimated $6,433 in 2021 to $15,500 in 2020, and then by 3% annually. • For southeast Corcoran, the plan is to increase the fee from $5,948 in 2019 to $6,500 in 2020, with an- nual increases of 15% from 2021-2027, and then 3.0% annual increases. • For sewer, the plan is to increase TLAC fee by 3.0% annually. The Appendix includes details on these fee amounts by year for both water and sewer services The planned TLAC fees, and annual adjustments, are needed for theCity to fund improvements in northeast and southeast Corcoran. The improvements include trunk watermain, booster stations, and a water tower in southeast Corcoran estimated to cost between $12 and $15 million. If growth from residential development does not oc- cur as projected, and development fees to support the Utilities are not collected as anticipated, the City may need to levy property taxes to pay debt service on bonds issued to fi nance utility system infrastructure. At time of issuance of the bonds, the City projected revenue from future development would be suffi cient to repay the general obligation revenue bonds (propri- etary debt) issued without the need for a tax levy. As projected in the Plan, revenue within the Water Fund and the Sewer Fund is projected to be suffi cient to meet all current and future debt obligations. The City should annually review its utility rates and the block rate structure to ensure that rates and struc- ture provide adequate revenues and cash fl ow based on actual customers and volume activity. Future rates should be set based on actual data and performance, which will include impact of future de- velopment within the City. Eff orts by customers to conserve and reduce water consumption will have a direct impact on revenues. Organization of Plan The Plan is organized into seven sections: 1. Introduction and Summary provides information on the Study Approach, Revenue Suffi ciency, and Rate Calculations. 2. Background provides historical and statistical con- text for the Utilities. 3. CIP and Debt provides information on the City’s plans for equipment, facilities, and maintaining and expanding the water and sanitary sewer sys- tems. This includes estimates on project costs, tim- ing, and sources of funds. The time horizon for the capital plan is years 2020-2025. Information on outstanding debt obligation and debt service of the City is included. 4. Financial Plans provides the fi nancial plans (pro forma) for the City Funds, including the Water Fund and the Sewer Fund. The fi nancial plans in- clude historical, current, and projected revenues and expenses and estimated ending cash balances. Financial plans take into account capital improve- ment plans, both existing and planned debt issu- ance, and proposed rates. 5. Appendix provides additional data and graphics. The increase in the Water Fund and Sewer Fund Year- End Cash Balance is planned. The diff erence between Pro- jected Cash Position and Minimum Cash Position represents the net amount of cash projected to be available as reserves for future capi- tal improvements. The City collects development fees at ’–Žȱ˜ȱ™•ŠĴȱ’—ȱŠ—ȱ‹ž’•’—ȱ permit, use of the funds col- lected occurs over time to pay for fi nancing of projects. The TLAC and Connection charges the City will collect as development occurs is needed to pay for future capi- tal improvements that are not yet programmed in the CIP. The improvements that have been identifi ed, but not yet programmed, include trunk watermain, booster stations, and a water tower in south- east Corcoran estimated to cost between $12 and $15 mil- lion. The City of Corcoran is located on the western edge of the Twin Cities Metropolitan area in Hennepin Coun- ty. The County estimates the City’s 2018 population at 5,933. Population is anticipated to continue to increase due to development of residential property within the City. The land area for the City encompasses just un- der 36 square miles and includes area for future resi- dential development. Commercial and industrial development in the City has been limited, primarily due to the lack of munici- pal water and sewer services and the absence of major transport corridors. n 2012, the City has successfully fi nanced and implemented major improvement proj- ect to fi rst bring and then expand municipal water and sanitary sewer services to the City. The improvement projects provided for connection to the metropolitan disposal system. The City forecasts this will continue to result in increased development both in residential and commercial. The City’s development plan for its downtown area provides an opportunity for additional economic de- velopment. In recent years the City completed con- structionofstreetimprovementsandutilityinfrastruc- ture in the downtown area. The table that follows provides the estimated number of housing units along with municipal utility connec- tions units for commercial property in the downtown areatheCityprojectstobeaddedoverthenexttwenty- years. The assumptions on units is an important input to the Plan and is updated on annual basis by the City. The City is in the process of planning for water service to serve northeast Corcoran, as access to water from Maple Grove is limited. A test well is currently in the process and the City is planning on investments for a water treatment plant and water tower. The City annually reviews its plans for capital acqui- sition and improvements and updates its multi-year plan. The CIP in the Plan provides details on costs by year and proposed funding sources. The debt service study, included in the Plan, provides information on current debt service and estimated future debt. The CIP provides an important input into preparing the fi nancial plans for the City funds. The fund level reports in the Financial Plans section are inclusive of all sources and uses of funds, both operating and non- operating, which includes capital expense. The table that follows on page 19 provides details by project of the City’s capital acquisition and improvement plans. Equipment and Vehicles Over the next fi ve years the City anticipates spend- ing an average of approximately $530,000 per year on equipment and vehicles capital needs. The Plan in- cludes anticipated bonding in year 2020 and 2022 for equipment and vehicles. The City has been incrementally increasing tax levy revenue in the General Fund to support a transfer to the Equipment Fund, but the rate of increase in planned spending has outpaced the planned annual tax levy support therefore bonding will be needed to provide proceeds for the planned purchases. Annual sale of capital assets is estimated to provide approxi- mately $50,000 annually for new equipment and ve- hicles. Water Improvements Water improvements are included in the CIP for the County Road 116 (2020 Trunk Watermain Improve- ments) project and implementation of a water system for the northeast area of the City. TheCityplanstospend$100,000peryearbetween2019 and 2020 to plan for a $7,000,000 construction project in 2021 to build out a city-owned municipal water sys- tem to provide water to the northeast area of the City. The Plan anticipates the southeast area of the City will continue to be served under terms of an agreement with Maple Grove for purchase of municipal water until demand passes capacity. Future improvements in southeast Corcoran will need to be undertaken at some point in the future. The CIP does not include water improvement projects that are anticipated to be constructed and fi nanced by private development and contributed to the City. These projects will be paid entirely by private funds with infrastructure then contributed to the City. Sewer Improvements A project to extend sanitary sewer in the northeast area of the City was constructed in 2019 paid entirely by private funds from a developer of property. This project is not included in the CIP as the City will not be paying for the improvements from city revenue sources. The Plan includes $6.2 million of project spending in year 2029 for North Sewer Connection Project. The Plan anticipates the use of cash for the project. Street Improvements The CIP includes street improvements for Hackamore Road (CR116/CSAH101). The City’s share of the Hack- amore Road improvements (project is a cooperative project with other jurisdictions) will be funded from a payment from the benefi ting residential developer and special assessments to other benefi ting properties. The CIP does not anticipate any property tax levy sup- port for this project or other street improvement proj- ects in the CIP. The project is anticipated to commence in 2021 with completion in 2022. Improvement to Gravel Roads Council has discussed a need to establish a plan to be- gin paving gravel roads. A dedicated revenue source is likely needed for this to take place and should be discussed and included in future Plans. Facility and Parks The CIP includes improvements to City Hall in 2020 and a new municipal building or signifi cant expansion in 2025. City hall improvements in the amount of $607,000 will be paid from existing revenue sources with no bond- ing. The following sources of revenue will fund the improvements: • $425,000 from the City’s long-range planning fund (an assigned fund) and the 2018-2019 CIP • $120,0000 from the General Fund • $62,000 to from the Water Fund, which will be paid by a reimbursement from the General Fund to the Water Fund A future municipal building or expansion of the ex- isting building is planned for approximately $10 mil- lion in year 2025. The Plan anticipates that the debt on the building will be paid 80% from tax levy and 20% for water and sewer revenues. The annual debt service expense is included in the fi nancial plans for the Debt Service Fund, Water Fund, and Sewer Fund, respectively. The annual debt service is estimated at approximately $630,000 for a $10.425 million bond is- suance, which includes $10.0 million for the project construction and funds for cost of issuance and capi- talized interest fund. The annual tax levy for debt ser- vice, beginning in year 2026 is estimated at $590,000. Future Park Improvements The City is planning for various park improvements including City Park as well as other park planning as outlined in the 2040 Comprehensive Plan. These im- provements will be paid with park dedication funds and completed as funds allow. The City has not yet programmed but anticipates the following projects: • Town Center Park and Linear Park • Phase 1 of the City Park Improvement Project • Open space park near Ravinia Development • Open space park near Bellwether Development • Neighborhood park near Bellwether Development • County Road trail improvements Bond Issuance The City’s outstanding general obligation bonds are rated as ‘Aa3’ by Moody’s Investors Service. The City’s rating was upgraded in May 2018 by Moody’s from ‘A1’ to ‘Aa3’. The positive credit strengths supporting this upgrade included strong fi nancial operations re- sulting in growing reserves. The strong bond rating means a lower cost of borrowing for the City. The City anticipates the issuance of bonds to fi nance certain capital improvements. The tables and graphics that follows provide a summary of existing and future estimated debt service payments (principal and inter- est) and funding sources, along with a summary of debt outstanding by year. The annual debt service on future “new” bonds to be issued is also included in the fi nancial plans for the Debt Service Fund, Water Fund, and the Sewer Fund. The preliminary estimates for debt service are based on the following estimated new bond issues: •Year 2020, G.O. Bonds, $830,000 to fi nance equip- ment and vehicle acquisition over a 10 year term payable from tax levy. •Year 2020, G.O. Bonds, $1,445,000 to fi nance water system improvements over a 10 year term payable from net revenues of the Water Fund. •Year 2021, G.O. Bonds, $7,210,000 to fi nance water system improvements over a 25 year term payable from net revenues of the Water Fund. •Year 2022, G.O. Bonds, $835,000 to fi nance equip- ment and vehicle acquisition over a 10 year term payable from tax levy. •Year 2022, G.O. Bonds, $1,105,000 to fi nance street improvements over a 4 year term payable from special assessments levied against benefi ting prop- erty. •Year 2025, G.O. Bonds $10,425,000 to fi nance mu- nicipal buildings over a 25 year term payable from tax levy and net revenues of the Water Fund and the Sewer Fund. The estimated split is 80% pay- able fromtax levy and20% payable fromthe utility revenues. Bond Terms The fi nal sizing, structuring, and interest rates will depend on project specifi cs and market conditions at time of issuance. The amounts shown in the Plan are preliminaryand for planning purposes only.Thebond issuancesizesincludecapitalacquisitionandconstruc- tion costs, cost of issuance of bonds, and capitalized interest funds. The debt service for the new bonds is based on the termsstated aboveandan estimated3.5% interest rate on the bonds. Background Financial plans have been prepared for each of the fol- lowing type of funds: Governmental Funds • General Fund • Debt Service Funds • Special Revenue Funds • Capital Projects Funds Proprietary Funds • Water Fund • Sewer Fund GovernmentalFunds are used to account for mosttyp- ical municipal functions of the City. The acquisition, use, and balances of the City’s expendable fi nancial re- sources and the related current liabilities (except those accounted for in Proprietary Funds), are accounted for through the Governmental Funds. Proprietary Funds are used to account for the City’s ongoing municipal utility operations that are similar to businesses found in the private sector. These funds are considered self-supporting in that the services rendered by them are fi nanced through user charges. The fi nancial plans, for the Proprietary Funds, include assets and liabilities in addition to the revenues and expenditures. The Proprietary Funds are presented on an accrual basis. There is a recognition of expenditures when incurred and the subsequent amortization of the deferred outfl ows. Revenues are recognized when earned. There is a capitalization of certain expenses and the subsequent depreciation of the capitalized costs. For the Proprietary Funds there is accruals of revenues earned and expenses incurred. Summary of Key Factors and Assumptions The key factors or assumptions used to develop the fi nancial plans are as follows: • General Fund expense budget for year 2020 will be set based on a level, when combined with the debt service levies, will achieve a reduction in the City tax rate from tax year 2019 to 2020. Future year tax expense budgets will be based on the assumptions in the Plan. • 2.0% annual increase in operating expense for the Governmental Funds. • 1.5% annual increase in non-property tax revenue for the Governmental Funds. • 3.0% average annual rate increase for water ser- vices (base and usage fees, and connection charge), with the exception of TLAC for southeast Corco- ran, which is planned at 15.0% average annual rate increase between years 2021-2027. The annual rate increases is approximate and refl ects the antici- pated cost increases for the Water Fund. The high- er increase for the water TLAC (for property in southeast Corcoran) refl ects the cost of providing the needed infrastructure to this area over time, distributed across property that will be developed in this area. • 2.0% and 3.0% average annual increase in sanitary sewer fees for connection and TLAC, respectively. • 1.0% annual investment income rate for all City Funds. • Annual projected increase in property tax levies to be set at a level suffi cient to fund cash fl ow require- ments and to maintain suffi cient fund balance lev- els per City. • Fiscaldisparitiesdistributionofpropertytaxesand contribution of property tax capacity is assumed to be at the same levels as estimated for Pay 2020. The actual amounts will vary by year and will impact the projections shown in the Plan. • Maintain a minimum balance in the General Fund equivalent to 35% ofannualexpenditures and with plans to achieve closer to approximately 50% rec- ognizing the need for cash fl ow and contingency. • Maintain cash in the Water Fund and Sewer Fund suffi cient to achieve projected year-end cash bal- ance to cover the following purposes: -Three-months of operating expense -Following-year debt service payments -Following year capital acquisition (planned to be paid from cash) -Reserves for future capital improvements and other reserve purposes • Maintain positive balances in all other City funds and amounts suffi cient to meet specifi c cash fl ow requirements of the funds. Expense Personnel and other operating costs overall have been and are projected to remain stable in the near term with planned increases in the future to address the de- mands of a growing community. The fi nancial plans anticipate includes projected staff - ing increases in the General Fund. These increases are detailed in the General Fund fi nancial plan that fol- lows and in the Appendix. A total of 21.5 new FTE’s are planned to be added between years 2021-2025. Transfers To and From Other Funds Transfers between funds for future years include the following: • Transfers from the Water Fund and Sewer Fund to the General Fund to pay an allocated share of op- erating costs. • Transfer from the Water Fund and Sewer Fund to the Debt Service Fund to pay an allocated share of the debt services for the 2016A Bonds and the bonds anticipated to be issued in 2025 to pay for municipal building improvements. • Other changes to transfers from Pay 2020 to Pay 2021 refl ect the City’s anticipated plan to eliminate interfund transfer of tax levy and instead levy di- rectly in the respective funds. This includes elimi- nating the transfer from the General to the Equip- ment Fund, for example. Instead the City will levy a property tax that will be deposited directly into the Equipment Fund. The table that follows provides total sources and uses of funds for the following Governmental Funds com- bined. Individual fi nancial plans are then provided for each of the following fi ve funds: • General Fund • Debt Service Funds • Special Revenue Funds • Capital Projects Fund • Capital Equipment Fund The City’s annual fi nancial statements includes a break-down of individual funds for the Debt Service Fund, Special Revenue Fund, and Capital Projects Fund. For example, the City maintains separate debt service funds for each bond series issued. And, for capital projects, the City establishes a specifi c “Capital Projects Fund” for each individual project. For pur- poses of the Plan, this level of detail is not included. Revenue Annual source of funds from non-property tax levy sources has been stable for the City and is expected to remain so in the future. The City did not receive local government aid (LGA) from the State in 2019 and does not anticipate receipt in 2020 or future years. Property tax levy increases will be needed to pay for increased operating costs and debt service related to planned capital improvements. The General Fund is the primary fund used by the City. This fund is used to record all resource infl ows and outfl ows that are not associated with special-pur- pose funds. The activities being paid for through the General Fund constitute the core administrative and operational tasks of the City. Revenue Annual source of non-tax revenue for the General Fund has been stable and is projected to remain stable. Intergovernmental revenue payments for municipal state aid for street maintenance provides the single largest source of non-tax revenue to the General Fund. The City does not receive local government aid (LGA) from the State. The second largest source of non-tax revenue is charges for services and the next largest is fi nes and forfeitures. Tax Levy Revenue Property tax levy revenue is estimated to increase each year. In addition to funding general city operations, property tax levy provides revenue to meet fund bal- ance goals for contingency. The adjacent Figure 2 pro- vides the projected General Fund property tax levy by year, along with the annual and cumulative percent increase. Non-Tax Revenue The fi nancial plan for the General Fund is based on the following key assumptions for non-tax revenues: • Non-tax revenues increase of 1.0% annually. • Annual investment income rate of 1.0%. The City recorded revenue from receipt of deferred special assessments in 2018 related to road improve- ments.ThePlan doesnotanticipate futurecollectionof any deferred special assessments in the General Fund. The 2018 receipt of Intergovernmental revenue in 2018 was higher than average due to draw of Municipal State Aid funds. Future years are projected based on historical average. Expense The General Fund is used to account for the expense of providing general government services for the City. The largest use of funds is for the cost of personnel, in- cluding salary and wages and benefi ts (52% of total ex- penses). Other costs including operating materials and supplies, equipment, and other professional services. The fi nancial plan for the General Fund is based on the following key assumptions: • Current expenditures (includes personnel costs) increase by 2.0% annually for infl ation. •Increase in staff (FTE) and position changes as fol- lows (seeAppendix forfurtherdetails by position): - 3.0 FTE, $290,000 in 2021 - 4.5 FTE, $362,500 in 2022 - 5.0 FTE, $435,000 in 2023 - 5.0 FTE, $455,000 in 2024 - 3.0 FTE, $290,000 in 2025 • Increase in transfer out to the Equipment Fund to pay for a portion of planned equipment and ve- hicle acquisitions as included in the CIP. Transfers To and From Other Funds Beginning in 2016, the Water Fund and the Sewer Fund began to transfer revenue to the General Fund to pay an allocated share of operating costs. This transfer is projected to continue, increasing by 2.0% annually. Other changes to transfers from Pay 2020 to Pay 2021 refl ect the City’s anticipated plan to eliminate inter- fund transfer of tax levy and instead levy directly in the respective funds. This includes eliminating the transfer from the General to the Equipment Fund, for example. Instead the City will levy a property tax that will be deposited directly into the Equipment Fund. The General Fund has included a transfer out to the Equipment Fund. The transfer started with $25,000 in year 2015, and has been increasing annually. The City is striving to eliminate future bonding for annual equipment and vehicle acquisitions. Based on the cur- rent CIP, bonding is anticipated to be needed in 2020 and 2022 to provide suffi cient cash to pay for planned items. See the Equipment Find fi nancial plan for fur- ther details. Fund Balance As noted in the CIP and Debt section, the City’s out- standing general obligation bonds are rated as ‘Aa3’ by Moody’s Investors Service. The positive credit strengths supporting this upgrade included strong fi - nancial operations resulting in growing reserves. The maintenance of the City’s reserves, including growing fund balance (reserves), is important to the maintain- ing the City’s credit rating. Fund balance for the General Fund is projected to re- main at approximately 50% of expenses. City policy requires a minimum of 35%. Fund balance in excess of the minimum is a credit positive with respect to main- taining the City’s credit rating from Moody’s. Future year General Fund tax levy are estimated at a level suffi cient to cover projected expenses less pro- jected non-tax revenue and provide $75,000 in net rev- enue to fund reserves in order to maintain a fund bal- ance that is approximately equal to 50% of the General Fund expense. The fi nancial plan projects that cash balance will approximately equal to fund balance with no projected material change in annual estimated re- ceivable and payable for the General Fund. Revenue The Debt Service Funds include the following source of funds: special assessments, interest income, trans- fers in from other funds, property tax levy, and bond proceeds for any capitalized interest funds. General obligation equipment certifi cates will be re- paid from property tax levy. Prior year and future pro- jected tax levy amounts for repayment of equipment certifi cates are included in the Plan. The annual debt service beginning in year 2017, in- cludespaymenton the 2016A Bonds. TheCitypledged to the 2016A Bonds the special assessments to be lev- ied against benefi ting property in the downtown area for the downtown improvement project. The principal amount of the special assessments was estimated to be approximately $1.8 million at time of issuance of the 2016A Bonds. The Plan anticipates the issuance of general obliga- tion bonds in 2020, 2021, 2022, and 2025 that will be accounted for in the Debt Service Funds. Future debt will be supported by a combination of tax levy, special assessments, and transfers in of revenue from the Wa- ter Fund and the Sewer Fund. Expense The use of funds is for the payment of debt, including principal and interest payments. Transfers From Other Funds The City records special assessment revenue collect- ed on the downtown improvement project, fi nanced with the issuance of the 2016A Bonds, directly into the debtservice fund.Special assessmentrevenue from as- The Debt Service Fund includes the combined funds used to account for all of the City’s governmental debt service. At the end of 2018, the City reported total general obli- gationbondspayable(reportedasGovernmentalDebt) of $8,722,000. The Water Fund and the Sewer Fund also report debt outstanding, which is accounted for separately as a liability for Proprietary Funds. At the end of 2018, the City reported total general obligation bonds payable in the proprietary funds of $2,775,000. In addition to bonds outstanding, the Water Fund re- ported $383,107 in outstanding notes payable to Maple Grove for connections to the water system. See the CIP and Debt section for further information on the debt outstanding and future debt service. The year-end cash balance in the Debt Service Funds fl uctuates due to the timing of collection of revenue, for example tax levy, in the year prior to debt service payments coming due. The City is required to have cash available in the re- spective debt service funds equal to 105% of the debt service payments coming due for a specifi c bond se- ries. For example, the year-end cash balance includes cash from collection of special assessments and tax levy in current year to pay the following February 1st Ž‹ȱ™Š¢–Ž—œǯȱ‘Žȱ’¢ȱ›ŽŒŽ’ŸŽœȱŠȱŠ¡ȱœŽĴȱ•Ž–Ž—ȱ›˜–ȱ the County in June and December of each year. The ęȱ›œȱ‘Š•ȱŠ¡ȱœŽĴȱ•Ž–Ž—ȱ’œȱŠŸŠ’•Š‹•Žȱ˜ȱŒ˜ŸŽ›ȱ‘Žȱžžœȱ ŗ œȱŽ‹ȱ™Š¢–Ž—œȱŠ—ȱ‘ŽȱœŽŒ˜—ȱŠ¡ȱœŽĴȱ•Ž–Ž—ȱ’œȱ available to cover the February 1st payments. sessments levied to fi nance connection and TLAC for water and sanitary sewer services will be deposited directly in the Water and the Sewer Fund, respective- ly. The Water and Sanitary Sewer Funds will transfer revenue to the debt service fund for the 2016A Bonds to cover the utility portion of the 2016A Bonds. The special assessment revenue deposited into the debt service funds is pledged to the payment of the 2016A Bonds. The fi nancial plan for the Special Revenue Funds as in- cluded in the Plan provides sources and uses of funds on a combined basis for the following special revenue funds. The funds included are as follows: • Fund 201 Reserve Donation • Fund 202 Police Donation • Fund 204 Firearms Safety • Fund 205 DWI Forfeiture • Fund 206 Drug Forfeiture • Fund 207 Truck Safety • Fund 208 Lawful Gambling Revenue The source of funds for the special revenue funds come from donations, charges for services, and other miscellaneous revenue sources which are generally restricted for the purpose they were collected. There is no property tax levy that is recorded to the special revenue funds. Expense The use of funds is restricted for the purpose of the funds collected. Transfers To and From Other Funds There are no transfers. Year 2020 includes collection of the remaining rev- enue from developer payment for Hackamore Road improvements. Hackamore Road will be funded from a combination of developer payments in the total amount of $1.14 million collected over multiple years, and bond proceeds supported by special assessments to other benefi ting properties. The issuance of bonds for Hackamore Road is shown in year 2021, to be sup- ported 100% by special assessments payable over the planned 4 year term of the bonds. The $3.6 million of miscellaneous revenue recorded in 2018 was from developer proceeds for the Bellweather housing development project. The cash proceeds will be spent by the City in 2019. Expense The projected use of funds is for capital projects as in- cluded in the CIP. This includes construction of street and facility improvements. Transfers To and From Other Funds The Water Fund transferred in $15,000 in 2017 for the estimated share of the Hackamore road water exten- sion. In 2018, the General fund transferred in $125,000 for the Asphalt Maintenance Fund for future project costs. In 2019, a total of $425,000 will be transferred to the new Facilities Fund for the municipal building im- provements, which includes $300,000 from the Long Range Planning Fund and $125,000 from the 2018-2019 CIP. There are no future transfer anticipated. The fi nancial plan for the Capital Projects Funds, as in- cluded in the Plan, provides sources and uses of funds on a combined basis for the following City’s capital projects funds. The funds included are as follows: • Fund 305 Asphalt Maintenance • Fund 411 Public Works Facility • Fund 415 Park Capital • Fund 417 Shannon Lane • Fund 419 Hackamore Upgrade • Fund 420 Wetland Restoration • Fund 422 Downtown Improvements • Fund 423 Rockford School Land • Fund 424 CSAH-10 Fir Lane Turn Lane • Fund 425 Bellwether • Fund 426 Rolling Hills Larkin Overlay • Fund 427 Gleason/66th Parkway For purposes of the Plan, the Capital Equipment Fund and the new Facilities Fund the City plans to estab- lish, are not included as part of the fi nancial plan for the Capital Projects Funds. Separate fi nancial plans are provided. Revenue The majority of the source of funds comes from charg- es for service, special assessments, investment income, intergovernmental, and bond proceeds. The City uses the Capital Equipment Fund to record all revenue and expense related to the acquisition of equipment and vehicles. Revenue The source of revenue has historically come from the issuance of bonds. Beginning in year 2015, the City implemented a plan to begin to transition to fund equipment and vehicleacquisition on apay-gobasis to eliminate the need to borrow (issue bonds) and incur interest expense. The Plan assumes the City will continue to incremen- tally increase the General Fund property tax levy to support a transfer of funds to the Equipment Fund to allow the City to transition away from issuing debt for these types of purchases. The Plan anticipates a $25,000 annual increase in the General Fund tax levy to support annual increases to the transfer to the Equipment Fund. Other sources of funds includes sale of capital assets, estimated at $50,000 annually and investment income. The Plan anticipates issuance of general obligation bonds (equipment certifi cates) for equipment and ve- hicle acquisitions in years 2020 and 2022. Expense The projected use of funds will be for capital projects as included in the CIP. Transfers To and From Other Funds The transfer in shown in the fi nancial plan comes from the transfer of cash (tax levy) from the General Fund. The City will establish a new fund to record transac- tions related to improvements to City Hall in 2020 and a new municipal building or signifi cant expansion in 2025. Revenue The source of revenue is anticipated to come from a combination of transfer in of cash from other City funds and a current tax levy. After completion of the projects, the current tax levy in the Facilities Fund will discontinue and instead be used to pay for anticipated debt service expense on bonds to be issued for the new municipal building or signifi cant expansion of the ex- isting building. Bond proceeds are anticipated in 2025 to pay for the new municipal building or expansion. The amount included in the Plan of $10.0 million is a placeholder amount. The bonding may be less if the Fund has cash available to reduce the bonding. Expense The projected use of funds will be to pay for capital project spending, including planning for the improve- ments. Transfers To and From Other Funds Transfer in of cash from the General Fund and the Capital Projects Funds is anticipated in 2019 and 2020. - 152 residential units added per year on average between 2020-2027,for acombinedtotal ofapprox- imately 1,212 new customer units ŽŠ’•œȱ˜—ȱ‘ŽȱŽœ’–ŠŽȱŠŒ›Žœȱ™•ŠĴȱŽȱ™Ž›ȱ¢ŽŠ›ǰȱ›Žœ’Ȭ dential equivalent units added, including commercial property in the downtown, is shown in Table 2. The projected development is needed to provide operating and non-operating revenue to the Water Fund. With- out projected growth, the Utility Funds may not be self-supporting in the future and may require tax levy support or signifi cant increases in usage and develop- ment related fees. The Plan estimates annual rate adjustments of 3.0%. The prior year Plan anticipated a one time adjustment to the base fee in year 2019, from $12.73 to $20.00, which was not adopted. The Plan assumes this base fee is adopted in 2020. The actual increase that may be neededinthefuturewilldependon growth in custom- ers. The rate increase for TLAC for property located in southeast Corcoran is estimated at 15.0% annually between years 2021-2027. This is due to projected cost of build-out of infrastructure in this area of the City. At the estimated level of rate increases outlined above, the Water Fund is projected to maintain adequate cash balance over the planning period. For purposes of the Plan, the revenue objective for the Water Fund focused on providing revenue suffi cient to achieve projected year-end cash balanceto coverthe following purposes: • Three-months of operating expense • Following-year debt service payments • Following year capital acquisition (planned to be paid from cash) The Water Fund was established as a Proprietary Fund for the accounting for costs of providing municipal water services to residents and businesses. The Water Fund is considered self-supporting in that the services rendered are fi nanced through user charg- es. The fi nancial plan for the Water Fund includes assets and liabilities in addition to the revenues and expendi- tures. The Water Fund ispresented on an accrualbasis. There is a recognition of expenditures when incurred and the subsequent amortization of the deferred out- fl ows. Revenues are recognized when earned. There is a capitalization of certain expenses and the subse- quent depreciation of the capitalized costs. For the Water Fund there is accruals of revenues earned and expenses incurred. Revenue The source of funds for the Water Fund is charges for services, special assessments, developer fees and pay- ments, and bond proceeds. The schedule of planned fees and charges is included in the Appendix. Future growth from development, which impacts the projection of operating and non-operating revenue for the Water Fund, is assumed to be the following over the next decade: Ȭȱ™™›˜¡’–ŠŽ•¢ȱŝ ŖȱŠŒ›Žœȱ™•ŠĴȱŽȱ™Ž›ȱ¢ŽŠ›ȱ˜—ȱŠŸŽ›Ȭ age between 2020-2027 • Reserves for future capital improvements and oth- er reserve purposes The CIP anticipates the issuance of general obligation bonds in 2020 to provide proceeds for the 2020 Trunk Watermain Improvements. In addition, the CIP antici- pates the issuance bonds in 2021 to fi nance water sys- tem improvements in the northeast area of the City. Expense The use of funds is to pay for the operation and capital improvements, and related debt service, for providing municipal water services, including depreciation of capital assets. The City has an agreement with the City of Maple Grove which providesforpaymentto MapleGrovefor water connections and distribution. Approximately half of the Water Fund expenses are estimated to be fi xed costs, this amount fl uctuates somewhat from year to year. The City anticipates the addition of 2.5 FTE over the next fi ve years to support water and sewer operations. The cost of the FTE’s is included in the fi nancial plans for the Water Fund and the Sewer Fund. Annual debt service payments on bonds issued to fi - nance water improvements are supported by net rev- enues of the Water Fund. The Water Fund pays a por- tion of the debt on the 2014B Bonds. The portion of the 2014B Bonds payable from water revenues is re- ported as a liability of the Water Fund. As payments on the debt are made the liability in the Water Fund is reduced. Interest is recorded as an expense. In addition to this liability, the Water Fund transfers revenue to the Governmental Debt Service Funds to pay a portion of the 2016A Bonds. Beginning in year 2025, the Sewer Fund is also projected to begin transferring funds to pay a portion of the debt on the planned bonds for municipal facilities improvements anticipated in 2025. TheWater Fund reports adebt obligation for the Notes payable to the City of Maple Grove for water connec- tion charges. As payment is made on the Notes the liability in the Water Fund is reduced. The interest expense on the Note issued in 2014 is recorded as an expense in the Water Fund. There is no interest pay- able on the Note issued in 2016. Depreciation is reported as an expense and is adjusted foranticipatedannualdepreciablecapitalacquisitions. New capital is depreciated over a 55 year term in the Plan. Transfers To and From Other Funds The Water Fund transfers funds annually to the Gen- eral Fund to pay for operational support of the Water Fund. Special assessment revenue from assessments levied to fi nance connection fees and TLAC for water ser- vices are deposited directly in the Water Fund. As noted above, the Water Fund transfers revenue to the City’sGovernmentalDebtService Funds for the2016A Bonds to cover the water utility portion of the 2016A Bonds. The Plan anticipates the Water Fund will pay 10% of the debt service on planned bonds to be issued in 2025 for municipal facilities improvements. The Wa- ter Fund is not projected to provide revenue for these anticipated bonds until year 2032, after other debt is repaid. - 152 residential units added per year on average between 2020-2027,for acombinedtotal ofapprox- imately 1,212 new customer units ŽŠ’•œȱ˜—ȱ‘ŽȱŽœ’–ŠŽȱŠŒ›Žœȱ™•ŠĴȱŽȱ™Ž›ȱ¢ŽŠ›ȱŠ—ȱ residential equivalent units added is shown in Table 2. The projected development is needed to provide need- ed operating and non-operating revenue to the Sewer Fund. Without projected growth, the Sewer Fund may not be self-supporting in the future and may require tax levy support or signifi cant increases in usage and development related fees. The Plan estimates annual rate adjustments of 2.0% for both base and usage fees and connection fees. The sewer TLAC is estimated to increase by 3.0% annually. At the estimated level of rate increases outlined above, the Sewer Fund is projected to maintain adequate cash balance over the planning period. For purposes of the Plan, the revenue objective for the Sewer Fund focused on providing revenue suffi cient to achieve projected year-end cash balanceto coverthe following purposes: • Three-months of operating expense • Following-year debt service payments • Following year capital acquisition (planned to be paid from cash) • Reserves for future capital improvements and oth- er reserve purposes There is no anticipated future bonding for sanitary im- provements at this time. Use of Funds The use of funds is to pay for the operation and capital TheSewerFund was established asaProprietaryFund for the accounting for costs of providing municipal water services to residents and businesses. The Sewer Fund is considered self-supporting in that the services rendered are fi nanced through user charg- es. The fi nancial plan for the Sewer Fund includes assets and liabilities in addition to the revenues and expendi- tures.TheSewer Fundispresentedon an accrualbasis. There is a recognition of expenditures when incurred and the subsequent amortization of the deferred out- fl ows. Revenues are recognized when earned. There is a capitalization of certain expenses and the subse- quent depreciation of the capitalized costs. For the Sewer Fund there is accruals of revenues earned and expenses incurred. Source of Funds The source of funds for the Sewer Fund is charges for services, special assessments, developer fees and pay- ments, and bond proceeds. The schedule of planned fees and charges is included in the Appendix. Future growth from development, which impacts the projection of operating and non-operating revenue for the Sewer Fund, is assumed to be the following over the next decade (ten years): Ȭȱ™™›˜¡’–ŠŽ•¢ȱŝ ŖȱŠŒ›Žœȱ™•ŠĴȱŽȱ™Ž›ȱ¢ŽŠ›ȱ˜—ȱŠŸŽ›Ȭ age between 2020-2027 improvements, and related debt service, for providing municipal sewer services, including depreciation of capital assets. Approximately 40% of the Sewer Fund expenses are estimated to be fi xed costs, this amount fl uctuates somewhat from year to year. The Metropolitan Council (MC) charges the City a fee for the regionalcollection and treatmentof wastewater (disposal charges). The City does not have any control over this operating expense. Future charges payable to the MC are projected based on total estimated sanitary sewer volume reported to the MCES with an infl ation- ary adjustment. The City anticipates the addition of 2.5 FTE or new staff over the next fi ve years to support water and sewer operations. The Sewer Fund is projected to have revenue suffi cient to cover this personnel expense. The Appendix includes a table with details on planned staff additions and funding sources. Annual debt service payments on bonds issued to fi - nance sewer related improvements are supported by net revenues of the Sewer Fund. The Sewer Fund pays a portion of the debt on the 2014B Bonds. The portion of the 2014B Bonds payable from sewer revenues is re- ported as a liability of the Sewer Fund. In addition to this liability, the Sewer Fund transfers revenue to the Governmental Debt Service Funds to pay a portion of the 2016A Bonds. Beginning in year 2025, the Sewer Fund is also projected to begin transferring funds to pay aportion ofthedebton theplannedbonds for mu- nicipal facilities improvements anticipated in 2025. Depreciation is reported as an expense and is adjusted foranticipatedannualdepreciablecapitalacquisitions. New capital is depreciated over a 55 year term in the Plan. The Plan includes capital acquisition of $6.2 million in 2029 for North Sewer Connection Project. The plan is to use cash to pay for this project. Transfers To and From Other Funds The Sewer Fund transfers funds annually to the Gen- eral Fund to pay for operational support of the Water Fund. Special assessment revenue from assessments levied to fi nance connection fees and TLAC for sewer servic- es are deposited directly in the Sewer Fund. The Sewer Fund transfers revenue to the City’s Governmental Debt Service Funds for the 2016A Bonds to cover the sewer utility portion of the 2016A Bonds. The Plan anticipates the Sewer Fund will pay 10% of the debt service on planned bonds to be issued in 2025 for mu- nicipal facilities improvements. Northland Securities, Inc. 150 South Fifth Street , Suite 3300 Minneapolis, MN 55402 Toll Free 1-800-851-2920 Main 612-851-5900 www.northlandsecurities.com Member FINRA and SIPC | Registered with SEC and MSRB STAFF REPORT Agenda Item 10a. Council Meeting: April 13, 2020 Prepared By: Brad Martens Topic: Appaloosa Woods Neighborhood Meeting Recap Action Required: Direction Summary: The City of Corcoran hosted a neighborhood meeting on February 27th for residents living in the Appaloosa Woods neighborhood. The purpose of the meeting was to provide information on an upcoming Maple Grove road improvement project, and to understand preferences for any potential improvements in the Corcoran portion of that neighborhood. The meeting was well attended and productive. An overview of the information provided is attached to this report along with a blank version of the survey that was distributed. The following is a summary from the 10 surveys submitted to the City: On a scale of 1-5 (1 being not at all and 5 being absolutely), what is your level of support for the following options available to the City •Do nothing, keep the neighborhood how it is: Average 3 out of 5 •Pave gravel with assessments: Average 4.1 out of 5 •Pave and install water/sewer: Average 1.9 out of 5 As shown in the survey results, there is fairly strong support for a paving project. Following the neighborhood meeting, staff held a meeting with Maple Grove. It was shared that if Corcoran does not pave the Corcoran roads, they would no longer maintain the gravel section, as they soon will no longer need to own a grader. Staff is requesting Council direction on how to proceed based upon this information. If a paving project is to be considered, the next step would be to complete a feasibility study to understand project costs, and to obtain a letter of benefit to understand potential assessments. Financial/Budget: Staff anticipates a feasibility study would cost between $3,000-$5,000. The actual cost would be determined by the amount of geotechnical study that would need to be completed for the feasibility study. A letter of benefit would likely cost around $1,500, or less. These costs would need to be paid out of the 2020 operating budget until a project was authorized. Currently Maple Grove maintains the portion of road and charges Corcoran $2,100 annually. Options: 1. Authorize staff complete a feasibility study and obtain a letter of benefit for a potential paving project in the Appaloosa Woods neighborhood. 2. Take no action at this time and prepare to take over maintenance at some time in the future. Recommendation Staff recommends proceeding with the feasibility study and letter of benefit. Providing maintenance to this stretch of road that is remote from other sections would be fairly time consuming and labor intensive. Additionally, assuming the gravel base is acceptable, and a low-cost paving option is utilized, there is potential that the finance gap could be fairly small. That will not be know however until the feasibility study and letter of benefit are completed. Council Action: Consider a motion to authorize staff complete a feasibility study and obtain a letter of benefit for a potential paving project in the Appaloosa Woods neighborhood. Attachments: 1. Appaloosa Woods Improvement Project Discussion 2. Property Owner Survey CITY OF CORCORAN Appaloosa Woods Improvement Project Discussion Overview: The City of Maple Grove is considering an improvement project in year 2021 for the Appaloosa Woods development in their city. The scope is to reconstruct the Maple Grove local street system, the water and sewer utilities were installed in 1995 and no updates to that system are anticipated. In addition to Maple Grove properties, this development includes 17 properties in the City of Corcoran. Maple Grove currently maintains the transportation system and bills the City of Corcoran for maintenance costs. Maple Grove has reached out to Corcoran in advance of their proposed project to understand whether Corcoran wants to be involved in the project, up to and including installing water and sewer infrastructure to serve Corcoran residents. Options available to the City of Corcoran: 1. Do nothing: In this scenario Maple Grove would complete a reconstruct of their street system on their own with no impacts to Corcoran residents. 2. Pave remaining gravel road: Participate in the project in order to pave the gravel road. Ideally this could be through the same contractor and direct costs to Corcoran could be identified. Corcoran would then assess Corcoran residents for the benefit. 3. Street reconstruction and utility installation: Install a lateral water and sewer utility system and reconstruct the road in order to provide utilities to Corcoran residents. Corcoran would enter into a service agreement with Maple Grove to pay for costs related to the system and for use of the water and sewer utility. 4. Initiate a detachment of Corcoran properties from Corcoran to Maple Grove: Corcoran could request to detach property which would then be annexed into Maple Grove. Maple Grove would then consider improvements and bill/assess properties accordingly for a street construction and utility installation project. Potential costs related to a street reconstruction and utility installation project (these costs are based upon assumptions that may change and for discussion purposes only): • Trunk fees: Maple Grove charges a trunk fee of $43,920 per developable acre (gross acreage less wetlands, floodplain, and steep slopes over 18%) for water, sewer, stormwater, and transportation. This would be passed on to the property owners. • Lateral system costs: It is estimated that costs for the lateral (local) system will be $875,000 (this includes water, sewer, stormwater, and street paving). Assuming each property pays one unit, this would be $51,470 per property ($875,000 / 17 = $51,470.59). This is a very rough estimate. • Connection and trunk fees: Both Maple Grove and Corcoran require connection fees to the water and sewer system. In addition, Met Council SAC fees would apply to sewer. (2020 rates below) o Maple Grove Water Connection: $2,468/unit o Corcoran Trunk Sewer Fee: $4,043 o Corcoran Trunk Water Fee: $6,246 o Corcoran Water Connection: $1,182/unit o Corcoran Sewer Connection: $1,182/unit o Met Council Sewer Connection: $2,485/unit o Total: $17,624 • Homeowner costs: After the project is completed the homeowner would need to hire someone to complete the connection from the street to the home. This can cost $5,000-$10,000 Potential costs related to a street only project (the actual benefit would be determined through a licensed appraiser): The Corcoran assessment policy states that the assessable cost of street reconstruction and street rehabilitation projects shall be determined by the benefit to properties affected by the project determined through a letter of benefit or similar from a licensed appraiser. The assessment shall be 90 percent of the low value of the benefit. For example, if the benefit for a direct access residential property was valued from $12,000- $15,000 per unit, the assessment would be $10,800 ($12,000 x .9 = $10,800). The street improvement would anticipate a life expectancy of 20 years. After which, an overlay improvement would need to take place and additional assessments may take place. Homeowner considerations: • Well and septic: Costs are very significant, however so may be future costs to continue on well and septic. Wells likely can be replaced at a cost, however access to sewer may only exist in the future by pumping. Worse yet, if a sewer situation deteriorates, the sale of the home may not be allowed. • Lot splits: If utilities are provided, some lots may have the potential to be split and sold. • Future opportunities to receive utilities: If the project proceeds in 2021 and utilities are not extended to Corcoran residents, it could be many years before that opportunity exists again. Goal of this neighborhood meeting: The goal of this meeting is to introduce the topic to property owners and understand your thoughts on the options available to the City. It is requested that you complete the survey and provide your feedback on those options. Please complete the survey: Completing the survey will help the guide the City in its decision-making process. Please complete and hand to one of the staff members present. Contact information: Brad Martens, City Administrator bmartens@ci.corcoran.mn.us; 763-400-7030 CITY OF CORCORAN Property Owner Survey Please help us by sharing your feedback on the following questions. Your input will help guide the City on its decision-making regarding options for improvements to the Appaloosa Woods neighborhood. 1.Do you like the existing street conditions in the neighborhood? Would you prefer the streets to be paved? __________________________________________________________________________ 2.Do you prefer the well and septic system, or would you prefer to be connected to municipal water and sewer? _________________________________________________________________________ _ 3. What would you change about the neighborhood? _________________________________________________________________________ _ _________________________________________________________________________ _ _________________________________________________________________________ _ 4.On a scale of 1-5 (1 being not at all and 5 being absolutely), what is your level of support for the following options available to the City: a.Do nothing, keep the neighborhood how it is: 1 2 3 4 5 CITY OF CORCORAN b. Pave the remaining gravel road. This would result in assessments to the properties. 1 2 3 4 5 c. Install water and sewer infrastructure and pave the gravel road. This would have significant assessments and fees to the properties. 1 2 3 4 5 Please provide any other feedback you would like the City to know about the neighborhood. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ Optional contact information (name, address, phone, email): __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ Please hand this to a staff member or leave on a table before you leave. Thank you for your time and input on this topic. STAFF REPORT Agenda Item 10b. Council Meeting: April 13, 2020 Prepared By: Brad Martens, Kevin Mattson, Pat Meister Topic: 2020 Dust Control Program Action Required: Call Public Hearing Summary: The gravel road maintenance program for the City of Corcoran includes the application of a chloride product on certain gravel roads (27 miles of our 34 miles of gravel road) for dust control. The cost of the project is estimated at $111,600. This estimate is based upon the gallons applied last year, reduced by the gallons that would have been placed on the now paved portion of Stieg Road. Bids for the product increased by 18% over the previous year from $0.92/gallon to $1.09/gallon. Fortunately, staff anticipated some increase in product cost and increased the City’s share by $10,000. This still however is less than the amount needed to cover the gap. Rather than increasing the amount charged to property owners, staff recommends maintaining the same cost for property owners as 2019. It is proposed to bill properties for the application as in years past with unpaid fees to be assessed later in the year if necessary. The percentage of the project to be assessed has been reduced overtime with incremental budget adjustments. The City anticipates the following costs for the program in 2020 as compared to 2019: Neighborhood Road Assessment Collector/Adjacent Road Assessment Other Assessment City Share Total 2019 $8,232 $28,009 $1,260 $52,765 $90,266 2020 $8,232 $28,009 $1,260 $74,099* $111,600 *2020 budget amount for City share was $62,500; $11,599 over budget The next step in the process is to call a public hearing through approving the attached resolution. After the public hearing, the Council could then approve the project which is anticipated to be completed in June. After project completion, properties would be billed based upon the actual project costs. On a side note, staff continues to coordinate with dust control vendors to seek opportunities for improved or alternate dust control products. Financial/Budget: As mentioned above, if the Council proceeds as outlined above, the project is anticipated to go $11,599 over budget due to the higher than anticipated product costs. Additional budget adjustments would be required for 2021 as this product quote is a 2- year contract for 2020/2021. Page 2 Options: 1. Approve Resolution 2020-28 calling for a public hearing on the potential assessment of the cost of dust control treatments to be applied to city streets in 2020 as presented. 2. Send back to staff for further review. Recommendation: Approve Resolution 2020-28 calling for a public hearing on the potential assessment of the cost of dust control treatments to be applied to city streets in 2020 as presented. Council Action: Consider a motion to approve Resolution 2020-28 calling for a public hearing on the potential assessment of the cost of dust control treatments to be applied to city streets in 2020 as presented. Attachments: 1. Resolution 2020-28 calling for a public hearing on the potential assessment of the cost of dust control treatments to be applied to city streets in 2020 2. Dust Control Map City of Corcoran April 13, 2020 County of Hennepin State of Minnesota RESOLUTION NO. 2020-28 Page 1 of 1 Motion By: Seconded By: A RESOLUTION CALLING FOR A PUBLIC HEARING ON THE POTENTIAL ASSESSMENT OF COSTS OF DUST CONTROL TREATMENTS TO BE APPLIED TO CITY STREETS IN 2020 WHEREAS, the Corcoran City Council determined the application of dust treatments to City streets to be necessary, cost-effective, and feasible; and WHEREAS, the Corcoran City Council awarded a contract to Northern Salt Incorporated (NSI) on April 13, 2020 for application of calcium chloride to City streets for dust control in 2020 and 2021 (the Project); and WHEREAS, the total cost of the project is estimated to be approximately $111,600; and WHEREAS, the City Council intends to bill the benefitting property owners for a portion of the cost of the Project, estimated to be approximately $37,500, and to assess any unpaid costs to benefitting properties pursuant to Minnesota Statute §429.101 and Corcoran City Ordinance 2011-261; and WHEREAS, under Minnesota Statute §429.031 a Public Hearing needs to be held prior to adoption of a Special Assessment with proper notice to property owners. NOW, THEREFORE BE IT RESOLVED, by the Corcoran City Council: 1. To call a public hearing on the potential assessments of costs of calcium chloride applications to City streets for dust control in 2020, for May 28, 2020. 2. Directing staff to give notice required by Stat. §429.031 to all property owners who may be assessed for this Project. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Anderson, Tom Anderson, Tom Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Schultz, Alan Schultz, Alan Whereupon, said Resolution is hereby declared adopted on this 13th day of April 2020. ________________________________ Ron Thomas - Mayor ATTEST: City Seal ____________________________________ Jessica Beise – City Clerk/Administrative Services Coordinator STAFF REPORT Agenda Item 10c. Council Meeting: April 13, 2020 Prepared By: Administrator Brad Martens Director Matt Gottschalk Topic: Employee Mental Wellness Program Action Required: Direction Summary: Over the past several years the impact of employee mental health on organizations has been heavily scrutinized, especially in law enforcement. This scrutiny and subsequent research have found that an employee’s mental health is at least as important as physical health in their workplace productivity. If employees are not mentally healthy, regardless of the source of the issue, they can quickly become detrimental to their organization and other employees in it. The impact of employee mental health support is not limited to just suicide prevention, but also workplace productivity and culture. Unhealthy coping mechanisms and inability to effectively confront issues lead to negative implications in the workplace like poor performance, absenteeism, and interpersonal conflicts. Unfortunately, the lack of support for employee mental health has been highlighted in the law enforcement community during the past year with the suicides of multiple police officers across the state, including in a neighboring community. Suicide is not just a law enforcement problem, but it does manifest itself in the profession at a much higher rate than others. In bringing these issues to light, it was also discovered that there was a severe lack of qualified individuals to address the unique stressors faced by law enforcement professionals. Over the past several years agencies across the state have developed mental health best practices based on their experiences. The Minnesota Chiefs of Police Association has sponsored several trainings and forums to educate agency leaders on these practices. The association has also helped to connect agencies with mental health providers that are qualified to treat first responders (and others). One of the regularly cited recommendations is the need for mandatory regular mental health check-ins for police officers. This recommendation has gained recognition and support across both the law enforcement and mental health communities. There has also been some traction at the legislative level to eventually mandate these check- ins for law enforcement. The mandatory mental health check-ins were also recommended by the State of Minnesota Working Group on Police Involved Deadly Force Encounters based on months of expert testimony and cross disciplinary experts. Mental health is an incredibly delicate topic and its uncomfortable for people to talk about, especially for those in need of assistance. Staff can speak generally about impacts and experiences with our current mental health support structure but cannot (legally) and will not (ethically) speak about specific individuals’ cases. Staff Report—April 13, 2020 Council Meeting Prepared by Director Gottschalk Page 2 In our own organization we have identified the need for annual mental health check-ins for our officers. We have also identified a significant gap in service for our staff in addressing short term mental health support. The City’s current health insurance Employee Assistance Program (EAP) will provide a brief mental health support phone call for employees. The feedback from several employees on the phone call support has been very negative. Currently, the next step available for our employees is to begin the process of working with the insurance company to try to identify providers that they will cover. If the employee is a law enforcement professional, it is difficult to know which providers have the necessary knowledge to treat their specific stressors. The officers don’t know what those credentials are and, honestly, neither do many of the providers. Unfortunately, many providers will claim that they have the knowledge to do so; however, when they don’t, this frequently results in ineffective treatment, sometimes with tragic results. Many of the issues that precipitate the need for short-term mental health support are singular professional or life events that do not require long-term therapeutic treatment. Historically, the employees that have tried utilizing the phone support in the past will not call it again (due to ineffectiveness) and, in the midst of their mental health struggles, will not or cannot work within the existing long-term system to get through a short term issue. The current structure is not equipped to deal with short-term mental health management. The current system’s inability to effectively handle the short-term issues leads to long-term issues for the City. We have seen the effects of this service gap with our employees and it has cost the City time, money, and healthy employees. The phrase often repeated throughout the mental health profession on this topic has been “pay now or you will pay later.” We’ve seen the pay later already come to reality with multiple employees (not just police) in our organization and this recommendation is intended to mitigate future negative impacts. Based on experience and training, the staff recommended intervention strategy should lead to a healthier, more productive work force; and, staff believes it is the right thing to do for our employees. Staff researched mental health professionals that were vetted, qualified, and capable of serving all City employees, not just police. Based on this research, staff is recommending that the City enter into an agreement with Marie Ridgeway & Associates for confidential short-term individual therapy sessions (optional) and mandatory annual police officer mental health check-ins. Ms. Ridgeway provides this type of service for several other cities and comes highly recommended. Based on her experience Ms. Ridgeway indicated that for an effective short-term option, limiting the employees to six sessions per year can resolve most issues. She indicated that most topics can be resolved in even fewer visits. If an employee needs care beyond the six provided sessions, her firm can help refer the employee to an effective long-term mental health alternative. Staff Report—April 13, 2020 Council Meeting Prepared by Director Gottschalk Page 3 This strategy does not take the place of long-term mental health care that employees receive through insurance, but it might help them get there if needed. It also ensures that employees receive the care they need from qualified individuals the first time they seek it. This does not subsidize or replace employees’ existing mental health treatment. This service would be confidential for the employees. Financial/Budget: Based on the proposed service agreement from Ridgeway & Associates, the annual officer check-ins would cost $110 each per year. This would result in a total cost of $990 to the City each calendar year for mandatory officer check-ins. The individual therapy sessions would cost $150 each. Based on her experience, Ms. Ridgeway indicated that most employers see approximately 20% of their employees utilize the service. If 20% of Corcoran’s employees utilized all six available sessions it would cost the City approximately $4,500 annually. The estimated annual budget impact of the service is approximately $5,500 depending on the level of utilization. The 2020 budget does not include funds for this program; however, staff feels that it is a worthy investment in our employee health and will likely mitigate other expenses. Additionally, the 2020 budget is projecting fairly significant cost savings due to multiple budgeted positions being currently vacant. Options: 1. Direct the Mayor and staff to enter into the attached Wellness Program Service Agreement with Marie Ridgeway to provide annual mandatory police officer mental health check-ins and optional short-term mental health services for all City staff. 2. Provide staff with other direction for employee mental health support. Recommendation: 1. Direct the Mayor and staff to enter into the attached Wellness Program Service Agreement with Marie Ridgeway to provide annual mandatory police officer mental health check-ins and optional short-term mental health services for all City staff. Council Action: Direct the Mayor and staff to enter into the attached Wellness Program Service Agreement with Marie Ridgeway to provide annual mandatory police officer mental health check-ins and optional short-term mental health services for all City staff. Attachments: Wellness Program Service Agreement CDC Mental Health in the Workplace WELLNESS PROGRAM SERVICE AGREEMENT 2020 P.O.W.E.R.: Police Officer Wellness by Enhancing Resiliency This Agreement is made between the parties Marie Ridgeway LICSW, LLC and the City of Corcoran. From here on, Marie Ridgeway LICSW, LLC will be referred to as “Service Provider”, and the City of Corcoran will be referred to as “Consumer”. Collectively, Service Provider and Consumer are sometimes referred to as the “parties”. Consumer employees, including police officers and staff members, will be referred to as “Clients”. The Service Provider shall include the Lead Therapist, Ms. Ridgeway, and may include any of her sub-contracted staff members, as agreed upon by both parties. Consumer may use Service Provider’s trademarked wellness program name: P.O.W.E.R.: Police Officer Wellness by Enhancing Resiliency. Service Provider will insert Consumer’s agency’s badge within the logo on Consumer’s materials. 1. Services: a. The Service Provider shall provide the following individual/client services i. Individual therapy sessions 1. For any Client, sessions may be for individuals or may include significant others or household family members. Significant others may be seen individually following a couple therapy session as part of the couple therapy process. a. Sessions will be billed to Consumer anonymously to protect the privacy of Clients. A code will be used to bill for each Client. Clients can receive up to 6 sessions per calendar year. Sessions will occur at Service Provider’s office. 2. Occasionally, more than 6 sessions can be provided when doing so will provide a significant benefit to the Client (possibly due to multiple stressors occurring at the same time) when the budget allows. Service Provider will check with Consumer to receive authorization before going beyond 6 sessions with any Client. Only non-identifying information will be shared. ii. Individual Critical Incident check-ins: these are completely confidential and do not serve as a fitness for duty evaluation. Attendance at these sessions is verified but no other info is shared with the employer. iii. Law Enforcement mandatory mental health check-ins: These check-ins are not therapy but one on one consultation and education. These check-ins are confidential and follow mandated reporting guidelines. Mental health check-ins are completely confidential, only attendance is verified. iv. Service Provider contact info will be posted and emailed to all Clients, Service Provider can be called, texted, or emailed directly to schedule appointments. v. Service Provider will accommodate urgent appointments as needed, an after hours/weekend fee may apply. b. Delivery of Services i. Service Provider and Consumer agree that the primary purpose and spirit of these services are to address personnel mental wellness and to reduce barriers to mental health care such as lack of access to occupationally competent care providers. ii. Service Provider, and any party performing work on behalf of Service Provider, is not an employee of Consumer but is an independent contracted provider. iii. Service Provider does not perform fitness for duty evaluations and does not report back to Consumer regarding Clients who have been seen. iv. Services will begin on the date this Agreement is signed by both parties and will continue through December 31, 2020, unless terminated by either party sooner (the “Initial Term”). v. If upon expiration of the Initial Term, neither party has terminated this Agreement and the parties do not agree, in writing, to a renewal term, services will continue indefinitely thereafter and this Agreement will renew on a month to month basis unless Service Provider or Consumer decide otherwise. vi. Either party may terminate this Agreement upon 30 days’ written notice to the other party. When feasible, 90 days’ notice will be provided to allow for appropriate closure and referral for Clients. vii. Service Providers shall retain and maintain professional liability insurance throughout the term of this Agreement. Service Provider’s failure to maintain such insurance shall permit Consumer to immediately terminate this Agreement. viii. Service Provider/Owner holds a license to practice Clinical Social Work independently from the State of Minnesota Board of Social Work (Marie Ridgeway #20207). ix. Service Provider has Advanced Certification in Accelerated Resolution Therapy and uses this type of eye movement therapy for the treatment of trauma, anxiety, panic attacks, depression, phobias, and chemical dependency. x. Service Provider shall at all times be free to exercise judgment and discretion as to how to best perform or provide mental health services. xi. Service Provider owns a therapy dog (a male German Shepherd) and can bring the dog on-site as agreed upon by Consumer and Service Provider. xii. Service Provider shall indemnify, hold harmless and defend Consumer and the employees, agents, representatives, and directors of the same for any claims, liabilities, costs and fees, including reasonable attorneys’ fees, which are directly attributable to Service Provider’s negligence or willful misconduct in providing the services contemplated by this Agreement. c. Compensation i. Please see 2020 cost sheet for all program options and costs. Service Provider shall provide Consumer with at least 90 days’ written notice prior to the effective date of any rate/cost changes. ii. Individual sessions, couples sessions, and critical incident follow up sessions: $150 iii. All-staff individual check-ins: $110/50 minute check-in iv. On-site service options are outlined on the 2020 cost sheet v. Check-ins can be paid for up front or sessions will be invoiced monthly. Invoices will be emailed on the last day of each month for payment to occur within 30 days. Invoices shall provide an anonymous code to protect employees’ identity and a service type for each session utilized. Consumer shall promptly notify Service Provider if additional invoice documentation is necessary or if any portion of the invoice is disputed. However, Service Provider will maintain Client confidentiality at all times and nothing in this paragraph shall be interpreted to mandate disclosure of confidential or private data. Undisputed payments received later than 45 days after the invoice is received will include an 8% late fee. 2. Consumer a. Consumer will provide all necessary background checks or training related to accessing the department, as needed. b. Consumer will provide at least one person who will serve as a point of contact for Service Provider and a point of contact to receive invoices at the end of each month. Invoices may be sent on Service Provider’s behalf by a contracted billing specialist. c. Consumer will provide updates to Service Provider on critical incidents or other relevant events that could help Service Provider plan for and best meet the needs of Clients. d. Consumer acknowledges and respects Service Provider’s duty to follow HIPAA and other applicable privacy practices and laws. Service Provider will comply with all applicable requirements of Minn. Stat. § 13.01 et seq. e. Consumer can pay by check mailed to Service Provider at 3550 Lexington Avenue North, Suite 303, Shoreview, MN 55126 or by direct deposit or credit card. Direct deposit or credit card payments are preferable. Both parties agree to what is stated above including all relevant privacy practices and HIPAA. Service Provider/Marie Ridgeway LICSW, LLC: _________________________ Date: _________ Corcoran Police Department Representative: _______________________Date: _____________ City Representative: ________________________________________ Date: _____________ City Representative: ________________________________________ Date:_____________ 1 WORKPLACE JULY 2018 MENTAL HEALTH IN THE Mental Health Disorders and Stress Affect Working-Age Americans Mental health disorders are among the most burdensome health concerns in the United States. Nearly 1 in 5 US adults aged 18 or older (18.3% or 44.7 million people) reported any mental illness in 2016.2 In addition, 71% of adults reported at least one symptom of stress, such as a headache or feeling overwhelmed or anxious.4 Many people with mental health disorders also need care for other physical health conditions, including heart disease, diabetes, respiratory illness, and disorders that affect muscles, bones, and joints.5–8 The costs for treating people with both mental health disorders and other physical conditions are 2 to 3 times higher than for those without co- occurring illnesses.9 By combining medical and behavioral health care services, the United States could save $37.6 billion to $67.8 billion a year.9 About 63% of Americans are part of the US labor force.10 The workplace can be a key location for activities designed to improve well- being among adults. Workplace wellness programs can identify those at risk and connect them to treatment and put in place supports to help people reduce and manage stress. By addressing mental health issues in the workplace, employers can reduce health care costs for their businesses and employees. To learn more about workplace health, visit www.cdc.gov/WHRC. PROBLEM Mental Health Issues Affect Businesses and Their Employees Poor mental health and stress can negatively affect employee: • Job performance and productivity. • Engagement with one’s work. • Communication with coworkers. • Physical capability and daily functioning. Mental illnesses such as depression are associated with higher rates of disability and unemployment. • Depression interferes with a person’s ability to complete physical job tasks about 20% of the time and reduces cognitive performance about 35% of the time.11 • Only 57% of employees who report moderate depression and 40% of those who report severe depression receive treatment to control depression symptoms.12 Even after taking other health risks—like smoking and obesity—into account, employees at high risk of depression had the highest health care costs during the 3 years after an initial health risk assessment.13,14 Get the resources you need to start your own workplace health promotion program at www.cdc.gov/WHRC. 2 SOLUTION Employers Can PROMOTE Awareness About the Importance of Mental Health and Stress Management Workplace health promotion programs have proven to be successful, especially when they combine mental and physical health interventions. The workplace is an optimal setting to create a culture of health because: • Communication structures are already in place. • Programs and policies come from one central team. • Social support networks are available. • Employers can offer incentives to reinforce healthy behaviors. • Employers can use data to track progress and measure the effects. Action steps employers can take include: • Make mental health self-assessment tools available to all employees. • Offer free or subsidized clinical screenings for depression from a qualified mental health professional, followed by directed feedback and clinical referral when appropriate. • Offer health insurance with no or low out-of-pocket costs for depression medications and mental health counseling. • Provide free or subsidized lifestyle coaching, counseling, or self-management programs. • Distribute materials, such as brochures, fliers, and videos, to all employees about the signs and symptoms of poor mental health and opportunities for treatment. • Host seminars or workshops that address depression and stress management techniques, like mindfulness, breathing exercises, and meditation, to help employees reduce anxiety and stress and improve focus and motivation. • Create and maintain dedicated, quiet spaces for relaxation activities. • Provide managers with training to help them recognize the signs and symptoms of stress and depression in team members and encourage them to seek help from qualified mental health professionals. • Give employees opportunities to participate in decisions about issues that affect job stress. EMOTIONAL HEALTH To get started today, visit the CDC Workplace Health Resource Center at www.cdc.gov/WHRC. 3 SUCCESS STORIES Many Businesses PROVIDE Employees With Resources to Improve Mental Health and Stress Management Prudential Financial15 • Monitors the effect of supervisors on worker well-being, especially when supervisors change. • Conducts ongoing, anonymous surveys to learn about attitudes toward managers, senior executives, and the company as a whole. • Normalizes discussion of mental health by having senior leadership share personal stories in video messages. TiER1 Performance Solutions16 • Focuses on 6 key health issues: depression, anxiety, obsessive-compulsive disorder, schizophrenia, bipolar disorder, and addictions as part of its Start the Conversation about Mental Illness awareness campaign. • Provides resources to assess risk, find information, and get help or support using multiple formats to increase visibility and engagement. For example, information is provided as infographics, e-mails, weekly table tents with reflections and challenges, and videos (educational and storytelling). Beehive PR17 • Maintains the “InZone,” a dedicated quiet room that is not connected to a wireless internet signal, which gives employees a place to recharge. • Combines professional and personal growth opportunities through goal-setting, one-on-one coaching, development sessions, and biannual retreats. Tripler Army Medical Center18 • Requires resiliency training to reduce burnout and increase skills in empathy and compassion for staff members who are in caregiver roles. Training sessions mix classroom-style lectures, role-playing, yoga, and improvisational comedy to touch on multiple learning styles. Certified Angus Beef19 • Provides free wellness consultations by an on-site clinical psychologist. Employees do not have to take leave to access these services. • Holds lunchtime learning sessions to reduce stigma about mental health and the services available to employees. • Offers quarterly guided imagery relaxation sessions to teach stress management strategies. Houston Texans20 • Provides comprehensive and integrated physical, mental, and behavioral health insurance coverage, including round-the-clock access to employee assistance program (EAP) services. • Extends EAP access to anyone living in an employee’s home, with dedicated programming for those who are caring for children or elderly parents. Get the resources you need to start your own workplace health promotion program at www.cdc.gov/WHRC. 4 What Can Be Done Strategies for Managing Mental Health and Stress in the Workplace Health care providers can: • Ask patients about any depression or anxiety and recommend screenings, treatment, and services as appropriate. • Include clinical psychologists, social workers, physical and occupational therapists, and other allied health professionals as part of core treatment teams to provide comprehensive, holistic care. Public health researchers can: • Develop a “how-to” guide to help in the design, implementation, and evaluation of workplace health programs that address mental health and stress issues. • Create a mental health scorecard that employers can use to assess their workplace environment and identify areas for intervention. • Develop a recognition program that rewards employers who demonstrate evidence-based improvements in metrics of mental health and well-being and measurable business results. • Establish training programs in partnership with business schools to teach leaders how to build and sustain a mentally healthy workforce. Community leaders and businesses can: • Promote mental health and stress management educational programs to working adults through public health departments, parks and recreational agencies, and community centers. • Support community programs that indirectly reduce risks, for example, by increasing access to affordable housing, opportunities for physical activity (like sidewalks and trails), tools to promote financial well-being, and safe and tobacco- free neighborhoods. • Create a system that employees, employers, and health care providers can use to find community-based programs (for example, at churches and community centers) that address mental health and stress management. EDUCATION & CLASSES OPPORTUNITIES TO RELAX & DE-STRESS ASSESSMENT TRAINING COMMUNICATION Get the resources you need to start your own workplace health promotion program at www.cdc.gov/WHRC. 5 What Can Be Done Federal and state governments can: • Provide tool kits and materials for organizations and employers delivering mental health and stress management education. • Provide courses, guidance, and decision-making tools to help people manage their mental health and well-being. • Collect data on workers’ well-being and conduct prevention and biomedical research to guide ongoing public health innovations. • Promote strategies designed to reach people in underserved communities, such as the use of community health workers to help patients access mental health and substance abuse prevention services from local community groups (for example, churches and community centers). Employees can: • Encourage employers to offer mental health and stress management education and programs that meet their needs and interests, if they are not already in place. • Participate in employer-sponsored programs and activities to learn skills and get the support they need to improve their mental health. • Serve as dedicated wellness champions and participate in trainings on topics such as financial planning and how to manage unacceptable behaviors and attitudes in the workplace as a way to help others, when appropriate. • Share personal experiences with others to help reduce stigma, when appropriate. • Be open-minded about the experiences and feelings of colleagues. Respond with empathy, offer peer support, and encourage others to seek help. • Adopt behaviors that promote stress management and mental health. • Eat healthy, well-balanced meals, exercise regularly, and get 7 to 8 hours of sleep a night. • Take part in activities that promote stress management and relaxation, such as yoga, meditation, mindfulness, or tai chi. • Build and nurture real-life, face-to-face social connections. • Take the time to reflect on positive experiences and express happiness and gratitude. • Set and work toward personal, wellness, and work-related goals and ask for help when it is needed. Get the resources you need to start your own workplace health promotion program at www.cdc.gov/WHRC. 6 CDC’s References 1. Substance Abuse and Mental Health Services Administration. Behavioral Health Spending & Use Accounts, 1986-2014. Rockville, MD: Substance Abuse and Mental Health Services Administration; 2016. HHS publication SMA-16-4975. 2. National Institute of Mental Health. Mental illness website. https://www.nimh.nih.gov/health/statistics/mental- illness.shtml. Accessed March 29, 2018. 3. Centers for Disease Control and Prevention. Data table for Figure 16. Health care visits in the past 12 months among children aged 2-17 and adults aged 18 and over, by age and provider type: United States, 1997, 2006, and 2015. https://www.cdc.gov/nchs/data/hus/2016/fig16.pdf. Accessed July 3, 2018. 4. American Psychological Association. Stress in America: Coping with Change, Part 1. Washington, DC: American Psychological Association; 2017. 5. Merikangas KR, Ames M, Cui L, Ustun TB, Von Korff M, Kessler RC. The impact of comorbidity of mental and physical conditions on role disability in the US adult household population. Arch Gen Psychiatry. 2007;64(10):1180–1188. 6. Scott KM, Lim C, Al-Hamzawi A, et al. Association of mental disorders with subsequent chronic physical conditions: work mental health surveys from 17 countries. JAMA Psychiatry. 2016;73(2):150–158. 7. Glassman AH. Depression and cardiovascular comorbidity. Dialogues Clin Neurosci. 2007;9(1):9–17. 8. Luppino FS, de Wit LM, Bouvy PF, et al. Overweight, obesity, and depression: a systematic review and meta-analysis of longitudinal studies. Arch Gen Psychiatry. 2010;67(3):220–229. 9. Melek SP, Norris DT, Paulus J, Matthews K, Weaver A, Davenport S. Potential Economic Impact of Integrated Medical- Behavioral Healthcare: Updated Projections for 2017. Milliman Research Report. Seattle, WA: Milliman, Inc.; 2018. 10. US Department of Labor, Bureau of Labor Statistics. Databases, Tables & Calculators by Subject website. Labor force statistics from the Current Population Survey. https://data.bls.gov/timeseries/LNS11300000. Accessed July 3, 2018. 11. Lerner D, Henke RM. What does research tell us about depression, job performance, and work productivity? J Occup Environ Med. 2008;50(4):401–410. 12. Dewa CS, Thompson AH, Jacobs P. The association of treatment of depressive episodes and work productivity. Can J Psychiatry. 2011;56(12):743–750. 13. Goetzel RZ, Anderson DR, Whitmer RW, et al; Health Enhancement Research Organization (HERO) Research Committee. The relationship between modifiable health risks and health care expenditures: an analysis of the multi-employer HERO health risk and cost database. J Occup Environ Med. 1998;40(10):843–854. 14. Goetzel RZ, Pei X, Tabrizi MJ, et al. Ten modifiable health risk factors are linked to more than one-fifth of employer-employee health care spending. Health Aff. 2012;31(11):2474–2484. 15. American Psychological Association, Center for Organizational Excellence. The Awards website. Prudential Financial. http://www.apaexcellence.org/awards/organizational- excellence/oea2017. Accessed July 3, 2018. 16. American Psychiatric Association, Center for Workplace Mental Health. The Awards website. TiER1 Performance Solutions. http://workplacementalhealth.org/Case- Studies/Tier1PerformanceSolutions. Accessed July 3, 2018. 17. American Psychological Association, Center for Organizational Excellence. The Awards website. Beehive PR. http://www.apaexcellence.org/awards/national/winner/54. Accessed July 3, 2018. 18. American Psychological Association, Center for Organizational Excellence. The Awards website. Resiliency Training. http://www.apaexcellence.org/awards/bphonors/winner/99. Accessed July 3, 2018. 19. American Psychological Association, Center for Organizational Excellence. The Awards website. Setting the Bar for Emotional Wellness. http://www.apaexcellence.org/awards/bphonors/winner/86. Accessed July 3, 2018. 20. American Psychiatric Association, Center for Workplace Mental Health. Case Study website. Houston Texans. http://workplacementalhealth.org/Case-Studies/Houston- Texans. Accessed July 3, 2018. . . 7 beha and dev and can rang o mild and v v moment o-moment eeling can ved and o and develop and and v and people oblems o oblem-solving and need o oblems void and beha can ovided ov City of Corcoran 2020 City Council Schedule Agenda Item 12. April 23, 2020 • Active Corcoran Planning Applications • Three Rivers Park District – Diamond Lake Regional Trail Corridor • Letter of Support – Hennepin County Regional solicitation • MI Concept Plan • Ordinance Update – Downtown Connection Requirement • NW Metro Surface Water Supply Study May 14, 2020 Work Session • Administration Department Update May 14, 2020 • Employee Recognition – Pat Meister, 30 Years • Budget Transfer – pavement funds • Bring Your Own Device Policy • SE Corcoran Watermain Improvements – Award bid • 2020 Fee Schedule Amendments o Park Dedication; fee for Planner • Fire Subcommittee Report Work Plan • Gravel Road Paving Recommendations • 2019 Budget Transfers • Corridor Planning Grant Application May 28, 2020 • Active Corcoran Planning Applications • Wessel Preliminary Plat • 2019 Audit • Public Hearing – 2020 Dust Control Project June 11, 2020 • Downtown Utility and Street Improvement Project Recap June 25, 2020 • Employee Recognition – Jessica Beise, 5 Years • Active Corcoran Planning Applications