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cp05-23-23low MN
H U CH NSO
A CITY ON PURPOSE.
CITY OF HUTCHINSON
MCLEOD COUNTY
HUTCHINSON, MINNESOTA
NOTICE OF A SPECIAL CITY COUNCIL WORKSHOP
Tuesday, May 23, 2023
4:00 p.m.
Council Chambers — Hutchinson City Center
Notice is hereby given that the Hutchinson City Council has called a special workshop meeting
for Tuesday, May 23, 2023, at 4:00 p.m. in the Council Chambers at the Hutchinson City Center,
111 Hassan Street SE, Hutchinson, Minnesota for the following purpose:
• BUDGET WORKSHOP
Matthew nich, City Administrat
DATED: May 18, 2023
POSTED: City Center
HUTCHINSON CITY COUNCIL
MEETING AGENDA
TUESDAY, MAY 23, 2023
CITY CENTER — COUNCIL CHAMBERS
(The City Council is provided background information for agenda items in advance by city staff' committees and boards. Many
decisions regarding agenda items are based upon this information as well as: City policy and practices, inputfrom constituents,
and other questions or information that has not yet been presented or discussed regarding an agenda item)
1. CALL MEETING TO ORDER — 5:30 P.M.
(a) Approve the Council agenda and any agenda additions and/or corrections
2. INVOCATION — Faith Lutheran Church
(The invocation is a voluntary expression of theprivate citizen, to and for the City Council, and is not intended to affiliate the
City Council with, or express the City Council's preference or, any religious/spiritual organization. The views or beliefs
expressed by the invocation speaker have not been previous y reviewed or approved by the Council or staff)
3. PLEDGE OF ALLEGIANCE
4. RECOGNITION OF GIFTS, DONATIONS AND COMMUNITY SERVICE TO THE CITY
(a) Proclamation — National Poppy Day
(b) Resolution No. 15603 — Resolution Accepting $500.00 from Hutchinson Health Foundation for
Shady Ridge Park Project
PUBLIC COMMENTS
(T is is an opportunityor members of the public to address the City Council. If the topic you would like to discuss is on the
agenda, please ask the Mayor if he will be acceptingpublic comments during the agenda item if not a public hearing. Ifyou have
a question, concern or comment, please ask to e recognized by the mayor —stateyour name and address for the record. Please
keep comments under 5 minutes. Individuals wishing to speakfor more than five minutes should ask to be included on the agenda
in advance of the meeting. All comments are appreciated, butplease refrain from personal or derogatory attacks on individuals)
5. CITIZENS ADDRESSING THE CITY COUNCIL
6. APPROVAL OF MINUTES
(a) Regular Meeting of May 9, 2023
CONSENT AGENDA
(The items iste or consi eration will be enacted by one motion unless the Mayor, a member of the City Council or
a city staff member requests an item to be removed. Traditionally items are not discussed)
7. APPROVAL OF CONSENT AGENDA
(a) Consideration for Approval of Granting Permission to Crow River Winery to Dispense Liquor at
Upcoming Events: Minnesota Pottery Festival — West River Park; Garlic Festival — McLeod
County Fairgrounds; Arts & Crafts Fair — Library Square
(b) Consideration for Approval of Resolution No. 15604 — Amending Resolution No. 15452
Establishing Income Guidelines and Asset Limitations for Senior Citizens 65 Years or Older,
Disabled Citizens, Active Duty Military Reserves or National Guard Deferred Assessments and
Senior Citizens Reduced Refuse Rate
(c) Consideration for Approval of Stormwater, Wastewater and Community Resiliency Grant
Agreement
CITY COUNCIL AGENDA —May 23, 2023
(d) Consideration for Approval of Issuing Temporary Liquor License to Glencoe Fire Department
Relief Association on June 16 & 17, 2023, for National Power Pull at McLeod County
Fairgrounds
(e) Consideration for Approval of Issuing Temporary Liquor License to Bobbing Bobber Brewing
Company on July 8, 2023
(f) Consideration for Approval of Issuing Temporary Liquor License to River Song Music Festival
on July 14 & 15, 2023, at Masonic West River Park
(g) Claims, Appropriations and Contract Payments
PUBLIC HEARINGS — 6:00 P.M. - NONE
purpose of this portion of the agenda is to provide the Council with information necessary to craft wise policy.
ides items like monthly or annual reports and communications from other entities.)
8. UPDATE FROM RIVERSONG MUSIC FESTIVAL COMMITTEE
9. PRESENTATION OF CITY OF HUTCHINSON 2022 YEAR END REPORT
UNFINISHED BUSINESS
NEW BUSINESS
10. APPROVE/DENY FIRST READING OF ORDINANCE NO. 23-839 — AN ORDINANCE
AMENDING CHAPTER 31.29 — PUBLIC ARTS COMMISSION
11. APPROVE/DENY WATER AND WASTEWATER SERVICE REPAIRS POLICY
12. APPROVE/DENY CUSTOM QUESTIONS FOR THE 2023 NATIONAL CITIZEN SURVEY
13. APPROVE/DENY SETTING COUNCIL WORKSHOP FOR JULY 11, 2023, AT 4:30 P.M. TO
REVIEW 2022 AUDIT REPORT
GOVERNANCE
(T to purpose o t tis portion of the agenda is to deal with organizational development issues, including policies,
performances, and other matters that manage the logistics of the organization. May include monitoring reports,
policy development and governance process items)
14. MINUTES/REPORTS FROM COMMITTEES, BOARDS OR COMMISSIONS
(a) Hutchinson Housing & Redevelopment Authority Board Minutes from March 21 and April 18,
2023
(b) Public Arts Commission Minutes from April 12, 2023
(c) City of Hutchinson Financial Report and Investment Report for April 2023
2
CITY COUNCIL AGENDA —May 23, 2023
MISCELLANEOUS
15. STAFF UPDATES
16. COUNCIL/MAYOR UPDATE
ADJOURNMENT
�T
City 0
7AL Q-w
PROCLAMATION
NATIONAL POPPY DAY
Whereas, America is the land of freedom, preserved and protected willingly and freely by
citizen soldiers; and,
Whereas, Millions who have answered the call to arms have died on the field of battle; and,
Whereas, A nation at peace must be reminded of the price of war and the debt owed to those
who have died in war; and,
Whereas, The red poppy has been designated as a symbol of sacrifice of lives in all wars; and,
Whereas, the American Legion Auxiliary has pledged to remind America annually of this debt
through the distribution of the memorial flower,
Now, Therefore, be it resolved, that I, Gary T. Forcier, Mayor of the City of Hutchinson,
Minnesota, do hereby proclaim the 26d' day of May, 2023, as POPPY DAY and ask that all
citizens pay tribute to those who have made the ultimate sacrifice in the name of freedom by
wearing the Memorial Poppy on this day.
Dated this 23rd day of May, 2023.
Gary T. Forcier, Mayor
Hutchinson, MN
CITY OF HUTCHINSON
RESOLUTION NO. 15603
RESOLUTION ACCEPTING DONATION
WHEREAS, the City of Hutchinson is generally authorized to accept donations of real and
personal property pursuant to Minnesota Statutes Section 465.03 for the benefit of its citizens,
and is specifically authorized to accept gifts and bequests for the benefit of recreational services
pursuant to Minnesota Statutes Section 471.17; and
WHEREAS, the following persons or entities have offered to contribute the cash amounts
set forth below to the city:
Name of Donor Amount Donation Date
Hutchinson Health Foundation $500.00 5/11/2023
WHEREAS, such a donation has been contributed to the City of Hutchinson Parks
Department towards the Shady Ridge Playground project.
WHEREAS, the City Council finds that it is appropriate to accept the donation offered.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
HUTCHINSON, MINNESOTA, AS FOLLOWS:
THAT, the donation described above is hereby accepted by the City of Hutchinson.
Adopted by the City Council this 23rd day of May 2023.
ATTESTED:
Matthew Jaunich
City Administrator
APPROVED:
Gary T. Forcier
Mayor
HUTCHINSON CITY COUNCIL
MEETING MINUTES
TUESDAY, MAY 9, 2023
CITY CENTER — COUNCIL CHAMBERS
(The City Council is provided background information for agenda items in advance by city staff' committees and boards. Many
decisions regarding agenda items are based upon this information as well as: City policy and practices, inputfrom constituents,
and other questions or information that has not yet been presented or discussed regarding an agenda item)
CALL MEETING TO ORDER — 5:30 P.M.
Mayor Gary Forcier called the meeting to order. Members present were Dave Sebesta and Chad
Czmowski. Members absent were Tim Burley and Pat May. Others present were Matt Jaunich, City
Administrator and Marc Sebora, City Attorney.
(a) Approve the Council agenda and any agenda additions and/or corrections
Motion by Czmowski, second by Sebesta, to approve the agenda as presented. Motion carried
unanimously.
2. INVOCATION — Harvest Mission
(The invocation is a voluntary expression of theprivate citizen, to and for the City Council, and is not intended to affiliate the
City Council with, or express the City Council's preference for, any religious/spiritual organization. The views or beliefs
expressed by the invocation speaker have not been previous y reviewed or approved by the Council or staff)
3. PLEDGE OF ALLEGIANCE
4. RECOGNITION OF GIFTS, DONATIONS AND COMMUNITY SERVICE TO THE CITY
(a) Resolution No. 15602 — Resolution Accepting $400.00 from Tyriina Kalenberg for Shady Ridge
Park Project
Motion by Czmowski, second by Sebesta, to approve Resolution No. 15602. Motion carried
unanimously.
PUBLIC COMMENTS
(]his is an opportunity or members of the public to address the City Council. If the topic you would like to discuss is on the
agenda, please ask the Mayor if he will be acceptingpublic comments during the agenda item if not a public hearing. Ifyou have
a question, concern or comment, please ask to be recognized by the mayor —state your name and address for the record. Please
keep comments under 5 minutes. Individuals wishing to speakfor more than five minutes should ask to be included on the agenda
in advance of the meeting. All comments are appreciated, butplease refrain from personal or derogatory attacks on individuals)
5. CITIZENS ADDRESSING THE CITY COUNCIL
Mark McCalib, 646 2nd Avenue SW, asked about surfacing of 2nd Avenue and Dale Street and when
that might be on the schedule. Public Works Director Mike Stifter explained that a maintenance
overlay project is happening after Labor Day on 2nd Avenue, Dale Street and Market Street. Mr.
McCalib asked if there are criteria established as far as what potholes are filled before others. Mr.
Stifter explained that early in the season the "worst of the worst" were filled in and as the weeks go
by all of the potholes will be filled in.
6. APPROVAL OF MINUTES
(a) Joint Meeting with Hutchinson Utilities Commission from April 17, 2023
(b) Council Workshop from April 25, 2023
(c) Regular Meeting of April 25, 2023
Motion by Czmowski, second by Sebesta, to approve the minutes as presented. Motion carried
unanimously.
CONSENT AGENDA
CITY COUNCIL MINUTES — May 9, 2023
(The items listedfor consideration will be enacted by one motion unless the Mayor, a member of the City Council or
a city staff member requests an item to be removed. Traditionally items are not discussed)
7. APPROVAL OF CONSENT AGENDA
(a) Appointment of Mary Christensen to Library Board to April 2026
(b) Consideration for Approval of Storm Water Pond Repair
(c) Consideration for Approval of Verizon Site Lease Agreement Renewal at Century Water Tower
(d) Claims, Appropriations and Contract Payments
Motion by Czmowski, second by Sebesta, to approve the consent agenda. Motion carried
unanimously.
PUBLIC HEARINGS — 6:00 P.M.
8. APPROVE/DENY ISSUING WINE/STRONG BEER LICENSE TO HUTCHINSON HUSKIES
BASEBALL ASSOCIATION
Matt Jaunich, City Administrator, presented before the Council. He explained that the Hutchinson
Huskies Baseball Association has applied for a wine/strong beer license which is new from the 3.2
% malt liquor license they have held for many years. New legislation went into effect last year
allowing baseball associations to hold wine/strong beer licenses.
Motion by Czmowski, second by Sebesta, to close public hearing. Motion carried unanimously.
Motion by Czmowski, second by Sebesta, to approve issuing wine/strong beer license to Hutchinson
Huskies Baseball Association. Motion carried unanimously.
purpose of this portion o t e agen a is to provide the Council with information necessary to craft wise policy.
Ides items like monthly or annual reports and communications from other entities.)
9. PRESENTATION ON "pARTicipate Hutchinson" MURAL PROJECT
Mary Hodson, Chamber of Commerce and Visitors Bureau, presented before the Council. Ms.
Hodson spoke about the "pARTicipate Hutchinson" mural project that will be taking place
throughout the community. Ms. Hodson explained that over 50 designs were submitted and the
"pARTicipate Hutchinson" committee has selected 14 murals to be placed on 14 different private
properties. The majority of the murals will be placed on Main Street properties with one located at a
property on Hwy 7 East and one located at a property on Michigan Street NE. Illustrations of the
mural pieces will be on the Chamber of Commerce social media sites.
10. HUTCHINSON HOUSING & REDEVELOPMENT AUTHORITY YEAR END REPORT
Judy Flemming, HRA Executive Director, presented before the Council. Ms. Flemming provided a
year end report for 2022 HRA activities. Ms. Flemming noted that the Hutchinson HRA owns and
manages Park Towers Apartments and administers housing rehabilitation programs throughout the
city to preserve housing stock and improve neighborhoods. Mr. Flemming presented information on
rental vacancy rate, home resales, and foreclosures. Ms. Flemming also reviewed accomplishments
for Park Towers Apartments and accomplishments for City Center operations (owner occupied
rehabilitation programs). Lastly, Ms. Flemming reviewed 2023 priorities for bath Park Towers and
City Center operations (owner occupied rehab, rental rehab program and housing development).
2
CITY COUNCIL MINUTES — May 9, 2023
11. DISCUSSION AND REVIEW OF THE 2023 NATIONAL CITIZEN SURVEY INFORMATION
Matt Jaunich, City Administrator, presented before the Council. Mr. Jaunich noted that staff is
preparing and planning for the 2023 citizens survey. The City conducts the survey every four years
throughout the community. The survey is anticipated to go out to the public mid -late June. The
2023 survey draft is very similar to the survey distributed in 2019. However, the city can include
custom questions it would like the community to respond to. Mr. Jaunich asked the Council to think
of any custom questions they might like to see included on the 2023 survey. Action will be taken on
finalization of the survey at the next Council meeting.
Mr. Jaunich also noted that the survey vendor also has many other survey tools and topics that the
city can use over the next year or so.
UNFINISHED BUSINESS
NEW BUSINESS
12. APPROVE/DENY SETTING BUDGET WORKSHOP FOR MAY 23, 2023, AT 4:00 P.M.
Motion by Czmowski, second by Forcier, to set budget workshop for May 23, 2023, at 4:00 p.m.
Motion carried unanimously.
13. APPROVE/DENY SETTING COUNCIL WORKSHOP FOR JUNE 27, 2023, AT 4:00 P.M. TO
REVIEW GROWTH PLANNING STUDY
Motion by Czmowski, second by Sebesta, to set Council workshop for June 27, 2023, at 4:00 p.m. to
review growth planning study. Motion carried unanimously.
GOVERNANCE
(The purpose o t is portion of the agenda is to deal with organizational development issues, including policies,
performances, and other matters that manage the logistics of the organization. May include monitoring reports,
policy development and governance process items)
14. MINUTES/REPORTS FROM COMMITTEES, BOARDS OR COMMISSIONS
(a) Hutchinson Utilities Commission Minutes from March 29, 2023
MISCELLANEOUS
15. STAFF UPDATES
Mike Stifter — Mr. Stifter provided an update on the Roberts Road improvement project which started
last week. The next project scheduled are the bridge improvements which begin May 22, 2023.
Matt Jaunich — Mr. Jaunich noted that the City Center parking lot resurfacing is scheduled to begin next
week. He also noted that the aquatic center is scheduled to open June 9, 2023, however early morning
lap swim may begin June 5, 2023.
16. COUNCIL/MAYOR UPDATE
ADJOURNMENT
CITY COUNCIL MINUTES — May 9, 2023
Motion by Czmowski, second by Forcier, to adjourn at 6:15 p.m. Motion carried unanimously.
ATTEST:
Gary T. Forcier
Mayor
Matthew Jaunich
City Administrator
11
V
HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Agenda Item: Consideration of Crow River Winery Dispensing Liquor
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff ❑✓
Consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
The Crow River Winery has requested to dispense liquor at some upcoming community events being held in the City.
The first event is the Minnesota Pottery Festival being held July 29 & 30, 2023, at Masonic West River Park. The
second event is the Minnesota Garlic Festival being held August 12, 2023, at the McLeod County Fairgrounds. And
the third event is the Arts & Crafts Festival/Taste of Hutchinson being held September 15 & 16, 2023, in Library
Square. Crow River Winery is requesting to offer wine, bloody mary's and/or beer by the glass sales. Hutchinson City
Code, and state statute, allow for a liquor license holder from an adjacent municipality to dispense liquor at a
municipally -owned facility as long as the governing board authorizes the activity. Crow River Winery has submitted a
certificate of insurance for the events. Crow River Winery has been authorized by the Council to conduct similar type
of activities at these events that have been held in previous years.
BOARD ACTION REQUESTED:
Authorize Crow River Winery to dispense liquor at the Minnesota Pottery Festival July 29 & 30, 2023; the Minnesota
Garlic Festival August 12, 2023; and the Arts & Crafts Festival/Taste of Hutchinson September 15 & 16, 2023.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source:
W I N E R Y
May 2, 2023
City of Hutchinson
111 Hassan Street SE
Hutchinson, MN 55350
Re: Taste of Hutchinson, Garlic Fest and Pottery Fest
Dear Hutchinson City Council Members:
Crow River Winery would like to request permission from the City to offer sales at the following events:
Date: July 29 & 30, 2023 Event: Minnesota Pottery Fest
Location: West Masonic River Park Hosted by: Clay Coyote
Beverages served: wine, cider and wine slushy
Date: August 1J, 2023 Event: Garlic Fest
Location: McLeod County Fair Grounds Hosted by: Minnesota Sustainable Farming Association
Beverages served: wine, bloody mary's, beer, cider, wine slushy
Date: September 15 & 16, 2023
Location: Library Square
Beverages served: wine, beer, cider, wine slushy
Event: Taste of Hutchinson: Arts and Crafts Festival
Hosted by: Hutchinson Chamber of Commerce
Crow River Winery is a locally -owned, operated and licensed Minnesota Farm Winery.
Type Code: FWN
Winery License Number: 6302011
Permit Number: 80780
TTB Registry Number: BWN-MN15039
We were approved to provide at these events last year. Please feel free to contact me with questions.
Best,
Alexis Ammerman Hogan
General Manager
Crow River Winery
aammerman@crowriverwinerv.com
Crow River Winery, LLC
14848 Hwy 7 E. / Hutchinson, MN 55350
320-587-2922
FR
Fs HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Resolution 15604 amending Resolution 15452
Agenda Item:
Department: Finance
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Andy Reid
Agenda Item Type:
Presenter:
Reviewed by Staff ❑
Consent Agenda
Time Requested (Minutes): 1
License Contingency N/A
Attachments: No
BACKGROUND/EXPLANATION OF AGENDA ITEM:
Per State Statutes 435.193 and 435.195, senior citizens 65 years or older, disabled citizens, active duty
military reserves or a active duty Minnesota national guard members may apply for deferred payment of
special assessments for any homestead property. Deferral terminates upon either:
(a) the death of the owner, provided that the spouse is otherwise not eligible for the benefits hereunder;
(b) the sale, transfer or subdivision of the property or any part thereof;
(c) if the property should for any reason lose its homestead status; or
(d) if for any reason the taxing authority deferring the payments shall determine that there would be no
hardship to require immediate or partial payment.
In addition, City Policy number 2.14 allows senior citizens 65 years or older and disabled citizens to apply
for reduced refuse rates.
Citizens applying for either special assessment deferral or a reduced refuse rate must comply with income
guidelines as defined by the US Department of HUD. HUD defines those guidelines for 2023 as $32,900
per year for one person and $37,600 per year for a married couple, joint tenants or tenants in common.
The previous annual income guidelines for guidelines for 2022 were $31,100 per year for one person and
$35,550 per year for a married couple
Citizens must also comply with an asset limitation of $30,000, excluding the homestead and automobile.
Each year Finance reviews the income guidelines by HUD and amends the established income guidelines
via resolution.
BOARD ACTION REQUESTED:
Approve Resolution 15604 amending the established income guidelines & asset limitations for Senior and Disabled
Citizens, Active Duty Military Reserves or National Guard deferred assessments and/or Seniors reduced refuse rate.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
CITY OF HUTCHINSON MN
RESOLUTION NO. 15604
AMENDING RESOLUTION NO. 15452 ESTABLISHING INCOME GUIDELINES &
ASSET LIMITATIONS, FOR SENIOR CITIZENS 65 YEARS OR OLDER, DISABLED
CITIZENS, ACTIVE DUTY MILITARY RESERVES OR NATIONAL GUARD
DEFERRED ASSESSMENTS AND SENIOR CITIZENS REDUCED REFUSE RATE
WHEREAS, the Minnesota Statutes provide tax deferral of homestead property for senior citizens 65 years
of age or older, or a person(s) on disability as defined by the Social Security Administration, or for members of the
National Guard or military reserves in active service, for whom it would be a hardship to make payments, and
WHEREAS, the home owner can make application for deferred payment of special assessments on forms
which can be obtained from the City Administrator's office, and
WHEREAS, the home owner/renter can make application for reduced refuse rate on forms which can be
obtained from the City Administrator's office.
NOW THEREFORE, the City Council has established the following income guidelines, asset limitations,
and verification requirements for applications for deferred assessments and/or reduced refuse rates:
To be granted to person(s) with a low income of $32,900.00 per year for one person and $37,600.00
per year for a married couple, joint tenants or tenants in common.
2. To be granted to person(s) with an asset limitation of not to exceed $30,000.00, excluding the
homestead and automobile.
Deferred assessments and/or reduced refuse requests may only be applied for if the following
documents are submitted at the time of said application.
A. Federal Income Tax Form 1040, 1040A, 1040EZ; and
B. Minnesota Property Tax Refund Form M-1PR
Every two years the City can request said information to continue deferral of assessments or reduced
refuse charges; existing deferred assessments and reduced refuse accounts shall submit the same
documentation to continue the reduced charges.
4. The right of deferment is automatically terminated if:
A. The owner dies and the spouse is not otherwise qualified;
B. The property or any part thereof is sold, transferred, or subdivided;
C. The property should lose its homestead status; or
D. If for any reason the City determines that there would be no hardship to require immediate or
partial payment.
Adopted by the Hutchinson City Council this 231d day of May, 2023.
ATTEST:
Matthew Jaunich, City Administrator Gary Forcier, Mayor
- HUTCHINSON CITY COUNCIL
Request for Board Action
Stormwater, Wastewater, and Community Resiliency Grant Agreement
Agenda Item:
Department: PW/Eng
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: John Paulson
Agenda Item Type:
Presenter: John Paulson
Reviewed by Staff ❑�
Consent Agenda
Time Requested (Minutes): 0
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
City staff has been selected to receive grant funding through the MPCA for Stormwater,
Wastewater, and Community (SWC) Resilience. The scope of work identified in the grant will be
scheduled to begin upon execution of the agreement.
The grant will be used to complete a hydrologic and hydraulic (H&H) modeling of the City storm
sewer system. The modeling will identify parts of the system that have adequate drainage
capacity as well as those that do not. The information will be used to prioritize drainage
improvements and to inform us of future system needs due to changes in precipitation intensity
and duration.
City staff will be available to answer any questions that you may have at the meeting.
We recommend approval to execute the MPCA SWC Resiliency Grant.
BOARD ACTION REQUESTED:
Approval to execute grant agreement with the MPCA.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: New Bu
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
MMINNESOTA POLLUTION
CONTROL AGENCY
Grant Contract
State of Minnesota
SWIFT Contract number: 226062
Al: 123750
Activity ID: PR020230001
This grant contract is between the state of Minnesota, acting through its Commissioner of the Minnesota Pollution
Control Agency, 520 Lafayette Road North, St. Paul, MN 55155-4194 ("MPCA" or "State") and the City of Hutchinson,
111 Hassan Street SE, Hutchinson, MN 55350 ("Grantee").
Recitals
1. Under Minn. Stat. § 116.03, subd.2, the State is empowered to enter into this grant.
2. The State is in need of the Hutchinson Stormwater Resilience Plan - North Project (project).
3. Grantee will comply with required grants management policies and procedures set forth through Minn.Stat.§16B.97,
subd. 4 (a) (1).
4. The Grantee represents that it is duly qualified and agrees to perform all services described in this grant contract to
the satisfaction of the State. Pursuant to Minn.Stat.§16B.98, subd.1, the Grantee agrees to minimize administrative
costs as a condition of this grant.
Grant Contract
1. Term of Grant Contract
1.1 Effective Date. May 15, 2023, Per M.nn. Stat.§16B.98, Subd. 5, the Grantee must not begin work until this grant
contract is fully executed and the State's Authorized Representative has notified the Grantee that work may
commence. Per Minn.Stat.§16B.98 Subd. 7, no payments will be made to the Grantee until this grant contract is
fully executed.
1.2 Expiration Date. June 30, 2024, or until all obligations have been satisfactorily fulfilled, whichever occurs first.
1.3 Survival of Terms. The following clauses survive the expiration or cancellation of this grant contract: Liability, State
Audits; Government Data Practices and Intellectual Property; Publicity and Endorsement; Governing Law, Jurisdiction,
and Venue; and Data Disclosure.
2. Grantee's Duties
The Grantee, who is not a state employee, will perform the duties specified in Attachment A which is attached and
incorporated into this grant contract.
3. Time
The Grantee must comply with all the time requirements described in this grant contract. In the performance of this
grant contract, time is of the essence.
4. Consideration and Payment
4.1 Consideration. The State will pay for all services performed by the Grantee under this grant contract as follows:
(a) Compensation. The Grantee will be paid according to the breakdown of costs contained in Attachment A. which
is attached and incorporated into this grant contract. Grantee certifies they will provide no less than 10% (ten
percent) of the total grant amount as cash match or in -kind services.
(b) Travel Expenses. Reimbursement for travel and subsistence expenses actually and necessarily
incurred by the Grantee as a result of this grant contract will not exceed the total amount set forth
in the travel expense items of the detailed budget section of Attachment A, which is attached and
incorporated into this grant contract; provided that the Grantee will be reimbursed for travel and
subsistence expenses in the same manner and in no greater amount than provided in the current
"Commissioner's Plan" promulgated by the Commissioner of Minnesota Management and Budget
(MMB). The Grantee will not be reimbursed for travel and subsistence expenses incurred outside
Minnesota unless it has received the State's prior written approval for out of state travel. Minnesota
will be considered the home state for determining whether travel is out of state.
(c) Total Obligation. The total obligation of the State for all compensation and reimbursements to the
Grantee under this grant contract will not exceed $59,120.00 (Fifty Nine Thousand One Hundred
Twenty Dollars and Zero Cents).
4.2 Payment
(a) Invoices. The State will promptly pay the Grantee after the Grantee presents an itemized invoice for
the services actually performed and the State's Authorized Representative accepts the invoiced
services. Invoices must be submitted timely and according to the following schedule:
Invoices for expenses incurred to -date may be submitted as frequently as monthly. First invoice is
required no later than 6 (six) months or midway through the project, whichever comes first. Email
updates about the status of the project are required to be provided to the State's Authorized
Representative whenever an invoice is submitted to MPCA Accounts Payable. The State's Authorized
Representative will not approve an invoice through the state system without this project update. A
final invoice for payment of remaining grant funds expended by the project is required to be
submitted at the completion of the project after a Grant Project Final Report, in a format provided
to the Grantee by the MPCA, has been submitted to the State's Authorized Representative and
approved. Payment of the final 10% (ten percent) of grant funds will be held back until the project is
completed satisfactorily and all deliverables have been submitted and approved.
Invoices must be emailed to mpca.ap@state.mn.us, cc'd to the State's Authorized Representative,
and contain the following information:
• Name of Grantee
• Grantee's Authorized Representative
• State's Authorized Representative
• SWIFT Contract No.
• Total amount requested for this invoicing period
• Invoice number
• Invoice date
• Invoicing period (actual working period covered by the invoice)
• Cumulative amount of grant expended to date
• Amount of match expended this invoicing period
• Cumulative amount of match expended to date
• Time and material breakdown for invoicing period:
o Itemization by each task worked on that period and for each position that worked
on it showing actual hourly rates, hours worked and total dollar amounts (divided
into grant -funded and match); consultant invoices may be requested
o Receipts for supplies and any other itemized materials costs to be reimbursed with
grant funds or counted as match
o Itemized per diem expenses, stipends or similar; receipts may be requested to be
submitted with invoice
• Other items as requested
If there is a problem with submitting an invoice electronically, please contact the Accounts Payable
Unit at 651-757-2491.
The Grantee shall submit an invoice for the final payment within 15 (fifteen) days of the original or
amended end date of this grant contract. The State reserves the right to review submitted invoices
after 15 (fifteen) days and make a determination as to payment.
(b) Unexpended Funds. The Grantee must promptly return to the State any unexpended funds that
have not been accounted for annually in a financial report to the State due at grant closeout.
4.3 Contracting and Bidding Requirements
Per Minn. Stat. §471.345, grantees that are municipalities as defined in Subd. 1 must follow the law.
(a) For projects that include construction work and have a total project cost of $25,000 or more,
prevailing wage rules apply per Minn. Stat. §§177.41 through 177.44. These rules require that the
wages of laborers and workers should be comparable to wages paid for similar work in the
community as a whole.
(b) The grantee must not contract with vendors who are suspended or debarred in MN:
https://mn.gov/admin/osp/government/suspended-debarred/.
S. Conditions of Payment
All services provided by the Grantee under this grant contract must be performed to the State's satisfaction,
as determined at the sole discretion of the State's Authorized Representative and in accordance with all
applicable federal, state, and local laws, ordinances, rules, and regulations. The Grantee will not receive
payment for work found by the State to be unsatisfactory or performed in violation of federal, state, or local
law.
6. Authorized Representative
The State's Authorized Representative is Aimee Duchene, 714 Lake Ave., Suite 220, Detroit Lakes, MN
56501, 218-847-1519, aimee.duchene@state.mn.us, or successor, and has the responsibility to monitor the
Grantee's performance and the authority to accept the services provided under this grant contract. If the
services are satisfactory, the State's Authorized Representative will certify acceptance of each invoice
submitted for payment.
The Grantee's Authorized Representative is John Paulson, 111 Hassan Street SE, Hutchinson, MN 55350,
320-234-5682, jpaulson@hutchinsommn.gov, or successor. If the Grantee's Authorized Representative
changes at any time during this grant contract, the Grantee must immediately notify the State.
7. Assignment, Amendments, Change Orders, Waiver, and Grant Contract Complete
7.1 Assignment. The Grantee shall neither assign nor transfer any rights or obligations under this grant
contract without the prior written consent of the State, approved by the same parties who executed and
approved this grant contract, or their successors in office.
7.2 Amendments. Any amendments to this grant contract must be in writing and will not be effective until it
has been executed and approved by the same parties who executed and approved the original grant
contract, or their successors in office.
7.3 Change Orders. If the State's Authorized Representative or the Grantee's Authorized Representative
identifies a change needed in the workplan and/or budget, either party may initiate a Change Order
using the Change Order Form provided by the MPCA. Change Orders may not delay or jeopardize the
success of the Project, alter the overall scope of the Project, increase or decrease the overall amount of
the Contract, or cause an extension of the term of this Contract. Major changes require an Amendment
rather than a Change Order. A Change Order also is required to name a successor if the State's
Authorized Representative or the Grantee's Authorized Representative is no longer available to fulfill
that role.
The Change Order Form must be approved and signed by the State's Authorized Representative and the
Grantee's Authorized Representative in advance of doing the work included in the Change Order.
Documented changes will then become an integral and enforceable part of the Contract. The MPCA has
the sole discretion on the determination of whether a requested change is a Change Order or an
Amendment. The state reserves the right to refuse any Change Order requests.
7.4 Waiver. If the State fails to enforce any provision of this grant contract, that failure does not waive the
provision or the State's right to enforce it.
7.5 Grant Contract Complete. This grant contract contains all negotiations and contracts between the State
and the Grantee. No other understanding regarding this grant contract, whether written or oral, may be
used to bind either party.
8. Liability
The Grantee must indemnify, save, and hold the State, its agents, and employees harmless from any claims
or causes of action, including attorney's fees incurred by the State, arising from the performance of this
grant contract by the Grantee or the Grantee's agents or employees. This clause will not be construed to bar
any legal remedies the Grantee may have for the State's failure to fulfill its obligations under this grant
contract.
9. State Audits
Under Minn. Stat. § 1613.98, subd.8, the Grantee's books, records, documents, and accounting procedures
and practices of the Grantee or other party relevant to this grant contract or transaction are subject to
examination by the State and/or the State Auditor or Legislative Auditor, as appropriate, for a minimum of
six years from the end of this grant contract, receipt and approval of all final reports, or the required period
of time to satisfy all state and program retention requirements, whichever is later.
10. Government Data Practices and Intellectual Property
10.1 Government Data Practices
The Grantee and State must comply with the Minnesota Government Data Practices Act, Minn. Stat.
Ch. 13, as it applies to all data provided by the State under this grant contract, and as it applies to all
data created, collected, received, stored, used, maintained, or disseminated by the Grantee under this
grant contract. The civil remedies of Minn. Stat. §13.08 apply to the release of the data referred to in
this clause by either the Grantee or the State. If the Grantee receives a request to release the data
referred to in this Clause, the Grantee must immediately notify the State. The State will give the
Grantee instructions concerning the release of the data to the requesting party before the data is
released. The Grantee's response to the request shall comply with applicable law.
10.2 Intellectual property rights
(a) Intellectual property rights. The State owns all rights, title and interest in all of the intellectual
property rights, including copyrights, patents, trade secrets, trademarks, and service marks in the
Works and Documents created and paid for under this grant agreement. Works means all
inventions, improvements, discoveries (whether or not patentable), databases, computer
programs, reports, notes, studies, photographs, negatives, designs, drawings specifications,
materials, tapes, and disks conceived, reduced to practice, created or originated by the Grantee,
its employees, agents, and subcontractors, either individually or jointly with others in the
performance of this grant agreement. Works includes "Documents." Documents are the originals
of any databases, computer programs, reports, notes studies, photographs, negatives, designs,
drawings, specifications, materials, tapes, disks, or other materials, whether in tangible or
electronic forms, prepared by the Grantee, its employees, agents, or subcontractors, in the
performance of this grant agreement. The Documents shall be the exclusive property of the State
and all such Documents must be immediately returned to the State by the Grantee, at the
Grantee's expense, upon the written request of the State, or upon completion, termination, or
cancellation of this grant agreement. To the extent possible, those Works eligible for copyright
protection under the United States' Copyright Act will be deemed to be "works made for hire."
The Grantee assigns all right, title, and interest it may have in the Works and the Documents to
the State. The Grantee must, at the request of the State, execute all papers and perform all other
acts necessary to transfer or record the State's ownership interest in the Works and Documents.
(b) Obligations.
(1) Notification. Whenever any invention, improvement, or discovery (whether or not
patentable) is made or conceived for the first time or actually or constructively reduced to
practice by the Grantee, including its employees and subcontractors, in the performance of
this grant agreement, the Grantee shall immediately give the State's Authorized
Representative written notice thereof, and must promptly furnish the Authorized
Representative with complete information and/or disclosure therein.
(2) Representation. The Grantee must perform all acts and take all steps necessary to ensure that
all intellectual property rights in the Works and Documents are the sole property of the State,
and that neither Grantee nor its employees, agents, or subcontractors retain any interest in
and to the Works and Documents. The Grantee represents and warrants that the Works and
Documents do not and will not infringe upon any intellectual property rights of other persons
or entities. Notwithstanding Clause Liability, the Grantee shall indemnify, defend, to the
extent permitted by the Attorney General, and hold harmless the State, at the Grantee's
expense, from any action or claim brought against the State to the extent that it is based on a
claim that all or part of the Works or Documents infringe upon the intellectual property rights
of others. The Grantee will be responsible for payment of any and all such claims, demands,
obligations, liabilities, costs, and damages, including, but not limited to, attorney fees. If such
a claim or action arises or in Grantee's or the State's opinion is likely to arise, the Grantee
must, at the State's discretion, either procure for the State the right or license to use the
intellectual property rights at issue or replace or modify the allegedly infringing Works or
Documents as necessary and appropriate to obviate the infringement claim. This remedy of
the State will be in addition to and not exclusive of other remedies provided by law.
(3) License. The State hereby grants a limited, no -fee, noncommercial license to the Grantee to
enable the Grantee's employees engaged in research and scholarly pursuits to make, have
made, reproduce, modify, distribute, perform, and otherwise use the Works, including
Documents, for research activities or to publish in scholarly or professional journals, provided
that any existing or future intellectual property rights in the Works or Documents (including
patents, licenses, trade or service marks, trade secrets, or copyrights) are not prejudiced or
infringed upon, that the Minnesota Data Practices Act is complied with, and that individual
rights to privacy are not violated. The Grantee shall indemnify and hold harmless the State for
any claim or action based on the Grantee's use of the Works or Documents under the
provisions of Clause 10.2(b)(2). Said license is subject to the State's publicity and
acknowledgement requirements set forth in this grant agreement. The Grantee may
reproduce and retain a copy of the Documents for research and academic use. The Grantee is
responsible for security of the Grantee's copy of the Documents. A copy of any articles,
materials or documents produced by the Grantee's employees, in any form, using or derived
from the subject matter of this license, shall be promptly delivered without cost to the State.
11. Workers' Compensation
The Grantee certifies that it is in compliance with Minn. Stat. §176.181, subd. 2, pertaining to workers'
compensation insurance coverage. The Grantee's employees and agents will not be considered State
employees. Any claims that may arise under the Minnesota Workers' Compensation Act on behalf of these
employees and any claims made by any third party as a consequence of any act or omission on the part of
these employees are in no way the State's obligation or responsibility.
12. Publicity and Endorsement
12.1 Publicity. Any publicity regarding the subject matter of this grant contract must identify the State as
the sponsoring agency and must not be released without prior written approval from the State's
Authorized Representative. For purposes of this provision, publicity includes notices, informational
pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the
Grantee individually or jointly with others, or any subcontractors, with respect to the program,
publications, or services provided resulting from this grant contract. All projects primarily funded by
state grant appropriations must publicly credit the State of Minnesota, including on the grantee's
website when practicable.
12.2 Endorsement. The Grantee must not claim that the State endorses its products or services.
13. Governing Law, Jurisdiction, and Venue
Minnesota law, without regard to its choice -of -law provisions, governs this grant contract. Venue for all legal
proceedings out of this grant contract, or its breach, must be in the appropriate state or federal court with
competent jurisdiction in Ramsey County, Minnesota.
14. Termination
14.1 Termination by the State. The State may immediately terminate this grant contract with or without
cause, upon 30 days' written notice to the Grantee. Upon termination, the Grantee will be entitled to
payment, determined on a pro rata basis, for services satisfactorily performed.
14.2 Termination for Cause. The State may immediately terminate this grant contract if the State finds that
there has been a failure to comply with the provisions of this grant contract, that reasonable progress
has not been made or that the purposes for which the funds were granted have not been or will not
be fulfilled. The State may take action to protect the interests of the State of Minnesota, including the
refusal to disburse additional funds and requiring the return of all or part of the funds already
disbursed.
14.3 Termination for Insufficient Funding. The State may immediately terminate this grant contract if:
(a) It does not obtain funding from the Minnesota Legislature.
(b) Or, if funding cannot be continued at a level sufficient to allow for the payment of the services
covered here. Termination must be by written or fax notice to the Grantee. The State is not
obligated to pay for any services that are provided after notice and effective date of termination.
However, the Grantee will be entitled to payment, determined on a pro rata basis, for services
satisfactorily performed to the extent that funds are available. The State will not be assessed any
penalty if the contract is terminated because of the decision of the Minnesota Legislature, or
other funding source, not to appropriate funds. The State must provide the Grantee notice of the
lack of funding within a reasonable time of the State's receiving that notice.
15. Data Disclosure
Under Minn. Stat. § 270C.65, subd. 3, and other applicable law, the Grantee consents to disclosure of its
social security number, federal employer tax identification number, and/or Minnesota tax identification
number, already provided to the State, to federal and state tax agencies and state personnel involved in the
payment of state obligations. These identification numbers may be used in the enforcement of federal and
state tax laws which could result in action requiring the Grantee to file state tax returns and pay delinquent
state tax liabilities, if any.
To protect Grantee's personal data, Grantee is strongly encouraged to obtain and use a Minnesota tax
identification number.
16. Reporting Requirements
Final Report. By the date specified in the project workplan and in a format provided by the MPCA, the
Grantee shall submit a final report to the MPCA, plus all project deliverables identified in the workplan.
If the States Authorized Representative determines that the information submitted in the Final Report
and/or Project Deliverables is inadequate, the Grantee shall prepare and submit additional / corrected
information reasonably requested by the State's Authorized Representative. The Final Report and Project
Deliverables shall not be approved by the State's Authorized Representative and final payment shall not be
disbursed unless the Report and Deliverables contains the specified information to the satisfaction of the
State's Authorized Representative.
Signatures
Title Name Signature Date
Admini ID
MMINNESOTA POLLUTION
CONTROL AGENCY
520 Lafayette Road North
St. Paul, MN 55155-4194
Attachment A
Planning Grants for Stormwater,
Wastewater, and Community Resilience
Project workplan
SWIFT Contract No.: 226062
/_101MA-71:
Activity ID: PR020230001
Project title:
Hutchinson Stormwater Resilience Plan — North
1. Project summary:
Organization:
Grantee's Authorized
Representative (Grantee
project manager):
Title:
Address:
Phone:
City of Hutchinson (the City)
John Paulson
Assistant City Engineer
111 Hassan Street SE
Hutchinson, MN 55350
320-234-5682
Email: Ipaulson@hutchinsomm�.�ov
Minnesota Pollution Control Agency (MPCA) contact:
State's Authorized
Representative (MPCA
project manager):
Title:
Address:
Phone:
Email:
Project information
Aimee Duchene
Grants Coordinator
714 Lake Ave., Suite 220
Detroit Lakes, MN 56501
218-847-1519
aimee.duchene@state.mn.us
Start date: 05/2023 End date: 6/30/2024
Total cost: $100,672.00 (Grant: $59,120.00; Match: $41,552.00)
2. Statement of project details
The City of Hutchinson proposes to develop a Stormwater Resilience Plan that identifies locations and causes of localized
flooding, assesses damage potential and community vulnerability due to localized flooding, develops potential projects to
reduce flooding and mitigate the effects of climate change, and estimates the cost of project implementation. The plan will
focus on the area of the City that is north and east of the Crow River. Public engagement will be conducted during the
development of this Plan to obtain information about past flooding and provide educational opportunities for the public to
learn about the City's stormwater infrastructure, climate change, and their ability to improve community resiliency.
3. Goal statement, project deliverable(s), tasks, and subtasks
Page 1 of 5
Goal statement:
The City of Hutchinson will achieve the following goals through the development of a Stormwater Resilience Plan:
(1) Identify locations within the study area that are most prone to localized flooding by developing an XPSWMM model of
the stormwater management infrastructure,
(2) Identify feasible stormwater improvement projects that minimize localized flooding within the study area and develop
corresponding implementation cost estimates,
(3) Estimate the impact of climate change on existing stormwater infrastructure, and considering the proposed
improvements,
(4) Conduct a vulnerability assessment to identify locations where localized flooding impacts vulnerable populations for
existing and proposed conditions,
(5) Conduct a damage potential assessment to identify areas of greatest flood damage potential within the study area for
existing and proposed conditions,
(6) Conduct a critical infrastructure assessment to identify locations within the study area where critical infrastructure is at
risk of flooding for existing and proposed conditions,
(7) Engage the public to obtain input and share information throughout the planning process, and
(8) Geographic Information System (GIS). The watershed area and associated hydrologic parameters will be associated
with a specific feature within GIS (such as a pond or storm inlet) so that the data can be imported to XPSWMM at the
correct location.
Project deliverables:
The primary deliverable will be a Stormwater Resilience Plan for the City of Hutchinson. This Plan will provide detailed
information about available stormwater data, the XPSWMM modeling used to identify areas as having a high risk of
localized flooding, and the results of the damage potential assessment, critical infrastructure assessment and vulnerability
assessment for the study area. This Plan will also clearly identify projects which could be implemented to minimize localized
flood risk within the study area during current and future climate conditions. These projects will be prioritized based on the
results of the damage potential assessment, vulnerability assessment, critical infrastructure assessment and other factors.
Implementation cost estimates will be developed for each of the recommended proposed projects. XPSWMM modeling will
be conducted to estimate the expected benefits of the projects as it relates to localized flood risk, and community
vulnerability. This Plan is expected to provide a comprehensive summary of the City's plan to increase stormwater
resilience within the study area and will be used for future funding applications for project implementation.
Task 1 of 8: Data Collection/Review & Watershed Delineation
Subtask la: Data Collection & Review
Brief description of activities involved: Previously completed stormwater studies and reports will be reviewed to
better understand previously identified stormwater issues and priorities within the study area. The City's existing GIS
database of the stormwater management system will also be reviewed to identify gaps in the data that are needed to
conduct an accurate analysis of the City's stormwater management system. This gap analysis will then be used to
develop a scope of work for field data collection to be completed by the City. The data collected in the field will be
added to the existing GIS database by the City to further improve the existing datasets.
Subtask 1b: Watershed Delineation
Brief description of activities involved: A comprehensive stormwater map will be developed in GIS including the City's
stormwater databases, LiDAR-based topographic data, and soils mapping. This map will be used to delineate major and
minor watersheds within the study area and assign hydrologic parameters such as curve number and time of
concentration to each watershed. The watershed area and associated hydrologic parameters will be associated with a
specific feature within GIS (such as a pond or storm inlet) so that the data can be imported to XPSWMM at the correct
location.
Task 2 of 8: XPSWMM Model Development — Existing Conditions
Subtask 2a: Develop Existing Conditions Model
Brief description of activities involved: A hydrologic and hydraulic model of the study area will be developed using
XPSWMM. This model will include a 2D modeling component that represents flood storage and overland flow patterns
to simulate real -world conditions more accurately than a traditional 1D model. This model will also provide inundation
mapping showing flood -prone areas and potential flooding depths for all rainfall events analyzed.
Subtask 2b: Existing Conditions Model Calibration
Brief description of activities involved: Using information on localized flooding that has occurred in the past, the
XPSWMM model will be calibrated to improve the overall accuracy and relevance of the modeling effort. Historic
rainfall events will be simulated, and inundation maps will be generated and used to obtain feedback on the validity of
Page 2 of 5
the modeling results. The XPSWMM model parameters and input data will be modified as needed to produce results
that match observations of past localizing flooding.
Task 3 of 8: Review Existing Conditions Results
Subtask 3a: Flood Inundation Assessment for Existing Conditions
Brief description of activities involved: The XPSWMM modeling of the existing stormwater infrastructure will be used
to map locations of localized flooding for various rainfall events based on rainfall events currently used for design.
Subtask 3b: Pipe Capacity Assessment for Existing Conditions
Brief description of activities involved: The XPSWMM modeling of the existing stormwater infrastructure will be used
to develop a color -coded map of the modeled pipe segments to indicate which segments have anticipated flows above
or below the system capacity. This result is intended to provide a visual of the undersized pipe segments which are
likely contributing to the localized flooding estimated by the model.
Subtask 3c: Analysis of Future Rainfall Scenarios with Existing Stormwater System
Brief description of activities involved: The XPSWMM model of the existing stormwater infrastructure will be used to
simulate potential future rainfall events to estimate the impact of climate change on flood risk. These parameters will
be identified for a point 50 years from now which coincides with an estimated 50-yr lifespan of stormwater
infrastructure installed today.
Subtask 3d: Vulnerability Assessment for Existing Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 3a will be overlaid with the
MPCA's Environmental Justice mapping to identify flood risk within areas of vulnerable populations. This information
will be used to identify proposed improvements to limit community vulnerability to flooding.
Subtask 3e: Critical Infrastructure Assessment for Existing Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 3a will be overlaid with a GIS
dataset developed by the City that identifies locations of critical infrastructure such as fire stations, drinking water wells,
hospitals, etc. This information will be used to identify proposed improvements to limit impacts of flooding on critical
infrastructure.
Subtask 3f: Damage Potential Assessment for Existing Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 3a will be overlaid with the
County parcel dataset with building values categorized. This information will be used to identify proposed
improvements to limit damage potential caused by flooding within the community.
Task 4 of 8: Develop Proposed Improvements & Analyze with XPSWMM Model
Subtask 4a: Develop and Evaluate Concepts for Stormwater Management Improvements
Brief description of activities involved: Stormwater management improvement project concepts will be developed and
may include increasing pipe capacity, incorporating more stormwater detention and/or treatment, or rerouting
drainage systems. Up to five project concepts will be developed based on the results described in Task 3. These
projects will focus on reducing the localized flooding while minimizing risk and reducing the vulnerability within the
study area. These projects will likely also incorporate a water quality improvement component that would contribute to
the City's ongoing effort to improve the water quality of the Crow River which is an impaired stream. The project list
will be compared to the City's Capital Improvement Plan to identify opportunities for cost savings by adding stormwater
infrastructure improvements to a previously planned project.
Subtask 4b: Estimate Project Implementation Costs
Brief description of activities involved: Project implementation costs will be estimated for each of the proposed
improvement projects and will include construction, engineering, and property acquisition costs.
Task 5 of 8: Review Proposed Conditions Results
Subtask 5a: Flood Inundation Assessment for Proposed Conditions
Brief description of activities involved: The XPSWMM modeling of the proposed stormwater infrastructure will be used
to map locations of localized flooding for various rainfall events based on rainfall events currently used for design.
These results will be used to estimate the reduction in localized flooding associated with the proposed conditions. These
results may also indicate unintended consequences of a proposed improvement such as increased downstream
flooding, which will then be used to refine the proposed alternative.
Page 3 of 5
Subtask 5b: Pipe Capacity Assessment for Proposed Conditions
Brief description of activities involved: The XPSWMM modeling of the proposed stormwater infrastructure will be used
to develop a color -coded map of the modeled pipe segments to indicate which segments have anticipated flows above
or below the system capacity. These results will be used to visualize the improvement in pipe capacity associated with
the proposed conditions. These results may also indicate unintended consequences of a proposed improvement such
as decreased downstream pipe capacity, which will then be used to refine the proposed alternative.
Subtask 5c: Analysis of Future Rainfall Scenarios with Proposed Stormwater System
Brief description of activities involved: The XPSWMM model of the proposed stormwater infrastructure will be used to
simulate potential future rainfall events to estimate the impact of climate change on the flood risk. These parameters
will be identified for a point 50 years from now which coincides with an estimated 50-yr lifespan of stormwater
infrastructure installed today. These results will estimate how the proposed improvements may alleviate localized
flooding while considering effects of climate change.
Subtask 5d: Vulnerability Assessment for Proposed Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 5a will be overlaid with the
MPCA's Environmental Justice mapping to identify flood risk within areas of vulnerable populations. This information
will be used to estimate the extent that the proposed improvements limit community vulnerability to flooding.
Subtask 5e: Critical Infrastructure Assessment for Proposed Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 5a will be overlaid with a GIS
dataset developed by the City that identifies locations of critical infrastructure such as fire stations, drinking water wells,
hospitals, etc. This information will be used to estimate the extent that proposed improvements limit impacts of
flooding on critical infrastructure.
Subtask 5f: Damage Potential Assessment for Proposed Conditions
Brief description of activities involved: The flood inundation results produced in Subtask 5a will be overlaid with the
County parcel dataset with building values categorized. This information will be used to estimate the extent that
proposed improvements limit damage potential caused by flooding within the community.
Task 6 of 8: Community Outreach & Engagement
Subtask 6a: Community Engagement
Brief description of activities involved: Throughout the course of this planning effort, the City will lead the community
engagement effort by informing the community of their intent to prepare this Stormwater Resilience Plan, invite them
to provide input regarding previous flood events and impacts of flooding, and share information about the progress of
the plan development and recommended mitigation strategies.
Subtask 6b: Community Stormwater Map
Brief description of activities involved: An interactive web -based map of the study area will be developed and used as
a platform to compile community input. The community will be asked to add virtual "pins" to the map to identify areas
of observed flooding and ideas for improving stormwater management within the study area. This map will be
publicized in the local newspaper.
Task 7 of 8: Prepare and Present Stormwater Resilience Plan
Subtask 7a: Prioritize Proposed Stormwater Management System Improvements
Brief description of activities involved: The results of Task 5 will provide the primary framework for prioritizing
proposed improvements to the stormwater management system, with a focus on reducing localized flood risk and
vulnerability to flooding within the study area. An additional consideration for project prioritization will be the
feasibility of adding a stormwater improvement to an already planned City project, which can result in significant cost
savings for implementation.
Subtask 7b: Draft Stormwater Resilience Plan
Brief description of activities involved: A draft Stormwater Resilience Plan will be prepared and will include a
description of the work completed as part of the preceding tasks, maps of the study area showing locations of localized
flooding for current and future climate conditions, results of the risk and vulnerability assessments, and proposed
projects for lessening the impacts of localized flooding and climate change.
Subtask 7c: Finalize Stormwater Resilience Plan
Page 4 of 5
Brief description of activities involved: The Stormwater Resilience Plan will be modified to incorporate public input and
comments provided by City staff.
Task 8 of 8: Final Report and Project Deliverables
Subtask 8a: Submit Grant Final Report
Brief description of activities involved: The City will provide a final grant project report using the MPCA template
approximately one month prior to the end of the grant agreement on June 30, 2024, or at completion of the project,
whichever occurs first. The City will respond promptly to any requests by the MPCA authorized representative for
additional information and/or corrections to the report.
Timeframe: May -June 30, 2024
Subtask 8b: Submit Project Deliverables
Brief description of activities involved: The City will provide electronic files of all project deliverables to the MPCA
authorized representative prior to the end of the grant agreement on June 30, 2024, or at the completion of the project,
whichever occurs first.
Timeframe: May -June 30, 2024
4. Project Budget (see attached).
Page 5 of 5
MMINNESOTA POLLUTION
CONTROL AGENCY
520 Lafayette Road North
St. Paul, MN 55155-4194
Hutchinson Stormwater Resilience Plan - North
Attachment A
Planning Grants for Stormwater, Wastewater,
and Community Resilience
Budget
SWIFT Contract No.: 226062
AI:123750
Activity ID: PR020230001
Cost category
Cost ($/unit)/Not to
Exceed
Grant funds
Cash Match
In -Kind
Match
Total Match
Total Budget
City Public Works Lead
$83.00
hr
$5,063.00
$5,063.00
$5,063.00
City Environmental Lead
$65.00
hr
$6,110.00
$6,110.00
$6,110.00
City Engineering Technician
$61.00
hr
$4,209.00
$4,209.00
$4,209.00
SEH Project Manager
$185.00
hr
$10,360.00
$3,330.00
$3,330.00
$13,690.00
SEH QAQC Lead
$170.00
hr
$19,380.00
$2,040.00
$2,040.00
$21,420.00
SEH Modeler
$130.00
hr
$29,380.00
$20,800.00
$20,800.00
$50,180.00
Total
1
$59,120.00
$26,170.00
$15,382.00
$41,552.00
$100,672.00
p42-27e-fy20-1 • 12/26/19 https://www.pca.state.mn.us • Available in alternative formats • 651-296-6300 • 800-657-3864 • Use your preferred relay service Page 1 of 1
HUTCHINSON CITY COUNCIL
H UTCH I N SON Request for Board Action
A CITY ON PURPOSE.
Agenda Item: Temporary Liquor License - GFDRA - National Power Pull
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete Yes
Contact: Melissa Starke
Agenda Item Type:
Presenter:
Reviewed by Staff ❑✓
Consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
The Glencoe Fire Department Relief Association has submitted a temporary liquor license application to dispense
liquor at the National Power Pull event being held June 16 and 17, 2023 at the McLeod County Fairgrounds. Glencoe
Fire Department Relief Association is a non-profit organization that has been organized since 1965.
BOARD ACTION REQUESTED:
Approve issuing temporary liquor license to Glencoe Fire Department Relief Association for Power Pull Nation event
on June 16 and 17, 2023.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source:
Minnesota Department of Public Safety
r
Alcohol and Gambling Enforcement Division
6
445 Minnesota Street, Suite 222, St. Paul, MN 55101
ft
651-201-7500 Fax 651-297-5259 TIY 651-282-6555
Alcohol & Gambling Enforcement
APPLICATION AND PERMIT FOR A 1 DAY
TO 4 DAY TEMPORARY ON -SALE LIQUOR LICENSE
Name of organization
Date organized Tax exempt
number
lencoe Fire Department Relief Association
anuary 1965
1-1300-550
Address
City State
Zip Code
509 1 Oth Street E
Glencoe
MN
155336
Name of person making application
Business phone Home phone
homas Brinkmann
320-510-0252
20-510-0252
Date(s) of event
Type of organization
une 16th and June 17th f 2, oz3
❑ Club ❑ Charitable [] Religious ❑X Other non-profit
Organization officer's name
CoState
Zip Code
Kelly Mahon
lencoe MN
55336
Organization officer's name
City State
Zip Code
Dan Pagel
Iencoe
MN
5336
Organization officer's name
City State
Zip Code
[Ilon Dah Ike
I
lencoe
MN
5336
Organization officer's name
City State
Zip Code
yan Dording
lGlencoe
MN
5336
Location where permit will be used. If an outdoor area, describe.
The permit will be used at the McLeod County Fairgrounds Grandstand. The license will be used to sell beer and seltzers during the
National Power Pull Event on June 16th and June 17th.
If the applicant will contract for intoxicating liquor service give the name and address of the liquor license providing the service,
If the applicant will carry liquor liability insurance please provide the carrier's name and amount of coverage,
Pine Insurance Agency is the insurance carrier's name.
APPROVAL
APPLICATION MUST BE APPROVED BY CITY OR COUNTY BEFORE SUBMITTING TO ALCOHOL AND GAMBLING ENFORCEMENT
City or County approving the license
Fee Amount
Date Fee Paid
Date Approved
Permit Date
City or CountyE-mail Address
City or County Phone Number
Signature City Clerk or County Official Approved Director Alcohol and Gambling Enforcement
CLERKS NOTICE: Submit this form to Alcohol and Gambling Enforcement Division 30 days prior to event.
ONE SUBMISSION PER EMAIL, APPLICATION ONLY.
PLEASE PROVIDE A VALID E-MAIL ADDRESS FOR THE CITY/COUNTY AS ALL TEMPORARY PERMIT APPROVALS WILL BE SENT
BACK VIA EMAIL. E-MAIL THE APPLICATION SIGNED BY CITY/COUNTY TO AGE.TEMPORARYAPPLICATIONcaSTATE.MN.US
u HUTCHINSON CITY COUNCIL
s ;
H rUTCH I N SG i ' Request for Board Action
A CITY ON PURPOSE.
Agenda Item: Temporary Liquor License - Bobbing Bobber Brewing Company
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete Yes
Contact: Melissa Starke
Agenda Item Type:
Presenter:
Reviewed by Staff ❑✓
Consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
Bobbing Bobber Brewing Company has submitted a temporary liquor license to dispense liquor at a special event
being held at the brewery on July 8, 2023. Bobbing Bobber Brewing Company is a small brewer and meets the
requirements for a temporary liquor license under Minnesota law.
BOARD ACTION REQUESTED:
Approve issuing temporary liquor license to Bobbing Bobber Brewing Company on July 8, 2023.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source:
Name of
Address
Name of
Minnesota Department of Public Safety
Alcohol and Gambling Enforcement Division
445 Minnesota Street, Suite 222, St. Paul, MN 55101
651-201-7500 Fax 651-297-5259 TTY 651-282-6555
APPLICATION AND PERMIT FOR A 7 DAY
TO 4 DAY TEMPORARY ON -SALE LIQUOR LICENSE
_ Date or anized Tax exempt number
f 20 z- I C1 -
city J State Zip Code
_ Business phone Home phone
F.3�j 46a-72,o
Date(s) of event Type of organization
gm Club [] Charitable [] Religious Other non-profit
Or anization officer's name City State Zip Code
C MN
Or anization officer's name City State Zi Code
Or anization officer's name City State Zip Code
MN--- --
Or anization officer's name _ City State Zi Code
MN
Location where permit will be used. If an outdoor area, describe.
/9Dbb-e(- EreLA) — 9 Q
If the applicant will contract for intoxicating liquor service give the name and address of the liquor license providing the service.
If the applicant will carry liquor liability insurance please provide the carrier's name and amount of coverage.
wl C 1 rn
APPROVAL
APPLICATION MUST BE APPROVED BY CITY OR COUNTY BEFORE SUBMITTING TO ALCOHOL AND GAMBLING ENFORCEMENT
City or County approving the license Date Approved
Fee Amount Permit Date
50 12-oz?
Date Fee Paid City or County E-mail Address
City or County Phone Number
Signature City Clerk or County Official Approved Director Alcohol and Gambling Enforcement
CLERKS NOTICE: Submit this form to Alcohol and Gambling Enforcement Division 30 days prior to ever,
ONE SUBMISSION PER EMAIL, APPLICATION ONLY.
PLEASE PROVIDE A VALID E-MAIL ADDRESS FOR THE CITY/COUNTY AS ALL TEMPORARY PERMIT APPROVALS WILL BE SENT
BACK VIA EMAIL E-MAIL THE APPLICATION SIGNED BY CITY/COUNTY TO AGE.TEMPORARYAPPLICATIONOSTATE-MN.US
HUTCHINSON CITY COUNCIL
Request for Board Action
F 'T "_ ON PURPOSE
Agenda Item: Temporary Liquor License - RiverSong Music Festival
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete Yes
Contact: Melissa Starke
Agenda Item Type:
Presenter:
Reviewed by Staff ✓❑
consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
RiverSong Music Festival has submitted a temporary liquor license application to dispense liquor at the festival being
held July 14 and 15, 2023. RiverSong Music Festival is a non-profit organization that has been organized since 2007.
BOARD ACTION REQUESTED:
Approve issuing temporary liquor license to RiverSong Music Festival on July 14 and 15, 2023.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source:
Minnesota Department of Public Safety
Alcohol and Gambling Enforcement Division
445 Minnesota Street, Suite 1600, St. Paul, MN 55101
651-201-7507 TTY 651-282-6555
Alcohol I MGamblringg Enforcement APPLICATION AND PERMIT FOR A 7 DAY
TO 4 DAY TEMPORARY ON -SALE LIQUOR LICENSE
Name of organization Date of organization Tax exempt number
liver Song Music Festival 2009 I k014623
Organization Address (No PO Boxes)
City State
Zip Code
PO BOX 426
Hutchinson MN
55350
Name of person making application
Business phone Home phone
Ryan Williams
7633549788 Fame
Date(s) of event
Type of organization © Microdistillery © Small Brewer
my 14-15, 2023
Club ® Charitable © Religious Z Other
non-profit
Organization officer's name
City State
Zip Code
Betsy Price
Hutchinson 1
55350
Organization officer's name
City State
Zip Code
Katy Hiltner
Hutchinson MN
5350
Organization officer's name
City State
Zip Code
MN
Location where permit will be used. If an outdoor area, describe.
Masonic West River Park - Site will be surround by fence or river. On -Site security and Support
If the applicant will contract for intoxicating liquor service give the name and address of the liquor license providing the service.
Liqour Service (Beer/Wine) to be operated by trained and certified Riversong volunteers
If the applicant will carry liquor liability insurance please provide the carrier's name and amount of coverage.
MN Joint Underwriting Associaiton - Bodily Injury: $50,000/person, $100,000/occurance; Property Damage: $10,000/ occurance; Loss of
Means: $50,000/Person, $ 100,000 / occurance; Recurance Loss: $50,000/$100,000;Annual Aggregate:$100,000
APPROVAL
APPLICATION MUST BE APPROVED BY CITY OR COUNTY BEFORE SUBMITTING TO ALCOHOL AND GAMBLING ENFORCEMENT
City or County approv�g the license Date Approved
$lZS. 0
Fee Amount Permit Date
Event in conjunction withFa community festival U5 Yes © No
ieJl i In
Current population of -city
City or County E-mail Address
Please Print Name of City Clerk or County Official Signature City Clerk or County Official
CLERKS NOTICE: Submit this form to Alcohol and Gambling Enforcement Division 30 days prior to event
No Temp Applications faxed or mailed. Only emailed.
ONE SUBMISSION PER EMAIL, APPLICATION ONLY.
PLEASE PROVIDE A VALID E-MAIL ADDRESS FOR THE CITY/COUNTY AS ALL TEMPORARY
PERMIT APPROVALS WILL BE SENT BACK VIA EMAIL. E-MAIL THEAPPLICATION SIGNED BY
CITY/COUNTY TO AGE. TEMPORARYAPPLICA TION(a)STA TE.MN. US
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE FROM 5/10/23 - 5/23/23
Check Date
------------------
05/05/2023
Check
--------------------
111512
Vendor Name
--------------------------------------------------------
NCPERS
Description
Payroll 4/ 6/23---/29/------------------------------------------------------
Payroll 4/16/23 - 4/29/23
Amount
-----------------0
192.00
05/05/2023
111513
HART
Payroll 4/16/23 - 4/29/23
478.51
05/05/2023
EFT
EFTPS
Payroll 4/16/23 - 4/29/23
71,536.04
05/05/2023
EFT
Child Support
Payroll 4/16/23 - 4/29/23
450.39
05/05/2023
EFT
MN Dept of Revenue
Payroll 4/16/23 - 4/29/23
14,041.95
05/05/2023
EFT
Provident Life -Vol Ins
Payroll 4/16/23 - 4/29/23
399.94
05/05/2023
EFT
PERA
Payroll 4/16/23 - 4/29/23
62,191.96
05/05/2023
EFT
Further HSA
Payroll 4/16/23 - 4/29/23
14,902.29
05/05/2023
EFT
Mission Square
Payroll 4/16/23 - 4/29/23
2,987.93
05/05/2023
EFT
VOYA
Payroll 4/16/23 - 4/29/23
460.00
05/05/2023
EFT
MNDCP
Payroll 4/16/23 - 4/29/23
350.00
05/23/2023
111514
A.M. LEONARD INC
WEED GUARD - STREETS
1,031.68
05/23/2023
111515
AARP
MAY AARP INSTRUCTION - SR CTR
165.00
05/23/2023
111516
ACE HARDWARE - 1315
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
460.08
05/23/2023
111517
ACE HARDWARE - 1790
REPAIR & MAINT SUPPLIES - FIRE
84.35
05/23/2023
111518
ACE HARDWARE - 1825
NUTS/BOLTS/NAILS - POLICE
5.43
05/23/2023
111519
ADVANCED ENGINEERING & ENVIRONMENTA
APR SCADA SERVCES - WWTP & WATER
5,051.25
05/23/2023
111520
ALN ESS, JOSHUA
REIMB: SAFETY FOOTWEAR -STREETS
184.99
05/23/2023
111521
ALPHA WIRELESS
EMERGENCY BUTTON - POLICE
266.24
05/23/2023
111522
AMERICAN BOTTLING CO
COST OF GOODS SOLD - LIQUOR HUTCH
305.30
05/23/2023
111523
ANIMAL MEDICAL CENTER ON CROW RIVER
APR BOARDING/PROCESSING FEES - POLICE
978.00
05/23/2023
111524
ARROWHEAD FORENSICS
EVIDENCE BAGS - POLICE
209.00
05/23/2023
111525
ARTISAN BEER COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
663.40
05/23/2023
111526
B & B SPORTS & RV
SEAL - POLICE
12.21
05/23/2023
111527
BEACON ATHLETICS
PORTABLE BACKSTOP - PARKS
5,440.00
05/23/2023
111528
BELLBOY CORP
COST OF GOODS SOLD - LIQUOR HUTCH
5,098.44
05/23/2023
111529
BENEFIT EXTRAS INC
APR COBRA/RETIREE BILLING
53.00
05/23/2023
111530
BERNICK'S
COST OF GOODS SOLD - LIQUOR HUTCH
308.93
05/23/2023
111531
BFG SUPPLY CO
PERLITE COARSE - COMPOST
7,936.93
05/23/2023
111532
BOLTON & MENK INC
APR SERVICES FOR VARIOUS PROJECTS- MULTIPLE DEPTS
38,076.00
05/23/2023
111533
BORKA,ADDISON
REIMB: SAFETY FOOTWEAR- WWTP
193.59
05/23/2023
111534
BRANDED SOLUTIONS
SHIRTS - MULTIPLEDEPTS
893.52
05/23/2023
111535
BRASS FOUNDRY BREWING CO
COST OF GOODS SOLD - LIQUOR HUTCH
298.32
05/23/2023
111536
BREAKTHRU BEVERAGE
COST OF GOODS SOLD - LIQUOR HUTCH
11,391.37
05/23/2023
111537
BRIGHTLY SOFTWARE INC
ASSET ESSENTIALS ENTERPRISE - MULTIPLE DEPTS
16,637.12
05/23/2023
111538
C & L DISTRIBUTING
COST OF GOODS SOLD - LIQUOR HUTCH
34,906.97
05/23/2023
111539
CARLOS CREEK WINERY
COST OF GOODS SOLD - LIQUOR HUTCH
840.00
05/23/2023
111540
CARS ON PATROL SHOP LLC
REPAIRS & INSTALLS - POLICE
3,721.48
05/23/2023
111541
CENTRAL HYDRAULICS
EQUIPMENT PARTS - MULTIPLE DEPTS
809.05
05/23/2023
111542
CENTRAL MCGOWAN
ACETYLENE, HIGH PRESSURE - MULTIPLE DEPTS
268.51
05/23/2023
111543
CERVANTES, KAELEI
REFUND: COACHING SOCCER - REC
50.00
05/23/2023
111544
CINTAS CORPORATION
SUPPLIES & SERVICE - MULTIPLE DEPTS
369.19
05/23/2023
111545
CIVICPLUS LLC
JUN'23-JUN'24CIVIC RECFEE
19,164.70
05/23/2023
111546
CODE PACK LLC
POLYPROPYLENE PERF LABELS BAGGER - COMPOST
1,629.24
05/23/2023
111547
COLDSPRING
ROSE NICHE FRONT -CEMETERY
1,005.00
05/23/2023
111548
CONTEGRITY GROUP
ARENA HVAC & NEW PD THRU 5/1/23
23,099.72
05/23/2023
111549
CORE & MAIN LP
METERS - WATER
5,033.71
05/23/2023
111550
COREMARK METALS
ANGLE GRINDER - HATS
253.98
05/23/2023
111551
CREATIVE INFORMATION SYSTEMS
4/2023 - 3/2024ANNUAL SUPPORT- COMPOST
2,500.00
05/23/2023
111552
CREEKSIDE SOILS
MULCH, DIRT- MULTIPLE DEPTS
362.75
05/23/2023
111553
CROW RIVER GOLF CLUB
BANQUET- LIQUOR HUTCH
908.44
05/23/2023
111554
CROW RIVER PRESS INC
72HR HOLD FORMS, TRESPASS WARNINGS - POLICE
289.76
05/23/2023
111555
DAHLHEIMER BEVERAGE
COST OF GOODS SOLD - LIQUOR HUTCH
56,605.19
05/23/2023
111556
DELL MARKETING LP
MONITORS -CEMETERY
653.19
05/23/2023
111557
DORIVAL, KELLI
REIMB: MMBACONF- LIQUOR HUTCH
153.27
05/23/2023
111558
DOSTAL, CHRIS
REIMB: FDIC CONF INDIANAPOLIS- FIRE
114.62
05/23/2023
111559
EBERT CONSTRUCTION
NEW POLICE FACILITY THRU 5/1/23
1,584.51
05/23/2023
111560
ECOLAB PEST ELIMINATION
5/11 PEST CONTROL - CREEKSIDE
206.50
05/23/2023
111561
ECOSAFE ZERO WASTE USA INC
24"X32" COMPOSTABLE BAGS/LINERS
7,107.30
05/23/2023
111562
ELECTRONIC SERVICING
REPLACE ROUTER -ARENA
386.95
05/23/2023
111563
EMERGENCY AUTOMOTIVE TECH
NEW SQUAD SET UPS - POLICE
2,865.18
05/23/2023
111564
FARM -RITE EQUIPMENT
BOBCAT MAINT- PARKS
1,360.07
05/23/2023
111565
FASHION INTERIORS
NEW POLICE FACILITY THRU 5/1/23
11,749.40
05/23/2023
111566
FASTENAL COMPANY
REPAIR& MAINTSUPPLIES - MULTIPLEDEPTS
823.92
05/23/2023
1111567
1 FENSKE'S STUMP REMOVAL
CUT, CLEAN UP MAIN ST TREES - STREETS
13,000.00
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE FROM 5/10/23 - 5/23/23
Check Date
------------------
05/23/2023
Check
--------------------
111568
Vendor Name
--------------------------------------------------------
FERGUSON WATERWORKS #2518
Description
---------------LING------------------------------------------------------------
METER COUPLINGS -WATER
Amount
-----------------0
1,788.70
05/23/2023
111569
FINANCE & COMMERCE
PUBLIC NOTICES - ENG
237.16
05/23/2023
111570
FIRST ADVANTAGE LNS OCC HEALTH SOLU
DRUG TESTING
391.33
05/23/2023
111571
FIRST CHOICE FOOD & BEVERAGE SOLUTI
COFFEE - CITY CENTER
423.20
05/23/2023
111572
FOBBE ELECTRIC
NEW POLICE FACILITY THRU 5/1/23 PAY #19
45,042.54
05/23/2023
111573
FORD METRO INC
NEW POLICE FACILITY THRU 5/1/23 PAY #10
7,700.33
05/23/2023
111574
FRONING, ELLA
REIMB: SAFETY FOOTWEAR- WWTP
100.00
05/23/2023
111575
FURTHER
MAY 2023 HSA/FSAADM. FEES
384.00
05/23/2023
111576
FUZE LOGISTICS SERVICES USA INC
4/27 CREEKSIDE FREIGHT TO FERGUSON
600.00
05/23/2023
111577
GALLS LLC
BOOTS, PANTS, BELTS - POLICE
119.58
05/23/2023
111578
GEIKEN'S GUIDE & GUARD LLC
DARE TEACHING -POLICE
1,032.22
05/23/2023
111579
GOLDSCHMIDT, JACOB
REIMB: SAFETY FOOTWEAR- WWTP
130.00
05/23/2023
111580
GOPHER STATE FIRE EQUIPMENT CO
ABC EXTINGUISHER - CREEKSIDE LOADER955
83.08
05/23/2023
111581
GRAINGER
GASKETS, SHELVES, CABINETS - HATS
7,411.76
05/23/2023
111582
GREAT NORTHERN ENVIORNMENTAL LLC
CONTROLLER REPLACEMENT- WWTP
2,939.92
05/23/2023
111583
HAGER JEWELRY INC
PLASTIC MATERIAL, ENGRAVING - REFUSE
31.00
05/23/2023
111584
HANSEN GRAVEL INC
SNOW REMOVAL & SUPPLIES - PARKS
183.50
05/23/2023
111585
HANSON & VASEK CONSTRUCTION
CONCRETE & CURB REPAIRS - STREETS
5,950.00
05/23/2023
111586
HEALTHPARTNERS INC
JUNE MEDICAL INSURANCE
116,573.22
05/23/2023
111587
HENNEN EQUIPMENT INC
TOPTURN PARTS -COMPOST
189.60
05/23/2023
111588
HILLYARD/HUTCHINSON
REPAIR&MAINTSUPPLIES- MULTIPLEDEPTS
863.61
05/23/2023
111589
HIERPE CONTRACTING
GATE VALVE & WATER LINE REPAIRS - STREETS
17,140.50
05/23/2023
111590
HOLT MOTORS INC
DOT INSPECTIONS - PARKS
625.52
05/23/2023
111591
HOME CITY ICE COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
815.06
05/23/2023
111592
HUTCHINSON CENTER FOR THE ARTS
2023 CONTRIBUTION -COMM IMPV
15,000.00
05/23/2023
111593
HUTCHINSON CO-OP
APR FUEL & SERVICES - MULTIPLE DEPTS
6,987.39
05/23/2023
111594
HUTCHINSON FIGURE SKATING ASSOC
MAR -APR 2023 SKATING LESSONS -ARENA
520.50
05/23/2023
111595
HUTCHINSON LACROSSE ASSN
REGISTRATION FEES REIMB - REC
9,605.00
05/23/2023
111596
HUTCHINSON LEGION BASEBALL
REGISTRATION FEES REIMB - REC
7,995.00
05/23/2023
111597
HUTCHINSON UTILITIES
UTILITIES 4/1 - 5/1'23
77,062.16
05/23/2023
111598
HUTCHINSON UTILITIES
ANNUAL RNI UPGRADE - WWTP & WATER
6,701.21
05/23/2023
111599
HUTCHINSON WHOLESALE #1550
EQUIPMENT PARTS - MULTIPLE DEPTS
474.41
05/23/2023
111600
HUTCHINSON WHOLESALE #1551
COMP FITTINGS, BATTERY - COMPOST
453.72
05/23/2023
111601
HUTCHINSON WHOLESALE #1552
TIE DOWNS- PARKS
47.97
05/23/2023
111602
HUTCHINSON WHOLESALE #2520
LICENSE PLATE LIGHTS - FIRE
21.38
05/23/2023
111603
HUTCHINSON, CITY OF
CONCESSIONS START-UP CASH
1,685.00
05/23/2023
111604
HUTCHINSON, CITY OF
APR 2023 STORM DRAINAGE
7,288.44
05/23/2023
111605
INTERSTATE BATTERY SYSTEM MINNEAPOL
BATTERIES - HATS
1,307.60
05/23/2023
111606
ISD #423
FEB & MAR CLASSES - COMM ED & REC
12,011.99
05/23/2023
111607
ISD423/PRCE
BROCHURE PAGES & POSTAGE - PRCE
2,552.67
05/23/2023
111608
JLR GARAGE DOOR SERVICE
REPLACE SPRINGS - POLICE
552.00
05/23/2023
111609
JOHNSON BROTHERS LIQUOR CO
COST OF GOODS SOLD - LIQUOR HUTCH
14,574.45
05/23/2023
111610
KERI'S CLEANING & HANDYMAN SERVICES
APR CLEANING - POLICE
3,200.00
05/23/2023
111611
KOSTERS, MICHAEL
REIMB: SAFETY FOOTWEAR - COMPOST
225.00
05/23/2023
111612
KRANZ LAWN & POWER
16" BAR- STREETS
46.99
05/23/2023
111613
KRIPPNER, HAYLI
UB refund for account: 2-350-8200-0-03
10.60
05/23/2023
111614
KRUGERUD, MARY
UB refund for account: 2-640-5300-1-03
40.12
05/23/2023
111615
L & P SUPPLY CO
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
126.31
05/23/2023
111616
LAKETOWN ELECTRIC CORPORATION
BURICH ARENA HVAC THRU 5/1/23 PAY #4
2,280.00
05/23/2023
111617
LAWSON PRODUCTS INC
RETAINING ASST, DOWEL PIN ASST - HATS
1,062.65
05/23/2023
111618
LEFT COAST LOGISTICS
TRUCK LOAD OF NURSERY PRODUCT - PARKS
1,650.00
05/23/2023
111619
LEITHER, EUGENE
UB refund for account: 3-275-4930-6-00
46.94
05/23/2023
111620
LUMINAIRE ENVIRONMENTAL & TECH
LIGHT BULBS RECYCLING -ARENA
218.20
05/23/2023
111621
LYNDE & MCLEOD INC
APR YARDWASTE - COMPOST
889.50
05/23/2023
111622
MACQUEEN EQUIPMENT
KUNKLE VALVE - HATS
947.28
05/23/2023
111623
MADDEN GALANTER HANSEN LLP
APR LABOR RELATIONS SERVICES
60.00
05/23/2023
111624
MAGNUSSON, RICHARD RYAN
REIMB: SAFETY FOOTWEAR- PARKS
195.49
05/23/2023
111625
MANKATO DOMEBALL
FASTPITCH TOURN REGISTRATION - REC
450.00
05/23/2023
111626
MARCO TECHNOLOGIES LLC
APR/MAY CONTRACTS - MULTIPLE DEPTS
1,780.30
05/23/2023
111627
MARCO TECHNOLOGIES LLC
APR/MAY CONTRACTS - MULTIPLE DEPTS
1,326.02
05/23/2023
111628
MARTIN-MCALLISTER
PUBLIC SAFETY ASST: K RAU - POLICE
625.00
05/23/2023
111629
MAVERICK WINE
COST OF GOODS SOLD - LIQUOR HUTCH
1,500.66
05/23/2023
111630
MCKIMM MILK TRANSIT
5/1 CREEKSIDE TO BFG SUPPLY, ST PAUL
420.68
05/23/2023
111631
MCLEOD COUNTY RECORDER
USE PERMIT, RESOLUTION - MULTIPLE DEPTS
92.00
05/23/2023
1111632
1 MCMA
5/1/23-4/30/24MEMBERSHIP -ADMIN
1 179.11
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE FROM 5/10/23 - 5/23/23
Check Date
------------------
05/23/2023
Check
--------------------
111633
Vendor Name
--------------------------------------------------------
MENARDS HUTCHINSON
Description
REPA--------MINT-------------ULTI-----DEPT-----------------------------
REPAIR & MAINT SUPPLIES -MULTIPLE DEPTS
Amount
------------18.0 -
718.01
05/23/2023
111634
MESERB
2022 FALL CONF - WWTP
300.00
05/23/2023
111635
MESSNER, SANDRA
HEM PANTS- POLICE
20.00
05/23/2023
111636
MID CENTRAL DOOR
NEW POLICE FACILITY THRU 5/1/23
191.55
05/23/2023
111637
MINI BIFF
NEW POLICE FACILITY THRU 5/1/23
417.67
05/23/2023
111638
MINNESOTA COUNTY ATTORNEY ASSN
FORMS -POLICE
44.00
05/23/2023
111639
MINNESOTA STATE COMMUNITY & TECHNIC
MOORHEAD FIRE SCHOOL
750.00
05/23/2023
111640
MINNESOTA VALLEY TESTING LAB
LAP SAMPLE TESTING - WWTP
339.00
05/23/2023
111641
MIRAN CREEK FURNITURE INC
NEW POLICE FACILITY THRU 5/1/23 PAY #5
30,452.63
05/23/2023
111642
MIRAN CREEK FURNITURE INC
NEW POLICE FACILITY THRU 5/1/23
1,255.00
05/23/2023
111643
MOLDESTAD, KATE
UB refund for account: 2-605-3550-6-00
8.04
05/23/2023
111644
MTI DISTIBUTING INC
FUEL CAPS - PARKS
91.22
05/23/2023
111645
MUETZEL, BRUCE
REIMB: MMBACONF- LIQUOR HUTCH
153.27
05/23/2023
111646
NARTEC INC
METH TEST AMPULES - POLICE
188.10
05/23/2023
111647
NILES, JIM
REIMB:MMBACONF- LIQUOR HUTCH
153.27
05/23/2023
111648
NORTHERN STATES SUPPLY INC
BACKPACK SPRAYER, BINS - STREETS
620.90
05/23/2023
111649
NUVERA
MAY PHONE SERVICES - MULTIPLE DEPTS
6,292.61
05/23/2023
111650
ODP BUSINESS SOLUTIONS LLC
PENCILS, FOLDERS - STREETS
101.51
05/23/2023
111651
ODRA LLC
PINS, BRACKETS, WIPER, SKIRT-STORMWATER
935.46
05/23/2023
111652
PAAPE DISTRIBUTING COMPANY
BURICH ARENA HVAC THRU 5/1/23 PAY #1
22,994.75
05/23/2023
111653
PAUSTIS WINE COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
2,266.00
05/23/2023
111654
PEOPLEREADY INC
CREEKSIDE TEMP STAFFING
3,114.00
05/23/2023
111655
PHILLIPS WINE & SPIRITS
COST OF GOODS SOLD - LIQUOR HUTCH
14,159.90
05/23/2023
111656
POMP'S TIRE SERVICE INC
TANKER 6TIRES -ALL TEN - FIRE
4,870.86
05/23/2023
111657
POSTMASTER
JUNE SR NEWSLETTER - SR CTR
126.00
05/23/2023
111658
POSTMASTER
POSTAGE - UB BILLING
1,690.00
05/23/2023
111659
PREMIUM WATERS
MAY SERVICE - PARKS
10.00
05/23/2023
111660
PRO AUTO MN INC
VEHICLE REPAIRS - MULTIPLE DEPTS
1,161.14
05/23/2023
111661
PROSOURCE SPECIALTIES LLC
WOODEN PENCILS - POLICE
338.49
05/23/2023
111662
QUALITY FLOW SYSTEMS
REPLACEMENT PUMP FOR PERM #1 - WWTP
24,748.00
05/23/2023
111663
QUILL CORP
LINERS - PARKS
467.94
05/23/2023
111664
REINDERS
HERBICIDE, MOJAVE, PESTICIDE - PARKS
3,801.56
05/23/2023
111665
REINER ENTERPRISES INC
CREEKSIDE FREIGHT TO MULTIPLE LOCATIONS
7,847.86
05/23/2023
111666
RITTER, MIKE
UB refund for account: 3-287-2450-1-03
48.42
05/23/2023
111667
ROGOTZKE, AMY
SPRING GYMNASTICS INSTRUCTION, REIMB - REC
1,690.00
05/23/2023
111668
ROLLING FORKS VINEYARDS
COST OF GOODS SOLD - LIQUOR HUTCH
528.00
05/23/2023
111669
RUETER, RAMONA
REIMB: MMBACONF- LIQUOR HUTCH
153.27
05/23/2023
111670
RUNNING'S SUPPLY
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
122.72
05/23/2023
111671
SAM'S TIRE SERVICE
SWAP TIRES BETWEEN LOADERS -COMPOST
1,097.76
05/23/2023
111672
SCHERER & SONS TRUCKING INC
CREEKSIDE FREIGHT TO MULTIPLE LOCATIONS
1,800.00
05/23/2023
111673
SCHMIDT, MATT
REIMB: FDICCONFINDIANAPOLIS - FIRE
86.36
05/23/2023
111674
SCHUFT, LESTER
UB refund for account: 2-635-2130-0-00
123.01
05/23/2023
111675
SCHWICKERT'S TECTA AMERICA LLC
REPAIR LEAKS - MULTIPLE DEPTS
3,976.14
05/23/2023
111676
SHAW, KAREN
APR CLASSES - SR CTR
180.00
05/23/2023
111677
SHI INTERNATIONAL CORP
SIGNATURE TERMINAL - BLDG INSPEC
91.10
05/23/2023
111678
SHORT-ELLIOT-HENDRICKSON INC
VARIOUS PROJECTS/CITY ENGINEERING SERVICES - ENG
13,040.00
05/23/2023
111679
SJF MATERIAL HANDLING INC
RACKS, DECK - WWTP
1,679.40
05/23/2023
111680
SMALL LOT MN
COST OF GOODS SOLD - LIQUOR HUTCH
419.48
05/23/2023
111681
SOUTHERN WINE & SPIRITS OF MN
COST OF GOODS SOLD - LIQUOR HUTCH
18,810.32
05/23/2023
111682
ST CLOUD REFRIGERATION INC
BURICH ARENA HVAC THRU 5/1/23 PAY #6
32,757.43
05/23/2023
111683
STANDARD PRINTING-N-MAILING
POSTAGE & SUPPLIES - MULTIPLE DEPTS
925.27
05/23/2023
111684
STAPLES ADVANTAGE
OFFICE SUPPLIES - MULTIPLE DEPTS
940.88
05/23/2023
111685
STAR TRIBUNE
MAY'23 - MAY'24 SUBSCRIPTION - WWTP
236.50
05/23/2023
111686
STOLTZ, MICHAEL
UB refund for account: 1-924-2890-1-01
109.60
05/23/2023
111687
STURGES, MATT
REIMB: FDIC CONF INDIANAPOLIS- FIRE
61.83
05/23/2023
111688
SUMMER LAKES BEVERAGE LLC
COST OF GOODS SOLD - LIQUOR HUTCH
708.75
05/23/2023
111689
SUNRISE SPECIALTY CONTRACTING INC
NEW POLICE FACILITY THRU 5/1/23
850.00
05/23/2023
111690
TBS FACTORING SERVICE LLC
CREEKSIDE FREIGHT TO MULTIPLE LOCATIONS
1,400.00
05/23/2023
111691
TERMINAL SUPPLY CO
CABLE TIES, CONNECTORS, CLAMPS - HATS
174.02
05/23/2023
111692
THOMSON REUTERS-WEST
SUBSCRIPTION CHARGES - MULTIPLE DEPTS
1,421.12
05/23/2023
111693
TOWMASTER INC
COUPLINGS, BOLTS, NUTS -STREETS
430.20
05/23/2023
111694
TRACY, JOSEPH & ELLEN
UB refund for account: 3-486-4320-3-00
30.94
05/23/2023
111695
TRAVIS,JOHN
REIMB: FDICCONFINDIANAPOLIS - FIRE
60.63
05/23/2023
111696
TRI COUNTY WATER
BOTTLE WATER DELIVERY - POLICE
86.50
05/23/2023
1111697
1 UNITED FARMERS COOP
DYED FUEL - HATS
19,177.05
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE FROM 5/10/23 - 5/23/23
Check Date
------------------
05/23/2023
Check
--------------------
111698
Vendor Name
--------------------------------------------------------
UNUM LIFE INSURANCE CO OF AMERICA
Description
J U N E------I INSURANCE ---------------------------------------------------------------
DUNE LIFE INSURANCE
Amount
-----------------1
1,992.81
05/23/2023
111699
USA BLUE BOOK
LITEBOXES - WWTP
772.60
05/23/2023
111700
VALLEY ASPHALT PRODUCTS INC
WINTER MIX ASPHALT - STREETS
2,128.00
05/23/2023
111701
VERTIV CORPORATION
UPS HARDWARE SUPPORT- IT
2,100.00
05/23/2023
111702
VIKING BEER
COST OF GOODS SOLD - LIQUOR HUTCH
17,127.60
05/23/2023
111703
VIKING COCA COLA
COST OF GOODS SOLD - LIQUOR HUTCH
666.45
05/23/2023
111704
VIKING SIGNS & GRAPHICS INC
SIGNS, WINDOW TREATMENT- MULTIPLE DEPTS
1,024.88
05/23/2023
111705
VOS CONSTRUCTION INC
NEW POLICE FACILITY THRU 5/1/23
3,310.00
05/23/2023
111706
WASTE MANAGEMENT OF WI -MN
REFUSE TAKEN TO LANDFILL
15,948.60
05/23/2023
111707
WATER CONSERVATION SERVICE INC
LEAK LOCATE - WATER
768.73
05/23/2023
111708
WELCOME NEIGHBOR
NEW RESIDENT VISITS - LIQUOR HUTCH
60.00
05/23/2023
111709
WEST CENTRAL SANITATION INC
APR REFUSE - MULTIPLE DEPTS
55,197.49
05/23/2023
111710
WINE COMPANY, THE
COST OF GOODS SOLD - LIQUOR HUTCH
1,649.55
05/23/2023
111711
WINE MERCHANTS INC
COST OF GOODS SOLD - LIQUOR HUTCH
4,428.54
05/23/2023
111712
WINN EXTERIORS LLC
INSTALL GUTTERS, DOWNSPOUTS - WWTP
475.70
05/23/2023
111713
WM MUELLER & SONS
ASPHALT, SAND - STREETS
3,818.59
05/23/2023
111714
WOOD & RUE PLLP
COURT FILE #43-CR-22-996 REVIEW - LEGAL
112.00
05/23/2023
111715
YAMRY CONSTRUCTION
NEW POLICE FACILITY THRU 5/1/23 PAY#11
2,928.95
05/23/2023
1111716
ZUMMACH, ADELINE
UB refund for account: 3-436-2150-7-00
26.98
Total - Check Register A:
$ 1,196,910.24
Department Purchasing Card Activity - April 2023
Date
Department
Vendor Name
Description
Amount
4/30/2023
ADMIN
ARBYS
Lunch on the way home on Friday of the MCMA Conference
12.50
4/6/2023
CREEKSIDE
SPS COMMERCE
Mar 2023 SPS fee; UH & Bomgaars
278.05
4/7/2023
CREEKSIDE
CASH WISE FOODS
Breakroom coffee
23.44
4/7/2023
CREEKSIDE
CASH WISE FOODS
Office coffee
23.44
4/23/2023
CREEKSIDE
US COMPOSTING COUNCIL
Int'I Compost Week posters
107.50
4/26/2023
CREEKSIDE
US COMPOSTING COUNCIL
MN Compost Council membership dues
175.00
4/27/2023
CREEKSIDE
AMAZON
Laura L webcam
69.99
4/7/2023
EDA
TARGET
Cleaning supplies for incubator
12.91
4/9/2023
EDA
OFFICE DEPOT
Name tags & markers
13.42
4/11/2023
EDA
CARIBOU COFFEE CO
Coffee for meeting
38.72
4/12/2023
EDA
CASH WISE FOODS
Snacks for HR Roundtable meeting
15.68
4/18/2023
EDA
EMERY'S LAWN CARE
Roll -off dumpster for Rannow Property (Shopko TIF District)
534.25
4/19/2023
EDA
ASHLEY HOMESTORE
Replacement table & chairs for kitchen
506.95
4/20/2023
EDA
MUDDY COW HUTCHINSON
Lunch for Finance Team meeting
160.28
4/26/2023
EDA
SUBWAY
Lunch for EDA Board meeting
83.37
4/27/2023
EDA
CROW RIVER SIGNS
Signage for TigerPath Conference
156.00
4/2/2023
FINANCE
AMAZON
City Center- paper coffee cups
74.07
4/12/2023
FINANCE
AMAZON
City Center- heavy duty stapler
26.45
4/16/2023
FINANCE
AMAZON
EDA - Electric stapler
36.29
4/19/2023
FINANCE
AMAZON
CityCenter- notebooks
14.98
4/19/2023
FINANCE
WM SUPERCENTER
City Center- Soda for vending machine
61.04
4/28/2023
FINANCE
AMAZON
City Center - pens
15.95
4/30/2023
FINANCE
EZBUSINESS FEE
Credit Card Service Fee
15.00
4/6/2023
FIRE
HARD WATER SPORTS
Swift Water Training class registration - cancelled; getting refund
100.70
4/6/2023
FIRE
CASH WISE FOODS
Station coffee supplies, cases of water, kitchen supplies
163.32
4/6/2023
FIRE
WM SUPERCENTER
Station coffee supplies
33.72
4/17/2023
FIRE
AIRBNB
Lodging for 4 attendees for FDIC conf in Indianapolis IN
901.24
4/26/2023
FIRE
FDIC/JEMS
FDIC Conference registration for 4
329.00
4/28/2023
FIRE
LOVE'S
Fuel for carpool vehicle for FDIC Conference
76.99
4/30/2023
FIRE
PILOT
Fuel for carpool vehicle for FDIC Conference
70.51
4/2/2023
IT
AMAZON
Patch Cables for New PD Network
69.28
4/2/2023
IT
AMAZON
Label Tape
13.99
4/5/2023
IT
AMAZON
Monitor stands for new PD
199.78
4/5/2023
IT
SILLWORKS LTD
Server hard drives
2,144.70
4/5/2023
IT
INTERNATIONAL TRANS FEE
Server hard drives
64.33
4/5/2023
IT
AMAZON
Patch Cables for New PD Network
37.74
4/6/2023
IT
AMAZON
Server SAS Controller
93.06
4/7/2023
IT
AMAZON
Fiber Patch Cables for New PD Network
35.80
4/9/2023
IT
AMAZON
USB Flash Drives
51.98
4/9/2023
IT
NEWEGG
PC Hard Drive
113.26
4/12/2023
IT
AMAZON
Fiber Patch Cables for New PD Network
16.30
4/14/2023
IT
NEWEGG
NAS Hard Drives
1,100.27
4/17/2023
IT
AMAZON
Dual Monitor Stand Kschlangen
32.99
4/17/2023
IT
AMAZON
Marking Tape Switch
14.99
4/20/2023
IT
AMAZON
Display Port Adapters
69.96
4/21/2023
IT
AMAZON
Rack Mount Server Rails New PD
58.00
4/21/2023
IT
BLACK ICE SOFTWARE INC
Tiff Printer
56.24
4/24/2023
IT
AMAZON
Cell Phone Chargers
29.86
4/24/2023
IT
AMAZON
Iphone Case Jbeck
11.99
4/2/2023
LIQUOR HUTCH
FACEBOOK
FB advertising
83.62
4/7/2023
LIQUOR HUTCH
AMAZON
Breakroom supplies Paper plates
53.06
4/12/2023
LIQUOR HUTCH
MENARDS HUTCHINSON
Cleaning supplies
140.89
4/13/2023
LIQUOR HUTCH
ACE HARDWARE - 1315
Cooler slide repair supplies
2.68
4/16/2023
LIQUOR HUTCH
RITE INC
Monthly POS software maintenance fee
273.81
4/16/2023
LIQUOR HUTCH
MENARDS HUTCHINSON
Replacement batteries
12.49
4/21/2023
LIQUOR HUTCH
AMAZON
Bathroom Tissue
66.47
4/23/2023
LIQUOR HUTCH
AMAZON
Cash register receipt tape
75.50
4/23/2023
LIQUOR HUTCH
AMAZON
Shelf tag vinyl backing
75.46
4/25/2023
LIQUOR HUTCH
AMAZON
Air compressor for computer cleaning
30.25
4/25/2023
LIQUOR HUTCH
AMAZON
Misc store supplies
344.78
4/28/2023
LIQUOR HUTCH
CONSTANTCONTACT.COM
Email blast advertising
70.00
4/5/2023
PARK & REC
GREEN LAKE CRUISES LLC
Senior Trips - Green Lake Cruise
659.00
4/5/2023
PARK & REC
OUTDOOR MOTION BIKE SHOP
Bike Fleet Project - Bike Tools + Equipment
362.97
4/5/2023
PARK & REC
PARAMOUNT CENTER FOR THE ARTS
Senior Trips - Legally Blonde Tickets
793.00
4/5/2023
PARK & REC
AMAZON
Corn Hole Bag Sets + Corn Hole Scoreboard for Senior Center
63.97
4/7/2023
1 PARK & REC
IAMAZON
Corn Hole Boards for Senior Center
1 246.94
Department Purchasing Card Activity - April 2023
Date
Department
Vendor Name
Description
Amount
4/12/2023
PARK & REC
WHENIWORK.COM
Employee Scheduling Software
84.00
4/14/2023
PARK & REC
AMAZON
Bicycle Spokes for Bike to School Event
10.88
4/17/2023
PARK & REC
COYOTE MOON GRILLE
Senior Trips - Coyote Moon Plated Dinner Meals (24 participants)
411.84
4/18/2023
PARK & REC
SWWC SERVICE COOPERATIVE
Playground Safety, Beachers and Sports Field Training - Sara Witte
30.00
4/18/2023
PARK & REC
MIAMA
MIAMA Spring Workshop - Randy, Christina, Patrick
105.00
4/19/2023
PARK & REC
AMAZON
Iphone Charger+ Iphone Screen Protector
20.97
4/19/2023
PARK & REC
AMAZON
Batteries, Sticky Notes, Pens, Mouse Pads
94.10
4/20/2023
PARK & REC
AMAZON
Tape Measure Reel (2)
113.98
4/20/2023
PARK & REC
AMAZON
Otterbox Iphone Case
39.95
4/20/2023
PARK & REC
AMAZON
Corn Hole Boards for Senior Center
124.23
4/21/2023
PARK & REC
AMAZON
Bicycle Spokes for Bike to School Event
47.52
4/26/2023
PARK & REC
TEAM SIDELINE
Scheduling Software for Recreation Leagues
499.00
4/27/2023
PARK & REC
AMAZON
Softballs for PRCE Softball Program
2,579.55
4/30/2023
PARK & REC
ST PAUL SAINTS BASEBALL
Senior Trips - St. Paul Saints Game - 40 tickets + Picnic
823.93
4/9/2023
PLANNING
AMAZON
Faucet spray valve
39.98
4/5/2023
POLICE
AMAZON
Sheet protectors
26.95
4/9/2023
POLICE
WALMART.COM
File folders
156.55
4/13/2023
POLICE
PHILIPS MEDICAL SYSTEMS
Defib supplies
48.75
4/16/2023
POLICE
MCDONALD'S
Gifferson/Ament training meal
21.75
4/16/2023
POLICE
HOLIDAY STATIONS
Fuel
34.69
4/16/2023
POLICE
HOLIDAY INN
Training lodging
442.65
4/17/2023
POLICE
LITTLE ANGIES CANTINA & GRILL
Gifferson Training meal
22.58
4/17/2023
POLICE
LITTLE ANGIES CANTINA & GRILL
Ament Training meal
25.29
4/20/2023
POLICE
POST BOARD LICENSING
Post license renewal
540.00
4/20/2023
POLICE
COURTYARD BY MARRIOTT
Training lodging
414.47
4/28/2023
POLICE
AMAZON
Magnetic board magnets
152.83
4/30/2023
POLICE
AMAZON
Name tape
34.96
4/5/2023
PUBLIC WORKS
J L MATTHEWS CO
Fiberglass Pole Tool Kit for Wetwell Cleaning
112.50
4/5/2023
PUBLIC WORKS
AMAZON
Pole saw scabbard
31.89
4/5/2023
PUBLIC WORKS
AMAZON
Manhole pick mounting clamps x 6 pks
65.70
4/6/2023
PUBLIC WORKS
AMAZON
Fiberglass Tool Kit for Cleaning Wetwells
470.74
4/7/2023
PUBLIC WORKS
UPS BATTERY CENTER LTD
Replacement Batteries for UPSs
67.81
4/13/2023
PUBLIC WORKS
SHERRILLTREE
Arborist Equipment
237.96
4/14/2023
PUBLIC WORKS
KTEC E-STORE
Ladder Rack for Mech. Service Truck
1,018.31
4/21/2023
PUBLIC WORKS
CAMBRIA HOTEL
Jerome & Tim Hotel Room American Public Works Association Trip
698.05
4/21/2023
PUBLIC WORKS
CAMBRIA HOTEL
Nick & Josh Hotel Room American Public Works Association Trip
642.56
4/21/2023
PUBLIC WORKS
SHELL OIL
Gas for American Public Works Association Trip
56.08
4/23/2023
PUBLIC WORKS
ATYOURPACEONLINE.COM
32 Contact Hrs for Eric L Water License
225.00
4/23/2023
PUBLIC WORKS
GOLDSTAR PRODUCTS INC
Asphalt Primer Buckets
3,609.50
4/25/2023
PUBLIC WORKS
IDN-H HOFFMAN
Cold Storage
890.90
4/30/2023
PUBLIC WORKS
NEOTREKS
Tablet Protection & PlowOps Subscription
420.00
Total P-Cards:
1
1
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27,193.57
M HUTCHINSON CITY COUNCIL
Request for Board Action
2022 Year End Report
Agenda Item:
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff ❑�
Communications, Requests
Time Requested (Minutes): 5
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
City staff is happy to present to the City Council our third annual comprehensive annual city
report for the year ending 2022. The intent of this report is to measure the City's "performance"
on an annual basis. Information contained within the report is data and information from January
1 to December 31, 2022.
The report is really a collection of department year end reports into one document. It is our goal
to build upon this report in the years to come. Staff is always open for thoughts and
recommendations from the City Council to build upon this report.
BOARD ACTION REQUESTED:
No action. Presentation of the year-end report.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No 0
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
2022 ANNUAL
REPORT
HUT=ON
CITY OF HUTCHINSON
2022 ANNUAL REPORT
TABLE OF CONTENTS
OVERVIEW 2
EXECUTIVE SUMMARY
3
Our Story
5
Broad Indicators
7
Community Surveys
12
Organization of the City
15
Grants and Donations
16
City Partnerships
18
Awards and Recognitions
24
DEPARTMENTS
Administration
25
Economic Development
30
Finance
53
Fire
59
Housing & Redevelopment Authority
67
Human Resources
78
Information Technology (IT)
83
Legal
86
Parks/Recreation/Community Education
91
Planning/Zoning/Building
121
Police
128
Public Works
142
2022 Annual Report
Overview
The City of Hutchinson's Annual Report provides an overview of the services provided over the
previous year. This report is attempting to measure the 'performance" of the City on an annual basis.
All data and information referenced is accurate from January 1, 2022 through December 31, 2022. To
the extent possible, information is compared with the previous year(s) to provide a base from which
to measure services and accomplishments.
Organization of Report
This annual report is arranged according to the City's organizational department model, with data
reported by the major departments within the City. This report is intended to show:
• Alignment of City services with the City's Core Values (end statements), Mission Statement
and Vision Statement
• Priorities within the annual budget
• Trend data impacting City services
Limitations of Performance Measure
Applying performance measure in the public sector presents a number of limitations:
• Information can be subjective and highly dependent upon each individuals source used
• There is no single measure of success, such as profit in the private sector
• Data is not all-inclusive, a precise science, a quick fix nor the only tool available for decision -
making
Even with these limitations, there is still a need to measure performance and develop standards for
comparing Hutchinson to other cities. The City has historically used the other 18 outstate small
regional centers' as market comparisons for a variety of data points.
Performance measurement can mean different things to different people. One of the goals of this
report is to tell a story about whether or not the City and its activities are achieving the objectives of
and if progress is being made toward attaining city policies and/or goals. Another goal of this report is
to provide the Hutchinson City Council with information to help them determine if their desired results
are being accomplished.
1 Albert Lea, Alexandria, Austin, Bemidji, Brainerd, Cloquet, Fairmont, Faribault, Fergus Falls, Hibbing, Marshall, New Ulm,
Northfield, Owatonna, Red Wing, Willmar, Winona, Worthington
2
2022 Annual Report
Executive Summary
I'm pleased to present to you the third annual City of Hutchinson Annual Report. It is the City's
intention to produce this report on an annual basis so that the City Council, residents and businesses
of Hutchinson can be informed of and engaged in city services and the measurement of how the City
is performing. We continue to build upon this report and have a goal of showing more "performance -
related" measures in the future. This report still doesn't necessarily tie performances into the City's
core values (end statements) with a goal to build upon that in future reports.
As I look back, it continues to be an interesting time in local government. While 2021 was a year of
hope with building towards the future, 2022 was a year in which we strengthen our position as one of
the most attractive small -regional centers in outstate Minnesota. While the "State of the City"
continues to remain healthy, I believe there are challenging times ahead. As we look to deal with high
inflation, high construction costs, and delays in supplies and materials, the City is likely to face some
challenges in the next year or years. But as we have in the past, I expect our staff and this
community to find a way to weather the storm. While things may get challenging, there is still a lot to
be excited about and I look forward to what's in store.
The City's average monthly unemployment rates continue to remain low with an average monthly rate
of 2.3% in 2022. These rates continue to remain in line with the State (2.2%) and below the Federal
(3.7%) percentages. Vacancy rates for our market rate rental units also continue to be at historic
lows and our median sales price of our residential homes continue to rise, having increased from
$215,400 last year to $262,4502 in 2022, the tenth straight year of an increase. While home resales
have slowed down a little bit, home foreclosures (lack thereof) continue to remain low. Higher
interest rates along with high construction costs and a delay in materials have slowed down new
housing construction. With that being said, we still issued 24 building permits for new homes in 2022,
representing the ninth straight year where we have issued 20 or more new home permits, but down
from 35 that were issued in 2021.
2022 also brought the conclusion of units 5-7 (last phase) at Century Court West Townhomes. The
completion of the townhomes moved our total to at least 292 new rental units opening up over the
past six years. Along with the rental units, we have built over 175 new homes over the past six years
and the 2020 census showed our population increased by 419 people to 14,599 (3% from 2010) with
our 2021 estimate coming in at over 14,700. Along with new housing, we saw several new businesses
open up in town including Harbor Freight, Buff City Soap, and River House Kitchen and Drinks to
2 Source: Minneapolis Area Realtors
name a few with several others doing remodels or expansions. MITGI bought the old Shopko building
downtown and is in the middle of remodel and several of our manufacturers also expanded in 2022.
Along with private investments, West Elementary and Burich Arena were also remodeled in 2022. The
City has added over $275 million in new value to the community over the past 6 years as well, and
we are anticipating continued growth in the next year.
2023 looks to be just as exciting as 2022 and should continue the recent trend of investments within
the community. 2023 should see the completion of the Civil Air Patrol facility and the Due North Car
Wash. The City is also expecting work to finish on the new police station in the spring of 2023. We
are also hoping that MITGI's remodel will be completed next year and that work will begin on the
remodeled Gold Coin and Jurgenson Hotel along with the start of construction on the Uptown Grand
apartment project. The City will continue to market the Industrial Park and we are hoping that some
of the work that is taking place with our growth area study will spark interest in additional
commercial/industrial or residential growth. We anticipate continued growth in new home
construction, but at a potential slower pace than past years due to the challenges associated with
higher interest rates and higher construction costs.
One of the goals I have for this City is for it to be the best and most attractive small regional center in
outstate Minnesota. In an effort to be the most attractive small regional center, it is our responsibility
to create an atmosphere that is conducive for growth and achievement throughout the community.
This report is a culmination of the effort staff put forth in 2022 in providing quality services hopefully
at a cost of government similar to, or less than, comparable outstate regional centers. As we look to
the year ahead of us, I know this community will continue to be resilient and I strongly believe that
the year ahead of us will be better than the previous. There is a lot to be excited about and I look
forward to what the future holds!
Matt Jaunich
City Administrator
2022 Annual Report
Our Storer
In late 2019, the City of Hutchinson embarked on a community branding initiative, along with a
marketing strategy to assist city staff and elected officials in promoting the city of Hutchinson to new
residents and young families along with prospective businesses and developers. The study was to
provide insights regarding current perceptions of the City and help to drive the recruitment of new
residents and young families; energize current residents and instill a sense of pride of the community;
and position the City as a desirable place for relocation and redevelopment to increase new resident
attraction and economic growth. Below is the City's brand story or message.
Brand Messacie
On a late November afternoon standing on the crest of a hill overlooking the Crow River, three
Hutchinson brothers knew they had found what they had been looking for: the perfect place to
establish a community that stood for the values and human rights they had been expounding for
years through their popular music. Only now they could actually put those lyrics into practice by
advocating for principles, such as the abolition of slavery and women's equal rights through laws
enacted on the town's very first day. So it was, long before the rest of the country would come
around to their forward -thinking ideas, Hutchinson, Minnesota established a reputation for blazing
trails as a town ahead of its time.
More than 160 years later, Hutchinson still stands apart as a city with a vision for the future. A city
that thinks and acts differently because of its solid commitment to plans and decisions that first and
foremost improve the quality of life — the economic, physical, social, emotional and environmental
wellness for all its residents, workers and visitors.
Like the Crow River, generations of wisdom have flowed through this area's rich history, gleaning and
drawing deeply from its abundant woods, wildlife and surrounding lakes. Here is a community shaped
not only by the natural beauty and forces that come together only here in this part of rural
Minnesota, but also by its legacy and its people.
Somewhere between small town and big city, farm community and metropolis, lies Hutchinson.
Though a small town by some standards, it's more big city in its vision for the future and ability to get
things done. You'll find small town charm in its historic downtown where quaint shops, local
businesses, a cozy coffee shop and restaurants line Main Street. But you'll also find big city appeal in
an exceptional school system and a vibrant arts and cultural community that includes the Hutchinson
Center for the Arts, Hutchinson Theater Company, the Minnesota Pottery Festival, Orange
Spectacular, Minnesota Garlic Festival and celebrated RiverSong Music Festival.
A friendly, personalized, supportive approach to doing business, more indicative of a small-town
welcoming spirit is alive and well in this community. Yet, it's also recognized as a pioneering, highly
productive, forward -thinking manufacturing, agricultural and industrial regional hub that finds creative
ways of working with new businesses and entrepreneurs. In fact, Hutchinson is already preparing
tomorrow's workforce today with the state's most ambitious skilled workforce development initiative,
TigerPath, where high school students discover their interests and talents by learning, exploring and
building career and technical skills.
Some cities talk. Hutchinson acts. Wasting no time doing things "because that's the way it's always
been done", over the years the city's leaders have seen the opportunity in challenges instead, acting
decisively on the most efficient, effective solution for all. The fact that they hatched the idea of selling
their own compost is certainly testament to that.
Much can be owed to a local spirit of cooperation and collaboration. And the ability to discern what is
worth saving, such as the State Theater, and what can fall away. Hutchinson is a micropolitan that
has managed to balance growth with preservation. Where development doesn't compromise its
cultural or environmental character. The downtown redevelopment project is a great example of that,
going forward even in the midst of challenging times.
Just as the Hutchinson brothers first recognized, the city's abundant natural resources and beauty
greatly add to a higher quality of life. With hiking, biking and snowmobiling trails, such as the Luce
Line Trail, walking paths, a wildlife sanctuary and access to fishing, boating, kayaking and water
sports on the area's more than 50 lakes, there are ample opportunities to experience Minnesota's
great outdoors right out your back door. Or, as a great escape from bigger cities.
Here you'll find a community confident in itself and its direction. Unwavering in its focus and sense of
mission. With a way of thinking about the world that inspires them to set their sights on noble and
bold, but also achievable goals. This is a city whose marching orders are clear: to serve its people,
commerce and industry with a clear focus, staying on point with intention and purpose. Charting a
better course for the future while still cherishing what is right before us.
The City of Hutchinson
A City On Purpose
MISSION STATEMENT
The City of Hutchinson exists so that
residents, businesses, property owners and
visitors are provided with quality services
and programs that support a safe, healthy,
sustainable and business friendly community
with a small-town atmosphere, for a cost of
government similar to, or less than,
comparable out -state Minnesota Cities
6
VISION STATEMENT
Our vision for the City of Hutchinson is that
we will continue to be an involved,
progressive and innovative community that
promotes our regional prominence while
preserving our hometown character and
delivering quality, cost-effective services
2022 Annual Report
Broad Indicators
Assessed Market Value
One of the most significant indicators of Hutchinson's success is demonstrated in the consistent
growth in total assessed market value.
$1,600,000,000
$1,500,000,000
$1,400,000,000
$1,300,000,000
$1,200,000,000
$1,100,000,000
$1,000,000,000
$900,000,000
$800,000,000
$700,000,000
$600,000,000
The total assessed market value of the city increased 15.9% in 2022. Residential values increased
19.8%, commercial/industrial values increased 4.4%, agricultural values increased 17.4%, and
apartments saw an increase at 5.6%. 2022 was the tenth straight year that the assessed market
value of the City increased.
The bottom years of 2012 and 2013 reflect the "great recession" and values have increased 72%
since 2012; an average of 5.7% each year. Current values are at all-time high for the City. The
market value for each year is determined as of January 1 based on prior year sales. It is anticipated
that the 2023 assessed market values will also show an increase.
In recent years the City has tracked it's "Price of Government" as a means to measure local
government affordability. The "Price of Government" involves examining how much residents pay for
all City services compared to the estimated income in the community. This analysis allows the City to
compare how much residents pay for those municipal services on an annual basis and see how that
amount has changed over time.
The graph below shows the City's price of Government since 2000. The price has been stable
throughout the analysis period, but did increase during the recession to its highest level in 2010.
Since 2010, the price has slowly decreased, indicating that personal income is growing at a faster rate
than the cost of city services.
Data is always a year behind due to the lag in the availability of data from the U.S. Bureau of
Economic Analysis. For 2021, Hutchinson Citizens spent 1.5% of each dollar earned on the day to day
operations of the City and 1.0% on the City's enterprise funds. In total, approximately 2.4% of each
dollar earned by Hutchinson citizens was spent on City services.
F- Price of Government for the City of Hutchinson
I (percent of every dollar earned going to pay for City services, excluding Electric and Gas Utilities)
Enterprise Funds Governmental Funds Total
3.5% 3.6%
0 0 3.2% 3.3% 3.3% 3.3% 3.2% 3.2% 3.3% 3.2% 3.2%
2.8% 2.8% 2.8% 2.8% 2.7%
2.4% 2.4%
2.0% 1.9% 1.9% 1.8% 2.1% 2.0% 2.0% 1.8% 1.9% 2.0% 2.0% 1.9% 1.9% 1.9% o
1.8 /0 1.7% 1.7% 1.7% 1.7% 1.6%
1.4% 1.5%
1.0% 1.2% 1.2% 1.4% 1.2% 1.3% 1.3% 1.3% 1.3% 1.5% 1.6% 1.4% 1.3% 1.3% 1.2% 1.2% 1.1 % 1.1 % 1.1 % 1.1 % 1.0% 1.0%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Bond Rating
An important indicate of financial stability is the credit rating assigned by independent rating
agencies.
In 2022, Standard & Poor's (S&P) Rating Services reaffirmed its AA- rating for the City of Hutchinson.
This rating is 4th strongest on S&P's rating scale and identifies the City has having a "stable outlook".
The independent evaluation of a municipalities credit risk is one of the single most important
indicators of prudent financial and administrative management. The evaluation considers many
factors including the local economy, budgetary management, debt load, and budgetary performance.
Fovercy Levels and Household Incuffies-
3 Poverty and household income data was from the 2020 Census information.
H.
The City of Hutchinson monitors poverty levels and household income levels in an effort to gauge the
economic strength of the community. Historically the City has had poverty levels below that of the
State and Regional Center averages. While household incomes have been below that of the state
average, it has remained in the upper third and above average of the outstate regional centers that
Hutchinson compares itself to.
% of Population Below Poverty Level
30.0%
28.0%
25.0%
20.0%
17.7%18.6%19.1%
0
14.2%14.3%14.4% 15.3°/a15.4%16.3%16.3%16.7 /0
15.0%
0 9.9%10.7%11.5%11,7%11.8%
9.3 /o
10.0%
7.2% 7.8% 7.9%
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Median Household Income
$80,000 $73,382
$69, 407
$70,000-$ss,o37
$58,839$57056,085
$60,OOQ 3$54,832$54,572$54,011$51 884$51,36
3$49, 59OS49,402$48, 730$48,6534g,23fi$47,030
$50,000 �5,929 $42,659
$40,000 $36,699$36,250
$30,000
$20,000
$10,000
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City Tax Rates
The following tables show a comparison of city tax rates to other outstate small regional centers. The
first table show's the trend of the City's tax rate since 2011. The second is a comparison of the 2021
tax rates of out -state regional centers. The following tables reflect only the City portion tax levies and
do not include special levies that cities may also certify.
�90.00°/a
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
2010
120.00%
2012 2014 2016 2018 2020 2022
2022 City Tax Rates
100.00% 9s.61�io
81.18%
8 0.0 0 % 74,65%
68.32% 70.32%
58.35°6 58.79`%0 59.80%59.829'0 60.41%60.68%61.16%61.36%62.30%
6 0.00% 513 356 51.68%53.3130
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20.00%
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10
The table down below shows a comparison of Hutchinson's 2022 city tax rate for city services with
other outstate regional centers. Hutchinson's tax rate was the ninth highest out of the 19 regional
centers.
19 Regional Centers
2022 Tax Rate
2021 Tax Rate
1
Cloquet
33.94%
34.02%
2
Alexandria
40.06%
39.08%
3
Winona
41.46%
42.03%
4
Willmar
46.24%
40.52%
5
Bemidji
51.13%
49.19%
6
Faribault
51.68%
52.57%
7
Austin
53.31%
54.16%
8
Fergus Falls
58.35%
55.17%
9
Northfield
59.80%
56.60%
10
Marshall
59.82%
58.90%
11
Hutchinson
60.41%
63.88%
12
Albert Lea
60.68%
60.34%
13
Worthington
61.16%
56.53%
14
Fairmont
61.36%
59.65%
15
Owatonna
62.10%
59.53%
16
Red Wing
68.32%
66.29%
17
Brainerd
70.32%
72.86%
18
New Ulm
81.18%
77.97%
19
Hibbing
95.61%
93.92%
Average of 19 Regional Centers
58.79%
57.54%
2022 Annual Report
Community Surveys
Feedback from the community is also an important measuring tool for the City. The City of
Hutchinson conducts statistically valid community surveys every four years through the National
Community Survey (NCS). The community survey assesses aspects of community life, local
government service quality, and resident participation in community activities. The survey captures
residents' opinions and the results are based on resident perceptions. Overall, the survey describes
areas where the community believes things are going well and sheds lights on the areas that could
benefit from improvement.
When it comes to aspects of making a community livable, attractive and a place where people want
to be, the latest survey (2019) showed that the percentage of residents responding "excellent" or
"good" improved from previous years. The majority of our residents (84%) rated the quality of life in
Hutchinson as excellent or good; 90% rated the city as an excellent or good place to live; 84% rated
Hutchinson as a place to raise children as excellent or good; and 68% viewed Hutchinson as an
excellent or good place to retire.
100.00%
90.00%
80.00%
70.00%
v
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60.00%
v
U
v 50.00%
n.
M
40.00%
r�
30.00%
20.00%
10.00%
0.00%
% of Population Rating Community Characteristics Positively
Overall Quality of Hutchinson as a
Life Place to Live
Characteristics
12
Hutchinson as a
Place to Raise
Children
Hutchinson as a
Place to Retire
2007
2011
2015
Fi 2019
When it comes to how well the government of Hutchinson meets the needs and expectations of its
residents, the latest survey showed that the percentage of residents responding "excellent" or "good"
improved from previous years. The majority of our residents (78%) rated the overall quality of
services provided by the City of Hutchinson as excellent or good; 52% rated the value of services for
taxes paid as excellent or good, the highest on record. 59% rated the overall direction city
government is taking as excellent or good, and 55% viewed confidence in city government as an
excellent or good.
90.00%
80.00%
70.00%
60.00%
au
M
cc 50.00%
u
a)
a
40.00%
c�
30.00%
20.00%
10.00%
0.00%
% of Population Rating General Governance Positively
Services Provided by Value of Services for Overall Direction the Confidence in City
Hutchinson Taxes Paid City is Taking Government
Governance
i 2007
s 2011
■ 2015
■ 2019
When it comes to how well the residents of Hutchinson are connected to the community and each
other, the survey showed that the percentage of residents responding "excellent" or "good" improved
from the previous survey. The 60% of our residents rated the overall sense of community as excellent
or good, while 87% of the residents would recommend living in Hutchinson to someone else and
another 88% planned to remain in the community for the next five years.
-4
100.00%
90.00%
80.00%
70.00%
a
60.00%
c
U
U
v 50.00%
a
on
c
o 40.00%
w
30.00%
20.00%
10.00%
0.00%
% of Population Rating Community Participation Positively
Sense of Community
Would Recommend Planning to Remain in
Hutchinson Hutchinson
Governance
24
■ 2007
02011
s 2015
■ 2019
2022 Annual Report
Organization of the City
The city of Hutchinson is governed by a home rule charter and operates as a Council-
Manager/Administrator form of local government. The city council consist of a mayor and four
designated council seats, all elected at -large. The city council serves as the governing authority in the
"weak mayor -council" form of government. The mayor serves as the chair to the council, but does not
have greater authority than the other council members do. The mayor and council are responsible for
making policy and legislative decisions that govern the City, while relying on the city administrator
and staff to handle the administrative and day-to-day operations of the City.
As chief executive officer, the city administrator is the sole employee of the city council and is
responsible for ensuring the day-to-day operations of the city are being met. The city administrator is
appointed annually by the city council. The city of Hutchinson has approximately 145 regular staff,
who provide residents a wide array of municipal services including administration/legal, finance,
public safety (police & fire), streets, economic development, culture/parks/recreation, engineering,
public improvements, building permits/inspections, planning and zoning, and motor vehicle/DNR
licensing. The City also operates public water, sanitary and storm sewer collection and treatment
utilities, a soils manufacturing/compost business, an off -sale liquor store, and owns a municipal
airport.
Citizens of Hutchinson
Mayor and City Council
Airport Commission
Parks/Recreation/Comm Ed. Advisory Board
Bicycle/Pedestrian Advisory Committee
Planning Commission
Charter Commission
Police Civil Service Commission
City/School/Community Advisory Committee
Senior Advisory Board
Library Board
city
Sustainability Committee
Economic Development Authority (EDA)
Administrator
Utilities Commission
Housing & Redevelopment Authority (HRA)
Economic
Human Resources
Information
Compost
Motor Vehicle
evelopment
F
City Attorney
Technology
DireMor
Supervisor
Manager
Director
Director
Public Works
Police Chief /
Finance
PRCE
Fire
Planning
Liquor Safes
Director &
Director
Director
Chief
Director
Manager
Emergency
City Engineer
Management
Public Works Manager Asst. Fin Director Rec Fadlitiea/Oyer Mgr
Building Officials
Lieutenant
Water Supervisor Rec Services Coorinator
Facilities Manager
Sergeants
Wastewater Supervisor Parks Supervisor
'R
2022 Annual Report
Grants and Donations
Another way to consider the effectiveness of how a community is built is by how the City leverages its
resources. How does the City save local tax dollars through grants, donations, sponsorships and state
and federal assistance? The following are major grants, donations and state or federal aid from the
past year that help fund major services provided by the City:
Parks & Art
•
Burich Foundation donation for River Fountain —
$50,000
•
VFW donation for VFW Park improvements —
$24,700
•
Various donations for Fireman's Park —
$28,736
•
Hutchinson Health donation for bike trailer project —
$10,000
•
Various Grants & Donations for Bike Fleet project —
$26,010
•
Donations for Kiwanis Park improvements —
$5,000
•
SWIF Grant for AFS Park improvements —
$3,500
•
Lions Club donation for upgrades to Lions Park —
$1,620
•
Police Memorial Park donations —
$150
•
RiverSong reimbursement for stage roof cost —
$4,000
•
Hutch Huskies contribution to new fence at VMF —
$3,000
•
Hutchinson Health grant for trail counter —
$2,555
• Donations for Shady Ridge playground replacement — $100
Public Safety
• Lillian Nemitz donation to Police Department —
$146,836.10
• Lilian Nemitz donation to Fire Department —
$146,836.10
• Donations for future Police equipment —
$5,200
• D.O.J. grant for Police body armor —
$1,867.67
• State grant for Police vests —
$1,296.45
• State grant to Police "Toward Zero Deaths" —
$6,277.95
• General donations to Police Department —
$200
• State grants for Fire training —
$6,940
Recreational Prooram Sponsorships/Contributions
• Youth Sports — $24,865
• Senior Center activities — $2,654.75
• Recreation Center — Hutchinson Health open gym — $3,500
• Sponsorships of various parks — $9,500
• Waterpark umbrella sponsors — $3,000
• Donations for pickleball wind screens at Park Elementary — $1,520
• Burich Foundation grant for scoreboard in West ice rink — $9,771
State Pension Aid
• Police Pension Aid — $230,377.95
• Fire Pension Aid — $127,954.37
Transportation
•
Municipal State Aid (General Maintenance) —
$29,280
•
Municipal State Aid (5th Avenue) —
$123,570.48
•
Municipal State Aid (Century Avenue) —
$20,000
•
Federal Aid (Century Avenue) —
$4,500
•
Federal grant for HAWK Crossing System —
$240,000
•
State grant for HAWK Crossing System —
$60,000
•
Federal aeronautics grant for 2018 Hanger Project —
$119,886
•
Airport Aid —
$20,445.75
Other
• County Grant for Refuse Receiving Scale at Creekside — $12,888
• Creekside MPCA Pollution Control Grant — $26,831.76
In total, the City received $1,545,370.33 in grants, donations, and state and federal aid in 2022.
2022 Annual Report
City Partnerships
Partnerships save city resources and help ease the tax burden on city residents. The City has pursued
partnerships with a variety of other government agencies as well as private groups and community
service organizations to provide for better community services. All city departments take advantage of
opportunities to join forces with different agencies and groups on an on -going basis. Below is a list of
many of the partnerships that have had and will continue to impact city operations:
Administration
• Member of the MCMA — Information and Resource Sharing Network
• Member of the ICMA — Information and Resource Sharing Network
• Member of LMC — Information and Resource Sharing Network
• Member of CGMC — Information and Resource Sharing Network
• McLeod County Administrators/Clerks (quarterly meetings/resources)
Finance Department
• Partners with the County in the area of Assessing Services. The City pays the County about
$61K per year to annually assess the City's 5,800 parcels. This service includes the on -site
property reviews of approximately 25-30% of total parcels each year.
Creekside
• Per the McLeod County Solid Waste Plan, Creekside receives organic waste material from all
McLeod county residents at no charge.
• Creekside also provides a disposal service to all McLeod County municipalities' compost sites.
Fire Department
• Mutual aid agreements with all neighboring fire departments (frequently utilized for large scale
events)
• McLeod County Fire Chief's Association (quarterly meetings, resources)
• Metro Fire Chiefs Association (membership, meetings, training, resources)
• Minnesota State Fire Marshal's Office (fire code review)
• Meeker/McLeod Fire Safety Trailer (shared regional trailer for teaching fire safety, resource
housed at our station and used throughout our multi -county region)
• Minnesota Department of Human Services (conduct fire safety inspections for daycare and
foster care centers and homes)
• McLeod County Fair (inspections, grand stand event coverage, facility usage for training)
• McLeod County Sheriff's Dept. (emergency calls, resources & equipment)
• McLeod County Social Services (protection services, child/vulnerable adult)
• McLeod County (community service partnership for troubled youth)
• Project Life Savor (McLeod county partnership, resources housed at our station)
• Regional Disaster Response Unit (Partnership with Immanuel -St. Joseph's Hospital Mankato,
resources housed at our station)
• Allina ambulance (emergency calls, joint training)
• 3M (promoting community fire safety and awareness with the use of the jointly owned,
"Bullex" digital/electronic fire extinguisher training device).
• Village Ranch, Inc. (projects and assistance for young men)
• Internal — Police Dept. (emergency calls, training site, resources & equip., EOC)
• Internal — Building Dept. (shared resources for rental inspections, new building plan reviews
and final inspections)
Human Resources
• HRA — Provide bi-weekly payroll and all payroll related services. HRA is included in our
employee insurance benefit plans and work comp coverage.
• McLeod Rail Authority — Provide meeting notices for all regular meetings.
• Member of SHRM — Information and Resource Sharing Network
• Complete salary related and other surveys or provide other information as requested — annual
LMC survey, ICMA, federal govt. requests, other MN cities, unions, etc.
Information Technology
• Provide, for a fee, fiber connectivity for McLeod County Solid Waste and the fairgrounds for
the County network.
• Provide, for a fee, fiber connectivity to Ridgewater East campus for the State of Minnesota
network.
Legal
Hutchinson Utilities Commission — Provide all legal related services as needed through the City
Attorney.
Planning & Zoning
• Hutchinson Area Joint Planning Board — City of Hutchinson, McLeod County, Acoma Township,
Lynn Township, Hassan Valley Township.
• Backup building inspection services with Meeker County on an as needed basis (has not been
utilized recently but contract is in place).
• Partnership with Pioneerland Library services to manage and operate the Hutchinson Public
Library. City owns building, provides custodial staff, and manages building and associated
improvements.
• Partnership with Lutheran Social Services for Senior Dining Service at Evergreen.
• Partnership with Hutchinson HRA to provide rental rehab inspections both in Hutchinson and
County wide for HRA rental rehab projects.
Police Department
• Mutual Aid: An agreement with McLeod County including all municipalities all emergencies as
needed.
• Emergency Management:
o McLeod County including all municipalities
o Planning
o Training for licensed and civilian staff
o Civil Defense siren testing and alerts
o Coordinated County -wide response
o Weather spotters through the county
o County -wide inventory of equipment and resources for emergencies both public and
private
• Communication Advisory Board:
o Made up of police, fire, and medical agencies throughout McLeod County
o Addressing radio programing, radio protocols, call out procedures and priorities, resolving
issues
• Southwest Metro Drug Task Force:
o We currently have one licensed police officer assigned to the Task Force
o McLeod, Carver, Scott, West Hennepin, Glencoe, Lester Prairie, Winsted, Brownton,
Shakopee, New Prague, Jordan
• Monthly McLeod County Chiefs Association (Region VI) meetings:
o All county Chiefs
o Sheriff
o County Attorney
o State Patrol
• County -wide training hosted and supported by McLeod County Chiefs Association and MPPOA:
o Active Shooter
o Mental Health training for licensed and civilian staff
• Police and Fire Training facility:
o We allow any law enforcement in the state to utilize our range
o We allow McLeod County to utilize our range
o We allow McLeod County to utilize our EOC
• Special Response Team (SRT):
o The Hutchinson and McLeod teams train together
o Respond to all emergencies together
o Share equipment
o This approach allows each agency the ability to control costs
o This approach allows each agency to manage liability
o This approach allows each agency to control utilization of team within their jurisdiction
• School Liaison Officer:
o Hutchinson School District
o High School and Middle School
o Shared compensation
• Hospital Security:
o Hutchinson Health
o Security Team
o Total compensation
• Park Patrol Officer:
o Park and Rec. Department
o Shared compensation
• DARE Program:
o McLeod County teaches this program to all schools throughout the County
o Our contribution is $8,000.00 annually
• Project Lifesaver:
o All police and fire agencies in the county participate
o The equipment is purchased by the County
• McLeod County Fair:
o The two agencies share a display booth during the fair
o We back up the Sheriff's Pose as needed throughout the fair
• Susteen Secure view mobile forensic software:
o Shared service allowing access to mobile phone data
o Shared fee
• Safe and Sober:
o Headed up by the State
o Enforcement program partnered with agencies throughout the state
• ICAC:
o Computer forensics partnered with the BCA
• CARE Council:
o HPD has an officer on the Board
o County -wide participation
• Parent Connection Team:
o HPD has an officer on the Board
o County -wide participation
• McLeod County Public Health Nuisance Provider Roundtable:
o HPD has an officer on the Board
o County -wide participation
• Adult Protection Team:
o HPD has an officer on the Board
o Courts, Prosecutors, Social Services, Probation, Advocates
• Child Protection Team:
o HPD has an officer on the Board
o Courts, Prosecutors, Social Services, Probation, Advocates
• Take it to the box program:
o Hutchinson PD, Winsted, and the Sheriffs Office have drop boxes in their lobbies
• MEADA Coalition (Meth Education and Drug Awareness):
o HPD has an officer on the Board
o County -wide participation
Park & Rec
• ISD 423 PRCE Joint Powers Agreement
• ISD 423 Grounds Maintenance Agreement
• Hutch Utilities Maintenance Agreement
• HPD shared Bike Patrol
• Youth Associations: Shared programming for Baseball, Softball, Hockey, Figure skating,
Basketball, High Tides, Wrestling, Volleyball, Lacrosse, and Soccer
• Fraternal Organizations: Park Development/Maintenance: Rotary, Oddfellows, Masons, VFW,
Legion, Elks, Kiwanis, Jaycees, Boy Scouts, Girl Scouts Lions, Maplewood Academy, and
Historic Hutchinson
• Associations: Programs and Events: Chamber of Commerce, River song, Center for the Arts,
Little Crow Archery, EDA and Hutch Health
• Adopt -a -Park with the Hutchinson Huskies on Veterans Memorial Field
Public Works
• Engineering — The engineering department staff utilizes and is utilized as a resource to the
local MNDOT District 8 and McLeod County Highway Department staffs. Relative to these
relationships, city staff has initiated, developed, coordinated and/or administered several inter-
agency cooperative agreement projects such as the TH 7/15 Reconstruction (including Main
Street Bridge), School Road Pedestrian Underpass, Adams Street & Washington Avenue
Reconstruction, TH 15 & North High Drive Roundabout, TH 15 & Airport Road Roundabout,
South Grade Road Bridge & Micro -Surfacing, TH 15 Retaining Wall, and TH 15/Main Street
(downtown) Reconstruction. These projects have leveraged city resources to achieve
significant infrastructure improvements. In regards to the MNDNR, city staff has worked well
with MNDNR to address the replacement of the Crow River Dam and improve the Luce
Line/River trails corridor. Also, City staff is always actively monitoring and maintaining our
Municipal State Aid (gas taxes allocated by MNDOT) fund balance to deliver timely and cost-
effective projects. Lastly, city staff continues to be involved in the development of the McLeod
County Trails Plan and future planning of the Dakota Rail Trail corridor improvements.
• Area Transportation Partnership (ATP) — City staff is continually engaged in ATP activities to
promote MNDOT trunk highway system improvements in our region and capitalize on Federal
Aid funds to deliver City projects such as 2"d Avenue SW & Dale Street Reconstruction, School
Road NW Reconstruction, School Road and Roberts Road multi -use trails, and future Century
Avenue SE improvements.
• Hutchinson Area Transportation Services (HATS) — HATS as facilitated the establishment of a
great working relationship with McLeod County and MNDOT. Equipment is shared routinely at
the operator/lead level. Examples include the city routinely using a county dump truck to haul
biosolids and having MNDOT assist the city by coring concrete for sign installations. MNDOT
provides facility maintenance assistance. Fuel purchases are done jointly and fuel is purchased
by the State, County and City departments. We are also reimbursed by the State for spring
sweeping and snow removal operations and trade for materials with the County to offset
spring sweeping costs. We also routinely share aggregate materials stockpiled at HATS
amongst the three entities. The City and County jointly purchase winter salt.
• Airport — At the airport there is significant cooperative efforts between the FAA, MNDOT, and
the FBO. Without these entities, it would be unfeasible for the City to effectively operate an
airport. Both FAA & MNDOT personnel routinely assist us in troubleshooting problems,
determining cost-effective solutions and to help ensure the airport is safe. The FBO serves as
the eyes and ears for the city with regards to airport operations, since they are on -site every
day. ASI Jet pays for half of the internet connection at the airport.
• Cemetery — The chapel at the Cemetery is a joint venture with Dobratz-Hantge Chapel. The
Cemetery also partners with local businesses to provide employee parking
• Safety — Public Works is part of a network made up of other Public Works Departments that
serve as a "think-tank" for safety/operational issues related to Public Works operations. While
this group meets regularly, off-line various entities are able to provide resources to each other
and act as a sounding board for safety/operational issues.
• Signs — The City has a great working relationship with the County when it comes to utilizing
one another's sign inventory and equipment. This helps to offset the typical lead time or
ordering signs.
• Equipment — The City is part of the MNDOA Cooperative Purchasing Agreement (State Bid) for
purchasing equipment other items. This saves a significant amount of time as staff does not
have to prepare separate bid documents for each purchase
• Streetlights — They City has a relationship with HUC relative to energizing and maintaining
streetlights.
• Snow Removal — The County snow blower serves as the City's backup snow blower.
• Wastewater — City staff administers an industrial waste permitting process which allows for
the City to collect materials from other agencies and organizations for an established fee
resulting in City revenues. Also, city staff coordinates a biosolids spreading program with local
farmers to cost-effectively dispose of sludge materials.
• MNWARN — The City is part of MNWARD (Minnesota Water/Wastewater Agency Response
Network). This is a formal emergency response program in MN which is facilitated by a
standard mutual aid agreement. All of the communities with a 25-mile radius of Hutchinson
are part of this network.
2022 Annual Report
Awards and Recognitions
One way to consider the effectiveness of city services is through independent awards and
recognitions received by the City and its departments over the past year.
Economic Development Authunty
• Miles Seppelt was named the winner of the 2022 Economic Development Association
of Minnesota (EDAM) President's Award
Environment
• City reconfirmed its status as a step 4 & 5 city of the Green Steps City Program
• 43rd year as a Tree City USA Community
Finance
26m Straight year being recognized by GFOA for Excellence in Financial Reporting
Public V ' jrks
• John Paulson received a leadership award from the Minnesota Environmental Science
and Economic Review Board (MSERB)
Wastewater
• The Treatment Facility received a Certificate of Commendation from the MPCA for
Operational Excellence
• Matthew Keller was recognized as the 2022 Rookie Operator of the Year by MWOA
24
City Administration
Primary Services
The city administrator and the administration department provide the following services:
• Directs the general operation of city government and oversees the day-to-day
operations of the City
• Provides overall organizational leadership and direction
• Provides direct supervision to all department directors
• Provides staff assistance to the mayor and city council in research, investigation, and
resolution of problems, budget analysis, policy review, and public relations
• Assists the City Council in preparation of public meetings
• Responsible for implementing the City Council's vision (programs & policies)
• Responsible for seeing that City Charter and laws (ordinances) are enforced
• Serves as the city's Chief Negotiator for Union contracts and has ultimate authority over
the hiring and firing of city employees
• Provides direction to Human Resources on the functions, policies and procedures of the
City (Human Resources is a component of administration)
• Works in conjunction with the finance department on preparing and managing the
development of the city budget and CIP
• Provides recommendations on policies that govern the financial affairs of the City
• Oversees municipal elections
• Oversee the City's permitting processes (except for building & planning/zoning)
2022 Staffing Levels
3.40 Full-time Equivalent Staff
Budget
General operations of this department total $525,440 in 2022
$540,000
$520,000 -�
I
$500,000
$480,000 --
$460,000 ' 1
$440,00043
i
$420,000 a—'96�
$400,000
■Operational Expenses
■ Wages & Benefits
2021 Actual 2022 Actual 2023 Budget
25
2022 Accomplishments
Continued to lead the organization through the end of the COVID-19 pandemic
• Worked with the City Council on putting together the City's "Legislative Priorities"
Had an appraisal done on the Event Center, EOC, and old police station. Information will
be used to assist with future decisions on those facilities
• Worked with HR on updating the City's Preparedness Plan to deal with COVID
regulations
• Settled both union contracts with our Officers and Sergeants
• Completed 13 employee performance reviews of the City's Management Team
Helped secure funding from the Burich Family Foundation to assist in the replacement of
the Crow River Fountain over the next two years ($120,000)
• Hired Kellie Wendland as the new HR Director
Oversaw the creation of our second -ever Annual City -Wide (Monitoring) Report
Have begun and continue to lead successful negotiations with the Hospital on their
potential future purchase of the Event Center
In conjunction with the finance department, continued the City's strong financial
presence which was reaffirmed with an AA- Bond Rating with S&P
Negotiated a purchase agreement (purchase) on the lot directly south of City Center and
the two lots directly north of the Fire Department
Put on a presentation and an annual "State of the City Report" for the fall recognition
event
• Oversaw the 2023 budget preparation process and delivery of a balanced budget with a
tax levy increase at 3.3%
Put together the Truth -in -Taxation presentation and budget message for the 2022
budget
Produced several reports as requested by the Council on various issues relating to the
city and the budget process
The 2023 goals for the Administration Department are as follows:
• Work on getting state bonding debt associated with the Event Center forgiven
• Finalize purchase agreement/letter of intent with Hospital on the Event Center building
• Begin to plan to sell the old Police Station/EOC
• Work with HR on looking at the City's benefit package offered to employee with a
consideration to update it for the needs of today's workforce
• Review and update of the 2018 Strategic Plan
• Finalize plans for the future of the Event Center
• Continue to roll out the next steps of the City's Branding and Marketing Plan
• Have a discussion with the Council on the City's Street Width Policy and Policy on
Deferred Assessments
• Look at establishing a city-wide orientation program with the City Administrator
• Look at creating a "Policy Book" for the City — A comprehensive book that contains all of
the city's policies
• Update of the City's End Statements (Core Values)
26
City Clerk/ Elections/ Licensing
Primary Services
Under the direction of the city administrator, the city clerk provides the following services:
• Agenda packet preparation and distribution to council, staff
and the public
• Noticing of regular and special meetings
• Maintaining minutes, ordinances, resolutions and other city
council action
• Preparing resolutions and ordinances
• Coordinating publication of ordinances and codification of City
Code
• Coordinating posting and publication of official notices as
req u i red
• Coordinating recruitment and appointment of advisory
commissions
• Preparation and filing of official records and documents
• Maintaining the City's policies and procedures
• Maintaining a records management program for all public
records and completing data practices requests
• Administers city licensing program
• Serves as election official and administers election activities
2022 Accomplishments
• Coordinated response to data practices requests
• Ensured timely publishing of council agenda packets and meeting minutes
• Coordinated separate polling locations
• Began compilation of new City policy book materials
27
2022 Elections Budget
General Fund:
Elections $18,700
Successful Administration of 2022 General Election:
• The 2022 General Election saw a voter
turnout of approximately 90% with 6086
total voters
• Recruited and trained 24 election judges
• Utilized new election equipment to administer
the General Election
• Administered 1204 absentee ballots for the
General Election
General Election Statistics 2016 2018 2020 2022
Total Voters
7109
5506
7950
6086
Absentee Ballots
1240
997
3953
1204
New Registrations
1146
457
734
374
Clerk's Office
Ordinances published within two weeks of adoption by the City Council
Minutes of City Council meetings are prepared for approval at next regular
meeting Council agenda packets out four days prior to the meeting
City Clerk's office response to constituent inquiries within one day
Response to City Council inquiries/complaints within seven days
28
90%
100%
100%
90%
95%
Licensing
Licensing staff are charged with ensuring that most licensing activities in the city are in compliance
with applicable Federal, State and local requirements prior to licensing. Business license
applications are carefully reviewed, scrutinized and processed according to those laws. Further,
licensing staff are responsible to ensure that all license renewals are sent out and returned with
appropriate fees and background checks, if required. Staff are also responsible for preparing
council backgrounds and resolutions for licensing activities. Areas of regulation include liquor,
massage, tobacco, 3.2% malt liquor, gambling, second hand goods, food vendors, taxi services,
caterers, tattoo, garbage/hauling, brewers and temporary liquor. Business licensing administration
and enforcement involves interdepartmental efforts with the police department, building
department and fire department.
License Type
Number of Licenses
On -Sale Intoxicating/Sunday Liquor
13
Off -Sale Malt Liquor
6
On -Sale Malt Liquor
1
Brewer/Taproom
1
Wine/Strong Beer
1
Caterer
3
Taxi Services
1
Massage
11
Tobacco
17
Tattoo
1
Food Ca rt
1
Pawn Shop
1
Garbage/Hauling
3
29
Economic Development Authorit
EXECUTIVE SUMMARY
Availability of workforce continued to be the biggest challenge for Hutchinson manufacturers in
2022, with 166 jobs being open as of February. In a survey of 32 manufacturing (and closely
related) companies the EDA found that 18 were experiencing significant growth, with employment
up 5% or more; 11 companies were maintaining a status quo position, with no significant changes
to employment, while three were seeing significant decline, with employment being down 60%
or more.
The EDA had a busy year. Highlights included:
■ The historic Franklin House was removed from the EDA's recently acquired Franklin Street
lot
■ The EDA's FEMA Grant application for $513,676 was finally approved in April
■ FEMA added $162,750 to the initial grant amount to offset the effects of inflation
■ The Jorgensen Hotel was sold to developer Brian Forcier
■ A new company, Milk Specialties Global (MSG), signed a long-term lease for 95,000 square
feet of the HTI building
■ The EDA provided a $35,000 loan to FireLake Manufacturing to assist them with leasehold
improvements at their new location
• The EDA obtained a $30,000 grant from 3M in support of TigerPath
■ The EDA purchased the first property (of a hoped -for five) for the Hutch Uptown Commons
Redevelopment.
By the close of 2022, Hutchinson had zero square feet of manufacturing space available. Other
significant challenges include the continuing shortage of workforce, a housing shortage and a
scarcity of child-care openings.
ACTIVITY REPORT
The Hutchinson Economic Development Authority utilizes five core strategies to grow the local
economy. These are:
1. Downtown Redevelopment
2. Business Retention & Expansion
3. Skilled Workforce Development
4. Business Incubation
5. Business Attraction
Pretty much all EDA activities can be tied back to advancing one or more of these core
strategies.
30
DOWNTOWN REDEVELOPMENT
Throughout its history, the Hutchinson EDA has placed great emphasis on maintaining a vibrant
downtown. Over the years the EDA has funded downtown redevelopment plans, spearheaded
a number of high -profile redevelopment projects and been a catalyst for millions of dollars in
downtown investment.
Continuing downtown investment by the EDA through its Sign & Awning Grant Program, the
Fagade Improvement Matching Grant, and the Commercial Rehabilitation Loan program has
played an important role in keeping storefronts full and downtown building stock in good
condition.
Downtown Grant & Loan Programs
For the year, the Hutchinson EDA provided a total of $37,209.11 to Main Street businesses
through its two downtown grant programs.
Sign & Awning Grant Program
The Sign & Awning grant program provides up to $2,000 to applicants wanting to upgrade, repair,
or replace their signage or awnings. In 2022, five grants were awarded totaling $9,459.11. Table
1, below, provides a breakdown:
Table 1- Sign & Awning Grant Program, 2022
Approved
4/27/2022
Recipient
Robert Michael's Hair Salon
Amount
$1,690
10/26/2022
North Star Foundation Properties
$2,000
10/26/2022
Outdoor Motion
$2,000
10/26/2022
Fahey Equities, LLC
$2,000
10/26/2022
Salon Montage
$1,769.11
TOTAL
$9,459.11
31
Facade Improvement Progran
This program requires a
dollar -for -dollar match
from applicants and
provides up to $7,500 for
applicants wishing to
upgrade their "curb
appeal" of their
downtown properties. In
2022, there were four
Fagade Improvement
grants awarded totaling
$27,750. Table 2, below,
provides details.
Downtown Hutchinson
Table 2 — Facade Improvement Grant Program, 2022
Approved
4/27/2022
6/22/2022
Recipient
Robert Schlueter —133 Main St S $7,500
DragonFly Inn $6,000
9/28/2022 101 Park Place $7,500
10/26/2022 Quade Investments $6,750
TOTAL $27,750
Commercial Rehabilitation Loan Program
The Commercial Rehabilitation Loan Program provides low interest loans to property owners who
desire to make more substantial improvements to their downtown buildings. Loan terms can be
for up to 10 years at the Prime Interest Rate and are typically subordinate to other sources of
financing.
In 2022, one Commercial Rehabilitation loan was provided totaling $60,000. Table 3, below,
provides details.
Table 3 — Commercial Rehabilitation Loan Program, 2022
Approved Recipient _ Amount
7/27/2022 Pawn Shop — Quade $60,000
TOTAL $60,000
32
Since their inception, Hutchinson's downtown programs have been a catalyst for more than $3.1
million in new downtown investment. Annual grants and loans provided throughout the history
of the downtown programs are summarized in Table 4, below.
Table 4 - Downtown Program Usage Since Inception
Sign & Awning
Grant
Facade
Improvement
Matching Grant
Commercial
Rehabilitation Loan
Program
Year
#
Total
#
Total
#
Total
Pre-2001
25
$42,831
14
$54,32
111
$213,867
2002
12
$19,826
3
$4,831
2
$44,554
2003
7
$12,602
6
_ $10,449
2
$80,000
2004
5
$9,545
4
$19,055
5
$466,056
2005
9
$16,751
6
$25,102
1
$130,000
2006
12
$17,615
5
$18,631
0
$0
2007
20
$32,117
6
$25,398
1
$6,400
2008
10
$16,425
3
$12,350
1
$130,000
2009
6
$9,475
2
$3,636
3
$32,246
2010
8
$18,596
6
$21,375
2
$52,370
2011
9
$13,380
3
$7,730
4
$291,279
2012
10
$15,380
6
$22,350
4
$112,800
2013
8
$7,826
1
$5,000
1
$19,500
2014
7
$12,300
3
$14,065
3
$151,905
2015
6
$6,000
1
$2,500
3
$65,356
2016
5
$4,149
1
$2,500
2
$42,500
2017
3
$2,821
2
$5,000
2
$60,000
2018
4
$4,000
0
$0
0
$0
2019
14
$12,990
6
$21,350
1
$20,905
2020
4
$5,275
3
$17,483
1
$150,000
2021
9
$22,548
4
$17,875
3
$78,310
2022
5
$9,459
4
$27,750
1
$60,000
TOTALS
198
$311,911
89
$338,750
53
$2,208,048
Downtown Projects
Hutch Uptown Commons
The redevelopment of the old medical clinic site - now known as Hutch Uptown Commons -
gained momentum in 2022.
33
The City's redevelopment plan calls for the acquisition of five lots on the west side of the city
block bounded by Franklin and Glen Streets, and 1st Avenue NW. Federal funding will be used to
acquire three properties located within the 100-year floodplain of the Crow River. The remaining
two properties, fronting on 1st Avenue NW, will be acquired with TIF dollars from the TIF District
4-16 and/or the SHOPKO Development District. All the properties acquired with non-FEMA dollars
will be conveyed to the project developer, who plans to construct a 75-unit luxury apartment
complex on the east half of the block.
Er I
to --E J� 0 - Ill Ili Lli I in
---INN-
Proposed design for "Hutch Uptown Commons," looking northwest from the
intersection of Franklin Street and 1st Avenue NW.
A Redevelopment TIF District (TIF 4-16) was previously established to reimburse the EDA for
dollars invested to acquire the properties.
After a delay of more than a year (due to McLeod County not having a current Hazard Mitigation
Plan in place) the City's $513,676 grant application to FEMA was finally approved in April. The
grant will cover 75% of the costs associated with acquiring three properties (125, 135 & 145 Glen
Street) so they can be removed from the 100-year floodplain of the Crow River. Because they are
being acquired with Federal dollars, these lots will become permanently owned city property.
With post -pandemic inflation pushing up home prices, it became necessary to have the three
properties re -appraised. On average, the valuation of the three properties increased by about
35% since the initial appraisals were completed in 2019. Fortunately, FEMA had a provision in
the grant program that allowed the grant amount to be adjusted to cover inflationary increases.
This resulted in an additional grant award of $162,750, for a total FEMA grant award of $676,426.
Because the City was acquiring the properties, they were obligated by Minnesota Statute to pay
relocation benefits to the three property owners. To facilitate this process, Evergreen Land
Services was hired to determine the correct benefit amounts and represent the three property
owners in the relocation process.
34
The city made purchase offers to each of the property owners in early summer and all indicated
a willingness to sell their homes. By the end of the year one property had been purchased by
the City and a second was scheduled to close in early January 2023.
It is the EDA's goal to acquire the remaining three properties (all one owner) by mid-2023. Once
acquired the EDA will have all the buildings removed and convey the non-FEMA properties to the
Developer.
As part of the project, the City will be relocating a sanitary sewer line that currently bisects the
block west -to -east and will also grade and repave one -block segments of Glen Street, 1st Avenue
NW and Franklin Street.
Tentatively, this work is scheduled for August of 2023. Construction on the apartment complex
could begin as early as Fall 2023, but could slip to spring of 2024.
Franklin House
The historic Franklin House was returned to its original
location on the Herrington -Merrill property in February
2022. Historic Hutchinson led a fund-raising effort to
move the building, which was originally a barn. With
the .34-acre lot now cleared, the EDA solicited
proposals for the redevelopment of the site and one
proposal had been received at year end. The EDA will
consider the redevelopment proposal sometime in
2023. If accepted, the winning proposal will have the
opportunity to purchase the lot from the City for $1.
Over time, the City will be reimbursed for its actual
purchase cost from tax increment generated by TIF
District 4-16.
Jorgensen Hotel
Brian Forcier, a Duluth based
developer, completed his
purchase of the Jorgensen Hotel
in March, 2022.
Current plans call for the building
to get a new roof with the two
"wings" of the building being
merged together. In addition,
the building will receive exterior
tuck -pointing, a' new elevator
and a complete build -out of the
second and third floors (along
with a portion of the ground
floor) to create 27 new hotel
rooms.
Jorgensen Hotel
35
To make the project economically feasible, the City authorized a Redevelopment Tax Increment
Financing (TIF) District. These dollars will be used to help offset the costs of needed building
renovations and costs associated with installation of an elevator for the building.
It is hoped that construction will begin in late 2023, with completion approximately 12 months
later.
BUSINESS RETENTION & EXPANSION
The retention and expansion of existing companies is far and away the most cost-effective
economic development strategy. In recognition of this, the Hutchinson EDA maintains a robust
schedule of Business Retention & Expansion (BR&E) visits, visiting companies on an 18-24 month
rotation. For the year, 10 visits to local manufacturers (and closely related companies) were
completed. These are summarized in Table 5, below.
Table 5 — BR & E Visits, 2022
1
Date
1/11/2022
Company _
Resonetics
Contact
Dwight Bordson
f
160
Notes
Growing, Hutch is flagship facility
2
4/1/2022
Hillyard
Jonny Block-
25
Busyf supply chain issues_
_
3
4/14/2022
Clay Coyote
Morgan Baum
8
Busy
4
5/12/2022
Goebel Fixture Co.
Matt rield
n
Moving ih o—high end retail / hospitality
5
10/31/2022
Heartland Ag Systems
Arnie Sinclair
130
Very busy. Needs 25 people
6
11/28f 2022
Curtiss-Wright NDT
Jeremy Timm
Doing well / needs people
7
12/12/2022
Rath Racing
Daryl Rath
10
Busy / very happy with TigerPath
8
12/13/2022
Hutch Iron & Metal
Matt Freedland
7
Slow / scrap prices clown
9
12/16/2022
Hutchinson MFG
Josh Volz
61
Four firms owned by holding company
10
12/16/2022
Minnesota Specialty Yeast
Jeff Betker
45
Very busy / expansion potential
11
NA
TDK-HTI
D. Mark Jelkin
Declined invitation for visit
Stearnswood added a new 10,200 square foot building in 2022.
36
Manufacturing Growth
Since 2017, the City has enjoyed remarkably strong manufacturing growth, with 18 companies
either coming to and/or expanding in Hutchinson. The EDA was directly involved in nine of these
projects. As a result of this, by the end of 2022 there was no manufacturing building space
available in Hutchinson and all empty buildings have been filled. The city's recent manufacturing
expansion is summarized in Table 6, below.
Table 6 — Hutchinson Manufacturing Expansion, 2017 — Present
SQUARE CURRENT
YEAR COMPANY FEET EDA JOBS
2017 Innovative Foam 6,000 Y 3
NOTES
Incubatortenant
2
2017
Laser Dynamics
8,000
Y
2
Incubator tenant
3
2018
UPONOR
238,000
Y
84
Purchased HTI building
4
2018
RD Machine
2,000
V
Incubator tenant
5
2019
Zephyr Wind Services
51,000
Y
25
Start-up / reuse of NuCrane building
6
2018
Stamp-N-Storage
30,000
N
33
Expansion
7
2020
Clay Coyote
3,000
N
8
Purchase of downtown building
8
2020
Warrior Mfg.
41,000
V
85
Expansion on site
9
2020
Rite Way Conveyor
40,500
Y
25
New building
10
2021
Rite Way Conveyor
19,000
N
Expansion on existing site
11
2021
Resonetics
160,000
N
161
Long term lease from HTI
12
2022
Pride Solutions
20,000
N
38
Expansion on existing site
13
2022
Stearnswood
10,200
N
16
Expansion on existing site
14
2022
FireLake Mfg.
20,000
Y
6
Hwy 7 Business Park
15
2022
MITGI
78,000
N
75
Reuse of SHOPKO building
16
2022
Milk Specialties Global
95,000
N
5
Long term lease from HTI
17
2023
RD Machine
21,000
Y
36
Expansion on existing site
18
2023
Curtiss-Wright NDT
TOTAL
8,000
850,700
N
20
622
Hwy 7 Business Park
By way of comparison, the entire 3M complex is 1,465,000 square feet, so it can be accurately
stated that Hutchinson has added more than half of a 3M in the last seven years.
FireLake Manufacturing Expansion
In the spring of 2022 FireLake Manufacturing expanded into a
20,000 square foot building located in the Hwy 7 East Business
park.
To make needed leasehold improvements the EDA provided the company with a $35,000 7-year
5% loan from the Economic Development Loan Fund. This was part of a $105,000 total package
provided in conjunction with the Southwest Initiative Foundation and the Mid -Minnesota
Development Commission. Loan proceeds were used to add offices, bathrooms and make other
needed improvements to the building.
37
RD Machine Expansion
After careful review of a number of options, RD Machine decided on a much -needed expansion
at their existing site.
The project will include 16,000 square feet of additional production space and 5,000 square feet
of new offices. In addition, the existing building will be updated with a new roof, siding, windows
and doors — giving a new look to the entire 36,000 sf structure. Total project cost is estimated
at $4.2 million.
In the fall of the year the EDA recommended approval of an economic development TIF District
to aid RD Machine with its 21,000 square foot expansion.
Public assistance became necessary when bad soils were discovered at the expansion site, adding
$900,000 to the initial cost estimate of $3.3 million. The added costs would have made the
project unfeasible for the company to undertake.
The City Council gave final approval to creation of the TIF District on January 10, 2023. The
expansion project is scheduled to begin in spring 2023 with completion by December. Marcus
Construction is the general contractor.
Figure 1— RD Machine Site Plan
fNMJaWUAL BOULEVARD SS
i ems,
UJI
vl
Nat
W
SKILLED WORKFORCE DEVELOPMENT
The shortage of workforce in general, and especially skilled workforce, was the biggest challenge
facing the Hutchinson economy in 2022. With some exceptions, local manufacturers continue to
enjoy strong demand for their products and could increase sales, except that they don't have the
skilled workforce needed to fill orders. Some companies find themselves in the unenviable
position of having to turn away business.
As can be seen in Figure 2, below, McLeod County's labor force declined from 20,415 in 2015 to
18,614 in 2022, a drop of 8.8%. Over the same period, Hutchinson's labor force fell by 4.9%,
from 7,360 in 2015 to 7,003 in 2022. These trends are expected to continue for the next decade
or so.
Figure 2 — Annual Change in McLeod County Labor Force, 2015-2022
25,000 McLeod County
20,415 19,827
20,000 - 19,473 19,624 19,691 19,157
30,000
7,360 7,101 7,205 7,332 7,338 7,207
5,000
Hutchinson
j 8.8% decline
18,898 - -_ 18,614
7,094 7,003
4.9% decline
2015 2016 2017 2018 2029 2020 2021 2022
----McLeod Hutchinson
Source: DEED Local Area Unemployment Statistics (LAUS), 2022
Figure 3, on the following page, shows how the annual growth of McLeod County's workforce
slowed dramatically from the 1990's and 2,000's and by the 2010's had reversed completely.
During the 1990's McLeod County's workforce gained an average of 233 new workers per year.
For the decade of the 2,000's the gain had slowed to an average of one new worker per year,
and by the 2010's the McLeod County workforce was losing an average of 120 workers each year.
As noted previously, this trend is continuing.
39
Figure 3 — Annual Change in McLeod County Labor Force, 1990-2020
1,200
Average of 233
Average of 1
Average of -120
tz v 1.000
new swot ' 's per year
new workers per year
J—r workers per year
Y 800
O
3 600
g 400
200
1.
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o, 0 .200
Arm
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• 1
e -400
600
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yy -800
v .1,000
1+
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t�Fpp+ tp tp ��pp
w
NI+
tFp+ ��Fpp+ tp ��Fpp+ ��Fpp+
aF+ Vi+
8N pN N
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H
8N pN
OO
8N pN
8N
8N N
N
o
N NN N N
NiD
%-
F+ F+ F+
I+ N
N N
N
N N
N
N
O
N
t�A rA OW
NN . .N N N
I
.
IL,
QOO
O O
O
fN
O O O O O O O Nmo
IOF-+• W
OW
Sarce?Of8
LOMdl
AMb
UdPmp7 Y49t SO- Is48 N'RisI
Source: DEED Local Area Unemployment Statistics (LAUS), 2022
The primary driver of the workforce shortage is simple demographics: the baby -boomer
generation is retiring and there are not enough replacements coming in behind them. As a result,
the area workforce is experiencing a steady decline. As can be seen in Table 7, below, McLeod
County had a labor force of 19,028 in 2022. By 2033 it's projected that number will be only
17,415 — a decline of nearly 8.5%.
Table 7 — McLeod County Labor Force Projections, 2023-2033
For Force Projections,
2023-2033
I Labor Force Projection
2023
2033
16 to 24 years
2,631
2,166
25 to 54 years
11,492 1
11,082
55 to 64 years
3,551
2,732
65 years & over
1,353
1,435
Total Labor Force
19,028
17,415
Source: Minnesota State Demographic Center, 2022
A second contributing factor to the skilled workforce shortage is a persistent mismatch between
the workers the educational system is producing and the needs of the labor market. In Minnesota
only 25% of all jobs require a bachelor's degree or higher, but at the same time more than 44%
of graduating high school seniors pursue four-year degrees. This mismatch results in an
oversupply of bachelor's prepared individuals and a shortage of technically trained workers.
Fortunately, this second factor is being meaningfully addressed at the local level.
TigerPath
Over the past half dozen years Hutchinson has arguably become Minnesota's leader in student -
based solutions to the skilled workforce shortage. Our goal is to create more skilled workers.
Not only does this provide tangible help to local employers, it also provides Hutchinson with a
sizable advantage when it comes to the recruitment of new companies: when they ask "where
do we get our workforce?"we have a very credible answer: TigerPath. Availability of workforce
is the number one location criterion for expanding companies.
To help grow the local supply of skilled workers, the Hutchinson EDA continues to partner in a
huge way with local employers, the local school district (ISD 423) and Ridgewater College to
promote skills -based educational options for students. Our goal is to move away from "one -size -
fits -all" education (i.e. "go to college," meaning a four-year degree) in favor of students finding
their own unique path to success, based on their own interests and aptitudes.
Each year approximately 180-190 students graduate from Hutchinson High School. These
students can become a big part of the answer for local skilled workforce needs.
Follow Your Own
Success
PATH
3M continued its strong support for TigerPath with this billboard on Hwy 15.
EDA staff continues to work with school district staff to implement the six TigerPath strategies.
Figure 4, on the following page, summarizes the strategies being used to implement TigerPath.
41
Figure 4 — Strategies to Implement TigerPath
1. Realign high school education by implementing the TigerPath Academies —a career academy
model of education designed to help students discover their talents, develop their skills and
build rewarding careers based on their own interests and aptitudes.
2. Build seamless educational pathways between high school & college so students can earn
free college credit and industry -recognized credentials before they graduate high school.
3. Change outdated stereotypes about manufacturing, education & career choices and gender
in the workforce through tours of local precision high-tech manufacturers, job shadowing, a
dedicated website and other marketing activities.
4. Build school -employer relationships
5. Dramatically upgrade high school tech-ed facilities & equipment to change the stereotype
students & parents have of manufacturing, get students inspired and excited about technical
education & careers and provide first-class, real -world equipment for students to train on.
6. Launch Tiger Manufacturing — an authentic manufacturing business based in the high school,
run by students, designing and manufacturing real products for real customers. Tiger
Manufacturing will add relevance to coursework, provide realistic work experience, build
teamwork & soft skills, foster critical thinking & problem -solving skills, and teach
entrepreneurship and business operations.
In 2022, the Hutchinson EDA continued its support of
TigerPath in several ways:
■ Updating the TigerPath Parent's Guide
■ Obtaining a $30,000 grant from 3M for the purchase
of screen -printing equipment, a large format printer
and a high -end laser engraver for Hutchinson Hig
School.
(This equipment will allow students to express their creative Large format printer
talents and provide Tiger Manufacturing with additional
revenue -producing opportunities.)
■ Researching and promoting the continued development of Tiger Manufacturing.
42
TigerPath is:
Afe,oueo-ni7t %akofe
Human
Resources Roundtable
To aid our local employers, the Hutchinson EDA
N w 1 --
initiated a series of roundtable meetings for human
resources professionals. These meet every second
month with the goals of (A) providing information on
�Mdsi?o,st 3p
resources to help employers get the most from their
existing workforce and, (B) creating a forum in which
ices to
Al -hour workshop on besaece[s.
keep your currentemploploys
H-R professionals can exchange ideas. Recent topics
included "Best practices for employee retention,"
WEDNESDAY
WE EVbRflKRrp6E
"Resources from the Minnesota Workforce Center,"
EVFA EXO?
and "Customized training options from Ridgewater
AML
College." By the close of 2022 about a dozen local
employers were attending regularly and feedback from
wus�zw.axn or ux.ss3*ans
attendees has been very positive.
5 AM, Wd—dry, April 13r', 10n
Hutehlmon Ewne C~ F 1005 HWY 15 South
Project 9500
Research on workforce commuting patterns revealed that more than 9,500 residents of McLeod
County commute to jobs outside the county, with a large majority going to the western Twin
Cities suburbs for work. This represents a significant opportunity for workforce
retention/recruitment.
In the second half of 2022 EDA staff developed "Project 9500." The plan is to:
I. Develop a Hutchinson -specific job listing website.
2. Create a state-of-the-art on-line job application for companies (this would be optional
for employers to use)
3. Launch a year -long marketing campaign, targeting the 9,500 commuters, to drive
people to the jobs website.
The website, _ _ will be very simple, with a strong emphasis on ease of use
for both job posters and job seekers. Companies wishing to post jobs will be able to submit them
on-line; EDA staff will then curate them and get them added to the website. Job seekers will be
able to look for jobs either by industry (e.g. "manufacturing," "health care,""building trades" etc.)
or by employer. With one click they'll have direct access to an on-line job application.
43
To make it as easy as possible for job seekers, a common on-line job application will be developed.
A sizable number of companies are simply not up to date when it comes to their job application
process, especially when it comes to on-line components. We intend to solve this problem by
creating a state-of-the-art on-line job application that companies can use if they wish. The
application will be designed for smart phones, tablets and laptops so applicants can apply for a
job from literally anywhere. Completed applications will be keyed to each individual company
and land in the HR Directors inbox.
The marketing campaign to promote the website will
be primarily on social media, emphasizing Facebook.
"Geo-fencing" and other contemporary marketing
techniques will be utilized to target messaging
specifically to commuting workers in McLeod County.
In addition, some legacy media will be utilized,
including billboards on Hwys 7 & 212, newspaper and
radio advertising, adverts at local gas stations and
potentially utility billing inserts.
To participate, employers can either post jobs for
$100 each (with the first posting free) or get unlimited
postings and priority placement by helping sponsor
the project.
Funding for the project will come from the EDA, City
and corporate sponsors.
By the close of 2022 the project design process was
largely complete and several corporate sponsors lined
up.
we f=una 91 500 workers!
ke a..$50OMiieDd County residents mmm ate .-
'oos
Jc c plan to recruit some for jobs in Hutchinson.
Due to uncertainty around the direction of the economy and the fact that some major local
employers have temporarily suspended hiring, the project will be on hold for at least the first
quarter of 2023 and potentially the second. Hopefully Project 9500 will be launched in the second
half of the year.
BUSINESS INCUBATION
Jump -Start Downtown
Gold Coin / Sweet Rolls & Boba, winners of the 2021
Jump -Start Downtown Business Plan contest, made
only minor progress in renovating the restaurant in
2022. By year end, EDA staff was checking in
regularly to keep the project moving forward. It is
hoped that the Gold Coin, along with Sweet Rolls &
Boba, will officially reopen by mid-2023.
Enterprise Center
The Hutchinson Enterprise Center had an uneventful year in 2022. After much consideration, the
EDA Board decided that lease extensions would be provided for both Innovative Foam and Laser
Dynamics to carry them through the end of 2023. After that, no new leases will be provided.
In addition, the Board of Directors indicated that RD Machine will be able to continue leasing its
2,000 square foot space until its new building is ready in late 2023.
Finally, support for both the Small Business
Development Center (SBDC) and the Veteran's
Business Outreach Center (VBOC) continued in 2022
with the provision of free office space at the
Enterprise Center.
BUSINESS ATTRACTION
Key to the attraction of expanding companies is to
(A) have what they're looking for (e.g. workforce,
buildings, sites, financial assistance, etc.) and (B)
conveying that information effectively.
Hutchinson Enterprise Center
In 2022 Hutchinson had pretty much everything a company could want, resulting in the addition
of a new employer to the community.
am
New Company: Milk Specialties Global
In July of 2022 Milk Specialties Global (MSG)
signed a long-term lease for 95,000 square
feet of the main TDK-HTI building. MSG
plans to establish a warehouse and packing
line operation. By year end they had five
employees on staff in Hutchinson; which will
grow to a projected 60 in coming years. In
addition to warehousing functions, MSG
plans to establish four packing lines to
package bulk products for individual sale.
MILK
SPECIALTIES
GLOBAL I
Milk Specialties Global is a Minnesota -based
manufacturer of human and animal nutrition
supplements. Examples include lactose,
whey power and protein powder for human
consumption and milk replacer and other nutritional supplements for use by animals.
Marketing
To make expanding companies aware of what
Hutchinson has to offer, the EDA employs a
multi -pronged approach to marketing the
community for economic development.
Strategies are in place to reach local, regional,
state and national audiences. These are:
J
Hutchinson
%AONN€ 13 IrA 5 WA NUFACTURV- = C i
1. Branding as "Minnesota's Manufacturing City" conveys both our identi and our value
proposition.
2. The EDA's strong Business Retention & Expansion (BR&E) Program has helped
bring about strong growth with local manufacturers. In addition, Hutchinson has
cultivated a strong reputation that brings new companies and opportunities to the
community. "Satisfied customers" is a very effective marketing strategy.
3. The EDA Website is optimized for corporate site selectors and company leadership
researching location options for expansion. It's designed to convey information in a clear,
concise style so decision -makers can easily evaluate the community as a potential location
for expansion.
4. Social Media (i.e. Facebook) is utilized to convey information to local audiences and to
boost the ranking of the EDA's website in internet searches.
5. Membership in the Minnesota Marketing Partnership (MMP) gives Hutchinson
exposure nationally at various industry trade shows and helps us connect with corporate
site selectors.
6. Membership in the Community Venture Network (CVN) provides connections with 24
companies annually that are actively looking for location site options. Three times per
year EDA staff attends meetings in which eight expanding companies make presentations.
7. Partnership with the Small Business Development Center (SBDC) by providing
financial support and office space at the Enterprise Center brings the potential of
connecting with start-up and early stage companies that may be looking for a location in
which to grow their business.
8. Finally, Hutchinson's strong relationship with the Minnesota Department of
Employment & Economic Development (DEED) brings regular opportunities to
market to expanding companies. DEED sees Hutchinson as a reliable partner that will
represent Minnesota well.
Support of McLeod County Economic Development
McLeod County United (MCU)
In early 2022 McLeod County hired Liz Danielson to spearhead economic
development efforts at the county level as their Economic Development
Coordinator.
In support of this effort, Hutchinson EDA staff organized McLeod County
United (MCU).
These are monthly meetings of the economic development professionals
in the county to facilitate coordination and planning between the various
organizations and to create a forum for professional development and
support. By year end representatives from McLeod County, Winsted,
Lester Prairie, Glencoe and Hutchinson were regular participants.
EDA ADMINISTRATION
Budget & Fund Report
Liz Danielson
The EDA managed its budget effectively for the year, closing out 2022 with positive net operating
revenue of $13,017. At year-end the EDA had a cash balance of $165,797 — which is 63.7% of
next year's planned operating budget. The purpose of the operating budget reserve is to keep
the EDA operating during the six-month intervals between property tax payments from the
county.
The City Council authorized a levy in the amount of $258,169 for 2023, which keeps the EDA tax
rate unchanged at .01813%. The increase in funding over 2022 will be used to step up EDA
marketing efforts in connection with workforce retention and recruitment.
47
Operating Budget
As noted, the EDA finished 2022 with a net operating revenue of $13,017. Revenues for the year
totaled $221,168 and expenses totaled $208,152.
Economic Development Loan Fund
The Economic Development Loan Fund closed out the year with $162,250 in cash available and
four loans receivable totaling $131,939. All loans were performing as required. A loan of $35,000
was provided to FireLake Manufacturing to aid them with lease -hold improvements on their new
(leased) building. Zephyr Wind Services paid down their loan by $13,637 — leaving a year-end
balance of $61,699.
At the close of the year the Enterprise Center owed $226,925 to the ED loan fund, having paid
down its loan by $19,127. Future payments will be made from building rental revenue and tax
increment financing proceeds.
Downtown Revolving Loan Fund
The Downtown Revolving Loan Fund finished the year with $378,099 cash on hand and loans
receivable totaling $335,951. With very minor exceptions, all loans were performing as required.
By the close of 2022 there were 15 active loans, down from 21 the previous year. Two loans are
projected to be paid off in 2023.
The Downtown Loan Fund continues to hold its $201,329 investment in the former Cenex site on
3rd Avenue NW. This may change in 2023, as the City has identified the site as the location for a
planned community splash pad.
In addition, the fund is owed $142,203 from TIF District 4-16 for the purchase and removal of
the old Franklin House, formerly located at 135 Franklin Street North.
Total assets in the Downtown Loan Fund at year-end totaled $1,057,582.
Minnesota Investment Loan Fund
The Minnesota Investment Loan fund ended the year with $9,329 in cash available and one loan
outstanding (to a company called MOXY) with a balance of $8,100. MOXY paid down their loan
by $2,856 in 2022.
Hutchinson Enterprise Center
The Enterprise Center closed out the year with $36,280 cash on hand and assets totaling $45,680.
Liabilities included $4,000 in security deposits and $226,925 owed to the Economic Development
Loan Fund.
am
Revenues for the year totaled $70,074 — which includes a $4,000 payment from the Hutchinson
Utilities Commission for the new industrial park solar array.
Expenditures for the year came to $42,723 — with property taxes being the largest line item. Net
operating revenue for the year was $27,351. Of that, $19,127 was transferred to the Economic
Development Loan Fund to pay down that loan. The remaining cash flow of $8,225 will be
transferred to the Enterprise Center Building Maintenance Fund.
SHOPKO Development District
The SHOPKO Development District finished 2021 with $9,884 in cash available and Interfund
Loans receivable from other TIF Districts totaling $394,428. Cash available is down considerably
from last year due to this fund being used for the acquisition of properties for the Hutch Uptown
Grand project. 75% of those dollars will be reimbursed from the FEMA grant obtained for this
project.
Table 8, below, summarizes the loans receivable.
Table 8 — SHOPKO Development District Interfund Loans
TIF
Project
Receivable
Notes
4-16
Franklin Redevelopment
$270,828
Purchase & demo of old medical building
4-17
Enterprise Center
$118,243
Site work
4-21
Rite -Way Conveyor Lot Reimb.
$0
TIF Plan & legal work, $13,101 paid off
4-22
Jorgensen Hotel
$5,356
TIF plan & legal work
TOTAL
$394,428
It is planned that the receivable from TIF 4-16 will be paid off from tax increment generated by
new development on the Franklin redevelopment site.
Similarly, tax increment from the Enterprise Center TIF District (TIF 4-17) is scheduled to go back
to the SHOPKO TIF District to satisfy that obligation.
Tax increment revenue from the Rite Way Conveyors project (TIF 4-21) will flow back to the City's
Community Investment Fund as reimbursement for the cost of initial development of that
industrial park lot.
Of the $206,029 cash available in the SHOPKO Development District $171,225 is obligated as the
required 25% local match for the anticipated FEMA Grant.
Appendix A to this report provides a complete financial report on the various EDA budgets and
funds.
ER
Governance
EDA Board
The Hutchinson Economic Development Authority is governed by a seven -member board of directors
appointed by the City Council for six -year terms. Two City Council members serve on the EDA Board,
acting as a liaison between the two groups.
At the end of 2022 Mary Christensen retired from the City Council and completed her time on the EDA
Board of Directors having served for 12 years. Her position was filled by Councilmember Pat May.
Jack Daggett was appointed to the EDA Board in July to fill the slot vacated by Daron Vanderheiden, who
retired at the end of 2021.
Table 9, below, provides detail on the composition of the EDA Board of Directors in 2022.
Table 9 — Economic Development Authority Board of Directors, 2022
Member Position Years' Service Affiliation
Mike McGraw
President ~
18
State Farm Insurance
Jonny Block
Vice-president
10
Hillyard _
Chad Czmowski
City Council liaison
14
City Council/Outdoor Motion
Jack Daggett
Commissioner
I
Pride Solutions
Pat May
City Council liaison
0
City Council
Coney Stearns
Commissioner
a
Stearnswood
Mike Cannon Commissioner 7 Citizens Bank
Jgmmy, Carter Ex-officip Hutchinson Utilities Comm.
Finance Team
Overseeing the financial aspects of the Hutchinson Economic Development Authority is the EDA
Finance Team. Comprised of two EDA Board members and seven other members of the
community, the Finance Team provides recommendations to the EDA Board on everything from
budgets to proposed financial incentives. Finance Team membership for 2022 is detailed in Table
10, below.
Table 10 — EDA Finance Team, 2022
Member Position
Affiliation
Mike Cannon Chair/ EDA Board Liaison Citizens Bank
Scott Ziegler Member Piehf, Hanson, Beckman
Anthony Hanson Member Citizens Bank
Jack Daggett Member _ Pride Solutions
Corey Stearns EDA Board liaison Stearnswood
50
Josh Karg Member Heartland Ag Systems
Eric Lipke Member
Josh Laffen Member
Ben King Member
MITGI
Home State Bank / MBFC
Kraft Walser Law
Ben King resigned from the Finance Team in November to take a job with a law firm in Rochester.
With the appointment of Jack Daggett to the EDA Board (and taking on those liaison
responsibilities) Corey Stearns resigned from the Finance Team mid -year.
SUMMARY
2022 was a successful year for economic development in Hutchinson. Significant progress was
made in the downtown with several redevelopment projects moving forward. Hutch Uptown
Commons and the renovation of the Jorgensen Hotel will add a great deal of vitality to Main Street
when completed. The EDA facilitated continued growth in the manufacturing sector by assisting
two companies (RD Machine & FireLake Manufacturing) with significant expansions. In addition,
Milk Specialties Global was added to Hutchinson's family of manufacturing companies.
Looking forward the community faces four significant economic development challenges:
1. CHALLENGE: Workforce — shortage of workforce, particularly skilled workforce, will be
a constraint on economic growth for the foreseeable future.
SOLUTION: Hutchinson has a very credible solutions in TigerPath and Project 9500.
2. CHALLENGE: Lack of Building Space — at the end of the year Hutchinson had no
building space available for manufacturing, significantly complicating efforts to recruit new
companies to the community.
SOLUTION: The EDA is in active discussions with several builders about a 2023 industrial
spec building project.
3. CHALLENGE: Housing — shortage of all types of housing in the community is a barrier
to workforce retention and recruitment.
SOLUTION: The EDA is spearheading development of a 75-unit apartment complex in
downtown. In addition, the City has commissioned a housing needs study, which will be
completed in the second quarter of 2023. This will provide developers with the
information they need as they consider housing investments in the community.
4. CHALLENGE: Childcare — an analysis completed by First Children's Finance found that
Hutchinson needed more than 400 child care slots to meet existing need. In addition,
existing openings were quite expensive. The lack of sufficient child care openings
contributes to the workforce shortage by keeping would-be workers at home, caring for
their kids.
51
SOLUTION: The Hutchinson Chamber of Commerce is spearheading Hutchinson's
participation in the Rural Child Care Innovation Program (RCCIP) from First Children's
Finance. This program will develop and implement strategies to increase the number of
childcare slots in the community.
These challenges are shared by communities all over Minnesota. Hutchinson is much better
positioned than most to successfully resolve these challenges due to a long history of teamwork,
collaboration and "can do" attitude in the community. We say "YES" a lot, and that's been a
major advantage.
52
Finance
Primary Services
The Finance Department provides customer service to all city departments as well as the city's residents
and businesses. The department operates under the management of the Finance Director and is guided by
Generally Accepted Accounting Principles, Minnesota State Statutes, City Policy and departmental
procedures. Finance's various functions include:
• Accounts payable
• Accounts receivable
• Payroll
• Utility billing
• Water, Sewer, Refuse work orders
• Financial analysis and reporting for the City, EDA and HATS Facility
• TIF administration and reporting to the State
• Tax levy administration
• Certification of Special Assessments and Delinquent Utility Billing amounts to the County for
collection on the following year's property tax statements
• Maintain and manage the Special Assessment database
• Administer the Assessment Search process for title companies
• Certifications to the County and State for the City's budgets, tax levies, truth in taxation meetings,
outstanding debt and annual financial reports
• Administration of the EDA and HRA grant and loan programs
• Administration of the City's lodging tax, cable TV franchise tax and excise tax
• Grant administration and reporting
• Budget development
• Capital Improvement Plan (CIP)
• Annual debt issuance, debt covenant compliance, debt service analysis and bond payments
• Long-range financial planning
• Cash and investment management
• Banking relations
• Administration and oversight of departmental procurement cards
• Risk Management and insurance coverage
• Budgetary and policy support for other city departments
Finance Budget
Other than labor, auditor fees ($49,000) and software costs ($14,792) represent the largest expenditures
for the Finance budget.
Wages & Benefits
Supplies
Services & Charges
Miscellaneous Expenses
Total Expense Budget
2021
2022
2023
Actual
Actual
Bud et
$299,265
$323,084
$325,568
1,423
1,525
1,500
72,481
66,969
77,902
1,055
1,144
11350
$374,224
$392,722
$406,320
53
Full-time Equivalent Staffing
General Fund 3.0 Finance Director, Payroll Specialist, Senior Accounting Specialist
Enterprise Funds 2.0 Assistant Finance Director, Utility Billing Specialist
2022 Accomplishments
1) Received the GFOA's Certification of Achievement for Excellence in Financial Reporting for the
2021 audit report. We have received this award each year since 1996
2) Received an unmodified (clean) opinion from the City's independent auditors that the 2021
financial statements were fairly presented in conformity with Generally Accepted Accounting
Principles
3) Reaffirmed the City's AA- bond rating
4) Formulated our debt needs for the typical annual bonding for roadway improvements in addition
to the final debt for the new police facility
a. Street Reconstruction Bonds — par value of $1,980,000
b. CIP Bonds (Police Facility) — par value of $3,905,000
5) Coordinated the early payoff of the 2013 debt in conjunction with the financing of the new police
facility. The early payoff has a beneficial impact on the City's debt tax levy with lower interest on
the new PD debt as compared to the 2013 debt.
6) Took advantage of rising interest rates to increase the City's total annual investment income by
approximately 50%, for an additional $230,000 when compared to 2021. The General fund's
investment income increased by $65,000, outperforming the budget by $50,000.
7) Balanced the City's cash on hand for various large projects during the year, including the Police
Facility construction, Civic Arena Roof improvements, Wastewater Headworks improvements and
the Water/Wastewater SCADA projects.
8) Renewed the City's insurance policies for general liability, property and workers compensation
9) Reported the City's intended usage of ARPA monies to the federal government; accepting the
monies through the "revenue loss" provision
10) Worked with LMCFr insurance adjusters on several large claims, including the water damage at
the Event Center in February 2022
11) Assisted PRCE with their software conversion in the summer and fall of 2022
12) Assisted Public Works with the new Water and Sewer billing structure
13) Completed all required financial reporting to the State and the County for the cty's annual budget,
tax levies, indebtedness, annual audit report and TIF districts
14) Guided city departments through the process for the following annual documents, creating several
iterations prior to being approved by council
a. General and Enterprise fund budgets
b. 5-Year CIP
C. Fee Schedule
15) Increased electronic payment customers for Utility Billing by 214 in 2022, a 6.2% increase from
year-end 2021
54
2022 Performance Measurement Monitoring Data
Accounts Payable
Use of automated payment solutions continues to provide efficiencies to departmental purchasers and
enhances internal controls through established approval processes.
• Processed 103 electronic purchase orders totaling $2,888,984, compared to 97 totaling $3,260,854
in 2021
• Use of departmental procurement cards decreased 13.2% in 2022
• Issued 4,257 disbursement checks totaling $39,570,681 in 2021 compared to 4,378 checks totaling
$28,015,816 in 2021. The large increase in dollar amount is attributed mainly to the Police Facility
project.
Utility Billing
• Billed an average of 5,161 accounts on a monthly basis in 2022 with 29 new accounts added during
the year due to new construction
• Coordinated the monthly billing process with the third -party printer/mailer
• Averaged 14 accounts per month that had water disconnected due to failure to pay
o Averaged 94 shut-off letters each month, resulting in 80 accounts resolving their delinquency
prior to a shut-off event
• Coordinated work orders related to Water, Sewer and Refuse service
• Monitored water usage for large fluctuations or leaks, and informed customers
• Prepared, analyzed and billed new sewer charges to customers based on the January and February
average water usage
o This involves in-depth analysis of many accounts for abnormal activity that would adversely
skew the sewer charge
■ Leaks or cold weather water trickle can significantly affect a customer's sewer
average
• Provided notes or inserts within the utility bill mailings for City related information
• Managed and promoted the various electronic payment options available to customers
o We increased our electronic payers by 6.2% in 2022
o 71.2% of our accounts are now paying electronically, up from 67.3% last year
Payroll
• Issued 374 W2s in 2022 compared to 349 in 2021
• Total gross wages paid for 2022 was $8,355,847 compared to $7,953,766 in 2021
• Hired and terminated 116 summer seasonal employees in 2022, compared to 125 in 2021
Insurance
The City's insurance policies are administered by the finance department. Other than a few exceptions, the
City's policies are with the League of Minnesota Cities Insurance Trust (LMCM. LMCIT is a self-insurance
pool of cities, formed to meet the specific coverage and risk management needs of cities. The coverage
included in the City's policies are property, crime, bond and petrofund, automobile damage and liability,
equipment breakdown, municipal liability, liquor liability, volunteer accident coverage and workers'
compensation. The finance staff processes loss claims, premium payments, deductible payments, and
coordinates the insurance renewal process each year. Human resource staff processes workers'
compensation claims. LMCIT requires that cities retain a representing insurance agency. The City's agent
is Arthur J. Gallagher & Co (AJG), whose staff is extremely helpful in analyzing the City's coverage and
explaining areas where the City may have increased or decreased liability/risk. AJG also serves as the
liaison between the City and LMCrrs underwriters for renewals and questions related to coverage or
claims.
55
The City also administers the insurance coverage for the HATS Facility through LMCIT and AIG. The
facility, which is co -owned by the State, County and City, consists of five buildings. Two buildings are
shared by all three entities for office space, a mechanics bay and salt storage. The other three buildings
are separately owned by each entity for equipment storage. This policy includes property coverage only for
the two, shared buildings. The individually owned storage buildings are insured separately by the
applicable entity's own insurance coverage. This policy also covers crime, petrofund and some minor
shared equipment.
The City's LMCIT policy has automatic builders risk coverage for building projects with total estimated cost
less than $3,000,000. For projects estimated to exceed $3,000,000, finance staff must procure a separate
policy, with AJG's assistance, through another insurance provider prior to the start of construction. In
2022, the Finance department renewed the separate builder's risk policy for the new police facility
construction project.
The City has two other insurance policies for specialized facilities not normally covered by LMCIT. The solar
array located at the Wastewater Treatment Facility has a policy through The Hartford, which covers
equipment damage and breakdown. The City also has a policy for the municipal airport through Old
Republic Insurance Co, which includes coverage for liability, property, and terrorism.
Banking and Investments
City monies are primarily deposited locally at Citizen's Bank, with several accounts to manage our various
operations. Throughout 2022, I maintained a larger liquid cash balance due to the funding needs of several
significant projects; Police Facility construction, Civic Arena roof improvements, Wastewater headworks
improvements and Water/Wastewater SCADA improvements. Remaining surplus funds can be invested
with better returns as those projects are finalized in 2023. The City's cash deposits above the FDIC limit of
$250,000 are protected by pledged securities held by the bank, with those securities monitored on a
monthly basis by both the bank and Finance staff.
Finance staff strives to produce growth in investment income by actively managing the City's cash. We
maintain a portfolio with our investment custodian (Oppenheimer) consisting of Certificates of Deposit,
Municipal bonds, and Federal Agency bonds. Investment yields increased significantly in 2022, driven by
the unprecedented, seven increases to the federal lending rate during the year. This brought the rate to
4.50% by December 2022, up from 0.25% from the last change in December 2020. Finance was able to
reinvest over $4,000,000 during the year, for an average annual return of 3.3%. For comparison purposes,
we reinvested $1,400,000 in 2021 for an average annual return of 1.0%. Taking advantage of the higher
rates has been a priority in order to help our operating budgets with the increased revenues.
Debt Issuance and Debt Management
The City annually issues General Obligation Special Assessment bonds to finance street and utility
infrastructure improvements. Finance staff works closely with Engineering and Resource Allocation
Committee to determine the appropriate bond issuance amount to finance the estimated project costs.
Finance consults with its financial advisor, Ehlers & Associates, while structuring the debt to fit within the
parameters of the City's Debt Management Plan. Finance, with the assistance of Ehlers & Associates, holds
a bond rating phone call with Standard & Poor's (S&P) prior to each year's bond issuance. The purpose of
the call is to discuss the bonded projects in addition to the City's policies, financial health and economic
outlook in order for S&P to determine the City's bond rating. The City's current bond rating of AA- has
been reaffirmed by S&P for several years and is likely the highest rating we can attain. The bond rating is
an important factor used by potential investors in assessing the risk related to the City's ability to pay its
debts.
56
Financial Reporting
Finance staff annually prepares two major documents related to the City's finances. The first and perhaps
most important document is the annual budget. Finance coordinates the budgeting process in accordance
with the City Administrator's calendar and direction. Five budgets are created throughout the year:
• Initial budget
• Department budget
• Preliminary budget
• Truth in Taxation budget
• Final Approved budget
The initial budget consists of the same revenue and expense levels as the previous year's budget with the
exception of updated assumptions for wage and benefit increases. Any one-time budget amounts are
removed. Departments use the initial budget to work through their operating needs and submit a
Department budget back to finance. Finance and the City Administrator review and meet with departments
to discuss budgetary needs. Any changes are reflected in the Preliminary budget which is used to certify
preliminary tax levies to the county auditor by September 30. Further discussion with departments occur
after the preliminary budget in order to produce a budget that falls within the parameters directed by city
council. That budget is presented at the annual truth in taxation (TNT) public hearing. The final budget,
which may include revisions from the TNT budget, is approved by council in December. Final tax levies are
certified to the county by the end of December.
The second major finance document is the annual audited financial report. Finance begins planning and
performing initial audit work in December of each year. The process continues through the end of March,
leading up to the auditor fieldwork in early April. The audit report itself is produced by the auditors in early
June, with review performed by the lead auditor, the audit firm's partner and city staff. We are required to
submit the audit report to the State Auditor by June 30 of each year. We are also required to publish
summary audited financial statements in the local newspaper by the end of July.
Financial reporting to the State for the City's tax increment financing (TIF) districts is required by July 31.
We contract with Ehlers & Associates to prepare the reports based on data provided by Finance, which can
be a complex process. Finance staff ensures that the audited financial statements for the TIF districts are
complete and accurate. Finance also performs a thorough review of Ehlers reports prior to the data being
transmitted to the State Auditor. Fees charged by Ehlers are paid by the TIF districts, utilizing 10% of the
TIF revenue that can be dedicated to administrative costs, per State statute.
Other important reporting functions include the financial and investment reports provided to city council on
a monthly basis, the five-year capital improvement plan and the fee schedule. S&P and the city's auditors
confirm each year that these reports are being provided to the city council.
57
2023 Finance Department Goals
1) Financing the 2023 roadway and infrastructure improvements
2) Analyze and structure the funding of the EDA's Franklin Street project
3) Analyze and finalize the internal funding to complete the new police facility and civic arena
projects. Recommendations to city administrator and city council on the use of various reserve
funds to balance the project needs.
4) Compile the sales tax refund request and submit to the State related to the police facility project.
Estimated refund of $250,000 to $300,000 based on contractor payments.
5) Transition the city's core software system from BS&A to Civic System, which will provide a more
robust reporting capability and better internal controls for the basic accounting functions
6) Work with IT to incorporate LaserFiche into the storage of Accounts Payable and Cash Receipt
images for greater efficiencies than through our accounting software
7) Develop more effective budgeting template system for departments to utilize in the budget
process
8) Create a budgeting assumption for Seasonal/Temporary employees based on average hours
needed by department and average pay rate
9) Implement the new Water and Sewer rate structure in the monthly UB billings
10) Account for the use of ARPA funds in accordance with Federal guidelines
11) Finalize modifications to several policies within the Financial Management Plan
12) Review and modification of the Special Assessment policy, specifically in relation to deferred
assessments and the interest rate applied
13) Work with John Olson to improve the airport hangar billing process for a more consistent
collection of outstanding rental income
14) Look for cost effective software options for tracking the city's fleet and maintenance costs
15) Continue to look for process efficiencies and budgetary savings
16) Receive the GFOA's Certification of Achievement for Excellence in Financial Reporting for the 2022
audit report
17) Receive an unmodified (clean) opinion from the City's independent auditors for the 2022 financial
statements
18) Reaffirm the City's AA- bond rating
Fire Department
Accomplishments
-Worked on many small and large projects at our training facility to improve usage for our
Firefighters as well as other Regional Fire Departments that utilize the space. We installed a
large concrete pad for conducting auto extrication, added a new burn container and
reconfigured the live burn area. We also started replacing windows and installing new siding on
our search and rescue house (this will be completed in 2023).
-Acquired the vacant lot to the north of the fire station to allow for parking lot expansion. We
are working closely with our neighbors to the north to ensure we improve the space for all.
-Worked closely with all fire departments in the county as well as McLeod County Sherriff s
Office setting up and finalizing details regarding the new 800mhz communications equipment
upgrades for the entire county. This will go live in early 2023.
-After working with the Townships, McLeod County and the MN DNR to develop and change the
burn permit process throughout the county, we helped get the system live at the start of 2022.
This new, simple and free system has been working well and has been very well received by the
residents of the county, township representatives and fire departments alike.
-Conducted a hiring event for new potential Firefighters. We had sixteen applicants and after
the multiday hiring event we ultimately hired four new recruits. They immediately began their
FFI and FFII training with outside instructors. Our fire station serves as the host location for
twenty recruits from neighboring towns. Classes are going well and they are scheduled to test
out in early/mid 2023.
-Summer duty crews (from Memorial Day to Labor Day) continued with great success.
-Held live fire training at an acquired structure in the county. Utilized outside instructors to
conduct low- and high-level burn evolutions throughout the structure. Entire training event was
partially reimbursed by the state grant program.
-The Fireman's Park Committee, led by Assistant Chief Abelson, worked very hard on the final
planning, details, fund raising and ultimately the installation of all of the playground equipment
and shelter/park upgrades in 2022. This was an amazing project with a tremendous outpouring
of help and support from multiple partners and the community and yes ... the park is now OPEN!
59
;7A i
-Completed all annual requirements to maintain Firefighter licensing and certification. Worked
with our medical training partner (Allina) to keep up with all EMS continuing education needs.
-Conducted annual Firefighter physicals, blood tests, SCBA and N95 fit testing along with all
other health and safety requirements.
-Completed annual testing, certification and required maintenance on all apparatus, breathing
air compressor, SCBA packs, and small/tools equipment.
-Continued annual replacement of PPE/gear to stay ahead of minimum NFPA requirements.
.E
-Continued using hybrid and online training whenever possible to improve our training delivery
methods to all of our Firefighters.
i
-The truck committee spent many hours finishing the details, training the whole department
and then put into service New Rescue-8. This City/Rural shared truck is a true multi -purpose
unit providing EMS, grass fire fighting capabilities and more, The truck turned out great and has
been a massive functional upgrade from what we had previously.
-Major one-time repairs and maintenance items were completed on Utility-3 (formerly Rescue-
8) to extend its useful life and ultimately save money for both the City and Rural entities.
61
Operational Data
Call Breakdown
Year
FIRE -
General
FIRE -
Structure
Rescues &
MVA
Medicals
Alarms &
Sprinklers
Hazardous
Condition
Other
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
47
28
20
42
40
41
33
27
47
57
35
15
12
14
12
16
19
17
7
12
11
8
21
23
47
46
75
81
69
70
74
81
71
117
109
124
125
156
167
170
155
155
178
190
92
97
116
105
92
83
91
70
85
63
90
96
73
93
87
78
89
64
95
67
60
60
49
47 i
51
50
48
52
48
39
44
48
43
Emeraencv Calls Total
Year
1990
2000
2014
1 2015
2016
2017
2018
2019
2020
2021
2022
City
156
215
317
309
342
348
307
318
332
318
318
Rural
1 76
132
148
158
163
184
185
145
152
180
179
Total
232
347
465
467
505
532
492
463
484
498
497
Structure and General Fires
Year
2001
2013
2014
2015
2016
2017
2018
2019 2020 2021
2022
General
50
40
34
54
56
60
50
34 59 68
43
Fires
Year 2012 2013 2014 2015 1 2016 2017 1 2018 2019 2020 1 2021 2022
Iniuries 1 4 0 1 1 0 2 1 2 1 4 1 1 1
Event Fatalities
_Fire
Year
2001
_
2002 2003-2010
_
2011 2012-2020
2021E2O22]
Fatalities
*3
1 0
1 0
2
Response Time (Alarm to Truck Out the Door for All Full Page Out Calls)
Year
2012
2013 2014
2015
2016 2017
2018
1 2019
2020 2021
2022
Time
3:48
3:24 3:58
4:27
5:06 1 5:33
1 6:10
1 5:50
5:39 5:17
5:21
Officer Only
Calls (*Indicates
Hourly Pay Multiplier
Increased
Year
2012
2013
1 2014
2015
*2016
j 2017
2018
2019
2020
2021
*2022
Number
126
106
149
143
156
161
130
130
135
126
123
of Calls
Dollars
$22,932
$19,292
$27,118
$26,026
$30,576
$31,564
$25,480
$25,480
$26,460
$24,696
$27,675
Saved
Hours
1,890
1,590
2,235
21145
21340
2,415
1,950
1,950
2,025
1,890
FIL,8451
Saved
Estimated P%fie_ rat ► Value Saved .$4,295,000 Lives Saved; 4
62
Property Value Lost: $216,050
Emergengy Call Hours: City-2,731 Rural- 2,365
Total Training Hours: 3,073 Total Training Events: 56
Public Relations and Fire Safety Education
We hosted multiple tours and education events at the fire station as well as on location at
businesses and schools as requested.
We appreciate the relationship we have with the Hutchinson Schools and conducted our first
fire safety education for the 2"d graders at the New Tiger Elementary School. We also
conducted fire safety education for the kindergartners at the West Elementary School as
normal. The Northwoods Elementary group came to the fire Station for their education. Several
early childhood and preschool classes were also provided with a fire safety education message.
36 Public Relations Events / 756 Hours
11 Fire Safety Education Events / 192
Hours
1,585 Total Students
inspections and Permits
-Our approach on rental inspections for 2022 remained similar to the previous year and we
limited entering private living units (apartments, rentals, etc.) or occupied commercial spaces
unless there was an emergency or an immediate safety concern that required attention.
-Daycare and Foster Care facilties were inspected as requested through our partnership with
the county/state (approx 24) and all new and remodeled construction (commercial properties)
were inspected to ensure proper installation and operations of fire alarm and sprinkler systems
(approx 77).
-Building plan reviews were also conducted jointly with the City of Hutchinson Building
Department.
-The new paperless burn permit system for Mcleod County went live in 2022 and has worked
well.
63
Vehicle Maintenance
Cost / Mileage / Hours Measurement
2017
2018
2019
2020
2021
2022
Ladder 1
$1,863
$10,624
$1,136
$5,469
$6,895
$12.128
$1,845
2001 Pierce
Utility 5
n/a
n/a
$6,867
$1,545
$31
$333
sold / $719
2009 Chevy CC
Engine 2
n/a
$1 496
$2,742
$2,048
$3,348
$11,299
$3,204
2016 Rosenbauer
Tanker 4
n/a
n/a
n/a
n/a
n/a
New / $0
$518
2021 Intemational
Tanker
$1,201
$1,570
$1,949
$8,783
$3,773
$24,860
$703
1996 Intemational
Engine 7
$3,936
$7,133
$8,414
$1,362
$6,334
$5,700
$7,192
2008 General
Utility 3
$1,16I
$2,631
$402
$2,744
$487
$538
$7,691
2002 Ford CC
Rescue 8
n/a
n/a
n/a
n/a
n/a
n/a
New / $2,077
2021 Chevy CC
Ranger
$0
$0
$72
$0
$18
$4,569
$70
Polaris 6x6
Chief 1
$1,352
$2,672
$722
$2,228
$311
$2,098
$2,587
2013 Dodge Drg.
Command
$110
$154
$73
$81
$1,696
$1,258
$921
2017 Ford Int.
2016 Miles
2017 Miles
2018 Miles
2019 Miles
2020 Miles
2021 Miles
2022 Miles
V
Vehicle
Hours
Hours
- Hours
.' Hours
Hours
Hours
/ Hours
Ladder 1
584 / 94
694 / 91
434 / 60
410 / 71
729 / 65
461 / 84
492 / 58
Utility 5
n/a
n/a
2501
3,523
1,402
3,192
sold / 237
Engine 2
1,241 / 73
1,989 / 135
2,462 / 144
2,325 / 158
3,086 / 209
3,543 / 210
2,649 / 168
Tanker 4
n/a
n/a
n/a
n/a
n/a
n/a
2,635 / 134
Tanker 6
533 / 52
516139
423 / 45
317 / 30
944 / 80
215 / 22
200 / 21
Engine 7
3,022 / 163
1,720 / 113
1,388 / 88
957 / 85
1,440 / 87
2217 / 130
1,434 / 90
Utility 3
1,758
2,031
1,656
1,435
1,536
1,785
1,842
Rescue 8
n/a
n/a
n/a
n/a
n/a
n/a
2,010 / 121
Polaris (6x6)
20 his
10 ins
10 hrs
I I li s
12 hrs
19 his
6 hrs
Dodge
9,248 / 697
8,496 / 681
7,040 / 630
7,430 /655
6,868 / 585
8,530 / 660
8,825 / 712
Ford Intercept.
New -2,246
9,448 / 697
8,827 / 691
9,806 /680
9,104 / 631
9,548 / 628
10,160 / 908
64
Major Capital Improvement Schedule
io+ Year tgwpment
Kepiacement Tian tzuz.s esumatesl
Vehicle
Description / Code
Model
Year
Replace
Year
Total
Miles
Total
Hours
Original
Cost
Estimated
Replacement Cost
Ladder 1
Pierce, 100' Aerial Ladder
2001 2026
13,855
2,099
$730,000
$200,000 Refurbish
Chief 1
Dodge Durango 2013 2023 77,410 5,913 $28,000
$1.8 mil Replace
$50,000
'Command
Ford Interceptor 2017
2027
59,139
4,330
$38,000
$56,000
HERT Trailer
Hazardous Material Trailer
2000
2023
-
-
$6,000
$9,000
Tanker 4
Midwest Fire, Tanker 3000
2021
2046
1 2,635
1 134
$265,000
$530,000
Tanker 6
International, Tanker 3000
1996
2031
13,676
1 1,230
1 $77,912
$375,000
Engine 2
Rosenbauer, Engine/Pumper
2016
2036 17,295
1 1,097
$579,000
1 $850,000
Engine 7
Rosenbauer, Engine/Pumper
2008
2028
31,233
1 1,808
$321,955
$750,000
Utility 3
Ford, F350 pickup
2002
2032
32,181 - $33,164
$80,000
Rescue 8
Chevy, 350OHD Med/grass r
2021
2041 1 2,010 1
121
$104,000
$200,000
Ranger
Polaris 6 wheeler w/skid
2006
2024
-
233
$17,752
No skid $27,000
Boat
Inflatable w/25hp Yamaha
2007
2032
-
-
$5,961
boat only $5,000
Boat
Metal Ice Boat
1998
-
-
-
$300
Do Not Replace
Med. Trailer
Mass Casualty Trailer"
2004 -
-
-
-
N/A
`owned by private health care group and housed by HFD
City Owned vehicle
Rural Owned vehicle
Shared 50150 vehicle
;Note: Estimated replacement cost is speculative assuming a 3-6% annual inflation rate and/or current market analysis.
Goals for 2023
-Continue our firefighter health and safety initiative by making facility and equipment
improvements as needed and also focusing on personal health and well-being.
-Ensure timely replacement of PPE items (helmets, etc.) as needed to ensure NFPA compliance.
-Proactively conduct maintenance and upgrades to all apparatus and analyze future CIP needs.
65
-Form a committee for the replacement of the Polaris Ranger.
-Form a committee to evaluate all aspects of refurbish vs. replacement of the Ladder Truck.
-Host our first ever regional one day hands on one day training school at our training site
utilizing instructors from multiple agencies.
-Conduct a detailed evaluation of staffing needs for the next five years and beyond. Focusing
on daytime emergency response needs, fire safety -education delivery and an expanded
commercial fire safety inspection program.
-Expand on technology upgrades where possible for apparatus and tools. Research, demo and
purchase new battery -operated extrication tools. Develop a complete retrofit plan.
-Utilize grant opportunities to offset cost for new FF turn out gear and for live burn training.
-Draw up plans, secure funding and plan for north parking lot expansion.
-Complete the last finishing touches on the -Complete the siding and window project at
Fireman's Park project. the training site search and rescue house.
-Order and put into service a new command
vehicle (Durango replacement).
-Promote Firefighter & Officer participation
in Regional/state training schools.
-Conduct training using alternative delivery
models, hybrid and staggered start models.
-Complete new recruit training.
-Expand commercial fire safety inspection
program.
Primary Services
-Program, install, train on and put into
service new 800mhz radio equipment.
-Conduct a thorough review and update to
the current SOG/policies
-Continue training on new armor vests and
protocols with HPD, MCSO and Allina.
-Hold more frequent officer level/leadership
training.
-Continue with summer duty crews on
weekends from Memorial Day to Labor Day,
We will continue to delivery excellent emergency response with a focus on professionalism and
consistency. Community fire safety education will remain one of our cornerstone programs.
Utilizing technology and analytics, we will strive to make improvements to our operations
whenever and wherever possible. High quality and frequent training will continue ensuring
Firefighter proficiency in all duties. Firefighter health and safety is, and will continue to be, our
#1 priority so that "Everyone Goes Home."
HRA
HUTCHINSON HOUSING AND
REDEVELOPMENT AUTHORITY
Hutchinson Housing and Redevelopment Authority
Executive Summary
The Hutchinson HRA (HHRA) is a public body politic formed by the Hutchinson City Council
in 1969 according to MN State Statue. The HHRA was created to address a shortage of housing
for low to moderate income families and to address substandard areas in Hutchinson. The
HHRA owns and manages Park Towers Apartments. In addition, the HHRA administered other
housing rehab programs throughout the city to preserve housing stock and improve
neighborhoods. Yearly the HHRA collects housing data to help identify changing community
housing needs and then administer/develop housing programs that will provide a positive
impact on the community.
2022 Hutchinson Yearly Comparisons:
• Very Low Apartment Vacancy Rates
Median Home Sale of $244,000
Home Mortgage rates on the rise
• 24 Single-family new construction units
3 Multifamily new construction units
• 10 Foreclosures
Summary of HHRA Activities and Accomplishments:
Park Towers:
• New Housing Specialist started in August
• 1 HUD management monitoring and 1 HUD property inspection
• 20 move -ins, and 25 move -outs in 2022
• Updated/Repaired/Installed: office telephone service, boilers, vinyl planking in 9 units,
water saver power flush toilets in 4 units, 1 unit range, 1 unit refrigerator and slab -
jacked various spots of sidewalk around the building
Awarded $28,300 from HAI, Inc. for replacement of 20+ unit, Federal Pacific Electric
Panels
City Center:
New HRA Technician started in July
12 City Home Improvement Program Grants (TIF)
• 1 Minnesota Housing Rehab Loan Program project
67
HHRA Priorities:
• Staff training
• Marketing of available HHRA programs
• Implement HUD Multifamily, Section 8 Project Based Rental Assistance Program (PBRA)
policy changes at Park Towers
• Continue with asset preservation and energy conservation improvements at Park Towers
• Continue to administer City Home Improvement Program Grants and Minnesota
Housing's Home Improvement Programs
• Explore the availability of housing programs and projects that will address identified
housing needs of Hutchinson
Hutchinson Yearly Comparisons
Rental Data from the Draft 2022 Maxfield Research & Consulting Hutchinson Comprehensive
Housing Needs Assessment. -
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Market Rate General Occupancy Vacancy Rate
o'6� 063 oQa �05 0�6 0Z1 00' o& oti� otiti �titi Dti3 Otia oy11 otib otiA �tib �tiC �titi Otis*
ti ti - ti ti ti ti ti ti ti ti ti - ti ' ti ti ti l ti
* July/Aug. 2022 Survey of 30 General Occupancy properties of 12 or more units.
Hutchinson 2022 Vacancy Rates
4.50 %
2022 Vacancy Rates
Market Rate General
Occupancy (1092 units)
,Affordable General (114
units) Occupancy
• Subsidized General
Occupancy (177 units)
■ Subsidized Senior Rental
Housing
Home Resales Data from McLeod County Assessor' Office:
Avera,ze Hutchinson
Rents*
Studio
$498
1 Bedroom
$699
2 Bedroom
$843
3 Bedroom
$1 013
* July/Aug. 2022 Maxfield Survey.
.:
Home Resales
City of Hutchinson
7n1n rh--h 7n77
Year
2022
2021
2020
2019
2018
2017
1 2016
2015
2014
2013
2012
1 2011
2010
Price Range
No.
Pct.
No.
Pct.
No.
Pct.
No.
I Pct.
No.
Pct
No.
I Pct
No.
I Pct
No.
I Pct
No.
Pct.
No.
I Pct
No.1
Pct.
lNo.1
Pct
No.
Pct
Under $50,000
2
0.7%
4
1.1%
7
2.0%
1
0.3%
7
1.9%
9
2.7%
10
3.01/.
15
4.2%
1S
5.7%
29
10.2%
44
15.3%
30
12.4%
24
11.1%
$50,000 to $74,999
4
1.3%
5
1.3%
10
2.9%
5
1.6%
11
3.1%
30
3.0%
15
4.6%
26
7.3%
17
5.4%
35
12.3%
33
11.5%
31
12.8%
16
7.4%
$75,000 to $99,999
11
3.7%
13
3.5%
10
2.9%
8
2.5%
15
4.2%
22
6.6%
38
11.6%
39
11.0%
34
10.8%
36
12.7%
62
21.6%
46
19.09/o
32
14.8%
$100,000 to $124,999
7
2.3%
10
2.7%
19
5.5%
27
8.6%
46
12.8%
46
13.8%
54
16.4%
58
16.3%
59
18.7%
49
17.3%
52
18.1%
48
19.8%
38
17.6%
$125,000 to $149,999
12
4.0%
29
7.8%
49
14.4%
50
15.9%
67
18.7%
70
21.0%
76
23.1%
68
19.1%
68
21.5%
59
20.8%
41
14.3%
33
13.6%
38
17.6%
$150,000 to $174,999
21
7.0%
34
9.1%
51
14.9%
64
20.3%
70
19.5%
73
21.9%
SS
16.7%
60
16.8%
51
16.1%
29
10.2%
16
5.6%
22
9.2%
23
10.6%
$175,000 to 199,999
30
10.0%
58
15.5%
55
16.0%
59
18.7%
55
15.3%
39
11.8%
23
7.0%
27
7.6%
21
6.6%
16
5.6%
13
4.5%
9
3.7%
12
5.6%
$200,000
212
70.9%
220
59.0%
142
41.4%
101
32.1%
88
24.5%
64
19.2%
58
17.6%
63
17.7%
48
15.2%
31
10.9%
26
9.1%
23
9.5%
33
15.3%
Total
299
100.0%
373
100.0%
343
100.0%
315
100.0%
359
100.0%
333
100.0%
329
100.0%
356
100.0%
316
100.0%
284
100.0%
287
100.0%
242
100.0%
216
100.0%
Median 1 $244,000 1 $215,400 1 $186,000 1 $175,000 1 $161,900 1 $153,500 1 $140,000 1 $238,750 1 $133,500 1 $221,000 1 $102,400 1 $109,950 1 $121,600
Sources: McLeod County Assessor's Office Maxfield Research Inc Peterson -Paulsen Associates Inc. Realty
2022 Hutchinson Home Sale Price Ranges
In Under $50,000 = .67% ■ $50,000 to 74,999 = 1,34%
■ $75,000 to 99,999 = 3.68% - $100,000 to 124,999 = 2.34%
■ $125,000 to 149,999 = 4.01% ■ $150,000 to 174,999 = 7.02%
■ $175,000 to 199,999 = 10.03% ■ $200,000 to 224,999 = 11.37%
■ $225,000 to 249,999 = 13.04% ■ $250,000 to 274,999 = 10.7%
■ $275,000 to 299,999 = 8.03% ■ $300,000 plus = 27.77%
Hutchinson Median Sales Price
$300,000.00
$244,000.00
$250,000.00
' $215,400.00
$200,000.00 86,000.00
$175,000.00
$161,900.00
$153,500.00 ,p
138,750.0�
$150,000.00 $140,000.OS 133,500.00
121,000.00 $$ $121,600.00
$101,400.00 09,950.00
$100, 000.00
$50,000.00
2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010
Year End Hutchinson Home Resales Data from the Minneapolis Area Association ofRealtors:
2022
2021
2020
2019
2018
2017
Median Sales Price
$262 450
$235,000
$200,000
$181,000
$170,000
$161,000
# of Sales
265
317
324
315
330
318
16.7% less home sales in 2022 than in 2021.
1.5% of the home sales in 2022 where distressed sales (foreclosure/short sales).
299 new home listings in 2022 vs. 333 in 2021.
• 27 days on the market in 2022 vs. 21 in 2021.
2022 Home Mortgage Rates;
Early in 2022, the 30-year fixed home mortgage rate was 3.22% and ended at 6.42% according
to Freddiemac.com.
The Federal Reserve Bank increased the interest rate 7 times in 2022.
New Construction Un%ts the following 3 charts are based on information from the Department of Planning, Zoning
and Building Department):
Number of New Construction Single -Family Dwelling Units
80
60
40
20
i 0
36 35
■ IN 24
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Number of Certificate of Occupancy for General Occupancy Multi -Family Dwelling Units
100
Q 8 3 i-ter � �� i � r ;� r �
1994 1996 1999 2017 2018 2019 2020 2021 2021 2022
Ridgedale Deer Park Century Highfield Highfield Highfield Century Century Highfield 101 Park
Square Court TH Court West Court West Place Apts.
East
Residential Lots Available
200020012002 2003 200420052006 20072008 20092010201120122013 20142015 201620172018 2019 2020 20212022
70
Hutchinson Foreclosures:
250
McLeod County and Hutchinson � McLeod County
20o 200 Foreclosure Counts � Hutchinson
— - —
150 142
100
50
0
-50
191
18 IP1 047 146 5 3 v
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
*In 2020 there was a Moratorium on all pending and future foreclosures when the foreclosure arises out of a substantial decrease in income or substantial out of
pocket medical expenses caused by the COVID-19 pandemic, or any local, state, or federal governmental response to COVID-19 (State of Minnesota Emergency
Executive Order 20-79)
Summary of HHRA 2022 Accomplishments:
Park Towers Apartments Management - Multifamily, Section 8 Project Based Rental Assistance
Program (PBRA):
Park Towers Prga In Management
• May 2022, HUD Limited MOR (Management and Operations Review) — "No Findings".
• The new Housing Specialist started in August.
• September 2022, HUD REAC Inspection — Score of 81c, another inspection in 2 years.
• November 2022, annual unit inspections.
• 20 move -ins, and 25 move -outs in 2022.
Asset Preservation, Prope ty Improvements and Energy Conservation
• Updated the management office Nuvera telephone service.
• Boiler repairs that included the replacement of the circular pump, deteriorating copper gas
lines and the main controller.
• Awarded $28,300 from HAI, Inc., our insurance company, for replacement of 20 unit,
Federal Pacific Electric Panels.
• New vinyl planking was installed in 9 units at turns.
Water saver power flush toilets were installed in 4 units to save water and reduce toilet
plugs.
• 1 unit range and 1 unit refrigerator were replaced.
• Slab jacking various spots of sidewalk around the building.
Tenant Demographics
• Average age is 57.
o 37 Elderly
o 43 Disabled
• Income Categories:
71
0 20.5% Extremely Low (i.e. 1-person household $18,700 or less than)
0 78.4% Very Low (i.e. 1-person household $18,701- $31,100)
0 1.1% Low (i.e. 1-person household $31,101 - $49,750)
Tenant Services
• Hosted National Night Out where the tenants got to know the new HHRA staff. The HHRA
staff also hosted a Christmas Dinner for the tenants.
• Park Towers continued as a Senior Dining Program Site through a lease with Lutheran Social
Services. Meals are prepared at the Evergreen Senior Dining kitchen, then delivered to
Park Towers Monday through Friday.
City Center Operations;
012erations•
The new HRA Technician started in July of 2022 and has had marketing the Hutchinson HRA
and all it's programs as his priority.
Owner Occupied Rehabilitation Programs Available:
1. City Home Improvement Program Grants (DF): This program was added in 2015 as a
flexible tool for rehab of single-family, owner occupied housing throughout the city. It has
multiple divisions to target different community needs.
In November 2022, the Hutchinson HRA Board approved another division, the Hutchinson
Healthy Homes Initiative. This initiative was created in partnership with McLeod County
Public Health to assist Hutchinson homeowners to test and mitigate Radon and Asthma
Triggers in their homes.
Program Division Accomplishments:
• Live and Work in Hutchinson, 1-I* Time Homebuyer Workforce Initiative — 5 projects
closed in 2022
• City Home Repair Grant Program — 9 projects closed in 2022 (3 of them also got the Live
and Work grant)
• City Accessibility Grant Program — one project closed in 2022
• Hutchinson Emergency Home Repair Grant Program - Zero projects closed in 2022
• Hutchinson Healthy Homes Initiative Grants -Zero projects closed in 2022
72
+� I
�.� is � � �� `•
$10,000 City Home Repair Grant for windows.
, -'.— ....y ..—.1...Ya.. ............-...—W..
Six past City of Hutchinson Owner Occupied Rehab Program projects were completely forgiven
in 2022.
2. Minnesota Housing Rehab Loan Program (RLP) — One manufactured home, rehab project
was comalete in 2022.
$15,412 MH RLP Grant for doors/windows, miscellaneous carpentry and HVAC items.
3. MHFA Fix Up Loan (secured & unsecured) — No MHFA Fix Up Loans (secured & unsecured)
closed in 2022.
73
City Home Im rovement Program 'lI+
:
Match Funds:
Total Project
Live & Work
GrantAmount
Address
hnprowment
Personal
Cost
$4,350.00
835 Oak Street NEplumb/heat
$4,350.00
$4,811.00
459 Prospect St NE
Fum/a/c
$4,811.00
$5,000.00
736 Hassan Street SE
Fum/water ht/a/c
$5,000.00
$5,000.00
659 2nd Ave SW
basement
$5,000.00
Total
$5,000.00
$24,161.00
32 Century Ave SE
basement
$0
$5 000.00
$24,161.00
Home Repair Grant
Total Project
GrantAmount
Address
Improwment
Personal
Cost
$4,537.00
45 Jefferson Street SE
Boiler & electric
$4,537.00
$9,074.00
$4,104.00
406 Adam Street SE
Window
$4,104.00
$8,208.00
$10,000.00
531 2nd Ave SW
Windows
$10,000.00
$20,000.00
$9,141.41
430 Washin to Ave W
Windows & door
$9,141.41
$18,282.82
$10,000.00
625 Oak Street NE
Roof/siding/windows
$10,000.00
$20,000.00
$4,025.00
370 Shady Ridge Road
Furnace & a/c
$4,025.00
$8,050.00
$8,610.00
736 Hassan Street SE*
Fum/waterht/a/c
$8,610.00
$17,220.00
$10,000.00
659 2nd Ave SW*
basement
$10,000.00
$20,000.00
$2,962.50
32 Century Ave SE*
heating, electric
$2,962.50
$5,925.00
Total
$63 79.91
$63 79.91
$126,759.82
*Projects combined with L&W rm
Total Project
Assessiblity
Personal
Cost
$5,000.00
555 Franklin St SW
accessible shower
$5,000.00
Total
$5,000.00
$0.00
$5,000.00
2022 Total City Home huprovement Program Projects
12
MH RLP
Match Funds:
Total Project
Grant Amount
Address JIMEowment
I
I
Cost
$15,412.00
1525 McDonald Dr SW windows /doors /mis c carpentary&HVA
$15,412.00
Rental Rehabilitation
• DEED officially closed out the SCDP project at 907 Dale Street Apartments (aka South Dale
Apartments). Completed construction August 2021.
Final Budgets
Former
Lane
Final
Federal
Reverted
469 751.00
$469,751.00
Met small cities goals
Pro ram Income
$105,249.00
$105,249.00
Leveraged funds
$214 286.00
$31,715.00
$246,001.00
Exceeded leverage goals
$789,286.0
$31,715.0
$821,001.0
Totals 1
0
01
0
Ongoing Annual Recertifications of other City of Hutchinson Rental Rehab Program projects.
o Four past City of Hutchinson Rental Rehab Program projects were completely
forgiven in 2022.
74
Local Realtor 2023 Housing Market Predictions:
What do you see for the housing market for Hutchinson in 2023? I believe the overall
market movement (unit sales) will be down 10-20916. I also believe price will remain stable with
1-596 appreciation. Low inventory will continue to bean issue.
What are the most influential factors affecting housing in Hutchinson? INTEREST
RATE. Over 659b of existing homeowners have a fixed mortgage rate below 4%. The current
rate is 6.25%. This is discouraging people from moving out of their existing situation.
What do you think will happen to new housing construction in 2023? I think single
family new construction will continue to be a challenge in our market due to cost. The average
cost of new construction in Hutchinson is $215/sg1t, which makes a 2000sgft home $430k. Our
average home sale price is $285k. I think we will continue to see new construction thrive in the
retirement segment (patio homes and twin homes) because there is a lack of supply and this
demographic tends to have the financial ability to purchase at new construction costs.
Minneapolis Area Association of Realtors is predicting that there will be an increase in
foreclosure/short sales in 2023, but hopefully with the strong gains in equity in the last few
years it will limit the number though.
Local Mortgage Lender 2023 Housing Market Predictions:
What do you see for the Hutchinson housing market in 2023? Nationwide, purchase
activity is expected to be higher than in 2022. Although several headw/nds are affecting
housing at the moment -higher interest rates, low inventory, seller resistance to sell due to
mortgage rate changes, etc. Selling prices are anticipated to rise, although at a much more
typical rate of 2-3916.
What are the most influential factors affecting housing in Hutchinson? Lack of
available inventory, significant cost increases for new construction, selling reluctance for sellers
due to mortgage rate change, rental unit availability and costs continue to drive first time
homebuyers into the market to purchase.
What do you think will happen to new housing construction in 2023? Builders are
affected by material cost increases as well as labor shortages/costs. Custom homes will
continue to be built at higher price points ..and builders with existing lot inventory will continue
to build/sell, but I don't see significant changes/increases from the last year or two. Rental
unit costs are driving more people to consider other housing options.
Local Expert in the Building Industry's 2023 Housing Market
Predictions:
What do you think will happen to Hutchinson's new construction housing in 2023? I
think new residential construction will slow in 2023, in comparison to the past several years.
With the cost of borrowing money being more than twice what it was 18 months ago, continued
75
high material and labor costs, and a shortage of construction labor I think cost and availability
will continue to slow construction projects
Do you think modular construction might be the way of the future in affordable
housing construction? Anecdotally, the cost difference between site built and manufactured
housing seems to have gotten to be less in recent years, often making the choice for a
manufactured home one based on timeframe considerations.
Hutchinson HRA Priorities for 2023:
Park Towers Apartments Management:
• Administer the RAD Multifamily, Section 8 PBRA program at Park Towers.
• Staff training for RAD Multifamily, Section 8 PBRA program and new HUD program changes
such as AFFH rule, HOTMA, VAWA and NSPIRE inspections.
• Housing Specialist getting a Minnesota Department of Labor and Industry issued Special
Engineer boiler license.
• Cross training of staff.
• Continue to install vinyl planking and power flush water saver toilets at unit turns.
• Continue to replace the remaining Federal Pacific Electric Panels in the units.
• Update the security camera system.
• Institute a tenant text messaging system for snow removal and other important messages
for the tenants.
• Follow legislation that may require sprinklers in high rise residential buildings.
• Support the Tenant Council activities.
Chi +Center Operations, Owner Occupied Rehab;
• Administer the City Home Improvement Grant Program (TIF available funds), Minnesota
Housing Rehab Loan Program and the Fix Up Fund Home Improvement Loan Program.
• Market available programs throughout the community.
• Identify and determine interest of potential SCDP owner occupied rehab project.
City Center Operations, 5CDP Rental Rehab Program;
• Identify and determine interest of potential SCDP rental rehab projects.
City Center Operations, Housing Deve%p�nent
• Explore other housing resources available to address the housing needs identified in the
Maxfield Comprehensive Housing Study/Market Analysis for the City of Hutchinson
o Determine best use of the HHRA Island View Heights lots.
76
December 31, 2022 Housing Fund Balances
SCDP City Revolving Local Income Balance
$196,025.46
SCDP City Revolving Program Income Balance
$51,873.89
TIF Available Balance
$220,000.00
Total Funds Available:
$467,899.35
City SCDP New Construction
$78,450.00
Ci SCDP Rehab Owner & Rental
$337,089.37
City TIF Owner Rehab
$64,903.60
Total Balance of City SCDP Loans Receivable
$480 442.97
HRA Notes Receivable HHPOP
$9,245.56
BRA Notes Receivable Rehab
$0.00
Total Balance of HRA Loans Receivable
$9 245.56
"Why Fix Housing? — We AH Do Better When We AH Do Better" March/Agri 12023 Multi
Housing Advocate article by Cecil Smith, President and CEO of Minnesota Multi Housing
Association
77
Human Resources
Primary Services
Under the direction of the Human Resources Director, the human resources department
provides the following organizational development and services:
• Recruitment
• Compensation
• Benefit administration
• Employment policies and laws
• Workers' compensation
• Employee safety
• Labor relations
• Performance evaluations
• Organizational development
• Training and development
• Employee and Supervisor support
2022 Human Resources Staffing
1.875 Full-time Equivalent Staff — Human Resources Director and Human
Resources/Administrative Technician
Budget
The Human Resources budget is contained within the City Administration budget.
Alignment with Council ENDS and OUTCOMES
The primary purpose of the Human Resources Department is to provide information, support
and consultation to internal customers to assist them in delivering quality, cost effective City
services to the public and accomplishing the ends and outcomes identified by the City Council.
2022 Accomplishments
• Transition in HR Director position — Brenda Ewing retired after 28 years of service with
the city!
• Completed 14 recruitment processes
o HRA Technician
o HR Director
o Park Towers Housing Specialist
o Police Officer
o PRCE PT Temp Office Specialist
o PT Liquor Sales Clerk (2)
o PT Motor Vehicle Licensing Clerk (2)
o Public Works Director
o PW Maintenance Operator (Internal)
o Full Time Security Officer
o Part Time Security Officer
• Hired over 120 summer seasonal employees, 80 of which were returning employees, 40
were new employees, and 2 were prior retirees.
• With the assistance of the City benefits consultants - USI, secured a renewal for the
2023 employee health plan with Health Partners with an 11% premium decrease. This
required a switch from Medica to Health Partners. No increase for dental in 2023, but a
slight increase to Life and LTD insurance premiums in 2023.
• Assisted in updating the City COVID-19 Preparedness Plan, as needed.
• Processed all required correspondence, notifications, and recordkeeping related to City
employee positive COVID-19 and close contact situations.
• Drafted the 2022 City of Hutchinson Compensation Plan and Firefighter Compensation
Plan for Council consideration and approval in December 2022.
• Began process of 2023 Benefits Survey as a result of 2022 Wage Committee
2022 Performance Measurement Monitoring Data
Consistent with the council's adopted governance statements, priority indicators follow:
Employee Efficiency
The department provides human resource services to all City employees and strives to assist
them in increasing productivity, and balancing resource constraints and increased demand for
services.
POPULATION
PER EMPLOYEE
0 V"
t-M
V=i
14,703
70, 3
• • 14,188
14,260
14,282
14,599
14,703
- 121
126
125
124
124
130
'•117
113
114
118
118
114
* The employee numbers include full-time and regular part-time employee Full Time Equivalents (FTE) only, includes HRA
Employees. FTE's are not calculated for seasonal part-time staffing. The population is based on best available estimates
provided by the Minnesota State Demographer.
Employee Decision -Making
In order to accomplish the City's mission, employee involvement in the decision -making process
as well as employee feedback and participation is essential.
Employees participate in significant decision -making processes such as:
• Evaluation and selection of new employees
• Employee Wage Committee recommendations
• Employee benefit program provider and program selections
• Development of safety program components and safety program administrative
functions
• City website and social media content
• Leadership Team and Executive Team participation
79
Cost of Employee Services
For 2023, Employee Expenses are estimated to cost $9,672,602 (67.4%), which includes all
wages, taxes, health insurance and other benefits, and PERA. For 2023, all Other Expenses are
estimated to cost $4,681,834 (32.6%). In comparison, 2022 actuals showed Employee
Expenses to cost $9,495,486 (67.9%) and Other Expenses to cost $4,984,113 (32.1%).
2022 Expenses
■ Other Expenses
■ Employee
Expenses
2023 Budgeted
Expenses
67.40%
32.60%
Other Expenses
Employee
Expenses
Health Insurance
A portion of employee costs are for health insurance premiums. Each year, the City considers
vendor and plan design changes in order to keep premium costs low. Hutchinson maintains
premiums competitive with the market average, which results in a savings to both the City and
its employees.
The City negotiated an agreement with Health Partners for an 11% premium decrease for 2023.
Part of this decrease was due to the City adding Nice Healthcare, an add on benefit, that is
intended to reduce to utilization of Urgent and Emergency Care, and provide another accessible
option for primary care. Currently, individuals enrolled in the Health Partners health plan are
automatically enrolled in Nice Healthcare and the "per employee per month" cost is paid for by
the City. In addition, the City added additional tiers to the health plan (employee plus spouse,
employee plus child/children) in order to better meet employee needs.
INSURANCEHEALTH . ...
2022 Employee Cost
_.(Monthly).
EmploVer Cost Total Cost iMonthlVi
Monthl- : `.
Emp Only " •'
' ' • ���
•
I_mp + Spouse
Emp +
Children)
Family
k 4k
3k 6k
2k 4k
3k 6k
2k 4k
3k 6k
• 1.64
r
$105.67
$446.56
$422.68
$558.20
$528.35
• 7.01
$290.60
$1,228.04
$1,162.40
$1,535.05
$1,453.00
9.79
$17965$759.16
$718.60
$948.95
$898.25
3.76
$306.46
$1,295.04
$1,225.84
$1.618.80
$1,532.30
EMPLOYEE
PARTICIPATION
2016
2017
2018
2019 2020 2021 2022
,Health Plan Participants
% of Eligible Employees ������
• ' ,
EMPLOYEEREGULAR .ING ACCOUNT PARTICIPATION
N 2016 2017 2018 2019 2020 2021 2022
Medical and Dependent ======W
Care FSA Participants
Labor Contracts
Two bargaining units represent two groups within the Hutchinson Police Department. Labor
contracts are negotiated and administered by the City and one contract has gone to arbitration
in the 10 years since the first unit was organized. 2022 brought another settled contract with
the MNPEA Police Officers for 2022-2023.
Labor Measurements
REGULAR FULL TIME AND
REGULAR PART
TIME RECRUITMENTS
2017*
2018 2019
2020* 2021*
2022*
# of Recruitments
# of Applications ®®®
Received
• •
•
*Includes Hutchinson Utilities Commission and/or Hutchinson Redevelopment Authority position recruitments.
** Includes Hutchinson Redevelopment Authority position recruitments only
2017
2018
2019
2020
2021
2022
* Attrition %mmmmmm
Full Time
Employee
Attrition
•
'
* Includes full-time and regular part-time employees and no seasonal/temporary employees.
2022 Employee Retirements:
• September Jacobson — Event Center Coordinator
• Brenda Ewing — HR Director
• Bob Loehrer — Community Service Officer
47 years of experience!
The 2023 human resources department budget allows for continued services including:
• Negotiation of new labor contracts with the Police Officer groups.
• Administration of new regular and part time/seasonal compensation plans and pay grids.
• Annual employee insurance renewals.
• Employee benefits initiatives, led by employee benefit survey.
• Review and updating of the City performance evaluation system.
• Personnel policy review and updates.
• Updates to Drug and Alcohol Testing policy and other related policies/procedures.
EM
Information Technology
2022 IT & GIS Services
Primary Services
Under leadership from the Information
Technology Director, the Information
Technology (M Department is responsible
for most technology systems across all City
departments including Hutchinson Utilities.
The range of items supported is
technologically diverse and includes:
• Retail Point of Sale systems (Liquor
Hutch)
• Manufacturing process software
(rreekside)
• Law Enforcement applications with
strict security standards imposed by
the FBI
• Electrical Generation systems
(Hutchinson Utilities Production)
• Mobile work systems (Field Crews)
• Network Architecture for Electric,
Gas, Water and Waste Water SCADA
systems
• General Government applications
• Voice Over Internet Protocol (VOIP)
phone systems and related contracts
• Radio Systems for Emergency
Services. (IT supports the network,
server and workstations)
• Cell phones and related contracts
• Cyber Security
83
• Managing, supporting & expanding,
when appropriate, City owned fiber
optic network. (Hutchinson is unique
in that the City owns, manages, and
leases fiber to other entities)
• We are available 240 to support
law enforcement, Liquor Hutch and
Hutchinson Utilities.
• Manage 50+ yearly software
contracts
• Web page management and upkeep
• Credit Card Processing & Security
• PD Body camera support for PD &
Legal
• GIS
2022 Information Technology
Budget
General Operating: $598,135
Revenue: $129,437
Water: $25,801
Waste Water: $26,265
Liquor Hutch: $7,830
EDA: $9,551
HRA: $8,725
HUC: $215,611
Total Managed Budget $909,308
Staffing
3.5 Full -Time Equivalent Staff including GIS
2022 Narrative
In 2022, supply chain issues continued. Design work continued on the new Police Department
with an anticipated move in Spring of 2023. Security continues to be a focus to ensure a safe
networking environment. A thorough review of the web sites was completed and the result
showed the City of Hutchinson continues to get a great return on our investment with our
current host. Along with the service review, web site updates were completed to include the
new marketing strategy.
2022 ,kc:_ui=inplishmentF
• Year three of a three-year comprehensive Security Review
• Core switch replacement
• Initial configuration of a new Firewall
• Continued automation for desktop setup and rebuilds
• Desktop and network security upkeep.
• Work continued with Wold Architects updating and modifying network related items for
the new Police Station
• Converted to a new software to manage devices with cell service. Created more
efficiencies and reduced month costs.
350
300
250
200
150
100
50
0
IT Systems and Devices
Desktop Mobile Devices Phones: Desk and IoT and Network
Computers Mobile Devices
M
2023 Information Technology Budget
General Operating: $584,601
Revenue: $139,981
Water: $26,971
Waste Water: $27,063
Liquor Hutch: $12,287
EDA: $8,575
HRA: $7,983
Creekside: $19,218
HUC: $242,703
Total Managed Budget $929,401
Looking Forward to 2023
2 012 1
LOADING ........ _
-Zv�zr
We will continue with design aspects of the new PD that started in 2021, with a move from the
old Police Department to the new in spring of 2023. A review of the network will be completed
with the possibility of redesigning the traffic portion of the network. We will continue to focus
our efforts on security as well.
Other Items for 2023:
• Year one of a new Security as a Service from LOGIS
• Upgrades of 46 desktops or Laptops
• Upgrades of 1 network switch and 2 Firewalls
• Working with LOGIS staff implementing new Security As A Service offering (SecAAS)
• Continue efforts to leverage the network against Cyber Security attacks
• Installation of a city-wide video surveillance system to include 4 parks, 8 buildings
totaling 51 cameras
• A major software conversion for the core Finance, Billing and Human Resources
software program
• Conversion of the building inspection software.
Technology Department Philosophy
Information technology is a cornerstone of all modern organizations, supplying the
communication and business systems necessary to perform daily tasks in the most efficient
manner possible. IT provides a central coordination point to technology solutions and services
for both internal and external customer needs. The IT Department has made great strides in
implementing new technology solutions, enhancing the technology environment, and
collaborating with other departments to provide cost efficient and effective solutions to their
technology needs.
m
Legal Department
The City of Hutchinson's Legal Department's duties are divided into two areas - one pertaining
to civil law and the other pertaining to criminal law. Regarding civil law, the City of Hutchinson
Legal Department provides legal advice to the City Council, city administration, city
departments, and the 13 boards and commissions of the City. The legal department reviews
and negotiates contracts, provides ordinance interpretation to City staff, serves as the revisor of
city ordinances, assists in fulfilling data practices requests and serves as the City
parliamentarian. The City's legal department also serves as general counsel for the Hutchinson
Utilities Commission.
Some activities of the department pertaining to civil law in 2022 included:
1. Attending City Council meetings, Planning Commission meetings, Charter Commission
meetings, Airport Commission meetings, and Police Commission meetings
2. Fulfilling data practices requests
3. Drafting and revising city ordinances
4. Administering dangerous animal hearings
5. Assisting city administration in the purchase and sale of real property
6. Assisting the Hutchinson Housing and Redevelopment Authority with landlord -tenant
issues
7. Assisting the Hutchinson Economic Development Authority in developing tax increment
financing districts, the purchase and sale of property for economic development in the
city and with landlord -tenant issues.
8. Assisting Hutchinson Police Services and the Planning, Zoning and Building Department
with nuisance property abatement
9. Assisting the city engineering department with renegotiation of leases for cellular
telephone apparatus on city facilities and airport landlord -tenant issues.
10. Drafting or reviewing 104 contracts on behalf of city departments.
With regard to criminal law, the legal department also serves as the criminal prosecutor for the
City of Hutchinson prosecuting violations of city ordinances, misdemeanor crimes and some
gross misdemeanor offenses that occur within the city limits of Hutchinson. The City has a
contract with the Gavin Law Office in Glencoe, Minnesota to assist in criminal prosecution work.
In 2022, the legal department prosecuted 343 criminal cases against 279 different individuals.
The prosecution of these individuals required the attendance by the legal department at 634
court hearings and trials. The following chart shows the number of cases prosecuted over the
last few years:
Criminal Files
2019 2020 2021 2022
Number of Cases Prosecuted
A breakdown of some of the criminal offenses prosecuted in 2022 by type and severity are as
follows:
DW I's
2nd Degree 3rd Degree ■ 4th Degree
M.
Assault and Related Crimes
■ Domestic Assault ;j 5th Dergee Assault ■ Disorderly Conduct
Contempt Related Crimes
■ Violate Order for Protection ■ Violate No Contact Order ■ Contempt of Court
88
Driver's License Offenses
■ Driving After Cancellation ■ Driving After Revocation ■ Driving After Suspension
No Minnesota License ■ No License in Possession
Traffic Offenses
■ Fail to Yield Right -of Way ■ Fail to Drive With Due Care ■ No Proof of Insurance
Reckless or Careless Driving ■ Hit and Run
Theft / Property Offenses
Theft Theft of Motor Fuel ■ NSF Checks Criminal Damage to Property
Other Miscellaneous Crimes
Offense
Number of Incidents
Drive -through private roe
5
Hands free cell phone violation
2
Possession of marijuana in a motor vehicle
2
Minor consumption
5
Mistreatment of animals
1
Open bottle
2
Sale of tobacco to minors
4
School bus stop on violation
6
Motor vehicle tampering
1
Trespassing
7
.E
Parks, Recreation, Community Education
Hutchinson PRCE System at a Glance
• 41 City Parks
• 4 Shared School -Park sites
• Aquatic Center (new in 2017)
• Recreation Center
• Ice Arena with 2 Sheets of Ice
• Farmers Market
• Overnight Campground
• 75 Acre County Fair Grounds
• 237.5 Acres of Park
• 138 Acres of Natural Areas/Open
Space
• 35 Miles of Paved Trails
3 Miles of Un-paved Trails
• 16 Miles of Bike Friendly Streets
33.5 Miles of Sidewalks
Terrain Park and Skate Park
• 3 Miles of Bike Lanes
Bike and Pedestrian Network
Hutchinson has made it a priority to create a connected system of bike trails, sidewalks, and on -
street bike lanes. Paved trails are typically along major collector roads and through parkland.
Sidewalks and bike lanes are mainly within the core downtown neighborhoods. The existing
system includes:
• 33.5 miles of sidewalks
35 miles of paved trails + 3 miles of unpaved trails
• 16 miles of bike friendly streets
3 miles of bike lanes
Luce Line State Trail
The City is served regionally by the Luce Line State Trail, a 63-mile long former railroad grade
which was developed for biking, hiking, horseback riding, mountain biking, snowmobiling and
skiing. The trail connects the western Twin Cities with Independence, Watertown, Winsted,
Silver Lake, Hutchinson, Cedar Mills, and Cosmos. The trail surface varies along its course,
including limestone, with a parallel treadway of horseback riding, paved bituminous, crushed
granite, and natural (mowed grass). Snowmobiles are allowed on the trail west of Stubbs's Bay
Road.
(Source: www.dnr.state.mn.us/state trails/lute line)
91
Park, Recreation and Community Education administration
The Park, Recreation and Community Education Department
has responsibility for the planning, protection, maintenance
and improvement of city -owned parks and facilities, District
423 school grounds and facilities, open spaces, trails and
natural resources as well as designing and implementing
recreational activities and community education activities. The
separate divisions of the department accomplish these
responsibilities with funding from general taxes, funds from
MDE, grants, program fees, sponsorships and donations.
There are nearly 401 acres of parks and open spaces,
including 38 miles of biking and walking trails.
PRCE Administration is responsible for the day-to-day administration and operation of the
department in support of Park Maintenance, Recreation, PRCE Facilities, Event Center and
Senior Center, and Community Education, including park development, park planning, facility
planning, capital improvement plans, budget management, construction, renovation and
maintenance of all PRCE facilities. PRCE Administration prepares grants, donation requests and
works with service organizations to develop and implement adopt -a -park programs. PRCE
Administration also provides public relations services and responds to public inquiries and
concerns.
Park, Recreation and Community Education Administration works closely with other City
departments, such as Public Works, Planning, Engineering, Finance, Economic Development and
City Administration to provide a comprehensive PRCE system. PRCE Administration also works
very closely with District 423 Directors and Administrators to provide quality facility reservations
and community education programs. PRCE Administration works work the PRCE Advisory
Board, City Council and District 423 School Board to make sound decisions that will enhance the
City of Hutchinson. PRCE Administration is responsible for the PRCE Annual Budget, Community
Education Budget, PRCE Master Plan and PRCE Annual Capital Improvement Budget.
PRCE Administration Objectives
• Establish and build upon the Joint Powers Agreement between the City of Hutchinson and
Hutchinson Public Schools.
• Provide excellent customer service and public relations in representation of the City of
Hutchinson and Hutchinson Public Schools.
• Prepare all PRCE department budgets.
• Expand sources of revenue by promoting sponsorship and donations.
• Solicit and apply for grants, donations and other funding for park improvements and
activities.
• Provide for a safe and efficient delivery of program services.
• Nurture collaborations between like service agencies in the community.
• Plan and provide park development, capital improvement plans, construction, renovation
and maintenance for all PRCE facilities and parks.
• Monitor and evaluate all department personnel and activities.
• Plan and implement recreational programs for the community that reach a diverse
population with a wide variety of ages and cultures represented.
92
• Encourage activities that promote intergenerational participation and strengthen
community, families and neighborhoods.
Parks and Natural Resources
Many community improvements and activities
were made possible due to individuals, groups
and organizations that donate and see the value
in projects and events that make Hutchinson the i_.Lmm
1
best lace to live work and play. Generous
P P Y LEARN T+� l�il�
donations were made to the City of Hutchinson „
Parks through Hutchinson Community -
Foundation (AFS Park), Hutchinson Health
Foundation/Community Wellness (Bike
Fleet/Trail Cameras), Statewide Health
Improvement Partnership- SHIP (Bike Fleet),
Kiwanis Club (Kiwanis Park improvements), and
many more. Volunteer groups also assisted in many park improvement projects. We had
several small local agencies/groups assist with park and trail clean ups, mulching, shelter and
picnic table cleaning, invasive removals along riverbank and in our prairies. The biggest
volunteer activity occurred on Saturday, September 101" with 150 regional members of the
Church of Latter -Day Saints. Hutchinson was the chosen location for their annual "Day of
Service" at multiple parks, City Center and Senior Dining location. Much was accomplished that
day!
Vandalism incidences and occurrences were
at an all-time high in the parks system and in
other public spaces throughout the
community. A great deal of Parks staff time
and resources were allocated to clean up
messes left by vandals. With help from the
Hutchinson Police Department portable
surveillance cameras were added into parks
with reoccurring incidences. These cameras
did deter this negative behavior and even
catch a few vandals.
Staffing of seasonal and full-time employees
was consistent for the Parks Department. The latest Parks Maintenance Operator hire, Sam
Sjoberg started in middle January. His background of utility maintenance coming from a
smaller community has made him a perfect fit for our Parks Department crew. The number of
summer seasonal Parks staff stayed the same as 2021. About half of the 2022 seasonal
summer crew was new to the Parks Department operations. We continued to have seasonal
staff lock and secure park shelters/restrooms in the evenings. Staffing of Paddle Sport Rentals
and Warming Houses was easier due to shared resources between Parks and
Recreation/Concessions.
93
Total Park Hours
20875 hours
Mowing
2110, 10%
Equip Maintenance
868, 4%
Winter Functions
1493, 7%
Athletic Fields
2680, 13%
Landscapin
1881, 9%
General Maintenance
5799, 29%
Admin/Training/Mtgs
1991, 10%
Paid Time Off
2117, 10%
Public Functions
j 1106, 6%
Forestry Operations
649, 3%
Non -Park Functions
3661 hours
Public Functions
1106, 30%
Training/Meetings
183, 5%
River Rentals
181, 5%
Warming House
383, 11%
Administration
1808, 49%
2022 Parks and Natural Resources Accomplishments
General Site Improvements:
• Fabricated and installed railing system at Girl Scout Park for the South Fork Crow River
Community Overlook bump out/pier project, added trail off curb cut to pier.
• Original Harrington Merrill barn moved from Franklin Street back to Harrington Merrill
property.
• Three ADA fire rings installed at Masonic West River full hook up sites: 12, 11 & 10.
• Improvements made to AFS Park (Hutchinson Leadership Institute- HLI) mulch all
younger park trees, park sign and center circle, invasive removal along riverbank and in
ditch running adjacent to Luce Line State Trail, reset AFS students/family pavers.
• Contracted restoration of public bronze art sculptures throughout the City of Hutchinson.
• Kiwanis Park new playground installed and Rocket repainted.
• Installation of three refurbished park benches and new cement pads: IC Women's and
Elks.
• Little library and park bench installed at Lions West Park (Eagle Scout project).
• Installation of new playground at Fireman's Park.
• Old Miracle playground modular removed at North Park Elementary.
• Cement pad and bike rack installed at Rotary Park.
• Old sidewalk removed on north side of Kiwanis shelter and new sidewalk poured leading
up to west door at Kiwanis shelter.
• Two Historical signs installed at the front of Harrington Merrill property.
• Addition of two large 6' snowflakes into Library Square for the holidays.
Athletic Field/Court Maintenance:
• Athletic Field Maintenance Hours = 2,680.
• New Windscreens ordered and installed around entire North Park Elementary tennis
courts.
• Load of aglime applied on Elks baseball field.
• Roberts Park NW field renovation project.
• Provided field maintenance at five summer baseball/softball tournaments, the annual
Pentacular softball event was canceled due to rain.
• 4 bulk totes (225 gallons each) or 900 gallons of white field marking paint was applied
for all activities in 2022: baseball, softball, soccer, football, lacrosse, etc.
Landscaping:
• First year of maintenance agreement with Liquor Hutch to provide outdoor landscaping
maintenance at their business.
• Mulch downtown boulevards.
• Irrigation installation at site of new Police Department.
• Soil amended at Community Garden Plots for 2023 planting season.
Forestry/Natural Resources:
46 trees planted in various Parks/School District property with mostly forestry/park staff
and one volunteer group.
• Tree removals: 47 in various Parks/School District property.
95
• HHS Landscape and Natural Resources students assisted with various projects on
ISD#423 campus, Depot raingarden, City Center spring cleanup and School Ecology
Site.
• Extended nature trail on east side of Northwood's Park- cut path and added wood chips
for ease of walking (HLI small group).
• Hutchinson Fire Department conducted native prairie burns along the Crow River from
the dam into Crow River Recreational area, Riverside Park, Northwoods Pond and East
River Park.
• Select prairies mowed down for invasive weed control.
Shelter Reservations 2022
180
160
140
120
100
80
69
58
60
45
40
37
41
40
32
20
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0
-
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°
Aay \G�V
C`
O�
154
19
24
4
6
4�
O
7 f 4 2
KI A5
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2023 Parks and Natural Resources Goals
• McLeod Veteran's Memorial Park: Redo pavers and landscaping around monuments next
to helicopter (HLI small group- April).
• Library Square: north landscaping renovation (HLI large group- May).
• Drift Rider Park: metal over look railing constructed and installed (May).
• Shady Ridge Park: old playground removed and new one installed (June).
• Community Dog Park cement front unleashing area/entrance (June).
• VFW Park improvements: new shelter roof, playground mulch, bench pads, etc. (July).
• Kiwanis Park: shelter improvements -gutters, new door on west side of shelter, close off
old non-functionable north door, retaining wall (August).
• JC Women's Club: construction of accessible trail from road up to playground
(September).
City
Parks/Boulevar
ds 1572, 74%
• Maintenance of our Parks prairie locations that are included in the Hutchinson Prairie
Management Plan which is being partially funded the MN DNR Conservation Partners
Legacy Grant Program (November).
• Bike Fleet Program: Roll out of fleet to be utilized for community events and surrounding
trained school districts (December).
ISD 423 Functions
Mowing
462, 20%
Landscaping
101, 4%
General
Maintenano
Forestry
85, 4%
Mowing & Weedwhipping
2110 hours
Utilities
76, 4%
2281 hours
Snow
399, 18%
thletic Fields
981, 43 %
Hutchinson Utilities
182 hours
Mowing
76, 42%
School Landscapin
District 55, 30%
462, 22%
General
Maintenance
51, 28 %
97
Burich Arena
2022 was a year of construction planning,
management and implementation. City staff,
architects, engineers and consultants worked to have
the east rink roof and side -wall replacement project
substantially complete in time for our fall ice season to
begin in October. Construction began after ice
removal; the entire roofing system was replaced,
including the insulation, giving us a nice new clean
look. The sidewalls were replaced as well with
insulated metal panels providing an energy efficient
tight structure.
Staff was responsible for removal of the existing
ceiling curtain, recycling of the old light fixtures, purchasing and installation of new light
fixtures, hiring painter to clean and re -paint ceiling and general painting and cleaning. Through
the various contractors, we were able to complete these tasks, re -install the ice sheet and re-
open to the public by October 1st, (all the while keeping and maintaining ice in the west rink).
We will work with HVAC contractor St. Cloud Refrigeration in spring of 2023 to complete the
installation of the heating and ventilation systems for the locker rooms and main arena spaces.
We are in the process of considering a partnership with a NA3HL Junior Hockey team. A team
from Iowa is looking to move to Minnesota. The team would have approximately 20 home
games from September -March and would compete with other teams from throughout
Minnesota.
The conceptual construction plan from Stevens
Engineering with an upper level concourse, west
rink improvements such as permanent spectator
seating, concrete refrigerated floor, and a common
lobby area providing access to both sheets of ice
continues to be a long-term goal. This conceptual
plan was an extension of the original study done by
-Ica Stevens. This plan gives us a road map for the
future, helping us to make decisions on future
building improvements. We will continue to work
with city staff, Hutchinson Hockey Association and
Hutchinson Figure Skating Association
representatives to continue planning on how to
accomplish this project
2022 Burich Arena Accomplishments
• Ice Time Sold = 1,988 hours.
• Guided and managed the east rink construction project. Worked with Contegrity Group
(construction managers) Architect/Engineering firm ISG, Vos construction and Rausch
Masonry to have a quality project complete by September 1, 2022.
• As part of the summer construction project, staff removed interior ceiling curtain.
M
• Arena staff recycled 36 old light fixtures from above the ice surface.
• Rink staff removed the low emissivity ceiling curtain prior to construction.
• Staff completed removal of trees and shrubs around east rink in preparation for construction
project.
• City staff hired Rice Construction to clean and paint east rink east rink ceiling
• Purchased and installed 36 new LED light fixtures in east rink.
• Worked with architects and engineers at Nelson-Rudie to complete design and installation for
east rink HVAC replacement. Project is part of the bigger re -roof and sidewall improvement
work. We worked to improve heating and ventilation systems to bring conditions up to
current standards.
• Worked with HHA leadership to demo and decide which scheduling program will work best
for us. Decision was made to go with FinnlySport created by the people that invented Max
Galaxy.
• Continue to improve and nurture our partnership with HFSA. Participation numbers remain
strong. PRCE continues to offer ISI (Ice Sports Industry), an opportunity for younger
skaters, and HFSA offers a competitive program for the more experienced skater. The
annual ice show is possible only with the city`s support and volunteer help from HFSA.
• Work with the Burich family and Hutchinson Hockey Association on funding for Burich Arena
improvements. These groups have committed to contributing to the future improvements at
the facility.
• Worked with our user groups to grow our ice season. We created a new spring season,
extended our summer session and added a fall season.
• Through our partnership with Citizen's Bank, purchased a new scoreboard for the west rink.
Due to the long process of procurement, the installation took place in December, in time for
our winter tournament season.
• Staff did a complete renovation of the east rink concession stand. We re -painted, replaced
the serving window and removed and replaced old cabinets with stainless steel serving tables
• Created partnership with Hutchinson Hockey Association to upgrade our dasher board
advertising sign program. We added 12 additional signs, including ones in the west rink
• Began discussions with representatives from a NA3HL junior hockey team. They are looking
to relocate their team from Iowa to Minnesota.
TOTAL ICE TIME
2500
2000
1500
1000
500
0
2016 2017 2018
■Total Ice Time
2222 2120 2160
2019
2020 2021 2022
2134
1003 1709 1988
2023 Burich Arena Goals
• When construction is complete, the parks and forestry departments will replace landscaping
around east rink, working to attain lower maintenance expenses.
• Continue to improve and nurture our partnership with HFSA. Participation numbers remain
strong. PRCE continues to offer ISI (Ice Sports Industry), an opportunity for younger
skaters, and HFSA offers a competitive program for the more experienced skater. The
annual ice show is possible only with the city's support and volunteer help from HFSA.
• Continue long-term planning for major building system's component replacement. Work with
the city's Facility Committee to help prioritize major projects and purchases involved with the
next phases of building improvements.
• Work with the Burich family and Hutchinson Hockey Association on funding for Burich Arena
improvements. These groups have committed to contributing to the future improvements at
the facility.
• Work with our user groups as we grow our ice season. We now have longer ice sessions in
spring, summer and fall. Work to best manage how we decide to keep ice in and when to
remove.
ICE TIME REPORT
a
100
Hutchinson Recreation Center/
Hutchinson Aquatic Center
We will continue to work to keep Hutchinson Family Aquatic Center
and Recreation Center looking and performing like new. Our recent
investments continue to pay off as programs and participation at our
facilities remains strong.
City staff members traveled to New Ulm and toured their recent !'
projects that were funded by a city-wide sales tax. We have had
conversations with other communities including St. Cloud and Willmar
regarding their journey and process to plan, promote and implement
projects that were funded through this source. 2023 is a pivotal year _
as we begin our own journey to create a framework for success
_ seeking to better serve our citizens
;,� through facility and park --- "�
improvements. We will work with citizen groups, our
mayor/council and city staff to create a road map to lead us
to our shared goals of facility and park improvements.
= We will continue to hire, train, and coach quality seasonal
employees. These front-line people are the faces that
' - represent our department. We will reach out to former
aquatic staff members and recruit and train new staff.
Hutchinson Outdoor Pool Attendance
60,000
50,000
40,000
30,000
20,000
10,0000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
�Seriesl 12,436 12,689 12,564 12,000 11,415 0 54,937 48,712 41,470 0 40,687 43,120
2022 Aquatic Center Attendance
June 16,250
July 17,145
August 9,725
Total 2022 Attendance — 43,120 patrons
**attendance does not include private rentals
2022 Sponsored Events
Hutchinson Health: Free Family Night Swim — 3 dates (1,065 swimmers)
Common Cup: Free Family Night Swim — 3 dates (656 swimmers)
101
Swim Lessons at Carlson Pool
613 participants
2022 Hutchinson Recreation Center/
Aquatic Center Accomplishments
• Pool Admissions = 43,120.
• Inspected and replaced additional tiles as needed in aquatic center lazy river.
• Recruited, hired, and trained 75 American Red Cross Swimming staff to serve the outdoor
pool, as well as, teach our summer American Red Cross learn -to -swim program.
• Began initiative to create framework for parks and recreation facility improvements and
building additions to be funded by 1/2cent sales tax.
• Replaced lobby fluorescent bulbs with energy saving LED fixtures. This completes the goal
of re-lamping the entire facility with LED lamps, both inside and out.
• Completed replacement of reception area customer window. We now have a more
ergonomically correct set-up to better serve our customers and employees.
• Replaced reception area plank flooring. We added this project to complete the renovation of
the reception area.
• Added new "can" lighting over reception area, replacing original fluorescent lights.
• Continued training of our recent Facilities Technician. Patrick Benson is a valued and vital
member of our operations staff.
• Worked with contractor to improve control/functions of gymnasium HVAC system.
2023 Hutchinson Recreation Center/Aquatic Center Goals
• Through the parks department, repair and restore irrigation system that was partially
removed during the reconstruction of Sunset Street.
• Plan, design and complete re -painting of front and back entrances of the building. We will
work to complement and match the newer paint scheme that is used throughout the
building.
• Recruit, hire and train American Red Cross Swimming staff to serve the outdoor pool, as
well as teach our summer American Red Cross learn -to -swim program.
• Continue to offer American Red Cross swimming lessons at Carlson Pool and the aquatic
center. Modify existing offerings to help increase numbers of classes and participation
• Continue to work through the Facility Committee on future facility upgrades.
• Continue and refine maintenance policies and procedures for aquatic center operations.
• Work with maintenance team and summer aquatic staff to plan and respond to various
water quality challenges.
• Work with Facility Committee to fund addition of gutters and downspouts along north side
of gymnasium roof,
• Continue landscape improvements surrounding Recreation Center and Aquatic Center.
• Explore adding new play feature in zero depth area. This area was designed for future
improvement, addition could happen in fall 2023.
102
Recreation Programming
Collaboration is a big part of what PRCE is doing when it comes to
working with many of the youth sports associations within the
community. The amount that we work together varies greatly with each
association. Hockey and volleyball have always been completely
separated and soccer is heading that way. Figure skating and the
Hutchinson Basketball Association have us run the younger levels while
the association works with the older kids. Lacrosse has our department
take registration for them and wrestling runs their program through
Community Ed.
1111
We have worked very closely with Junior League Baseball and fastpitch
softball which involves the actual scheduling of their practices and games. This past year the
Girls Softball Association decided to disband and turn the program completely over to PRCE.
The only other activity that is solely run by PRCE is youth
football. As you can see, we have a lot of different programs
and a lot of different people to work with to keep these
activities running smoothly. As with any of our programs,
our goal is to assist in providing the best activity possible at a
reasonable cost to the citizens of our community.
103
350
300
250
N
C
n 200
V
1.
A
d
0 150
E
E
0
Z 100
50
Youth Program Participation
2012, 2021, 2022 Comparison
Indoor Soccer Baseball Basketball Softball Flag Football Tackle Football Outdoor Soccer Girl§ Volleyball
Youth Participation
2012 - 1846 2021-1396 2022 = 1522 02012 ■2021 02022
2022 Recreation Programming Accomplishments
• Registration System: We are at about the same place we were last year with our
registration system. The one we began using was not meeting our expectations and we
switched systems again near the end of the year. 2022 was another year of retraining
followed by setup of the new system- CivicRec. We feel this new software will be more
intuitive and easier for our customers to navigate.
• Girls Fastpitch: The Hutchinson Girls' Softball Association decided to disband and turn
the program over to PRCE. 2022 was our first year of operating the program. Overall,
the year was a success as we managed to find qualified coaches at all age levels and
our participation numbers grew. One of our goals was to put a competitive team on the
field in every age division meaning that they would experience some success during the
season. At different times throughout the season, each team managed to have that
experience.
• Burich Arena Construction: The construction at Burich Arena caused a disruption to our
indoor soccer program. With 43 teams and 282 participants this past year, we did some
facility shuffling to keep all the kids playing. We rearranged the Recreation Center to
host four matches at a time and were able to fit all the kids in while playing Monday
through Thursday.
• High School Participation in Fall Soccer: This past fall, the boy's high school soccer team
took over coaching our Saturday morning youth soccer program. The change from
parent coaches worked out very well. The children enjoyed interacting with the high
school players and parents were able to enjoy watching without having to be involved.
104
While we were able to get parents to coach in the past, most did it out of necessity and
not out of a love for the game of soccer.
• PRCE Concessions: Our longtime concessions manager had taken other employment so
we were starting over in concessions. We were able to land a college graduate who had
worked for us in the past to lead in this area. We also changed some of our products
and added soft serve ice cream. For the most part, the summer went smoothly as we
gained some knowledge of what processes were most effective and which products
were the better sellers. The soft serve ice cream was a big hit with almost $10,000 in
sales.
700
600
500
400
300
200
100
0
Indoor Baseball Basketball Softball Flag Tackle Outdoor
Soccer Football Football Soccer
T -
Girl's
Volleyball
1994
2012
2021
2022
105
70
60
50
m
a 40
`o
E30
i
20 —
10
0
Adult Program Participation
2012, 2021, 2022 Comparison
25
22 23
Q — —
11 11
6_
3
0 0 '� 0 0
Baskelbal SB-Co-Rec SB-Men's VB-Co-Rec VB-Men's
Total Adult Teams
2012-186 2021- 89 2022 m 88
45
26
1 _
8
f
JIW—N&
VB-Womens VB-Sand
2012 ■ 2021 ■ 2022
2023 Recreation Programming Goals
• Registration System: While the new registration system is up and running, we still have
much to learn about all its capabilities and how we can improve our online presence,
which is one of the reasons we made another switch. Each day we come across
something unfamiliar that takes some time to work through to get it working properly
for our needs. Hopefully, we have found a system now that will provide that online
presence that we've been looking for.
• Concessions: We need to look at revamping our staffing for the pool concession stand.
With major increases in the wages we now pay, well need to economize on when and
how many people we schedule to work. This may also involve having pool admissions
staff cross train to help out at the concession stand during peak times.
• Gymnastics Program: We've known for some time that there is a demand for youth
gymnastics in Hutchinson. The issue has always been finding a qualified instructor. We
think we have found that person and hope to put together a new gymnastics program in
the spring of 2023.
• Soccer Program Change: With the encouragement of the high school coach, we are
planning to change the format of our youth soccer program. The plan is down size the
number of players participating at a time so that the kids involved get more touches on
the ball.
• New Staff: With my retirement this March followed closely by Mary Haugen, the Civic
Arena manager, one of the important goals will be to get the new personnel onboard
and get them acclimated to their new work environment. There are a lot of moving
pieces in these positions so it will take a bit of time to familiarize them with the
processes currently in place.
106
Hutchinson Event Center/ Hutchinson Senior Center
Hutchinson Event Center Coordinator retired
at the end of 2021. In preparing for her
retirement, staffing situation was reevaluated
for the longevity of the Event Center/Senior
Center in its current location. Due to the
retirement, Coordinator position was
transitioned into a new position. Jennifer
Behrendt started 2022 in a new role as the ~
Hutchinson Event Center / Senior Center
Coordinator. PRCE Receptionist transitioned into a new FT role as PRCE Office Specialist to help fill the void at the Event Center/Senior
Center.
Jenni Behrendt had just started as the new HEC/ Senior Center programmer in January and was
still very much learning the operations when the building flooded in March; Rentals needed be
cancelled or rescheduled and the Event Center was operating with less staff than the year prior.
The Event Center was able to be a host location for 183 events. It was known there were to be
no bookings after December 31, 2022. Late fall it was made known to the HEC Programmer
that she should continue book rentals for 2023 in a modified fashion; Meaning all rentals must
take place Monday- Friday, between the hours of
9:00-3:00pm. In December 2022 all part time
staff were relieved, leaving only 2 staff members
v to continue to make the Event Center run
smoothly. With HEC operations being modified, to
bring in more revenue, it was discussed to have a
community church lease space in the Event
Center. River of Hope Church has been renting
space from the Event Center for many years. The
City and Church both approved. River of Hope will
lease half of the great room and a small meeting
room starting January 1, 2023.
The Senior Center was able to wrap up the Flagpole project that was started in 2021. A "Thank -
you" plaque listing all of the donors who donated was installed next to the flagpole. The knitting
project was completed. It brought in over 300 items that were distributed between Common
Cup and the McLeod County Food Shelf.
In hopes of promoting more active programs for seniors, River walking/ Lazy River which is held
at the Rec Center was advertised in
our monthly Senior Newsletter. It was
well received and many seniors
stopped in to get their free monthly r
visit. The Senior Advisory Board is also
107
in favor of a more active center and made a motion to purchase 2 bean bag board games.
There is a good weekly turnout, but are hoping to attract more people. Our kayaking group
remains strong with participation numbers, usually doing two outings a month May -September.
Sr. Center Programmer and tour coordinator volunteer attended a tour expo at Canterbury
hoping to generate new ideas for upcoming tours. Our tour program is well received and most
tours sell out at 45 participants which is the max we can take. Our numbers are steadily
increasing from the last few years due to COVID.
The Card Making club meets once a week. They recycle old greeting cards into new ones and
sell them for $0.60/piece. This is a fundraiser for the Senior Center. In 2022 they brought in
$861.00! This is a $511.28 increase from 2021.
2022 Monthly Senior Center Usage
1 1
00J
2022 Hutchinson Event Center/ Senior Center Accomplishments
• Installation of "Thank You" plaque near the flag pole was completed in August.
• Knitting project was completed- the project brought in over 300 items that were
donated to Common Cup and the McLeod County Food Shelf.
• Held a Holiday Plate Making Class.
• The Senior Center held its second annual Book and Puzzle sale.
• The Senior Center purchased 2 sets of Bean Bag boards to promote more active
programming.
• River Walking/ Lazy River was advertised for seniors at a discount- many took
advantage of this.
• Foot Care clinics started meeting in July (was paused Jan -July due to hiring a new
nurse)
• The Senior Center raised $861.00 in card sales (1,435 cards), and $145.50 in misc.
knitted items.
108
• Continued building maintenance and cleaning after the February flood
• Host location for 183 events- this included businesses, city and private events (185
events in 2021).
• Roughly 15,640 people were through the Event Center and around 10,327 participants
through the Senior Center for 2022.
• Meetings were booked that we were able to accommodate in 2023, with reduced hours
and staffing.
2022 Facility Usage
NUMBER OF PEOPLE
THOUGH THE
FACILTITY
EVENT CENTER
SENIOR CENTER TOTAL
2023 Hutchinson Event Center/Senior Center Goals
• Continue to use social media to promote Senior Programming.
• Continue to look into more "active" Senior Programming- Promote River Walking/ Lary
River again.
• Look at surrounding Senior Centers and see what they provide for their seniors.
• Continue to keep Seniors updated on the future of the Senior Center via Senior
Newsletter.
• Hold a Book and Puzzle Sale.
• Host a DECKO Party.
• Accommodate as many Event Center rentals as possible with limited staffing.
Type of Event
Business Events
City Events
Private Events
Wedding
TOTAL Event Rentals
Number of Events
146
22 —
8
7
183
:109
Hutchinson Public Schools ISD 423 Community Education
Data for 2021-2022 Fiscal Year
ISD 423 Community Education Accomplishments and Highlights
• Summer 2021: Offered 45 camps and activities throughout
the months of June, July and August with a total of 907
participants and three new activities
• Fall 2021: Offered 54 activities throughout the months of .,Fhb
August, September, October, November and December with a
total of 458 participants and 13 new activities Cimnity Ed!
• Winter -Spring 2022: Offered 83 activities throughout the
months of January, February, March, April and May with a total of 717 participants and four
new activities
Hutchinson Community Education provides lifelong learning
experiences for people of all ages, abilities, and cultures
through programs and services. Classes are creatively
designed and generated from interests and
trends. Instructors and coaches offer activities in which, .
they have knowledge, experience, or a skill creating a
positive impact in our community with an opportunity to
grow as individuals. Community Education is located in the
Recreation Center and activities are held at Hutchinson
Public Schools, Recreation Center, park shelters, and local businesses.
offerings.
I - The 2021-2022 school year started out uncertain in not
knowing how the adult customers would respond to attending
* in -person activities. Past summer youth camps were well
attended, but adult activities attendance can be different. A
- - noticeable change is that participants waited to register for an
activity closer to the start date. Communication with
instructors flowed back and forth in an effort to help aid
decision making regarding holding or canceling the
activity. Online activities gained popularity amongst adult
For the in -person activities, instructors adjusted minimums needed and decided to hold
110
their activity for less attendance in an effort to help adults' transition into participating live. We
are so grateful to our instructors making this adjustment. In review of all the activities offered
during the 2021-2022 school year, 182 activities were offered with a total of 2,082 participants.
PRCE started a new registration system with ActiveNet, starting Fall 2021. PRCE staff participated
in online training sessions throughout the summer of 2021. Training provided was not the best,
so throughout the year, researching "how to" and learning the new system, simultaneously
monitoring activities, proved to be a bit challenging. By year-end the system was less of a
challenge, but not meeting expectations. Another new registration system was decided upon and
PRCE staff participated in online training for CivicRec with scheduled to start January 1, 2023. The
new system, CivicRec, is more user friendly than the previous system. Extracting reports and
information is also more user friendly.
Community Education is required to submit an annual report to the Minnesota Department of
Education (MDE) from school districts having a community education levy. Report period is July
1 to June 30. This report is available to view at the Community Education office.
2021-22 Community Education Activities
1000 907
800 717
600 458
400
zoo 45 54 83 44 47 71
o
Offered Held Enrollment
Summer Fall Winter/Spring
School Facility Rentals and Usage
Community Education coordinates rentals and facility use for Hutchinson Public Schools. This
started as a minimal hand-written task and transformed into a detailed online system. Through
the years, school renovations changed inside - classrooms renumbered or demolished, new school
built, outdoor fields and parking lots, all these changes need to be changed in rSchool Today,
setting up the layout in location availability for each building to match the new building
maps. This type of maintenance in the online system, rSchool Today, is necessary to ensure the
system is working efficiently and locations are current. Other maintenance in rSchool Today is
setting up the calendar to match the School Board approved academic calendar.
For example, information is entered manually indicating first day of school, non -school days,
workshop days, conference days, holidays, scheduled late start days, and last day of school,
which days are reservable and which ones are non -reservable. This labeling process is helpful
for staff and customers to identify what may be happening within the school buildings as they
111
are creating their reservations from July 1 to June 30 and if a whether or not it affects a
reservation. Staff are asked to enter their reservations for the upcoming school year by June 30
and rentals for public open around July 15 each year.
Chart below shows what is available to reserve in rSchool Today:
BUILDING/LOCATION # ROOM WITHIN
1
High School
81
2
Middle School
59
3
Park Elementary
30
4
West Elementary
31
5
Tiger Elementary
66
6
Parking Lot
8
7
Field - Outdoor School Campus
23
*8
Field - Northwoods
2
*9
Field - Roberts Park
4
* 10
Field - Veteran's Memorial
1
*I i
Recreation Center
5
310
*Non Reservable through rSchool Today, need listing for
Activity Scheduler to choose site for Wright County
Conference scheduling purposes. Contact PRCE to
reserve.
Park Elementary closed May 2022, after the last day of school for renovations and continued at
the start of 2022-23 school year, delaying the first day of school until September 12. The
timelines changed for availability a few times and the small gym was used as a temporary
cafeteria until they could get full access to the basement. Rentals in this building were on hold
until completion. Gyms are the main locations that are rented. Currently Park Elementary is
available for rentals. This school is now home to grades 4 and 5, previously was home to grades
2to5.
112
Two softball field were added to the Outdoor School Campus Fields. Softball Field #1 is located
closest to Roberts Street and tennis courts. Softball Field #2 is located in between the Middle
School Baseball Field and Softball Field #1. These two fields have cement walkways making them
handicap accessible. Softball Field #1 has an electronic scoreboard.
Total rentals and usage show 62 groups submitted 668 permits estimating 378,795 participants.
Breakdown of reservation permits, rental customers submitted 89 permits, ISD 423 staff
submitted 487 permits, Community Education submitted 73 permits, Rental Customers submitted
89 permits, Personnel Charges Only customers submitted 19 permits. Majority of school use was
for school related items.
Facility Use by Building:
Building
High School
Groups
Permits
Est. # of Participants
35
307
188,586
Middle School
31
184
157,902
4,968
Park Elementary
11
35
West Elementary
6
24
8,801
Tiger Elementary (NEW School)
9
24
5,510
Fields -Outdoor Campus
13
93
12,861
Parking Lot
1
1
100
2021-22 School Facility Use Hours
.Zoo
10,245
A=
8.000
6,403
i6p00
4,000
3,000 59 1,78
623997
, 3
o i Flo 11
3,636
17 13 218 0 230,
5 13994 GW 606442
8 1111111 6
HS Ms Park West Tiger Outdoor
w PRCE a Public 15D 423 Dosed Fours not included
113
24000
10,245
Io.000 i
SAW
6 403
6,000
3,636
4,000
1,35P, 78
2AW J6.�997--
17 13
PRCE R Public
0 ISD 423
21$39
� 55 1 4
HS
MS
Park
West
Tiger
iaab
PRCE
�.
2,007
Public
®
1,129
Extra
Curricular
10,394
1.3,470
703
3040
45
151
140
602
119
0
268
i 630
3,700
351
705
948
Middle School Activities (CE Fund Since 2003):
Middle School Activities opportunities are offered to students in grades 6, 7, and 8. They are
under the Community Education funding umbrella and managed by the Activities Director in
Hutchinson High School.
Middle School Participation Numbers:
• Fall 2021 season: Eight activities were offered with 139 participants. �—
• Winter 2022: Four activities offered with 67 participants,
• Spring 2022: Five activities offered with 144 participants.
• All Season Activities: two activities with 69 participants - '^
• Three fall activities ran as 9-12 program
6th Grade Participation Numbers:
• Fall 2021 season: Four activities were offered with 31 participants.
• Winter 2022: One activity offered with 10 participants, most students participate in
association level during this season
• Spring 2022: Four activities offered with 41 participants
114
Middle School Activities
70 FY22, FY21, FY20 Comparison
2021-22 2020-21 2019-20
60
60 58
53 ;3 51 52
50
42
40
111
1,11
31
30
1 28
44
3 1.
37
3e
31
30
3 p
29
29
25
22
20
19
20
1
16
16 16
1
14
15
14
13
v
12
12
11
-11
10
10
10
910
9
10
5
'
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�Q �O vaQ
a� �� 4,Vr
tc
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���•�
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�
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115
Hutchinson Adult Basic Education `11� ilk I
Hutchinson Adult Education is located at Ridgewater College Engage, Equip, Empower
in room 145. Our mission is to provide adults age 17+ with Glacial Lakes Consortium
educational opportunities to acquire and improve literacy
skills. Certified teachers are in the room to meet the needs of learners four days a week. Our
schedule includes both daytime and evening hours, and provides a total of 26 in -person
instructional hours weekly for students. Additional hours are available for students who want to
work remotely. Programming is offered twelve months a year.
The Hutchinson Adult Education site is co -located with Ridgewater College and the CareerForce
Center. Because of this, we have been able to develop programs to assist learners with academic
skills, employment preparation, obtaining certifications, and college goals.
We continue to build on relationships with groups in the community including the public library,
employers, and community organizations. Adult Education is a valuable component to
Hutchinson's Community Education program, meeting the needs of many individuals from the
surrounding area by making them better family members, employees, and citizens.
Adult Basic Education 2O2I -2022
As the pandemic restrictions end, we have gradually added days to our schedule, and as of
January 2023, we are back to pre -pandemic hours for in -person instruction.
The opportunity for students to use online learning, support, and
navigation has been a great outcome of the pandemic. GED
learners, especially, use online learning and this option accounts
for one third of all GED hours in our program.
For the 2021-2022 state academic year (May 1, 2021 to April 30,
2022), 233 students attended for a total of 4,838.25 contact
hours. These numbers are exciting and show a strong increase
of 46% over last year. Students who attend 12 or more hours
are considered participants. Hutchinson Adult Education had 98
participants for the year. Currently, the average Adult Education
student attends for 20.75 hours.
Working with our Regional Transitions Coordinator, Mary Kate Lews in Mankato, we have
designed and delivered online career pathway courses with other Adult Education programs in
Southwest Minnesota. In the past, individual Adult Education programs have offered these kinds
of classes, but it is always a challenge to enroll enough students. We have received Transitions
grant funding to offer courses in Paraprofessional Training, Child Development, and Google
Computer Skills. We have recruited students from Hutchinson to Mankato and beyond. These
courses were piloted in 2021 and this innovative model is now being replicated across the state.
Regional Online English Language classes are now offered three evenings per week. There are 5
different levels to meet the needs of all English language learners. These classes are very popular
and are often full.
116
Learners participated in a variety of programming including classroom hours, distance (online)
learning, basic computer classes, grant sponsored classes, and collaborative classes with the
college and CareerForce.
Students continue to take and pass GED tests. There were 18 Hutchinson Adult Education
students that earned a GED Diploma. The state of Minnesota has a legislative appropriation this
year that provides a $10 discount on each subject area GED test. Our local Free GED Testing
Fund, in partnership with the Ridgewater College Foundation, is being used to provide additional
financial support to students who study in our program for 12+ hours.
ABE Staffing
Shari Brunes manages the Hutchinson Adult
Education program. Ann Trochlil serves as the
Glacial Lakes Adult Education Consortium
Program Manager. The Hutchinson teaching staff
currently includes: Joyce Evenski, Barb Haugen,
Mary Horrocks, Alicia Boncquet and Jean
Abrahamson.
' # Aiik �
Protessional development for ABE state= continues
to be offered mostly remotely. Staff attended Summer Institute, Spring and Fall Regional
trainings, the Language & Literacy Conference, and many webinars. Shari and Joyce have
presented numerous times to other adult educators across this state in the past year. Shari served
on the implementation team for HiSET, and is a member of the State Distance Learning Advisory
Team. Participation and involvement in these and other opportunities make Hutchinson Adult
Basic Education a leader among small rural programs.
ABE Data Summary Information
Hutchinson Adult Basic Education
Compared to 2020-21
2020-21 Information
Total Enrollees
233
195
Total Hours
EiiiEl
48% increase
Total Participants I Must Attend 12+ hours
98
[76
Total GED Earners
18
15
fNNEs®�
117
Hutchinson Basic Education Participant Data
Race/Ethnicity
.n
ZBlack or African American
parac
Two or More Races
white
r
Gender
Ift Femme
-j mWe
Age Group
� 16-18
_ 14-24
- 25-44
i 4s-54
55-59
60-
r�
Education Level
Gr 1-5
Gr 5-8
Gr 9-12(No Dipl)
Nc Schooling
_j Post Sec or Prof Degree
Sec Sch Dip or Lit Cred
Sec Sch Equity
Some Post Sec No degree
118
Early Childhood Family Education (ECFE)
Early Childhood Family Education (ECFE) offers a variety of class VEWCFE
options for families during the Hutchinson Public School District's school year. Sibling care is available for most classes upon request. A slidingfee scale and scholarships support and encourage families of all income
levels to participate in our classes. NO family is ever turned away due EARLY CHQ.DHOOD
to inability to pay. FAMILY EDUCATION
ECFE classes include separating and non -separating classes, parent only classes, family events,
and special one-time classes. Offerings this year include online parenting classes and outdoor
classes. Due to staffing changes, summer class offerings were put on hold until summer 2023.
ECFE recognizes and supports parents/guardians as a child's first and most significant teacher.
Our mission is to strengthen each family unit through education and support while providing the
best possible environment for healthy growth and development of their child.
After a lengthy construction project, all ECFE classes from January
thru December 2022 were held in our new ECFE space inside the
West Elementary school building. Our 2022 offerings included
classes for specific age levels such as Busy Babies, Wonderful Ones,
Terrific Twos, and Playful Preschoolers. Most were very well
'+ attended. However, baby classes in both the winter/spring and fall
sessions were slow to fill, and winter/spring classes were eventually
canceled. Fall 2022 baby classes were again slow to fill, and
U� # sections were combined to offer one section. When surveyed,
parents indicated reluctance to sign babies up for classes due to
COVID/RSV concerns. Cost was also cited as a concern and we will
address this in 2023.
In addition, we held successful onetime events and specialty
classes. A successful open house/dance event was held in January
2022. In October 2022 a very well attended Harvest Festival/dance event was held, with over
150 participants. Adults and children enjoyed pizza, ice cream sundaes, crafts, a photo op, and a
dance with a light show. Specialty classes included Daddy/Grandpa and I Build or Do Science
classes in January 2022. These were not well attended. In December, Daddy/Grandpa and I or
Mommy/Grandma and I holiday classes were offered. Adults reported that children were counting
down the days until class day. Overall, these specialty classes were well received and everyone
had a great time!
2022-2023 Community Education Goals
• Manage, organize and develop activities throughout the year for multiple age levels,
current trends and interests to better serve customers and anticipate needs.
• Network and collaborate with people in businesses or as an individual for community
education programming.
• Organize at least one new activity per brochure targeting community needs.
• Interpersonal skills to interact and communicate successfully, build and maintain
relationships and dependability with instructors, customers, and staff.
119
• Stay current in lifelong learning by participating in Minnesota Community Education
Association (MCEA) Conferences, Leadership Days, training and classes in person or
Distance Learning
• Network with MCEA groups for sharing programming ideas, information, tips and facility
use information.
• Continue marketing and awareness of PRCE activities through direct email and provide
information to social media specialist to post on Facebook, Instagram and websites.
• Organize, revise and maintain rSchool Today, Hutchinson Public Schools online
reservation system.
• Offer Free Open Swim - explore and seek sponsorships to make this happen.
• Learn, research and explore functions, reports, tutorials in CivicRec, PRCE's 2023
registration system.
2022-2023 Adult Basic Education Goals
• Reach out to learners in the community in need of Adult Education services; ongoing.
• Pretest and posttest to successfully meet national targets of 27.5% of students
achieving a measurable skill gain.
• Collaborate with Southwest Minnesota programs to expand regional classes.
• Develop grants with partners to assist students as they explore career pathways;
ongoing.
• Provide distance learning (online) opportunities using state approved platforms;
ongoing.
• Offer digital literacy classes for CareerForce clients to empower them in their job search
and increase employability; ongoing.
• Collaborate with Ridgewater and CMJTS to offer adult training and certifications
• Partner with Head Start and ECFE/Family Literacy parents to earn a GED or with other
educational needs.
2022-2023 Early Childhood Family Education Goals
• Maintain ongoing quality in our ECFE programming.
• Restore collaborative efforts with other local community agencies and businesses.
• Continue ongoing assessments of our programming.
• Continue to evaluate and update parent and child class curriculum.
• Restore collaborations with local preschools, daycares and in -home daycare providers.
• Continue registration collaboration with PRCE to streamline the process for our families.
• Distribution of our Early Childhood Screening postcard to families; restore our Welcome
Baby postcard to parents of a newborn; restore our free baby bucket that contains a
hardcover children's storybook, a free ECFE baby class and other local businesses
information and /or gifts.
• Continue our marketing efforts through our ECFE trifold and Facebook page.
• Continue to evaluate current class trends through participant surveys and discussions
within our collaborative groups and adjust class offerings as needed.
• Continue to look for grant opportunities that would allow us to offer family literacy -based
classes and experiences.
• Continue to keep ECFE offerings affordable.
• Build participation in baby classes.
1.20
Planning/Building/Zoning Department
a
Primary Services
Under the direction of the Planning Director, this
department provides long range planning services
and reviews land use plans for consistency with the
city plans. It also regulates properties to ensure
general health, safety, and welfare standards for
the community. In addition, it offers services that
provide minimum standards to safeguard life or
limb, health, property, and public welfare by
regulating and controlling the design, construction,
quality of materials, use and occupancy, location
and maintenance of all buildings within this
jurisdiction.
2022 Accomplishments
Overall Functions include:
■ Comprehensive Planning
■ Redevelopment Planning
• Zoning and Subdivision Administration
■ Administration of State Building Code
■ Building Permit Issuance and Reporting
■ Plan Review
• Commercial and Residential Building Inspections
■ Zoning and Property Maintenance Enforcement
■ Coordination of City Rental Inspection Program
■ Education
• Permitted over $40,000,000 worth of construction projects
• Undertook City Housing Study
• Continued work on Growth Area Planning Study
• Continue to support Hutchinson Area Joint Planning Board
• Uptown Grand Project Development
2022 Planning/Zoning/Building Department Overview
• Local construction activity remained strong overall.
• Second half of 2022 saw a decline in new housing starts due to interest rates
• Hopeful that interest rates, inflation, and worker shortages will not impact growth of Hutchinson
• Expected Projects
o Uptown Grand Apartment Project
o Jorgenson Hotel
o Michael Court NW Apartment Project
o Dollar General/Dollar Tree Hwy 7 W
o RD Machine Expansion
o Continued Residential Development
121
PLANNING
Primary Services
Overview — Planning and Zoning Department staff provide a variety of customer services, coordination, and
review services, including processing and reviewing of land use applications. The Department provides long
range planning services and reviews land use plans for consistency with city plans. Demographic information,
as well as projections about population growth are monitored and planned for by this department. The
Department also drafts policies and revises ordinances to implement the goals of the City regarding growth
management and development practices. The Department works closely with the Engineering, Housing and
Redevelopment, and Economic Development Departments.
Zoning is the regulation of property to ensure general health, safety, and welfare standards for the
community. The Zoning Department assists residents and applicants with zoning requests, development
requests and flood plain information. Staff coordinates efforts to communicate with the property owner or
developer by arranging pre -development meetings "up -front" to get questions answered at the beginning of
the project. Department staff issues applications for Conditional Use Permits, Variances, Rezoning,
Annexations, Lot Splits, Platting, and Sign permits.
The Planning Department provides the following services.
• Planning Commission support
• Development Review
• Long-range/Comprehensive planning
• Special land use and redevelopment studies
• Point of contact for lands use and zoning inquiries and property research
• Document preparation for land -use decisions, ordinance updates and development decisions
• Permanent sign and zoning permit coordination and administration
• Building permit review for land use and zoning conformity
• Zoning, Subdivision and FEMA Flood Ordinance administration
2022 Accomplishments
Reviewed and Processed:
• 18 Applications for Planning Commission
• 140 City Land Use Applications
• 65 zoning reviews of building permits.
• 38 sign permits reviewed.
• 52 predevelopment/application meetings.
2022 Planning Commission Items
o CUP for a Tattoo Establishment in the Main Street Area District located at 18 Main St S
o CUP to move a structure larger than 200 square feet from 135 Franklin St N to 225 Washington Ave W
o CUP to establish a use for Business/Professional office space in a C-5 Zoning District located at 96 4th
Ave NW
o Preliminary Plat for Ravenwood South
o CUP for a second drive thru lane in a C-4 Zoning District located at 1510 Montreal St SE
122
o Lot Split located at s1545 McDonald Dr SW
o CUP for a new dining hall building located at 700 Main St N
o CUP for an addition to an existing building in an I/C Zoning District located at 110 4th Ave NE
o CUP to move a building from 135 Monroe St SE to 490 Hwy 7 E
o Lot Split located at 490 Hwy 7 E
o Amendment to the Zoning Ordinance Section 154.142 (E) and (F) regarding downtown signage review
committee and murals
o Site Plan Review for Car Wash facility located at 1490 Montreal St SE
o CUP for Car Wash facility located at 1490 Montreal St SE
o Rezone a property form C-4 to I-1 located at 490 Hwy 7 E (South 1/2)
o Amendment to the Zoning Ordinance Sections 154.064 and 154.067 regarding minimum lot dimension
requirements
o Final Plat for Ravenwood South
o Site Plan Review for parking lot plan located at 125 Main St North
o CUP for Apartment Buildings in an R-4 Zoning District located on Michael Court
Building Department
Primary Services
Overview of Building Department - MN Rule 1300.0030 states that the purpose of the MN State Building
Code is to establish minimum requirements to safeguard the public health, safety and general welfare, through
structural strength, means or egress facilities, stability, sanitation, adequate light and ventilation, energy
conservation, and safety to life and property from fire and other hazards attributed to the built environment
and to provide safety to firefighters and emergency responders during emergency operations.
The code applies to the design, construction, addition, alteration, moving, replacement, demolition, repair,
equipment, installation, use and occupancy, location, maintenance, and inspection of any building, structure,
or building service equipment in a municipality.
The code includes among other provisions: The MN Building Code, the MN Residential Code, the MN
Conservation Code for Existing Buildings, the MN Floodproofing Regulations, the MN Accessibility Code, the
Prefabricated Structures Code, the Industrialized/Modular Buildings Code, the MN Plumbing Code, the MN
Commercial Energy Code, and the MN Residential Energy Code.
The purpose and scope of the MN State Building Code clearly convey the complexity and significance of
building code administration. The practical administration of the code includes education, communication,
plan review, correspondence, permit administration, field inspection, and enforcement to ensure the purpose
of the code is accomplished throughout the breadth of its scope.
Under the direction of the Planning Director and the Building Official, protective inspections provides the
following services:
o Plan Review for residential, commercial properties and State licensed facilities
o Clearinghouse for the issuance of building, mechanical, plumbing, erosion control, grading, and sign
permits.
o Field Inspections
o Enforcement of building, plumbing, and mechanical codes (i.e. new and existing building construction
for fire, life, health and safety)
123
o Education of homeowners and contractors on the building code, permits, and processes
2022 Accomplishments
o Provided plan review and building inspection services as required.
o Educated property owners regarding permit requirements, licensed contractors and state building
codes
o Provided Inspection and plan review services:
■ New Police Facility
■ Rec Center Exterior Remodel
■ Park Elementary Demo/Remodel
■ Ridgewater College Remodel
■ Harbor Freight
■ Upper Midwest AC Club Building
■ New MITGI Building
■ Civil Air Patrol Building
■ 101 Park Place remodel/apartments
■ Citizens Bank Drive Thru Projects
■ Pride Solutions renovations
■ WUHF Buildings
■ Stearnswood Building
■ Due North Car Wash
■ 3M Oven Project
■ New Grain Elevator
Number of Building Permits Issued 2012 Through 2022
2500 ---
2000
1500
1000
500
C
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
1.24
80
70
60
50
40
30
20
10
0
4000
3500
3000
2500
2000
1500
1000
500
0
CONSTRUCTION VALUATION
MILLION $ VALUATION
2012-2022
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
2012 - 2022 Total Building Inspections
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
125
New Dwelling Unit Construction
40 36
34
35
30
25
20
15
10
5
0
T�
I
II
■ ■
■I
I
■
I
■
a
■
■
I
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 I
Staff has researched recent trends of new residential construction in this region by surveying other
communities in the area with populations similar to Hutchinson in an effort to attempt to verify if
the level of new residential construction activity in Hutchinson is common to the surrounding
regions. The majority of similarly sized communities in this region indicate construction trends
similar to what Hutchinson has experienced in recent years. As may be expected, communities that
are metropolitan suburbs or regional hubs have experienced higher total volumes of construction.
However, the overall trend of construction activity in the surveyed region is very similar between
communities.
200
180
160 —
140
120 — ---
+ 2017
100 m 2018
80 — ■ 2019
60 ■ 2020
40
2021
20 —4
r 2022
0 'r T T T
126
Rental License Program
The City adopted the rental program in 2008 and the Planning/Building/Zoning Department took it over
from the Fire Department in 2014. The rental inspection program data suggests that most property
owners/managers are planning and preparing for the inspections. Staff are happy to educate new
rental property owners and new managers who are not familiar with the expectations of the rental
program. Most experienced property owners are actively checking units ahead of time and preparing
them prior to the inspection. They are making repairs to improve the general condition of the units and
this greatly reduces the likelihood of major violations and subsequent enforcement action. City
inspectors are now being viewed as a resource to help the business operate successfully and the
tenants express the support they receive when there are problems or concern that go uncorrected.
Rental Inspection Report from January 1, 2022 to December 31, 2022:
• Rental Property Initial Inspections - 139
• Rental Property Re -inspections - 16
• Number of Units Inspected - 505
• Number of Units with No Violations - 419
324
290
227
283
265
302
241
248
52
48
48
49
49
49
49
49
29
26
25
27
24
27
27
27
24
26
27
27
27
27
28
28
49
50
50
51
52
52
56
61
127
Police Department
About the Department
Department Staff — As of December 31, 2022
Sworn Officers
1 Police Chief
1 Lieutenant
4 Patrol Sergeants
1 Investigative Sergeant
12 Patrol Officers
1 General Investigator
Civilian Staff
1 Child Protection Officer
1 School Liaison Officer
1 Drug Task Force Agent
3 Full-time Hospital Security
7 Part-time Hospital Security
1 Community Service Officer
Fleet — As of December 31, 2022
® Marked Squads
2022 Crime Statistics
4 Police Administrative Specialists
1 Evidence Technician
2 Part-time Patrol Officers
1 Police Chaplain
10 12 14
Unmarked Squads ®SWAT Vehicles ■Trailer
In 2021 the Hutchinson Police Department started reporting crime data to the Bureau of Criminal
Apprehension (BCA) with National Incident -Based Reporting System (NIBRS). NIBRS is used by law
enforcement agencies in the United States for collecting and reporting data on crimes. The BCA then reports
all NIBRS statistics to the FBI. Local, state and federal agencies generate NIBRS data from their records
management systems. In Group A Offenses there are 24 crime categories with 52 offenses. Data is collected
128
on every incident and arrest in this group. In Group B Offenses, there are 11 offenses with only the arrest
information reported in this group.
Group A Offenses
• Animal Cruelty
• Arson
• Assault
o Aggravated Assault
o Simple Assault
o Intimidation
• Bribery
• Burglary
• Counterfeiting/Forgery
• Destruction/Damage/Vandalism of
Property
• Drug/Narcotic Offenses
o Drug/Narcotic Violations
o Drug/Narcotic
Equipment Violations
• Embezzlement
• Extortion/Blackmail
• Fraud Offenses
o False
Pretenses/Swindle/Confi
dence Games
o Credit Card/Automatic
Teller Machine Fraud
o Impersonation
o Welfare Fraud
o Wire Fraud
• Gambling Offenses
o Betting/Wagering
o Operating/Promoting/As
sisting Gambling
o Gambling Equipment
Violations
o Sports Tampering
• Homicide Offenses
o Murder/Non-Negligent
Manslaughter
o Negligent Manslaughter
o Justifiable Homicide
• Human Trafficking
o Commercial Sex Acts
o Involuntary Servitude
Key Benefits of NIBRS —
1. Detailed, high -quality data that provides a more complete and
accurate picture of crime.
2. Additonal context to understand victimization and offending.
3. Standardized data to compare crime across jursiditctions.
4. Can be used for tactical or strategic analysis at the local, state,
and national levels.
• Kidnapping/Abduction
• Larceny/Theft Offenses
o Pocket Picking
o Purse Snatching
o Shoplifting
o Theft from Building
o Theft from Coin -
Operated Machine or
Device
o Theftfrom Motor
Vehicle
o Theft of Motor Vehicle
Parts or Accessories
o All Other Larceny
• Motor Vehicle Theft
• Pornography/Obscene Material
• Prostitution Offenses
o Prostitution
o Assisting or Promoting
Prostitution
o Purchasing Prostitution
• Robbery
• Sex Offenses (Forcible)
o Forcible Rape
o Forcible Sodomy
o Sexual Assault with An
Object
o Forcible Fondling
• Sex Offenses (Non -Forcible)
o Incest
O Statutory
• Stolen Property
• Weapon Law Violations
Group B Offenses
•
Bad Checks (Decommissioned
January zozz)
•
Curfew/Loitering/Vagrancy
Violations
•
Disorderly Conduct
•
Driving Underthe Influence
•
Drunkenness (Decommissioned
January zozz)
•
Family Offenses, Nonviolent
•
Liquor Law Violations
•
Peeping Tom (Decommissioned
January zozz)
•
Runaway
•
Trespass on Real Property
•
All Other Offenses
129
Group A Offenses
120
100
80
60
40 r
I
20
_III I11N111..Ii d Is 'll ll;Ilja .i4..1 .111
�,� J:' - �1 0$ ,A e a� oa Ja a Qo1 oy ec o° 1 1 1 �A •�a\ °o �� e 0
e a i` e �o a J �o o �o e e e e c e tc Q o
t� yy yya �e o� \ate �� �CCa �o\ �a�1.�1 O Cr Cr �r c� Ne �J� pp ao cad Ra a�.
�L P p kp < c xo �a e to \ a� �o a° + a J J J �a �a y�\ �0 50 Q° °�
`tea a~ea \o�� o�� °� J o�\� a`r`c e\�a `re" t\� �J a�� eta �Po iGe� i`e� ec Bret Qoe Qc0 ��e .�� ��` o
a\.yt�\Q�e ol`` e��` tiaJ �a@,e �e ��� J�.a� QQ\���a �\�a\e\�a P\p opy° o`o� Q°'` 'ot` Spa eaQo
Qa,\i,�\��a"'a �Qg `e�� \ae� \c` �oJ�Q .fie \� �\e �r`� J\a10er`G
ok
".0
Q�Are k`ooet'
C�
2022 ■ 2021
Group B Offenses by Arrest
All Other Offenses
Tres pass of Rea IProperty
Runaway
Peeping Tom (Decommissioned January 2022)
Liquor Law Violations
Family Offenses, Nonviolent
Drunkenness (Decommissioned January 2022)
Driving Under the Influence
Disorderly Conduct
Curfew/Loitering/Vagrancy
Bad Checks (Decommissioned January 2022)
10 20 30 40 50 60
2022 ■ 2021
130
Patrol
The patrol division of the Hutchinson Police Department is the face of the department. Many community
members only ever have contact with a patrol officer, making their impact crucial to the integrity of the
department.
Our patrol officers interact with community members when they respond to calls for service, take reports on
incidents that have occurred, patrol neighborhoods, enforce traffic laws, and engage at community events.
Our patrol officers also conduct criminal investigations by interviewing victims and suspects, reviewing video
surveillance, and collecting evidence.
Our patrol officers are very well trained in many areas, including DWI detection and enforcement, mental
health crisis, first aid and CPR. They also work closely with businesses on shoplifting and fraud incidents.
The department has twelve full-time officers and two part-time officers assigned to the patrol division. This
area is led by four patrol sergeants.
During the 2022 year, officers arrested 28 people for DUI's. This
was only 2 less than the previous year. These DUI's are not all
alcohol related, some are the result of drugs. The Hutchinson
Police Department forfeited 2 motor vehicles and 1 ATV. The 4
vehicles forfeited were from DWI/controlled substances related
crimes and the ATV was forfeited as a result of fleeing from police.
Citations 730
511
Verbal Warnings
1662
1448
500 1000 1500 2000
2022 ■ 2021
In 2022, officers responded to 261 crashes. There were
189 property damage crashes and 30 personal injury
crashes. Of the 261 crashes, 42 of them were hit and
runs.
DUI's
4-
w2022 ■ 2021
In 2022, officers initiated 2392 traffic
stops.
There were about 420 less citations
and verbal warnings issued in 2021
than 2022. It is important to note that
not all citations and verbal warnings
issued are from traffic stops.
Property Damage Crashes 18g
Personal Injury Crashes 30
Hit and Run Crashes 42
131
Statistical Information
The Hutchinson Police Department responds to calls -for -service twenty-four hours a day and seven days a
week. The busiest time frames for the officers in 2022 were iiam and 6pm.
January started out
average compared to
all off 2022. February
was the lowest month
for calls -for -service.
Calls -for -service
started to trend up
after February,
reached the highest in
1600
1400
1200
1000
800
600
400
200
0
I
900
800
700
600
500
400
300
200
100
0
CAD Calls -for -Service by Hour
706
433 412
290 274 227 204 285
I
M �r Ln n
759 825 711758 750 722 727 729 827 759`
659 664
613 605 - 576
512
M � V1 lD I� 00 01 O rl N M
icio. Z1S3 -ZLS4
1144 1191 — 1205
1046 �1021 1075.
856
af z'oc+�a�
Friday was the
busiest day of the
week for calls for
service for the
Hutchinson Police
Department.
Thursday, Sunday,
and Monday were all
similar and behind
Friday with an
approximately 250
calls -for -service
difference.
May and July, then decreased
gradually after that until the
end of the year. There was a
small increase in December,
but nothing significant.
CAD Calls by Days of the Week
2500
2316
2020 1983 2066 2022
2000
1893
1727
1500
1000
500
0
Sunday
Monday Tuesday Wednesday Thursday Friday Saturday
132
Training
Each year the staff of the Hutchinson Police Department participate in various trainings. These trainings allow
for staff to stay updated on all current policies, information, and technology within law enforcement. The
Minnesota Board of Peace Officers Standards and Training (POST) requires officers to complete forty-eight
hours of continuing education every three years in order to renew their POST license. Emergency Vehicle
Operations and Po/ice Pursuits (EVOC)
Officers shall demonstrate the knowledge and skill needed to reduce criminal and civil liability when involved in
emergency and non -emergency vehicle operations mode. This training must be designed to give officers both
skill and decision -making ability so that emergency vehicle operations can be resolved safely and successfully.
This will be accomplished with a minimum of eight hours of training, which will include a minimum of four
hours of in -vehicle operation. Simulators may be used in addition to in -vehicle and classroom training but will
not be used to replace the minimum four hours of in -vehicle training. It is recommended that simulator
training be used for decision making training.
Field Training
The field training process is a 16-week, 640-hour requirement for all new Hutchinson Police Department officer
hires. New officers must show progression in job performance and complete all four phases to pass the field
training process and become an independent officer.
Patrol Online (PATROL)
To help cities reduce losses related to police liability, LMCIT has developed PATROL —Peace Officer Accredited
Training Online. While PATROL delivers twelve new POST -accredited courses per year, subscribers can earn
more than forty POST credits per year when they also take PATROL training on POST mandates for Use of
Force and Crisis Intervention and Mental Illness Crisis; Conflict Management and Mediation;
Implicit Bias, and Community Diversity and Cultural Differences. PATROL helps officers stay current
on Minnesota legal issues and is based on Minnesota case law. Content is developed with input from police
liability experts, insurance defense attorneys, and local law enforcement agencies. Each month, a new course
is available for one POST credit.
Additional Training for 2022;
• 2022 BCA Criminal Justice Users Conferences •
• 2022 LMC Workshop Peer Support •
• 2022 LMC Workshop Police •
• Advanced Data Practices Training •
• AXON Academy •
• Background Investigations for Public Sector •
• Basic SWAT •
• Body Worn Cameras - Legal Issues •
• City of Hutchinson Safety Training •
• DMT - Certification/Recertification •
• First responder Recertification •
• Handgun/Rifle Qualification
• MN Criminal Interdiction Training
• De-Escalation/Intervention Strategies for Persons in a Mental Illness
Crisis/Crisis De-escalation Techniques for Community Safety
Officer Safety Searches - 2022 Updates
Police Response to Active Shooter Instructor
Safe Senior Programs
Serving Those with Autism Spectrum Disorder
Shoot House Instructor Certification
Special Operations and Tactics Association (SOTA)
Special Response Team (SRT)
Standard Field Sobriety Training/ABIDE Training
Taser Recertification
Vehicle Searches - 2022 Updates
Youth Mental Health First Aid USA
133
Investigations
The Hutchinson Police Department Investigations units is comprised of five licensed officers and one Evidence
Technician. This unit is supervised by a Sergeant. The four officer positions within the investigation's unit are
the School Resource Officer, Drug Task Force Officer, Juvenile/Child Protection Officer, and General
Investigator. All of these positions are rotating assignments which allows all officers to gain valuable
investigative experience.
ra:ar •
N81 CRO
The Investigations unit offers valuable support to the patrol
officers by following up on investigations that require more time
than the patrol officers can give to an incident. The investigations
unit is able to spend more time gathering information from
witnesses, suspects, and the courts to help solve the crime.
The General Investigator position assists the patrol staff with
more complex investigations. The General Investigator also
works with social services and specializes in working with
vulnerable adult cases.
The Drug Task Force position is with the Southwest Metro Drug
Task Force. This position works with other counties and cities in
drug related incidences to get as many illicit drugs and guns off the
street as possible.
5��7H Utr�s�
�ETRp
'QUG TAB
FORCE
The Evidence Technician position maintains the
collection of all the evidence and property entered
into the evidence/property room by the officers. This position also sends evidence to the MN BCA for lab
testing for DUI's, drugs, and fingerprinting. The Evidence Technician also properly stores and preserves all
evidence for future investigations and past investigations.
134
School Resource Officer
The Hutchinson Police Department is contracted with the Hutchinson School District for the School Resource
Officer. The School Resource Officer position is a four-year rotating position within the police department.
The School Resource officer works closely with the Hutchinson High School and Hutchinson Middle School staff
and students.
HUTC$
The School Resource Officer has an office within the Hutchinson
High School and is in the school buildings daily from 7am to
3pm. The relationship the School Resource Officer builds with
the staff and students is a great asset for the Hutchinson
School District and the Hutchinson Police Department.
There was a total of
298 calls for service
at all the schools in
the district in 2022.
There were 119 incidents at the High School, 74 at the Middle
School, 67 at Park Elementary, 21 at Tiger Elementary and 17 at
West Elementary.
Child Protection Officer
The Child Protection Officer is a position that works closely with McLeod County Social Services on a daily
basis. This is a close relationship that we have determined works best to help children and families in the City
of Hutchinson. The Child Protection Officer is a five-year position in the Investigative Unit.
135
Child Protection Incidences
No Specific Allegations
Abuse/Neglect
Drug/Alcohol Use
Abuse/Sexual
Abuse/Physical
Abuse/Emotional
0 10 20
The Child Protection Officer also works closely
with the BCA and the predatory offender
compliance program. This position assures that
all the predatory offenders within the city of
Hutchinson remain compliant with the BCA.
SWAT
30 40 50 60 70 80 90 100
The Hutchinson Police Department's Special
Response Team (SRT) partners with the McLeod
County Sheriff Department's Emergency Response
Unit (ERU) to provide officers for tactical response
services. The joint tactical team operates under
the team name, Crow River SWAT. Officers
selected to the team receive advanced training to
respond to situations needing high -risk warrant
services, crowd control, hostage negotiation,
snipers, and critical incidents.
The Hutchinson Police Department's SRT includes
highly trained officers who use specialized
weapons and tactics to handle high -risk situations
beyond the scope of the patrol and investigative
divisions. Examples of situations for which the
SWAT team would be used include high -risk
arrests and warrants, barricaded and armed
suspects, hostage rescue, crowd control, dignitary
protection, and disaster response. The team's primary goal
everyone involved.
is to resolve situations as safely as possible for
136
Crow River SWAT has approximately ten officers from each department on the team. The team also includes a
separate crisis negotiation team that works with the tactical team to safely resolve these critical incidents.
Officers selected and assigned to the team train one day per month on skills and equipment special to the
tactical teams mission. In order to be selected, officers need to have been an officer for a minimum of two
years, pass the physical fitness assessment, show proficiency with firearms and defensive tactics skills, and
have exhibited sound emergency response skills as a patrol officer.
High Risk Calls
March 8, 2022
11000 block 190t' St (Silver Lake)
Deputies were called to a residence on a vehicle stuck in the ditch. Upon gathering further information, the
driver of the vehicle was possibly stalking, violating a protection order, and making threats. The suspect had
previously made homicidal threats. Several officers responded to assist under mutual aid. The suspect was
ultimately located after an approach plan was made by responding officers. The suspect was taken into custody.
May 11, 2022 Silver Lake/Hutchinson area
Officers/Deputies assisted the Lower Sioux Social Services in removing a child from a custodial parent with
several felony warrants. The suspect had a history of fleeing, obstruction, and assault. There was concern the
child was in danger. A plan was made with officers/deputies to avoid a pursuit and physical altercation as much
as possible to protect the child and public. A negotiator worked with Social Services and the suspect's family to
communicate with the suspect. They were able to meet in Hutchinson. The suspect was taken into custody and
the child was removed safely.
May 12, 2022 10000 block Hwy 22 (Glencoe)
Officers/Deputies assisted with a search warrant on a suspect. The suspect was a convicted felon, Outlaw
Motorcycle Gang member, and was believed to be in possession of an assault rifle and ammunition. A tactical
briefing was done prior to executing the warrant. The warrant was served and a rifle was recovered. The suspect
was not home at the time. The suspect was arrested later in the metro area.
August 1, 2022 Assist Meeker County
Crow River SWAT was called to a rural address south of Dassel on a barricaded suspect. The suspect threatened
family and fired a shot out of the house with a firearm. The suspect is ineligible to possess firearms. The suspect
would not come outside and threatened to kill law enforcement. SWAT teams from Kandiyohi and Wright County
also responded. Negotiations were established in an effort to get the suspect to surrender, but he refused. The
incident lasted several hours. Eventually several rounds of tactical chemical were fired into the residence in order
to get the suspect to surrender. During the incident the suspect fired several "blind" shots out of the residence
in the direction of officers outside. The suspect fortified a bathroom upstairs. Eventually the tactical chemical
was able to penetrate the fortification. The suspect surrendered after nearly 24 hours.
September 10, 2022 Assist Sibley County
Winthrop PD called for assistance. They had an individual barricaded in his home with several firearms. The
person was in mental health crisis. Crisis Negotiators were called to assist with speaking to the person in an
effort to get them help. Tactical officers did not respond ultimately since no crime was committed.
137
November 2, 2022 Assist Homeland Security
Crow River SWAT assisted Homeland Security with the execution of a search warrant in rural McLeod County.
This operation was in response to a federal investigation involving catalytic converter thefts. There were several
warrants executed simultaneously across the country. Several of the suspects had gang affiliations and were
involved in illegal firearm trading/possession. The residence in McLeod was secured with the assistance of Crow
River SWAT and turned over to investigators once deemed safe.
December 12, 2022 Assist Sibley County
Sibley County called for assistance with a male barricaded with a handgun. Officers responded to a medical call
at a business in Gaylord. When the officer arrived to assist, they observed the person with a handgun. He
threatened suicide. A perimeter was established to protect innocent civilians. Complicating matters, the subject
was barricaded in a semi -truck at an industrial business with several workers inside. There also was an
elementary school across the highway full of students. Both places were placed on a preventative lockdown.
Some tactical officers and negotiators responded in the armored vehicle. Ultimately, the subject surrendered
peacefully.
December 14, 2022 Assist Sibley County
This incident is still under investigation.
Records Units
The records units for the Hutchinson Police Department consists of four full-time employees. The records unit
has a variety of tasks and assists the Chief, Lieutenant, Investigations, and patrol officers with daily duties.
The records unit answers phone calls from the public and assists the citizens who come into the lobby of the
police department. Citizens come into the lobby for a wide _
variety of reasons, but most common are records requests, Public Records Request 604
animal licenses, and fingerprinting.
The records unit is an intricate and vital part of the police
department. They ensure reports are processed properly
and sent to the City of Hutchinson and McLeod County
Attorneys for charges on offenders. They handle the
dissemination of officer's reports to social services,
probation, and citizens who request data. They also
Permit to Purchase/Conceal Carry
Background Requests from Other
Agencies 424
Other Agency Background
Requests (Social Services,
Probation, Housing and
Redevelopment Authority) 155
complete public data requests, permit to purchase handgun
applications, monthly statistical data reports to the State of
MN, the billing for the police department, the annual police
report, and ensure everyone in the police department is current on their required training through the BCA.
138
Code Enforcement — Nuisance Property
The Hutchinson Police Department has a Code Enforcement Officer who is assigned to all the nuisance
properties in the City of Hutchinson. The Code Enforcement Officer is a three-year rotating position. This
position maintains the files and speaks to the property owners to try and get the properties in compliance with
City of Hutchinson Ordinances. The Code Enforcement
Officer also does random checks on these properties to try Open Nuisance Properties
and determine if work is being performed to get these
properties in compliance. If the properties are brought into
compliance, the officer will close out the report. If the 39
properties are not brought into compliance within the 33
agreed amount of time, the Code Enforcement Officer then
issues a citation or sends a report to the City of Hutchinson
Attorney requesting charges against the owner.
Hospital Security
10
2022 2021 2020
The Hutchinson Police Department has three full-time hospital security officers and five part-time hospital
security officers. The contract between the Hutchison Police Department and Hutchinson Health went into
effect in 2013. This contract provides for a security officer to be on hospital grounds 24/7. The security
officer has a variety of job duties while out at the
hospital and is a great liaison between the
Hutchinson Police Department and Hutchinson
Health Employees when assistance is needed. Hutchinson Health
HeAhPaaners•
139
1300
1250
1200
1150
1100
1050
1000
Hospital Security Calls -of -Service
1112
2022 2021 2020
Axon Body Cameras/Fleet
The Hutchinson Police Department implemented Axon body cameras in 2016 with a donation from a local area
business. This was a great push in getting AXON body cameras for every officer in the department.
Hutchinson Police Department policy states that officers must have their body cameras recording during any
interaction they are dispatched to or come upon.
Total Uploads
Number of Videos
20746
Hours of Videos
4142.96
GB of Videos
7143.04
Active AXON Evidence
Number of Active Videos
12894
Hours of Active Videos
2953.87
GB of Active Videos
5093.67
Avera-Re Per Dav
Number of Videos
Uploaded
56.84
Hours of Video Uploaded
11.35
GB of Video Uploaded
19.57
140
Categories
Files GB % Files % GB
Report
14751
3633.53
68.49
69.74
Traffic Stops
4648
967.15
21.58
18.56
No Action Take
Accidental Recording
1856
166
69
527.15
48.61
18.25
8.62
0.77
0.32
10.12
0.93
0.35
Critical Incident
Uncategorized
34
13.70
0.16
0.26
Training
7
0.34
0.03
0.01
Officer Injury
Administrative (Supervisor Only)
4
1.48 1
0.02
0.03
1
0.04
0.00
0.00
Citizens Police Academy
The original concept of the Citizen Police Academy (CPA) came from Great Britain, where the United Kingdom
(UK) Constabulary designed a program to give citizens an overview of British law enforcement operations.
Known as "police night school" when it began in 1977, the program was an immediate success.
The Hutchinson Citizen Police Academy (CPA) is a community oriented policing program that is conducted once
a year in order to accomplish three goals:
• To allow citizens of Hutchinson to meet the men and women who serve them.
• To educate in the "how's and why's" of law enforcement.
• To provide Hutchinson Police Officers the opportunity to meet and hear from the citizens they serve.
The Hutchinson Citizen's Police Academy is ten weeks long and generally runs from January to March. CPA
Participants are given a realistic view of the Hutchinson Police Department. A wide variety of topics are
discussed: department history, organizational structure, police officer selection and training,
communications/records, tools and equipment, officer survival, patrol procedures, DUI and traffic enforcement,
use of force or deadly force, arrest procedures, handling of traffic accidents and criminal investigations, gangs,
pursuit driving, chaplain program, crime prevention, critical incidents, youth issues and liaisons,
reserves/volunteer services, and a myriad of other law enforcement subjects. In addition, opportunities to tour
the police department and ride along with a police officer are provided to CPA students. Our last academy was
in 2021 and had six community members attend.
CITIZEN
E�
g:4
+��
141
Public Works (Engineering, Operations & Maintenance, Water, Wastewater)
Core Services
Essential Services
(Programs, services and infrastructure without
which the city would not survive)
• Snow removal & ice control
• Street maintenance
• Emergency management
• Storm water & flood management
• Wastewater treatment & collection
• Water treatment & distribution
Critical Services
(Programs, services, and infrastructure critical
to maintaining essential services or necessary to
support essential services)
• Bridge maintenance
• Engineering services
• Forestry operations
• Environmental services
• Fleet management
• Facility management
• Planning & Development services
• Right -of -Way management
• Risk management & legal review
• Biosolids management
• Dam maintenance
• Lift stations, wastewater systems
• Meter reading
• Environmental regulations
• Street sweeping & cleaning
• Utility coordination
• Utility locating
Basic Services
(Programs, services and infrastructure that
significantly improve the quality of life or meet
basic needs of the majority of citizens)
• Assessment administration
• Cemetery services
• GIS mapping
• Infrastructure planning
• Mosquito control
• Property data management
• Residential leaf vacuum service
• Streetlights
• Sump pumps & drainage
• Traffic operations
• Trail/sidewalk maintenance
• Transportation planning
Targeted Services
(Programs, services and infrastructure that
significantly improve the quality of life or meets
special needs of a specific subgroup of citizens)
• Airport
• Alleys
• Parking Lots
• Public Event support
• General customer service
Special Services
(Programs, services and infrastructure that, if
removed, would not significantly reduce the
quality of life of citizens)
The majority of Public Works services are classified
as Essential or Critical services. Many of the
services classified as Basic services and Targeted
services either support higher -level services or
improve the quality of life within the City.
• Crow River fountain
2022 Public Works
Budgeted Expenditures
(all departments, CIP)
31.15 FTE
$24,596,611
:142
Engineering
Primary services
Under the leadership of the Public Works
Director & City Engineer, Engineering provides
the following primary services:
• Work with other departments to
develop, design and deliver public
infrastructure projects.
• Prepare and administer Capital
Improvement Plan (CIP), associated
financing.
• Oversee public improvement
construction contracts and funding from
outside sources.
• Calculate special assessments associated
with improvements, assist with
assessment records and searches.
• Correspond and coordinate with other
agencies and utilities regarding
infrastructure improvements affecting
the City.
• Review and provide support to
developments done by private entities
and the City's EDA.
• Oversee and ensure compliance with
environmental regulations for water,
wastewater and storm water.
Workforce (3.40 FTE):
• Kent Exner
DPW/City Engr
• John Paulson
Proj/Env/Reg Mgr
• Keith Messner
Sr Engr Tech
• Chad Muchow
Sr Engr Tech
• Jocelyn Jacobson Engr Secretary
• Seasonal labor
0.20 FTE
2022 Engineering budgets
Engineering:
CIP-Infrastructure
CIP-Wastewater
CIP-Water
CIP-Storm Water
CIP-Engineering
All Funds:
100%
90 %
80%
70%
60%
50%
40%
30%
20%
10%
0%
Supplies,
8,700
$ 441,310
$ 3,266,762
$ 759,400
$ 705,000
$ 652,100
29,500
$ 5,854,072
Engineering
Wages,
354,960
Svc & Chgs, Misc.,
73,800 3,850
08131 Kent Exner resigned as DPW/City Engineer
09101 John Olson appointed as Interim Public Works Director
09101 Justin Black, S.E.H., appointed as interim City Engineer
12129 Mike Stifter hired as Public Works Director, starting 01/17
Under the guidance of the Public Works Director & City Engineer, in cooperation with other departments,
Engineering facilitates cost-effective management of the City's physical infrastructure to meet the City's
vision, goals, policies, ordinances and standards. Specifically, Engineering works to plan, administer and
deliver a variety of improvements that provide a multi -use transportation system, quality public facilities
and quality utility services (water, sanitary sewer, storm water), while striving to create a functional,
connected, clean and healthy environment within the City.
143
Operations & Maintenance:
Streets & Roadways. Cemeterv. Airport. HATS Facility and Storm Water
Primary services
Under the leadership of the Public Works
Manager, Operations & Maintenance provides
the following primary services:
• Roadway maintenance
• Snow removal & ice control
• Distribution system maintenance
• Collection system maintenance
• Vehicle & equipment maintenance
• Forestry operations
• Facility maintenance
• Cemetery operations
• Traffic operations
• Street sweeping & cleaning
• General services
• Administration & training
Workforce (11.20 FTE):
•
John Olson
Public Works Manager
•
Bruce Fenske
Maint Lead Operator
•
Donovan Schuette
Arborist
•
Tim Read
Equipment Mechanic
•
Jerome Burmeister
Sr PW Maint Operator
•
Pete Dehn
Sr PW Maint Operator
•
DeNeil Thompson
Sr PW Maint Operator
•
Goeffrey Hansen
Sr PW Maint Operator
•
James Trnka
PW Maint Operator
•
Mitchell Thompson
PW Maint Operator
•
Nicholas Pagel
PW Maint Operator
•
Joshua Alnes
PW Maint Operator
•
Sonia Muellerleile
PW Secretary
2022 Operations & Maintenance budgets
Streets & Roadways:
Storm Water:
HATS Facility:
Cemetery:
Airport:
CIP-HATS Facility
CIP-Misc. Infra
OP -Streets
CIP-Stormwater
CIP-Cemetery
All funds:
100 %
$1,630,466
$1,793,748
$ 656,145
$ 145,838
$ 145,123
$2,700,000
$ 400,000
$ 345,900
$ 94,500
2Z 700
$7,934,420
Operations & Maintenance
90% Wages,
1,153,596
80%
70%
Svc & Chgs,
60%
1,071,635
50%
40%
capital,
812,681
30%
Depr,
254,000
20%
Debt pmt,
Transfer,
rrr
1 221,589
10%
210,313 \
I Misc.,
45,775
0%
05/11 Justin Rusch, resigned from Sr PW Maint Operator 06/13 Geoffrey Hansen, promoted to Sr PW Maint Operator
06/13 Mitchell Thompson, lateral to PW Maint Operator 08129 Nicholas Pagel, hired to PW Maint Operator
Public Works operations & maintenance is interdisciplinary. Employees regularly work across all divisions
on a regular basis. The Public Works Director and the Public Works Manager are the two senior
management positions. The Management Team consists of them, along with the Water Manager,
Wastewater Manager and Project/Environmental/Regulatory Manager.
The Public Works Manager oversees operators, mechanics and technicians involved in day-to-day service
provision, operations and maintenance of infrastructure, equipment maintenance and facility
maintenance.
144
Water
Primary services
Under the leadership of the Water Manager,
Water provides operations and maintenance
services in the following areas:
• Water treatment
• Treatment plant operations & maintenance
• Water towers and storage
• Water meters
• Distribution system maintenance
• Response to service interruptions
• Coordination with improvement projects
• Utility locates
• Facility maintenance
Workforce (5.65 FTE):
• Eric Levine
Water Manager
• Mike Lien
Sr Water Plant Operator
• Jim Navratil
Water Maint Operator
• Finance staff
0.60 FTE
• Seasonal labor
0.25 FTE
2022 Water budgets
Water: $4,934,524
CIP-Water 73,450
$5,007,974
A half -cent sales tax generates revenue of over
$935,000 per year. This revenue helps to pay
outstanding treatment plant debt.
Water
100%
90%
Debt pmt,
80% 1,465,433
70%
60% Depr,
1,132,000
50%
40%
Capital,
998,450
30%
Supplies,
20%
Wages,
_
168,150
579,241
Transfer,
0 70,000
10%
Svc & Chgs,
Misc.,
507,750
13,500
0% \
The Water Manager oversees and coordinates staff involved in day-to-day operations and
maintenance of the wells, water treatment plant, water storage, water meters, related process
equipment and facilities. The Water and Wastewater divisions work together on a daily basis,
assisting one another to ensure both plants function properly to meet permit requirements.
:145
Wastewater
Primary services 2022 Wastewater budgets
Under the leadership of the Wastewater Wastewater: $5,605,145
Manager, Wastewater provides operations and CIP-Wastewater 195,00
maintenance services in the following areas: $5,800,145
A half -cent sales tax generates revenue of
•
Wastewater treatment
over 935,000 per year. This revenue
•
Treatment facility operations & maintenance
helps to pay outstanding treatment plant
•
Collection system maintenance
•
Response to service interruptions
debt.
•
Coordination with improvement projects
•
Utility locates
Wastewater
•
Facility maintenance
100%
Workforce (7.95 FTE):
capital,
•
Tim Gratke Wastewater Manager
90% 984,400
•
Randy Czech Sr Wastewater Operator
80%
•
Eric Moore Sr WW Maint Operator
•
Deb Paulson Lab Tech/WW Operator
70%
•
John Kent WW Maint Operator
•
Matt Keller W/WW Technician
60%
•
Finance staff 0.60 FTE
•
Seasonal labor 0.50 FTE
50%
:. f
40%
30%
Svc & Chgs,
769,000
20%
Wages,
Supplies,
10%
Transfer, 776,934
° 246,500
80,000
�.
Misc.,
0%
40,000
The Wastewater Manager oversees and coordinates the staff involved in day-to-day operations and
maintenance of the wastewater treatment facility, lift stations, related process equipment and
facilities. The Water and Wastewater divisions work together on a daily basis, assisting one another
to ensure both plants function properly to meet permit requirements.
146
2022 Significant Accomplishments
Major Improvements
Campbell/Otter Lakes Restoration
• Environmental Assessment Worksheet
South Central Drainage improvements
• Storm sewer & streets, west of Rec
Center/Civic Arena
Utilities Prooects
Water
• Concentrate recovery bench testing &
pilot study
• Replace concentrate piping
• SCADA upgrades
• Water tower rehabs
Wastewater
• Complete preliminary treatment/EQ
system upgrades
• Initiated WWTF SCADA upgrades
• Lift station upgrade (Hwy 15)
• Remote lift station control update
• Aeration/mixing (E ditch) — Phase II
• Advanced phosphorous removal trials
Distribution/Collection
• Storm sewer (various locations)
• Manhole lining — Pishney
Infrastructure Maintenance
• Street repairs, patching &
maintenance overlays
• Trail repairs
• Replay pavement preservation
• Alleys & parking lots
• Storm water pond & pipe repair
Facility Projects
Airport —
Significant repair to door
damaged by wind 8/2/22.
Cemetery—
Tree removal
HATS Facility—
Mechanic storage, repair of
diesel pump
Water —
Planning security upgrades
Wastewater —
Planning security upgrades
Vehicles & Equipment
Significant cost inflation and supply issues
resulted in several Public Works vehicles and
equipment replacements to be deferred.
Operations & Maint Brush chipper
Operations & Maint Vacuum excavator
Wastewater Biosolids spreader
Sustainability
Maintained Green Step Cities Step 4 & 5 status
A $3.1 million project to improve Otter & Campbell lakes and the South Fork Crow River was funded by the
State's bonding bill in 2020. Project goals include: improve water quality, reduce watershed soil loss,
restore habitat, enhance recreation and replenish lost topsoil. Work continues to identify projects to meet
these goals.
Construction was substantially completed for the South -Central trunk storm sewer by installing
stormwater infrastructure and reconstructing streets west of the Recreation Center/Civic Arena. Finishing
touches next spring will bring this multi -year project to a close early in 2023.
Substantial completion of the wastewater facility preliminary treatment project ended one of the largest
projects at the facility since 2007, when a portion of the plant was constructed. This project improved the
preliminary treatment system, capturing more solids earlier in the treatment process and adding greater
operational control & flexibility.
147
2023 Major Goals & Objectives
Major Improvements Distribution/Collection
Campbell/Otter Lakes Restoration • Storm sewer (Clean out 2"d Ave SW &
Southfork ponds)
Roberts Rd SW (Alan St SW to Dale St SW) • Curtain grouting — California, Alaska, Golf
• Partial reconstruction + water main Course Rd, Hwy 15 N
Jefferson St SE (Airport Rd to Edmonton Ave SW)
• Partial reconstruction + trail
• Cooperative project w/ McLeod County
Pavement Improvements
• Century Ave SW (Dale St to Boston St)
• School Rd NW (Golf Course -North High)
• Hwy 15 S trail (Grove St -Linden Ave)
Uptown Grand sanitary sewer realignment
Alley Improvements
• Alley 12 (Taco Johns)
• Alley 55 (Fire Department)
Utilities Projects
Water
• SCADA upgrades
• Permeate pump VFD installation
• Biofilter air modifications
• Water tower rehabs
Wastewater
• Refine SCADA upgrades
• Lift station upgrade (Our Saviors)
• Install remote lift station controls
• Aeration/mixing optimization (E ditch)
Phase II commissioning
• Biosolids optimization project
• PFAS sampling & source identification
Infrastructure Maintenance
• Street repairs, patching & maintenance
overlays
• Trail repairs
• Pavement preservation
• Alleys & parking lots
• Storm water pond & pipe repair
Facility Projects
Airport: Large box hangars, LED lighting,
tree removal & drainage ditch
Cemetery: Fencing (Southeast & Ballfield)
HATS Facility: Bonding (tempered storage,
fuel system, mechanic space)
Water: Planning security upgrades
Wastewater: Planning security upgrades
Vehicles & Equipment
Significant inflation and supply issues caused
deferral of several vehicle & equipment
replacements.
Operations & Maint Brush chipper
Operations & Maint Vacuum excavator
Wastewater Biosolids spreader
Sustainability
Maintain Green Step Cities Step 4 & 5 status
Otter & Campbell Lakes Restoration project goals include: improve water quality, reduce watershed soil
loss, restore habitat, enhance recreation and replenish lost topsoil. Work continues to secure funding and
identify projects to meet these goals.
Partial reconstruction on Roberts Rd SW will complete the work begun when the high school was built.
The City will take over Jefferson St SE between Airport Rd & Edmonton upon completion of improvements.
Mill -overlay project for Century Ave SW, School Rd NW to preserve pavement condition. The Hwy 15 S
trail, started when Hwy 15 was rehabilitated in 2020 will be done. Alley projects will complete paving in
these two alleys adjacent to commercial properties.
148
2023 Major Goals & Objectives
Funding, Studies, Planning & Initiatives
Street Corridor Project Initiatives
• Complete intersection improvements studies, begin to implement recommendations
• Construction cost analysis
• Assessment policy document
HATS Facility
• State bonding request for addition of 18,000 SF vehicle & equipment storage, fueling site
construction and mechanics' shop improvements.
Airport
• Support funding requests to complete the Mn CAP training facility, site construction.
Lakes and River Basin Improvements
• Pursue additional funding sources. State bonding request for additional funds.
• Coordinate proposed improvements with Mn Dept. of Natural Resources and Renville &
McLeod County Soil & Water Conservation Districts.
McLeod County Public Works
• Coordinate potential improvements with McLeod County
o North High Dr (west and east of Hwy 15 N)
Water Distribution System
• Water meter replacements
• Water valves in Clifton Heights Addition
• Mapping Michigan St SE/NE water infrastructure
• Cross-connection/backflow program
Water/Wastewater
• Respond to requests for information regarding water & wastewater rate structure (2023
implementation)
• PFAS monitoring and source reduction efforts; new SIU local limits
Stormwater Collection/Treatment Systems
• Storm water system resiliency hydrology & hydraulic modeling
City Sustainability Committee
• Develop climate action plan
• EV Smart City designation
On an ongoing basis, Public Works staff works closely with McLeod County Public Works, MnDOT, MnDNR,
MnPCA, MnDOH, and other government agencies to identify, develop and/or coordinate improvements and
initiatives.
149
Community Survey
Periodically the City conducts the National Community Survey. In the most recent 2019 survey,
citizens identified Safety and the Economy as their two most important issues. Several categories in
the survey relate to Public Works, including:
Category
Overall ease of travel
Paths & walking trails
Ease of walking
Travel by bicycle
Travel by public transportation
Travel by car
Public parking
Traffic flow
Street repair
Street cleaning
Street lighting
Snow removal
Sidewalk maintenance
Traffic signal timing
Drinking water
Sewer services
Storm drainage
Score Comparison to national benchmark
83% Similar
84% Higher
85% Higher
75% Higher
41% Similar
78% Similar
68% Similar
52% Similar
26% lower
58% Similar
78% Higher
76% Similar
66% Similar
57% Similar
78% Similar
89% Similar
78% Similar
increase from 2015
decrease from 2015
increase from 2015
increase from 2015
increase from 2015
increase from 2015
These surveys help to identify strengths and weaknesses in services provided by the department.
About 8 in 10 residents positively assessed the overall ease of travel in Hutchinson. Several
categories were rated higher than national benchmarks, including ease of travel by bicycle and by
walking, the availability of paths and walking trails and street lighting. At least 75% of respondents
gave those categories high ratings. In 2019, residents gave higher ratings to public parking, street
lighting, snow removal, sidewalk maintenance and traffic signal timing when compared to 2015.
Street repair scored lower when compared to communities nationwide. Positive assessments of
street repair declined between 2015 and 2019. About 8 in 10 residents felt it was essential or very
important for the City to put additional funding toward street repair and maintenance. About 75%
of residents supported a $250,000 property tax increase dedicated to fixing, repairing and upgrading
city streets and related infrastructure. 60% of respondents supported a $500,000 tax increase. In
2020, the City Council approved additional funding of $25,000 for Infrastructure Maintenance,
raising the annual amount to $400,000. No additional funding was added in 2022.
Public Works staff believes the concerns respondents had regarding street repair were likely
influenced by the poor condition of a number of busy, private roadways and parking lots, coupled
with an unusual amount of frost damage in 2019. The City does not maintain private roadways and
parking lots. Frost damage repairs were not completed until late in 2019. In 2020 and 2022, several
private roadways and parking lots were repaired. These repairs may positively affect future survey
ratings.
150
30.00
25.00
20.00
15.00
10.00
H
Z
5.00
J
W
U
X
W
PCI (by mileage) 75.0 miles
86-100 71-85
25.60
22.90
51-70 36-50
2021 est. network PCI = 75
2020 network PCI = 76
13.80
0-35
Miles Category
75.0 — City rated
2.5—City unrated
6.7 — MnDOT
6.1— McLeod Co.
90.3 -Total miles
J 5.90 6.80
Q
Z
01
l7
5 a
Excellent Good Adequate Marginal Poor
Since 1996, the City has used a pavement management system to help manage its significant
investment in pavements, worth well over $200 million replacement cost (+/- $15,000 per capita).
Pavement condition index (PCI) is determined by periodically conducting physical surveys of each
pavement section, usually every three years (next survey 2023). Surveyors catalog pavement
distresses and assign deduction values. PCI is based on a 100-point scale (100 = no distress; 0 =
fully deteriorated street). Further categories are: Excellent, Good, Adequate, Marginal and Poor.
The City's goal is to maintain network PCI at 65-75. The current estimated network PCI = 75. In
2020, the last survey, network PCI was 76, the same as it was in 2017. Between physical surveys,
pavement sections are assigned predetermined deterioration curves to calculate estimated PCI.
Using average costs for various maintenance options, a budget is calculated. The budget considers
increasing PCI by 10%, decreasing PCI by 10% or keeping PCI scores the same. Projects identified in
all three scenarios represent high value projects, so they typically end up in the Capital
Improvement Plan (CIP). Other considerations also affect project selection, such as traffic safety,
condition of related infrastructure, provision for pedestrian and bicycle facilities, etc.
The system continues to indicate a need for more overlay projects. This is likely because the City
had done seal coating projects every other year for many years, so many of those streets now have
PCI's that are too low to perform another seal coat project. Several small maintenance overlay
projects have been done recently and larger overlay projects are included in the CIP.
151
Utility Rates
Data is from AE2S Annual Utility Rate Surveys, conducted for more than 20 years. These surveys consist
of a number of utilities located in the upper Midwest who voluntarily provide information to AE2S.
Utility Rate Comparison
140.00
120.00
100.00
80.00——— — — — — —— — ——— — — — — ——
60.00
40.00
20.00
0.00
C W ro te +' O as ro -d � 0 C C N C O '— GA
y, N -p = �n �n
O C N j W 'C 7 ate) .D ya, � O � �, in O GD "O c_ Y c ro .x ro ro � .X
O U U ` = O L.L OD L.L C ro N J L LL O
++ +++ Y m V p] L r ' � bA 'p
ro C X+ u L aJ u CO = +' 3 m O p
O 3 LL O W al 'D O t Z or +� p O O c
uapt„ g aQ L� �, o m= 3
Q 3 -C o
F-
LU
Source: AE2S 2022 Annual Utility Rate Survey
Hutchinson's total utility rates are average (-0.1%), when compared to other outstate Minnesota
cities included in the survey. Total utility rates are substantially lower (-28.0%) than average rates of
the top five cities surveyed.
From 2007-2008, when treatment plants were upgraded, to 2012, when the local option sales tax
began, Hutchinson's rates were among the highest in outstate Minnesota. Debt service for
treatment plant improvements, combined with lower revenues following the 2008 recession, had
resulted in high rates.
In 2012, voters approved a local option sales tax, which ends in 2026. In 2022, actual sales tax
receipts were just over $1.87 million. This revenue helps to pay off debt. The sales tax, along with
stabilizing revenues over the years, has made it possible to keep rates stable since 2011.
Work on a rate study recently concluded. Changes to water and wastewater rates will begin in 2023.
The rate study sought to create a fair rate system to better distribute fixed and variable costs,
account for future needs at the plants, recognize debt service needs and address regulatory issues.
152
90.00
80.00
70.00
60.00
50.00
40.00
30.00
20.00
10.00
0.00
Water Rate Comparison
UI O O ro C -I-- C h O m N +, C co '° �n b. �2 a+
v v z o E m no n-J �_ _fO c Y° X LLo o` s CO `° °
_ro
` LL LL E
++ Y N Q J fo d' GO L ('.) CO N.- 3 LL CO -O C
° o o w 3 o LL O7 p t v -° oo �_ Ln aLo = °� c > p LL
Q Cf 2E O v vi o G ° Q v Z `� 3
2 LL 2
C7 y, v v
� t
co I—
w
Source: AE2S 2021 Annual Utility Rate Survey
Hutchinson's water rates are slightly below average (-2.0%), when compared to other outstate
Minnesota cities included in the survey. Water rates are substantially lower (-45.7%) than average
rates of the top five cities surveyed.
The recently completed rate study included changes to the City's current water rate structure that
will begin in 2023. The proposed water rate structure includes a conservation rate structure,
required by the State. The new rate structure segregates base charges for single-family residential
(1.0 REU), multi -family residential (0.65 REU) and commercial/industrial water use (based on meter
size). Residential increasing block rates are based on 6,000 gallons/month. Commercial/industrial
water rates are uniform. The new rate structure was designed to more fairly distribute fixed and
variable costs of operating the water supply system.
A separate classification for irrigation water is included in the new water rate structure. Customers
will need to purchase irrigation deduct meters to avoid being charged for wastewater, be charged a
seasonal fee and pay the highest residential block rate for irrigation water.
153
Wastewater Rate Comparison
80.00
70.00
60.00
50.00
40.00 ____________
30.00
20.00 ' • -
10.00
0.00
c ai L- as M 0 -0 h co � -0 o c c +c c = � on — -
O = 3 c 'C of c— v :0 � E— �o — v O O c '+� ns Y ,a; c -a c a�
Y LL ` V .Q O _C O LL n3 M= L U K Ga C 7 i LOL N of 6i J y co
O> L� n3 x ++ 3 a1 m a1 O O C -Y L U 'fp U= m �' O CO
3 a, cn tin Z o c0 co w 1 0 0
V a N 0 a N LL< L C O= ru � N
a, 3 0
m
w
Source: AE2S 2022 Annual Utility Rote Survey
Hutchinson's wastewater rates are slightly above average (+4.1%), when compared to other outstate
Minnesota cities included in the survey. Rates are substantially lower (-29.0%) than average rates of
the top five cities surveyed.
The recently completed rate study includes changes to the City's current wastewater rate structure
that begin in 2023. The new rate structure segregates base charges for single-family residential (1.0
REU), multi -family residential (0.65 REU) and commercial/industrial wastewater (based on meter
size). The new rate structure was designed to fairly distribute fixed and variable costs of operating
the wastewater treatment system. Use rates will be the same for all customers. Proposed
wastewater rates will no longer be calculated using the average of January and February water use.
Rates will instead be applied to actual water use throughout the year. No wastewater rates will be
applied for irrigation deduct meters.
There are significant capital needs at the wastewater treatment facility. Much of the facility is over
30 years old. This aging infrastructure requires ongoing capital investments and upgrades to
maintain the capability for treating wastewater. Public Works staff also continues to work with
consultants and the MnPCA to consider how changes in permit requirements will affect future
operating costs, infrastructure costs and/or required plant improvements.
154
12. o0
10.00
8.00
6.00
4.00
2.00
0.00
Storm Water Rate Comparison
O v " v O m •- m C
E �]D O C N C D1 C -O O
O L L Oc •> D1 C -O N
U L C ` U O E C C
�j S L1J m C m X L
O 3 D1 7
LL a O a =
N N — C _0 a-.• N :; N N
J LL j �U `I DD LL N O_ LL
h0 Q J �D C
CO > '2 {% LL 40 'p 0
Cr — 3
N DJ LL _O
C7 v
L K
Source: AE2S 2022 Annual Utility Rote Study
Hutchinson's storm water rates are well below average (-14.9%), when compared to other outstate
Minnesota cities included in the survey. Rates are substantially lower (-53.6%) than average rates of
the top five cities surveyed.
Over the last few years, the focus has been on the area around the Recreation Center/Civic Arena. In
this phased project, the pond at Linden Park was constructed, storm water infrastructure was
installed on the east side of the project area and streets were reconstructed on the east side. A
project in 2022 addressed the project area west of the Recreation Center/Civic Arena. Finishing
touches in 2023 will complete this multi -year project.
Public Works staff has recommended adding $0.05/year for 2024-2028 to account for costs of the
Residential Leaf Vacuum service. The additional charges will likely keep rates below average.
There are significant capital needs for storm water infrastructure. Efforts in forthcoming years will
focus on understanding the resiliency of local storm water systems in specific areas. Using
information gathered, projects will be designed to better manage storm water in these areas.
Public Works staff also continues to work with consultants and the MnPCA to consider how changes
to future permit requirements will affect future operating and infrastructure costs.
155
cR HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Consider a first reading of Ordinance 23-839 - An Ordinance Amending Chapter
Agenda Item: 31.29 - Public Arts Commission
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff ❑�
New Business
Time Requested (Minutes): 2
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
Back in October, the City Council approved Ordinance 22-832 which amended the City's zoning
code in regards to signage and murals, which essentially elimianted the requirement for a
conditional use permit for murals as long as they were not commercial speech. Part of the
reason for this change was due to recent Supreme Court rulings in regards to freedom's of
speech.
With that still in mind, we are in need of updating the portion of our City Code that deals with the
Public Arts Commission. A portion of that code deals with art on private property and staff felt it
was approriate to eliminate some of that language at this time. There are also a couple of minor
updates that better defines the role of the Public Arts Commission.
A marked -up version and a clean version of the ordinance is attached. The proposed changes to
the ordinance have been reviewed by the Public Arts Commission. Staff is asking the council to
consider a first reading of the ordinance.
BOARD ACTION REQUESTED:
Consider a first reading of the ordinance.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No 0
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
ORDINANCE 23-839
AN ORDINANCE AMENDING CHAPTER 31.29 — PUBLIC ARTS COMMISSION
The City Council of the city of Hutchinson hereby ordains that Chapter 31.29 of the Hutchinson
City Code shall be amended to read as follows:
§ 31.29 PUBLIC ARTS COMMISSION.
(A) Establishment. A Public Arts Commission is hereby established.
(B) Definition. For purposes of this section, PUBLIC ART is hereby defined as:
(1) Within eemmeFeial zening distfiets,
> >
business entity OF the eity; and
(2) Physical artwork which is viewable by the general public installed on land or buildings
(internal or external) owned by the city.
(C) Purpose. The purpose of the Public Arts Commission shall include, but not be limited to:
(1) Establishing standards and guidelines for donations of public art to the city
(2) Determining the process and standards of accepting or declining gifts or installations of
public art;
(3) Finding and evaluating funding sources for public arts projects;
(4) Establishing the procedure and funding for the maintenance of public art;
(5) Establishing guidelines for the branding, naming and placard placement on public art;
(6) Ensuring that obsolete public art is properly disposed of, and
(7) Providing forums and hearings to discuss public arts and/or architectural influences of
projects to determine and make recommendations about public arts projects to the City Council;
and
(8) Establish standards, guidelines, and general oversight of the City's Public Arts Sculpture
Stroll.
(D) Composition. The Commission shall be composed of seven members, six of whom shall
serve staggered three-year terms and one of whom shall be a member of the City Council.
Commission members shall be appointed by the Mayor with Council approval. The e
Plafming/Zaning/ Building and the DiFe6tOF of Parks/Recreation/Community Education Director
shall be an ex-officio members.
(E) Duties.
(1) The Public Arts Commission shall act in an advefs advisory capacity to the City
Council for the city and shall make recommendations to the City Council on issues regarding
public art within the city limits.
(2) The Public Arts Commission may develop and implement policies and procedures, as
necessary, with approval by the City Council, to meet the purpose and objectives of the
Commission.
(3) The Public Arts Commission shall review all projects that meet any of the following
criteria, in accordance with its written policies and procedures:
(a) City initiated public arts projects; whether on city parkland, or public �e
property that meet the definition of public art;
(b) Gifts of public art offered to the city;
(c) Private arts projects that require a conditional use permit, variance, franchise
agreement or other action requiring approval of the City Council;
(d) Public art, as defined in division (B) above, that requires maintenance or restoration
and is whetke owned by the city ef iiet;
(e) City improvement or facility projects that may include public art;
(f) private art that is visible by the public, when requested by the owner;
and
(g) Other arts -related projects dealing with city -owned land or buildings (internal or
external), as directed by the City Council.
(4) Applications for projects, or requests to be on the meeting agenda, should be submitted
to the Public Arts Commission seven days prior to the date of regularly scheduled Commission
meetings. Projects must be submitted on the form specified in the Commission's policies and
procedures.
(F) Funding. Funds for construction or maintenance of public arts projects shall be held by the
city in accounts dedicated for public arts use.
FURTHERMORE BE IT ORDAINED that the effective date of this ordinance shall be upon
adoption and publication.
Adopted by the City Council this
Attest:
day of
2023.
Gary T. Forcier, Mayor Matthew Jaunich, City Administrator
ORDINANCE 23-839
AN ORDINANCE AMENDING CHAPTER 31.29 — PUBLIC ARTS COMMISSION
The City Council of the city of Hutchinson hereby ordains that Chapter 31.29 of the Hutchinson
City Code shall be amended to read as follows:
§ 31.29 PUBLIC ARTS COMMISSION.
(A) Establishment. A Public Arts Commission is hereby established.
(B) Definition. For purposes of this section, PUBLIC ART is hereby defined as:
(1) Physical artwork which is viewable by the general public installed on land or buildings
(internal or external) owned by the city.
(C) Purpose. The purpose of the Public Arts Commission shall include, but not be limited to:
(1) Establishing standards and guidelines for donations of public art to the city
(2) Determining the process and standards of accepting or declining gifts or installations of
public art;
(3) Finding and evaluating funding sources for public arts projects;
(4) Establishing the procedure and funding for the maintenance of public art;
(5) Establishing guidelines for the branding, naming and placard placement on public art;
(6) Ensuring that obsolete public art is properly disposed of,
(7) Providing forums and hearings to discuss public arts and/or architectural influences of
projects to determine and make recommendations about public arts projects to the City Council;
and
(8) Establish standards, guidelines, and general oversight of the City's Public Arts Sculpture
Stroll.
(D) Composition. The Commission shall be composed of seven members, six of whom shall
serve staggered three-year terms and one of whom shall be a member of the City Council.
Commission members shall be appointed by the Mayor with Council approval. The
Parks/Recreation/Community Education Director shall be an ex-officio member.
(E) Duties.
(1) The Public Arts Commission shall act in an advisory capacity to the City Council for the
city and shall make recommendations to the City Council on issues regarding public art within
the city limits.
(2) The Public Arts Commission may develop and implement policies and procedures, as
necessary, with approval by the City Council, to meet the purpose and objectives of the
Commission.
(3) The Public Arts Commission shall review all projects that meet any of the following
criteria, in accordance with its written policies and procedures:
(a) City initiated public arts projects; whether on city parkland or public property that
meet the definition of public art;
(b) Gifts of public art offered to the city;
(c) Private arts projects that require a conditional use permit, variance, franchise
agreement or other action requiring approval of the City Council;
(d) Public art, as defined in division (B) above, that requires maintenance or restoration
and is owned by the city;
(e) City improvement or facility projects that may include public art;
(f) Private art that is visible by the public, when requested by the owner; and
(g) Other arts -related projects dealing with city -owned land or buildings (internal or
external), as directed by the City Council.
(4) Applications for projects, or requests to be on the meeting agenda, should be submitted
to the Public Arts Commission seven days prior to the date of regularly scheduled Commission
meetings. Projects must be submitted on the form specified in the Commission's policies and
procedures.
(F) Funding. Funds for construction or maintenance of public arts projects shall be held by the
city in accounts dedicated for public arts use.
FURTHERMORE BE IT ORDAINED that the effective date of this ordinance shall be upon
adoption and publication.
Adopted by the City Council this day of 12023.
Attest:
Gary T. Forcier, Mayor Matthew Jaunich, City Administrator
- HUTCHINSON CITY COUNCIL
HUTCHINSOh Request for Board Action
A CITY ON PURPOSE.
Water and Wastewater Service Repairs policy
Agenda Item:
Department: PW/Eng
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: John Olson
Agenda Item Type:
Presenter: John Olson
Reviewed by Staff ❑�
New Business
Time Requested (Minutes): 5
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
Beginning January 1 this year, the City implemented a new Water and Wastewater Service
Repairs policy.
Now that there have been a few incidents, Public Works staff is recommending adoption of some
minor changes to the policy.
This policy has been appreciated by
Customers, since they receive significant help,
Contractors, since they are paid directly by the City,
Public Works, since we can manage restorations
Public Works staff recommends language changes identified in the attached documents
BOARD ACTION REQUESTED:
Approve/deny changes to Water and Wastewater Service Repairs Account Policy and Water and
Wastewater Service Repairs Policy.
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: New Bu
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
HUTCHINSON
PUBLIC WORKS AND ENGINEERING
May 9, 2023
City of Hutchinson
Public Works Department
Operations & Maintenance
1400 Adams St SE
Hutchinson, MN 55350
Phone (320) 234-4219 Fax (320) 234-6971
To: Honorable Mayor and City Council members
CC: Matt Jaunich, City Administrator
Mike Stifter, Public Works Director
Andy Reid, Finance Director
From: John Olson, interim Public Works Director
Subject: Water and wastewater service repairs
At the December 27, 2022 City Council meeting, the City Council adopted two policies:
• Water and Wastewater Service Repairs Account policy
• Water and Wastewater Service Repairs policy
There have been some water and wastewater service repairs undertaken in 2023. Customers
like getting the help, contractors like it because they are paid directly by the City and Public
Works staff like it because they can coordinate restoration work.
Now that we have a few incidents under the new system, Public Works staff recommends
adopting some minor changes to the policies.
We believe it is in the best interest of the City to adopt these minor changes to the policies.
u
.:
HUTCHINSON
A CITY ON PURPOSE.
Water and Wastewater Service Repairs Account Policy (Policy)
January 1, 2023
Purpose
The City of Hutchinson (City) hereby establishes the Water and Wastewater Service Repair Account
(Account).
This Policy intends to define use of Account funds in a manner that supports the City's mission,
programs and ongoing operations.
The Account provides a funding source for a variety of activities related to maintenance, repair and/or
replacement of water and sewer services.
Utilization of the Account outlined in this Policy is subject to other strategic, operational, governance
and financial policies of the City.
Water and Wastewater Service Repair Account
The Account provides a source of funding for maintenance, repair and/or replacement of water and
sewer services that are privately owned, that are not a part of City -owned infrastructure and that are
not included in water and wastewater maintenance budgets.
At the City Council's discretion, the Account may supplement other City funds in situations where there
is a sudden increase in expenses, one-time unbudgeted expenses, unanticipated loss of funding or
uninsured loss.
The City Council establishes, maintains or eliminates the Account. The Account consists of a designated
account within the City's Water Fund. The City Council approves Account funding sources when
adopting the City's annual budget and fee schedule.
Use of funds is intended to take place within reasonably short time periods. Expenditures may not
exceed the beginning balance plus the revenues in any given year. Excess funds carry over from year to
year and uncommitted amounts carried over may be spent on other water and wastewater expenses, as
recommended by the Public Works Director and approved by the City Administrator.
2
Accounting
The Public Works department identifies and reviews service maintenance, repair and/or replacement
projects. Projects are presented to the Public Works Director for approval. The Public Works
department prepares, manages and delivers approved projects.
The Finance department assigns funds into the Account in accordance with the approved annual budget.
The Finance department and Public Works department report expenditures to the City Administrator.
The Finance department provides an annual reconciliation of funding sources and project expenditures
at the end of each calendar year.
Account Funding Sources
The Account receives funds from related fees included in water and wastewater utility billings.
Revenues may also be allocated from other sources identified in the City's annual budget.
The City Council may from time to time direct that a specific source of revenue be set aside in the
Account. Examples could include one-time revenues, grant revenues or other surplus funds.
Use of Account Funds
The Public Works Director identifies maintenance, repair and/or replacement projects. Use of Account
resources typically includes work not accounted for in water and wastewater maintenance budgets
because they affect only privately -owned services including, but not limited to:
a. Water services. Necessary maintenance, repair and/or replacement projects from the water
main to approximately four feet (4') from the building foundation, including installation, repair
and/or replacement of water services, curb stops and other necessary repairs or replacements
of service pipes and equipment. Water services containing lead and/or constructed of
galvanized service pipes requiring replacement will be replaced.
b. Wastewater services. Necessary maintenance, repair and/or replacement projects from the
sewer main to approximately four feet (4') from the building foundation, including installation,
repair and/or replacement of sewer services, cleanouts and other necessary repairs or
replacements of service pipes and equipment.
Authority to use Account.
The Public Works department shall report projects to the Finance department. Projects shall identify
location and nature of maintenance, repair and/or replacement of service pipes, the current available
balance, budgeted transfers into the Account for the year, estimate of project costs and the anticipated
ending balance in the Account.
3
Expenditures of funds shall be in accordance with the City's finance policies.
Based on available funds, actual costs incurred or because of unforeseen circumstances, the Public
Works department may modify project requests. The Public Works department shall report
modifications to the Finance department as soon as practicable after they are known.
Reporting and monitoring.
The Public Works department and Finance department coordinate oversight of the Account to ensure its
use complies with this Policy and the Water and Wastewater Service Repair policy. The Public Works
Director receives periodic reports of activity in the Account. Based upon information provided by the
Public Works department, the Finance department prepares billings to property owners for expenses
exceeding the maximum coverage. The Finance Department provides an annual reconciliation report,
made available with other year-end reports.
Review of Policy
The City Administrator, Finance Director and Public Works Director shall review this Policy from time to
time. The Policy shall be reviewed as warranted by internal or external changes or events, but at least
once every three years. Recommended changes shall be presented for adoption by the City Council.
4
Water and Wastewater Service Repairs Policy
City of Hutchinson
Public Works
December 27, 2022
Repair of Leaks and Equipment
City Code clearly indicates that it is the responsibility of the consumer or owner to maintain the service
pipe and related equipment from the main into the house or other building.
City Code (WATER) § 52.02 REPAIR OF LEAKS AND EQUIPMENT.
It is the responsibility of the consumer or owner to maintain the service pipe from the main into the
house or other building, including, but not limited to, the stand pipe or curb stop and all equipment
associated with the service line, stand pipe or curb stop. In case of failure upon the part of any
consumer or owner to repair any leak or any service line, stand pipe or curb stop, within 24 hours after
oral or written notice has been given the owner or occupant of the premises, the water may be shut off
and will not be turned on until a reconnection charge has been paid and the water service has been
repaired. When the waste of water is great or when damage is likely to result from the leak, the water
will be turned off if the repair is not proceeded with immediately. Following notice as provided by this
chapter, at the sole option of the city, the city may repair the leak and the service pipe, stand pipe or
curb stop and all equipment associated with the service line, stand pipe or curb stop and assess the cost
for the repair against the property benefitted. The costs to be so assessed may include, but are not
limited to, material, labor and professional fees and expenses incurred in the repair.
City Code (WASTEWATER) § 53.023 SEWER LINE; OWNER RESPONSIBILITY.
The property owner shall be responsible for the sewer line from the building to the main sewer line.
Service Policy for Water and Wastewater Service Repairs
The services described herein are provided at the City's discretion and do not relieve property owners of
their responsibilities under City Code provisions. The City Council retains the right to suspend activity
under this policy at any time and for any reason.
It shall be the City's policy to repair water and wastewater services, except for tMid
been misused or have been compromised by means under the owner's direct cantr. Repairs to
services will be funded by monthly fees paid by customers. The City will cover service repair costs up to
a maximum limit identified in the City's fee schedule. Fees for service repairs and coverage cost limits
may be amended from time to time.
Property owners shall be responsible for costs to repair water and wastewater services that exceed the
maximum limit identified in the City's fee schedule. These charges shall be considered a current service
charge and may be assessed to properties if any balance remains.
5
Water and Wastewater Service Repair Provisions
General
Property owners shall retain the right and responsibility to make repairs to their services. For repairs
initiated by property owners, the City will consider covering expenses incurred by property owners, to
the limit indicated in the City's fee schedule, provided the City is notified of the repairs and given the
opportunity to certify the work prior to restoring service.
The customer must enter into a separate agreement with the City prior to the City conducting repairs for
service lines located on private property. This agreement shall identify the rights and responsibilities of
both the property owner and the City.
In any case, the City reserves the right to initiate service repairs if the service leak is causing or is likely to
cause property damage or if the service leak presents any other life -health -safety hazard.
Water services are defined as the pipe, fixtures and equipment between the water main and the
foundation of the building, defined as to within approximately four feet (4') of the outside wall of the
foundation.
Wastewater services are defined as the pipe, fixtures and equipment between the sewer main and the
foundation of the building, defined as to within approximately four feet (4') of the outside wall of the
foundation.
Water service to the property may be turned off until repairs to service lines are certified by the City.
Water
In all cases, water service lines containing lead or galvanized water service lines in need of replacement
will be disconnected and replaced with a new private water service line to establish a non -lead service
line from the water main to the building foundation.
Customers may notify the City or be notified by the City of a service leak. Notice will be given first by
attempting verbal notification, then by information delivered to the property and finally by letter.
The City will attempt to stop the leak by closing the stand pipe valve or curb stop.
• If the service leak can be stopped by closing the valve at the stand pipe or curb stop, the
customer must repair or enter into a separate agreement with the City to have the City repair
any leak in the service line between the building and the valve at the stand pipe or curb stop.
• If the service leak cannot be stopped by closing the valve at the stand pipe or curb stop, the
City will initiate repair of the service; however, the City will not extend repairs onto private
property without a separate agreement with the property owner.
During repairs for water services completed by the City or under contract by the City, proper operations
of a service stand pipe valve or curb stop will be verified. This may include installing, repairing or
replacing the service stand pipe valve or curb stop.
r
Wastewater
Customers may notify the City or be notified by the City of a service issue. Notice will be given first by
attempting verbal notification, then by information delivered to the property and finally by letter.
In most cases, the City will utilize closed circuit television equipment to verify the condition of the
wastewater service pipes between the sewer main and the cleanout (if available).
• If the service issue can be addressed by verifying the condition of the pipe between the sewer
main and the cleanout, the City will initiate operations to reinstate the function of the service
or make necessary repairs to the service; however, the City will not extend repairs onto
private property without a separate agreement with the property owner.
If the service issue cannot be addressed by verifying the condition of the pipe between the
sewer main and the cleanout or if a cleanout is not present, the customer must repair the
service line or enter into a separate agreement with the City to repair the service line _
to include installation of a sewer cleanout.
During repairs for wastewater services completed by the City, proper operations of a cleanout will be
verified. This may include installing, repairing or replacing the cleanout.
VA
WATER & WASTEWATER SERVICE REPAIR AGREEMENT
PURPOSE
The purpose of this Agreement is to set forth the terms and conditions pursuant to the City of
Hutchinson's Water and Wastewater Service Repair Policy, in which the City of Hutchinson (the "City")
will repair private water and/or wastewater service line(s) of the undersigned customer.
Property address:
City I D:
O Water service O Sewer service
Customer name:
Property owner name:
This Agreement anticipates the City will perform work or award a contract for the work to be performed
under this Agreement.
CONSIDERATION
Each party agrees that the promises made by the other party and the benefits to be derived from their
execution are full and sufficient consideration for entering into this Agreement.
THE CITY WILL
1. Conduct an inspection of the service line between the main and the building foundation
(approximately four feet 4' from the outside of the building's foundation wall).
2. Maintain, repair or replace services, as necessary. Cover costs up to the maximum limit
identified in the City's fee schedule.
3. Verify operation of stand pipe valves, curb stops and/or sewer cleanouts. These will be
installed, maintained, repaired or replaced, as necessary. The costs for installation,
maintenance, repair or replacement of these shall be included in total service repair costs.
4. Disconnect and cap abandoned private service lines at the main, as necessary. Remove
abandoned service lines from public property and®eave abandoned service lines on private
property. The property owner may coordinate with the City to fully pay direct costs associated
with removal of abandoned service lines on private property.
5. Restore areas of turf disturbed by such work, to include grading, fertilizing and seeding of turf
areas on the property up to the building. Restoration does not include exterior landscaping,
other than turf. The City does not warranty turf restoration.
Restoration does not include any work on any building. Restoration does not include plumbing
fixtures or plumbing work necessary past four feet (4') from the outside wall of the building
foundation.
6. Do the work or ensure that any contractors doing the work provide adequate insurance to
protect the City and property owner against any loss that may result from damage caused by
negligent operations on the customer's property. The City shall require that contractors provide
the City with a certificate of insurance identifying such coverage.
7. Guarantee that any work done shall be free from defects in material and workmanship for a
period of one year from its completion, excluding restoration as described herein.
THE OWNER WILL
1. Warrant and represent that he/she/they are either the owner of the property or certify to the
City's satisfaction that they have been given the legal right to occupy the property and
represent the owner in this Agreement. If the customer is not also the property owner, the
customer shall identify the owner of the property in this agreement and the property owner
shall also be required to execute this Agreement, along with the customer, prior to work
commencing.
2. Permit temporary access and right of entry to and upon the above -referenced property to the
City and the City's designated contractor(s) for the purpose of inspections, repairs, construction
and testing of service lines and shall provide such access until the guarantee period of one year
expires.
3. Provide clear, unobstructed access to the area where service lines enter the building foundation,
to include removal of outdoor structures, landscaping features or other impediments to
performing work up to within four feet (4') from the building foundation.
4. Assume full responsibility for any necessary maintenance, repair or replacement of the water or
sewer system past the point of repair at the building foundation.
5. Provide necessary watering and care to the seeding installed during restoration of turf areas.
Turf restoration is not warranted by the City. Subsequent turf restoration and restoration of
landscaping features is the property owner's responsibility.
6. Hold the City, its employees and agents and the City's designated Contractor(s) harmless and
free from any claim or liability for damage done in performance of the service line repair work.
C
OTHER
The venue for causes of action shall be McLeod County, State of Minnesota.
Service lines shall be . repair, maintain or replaced', pursuant to
existing City of Hutchinson Water and Wastewater system rules, regulations and policies.
Signed by the Owner(s) this day of 20
Customer — Signature
Customer— Print Name
Owner Signature
Owner - Print Name
Land Contract Holder(s) — Signature
Land Contract Holder(s) — Print Name
(if different from customer)
Signed by the City this day of
Public Works Director
or Designee — Signature
Print Name/Title
10
Water Service Responsibilities
In any case, the City reserves
the right to initiate repairs at
the customer's expense if the
service leak is causing potential
property damage or presents a
Water Main Property Line life -health -safety hazard
t♦ 14 +/- 4' F
Curb Stop Customer Service Line Internal Plumbing
® City is responsible for the water ■ Customers are responsible for service line
If a service leak can be stopped by closing the curb stop, the customer has the choice of having the City repair the
service up to a reasonable distance outside the foundation wall of the structure or they may perform the repair
on their own. Water may be turned off until repairs to the service line are certified by the City.
If a service leak cannot be stopped by closing the curb stop, the City will initiate repair of the service. If the repair
extends onto private property, the customer has the choice of having the City repair the service up to a
reasonable distance outside the foundation wall of the structure or to perform the repair on their own. The City
will not conduct work on private property without an agreement with the property owner.
The City provides this service at its discretion, beyond requirements in the City Code and may impose a reasonable
fee for such service. Costs of $0 - $8,500 (or most recent Fee schedule) will be covered 100% by the City, including
work on private property if an agreement is in place. Costs over $8,500 (or most recent Fee schedwill be the
customer's responsibility.
Wastewater Service Responsibilities
+/- 4' F
HOMEOWNER'S
RESPONSIBILITY
in any case, the City reserves
the right to initiate repairs at
the customer's expense if the
service leak is causing potential
property damage or presents a
life -health -safety hazard
If a service leak occurs, the customer has the choice of having the City repair the service up to a reasonable
distance outside the foundation wall of the structure or they may perform the repair on their own. Water will be
turned after repairs to the service line are certified by the City.
The City will not conduct work on private property without an agreement with the property owner.
The City provides this service at its discretion, beyond requirements in the City Code and may impose a reasonable
fee for such service. Costs of $0 - $8,500 will be covered 100% by the City, including
work on private property if an agreement is in place. Costs over $8,500 will be the
customer's responsibility.
cR HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Approval of Custom Questions for the 2023 National Citizen Survey
Agenda Item:
Department: Administration
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff ❑�
New Business
Time Requested (Minutes): 5
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
As was previously communicated to you earlier this month, we are in the process of conducting
the 2023 "National Citizen Survey". The last part we have to do before the survey will be
distributed is select our half page of custom questions to be included within the survey.
I've not received any feedback from the Council so I am hopeful you have had some time to
consider the type of custom questions you would like to see included. To assist you I have
included a couple of examples to choose from that were passed onto me from some of our staff.
Please note that qustion #1 was included in all of our previous surveys and questions #2 and #3
were included in the last survey.
I've also included a copy of what the rest of the survey will look like and what the 2019 survey
looked like.
BOARD ACTION REQUESTED:
Approval of custom questions to be included in the 2023 National Citizens Survey
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No 0
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
NCS QUESTIONS TO ASK - 2023
Question #1:
Please rate the quality of each of the following additional services in Hutchinson:
Excellent
Good
Fair
Poor
Don't Know
Seasonal leaf control/pick-up
1
2
3
4
5
Mosquito control
1
2
3
4
5
Question #2
On the City's prior surveys, ratings of street repair have consistently been lower when compared to other
communities across the nation. How important, if at all, do you think it is that the City put additional
funding toward street repair and maintenance?
o Essential
o Very important
o Somewhat important
o Not at all important
o Don't know
Question #3
Currently, the City spends about $4 million a year on street repair and maintenance. In order to fund
additional street repair and still maintain the current levels of all City -provided services and programs,
additional tax revenue would be needed. How much of a property tax increase would you support or
oppose if the revenue generated would be dedicated to fixing, repairing and upgrading city streets and its
related infrastructure?
Strongly Somewhat Somewhat Strongly Don't
Support Support Oppose Oppose Know
A $1 million tax increase (about an additional $140
per year in property taxes on a home valued at $230,000) 1 2 3 4 5
A $500,000 tax increase (about an additional $70
per year in property taxes on a home valued at $230,000) 1 2 3 4 5
A $250,000 tax increase (about an additional $35
per year in property taxes on a home valued at $230,000) 1 2 3 4 5
Question #4
Does your household own or plan to purchase an:
Own Buy 0-12 months Buy 1-5 years 5+ years Never
o electric vehicle or plug-in hybrid EV
o a second electric vehicle or plug-in hybrid EV
Question #5
Please indicate whether you do any of the following things:
Never Rarely Often Always
o Turn off lights and appliances when not in use
o Utilize recycling collection
o Utilize source separated compost collection service
o Set the thermostat lower in winter and higher in summer
o Recreation activities in or along the South Fork Crow River,
i.e. biking, boating, fishing, etc.
The City of Hutchinson 2023 Community Survey
Please complete this survey if you are the adult (age 18 or older) in the household who most recently had a birthday
(the
year of birth does not matter). Your responses are confidential and no identifying information will be shared.
1. Please rate each of the following aspects of quality of life in Hutchinson.
Excellent
Good
Fair
Poor
Don't know
Hutchinson as a place to live............................................................................................... 1
2
3
4
5
Your neighborhood as a place to live.............................................................................. 1
2
3
4
5
Hutchinson as a place to raise children..........................................................................
1
2
3
4
5
Hutchinson as a place to work........................................................................................... 1
2
3
4
Hutchinson as a Rlace to visit............................................................................................. 1
2
3
4
5
Hutchinson as a p FaW
2
3
The overall quality of life in Hutchinson........................................................................
1
2
3
4
5
Senseof community................................................................................................................ 1
2
3
4
2. Please rate each of the following characteristics as they relate to
Hutchinson
as a whole.
Excellent
Good
Fair
Poor
Don't know
Overall economic health of Hutchinson.........................................................................
1
2
3
4
5
Overall quality of the transportation system (auto, bicycle, foot, bus)
inHutchinson........................................................................................................................
1
2
3
4
Overall design or layout of Hutchinson's residential and commercial
areas (e.g., homes, buildings, streets, parks, etc.) ................................................. 1
2
3
4
5
Overall quality of the utility infrastructure in Hutchinson
(water, sewer, storm water, electric/gas, broadband) ........................................ 1
2
3
4
5
Overall feeling of safety in Hutchinson...........................................................................1
2
3
4
5
Overall quality of natural environment in Hutchinson...........................................1
2
3
4
5
Overall quality of parks and recreation opportunities ............................................ 1
2
3
4
5
Overall health and wellness opportunities in Hutchinson.....................................1
2
3
4
5
Overall opportunities for education, culture, and the arts.....................................1
2
3
4
5
Residents' connection and engagement with their community .......................... 1
2
3
4
5
3. Please indicate how likely or unlikely you are to do each of the following.
Very
Somewhat
Somewhat
Very
Don't
likely
likely
unlikely
unlikely
know
Recommend living in Hutchinson to someone who asks .................1
2
3
4
5
Remain in Hutchinson for the next five years.......................................1
2
3
4
5
4. Please rate how safe or unsafe you feel:
Very Somewhat Neither safe
Somewhat
Very
Don't
safe safe
nor unsafe unsafe
unsafe
know
In your neighborhood during the day......................................1 2
3
4
5
6
In Hutchinson's downtown/commercial area
duringthe day...............................................................................1 2
3
4
5
6
From property crime.......................................................................1 2
3
4
5
6
From violent crime...........................................................................1 2
3
4
5
6
From fire, flood, or other natural disaster .............................1 2
3
4
5
6
S. Please rate the job you feel the Hutchinson community does at each of the following.
Excellent
Good
Fair
Poor
Don't know
Making all residents feel welcome................................................................................... 1
2
3
4
5
Attracting people from diverse backgrounds.............................................................. 1
2
3
4
5
Valuing/respecting residents from diverse backgrounds ...................................... 1
2
3
4
5
Taking care of vulnerable residents (elderly, disabled, homeless, etc.)
........... 1
2
3
4
5
6. Please rate each of the following in the Hutchinson community.
Excellent
Good
Fair
Poor
Don't know
Overall quality of business and service establishments in Hutchinson
...........1
2
3
4
5
Variety of business and service establishments in Hutchinson ...........................1
2
3
4
5 1
Vibrancy of downtown commercial area..................................................................... 1
2
3
4
5
..........................................................................
Employment opportunities .................. ....
2
3
4
5
Shoppingopportunities........................................................................................................1
2
3
4
5
Cost of living in Hutchinson................................................................................................. 1
2
3
4
5
Overall image or reputation of Hutchinson.................................................................. 1
2
3
4
5
Page Iof5
THE N C S-
The National Community Survey-
7. Please also rate each of the following in the Hutchinson community.
Excellent
Good
Fair
Poor
Don't know
Traffic flow on major streets...............................................................................................
1
2
3
4
5
Easeof public parking........................................................................................................ _
1
2
3
4
5
Ease of travel by car in Hutchinson..................................................................................
1
2
3
4
5
Ease of travel by public transportation in Hutchinson ............................................
1
2
3
4
5
Ease of travel by bicycle in Hutchinson..........................................................................
1
2
3
4
5
Ease ofWaIlang ire Hutchinson......,:, ...........
111Wa
Well -planned residential growth......................................................................................1
2
3
4
5
Well -planned commercial growth....................................................................................1
2
3
4
5
Well -designed neighborhoods...........................................................................................1
2
3
4
5
Preservation of the historical or cultural character of the community ............
1
2
3
4
5
Public places where people want to spend time ........................................................
1
2
3
4
5
Variety of housing options......................................................................................... ....
1
2
3
4
5
Availability of affordable quality housing.....................................................................
1
2
3
4
5
Overall quality of new development in Hutchinson .................................................
1
2
3
4
5
Overall appearance of Hutchinson...................................................................................
1
2
3
4
5
Cleanliness of Hutchinson....................................................................................................
1
2
3
4
5
Water resources (beaches, lakes, ponds, riverways, etc.).....................................1
2
3
4
5
Air quali Z.---- ............. ��..r .
1
2
3
4
5
Availability of paths and walking trails..........................................................................
1
2
3
4
5
Fitness opportunities (including exercise classes and paths or trails, etc.) ...
1
2
3
4
5
Recreational opportunities................................................................................... ._......... .1
2
3
4
5
Availability of affordable quality food............................................................................1
2
3
4
5
Availability of affordable quality health care...............................................................1
2
3
4
5
Availability of preventive health services........................................---..----..----..---1
2
3
4
5
Availability of affordable quality mental health care ...............................................
1
2
3
4
5
Opportunities to attend cultural/arts/music activities ..........................................
1
2
3
4
5
Community support for the arts........................................................................................
1
2
3
4
5
Availability of affordable quality childcare/preschool............................................1
2
3
4
5
K-12 education..........................................................................................................................
1
2
3
4
5
Adult educational opportunities.......................................................................................
1
2
3
4
5
Sense of civic/community pride........................................................................................
1
2
3
4
5
Neighborliness of residents in Hutchinson...................................................................1
2
3
4
5
Opportunities to participate in social events and activities ..................................
1
2
3
4
5
Opportunities to attend special events and festivals ...............................................
1
2
3
4
5
Opportunities to volunteer..................................................................................................
1
2
3
4
5 L
Opportunities to partidpate in comumity matters
2
3
4
5 M
a
Openness and acceptance of the community toward people
of diverse backgrounds.....................................................................................................
1
2
3
4
5
8. Please indicate whether or not you have done each of the following in the last 12 months.
No Yes
Contacted the City of Hutchinson (in -person, phone, email, or web) for help or information ........................1 2
Contacted Hutchinson elected officials (in -person, phone, email, or web) to express your opinion ........... 1 2
Attended a local public meeting (of local elected officials like City Council or County
Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.)............................................1 2
Watched (online or on television) a local public meeting...............................................................................................1 2
Volunteered your time to some group/activity in Hutchinson.....................................................................................1 2
Campaigned or advocated for a local issue, cause, or candidate..................................................................................1 2
Voted in your most recent local election................................................................................................................................1 2
Used bus, rail, subway, or other public transportation instead of driving...............................................................1 2
Carpooled with other adults or children instead of driving alone..............................................................................1 2
Walkedor biked instead of driving...........................................................................................................................................1 2
Page 2 of 5
The City of Hutchinson 2023 Community Survey
9. Please rate the quality of each of the following services in Hutchinson.
Excellent
Good
Fair
Poor
Don't know
Public information services.............................................................................................1
2
3
4
5
Economic development.....................................................................................................1
2
3
4
5
Trafficenforcement............................................................................................................1
2
3
4
5
Trafficsignal timing............................................................................................................1
2
3
4
5
Streetrepair...........................................................................................................................1
2
3
4
5
Streetcleaning.......................................................................................................................1
2
3
4
5
Streetlighting........................................................................................................................1
2
3
4
5
Snowremoval........................................................................................................................1
2
3
4
5
Sidewalkmaintenance.......................................................................................................1
2
3
4
5
Bus or transit services.......................................................................................................1
2
3
4
5
Land use, planning, and zoning......................................................................................1
2
3
4
5
Code enforcement (weeds, abandoned buildings, etc.)......................................1
2
3
4
5
Affordable high-speed internet access.......................................................................1
2
3
4
5
Garbagecollection...............................................................................................................1
2
3
4
5
Drinkingwater......................................................................................................................1
2
3
4
5
Sewerservices.......................................................................................................................1
2
3
4
5
Storm water management (storm drainage, dams, levees, etc.) ....................1
2
3
4
5
Power (electric and/or gas) utility...............................................................................1
2
3
4
5
Utilitybilling..........................................................................................................................1
2
3
4
5
Policeservices.......................................................................................................................1
2
3
4
5
Crimeprevention.................................................................................................................1
2
3
4
5
Animalcontrol.......................................................................................................................1
2
3
4
5
Ambulance or emergency medical services.............................................................1
2
3
4
5
Fireservices...........................................................................................................................1
2
3
4
5
Fire prevention and education.......................................................................................1
2
3
4
5
Emergency preparedness (services that prepare the community
for natural disasters or other emergency situations).....................................1
2
3
4
5
Preservation of natural areas (open space, farmlands, and greenbelts) .....1
2
3
4
5
Hutchinson open space.....................................................................................................1
2
3
4
5
Recycling..................................................................................................................................1
2
3
4
5
Yardwaste pick-up..............................................................................................................1
2
3
4
5
Cityparks.................................................................................................................................1
2
3
4
5
Recreation programs or classes....................................................................................1
2
3
4
5
Recreation centers or facilities......................................................................................1
2
3
4
5
Healthservices......................................................................................................................1
2
3
M
5
Public library services.......................................................................................................1
2
3
4
5
Overall customer service by Hutchinson employees
(police, receptionists, planners, etc.).....................................................................1
2
3
5
10. Please rate the following categories of Hutchinson government performance.
Excellent
Good
Fair
Poor
Don't know
The value of services for the taxes paid to Hutchinson.......................................1
2
3
4
5
The overall direction that Hutchinson is to ing.
The job Hutchinson government does at welcoming resident involvement ....
1
2
3
4
5
Overall confidence in Hutchinson government......................................................1
2
3
4
5
Generally acting in the best interest of the community. .........
1
2
3
4
5
Beinghonest...........................................................................................................................1
2
3
4
5
Being open and transparent to the public.................................................................1
2
3
4
5
Informing residents about issues facing the community...................................1
2
3
4
5
Treating all residents fairly.............................................................................................1
2
3
4
5
Treating residents with respect....................................................................................1
2
3
4
5
11. Overall, how would you rate the quality of the services provided by
each of
the following?
Excellent
Good
Fair
Poor
Don't know
TheCity of Hutchinson......................................................................................................1
2
3
4
5
The Federal Government..................................................................................................1
2
3
4
5
Page 3of5
THE N C S-
The National Community Survey-
12. Please rate how important, if at all, you think it is for the Hutchinson community to focus on each of the
following in the coming two years.
Essential
Overall economic health of Hutchinson............................................................................1
Overall quality of the transportation system (auto, bicycle, foot, bus)
inHutchinson...........................................................................................................................1
Overall design or layout of Hutchinson's residential and commercial
areas (e.g., homes, buildings, streets, parks, etc.).....................................................1
Overall quality of the utility infrastructure in Hutchinson
(water, sewer, storm water, electric/gas, broadband)..........................................1
Overall feeling of safety in Hutchinson..............................................................................1
Overall quality of natural environment in Hutchinson..............................................1
Overall quality of parks and recreation opportunities...............................................1
Overall health and wellness opportunities in Hutchinson........................................1
Overall opportunities for education, culture, and the arts........................................1
Residents' connection and engagement with their community .............................1
Very Somewhat Not at all
important important important
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
2 3 4
Page 4 of 5
The City of Hutchinson 2023 Comm_un_ ity Survey_
Our last questions are about you and your household.
Again, all of your responses to this survey are confidential and no identifying information will be shared.
D1. In general, how many times do you: Several Once A few times Every Less often Don't
times a day a day a week few weeks or never know
Access the internet from your home using
a computer, laptop, or tablet computer......................1
Access the iMemet frem your cell phone— 1
Visit social media sites such as Facebook,
Twitter, Nextdoor, etc........................................................1
Use or check email....................................................................1
Share your opinions online...................................................1
Shoponline ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,1
D2. Please rate your overall health.
2 3
4
5 6
2 3
4
5 6
2 3
4
5 6
2 3
4
5 6
2 3
4
5 6
2 3
4
5 6
O Excellent O Very good O Good O Fair O Poor
D3. What impact, if any, do you think the economy will have on your family income in the next 6 months?
Do you think the impact will be:
O Very positive O Somewhat positive O Neutral O Somewhat negative O Very negative
D4. How many years have you lived in
Hutchinson?
O Less than 2 years
O 2-5 years
O 6-10 years
O 11-20 years
O More than 20 years
D5. Which best describes the building you live
in?
O Single-family detached home
O Townhouse or duplex (may share walls but
no units above or below you)
O Condominium or apartment (have units
above or below you)
O Mobile home
O Other
D6. Do you rent or own your home?
O Rent
O Own
D7. About how much is your monthly housing
cost for the place you live (including rent,
mortgage payment, property tax, property
insurance, and homeowners' association
(HOA) fees)?
O Less than $300 O $2,500 to $3,999
O $300 to $599 O $4,000 to $6,999
O $600 to $999 O $7,000 to $9,999
O $1,000 to $1,499 O $10,000 or more
O $1,500 to $2,499
D8. Do any children 17 or under live in your
household?
O No O Yes
D9. Are you or any other members of your
household aged 65 or older?
O No O Yes
Thank you!
D 10. How much do you anticipate your household's total
income before taxes will be for the current year?
(Please include in your total income money from all
sources for all persons living in your household.)
O Less than $25,000 O $100,000 to $149,999
O $25,000 to $49,999 O $150,000 to $199,999
O $50,000 to $74,999 O $200,000 to $299,999
O $75,000 to $99,999 O $300,000 or more
D 11. Are you of Hispanic, Latino/a/x, or Spanish origin?
ONo OYes
D12. What is your race? (Mark one or more races to
indicate what race you consider yourself to be.)
❑ American Indian or Alaskan Native
❑ Asian
❑ Black or African American
❑ Native Hawaiian or Other Pacific Islander
❑ White
❑ A race not listed
D13. In which category is your age?
O 18-24 years O 55-64 years
O 25-34 years O 65-74 years
O 35-44 years O 75 years or older
O 45-54 years
D14. What is your gender?
O Woman
O Man
O Identify in another way 4 go to D14a
D 14a. If you identify in another way, how would you
describe your gender?
O Agender/I don't identify with any gender
O Genderqueer/gender fluid
O Non -binary
O Transgender man
O Transgender woman
O Two -spirit
O Identify in another way
Please return the completed survey in the postage -paid envelope to:
National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502
Page 5of5
The City of Hutchinson 2019 Community Survey
Please complete this questionnaire if you are the adult (age 18 or older) in the household who most recently had a
birthday. The adult's year of birth does not matter. Please select the response (by circling the number or checking the box)
that most closely represents your opinion for each question. Your responses are anonymous and will be reported in group
form only.
1. Please rate each of the following aspects of quality of life in Hutchinson:
Excellent
Good
Fair
Poor
Don't know
Hutchinson as a place to live............................................................................. 1
2
3
4
5
Your neighborhood as a place to live..............................................................—d.
2
3
4
5 1
Hutchinson as a plate to raise children............................................................. 1
2
3
4
5
Hutchinson as a place to work........................................................................... 1_
2
3
4
5
Hutchinson as a place to visit............................................................................. 1
2
3
4
5
Hutchinson as a place to retire.......................................................................-1
2
3
4
5
The overall quality of life in Hutchinson........................................................... 1
2
3
4
5
Please rate each of the following characteristics as they relate to Hutchinson as a whole:
Excellent
Good
Fair
Poor
Don't know
Overall feeling of safety in Hutchinson..............................................................
1
2
3
4
5
Overall ease of getting to the places you usually have to visit ............................
1�
2
3
4
Quality of overall natural environment in Hutchinson ......................................
1
2
3
4
5
Overall "built environment" of Hutchinson (including overall design,
buildings, parks and transportation systems)..................................................1
2
3
4
Health and wellness opportunities in Hutchinson .............................................
1
2
3
4
5
Overall opportunities for education and enrichment .........................................
1
3
Overall economic health of Hutchinson............................................................
1
2
3
4
5
Sense of community ...........................................................................................
1
1�-"
Overall image or reputation of Hutchinson.......................................................
1
2
3
4
5
3. Please indicate how likely or unlikely you are to do each of the following:
Very Somewhat Somewhat Very Don't
likely likely unlikely unlikely know
Recommend living in Hutchinson to someone who asks ........................ 1 2 3 4 5
Remain in Hutchinson for the next five years ........................................ -
4. Please rate how safe or unsafe you feel:
Very Somewhat
Neither safe
Somewhat
Very
Don't
sa{e
sa{e
nor unsa{e
unsa{e
unsa{e
know
In }'our neighborhood duuing the da...................................... 1
2
3
4
5
6
In Hutchinson's downtown/commercial
area during the day............................................................ 1
2
5. Please rate each of the following characteristics as they relate to Hutchinson as a whole:
Excellent
Good
Fair
Poor
Don't know
Traffic flow on major streets..............................................................................
1
2
3
4
5
Ease of public parking. 1
2
3
4
5
Ease of travel by car in Hutchinson...................................................................
1
2
3
4
5
Ease of travel by public transportation in Hutchinson ......................................
1
2
3
4
5
Ease of travel by bicycle in Hutchinson............................................................. 1
2
3
4
5
Ease of walking in Hutchinson................................................................ ....... 1
2
3
4
5
Availability of paths and walking trails.............................................................. 1
2
3
4
5
Airquality ..........................................................................................................1
2
3
4
5
Cleanliness of Hutchinson.................................................................................
1
2
3
4
5
Overall appearance of Hutchinson....................................................................
1
2
3
4
5
Public places where people want to spend time .................................................
1
2
3
4
5
Variety of housing options.................................................................................
1
2
3
4
5
Availability of affordable duality liousing..........................................................
1
2
3
4
5
Fitness opportunities (including exercise classes and paths or trails, etc.)
.......... 1
2
3
4
5
Recreational oppartwtiities 1
2
3
4
5
Availability of affordable quality food................................................................1
2
3
4
5
Availability of affordable duality- health care .....................................................
1
2
3
4
5
Availability of preventive health services...........................................................
1
2
3
4
5
Availability of affordable quality mental health care .........................................
1
2
3
4
5
Page 1 of 5
THE N C S'
The National Community Surrey'"
6. Please rate each of the following characteristics as they relate to Hutchinson as a whole:
Excellent Good Fair Poor Don't know
Availability of affordable quality child care/preschool......................................
1 2
3
4
5
.........................t....,.........,..._..._...........x�Y.��t..��t...t�..x�µ�
Adult educational opportgt1eiIik•N........................................................................
1 2
3
4
5
Opportunities to attend cultural/arts/music activities ......................................
1 2
3
4
5
Opportunities to participate in religious or spiritual events and activities .........
1 2
3
4
5
Eu�plo�•mcrrtrtupit� ,,......
Jiopping f, I Yportunitics ......................................................................................1
2
3
4
5
Cost of li}zing in Hutchinson..............................................................................
1 2
3
4
5
Overall quality of business and service establishments in Hutchinson ...............
1 2
3
4
5
Vibrant dounitr, m1l -e inacrcial a<rca 4... '�
Overall quality of new Q (WC1a7]]1t1 LLl in Hutchinson ..........................................
1 2
3
4
5
Opportunities to participate in social events and activities ................................
I W 2
3
4
5
Opporrunities to volunteer.................................................................................
1 2
3
4
5
Opportunities to participate in community matters ..........................................
1 2
3
4
5
Openness and acceptance of the community toward people of
diversebackgrounds .......................................................................................
1 2
3
4
5
Neighborliness of residents in Hutchinson......................................................... 1 2 3 4
7. Please indicate whether or not you have done each of the following in the last 12 months.
Made efforts to conserve water................................................................................................................................1 2
Made efforts to make your home more energy efficient..........................................................................................1 2
Observed a code violation or other hazard in Hutchinson (weeds, abandoned buildings, etc.) ..............................1 2
Household member was a victim of a crime in Hutchinson
RerpOrtMl a crime to the polick in Hutchinson.........................................................................................................1 2
Stocked supplies in preparation for an emergency..................................................................................................1 2
Campaigned or advocated for an issue, cause or candidate....................................................................................1 2
Contacted the City of Hutchinson (in -person, phone, email or web) for help or information.................................1 2 4M
Contacted Hutchinson elected officials (in -person, phone, email or web) to express your opinion .........................1 2
8. In the last 12 months, about how many times, if at all, have you or other household members done each of the
following in Hutchinson?
2 times a 2-4 times Once a month Not
Used Hutchinson recreation centers or their services........................................................
1
2
3
4
Visited a neighborhood park or City park.........................................................................
1
2
3
Used Hutchinson public libraries or their services.............................................................
1
2
3
4
Participated in religious or spiritual activities in Hutchinson .............................................
1
2
3
-
Attended a City-sp-misored event.......................................................................................
1
2
3
4
Used bus, rail, subway or other public transportation instead of driving ...........................
1
2
3
Carpooled with other adults or children instead of driving alone ......................................
1
2
3
4
Volunteered your time to some group/activity in Hutchinson ..........................................
1
2
3
4
Participatedin a club.......................................................................................................
1
2
3
_
Talked to or visited with your immediate ttrighbon.........................................................
1
2
3
4
Done a favor for a neighbor...............................................................................................
1
2
3
4
9. Thinking about local public meetings (of local elected officials like City Council or County Commissioners,
advisory boards, town halls, HOA, neighborhood watch, etc.), in the last 12 months, about how many times, if
at all, have you or other household members attended or watched a local public meeting?
2 times a 2-4 times Once a month Not
Attended a local 1)tLb1it meetiktg........................................................................................ 1 2 3 4
Watched (online or on television) a local public meeting ................................................... 1
Page 2 of 5
The City of Hutchinson 2019 Community Survey
10. Please rate the quality of each of the following services in Hutchinson:
Excellent
Good
Fair
Poor
Don't know
Police/Sheriff services........................................................................................
1
2
3
4
5
Fireservices........................................................................................................
1
2
3
4
5
Ambulance or emergency medical services.......................................................
1
2
3
4
5
Crimeprevention...............................................................................................
1
2
3
4
5
Fire pnventian and education...........................................................................
1
2
3
4
5
Traffic enforcement...........................................................................................
1
2
3
4
5
Streetrepair.......................................................................................................
1
2
3
4
5
Streetcleaning...................................................................................................
1
2
3
4
5
Streetlighting.....................................................................................................1
2
3
4
5
Snow
Sidewalk maintenance.......................................................................................
1
2
3
4
5
Traffic signal timing...........................................................................................
1
2
3
4
5
Bus or transit services.........................................................................................
1
2
3
4
5
Garbagecollection.............................................................................................
1
2
3
4
5
Recycling...........................................................................................................1
2
3
4
5
Yardwaste pick -kip ............................................................................................
1
2
3
4
5
Stonndrainagr..................................................................................................1
2
3
4
5
Drinkingwater...................................................................................................1
2
3
4
5
Sewerservices....................................................................................................
1
2
3
4
5
Power (electric and/or gas) utility ......................................................................
1
2
3
4
5
1-111ilk N111119......................................................................................................1
2
3
4
5
Caryparks...........................................................................................................1
2
3
4
5
Recreation programs or classes..........................................................................
1
2
3
4
5
Recreation centers or facilities...........................................................................
1
2
3
4
5
Land use, planning and zoning --------------------------------------------------------------------------
1
2
3
4
5
Code enforcement (weeds, abandoned btaildi s, erc)......................................
1
2
3
4
5
Animalcontrol...................................................................................................
1
2
3
4
5
Economic development.....................................................................................
1
2
3
4
5
Healthservices...................................................................................................
1
2
3
4
5
Public library services........................................................................................
1
2
3
4
5
Public information services................................................................................
1
2
3
4
5
Cable television........................................................ k.....................................
1
2
3
4
5
Emergency preparedness (services that prepare the community for
natural disasters or other emcrgcncy situations) .............................................
1
2
3
4
5
Preservation of natural areas such as open space, fannlands and greenbelts.....
1
2
3
4
5
Hutchinson open space......................................................................................
1
2
3
4
5
City -sponsored special events............................................................................
1
2
3
4
-
Overall customer service by Hutchinson employees (police,
rccrptianists, planncn, ctc.)..............................................................................
1
2
3
4
5
Seasonal leaf control/pick-up............................................................................
1
2
3
4�
Mosquitocontrol................................................................................................
1
2
3
4
5
11. Overall, how would you rate the quality of the services provided by each
of the following?
Excellent
Good
Fair
Poor
Don't know
The Cicy of Hutchinson.....................................................................................
1
2
3
4
5
The Federal Government..................................................................................
1
2
-3�
4
12. Please rate the following categories of Hutchinson government performance:
Excellent
Good
Fair
Poor
Don't know
The value of services for the taxes paid to Hutchinson ......................................
1
2
3
4
5
The overall direction that Hutchinson is taki...........................................
2
3
4
5
The job Hutchinson government does at welcoming resident involvement
...... 1
2
3
4
5
Ov Ilsya .. .. .. ..-"2 c ��+r'
_
Generally acting in the best interest of the contiif LLni«......................................
1
2
3
4
5
Beinghonest.....................................................................................................
1
2
3
4
5
Treating all residents fairly................................................................................
1
2
3
4
5
Page 3 of 5
THE N C S'
The Rational Community Surrey'"
13. Please rate how important, if at all, you think it is for the Hutchinson community to focus on each of the
following in the coming two years:
Essential
Very
Mportant
Somewhat
Mp rtant
Not at all
oportant
Overall feeling of safery in Hutchinson..............................................................................
1
2
3
4
Overall ease of geaing to the places you ktsually have to visit ............................................
1
2
3
4
Quality of overall natural environment in Hutchinson......................................................
1
2
3
4
Overall "built environment" of Hutchinson (including overall design,
-
buildings, parks and transportation systems).................................................................
1
2
3
4
Health and wellness +:q PjxPrtkmities in Hutchinson.............................................................
1
2
3
4
Overall o[ ornwi[ies for education and enrichment.........................................................
1
2
3
4
Overall economic health of Hutchinson............................................................................
1
2
3
4
Senseof community ...........................................................................................................
1
2
3
4
14. The City's '/z cent sales tax currently helps pay debt requirements for the water and wastewater plants and
generates about $1.3 million a year in revenue. It is set to expire in 2026 when the debt is paid off. How much
would you support or oppose a voter approved renewal of the '/z cent sales tax after it expires to make
improvements and upgrades to city -owned recreational facilities (Rec Center, Burich Arena, athletic fields,
etc.)?
O Strongly support
O Somewhat support
O Somewhat oppose
O Strongly oppose
O Don't know
15. On the City's prior surveys, ratings of street repair have consistently been lower when compared to other
communities across the nation. How important, if at all, do you think it is that the City put additional funding
toward street repair and maintenance?
O Essential
O Very important
O Somewhat important
O Not at all important
O Don't know
16. Currently, the City spends about $4 million a year on street repair and maintenance. In order to fund
additional street repair and still maintain the current levels of all City -provided services and programs,
additional tax revenue would be needed. How much of a property tax increase would you support or oppose if
the revenue generated would be dedicated to fixing, repairing and upgrading city streets and its related
infrastructure?
Strongly Somewhat Somewhat Strongly Don't
sumort W sort o0ose o0ose know
A $1 million tax increase (about an additional $125 per year in property
taxes on a home valued at $1 GUM ...............................................................1 2 3 4 5
A $500,000 tax increase (about an additional $63 per year in property
taxes on a home valued at $160,000)..............................................................1
A $250,000 tax increase (about an additional $32 per year in property
taxes on a home valued at $160,000)..............................................................1 2 3 4 5
Page 4 of 5
The City of Hutchinson 2019 Community Survey
Our last questions are about you and your household. Again, all of your responses to this survey are
completely anonymous and will be reported in group form only.
D1. How often, if at all, do you do each of the following, considering all of the times you could?
Never &rely Sometimes Usually Alwg
Recycleat home............................................................................................. 1 2 3 4 5
Purchase goods or services from a business located in Hutchinson
................ 1 -2— -3 4 5
Eat at least 5 portions of fruits and 3Tgcta hlcs a (kt�.......................................
1 2 3 4 5
Participate in moderate or vigorous physical activity .....................................
1 7 -3 4 5
Read or watch local news (pia television, paper, camputer, etc_)
................... 1 2 3 4 5
Vote in local elections.....................................................................................
1 2 3 4
D2.
Would you say that in general your health is:
O Excellent O Very good O Good
O Fair O Poor
D3.
What impact, if any, do you think the economy will
have on your family income in the next 6 months? Do you
think the impact will be:
O Very positive O Somewhat positive O Neutral
O Somewhat negative O Very negative
D4.
What is your employment status?
D12. How much do you anticipate your household's
O Working full time for pay
total income before taxes will be for the current
O Working part time for pay
year? (Please include in your total income money
O Unemployed, looking for paid work
from all sources for all persons living in your
O Unemployed, not looking for paid work
household.)
O Fully retired
O Less than $25,000
D5.
Do you work inside the boundaries of
O $25,000 to $49,999
Hutchinson?
O $50 000 to $99 999
O Yes, outside the home
O $100,000 to $149,999
O Yes, from home
O $150,000 or more
O No
Please respond to both questions D13 and D14:
D6.
How many years have you lived in Hutchinson?
D13. Are you Spanish, Hispanic or Latino.?
O Less than 2 years O 11-20 years
O No, not Spanish, Hispanic or Latino
O 2-5 years O More than 20 years
O Yes, I consider myself to be Spanish, Hispanic
O 6-10 years
or Latino
D7.
Which best describes the building you live in?
D14. What is your race? (Mark one or more races
O One family house detached from any other houses
to indicate what race you consider yourself
O Building with two or more homes (duplex, townhome,
to be.)
apartment or condominium)
O American Indian or Alaskan Native
O Mobile home
O Other
O Asian, Asian Indian or Pacific Islander
O Black or African American
D8.
Is this house, apartment or mobile home...
O White
O Rented
O Other
O Owned
D15. In which category is your age?
D9.
About how much is your monthly housing cost
O 18-24 years O 55-64 years
for the place you live (including rent, mortgage
O 25-34 years O 65-74 years
payment, property tax, property insurance and
O 35-44 years O 75 years or older
homeowners' association (HOA) fees)?
O 45-54 years
O Less than $300 per month
D16. What is your sex?
O $300 to $599 per month
O Female O Male
O $600 to $999 per month
O $1,000 to $1,499 per month
D17. Do you consider a cell phone or land line your
O $1,500 to $2,499 per month
primary telephone number?
O $2,500 or more per month
O Cell O Land line O Both
D10. Do any children 17 or under live in your
household?
O No O Yes
Thank you for completing this survey. Please
D11. Are you or any other members of your household
return the completed survey in the postage -paid
aged 65 or older?
envelope to: National Research Center, Inc.,
O `Jo O Yes
PO Box 549, Belle Mead, NJ 08502
Page 5 of 5
FR
Fs HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Set Council Workshop to review 2022 Audit Report
Agenda Item:
Department: Finance
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Justin Juergensen
Agenda Item Type:
Presenter:
Reviewed by Staff ❑�
New Business
Time Requested (Minutes): 1
License Contingency N/A
Attachments: No
BACKGROUND/EXPLANATION OF AGENDA ITEM:
I would like to call for a council workshop on July 11th at 4:30 to review our 2022 audited
financial report. Layne Kockelman from our audit firm Abdo will be here to lead the workshop,
and he will also give a short presentation at the council meeting that night.
BOARD ACTION REQUESTED:
Set a workshop on July 11, 2023 at 4:30 to review the 2022 Audit Report
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: New Bu
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
111 Hassan Street 5E
Hutchinson, MN 5535{]
HRA Website: www.hutchinsonhra.com
HUTCHINSON HOUSING AND (320) 234-4251 (320) 234-4240 Fax
REDEVELOPMENT AUTHORITY
Hutchinson HRA Regular Board Meeting
March 21, 2023
Minutes
CALL TO ORDER: Chair Renee Lynn Johnson Kotlarz called the meeting to order.
Members Present: Renee Lynn Johnson Kotlarz, Gary Forcier, Robin Kashuba, Steve Jensen and
Kimberly Merwin. Staff Present: Judy Flemming, and JJ Morgan
a. Gary Forcier moved to approve the agenda as presented. Kimberly Merwin seconded.
The motion carried unanimously.
2. PUBLIC COMMENTS Na citizens addressed the HHRA Board of Commissioners.
3. MINUTES OF THE REGULAR BOARD MEETING ON FEBRUARY 21, 2023
a. Kimberly Merwin moved to approve the minutes of the February 21, 2023 regular board
meeting. Robin Kashuba seconded. The motion carried unanimously.
4. FINANCIAL REPORTS
a. Gary Forcier moved to approve City Center General Fund payments of $9,321.42 for checks
9319 to 9324. Kimberly Merwin seconded. The motion carried unanimously.
b_ Steve Jensen moved to approve City Center February 28, 2023 Financial Statements.
Kimberly Merwin seconded. The motion carried unanimously.
c. Steve Jensen moved to approve Park Towers Operating Account payments of $75,751.37 for
checks 15960 to 15989; 3/13/2023 EFT for Visa Bill. Kimberly Merwin seconded.
The motion carried unanimously.
d. Steve Jensen moved to approve Park Towers Financials:
1) December 31, 2022 Balance Sheet & Budget progress Reports
2) Insurance Register 12/3 I /2022
3) PILOT $30,516.45 for Fiscal Year Ended 12/31/2022
Kimberly Merwin seconded. The motion carried unanimously.
5. CONSIDERATION OF SUN SETTING THE COVID-19 PREPAREDNESS PLAN
Steve Jensen moved the following: "The Hutchison HRA board officially sunsets the Hutchinson
HRA's Covid-19 Preparedness PIan effective today March 21, 2023." Kimberly Merwin seconded.
The motion carried unanimously.
March 21, 2023 Minutes Page Z of 2
HRA
HUTCHINSON HOUSING AND
REDEVELOPMENT AUTHORITY
111 Hassan Street SE
Hutchinson, MN 55350
Website: www.hutchinsonhra.com
(320) 234-4251 (320) 234-4240 Fax
b. PARK TOWER
a. Park Towers March Newsletter was presented.
b. Judy Flemming presented the Park Towers Vacancy Report.
c. Operation Update: Judy Flemming reported the Tenant Council is up and running. Possible
Insurance claim. Submitting another grant application to HAI Group which may include cyber
security request. Working on updating Park Towers application and marketing. There will be
some cross training at Park Towers.
7. UPDATES ON 1000 DALE STREET SW & 145 GLEN STREET NW
After HRA Board discussion, neither project will be moving forward.
8. COMMUNICATIONS
Judy gave an update on the HHRA Year End Report, the Audit and homes on the market.
9. ADJOURNMENT
a. Steve Jensen moved to adjourn and Robin Kashuba seconded. The motion carried unanimously.
There being no other business, Chair Renee Lynn Johnson Kotlarz declared the meeting adjourned.
Recorded by Judy Flemming, HRA Executive Director
Gary Forci r, Secretary/Treasurer
Q
March 21, 2023 Minutes Page 2 of 2
h
HRA
111 Hassan Street SE
Hutchinson, MN 55350
Website; www.hutchinsonhra.com
HUTCHINSON HOUSING AND (320) 234-4251 (320) 234-4240 Fax
REDEVELOPMENT AUTHORITY
Hutchinson HRA Regular Board Meeting
April 18, 2023
Minutes
1. CALL TO ORDER Chair Renee Lynn Johnson Kotlarz called the meeting to order.
Members Present: Renee Lynn Johnson Kotlarz, Robin Kashuba, Steve Jensen and Kimberly
Merwin. Staff Present: Judy Flemming, and JJ Morgan
a. Steve Jensen moved to approve the agenda as presented. Kimberly Merwin seconded. The
motion carried unanimously.
2. PUBLIC COMMENTS No citizens addressed the HHRA Board of Commissioners.
3. MINUTES OF THE REGULAR BOARD MEETING ON MARCH 21, 2023
a. Steve Jensen moved to approve the minutes of the March 21, 2023 regular board meeting.
Robin Kashuba seconded. The motion carried unanimously.
4. FINANCIAL REPORTS
a. Steven Jensen moved to approve City Center General Fund payments of $11,752.08 for checks
9325 to 9331. Kimberly Merwin seconded. The motion carried unanimously.
b. Steve Jensen moved to approve City Center March 31, 2023 Financial Statements.
Kimberly Merwin seconded. The motion carried unanimously.
c. Steve Jensen moved to approve Park Towers Operating Account payments of $66,606.84 for
checks 15990 to 16022; to void checks #15990 & #16000 for a printer error; to void check
#16012 for an entry error and for an EFT payment on 4/11/2023 for the $46.99 Visa Bill.
Robin Kashuba seconded. The motion carried unanimously.
d. Robin Kashuba moved to approve Park Towers Security Deposit Account payment of $15.06 for
check #1617. Steve Jensen seconded. The motion carried unanimously.
e. Steve Jensen moved to approve Park Towers Financials for January 31, 2023 and February 28,
2023. Kimberly Merwin seconded. The motion carried unanimously.
5. PARK TOWERS
a. Park Towers April Newsletter was presented.
b. Judy Flemming highlighted the Park Towers Vacancy Report.
c. Operation Update: Judy Flemming reported that Park Towers will not be pursuing the Loss
Prevention Grant opportunity for extra cyber security training, but rather provide training in
house. She also reported that the contractor who will be updating the apartment electric panels is
having a hard time securing the proper circuits. The new security camera system is up and
running with the addition of 2 new cameras and hardware in the office. However, there is a need
to replace the 2 new cameras due to governmental recommendations and those changes have
been put into motion.
6. CITY HOME REPAIRS PROGRAM GRANTS
a. Steve Jensen moved to approve the City Rehab Grant request for 746 5`h Avenue SW.
Kimberly Merwin seconded. The motion carried unanimously.
'=Mlie'�
HRA
HUTCHINSON HOUSING AND
REDEVELOPMENT AUTHORITY
7. HHRA 2022 ANNUAL REPORT
111 Hassan Street SE
Hutchinson, MN 55350
Website: www.hutchinsonhra.com
(320) 234-4251 -- (320) 234-4240 Fax
a. Judy Flemming presented the 2022 HHRA Annual Report and highlighted accomplishments and
shared goals for the upcoming year. Steve Jensen moved to approve the HHRA 2022 Annual
Report as presented. Kimberly seconded. The motion carried unanimously.
8. DRAFT 2022 AUDIT PRESENTATION BY ABBY SCHMIDT OF ABDO
a. Abby Schmidt joined the meeting through Go To Meeting and presented the draft 2022 HHRA
Financial Statement Audit. She reported there were no issues, no findings and no instances of
noncompliance. Robin Kashuba motioned to approve the HHRA 2022 Financial Statement Audit
as presented, as long as there are no changes from this current draft presentation. Steve Jensen
seconded. The motion carried unanimously.
9. COMMUNICATIONS
a. Island View Heights Lot Inquiry. Judy Flemming reviewed a request regarding a lot.
b. Affordable Housing Finance Article "One -on -One" with Marcia Fudge presented as resource.
c. Joint Workshop with the City Council for the Maxfield Comprehensive Housing Needs
Assessment presentation is being held on April 25t' at 4pm.
d. Judy Flemming shared with the board another house moving opportunity presented to HHRA.
There will be more details and an estimated budget created to share with the board in the future.
10. ADJOURNMENT
There being no other business, Chair Renee Lynn Johnson Kotlarz declared the meeting adjourned.
Recorded by Judy Flemming, HRA Executive Director
Gary Fo ier, Secretary/Treasurer
0.
Public Arts Commission Regular Meeting
April 12, 2023
Hutchinson Center for the Arts
15 Franklin St SW, Hutchinson MN 55350
Present: Pat May, Justin Beck, Wanda Lambert, Patrick Hiltner, Lynn Neumann (ex-officio)
Absent: Morgan Baum, Kay Johnson, Dan Jochum (ex-officio)
Guests Present: Mary Hodson
Meeting was called to order at 5:38pm.
Patrick motion to approve March 8, 2023 meeting minutes, second by Pat; motion carried -
minutes approved.
pARTicipate Hutchinson Slate Review, Mary Hodson
• Packet of information provided by Mary to the commission. Every building owner has
signed a contract. Contract reviewed by Chris Kleiman; City Attorney could not review.
Legal Attorney has reviewed.
• Cornerstone Project - 47 North Main Street.
• Coordinated with each location for options and decisions. People are already asking
about a second round. Second round has not been determined yet.
• 14 murals total - Mural Map provided. Murals have been picked and artists have been
notified. A couple of the murals have been identified as community paint projects.
• Hutchinson Chamber Project - Contract agreement reinforcement will be done by the
Chamber. Community Project no need to bring this project to City Council for approval.
Chamber will be responsible for making sure the murals are completed - contract notes
45 days for completion.
• Morgan provided questions via email in her absence. Clarification was provided.
• Donation and supply list are available for outside donors and sponsors.
Sculpture Stroll Updates
• All materials printed, ready to go out.
• Artists have been contacted to set up deinstall/installs with Randy. Some have already
contacted him.
• Jodie Bliss Discussion - learning opportunity for the commission and a good time to relook
at our materials to make sure it is clearly labeled - Minnesota.
• Justin will reach out to Tim Adams to see if he would be willing to leave his piece
Symmetry at the Depot for one more year, or if he would be willing to bring a backup
piece.
• Patrick Motioned to contact Tim Adams about the open spot at the depot. Existing piece
for an additional year or "Concentric" to be picked. Randy Carter would be another
option for creating a piece for the spot. Second by Pat. Motion carried.
• Brochures are completed. They are located in the PRCE Office. It will be a team effort to
get the brochures out to their locations.
JJ Bench Update
• Fully funded for bench and paver stone for the memorial bench.
• $60.00 left over. Justin proposed to donate the remaining fund in her name to the
Minnesota Master Naturalists Program. Justin is going to look into their donation process.
JJ was very passionate about that program. Another option would be the animal shelter.
• Additional funds were raised for JJ from members of the community. This is not a practice
that needs to be followed by the PAC for other members of the PAC.
• Bench will be at Eheim Park. $750.00 has been given to the City of Hutchinson Parks
Department for the bench.
• Open spot on the Public Arts Commission. Need to look for a member to fill the vacant
spot. Would really like to find someone that would be willing to do social media for the
PAC. Open to any suggestions for filling the vacancies.
Public Arts Commission Bylaws
• Justin will send out the PAC bylaws so that the members can review and update, as
necessary. Would like to review and make suggestions and edits.
• Clarification of roles, mission and vision of the Public Arts Commission.
6:44pm Motion to Adjourn - Pat, Second by Wanda. Motion Carried.
cR HUTCHINSON CITY COUNCIL
Request for Board Action
April 2023 Financial and Investment Reports
Agenda Item:
Department: Finance
LICENSE SECTION
Meeting Date: 5/23/2023
Application Complete N/A
Contact: Andy Reid
Agenda Item Type:
Presenter:
Reviewed by Staff M
Governance
Time Requested (Minutes): 0
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
For Council review, attached are the April Financial Reports for the general fund and enterprise
funds. Also attached is the April Investment Report.
Feel free to contact me with any questions. Thank you.
BOARD ACTION REQUESTED:
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: Govern,
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
General Fund
Taxes
Other Taxes
Licenses & Permits
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenues
Transfers -In
Fines & Forfeitures
Capital Contributions
TOTAL REVENUES
Wages & Benefits
Supplies
Services & Charges
Miscellaneous Expenses
Transfers -Out
Capital Outlay
TOTAL EXPENDITURES
NET REVENUE
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023 ACTUALS
APRIL YTD
2023
BUDGET
AVAILABLE
BALANCE
2023
% BDGT
USED
2022 YTD
ACTUAL
2022
BUDGET
2022
% BDGT
USED
-
-
5,846,751
5,846,751
-
-
5,617,556
-
58,861
76,135
330,000
253,865
23.1
67,620
320,000
21.1
12,184
118,216
442,100
323,884
26.7
220,047
443,600
49.6
523
26,963
1,793,941
1,766,978
1.5
21,263
1,744,821
1.2
208,194
854,312
2,872,308
2,017,996
29.7
827,493
2,816,325
29.4
20,440
103,760
289,800
186,040
35.8
73,069
256,500
28.5
476,134
952,268
2,724,536
1,772,268
35.0
933,596
2,710,191
34.4
5,512
16,339
55,000
38,661
29.7
14,314
55,000
26.0
781,848
2,147,992
14,354,436
12,206,444
15.0
2,157,400
13,963,993
15.4
703,750
2,625,446
9,672,602
7,047,156
27.1
2,582,031
9,443,650
27.3
112,675
309,789
986,823
677,034
31.4
191,747
934,515
20.5
201,906
811,060
2,827,889
2,016,829
28.7
739,154
2,756,429
26.8
57,424
126,333
373,500
247,167
33.8
81,822
714,086
11.5
-
56,811
488,622
431,811
11.6
55,157
110,313
50.0
-
31,437
5,000
(26,437)
628.7
9,394
5,000
187.9
1,075,754
3,960,875
14,354,436
10,393,561
27.6
3,659,305
13,963,993
26.2
(293,906)
(1,812,883)
-
1,812,883
(1,501,904)
-
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023 ACTUALS
APRIL
General Fund Expense by Department
YTD
2023 2022
2023 AVAILABLE % BDGT 2022 YTD 2022 % BDGT
BUDGET BALANCE USED ACTUAL BUDGET USED
Mayor & City Council
2,834
10,980
50,087
39,107
21.9
11,031
50,077
22.0
City Administrator
36,206
137,394
486,246
348,852
28.3
149,170
482,617
30.9
Elections
-
-
-
-
-
5,965
18,700
31.9
Finance Department
56,726
131,813
406,320
274,507
32.4
98,562
404,170
24.4
Motor Vehicle
23,401
91,084
299,947
208,863
30.4
82,970
296,160
28.0
Assessing
-
-
61,478
61,478
-
-
61,205
-
Legal
26,488
91,191
325,697
234,506
28.0
90,890
328,734
27.6
Planning
13,009
48,865
170,925
122,060
28.6
47,393
170,514
27.8
Information Services
40,475
181,238
584,601
403,363
31.0
181,869
598,135
30.4
City Hall Building
14,190
53,283
201,625
148,342
26.4
51,575
193,849
26.6
Police Department
299,512
1,156,154
3,711,079
2,554,925
31.2
1,023,199
3,497,529
29.3
Hospital Security
22,845
101,398
373,964
272,566
27.1
97,697
361,679
27.0
Emergency Management
116
4,600
16,980
12,380
27.1
3,671
16,980
21.6
Safety Committee
92
11,813
12,000
187
98.4
9,827
11,370
86.4
Fire Department
69,158
134,322
410,444
276,122
32.7
107,852
411,094
26.2
Protective Inspections
24,234
96,528
359,241
262,713
26.9
93,993
334,179
28.1
Engineering
29,141
123,901
505,473
381,572
24.5
139,189
441,310
31.5
Streets & Alleys
158,130
481,942
1,677,692
1,195,750
28.7
359,565
1,630,466
22.1
Park/Recreation Administration
18,504
73,015
263,811
190,796
27.7
65,750
249,716
26.3
Recreation
16,284
49,715
232,197
182,482
21.4
47,537
278,533
17.1
Senior Citizen Center
3,667
17,795
84,861
67,066
21.0
32,217
96,796
33.3
Civic Arena
19,622
143,606
407,734
264,128
35.2
113,973
411,332
27.7
Park Department
84,332
313,485
1,145,736
832,251
27.4
271,204
1,072,754
25.3
Recreation Building
15,313
81,260
281,230
199,970
28.9
70,314
265,600
26.5
Events Center
14,214
49,768
171,156
121,388
29.1
127,006
261,357
48.6
Evergreen Building
2,846
9,675
34,880
25,205
27.7
10,219
31,375
32.6
Library
3,545
61,359
244,216
182,857
25.1
60,420
230,492
26.2
Waterpark
7,330
13,758
457,647
443,889
3.0
22,779
396,659
5.7
Cemetery
13,204
41,400
151,085
109,685
27.4
33,522
145,838
23.0
Airport
25,977
66,362
143,905
77,543
46.1
58,592
145,123
40.4
Unallocated General Expense
34,359
183,171
1,082,179
899,008
16.9
191,357
1,069,650
17.9
TOTAL EXPENDITURES
1,075,754
3,960,875
14,354,436
10,393,561
27.6
3,659,305
13,963,993
26.2
Liquor Fund
Sales
Miscellaneous Revenues
TOTAL REVENUES
Cost of Sales
Wages & Benefits
Supplies
Services & Charges
Miscellaneous Expenses
Transfers -Out
Capital Outlay
Depreciation Expense
TOTAL EXPENDITURES
NET REVENUE
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023 ACTUALS
APRIL
YTD
2023 2022
2023 AVAILABLE % BDGT 2022 YTD 2022 % BDGT
BUDGET BALANCE USED ACTUAL BUDGET USED
556,498 2,054,988 7,281,000 5,226,012 28.2 1,989,635 7,424,000 26.8
40 743 10,500 9,757 7.1 778 3,000 25.9
556,538
2,055,731
7,291,500
5,235,769
28.2
1,990,412
7,427,000
26.8
421,125
1,573,777
5,504,000
3,930,223
28.6
1,506,055
5,666,000
26.6
65,407
259,577
904,864
645,287
28.7
234,841
812,108
28.9
6,188
10,729
25,500
14,771
42.1
6,285
21,100
29.8
24,743
90,464
298,750
208,286
30.3
99,290
285,550
34.8
0
70
6,700
6,630
1.0
85
6,700
1.3
-
-
550,000
550,000
-
-
550,000
-
7,413
15,000
7,587
49.4
15,000
-
-
61,000
61,000
-
-
70,700
-
517,464
1,942,030
7,365,814
5,423,784
26.4
1,846,556
7,427,158
24.9
39,075 113,701 (74,314) (188,015) 143,856 (158)
Year to Date Sales April Sales
Comments
2023
2022
Change
2023
2022
Change
Liquor Sales Revenue: Liquor
804,080
769,129
4.5%
207,862
208,739
-0.4%
Beer
913,823
895,610
2.0%
255,327
253,847
0.6%
Wine
285,607
281,040
1.6%
79,483
79,308
0.2%
Other
51,478
43,855
17.4%
13,825
12,599
9.7%
Total Sales
2,054,988
1,989,635
3.3%
556,498
554,493
0.4%
Gross Profit
$481,211
$483,579
$135,373
$127,193
Gross Margin on Sales
23.4%
24.3%
-0.9%
24.3%
22.9%
1.4%
Customer Count
69,433
69,453
0.0%
18,825
18,801
0.1 %
Average Sale per Customer
$29.60
$28.65
3.3%
$29.56
$29.49
0.2%
Labor to Sales Ratio
12.6%
11.8%
0.8%
11.8%
11.6%
0.1 %
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023
2022
2023 ACTUALS
2023
AVAILABLE
% BDGT
2022 YTD
2022
% BDGT
APRIL
YTD
BUDGET
BALANCE
USED
ACTUAL
BUDGET
USED
Water Fund
Sales
106,004
433,051
1,840,000
1,406,950
23.5
506,703
1,715,000
29.5
Sales - Other
85,133
306,421
614,000
307,579
49.9
184,495
549,950
33.5
Local Sales Tax
72,674
235,692
1,012,000
776,308
23.3
197,720
812,000
24.3
Charges for Services
3,373
48,389
71,685
23,296
67.5
45,282
71,685
63.2
Miscellaneous Revenues
9,171
34,352
44,500
10,148
77.2
5,867
42,000
14.0
Capital Contributions
-
-
-
-
-
-
-
-
TOTAL REVENUES
276,355
1,057,904
3,582,185
2,524,281
29.5
940,067
3,190,635
29.5
Wages & Benefits
45,513
171,939
579,848
407,909
29.7
168,618
579,241
29.1
Supplies
5,615
51,931
185,800
133,869
28.0
50,946
168,150
30.3
Services & Charges
32,763
125,889
561,885
435,996
22.4
98,990
507,750
19.5
Miscellaneous Expenses
-
8,560
13,500
4,940
63.4
303
13,500
2.2
Transfers -Out
-
-
70,000
70,000
-
-
70,000
-
Capital Outlay
11,143
153,344
902,876
749,532
17.0
83,848
998,450
8.4
Depreciation Expense
-
-
1,090,000
1,090,000
-
-
1,132,000
-
Debt Service
-
114,254
1,371,173
1,256,920
8.3
208,342
1,465,433
14.2
TOTAL EXPENDITURES
95,033
625,916
4,775,082
4,149,166
13.1
611,047
4,934,524
12.4
NET of REVENUES & EXPENDITURES
181,323
431,988
(1,192,897)
(1,624,885)
329,020
(1,743,889)
Year to Date Water Sales
Comments
2023
2022
Change
Water Sales Revenue: Residential
287,582
344,576
-16.5%
Commercial
76,383
95,942
-20.4%
Industrial
69,085
66,185
4.4%
Water Sales
433,051
506,703
-14.5%
Base Charge
242,763
147,353
64.7%
Water Connection Charge
17,500
9,188
90.5%
Other
46,158
27,955
65.1%
Other Sales
306,421
184,495
66.111r.
The new rate structure shifts more collection of the facility's fixed costs through the Base Charge as opposed to the usage charge.
This is evident with the drop in usage revenue for Residential and Commercial with the corresponding increase to the Base
Charge. The goal, and result to date, is a revenue neutral impact with the new rate structure.
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023
2022
2023 ACTUALS
2023
AVAILABLE
% BDGT
2022 YTD
2022
% BDGT
APRIL
YTD
BUDGET
BALANCE
USED
ACTUAL
BUDGET
USED
Wastewater Fund
Sales
228,075
924,205
2,750,000
1,825,795
33.6
1,003,243
2,755,000
36.4
Sales - Other
76,201
297,942
549,000
251,058
54.3
145,709
559,300
26.1
Local Sales Tax
58,444
189,457
810,000
620,543
23.4
197,720
812,000
24.3
Licenses & Permits
-
5,800
6,000
200
96.7
6,000
6,500
92.3
Charges for Services
545
1,610
7,500
5,890
21.5
1,990
7,500
26.5
Miscellaneous Revenues
13,289
53,132
93,500
40,368
56.8
12,988
90,000
14.4
Capital Contributions
-
-
-
-
-
-
-
-
TOTAL REVENUES
376,555
1,472,146
4,216,000
2,743,854
34.9
1,367,650
4,230,300
32.3
Wages & Benefits
57,203
223,675
813,235
589,560
27.5
217,161
776,934
28.0
Supplies
42,531
80,535
279,200
198,665
28.8
63,888
246,500
25.9
Services & Charges
62,762
193,552
855,920
662,368
22.6
184,329
769,000
24.0
Miscellaneous Expenses
423
18,858
36,000
17,142
52.4
15,506
40,000
38.8
Transfers -Out
-
-
80,000
80,000
-
-
80,000
-
Capital Outlay
7,170
492,794
1,638,085
1,145,291
30.1
1,915,082
984,400
194.5
Depreciation Expense
-
-
1,136,000
1,136,000
-
-
1,182,000
-
Debt Service
-
492,262
1,557,895
1,065,633
31.6
396,346
1,526,311
26.0
TOTAL EXPENDITURES
170,090
1,501,677
6,396,335
4,894,658
23.5
2,792,311
5,605,145
49.8
NET of REVENUES & EXPENDITURES
206,465
(29,531)
(2,180,335)
(2,150,804)
(1,424,660)
(1,374,845)
Year to
Date Sewer Sales
Comments
2023
2022
Change
Wastewater Sales Revenue:
Residential
499,728
529,470
-5.6U/
Commercial
147,223
135,906
8.3%
Industrial - Flow
134,507
152,309
-11.7%
Industrial - Violation Surcharges
127,515
185,557
-31.3%
Sewer Sales
908,973
1,003,243
-9.4%
Base Charge
257,011
127,254
102.0%
Sewer Connection
Charge
23,000
12,075
90.5%
Other
17,930
6,380
181.0%
Other Sales
297,942
145,709
104.5%
The new rate structure shifts more collection of the facility's fixed costs through the Base Charge as opposed to the usage charge.
To date, the Base Charge revenue is up substantially compared to the usage revenue. With that said, it is difficult to compare the
usage revenue for 2023 versus 2022 as we changed the usage billing to actual monthly water flow compared to the
January/February average water consumption in prior years.
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023
2022
2023 ACTUALS
2023
AVAILABLE
% BDGT
2022 YTD
2022
% BDGT
APRIL
YTD
BUDGET
BALANCE
USED
ACTUAL
BUDGET
USED
Refuse Fund
Sales
107,149
428,190
1,285,000
856,810
33.3
421,823
1,267,000
33.3
Sales - Other
3,642
14,779
45,000
30,221
32.8
14,589
44,800
32.6
Intergovernmental Revenue
2,633
7,133
12,500
5,368
57.1
2,592
12,500
20.7
Miscellaneous Revenues
3,604
14,713
15,000
287
98.1
2,930
15,000
19.5
TOTAL REVENUES
117,028
464,815
1,357,500
892,685
34.2
441,934
1,339,300
33.0
Wages & Benefits
15,449
58,657
343,101
284,444
17.1
52,095
259,732
20.1
Supplies
1,248
11,460
62,850
51,390
18.2
15,143
59,900
25.3
Services & Charges
84,512
243,744
897,590
653,846
27.2
217,663
848,350
25.7
Miscellaneous Expenses
-
-
750
750
-
200
1,000
20.0
Transfers -Out
-
-
55,000
55,000
-
-
55,000
-
CapitalOutlay
250
5,287
1,018,482
1,013,195
0.5
18,128
1,207,500
1.5
Depreciation Expense
-
-
172,000
172,000
-
-
169,000
-
TOTAL EXPENDITURES
101,460
319,148
2,549,773
2,230,625
12.5
303,229
2,600,482
11.7
NET of REVENUES & EXPENDITURES
15,568
145,667
(1,192,273)
(1,337,940)
138,705
(1,261,182)
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
Comaost Fund
Sales
Charges for Services
Miscellaneous Revenues
TOTAL REVENUES
Cost of Sales
Inventory Cost Adjustment
Wages & Benefits
Supplies
Services & Charges
Miscellaneous Expenses
Transfers -Out
Capital Outlay
Depreciation Expense
Debt Service
TOTAL EXPENDITURES
NET of REVENUES & EXPENDITURES
2023 ACTUALS
APRIL
YTD
2023 2022
2023 AVAILABLE % BDGT 2022 YTD 2022 % BDGT
BUDGET BALANCE USED ACTUAL BUDGET USED
334,408
1,122,985
2,939,400
1,816,415
38.2
1,621,970
2,706,000
59.9
550
560
97,000
96,440
0.6
810
87,000
0.9
3,329
20,846
32,000
11,154
65.1
9,890
32,000
30.9
338,287
1,144,392
3,068,400
1,924,008
37.3
1,632,670
2,825,000
57.8
236,043
767,706
2,158,000
1,390,294
35.6
1,087,106
1,837,000
59.2
(35,762)
(133,484)
(657,750)
(524,266)
20.3
(224,363)
(712,500)
31.5
56,871
226,557
838,147
611,590
27.0
229,185
808,198
28.4
5,044
24,973
162,500
137,527
15.4
31,241
129,000
24.2
9,126
66,223
304,980
238,757
21.7
66,535
304,850
21.8
333
2,234
11,000
8,766
20.3
3,676
11,000
33.4
-
-
120,000
120,000
-
-
120,000
-
4,537
349,652
345,115
1.3
(21)
221,000
(0.0)
-
290,000
290,000
-
365
278,000
0.1
-
69,646
73,808
4,162
94.4
68,338
73,808
92.6
271,656
1,028,394
3,650,337
2,621,943
28.2
1,262,063
3,070,356
41.1
66,631
115,998
(581,937)
(697,935)
370,607
(245,356)
Year to Date Sales
Comments
2023
2022
Change
Compost Sales
Bagged
1,038,478
1,387,514
-25.2%
Bulk
12,631
35,216
-64.1%
Other (Freight)
71,877
199,240
-63.9%
Total Sales
1,122,985
1,621,970
-30.8%
Gross Profit
355,279
534,864
Gross Margin
31.6%
33.0%
REVENUE AND EXPENDITURE REPORT for CITY of HUTCHINSON
PERIOD ENDING APRIL 30, 2023
2023
2022
2023 ACTUALS
2023
AVAILABLE
% BDGT
2022 YTD
2022
% BDGT
APRIL
YTD
BUDGET
BALANCE
USED
ACTUAL
BUDGET
USED
Storm Water Utility
Sales
89,090
353,338
1,065,000
711,662
33.2
342,182
1,033,000
33.1
Sales - Other
305
1,473
3,500
2,027
42.1
1,875
3,500
53.6
Licenses & Permits
255
1,305
5,500
4,195
23.7
1,040
4,800
21.7
Miscellaneous Revenues
3,638
9,710
15,300
5,590
63.5
2,173
14,350
15.1
TOTAL REVENUES
93,288
365,827
1,089,300
723,473
33.6
347,270
1,055,650
32.9
Wages & Benefits
22,551
82,898
308,906
226,008
26.8
81,628
290,084
28.1
Supplies
5,884
5,907
53,625
47,718
11.0
7,162
51,325
14.0
Services & Charges
6,976
16,711
208,535
191,824
8.0
6,585
212,150
3.1
Miscellaneous Expenses
1,286
2,291
10,000
7,709
22.9
2,021
18,000
11.2
Transfers -Out
-
-
-
-
-
-
-
-
CapitalOutlay
247,293
247,293
746,600
Depreciation Expense
-
275,000
275,000
-
-
254,000
-
Debt Service
-
148,411
221,589
73,178
93.5
143,761
221,589
70.2
TOTAL EXPENDITURES
36,697
256,218
1,324,948
1,068,730
19.3
241,157
1,793,748
13.4
NET of REVENUES & EXPENDITURES
56,591
109,609
(235,648)
(345,257)
106,114
(738,098)
Oppenheimer & Co. Inc.
85 Broad Street STATEMENT OF
(WO)PPENHEIMER, New York, 00 10004
Trans ctsBu in ACCOUNT
Transacts Business on All Principal Exchanges
Assets maturing during the next 60 days appear at the end of this statement.
Special Message
This statement has been provided to you through electronic delivery.
Thank you for helping us 'Go Green'!
Oppenheimer is acting in a Brokerage capacity for this account.
Portfolio Summary
This
Previous
Estimated
Period
Period
Annual Income
04/30/23
03/31/23
Advantage Bank Deposits'
$645.05
$664.52
$1.61
Mutual Funds
26,434.87
16,417.69
1,217.43
Government Agency Bonds
947,270.00
948,055.00
23,400.00
Municipal Bonds
12,255,053.50
12,251,631.10
351,714.10
Certificates of Deposit
6,405,136.66
6,393,716.12
205,461.00
CeshAcmurtl9ewnce
5,71&24
416.16
Total Asset Value
$49.640.VX-37
SMI.79 R
Net Value of Accrued Interest $147,853.18 $119,977.70
Total Asset Value does not include Direct Investments, Accrued Interest or unpriced securities.
Eligible for FDIC insurance up to standard maximum insurance amounts; Not SIPC insured.
Account Number: D25-5019707 Tax ID Number: ON FILL
For the Period: 04/01/23 - 04/30/23 Last Statement: 03/31/23
Page 1 of 12
CITY OF HUTCHINSON MINNESOTA
III HASSAN ST SE
HUTCHINSON MN 55350-2522
Financial Professional
SULLIVAN,C/FAY,J
5HX
(800)258-3387
Internet Address: www.opco.com
Income Summary
Office Serving Your Account
100 SOUTH 5TH ST
SUITE 2200
MINNEAPOLIS, MN 55402
Reportable
This Period
Year to Date
Advantage Bank Dep Interest
$0.08
$3.80
Corporate Interest
11,648.64
53,782.94
Municipal Interest
0.00
81,949.19
Government Interest
2,950.00
7,012.5D
Dividends
701.12
4,704.82
T*tH 11*pwtatbillM
i16,289M
5147,40.25
Non -Reportable
Municipal Accrued Int Paid
$0.00
$-7,789.94
T*011 N*n po t b1*
ftw
1 r,769,94
PPENHEIMEK Executive Summary CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
Summary Totals
Original Face
$20,173,000
Current Face (Par)
$20,173,000
Market Principal
$19,607,460
Accrued Interest
$140,327
Cash & Cash Alternatives
$0
Fixed Income Funds
$0
Equity Balance
$0
Total Portfolio Value
$19,747,787
Next 12mo Cpn Cash Flow
$553,785
Generic Annual Cpn Cash Flow
$580,575
Weighted Averages
Coupon*
2.878 %
Maturity"
2.23 yrs
Duration
2.04
Yield to Worst
4.774 %
Yield to Maturity
4.788 %
Market Price'
97.197
Tax Lots Holdings Included
58 of 58
'Par-Wld, an else Mkt-wtd.
. Avg lire used Ior principal paydowns,
and perpetual securities
are assigned a 40 year maturity.
40%
. Muni- 62.5%
CD- 32.7%
Agy - 4.8 % 20%
I 1
o%
01'01'O�'01'01^O 01'0�00 O�O��O O�O�O�^O O�ObObObOaObOaOaObOaOaOhOhOh�'��Ja\
Moody's S&P 0 Fed Tax -Exempt 0 Fed Taxable Subj to Cap Gains Subj to AMT
UST/AGY/CD - $60,000
PR/ETM
AAAP'aa L $50,000 40%
AA
$40,000
A
A
Bea $30,000
BBB
Be 20%
$20,000
BB
<BB $10,000
NR
NR
NR '
$0 -
None �e4� �g� pi�� y�'� p'� odd �� ('� �edtio- tiM Alta �f to �Bgta o%
0% 20% 40% 60% 80% 100% el' t� a" O'r0'40"�ObOg060'1000oi,�0,'r,'y,",�P,�h,�6,'1,�0,poi,yO,t'r,y'y,y'y,tb,yq,y6,t'1,y0,yoi,y00x
Includes coupon cash flows for the next 12 months, from OWPo 2023 to 04a02024.
Includes all tax lot holdings with recognized CUSIP, quantity, market price and full analytical calculations on reporting date. Includes coupon cash flows for the next 12 months, Bom 0&01/2023 to 041302024. Projected Principal Paydowns for
CMOs are produced by applying current pool speeds which are updated weekly. Assuming similar market conditions going forward, Projected Principal Paydowns for Pass-7hru securities are produced by celculating and applying concurrent
historical speeds to future paydown schedules.
Page 3 of 25
PPENHEIMEK Totals & Averages @ Current Market CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
Original Face Value
Current Face Value
Valid Tax Lot Holdings
Unrecognized Tax Lot Holdings
Total Tax Lot Holdings
$20,173,000
$20,173,000
58
0
58
Valid Tax Lot Holdings' includes all tax lot holdings with recognized CUSIP and quantity.
Priced Original Face Value
$20,173,000
Priced Current Face Value
$20,173,000
Tax Lot Holdings Included
58 of 58
Priced Market Principal
$19,607,460
Average Coupon
2.878%
Average Market Price
97.197
Includes all tax lot holdings with recognized CUSIP, quantity and market price on reporting
date. Average coupon and market price weighted by market principal.
Portfolio Totals
Original Face Value
Current Face Value
Market Principal Value
Accrued Interest
Total Market Value
Cash & Cash Alternatives
Fixed Income Funds
Equity Balance
Total Portfolio Value
Next 12mo Cpn Cash Flow
Generic Annual Cpn Cash Flow
Tax Lot Holdings Included
$20,173,000
$20,173,000
$19,607,460
$140,327
$19,747,787
$0
$0
$0
$19,747,787
$553,785
$580,575
58 of 58
Portfolio Averages
Coupon
Maturity
Duration
Convexity
Current Yield
Yield to Worst
Yield to Maturity
After Tax YTW
Taxable Equivalent YTW
After Tax YTM
Taxable Equivalent YTM
Market Price
2.878%
2.23 yrs
2.04
0.070
2.961 %
4.774%
4.788%
4.774%
4.774%
4.788%
4.788%
97.197
Includes all tax lot holdings with recognized CUSIP, quantity, market price and full analytical calculations on reporting date.
Portfolio average values are market -weighted, unless otherwise rioted.
Coupon and market price are par -weighted.
All prices have been normalized to par.
Average life used for principal paydowns, and perpetual securities are assigned a 40 year maturity.
Includes coupon cash flows for the next 12 months, from 0510112023 to 0413012024.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.00%, a State of WA, and a State Tax rate of WA.
Generic Annual Cpn Cash Flow is simply coupon rate times current face value, and does not consider acquisition date, redemption dates, longMort
first coupons, ex -dividend dates, payment delays, etc.
Duration and convexity figures represent modified duration to worst.
Page 4 of 25
r PPENHEIME Totals & Averages @ Acquisition CITY OF HUTCHINSON
report as of 05/01/2023 XXXXXX9707
Original Face Value
Current Face Value
Valid Tax Lot Holdings
Unrecognized Tax Lot Holdings
Total Tax Lot Holdings
$20,173,000
Portfolio Totals
Portfolio Averages
$20,173,000
Original Face Value
$20,173,000
Yield to Worst (cost)
2.954%
58
Face Value at Acquisition
$20,173,000
Yield to Worst (mkt)
4.774%
0
Original Principal Cost
$20,159,786
Yield to Maturity (cost)
2.989%
58
Adjusted Principal Cost
$20,106,126
Yield to Maturity (mkt)
4.788%
Current Market Principal
$19,607,460
Original Acquisition Price
99.934
Estimated Gain/(Loss)
-$498,666
Adjusted Cost Price
99.668
Tax Lot Holdings Included
58 of 58
Current Market Price
97.197
Valid Tax Lot Holdings' Incudes all tax lot holdings with recognized CUSIP and quantily.
Original Face Value
$20,173,000
Face Value at Acquisition
$20,173,000
Tax Lot Holdings Included
58 of 58
Original Principal Cost
$20,159,786
Average Acquisition Price
99.934
Includes all tax lot holdings with recognized CUSIP, quantity, acquisition date/price, full analytical calculations at acquisition, market price, and full
analytical calculations on reporting date.
Average values Q cost are weighted by respective original total acquisition costs.
Includes all tax lot holdings with recognized CUSIP, quantity, and acquisition date/price. All prices have been normalized to par.
Average acquisition price is weighted by original principal cost. Average life used for principal paydowns, and perpetual securities are assigned a 40 year maturity.
Page 5 of 25
PPENHEIMEK Position Details CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
CUSIP
Curr Face Account #
Mdy / S&P
Coupon
Mkt Px
Asset
% Port Held
(Underlying)
Issue Description
Maturity Duration Px To
Date
Yield
149159MG5
245 xxxxxx9707
4-
CATHAY BK LOS ANGEL CALIF
3.150%
99.791 Maturity
06/08/2023
5.214% (w)
CD
1.21% Held
FDIC Cert A, 18503
06/0812023
0.10 Cum Yield
-
3.157%
Death Put I I CATY I Semi -Annual Pay I Restricted Stales: CA, NY
856425AR4
245 xxxxxx9707
-/-
STATE BANK OF LISMORE
3.100%
99.699 Maturity
06/27/2023
5.108% (w)
CD
1.21% Held
LISMORE MN
06272023
0.15 Cun-Yleld
-
3.109%
FDIC Cert A, 8190
Death Put I I SBKLIS I Monthly Pay
45581 EAX9
245 xxxxxx9707
4-
INDUSTRIAL & COML BK CHINA
3.300%
99.717 Maturity
06/30/2023
5.091 % (w)
CD
1.21% Held
USA
06/302023
0.16 Cun-Yleld
-
3.309%
FDIC Cert A, 24387
Death Put I I INDCMB I Monthly Pay I Restricted States: NON-USACCOUNTS
75472RAW1
245 xxxxxx9707
-/-
RAYMOND JAMES BK NATL ASSN
1.700%
99.026 Maturity
011/14/2023
5.183% (w)
CD
1.21% Held
FDIC Cert A, 33893
08/142023
0.28 Cum Yield
-
1.717%
Death Put I I RJF I Semi -Annual Pay
59833LAF9 245 xxxxxx9707 -/- MIDWEST INDPT BK MO
CD 1.21 % Held FDIC Cert A, 25849
Death Put I I MIDINB I Monthly Pay
Acq Date Tot Adj Cost Mkt Principal Unreal GIL
ATY TEY Acq Px I Yid Adj Cost Px Accr Int % Adj Cost
5.214% 5.214% O6/08/2018 $245,000 $244,488 ($512)
100.000 / 3.150 % 100.000 $3,087 p.2%)
5.108% 5.108% 06/27/2018 $245,000 $244,263 ($737)
100.00013.100% 100.000 $125 (0.3%)
5.091 % 5.091 % 08/30/2018 $245,000 $244,307 ($693)
100.00013.300% 100.000 $66 '03%"
5.183% 5.183% 02/14/2020 $245,000 $242,614 ($2,386)
100.000 / 1.700 % 100.000 $890 (1.0%)
3.150% 99.314 Maturity 09/18/2023 4.984%(w) 4.984% 4.984% 09/17/2018 $245,000 $243,319 ($1,681)
09/182023 0.37 Cun-Yleld - 3.172% 100.00013.150% 100.000 $338 (0.7%)
5944TTKJI 300 xxxxxx9707 Aa2/AA-
MICHIGAN FIN AUTH REV 2.744%
98.801 Maturity
11/01/2023
5.231% (w)
5.231 % 5.231 %
07/26/2022
Muni 1.49% Held (WRi-)
11/012023
0.48 Cum Yield
-
2.777%
99.436 / 3.201
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole Call I Extraordinary Calls I Revenue I Government I Semi -Annual Pay
61760ARSO 245 xxxxxx9707 -/-
MORGAN STANLEY PRIVATE BK 3.550%
99.273 Maturity
11/08/2023
4.987% (w)
4.987% 4.987%
11/08/2018
CD 1.21% Held
NATL 11/082023
0.49 Cum Yield
-
3.576%
100.00013.550%
FDIC Cert A, 34221
Death Put I I MS I Semi -Annual Pay
54627CAX1 250 xxnoa9707 Aaa/-
LOUISIANA HSG CORP 0.550%
97.634 Next Call
05/19/2023
54.947%
54.947% 54.947%
05/11/2022
Muni 1.24% Held (-/-)
MULTIFAMILY HSG REV - 12/012023
0.56 Maturity
12/01/2023
4.749% (w)
4.749% 4.749%
96.303 / 3.000%
HOLLYWOOD ACRES LLC-
Cum Yield
-
0.563%
HOLLYWOOD HEIGHTS PROJS
Material Events I Revenue I Housing I Semi -Annual Pay
538036CZ5 245 xxxxxx9707 -/-
LIVE OAK BANKING COMPANY 2.500%
98.532 Maturity
12/13/2023
4.934% (w)
4.934 % 4.934 %
12/13/2017
CD 1.21% Held
WILMINGTON NC 12/132023
0.61 Cum Yield
-
2.537%
100.00012.500%
FDIC Cert A, 58665
Death Put I I LIVOAK I Monthly Pay
Includes all tax lot holdings with recognized CUSIP. For preferred securities, # of shams is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value
is the Yield to Worst (Y7M9.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of N/A, and a State Tax rate of N/A.
Page 6 of 25
$298,308 $296,403 ($1,905)
99.436 $46 (0.6%)
$245,000 $243,219 ($1,781)
100.000 $4,194 (0.7%)
$240,758 $244,085 $3,328
96.303 $581 1.4%
$245,000 $241,403 ($3,597)
100.000 $34 (1.5%)
PPENHEIMEK
Position Details (continued...)
CITY OF HUTCHINSON
report as of 0510112023
XXXXXX9707
Position
Details
CUSIP
Curr Face Account #
Mdy / S&P
Coupon Mkt Px
Acq Date
Tot Adj Cost Mkt Principal
Unreal GIL
Asset
% Port Held
(Underlying)
Issue Description
Maturity Duration Px To Date
Yield
ATY
TEY Acq Px / Yid
Adj Cost Px
Accr Int
% Adj Cost
03784JSL9
245 xxxxxx9707
-/-
APPLE BANK FOR SAVINGS
0.600% 96.934 Maturity 01/22/2024
4.957% (w)
4.957 %
4.957 % 01/26/2022
$243,456
$237,488
($5,968)
CD
1.21% Held
FDIC Cert A, 16068
01222024 0.70 Cur -Yield -
0.619 %
99.370 / 0.920 %
99.370
$411
(2.5%)
Death Put I I APPBNK I Semi -Annual Pay I Restricted States: TX
06251AV80
245 xxxxxx9707
-/-
BANK HAPOALIM B M NEW YORK
3.200% 98.783 Maturity 01/23/2024
4.910% (w)
4.910%
4.910% 01/23/2019
$245,000
$242,018
($2,982)
CD
1.21 % Held
FDIC Cert A, 33686
01232024 0.70 Cuf-Yield -
3.239 %
100.000 / 3.200 %
100.000
$2,148
(1.2%)
Death Put I I Foreign I Emerging I HAPOAL
I Semi -Annual Pay I Restricted States: MT,TX
20033AP91
245 xxxxxx9707
-/-
COMENITY CAP BK UTAH
3.100% 98.607 Maturity 02/15/2024
4.903% (w)
4.903%
4.903% 02/15/2019
$245,000
$241,587
($3,413)
CD
1.21 % Held
FDIC Cert A, 57570
02/15/2024 0.77 Cum Yield -
3.144 %
100.000 / 3.100 %
100.000
$375
(1.4%)
Death Put I I ADS I Monthly Pay I Restricted States: OH,TX
057864AZ3
485 xxxxxx9707
Aa2/AA
BALDWIN CNTY ALA PUB BLDG
3.000% 99.696 Maturity 03/01/2024
3.372% (w)
3.372%
3.372% 03/20/2020
$486,964
$483,526
($3,439)
Muni
2.40% Held
(Aa2/--)
AUTH BLDG REV - JAIL PROJ
031012024 0.81 Cuf-Yield -
3.009 %
101.867 / 2.500 %
100.405
$2,506
(0.7%)
Material Events I S&P Outlook Stable I Extraordinary Calls I Revenue I Government I Semi -Annual Pay
65621XAN9
580 xxxxxx9707
-/AA+
NORMANDYSCHS
0.550% 96.299 Maturity 03/01/2024
5.174% (w)
5.174%
5.174% 12/07/2021
$577,048
$558,534
($18,514)
Muni
2.88% Held
(-/a)
COLLABORATIVE MO JT
03/012024 0.81 Cuff Yield -
0.571%
99.491 / 0.780%
99.491
$549
(3.2%)
EXECUTIVE GOVERNING BRD ST
LOUIS CNTY
Material Events I FEDERALLY TAXABLE I STATE TAXABLE I S&P Outlook Stable I General Obligation
I Education I Semi -Annual Pay
90348JJQ4
245 xxxxxx9707
-/-
UBS BK USA SALT LAKE CITY UT
2.900% 98.206 Maturity 04/03/2024
4.897 % (w)
4.897 %
4.897 % 04/03/2019
$245,000
$240,605
($4,395)
CD
1.21% Held
FDIC Cert A,57565
04/032024 0.90 Cuf-Yield -
2.953%
100.00012.900%
100.000
$0
(1.8%)
Death Put I I UBS I Monthly Pay
438701Y73
675 xxxxxx9707
Aa2/-
HONOLULU HAWAII CITY& CNTY
0.545% 95.017 Maturity 07/01/2024
5.016% (w)
5.016%
5.016% 03/07/2022
$658,112
$641,365
($16,747)
Muni
3.35% Held
(Aa2r--)
WASTEWTR SYS REV
07/012024 1.13 Cuf-Yield -
0.574%
97.498 / 1.650%
97.498
$1,247
(2.5%)
Material Events I FEDERALLY TAXABLE I Make Whole Call I Pm -Rats I Revenue I Utilities I Semi -Annual
Pay
14042RSR3
245 xxxxxx9707
-/-
CAPITAL ONE NATL ASSN VA
3.300% 98.161 Maturity 07/08/2024
4.909 % (w)
4.909 %
4.909 % 07/07/2022
$245,000
$240,494
($4,506)
CD
1.21 % Held
FDIC Cert A, 4297
07/082024 1.13 Cuf-Yield -
3.362 %
100.000 / 3.300 %
100.000
$2,569
(1.8%)
Death Put I I COF I Semi -Annual Pay
20056UAV6
500 xxxxxx9707
-/AA
COMMERCE CALIF CMNTY DEV
3.000% 97.400 Maturity 08/01/2024
5.180% (w)
5.180%
5.180% 05/09/2017
$504,875
$487,000
($17,875)
Muni
2.48% Held
(-/A)
COMMN SUCCESSOR AGY TAX
08/012024 1.19 Cum Yield -
3.080%
105.31912.200%
100.975
$3,833
(3.5%)
ALLOCATION
FEDERALLY TAXABLE I S&P Outlook Stable I DID I Revenue I Government I AGMC Insured I Semi -Annual
Pay
Includes all tax lot holdings with recognized CUSIP. For
preferred securities, # of shares is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value is the Yield to Worst (YTW.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of WA, and a State Tax rate of WA.
Page 7 of 25
PPENHEIMEK
Position Details (continued...)
CITY OF HUTCHINSON
report as of 0510112023
XXXXXX97O7
Position
Details
CUSIP
Curr Face Account #
Mdy / S&P
Coupon Mkt Px
Acq Date
Tot Adj Cost Mkt Principal
Unreal GIL
Asset
% Port Held
(Underlying)
Issue Description Maturity Duration Px To Date
Yield
ATY TEY
Acq Px / Yid
Adj Cost Px
Accr Int
% Adj Cost
438687KT1
1,000 xxxxxx9707
Aa2/-
HONOLULU HAWAII CITY & CNTY 1.832% 96.287 Maturity 08/01/2024
4.943% (w)
4.943% 4.943%
10/30/2019
$996,000
$962,870
($33,130)
Muni
4.96% Held
(Aa2/--)
08/O1/2024 1.20 Cur, Yield -
1.903%
99.600 / 1.920%
99.600
$4,682
(3.3%)
Material Events I FEDERALLY TAXABLE I Make Whole Call I General Obligation I Government I Semi -Annual
Pay
02589ADMI
245 xxxxxx9707
-/-
AMERICAN EXPR NATL BK 3.350% 98.064 Maturity 08/12/2024
4.920% (w)
4.920 % 4.920 %
08/10/2022
$245,000
$240,257
($4,743)
CD
1.21% Held
FDIC Cert A, 27471 08/122024 122 Curr Yield -
3.416%
100.00013.350%
100.000
$1,844
(1.9%)
Death Put I I AXP I Semi -Annual Pay
20772J3J9
570 xxxxxx9707
Aa3/AA-
CONNECTICUT ST 2.400% 97.138 Maturity 08/15/2024
4.722% (w)
4.722% 4.722%
07/11/2019
$568,906
$553,687
($15,219)
Muni
283% Held
(Aa3t-)
08/1&2024 1.24 Curr Yield -
2.471%
99.808 / 2.440%
99.808
$2,964
(2.7%)
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I General Obligation I Government I Semi -Annual Pay
3134GXR22
500 xxxxxx9707
Aaa/AA+
FEDERAL HOME LN MTG CORP 3.500% 99.114 Next Call 05/28/2023
15.809%
15.809% 15.809%
08/30/2022
$500,000
$495,570
($4,430)
Agy
248% Held
0828/2024 0.80 Mid Call 02/28/2024
5.514% (w)
5.514 % 5.514 %
100.000 / 3.250 %
100.000
$3,111
(0.9%)
Maturity 0828/2024
6.061 %
6.061 % 6.061 %
Curr Yield -
3.531 %
S&P Outlook Stable I Short First Coupon I FHLMC I Multi -Step Coupon 3.25% un810212812023, 3.5% until 0512812023, 4.0%
until 08/2812023, 4.5% until 1112812023, 5.0% until 022812024, 6.0% un8105/28/2024,
then 8.0% 1 Quarterly Pay
64971QJ38
500 xxxxxx9707
Aat/AAA
NEW YORK N Y CITY 2.600% 96.819 Next Call 0529/2023
47.630%
47.630% 47.630%
05/09/2017
$486,750
$484,095
($2,655)
Muni
248% Held
(Aa1/--)
TRANSITIONAL FIN AUTH REV 11/01/2024 1.44 Maturity 11/01/2024
4.832% (w)
4.832% 4.832%
97.350 / 2.998%
97.350
$72
(0.5%)
CurrYield -
2.685%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Revenue I Government I Semi -Annual
Pay
564759RJ9
244 xxxxxx9707
-/-
MANUFACTURERS & TRADERS TR 4.900% 99.918 Maturity 12/09/2024
4.948% (w)
4.948 % 4.948 %
12/07/2022
$244,000
$243,800
($200)
CD
1.21% Held
CO 12/092044 1.49 Curr Yield -
4.904%
100.00014.900%
100.000
$4,815
(0.1%)
FDIC Cert A, 588
Death Put I I NITS I Semi -Annual Pay I Restricted States: CT,DE,MA,MD,ME,NH,NJ,NY,PA,VA,VT
795451 BAO
245 xxxxxx9707
-/-
SALLIE MAE BK MURRAY UTAH 1.000% 93.859 Maturity 12/16/2024
4.978% (w)
4.978 % 4.978 %
12/15/2021
$245,000
$229,955
($15,045)
CD
1.21% Held
FDIC Cert A, 58177 12/162024 1.57 CurrYleld -
1.065%
100.000/1.000%
100.000
$933
(6.1%)
Death Put I I SALLMA I Semi -Annual Pay I Restricted States: OH,TX
287299MR9
150 xxxxxx9707
-/AA+
ELK GROVE VILLAGE ILL 1.000% 94.189 Maturity 01/01/2025
4.676% (w)
4.676% 4.676%
11/01/2021
$150,000
$141,284
($8,717)
Muni
0.74% Held
(-/-)
01/01/2025 1.61 Curr Yield -
1.062%
100.000/1.000%
100.000
$508
(5.8%)
FEDERALLY TAXABLE I STATE TAXABLE I S&P Outlook Stable I General Obligation I Government I Semi -Annual Pay
6860871.188
355 xxxxxx9707
Aa2/-
OREGON ST HSG & CMNTY SVCS 4.659% 99.349 Maturity 01/01/2025
5.069% (w)
5.069 % 5.069 %
10/27/2022
$354,677
$352,689
($1,988)
Muni
1.76% Held
(Aa2/--)
DEPTMTGREV O1/012025 1.55 CurrYleld -
4.690%
99.90914.700%
99.909
$5,605
(0.6%)
Material Events I FEDERALLY TAXABLE I Short First Coupon I Extraordinary Calls I Revenue I Housing
I Semi -Annual Pay
Includes all tax lot holdings with recognized CUSIP. For preferred securities, # of shams is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value is the Yield to Worst (YTM9.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of N/A, and a State Tax rate of N/A.
Page 8 of 25
PPENHEIMEK
Position Details (continued...)
CITY OF HUTCHINSON
report as of 0510112023
XXXXXX9707
Position
Details
CUSIP
Curr Face Account #
Mdy / S&P
Coupon Mkt Px
Acq Date
Tot Adj Cost Mkt Principal Unreal GIL
Asset
% Port Held
(Underlying) Issue Description
Maturity Duration Px To Date Yield
ATY TEY Acq Px / Yid
Adj Cost Px Accr Int % Adj Cost
696583GV9
460 xxxxxx9707
Aaa/AAA PALM BEACH FLA REV
2.500% 96.587 Maturity 01/01/2025 4.657% (w)
4.657% 4.657 % 01/08/2020
$463,353 $444,300 ($19,053)
Muni
2.28% Held
(Away
01/012025 1.59 Cum Yield - 2.588%
102.12012.050%
100.729 $3,897 (4.1%)
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Revenue I Government I Semi -Annual Pay
59013KFJO
245 xxxxxx9707
-/-
MERRICK BK SOUTH JORDAN 1.800%
94.683 Maturity 01/31/2025
4.978% (w)
4.978 % 4.978 %
01/31/2020
CD
1.21% Held
UTAH 01/312025
1.71 Cum Yield -
1.901%
100.000/1.800%
FDIC Cert A, 34519
Death Put I I MERICK I Monthly Pay I Restricted States: OH,TX
16166NCL7
300 xxxxxx9707
-/AA-
CHASKA MINN ECONOMIC DEV 3.430%
97.496 Maturity 02/01/2025
4.943% (w)
4.943% 4.943%
02/03/2020
Muni
1.49% Hem
(-/-)
AUTHLEASE REV 02/012025
1.65 Cum Yield -
3.518%
107.752 /1.800%
Material Events I FEDERALLY TAXABLE I STATE TAXABLE I S&P Outlook Stable I Revenue I Industrial
I Semi -Annual
Pay
927781UZ5
570 xxxxxx9707
Aa1/AA+
VIRGINIA COLLEGE BLDG AUTH 4.250%
99.065 Maturity 02/01/2025
4.811% (w)
4.811 % 4.811 %
09/26/2022
Muni
2.83% Held
(Aa1/--)
VAEDL FACS REV - 21 ST CENTURY 02/012025
1.64 Cum Yield -
4.290%
100.000 / 4.248%
COLL EQUIP FROG
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I OID I Make Whole Call I Extraordinary Calls I Revenue
I Education I Semi -Annual Pay
05465DAE8
245 xxxxxx9707
-/-
AXOS BK SAN DIEGO CALIF 1.650%
93.927 Maturity 03/26/2025
5.010% (w)
5.010 % 5.010 %
03/26/2020
CD
1.21 % Held
FDIC Cert A, 35546 03262025
1.86 Cum Yield -
1.757%
100.000 / 1.650
Death Put I I BOR I Monthly Pay
59334PJA6
375 xxxxxx9707
-/AA
MIAMI-DADE CNTY FLA TRAN SYS 0.900%
92.590 Maturity 07/01/2025
4.538% (w)
4.538% 4.538%
11/23/2021
Muni
1.86% Held
(a)
SALES SURTAX REV 07/012025
2.09 Cum Yield -
0.972%
99.470 / 1.050%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Revenue I Government I Semi -Annual
Pay
052405FP7
245 xxxxxx9707
Aa31AA
AUSTIN TEX CMNTY COLLEGE 0.992%
92.132 Maturity 08/01/2025
4.727% (w)
4.727 % 4.727 %
04/29/2022
Muni
1.21% Held
(Aay)
DISTPUB FAC CORP LEASE REV 08/012025
2.17 Cum Yield -
1.077%
93.666 / 3.050%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Extraordinary Calls I Revenue I Education I Semi -Annual Pay
34520LAD5
245 xx)0ax9707
4-
FORBRIGHT BK POTOMAC MD 3.500%
96.679 Maturity 09/16/2025
4.985% (w)
4.985 % 4.985 %
09/16/2022
CD
1.21% Held
FDIC Cert A, 57614 09/162025
2.26 Cum Yield -
3.620%
100.00013.500%
$245,000 $231,973 ($13,027)
100.000 $36 (5.3%)
$308,352 $292,488 ($15,864)
102.784 $2,630 (5.1%)
$570,000 $564,670 ($5,330)
100.000 $6,191 (0.9%)
$245,000 $230,121 ($14,879)
100.000 $78 (6.1%)
$373,012 $347,212 ($25,800)
99.470 $1,144 (6.9%)
$229,482 $225,723 ($3,758)
93.666 $621 (1.6%)
$245,000 $236,864 ($8,136)
100.000 $399 (3.3%)
Death Put I I FORBBK I Monthly Pay
319477AN5 244 xxxxxx9707 -/- FIRST CTZNS BK & TR CO 4.700% 99.359 Maturity 10/28/2025 4.976% (w) 4.976 % 4.976 % 10/28/2022 $244,000 $242,436 ($1.564)
CD 1.21% Held RALEIGH 102a2025 2.32 Cuff Yield - 4.730% 100.00014.700% 100.000 $157 (0.6%)
FDIC Cert A, 11063
Death Put I I FCNCA I Semi -Annual Pay
Includes all tax lot holdings with recognized CUSIP. For preferred securities, # of shams is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value is the Yield to Worst (YTM9.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of WA, and a State Tax rate of WA.
Page 9 of 25
r PPENHEIMEK Position Details (continued...) CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
CUSIP
Curr Face Account #
Mdy / S&P
Coupon
Mkt Px
Acq Date
Tot Adj Cost Mkt Principal
Unreal GIL
Asset
% Port Held
(Underlying)
Issue Description Maturity Duration Px To
Date Yield
ATY
TEY Acq Px / Yid
Adj Cost Px
Accr Int
% Adj Cost
29278TMJ6
245 xxxxxx9707
4-
REGIONS BK BIRMINGHAM ALA 2.000%
93.007 Maturity
10/31/2025 4.982% (w)
4.982%
4.982 % 10/31/2019
$245,000
$227,867
($17,133)
CD
1.21% Held
FDIC Cart A, 57293 10/31/2025
2.42 Cur, Yield
- 2.150%
100.00012.000%
100.000
$40
(7.0%
Death Put I I RF I Monthly Pay I Restricted States: OH,TX
34387AFF1
245 xxxxxx9707
-/-
FLUSHING BANK 4.700%
99.353 Maturtly
11/04/2025 4.975% (w)
4.975%
4.975% 11/04/2022
$245,000
$243,415
($1,585)
CD
1.21% Held
FDIC Cart A,58564 11/04/2025
2.35 Cum Yield
- 4.731%
100.00014.700%
100.000
$568
(0.6%)
Short First Coupon I Death Put I I FFIC I Monthly Pay
02007GC68
244 xxxxxx9707
-/-
ALLY BK SANDY UTAH 4.800%
99.591 Maturity
11/10/2025 4.973% (w)
4.973%
4.973% 11/10/2022
$244,000
$243,002
($998)
CD
1.21% Held
FDIC Cart A,57803 11/1p2025
2.29 Cuff Yield
- 4.820%
100.00014.800%
100.000
$5,583
(0.4%)
Death Put I I GMATBK I Semi -Annual Pay
47770VBF6
310 xxxxxx9707
Aa3/AA+
JOBSOHIO BEVERAGE SYS OHIO 2.034%
93.704 Maturity
01/01/2026 4.573% (w)
4.573%
4.573% 04/29/2022
$298,815
$290,482
($8,333)
Muni
1.54% Held
(Aa3-)
STATEWIDE LIQUOR PROFITS REV 01/012026
2.53 Cun-Yield
- 2.171%
96.392 / 3.080%
96.392
$2,137
(2.8%)
FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole
Call I Pro-Rata I Revenue I Industrial I Semi -Annual Pay
678553BUl
300 xxxxxx9707
Aa2/AA+
OKLAHOMA CITY OKLA ECONOMIC 1.118%
91.156 Maturity
03/01/2026 4.482% (w)
4.482%
4.482% 02/10/2022
$292,833
$273,468
($19,365)
Muni
1.49% Held
(Aa2r--)
DEV TR TAX APPORTIONMENT- 03/012026
2.72 Cun-Yield
- 1.226%
97.611/1.730%
97.611
$578
(6.6%)
INCREMENT DIST NO 8 PROJ
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole Call I Revenue I Government I Semi -Annual
Pay
6500354W5
190 xxxxxx9707
Aal/NR
NEW YORK ST URBAN DEV CORP 3.170%
97.365 Maturity
03/15/2026 4.153% (w)
4.153%
4.153% 08/30/2022
$187,925
$184,994
($2,932)
Muni
0.94% Held
(Aav-)
REV 03/15r2026
2.69 Cun-Yield
- 3.256%
98.908 / 3.500%
98.908
$803
(1.6%)
Material Events I FEDERALLY TAXABLE I Escrow to Mal I Make Whole Call I Revenue I Government I Semi -Annual Pay
032879UV8
500 xxxxxx9707
-/AA
ANCHOR BAY MICH SCH DIST 1.250%
91.115 Maturity
05/01/2026 4.452% (w)
4.452%
4.452% 07/16/2020
$501,905
$455,575
($46,330)
Muni
2.48% Held
(-/-)
05/012026
2.88 Cun-Yield
- 1.372%
100.726 / 1.120%
100.381
$35
(9.2%)
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I General Obligation I Education I Semi -Annual Pay
71884AH28
135 xxxxxx9707
Aa2/AAA
PHOENIX ARIZ CIVIC IMPT CORP 1.157%
90.690 Maturity
07/01/2026 4.340% (w)
4.340%
4.340% 12/14/2021
$134,150
$122,432
($11,718)
Muni
0.67% Held
(Aa2/--)
EXCISE TAX REV 071012026
3.03 Cun-Yield
- 1.276 %
99.370 / 1.300%
99.370
$529
(8.7%)
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole Call I Revenue I Government I Semi -Annual
Pay
89235MLD1
245 xxxxxx9707
-/-
TOYOTA FINL SVGS BK HEND NV 0.950%
88.236 Maturity
07/22/2026 4.942% (w)
4.942%
4.942% 07/22/2021
$245,000
$216,178
($28,822)
CD
1.21% Held
FDIC Cart A, 57542 07222026
3.09 Curr Yield
- 1.077%
100.000 / 0.950 %
100.000
$644
(11.8%)
Death Put I I TOYFBN I Semi -Annual Pay I Restricted States: OH,TX
Includes all tax lot holdings with recognized CUSIP. For
preferred securities, # of shares is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value is the Yield to Worst (YTM9.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of WA, and a State Tax rate of WA.
Page 10 of 25
PPENHEIMEK
Position Details (continued...)
CITY OF HUTCHINSON
report as of 0510112023
XXXXXX9707
Position Details
CUSIP Curr Face Account #
Mdy / S&P
Coupon Mkt Px
Acq Date
Tot Adj Cost Mkt Principal Unreal GIL.
Asset % Port Held
(Underlying) Issue Description
Maturity Duration Px To Date Yield
ATY TEY Acq Px / Yid
Adj Cost Px Accr Int % Adj Cost
798306WO5 140 xxxxxx9707
Aa2/- SAN JUAN CALIF UNI SCH DIST
1.201% 90.491 Maturity 08/01/2026 4.376% (w)
4.376% 4.376% 11/12/2021
$140,000 $126,687 ($13.313)
Muni 0.69% Held
(Aa2/-)
08/012026 3.11 Cum Yield - 1.327%
100.000/1.201%
100.000 $430 (9.511)
FEDERALLY TAXABLE I Make Whole Call I General Obligation I Education I Semi -Annual Pay
3130APC45
500 xxxxxx9707
Aaa/AA+
FEDERAL HOME LOAN BANKS
1.180% 90.340 Next Call
05/26/2023 161.665% 161.665% 161.665%
10/26/2021
Agy
2.48% Held
10262026 3.35 Maturity
10/26/2026 4.189 % (w) 4.189 %
4.189 %
100.000 / 1.180 %
Cum Yield
- 1.306%
Moody's Outlook Stable I S&P Outlook Stable I FHLB I SemFAnnual Pay
25483VPY4
400 xxxxxx9707
Aa2/AA
DISTRICT COLUMBIA REV-
4.232% 99.198 Next Call
06/01/2025 4.640% 4.640%
4.640%
02/16/2023
Muni
1.98% Held
(Aa2v-)
SOUTHWEST WATERFRONT
06/012027 3.64 Maturity
06/01/2027 4.448% (w) 4.448%
4.448%
99.42114.380%
PROJECT
Cuff Yield
- 4.266%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Callable I Extraordinary Calls I Revenue I Government I Semi -Annual Pay
25483VPY4
350 xxxxxx9707
Aa2/AA
DISTRICT COLUMBIA REV-
4.232% 99.198 Next Call
06/01/2025 4.640% 4.640%
4.640%
01/20/2023
Muni
1.73% Held
(Aa2/-)
SOUTHWEST WATERFRONT
06/012027 3.64 Maturity
06/01/2027 4.448% (w) 4.448%
4.448%
99.92414.250%
PROJECT
Cum Yield
- 4.266%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Callable I Extraordinary Calls I Revenue I Government I Semi -Annual Pay
71884AH36
175 xxxxxx9707
Aa2/AAA
PHOENIX ARIZ CIVIC IMPT CORP
1.257% 88.402 Maturity
07/01/2027 4.333% (w) 4.333%
4.333%
04/01/2022
Muni
0.87% Held
(Aa2r--)
EXCISE TAX REV
07/012027 3.96 Cuff Yield
- 1.422%
92.050 / 2.900%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole Call I Revenue I Government I Semi -Annual Pay
45506DUZ6
1,000 xxxxxx9707
Aa2/AA+
INDIANA ST FIN AUTH REV -
4.109% 99.337 Maturity
07/15/2027 4.282% (w) 4.282%
4.282%
01/31/2023
Muni
4.96% Held
(Aa2/-)
MOTORSPORTS IMPT PROJ
07/1&2027 3.77 Cum Yield
- 4.136%
100.00014.109%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Make Whole Call I Extraordinary Calls I Revenue I Recreation I Semi -Annual Pay
87165GV25
245 xxxxxx9707
-/-
SYNCHRONY BANK
3.500% 94.734 Maturity
09/09/2027 4.853% (w) 4.853%
4.853%
09/09/2022
CD
1.21% Held
FDIC Cert A, 27314
09/092027 3.95 Cum Yield
- 3.695 %
100.000 / 3.500 %
Death Put I I SYF I Semi -Annual Pay
649902T45
300 xxxxxx9707
Aa1/AA+
NEW YORK ST DORM AUTH ST
5.051% 102.172 Maturity
09/15/2027 4.496% (w) 4.496%
4.496%
12/13/2022
Muni
1.49% Held
(Aa1/-)
PERSINCOME TAX REV
09/1&2027 3.87 Cum Yield
- 4.944%
102.75914.400%
Material Events I FEDERALLY TAXABLE I S&P Outlook Stable I Extraordinary Calls I
Revenue I Education I Semi -Annual Pay
2546732131
242 xxxxxx9707
-/-
DISCOVER BK
4.900% 100.199 Maturity
11/30/2027 4.849% (w) 4.849%
4.849%
11/30/2022
CD
1.20% Held
FDIC Cert A, 5649
11/302027 3.97 Curr Yield
- 4.890 %
100.000 / 4.900 %
Death Put I I DFS I Semi -Annual Pay
Includes all tax lot holdings with recognized CUSIP. For preferred securities, # of shares is displayed instead of current face value, which is represented in thousands (000).
The (w) in the
Yield column indicates which yield value
is the Yield to Worst (YTM9.
Duration figure represents modified duration to worst.
ATY/TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of N/A, and a State Tax rate of N/A.
Page 11 of 25
$500,000 $451,700 ($48,300)
100.000 $98 (9.7%)
$397,684 $396,792 ($892)
99.421 $7,147 (0.2%)
$349,734 $347,193 ($2,541)
99.924 $6,254 (0.7%)
$161,088 $154,704 ($6.384)
92.050 $745 (4.0%)
$1,000,000 $993,370 ($6,630)
100.000 $12,327 (0.7%)
$245,000 $232,098 ($12,902)
100.000 $1,292 (5.3%)
$307,665 $306,516 ($1,149)
102.555 $2,020 (0.4%)
$242,000 $242,482 $482
100.000 $5,003 0.2%
PPENHEIMEK
Position Details (continued...)
CITY OF HUTCHINSON
report as of 0510112023
XXXXXX9707
Position
Details
CUSIP
Curr Face Account #
Mdy / S&P
Coupon Mkt Px
Acq Date
Tot Adj Cost Mkt Principal Unreal GIL
Asset
% Port Held
(Underlying)
Issue Description
Maturity Duration Px To Date
Yield
ATY TEY
Acq Px / Yid
Adj Cost Px
Accr Int % Adj Cost
721664J15
1,000 xxxxxx9707
-/AA-
PIMA CNTY ARIZ CTFS PARTN
5.382% 102.189 Maturity 12/0V2027
4.842%(w)
4.842% 4.842%
11/17/2022
$1,013,370
$1,021,890 $8,520
Muni
4.96% Herd
(-6)
12/01/2027 3.93 Curr Yield -
5.267%
101.45815.050%
101.337
$24,817 0.8%
FEDERALLY TAXABLE I STATE TAXABLE
I S&P Outlook Stable I Long First Coupon I Extraordinary Calls I Certificate of
Participation I Government
I Semi -Annual Pay
616901.13C2
244 xxxxxx9707
-/-
MORGAN STANLEY BK N A
4.800% 99.779 Maturity 03/16/2028
4.849% (w)
4.849% 4.849%
03/16/2023
$244,000
$243,461 ($539)
CD
1.21% Held
FDIC Cert A, 32992
03/16/2028 4.27 Cur -Yield -
4.811%
100.00014.800%
100.000
$1,540 (0.2%)
Death Put I I MS I Semi -Annual Pay
00833JA04
195 xxxxxx9707
-/-
AFFINITY BK COVINGTON GA
4.900% 100.217 Maturity 03/17/2028
4.850% (w)
4.850% 4.850%
03/17/2023
$195,000
$195,423 $423
CD
0.97% Held
FDIC Cert A, 29510
03/17/2028 4.32 Cur - Yield -
4.889%
100.00014.900%
100.000
$419 0.2%
Death Put I I AFFBGA I Monthly Pay
977100HV1 500 xxxxxx9707 Aa2/- WISCONSIN ST GEN FD ANNUAL 4.330% 100.204 Maturity 05/01/2028 4.284%(w) 4.284% 4.284% 02/23/2023 $497,905 $501,020 $3,115
Muni 2.48% Held (Aa2/--) APPROPRIATION REV 0&01/2028 4.41 Cur -Yield - 4.321 % 99.581 / 4.420% 99.581 $4,631 0.6%
FEDERALLY TAXABLE I STATE TAXABLE I Make Whole Call I Long First Coupon I Revenue I Agriculture I Semi -Annual Pay
Includes all tax lot holdings with recognized CUSIP. For preferred securities, # of shams is displayed instead of current face value, which is represented in thousands (000).
The (w) in the Yield column indicates which yield value is the Yield to Worst (YTM.
Duration figure represents modified duration to worst.
ATY(TEY calculations use a Fed Tax rate of 0.00%, a Cap Gains Tax rate of 0.0091, a State of WA, and a State Tax rate of WA.
Page 12 of 25
r ppENHEIMEk Coupon Cash Flow - Year 1 CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
May'23
Jun'23
Jul'23
Aug'23
Sep'23
Oct'23
Nov'23
Dec'23
Jan'24
Feb'24
Mal'24
Apr'24
4+.9p2,: Total
%Tot
Agency
$4,375
$5,000
$2,950
$5,625
$6,250
$2,950
$27,150
4.9%
Agency Pass-Thru
-
-
-
-
-
-
-
-
Asset -Backed
-
-
-
-
-
-
-
-
CD
$23,195
$18,414
$15,686
$12,211
$16,299
$11,021
$21,661
$12,695
$14,847
$8,987
$14,147
$9,979
$179,143
32.3%
CMO
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Corporate
-
-
-
-
-
-
-
-
-
-
-
-
Muni: Fed Tax
$13,741
$44,873
$43,875
$42,813
$13,860
$29,076
$42,780
$43,875
$42,813
$13,860
$331,568
59.9%
Muni: Tax -Exempt
-
$688
-
-
$7,275
-
$688
-
-
$7,275
$15,925
2.9%
Muni: Subj AMT
-
-
-
-
-
-
Pfd: Fed Tax
Pfd: Tax -Exempt
Pfd: Cap Gains
Treasury
Total
$41,311
$63,974
$59,561
$60,025
$37,434
$13,971
$56,363
$56,163
$58,722
$58,050
$35,282
$12,929
$553,785100.0%
Fed Tax -Exempt +
-
$688
-
-
$7,275
-
-
$688
-
-
$7,275
-
$15,925
2.9
Fed Taxable I
$41,311
$63,287
$59,561
$60,025
$30,159
$13,971
$56,363
$55,475
$58,722
$58,050
$28,007
$12,929
$537,860
97.1
Subj to Cap Gains
Subj to AMT
Fed Tax -Exempt 0 Fed Taxable 0 Subj to cap Gains 0 Subj to AMT
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
May'23 Jun'23 Jul'23 Aug'23 Sep'23 Oct'23 Nov'23 Dec'23 Jan'24 Feb'24 Mar'24 Apr'24 May'24
Includes all tax holdings with recognized CUSIP, quantity, market price and full analytical calculations on reporting date. Includes coupon cash Mows for the next 12 months, from 0&0112023 to 04/3012024. Totals are the sum of rounded displayed
values. The cash flows displayed are only estimates. Your actual interest and principal payments may be higher or lower than these estimates. Projected Principal Paydowns for CMOs are produced by applying current pool speeds which are updated
weekly. Assuming similar market conditions going forward, Projected Principal Paydowns for Pass-Thru securities are produced by calculating and applying concurrent historical speeds to future paydown schedules.
Page 13 of 25
PPENHEIMEK Maturity & Duration - All CITY OF HUTCHINSON
report as of 0510112023 XXXXXX9707
40% r
0
ry m
20%
2° a°
a m
0
0,6
e I 1
aati�'��ati��
Qe
40%
a
n
20%
e
0% '
0~ Ary p'S pb ph Ob 91 00 p0 ,tic ,ti'l ,ti'L ,ti'S t 1ti ,tib t ,ti0 .5o Ox
DO 0~ Oti p'S ODl O<'i OH 01' 00 00' ,ti0 ,tiff ,tiff ti'N ,tiD: ,tick' ,tiH ,tit ,ti0 ,ti0' ,yo' ,yti ,yti .1^i .1ti ,yh' .1ry ,y1 ,y0 ,y0' 'S
Displays represent % ofmaiket principal for all tax lot holdings with a recognized CUSIP, quantity, wnrent market price and full analytical
w,culalions A"Mge life used for principal psydowns, and perpetual securities are assigned a 40 year maturity. Duration figure
represents modified duration to worst.
Year
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053+
Perpetual
Page 14 of 25
Curr Face
$2,265,000 11.23%
$6,769,000 33.55%
$4,168,000 20.66%
$2,320,000 11.50%
$3,712,000 18.40%
$939,000 4.65%
Mkt Principal
%
Range
$2,244,100
11.45%
00-01
$6,582,850
33.57%
01-02
$4,024,045
20.52%
02-03
$2,121,516
10.82%
0304
$3,695,044
18.85%
04-05
$939,904
4.79%
05-06
06-07
07-08
08-09
09-10
10-11
11-12
12-13
13-14
14-15
15-16
16-17
17-18
18-19
19-20
20-21
21-22
22-23
23-24
24-25
25-26
26-27
27-28
28-29
29-30
30+
Curr Face
$4,810,000 23.84%
$6,549,000 32.46%
$3,143,000 15.58%
$4,732,000 23.46%
$939,000 4.65%+�
1
l
Mkt Principal
$4,743,429 24.19%
$6,341,048 32.34%
$2,971,038 15.15%
$4,612,041 23.52%
$939,904 4.79%
