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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 1$ 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% 5.Ooo ' 0.0 /o oa oc Vw �a `N5 �a ;a �-S `tee Ewe �� , �~ a{ � � 1z. L Q~ O� V� 44' 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 $0 Ox 0�a ��a J�� \�0 o� aJ\� �aka oQ�e` \\sae GEC. 0�0� oo� J�� ova yr�� o�oo' yea Fay Oe$a -�a1` O�a�°Q� o�cS �,�� P ��o sae �� g� oe�JS Ica` Oe G Q- Vol 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 to.t4?6 40.06%4Z.46% 40.00% 20.00% 0.00% µ'$ Q�cs 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 M c 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. 0 �1�� 1♦ o, 0 .200 Arm , • 1 e -400 600 a yy -800 v .1,000 1+ N t�Fpp+ tp tp ��pp w NI+ tFp+ ��Fpp+ tp ��Fpp+ ��Fpp+ aF+ Vi+ 8N pN N O H 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 � 0 - a5 e< e <z ° Aay \G�V C` O� 154 19 24 4 6 4� O 7 f 4 2 KI A5 �G 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 ' \� a •y\ •y\ ,� 1� `Ly 'i\ `pa, ea\\ ,�� titi� off' �Q �O vaQ a� �� 4,Vr tc � y� �e �P� 1� �,J`' ��•� ��b �`:r �`ti ``�;ti Doti � Z5 `�`y �`� �e� see~ `¢`• ca��o c 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%